Villanova University
College of Commerce and Finance
Department of Decision and Information Technologies
Operations and Supply Chain Management
Time:
6:00 p.m. – 8:45 p.m.
MBA 8503-001
50% Distance Learning
CRN: 32379
Class Meeting Room: 033 Bartley Hall
Day:
Wednesday
Semester:
Spring 2004
Professor
Dr. Sohail S. Chaudhry
Office:
Office Hours:
Office Phone:
Office FAX:
Office Email:
Web Address:
WebCT Address
Room 3076 Bartley Hall
Before and After Class and/or By Appointment Only
610 - 519 – 4369
610 - 519 – 5015
sohail.chaudhry@villanova.edu
http://www74.homepage.villanova.edu/sohail.chaudhry
http://www.webct.villanova.edu
SYLLABUS
TEXTBOOK:
Russell, Roberta S. and Bernard W. Taylor III, Operations
Management, Fourth Edition, Prentice Hall, Inc., 2003.
(http://cw.prenhall.com/bookbind/public_html/pubbooks/russell3/)
SOFTWARE:
Weiss, Howard J., POM/QM for Windows 2.0, Prentice Hall,
Inc., 2000. (http://www.prenhall.com/weiss)
ARTICLES:
See course web site under Readings from the Wall Street Journal
as well as other academic and business sources.
MBA 8502 – Statistical Analysis for Business Decisions.
Please Note: “It is the student’s responsibility to be certain that the
prerequisites have been successfully completed. If at any time
during the semester it is determined that a student has not
completed the prerequisites, the student can be administratively
dropped from the course without credit or tuition refund.”
COURSE DESCRIPTION: Today's managers must understand the complex process
underlying the development and manufacture of products as well
as the creation and delivery of services. This course examines the
concepts of operations and supply chain management and the
PREREQUISITES:
1
responsibilities of operations and supply chain managers in the
management of production systems, including problems and
techniques of systems design, operations, and control.
GRADING (Tentative):
Mid-Term (40%); Final (40%); Class Project (20%)
COURSE OBJECTIVES: The purpose of this course is to provide the students with the
understanding of the concepts and methodologies as applied to
operations and supply chain management environment of a
business. It has the following objectives:
1) To develop an understanding of concepts within the context of
productive systems: inputs, conversion systems, and outputs
for both manufacturing and services.
2) To develop an understanding of the production function in a
variety of organizations and relationships among
production/operations, marketing, accounting, finance, and
engineering.
3) To develop students’ ability to recognize, formulate, and
analyze decisions of operation and supply chain managers
through the application of selected quantitative techniques as
decision-making aids.
4) To gain an appreciation of the responsibilities and decisionmaking activities of operation and supply chain managers: the
way they approach problems, the terminology they use, the
challenges that they face, and their perspectives.
COURSE LEARNING OUTCOMES: After having completed the Operations and Supply
Chain Management course, you should be able to:
1) Recognize and formulate a variety of operations and supply
chain management problems that are faced by management in
business organizations.
2) Choose the appropriate technology to solve and critically
analyze the operations and supply chain management
problems.
3) Be better prepared discuss the global and cross-functional
integration issues related to operations and supply chain
management within business organizations.
4) Have achieved a high level of knowledge and skills set.
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5) Have more knowledgeable of the “hot topics” that are driving
the field of operations and supply chain management these
days.
ASSIGNMENTS:
Suggested homework problems from the textbook are listed in the
course outline. It is the responsibility of every student to work out
the assigned problems. Homework problems will not be collected,
however, solutions to these problems will be made available on the
class web site.
METHOD OF INSTRUCTION: The main method of instruction is through lectures as well as
hands-on approach in using microcomputer software to solve
business problems.
MICRO-COMPUTER SOFTWARE: To assist with the analysis of the suggested homework
problems, various software packages can be used including POM
for Windows, Excel OM, SPCExpert, Microsoft Project,
Spreadsheets (EXCEL, QUATTRO, Lotus 1-2-3). These
software packages are resident on the University’s Novell
Directory Services (NDS) and are available to students using their
LDAP username and password as issued by University Information
Technologies (UnIT). The following features must be activated
under the Advanced button of the NDS login screen: Tree:
VUTREE; Context: people.vu; and Server: VUNDS2 to access the
software.
DISTANCE LEARNING COMPONENT: This course has a 50% distance-learning
component and is uses the WebCt platform as well as a new
software LearnLinc from CyberGrad. For these two components,
please make sure that in order to participate in this format, you
have the full technical capability as well as the time. Please refer
to the MBA handbook for more details. You will need the UnIT
issued LDAP username and password to access the web based
course material. In addition, if you are not familiar with the
WebCt software, it is recommended that you familiarize yourself
with these tools prior to your first distance-learning class. I will
demonstrate the WebCt and LearnLinc software in class on the
first day of class. Some resources are available at the following
sites:
http://www.cit.villanova.edu/webct.htm
http://www.webct.com/quickstart
http://www.webct.com/communities
http://www.webct.com/students
http://www.cyber-grad.com/learnlinc
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CLASS PROJECT:
A group project is required for this class. A group may consist of
up to 3 students. This semester, the focus of the Operations
Management Projects should be related to the topics of Green
Environment, Management and Control of Quality, Radio
Frequency IDentification (RFID), and Supplier Selection. The
project must consist of utilizing one or more of the operational
techniques discussed in class as applied to an actual problem faced
at your place of work. A written report will be due on the last day
of classes. The report must include an executive summary, a brief
description of the business, the description of the problem as well
as the existing approach to solve the problem, the proposed
approach(es), the results from the implementation of the new
approach(es), discussion and conclusions. There is no page limit
on the length of the paper as long as the main essence of the
exercise is fully conveyed to the reader. The group project will be
due on the last day of class.
ATTENDANCE POLICY: Students are expected to attend all classes and participate in the
class discussion.
MAKEUP EXAMINATION POLICY: There will be No Makeup Examination given unless
you have a legitimate excuse (e.g., a doctor's note) for not taking
the regularly scheduled examination and have received my prior
approval. Makeup examination can be of any type.
ACADEMIC INTEGRITY CODE AND POLICY:
The Code of Academic Integrity of Villanova University addresses
cheating, fabrication of submitted work, plagiarism, handing in
work completed for another course without the instructor’s
approval, and other forms of dishonesty. For the first offense, a
student who violates the Code of Villanova University will receive
0 (zero) points for the assignment. The violation will be reported
by the instructor to the Dean’s Office and recorded in the student’s
file. In addition, the student will be expected to complete an
education program. For the second offense, the student will be
dismissed from the University and the reason noted on the
student’s official transcript.
STATEMENT OF DISABILITY:
“If you have a disability that may affect your success in this course
and wish to discuss academic accommodations, please arrange to
meet with me as soon as possible and not later than the end of the
second week of the semester.”
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SELECTED RECOMMENDED TEXTBOOKS:
1) Adam, Jr., Everette E. and Ronald J. Ebert, Production and Operations Management, 5th
Edition, Prentice-Hall, 1992.
2) Chase, R.B., N.J. Aquilano and F.R. Jacobs, Production and Operations Management:
Manufacturing and Services, 8th Edition, Irwin/ McGraw-Hill, 1998.
3) Dilworth, J.B., Production and Operations Management: Manufacturing and Services,5th
Edition, McGraw-Hill, 1993.
4) Evans, J.R., Production/Operations Management: Quality, Performance, and Value, 5th
Edition, West Publishing, 1997.
5) Gaither, N., Production and Operations Management, 7th Edition, Dryden Press, 1996.
6) Hanna, M.D. and W.R. Newman, Integrated Operations Management: Adding Value for
Customers, Prentice Hall, Inc., 2001.
7) Heizer, J. and B. Render, Operations Management, Sixth Edition, Prentice Hall, Inc.,
2002.
8) Krajewski, L.J. and L.P. Ritzman, Operations Management: Strategy and Analysis, 4th
Edition, Addison-Wesley 1996.
9) Markland, R.E., S.K. Vickery, and R.A. Davis, Operations Management: Concepts in
Manufacturing and Services, 2nd Edition, South-Western College Publishing, 1998.
10) Martinich, J.S., Production and Operations Management: An Applied Modern Approach,
John Wiley, 1997.
11) McClain, J.O., L.J. Thomas, and J.B. Mazzola, Operations Management: Production of
Goods and Services, 3rd Edition, Prentice-Hall, 1992.
12) Melnyk, S.A. and D.R. Denzler, Operations Management: A Value Driven Approach,
Irwin, 1996.
13) Meredith, J.R., The Management of Operations: A Conceptual Emphasis, 4th Edition,
John Wiley, 1992.
14) Murdick, R.G., B. Render, and R.S. Russell, Service Operations Management, Allyn and
Bacon, 1990.
15) Schonberger, K.J. and E.M. Knod, Operations Management: Improving Customer
Service, 5th Edition, Irwin, 1994.
16) Starr, M.K., Managing Production and Operations, Prentice-Hall, 1989.
17) Stevenson, W.J., Production/Operations Management, 6th Edition, Irwin, 1999.
ACADEMIC JOURNALS:
1) Computers and Industrial Engineering
2) Interfaces
3) International Journal of Operations and Production Management
4) International Journal of Operations and Quantitative Management
5) International Journal of Production Research
6) International Journal of Quality and Reliability Management
7) Journal of Business Logistics
8) Journal of Operation Management
9) Naval Research Logistics
10) OMEGA: International Journal of Management Sciences
11) Operations Management Review
12) Production and Inventory Management Journal
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13) Production and Operations Management
14) Quality Engineering
15) Quality Management Journal
16) Quality Progress
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Course Outline
Class
Meeting
1
Date (DLTentative)
January 14
Topics
Chapter: Page Numbers
Introduction to Operations and
Competitiveness
Statistical Quality Control
2
January 21
DL Class 1
Operations Strategy
Quality Management
3
January 28
DL Class 2
Processes and Technologies
Facilities (Video Lecture)
4
February 4
DL Class 3
The Transportation Method (Video
Lecture)
5
February 11
Supply Chain Management
Operational Decision-Making Tools:
Supplier Selection
Operational Decision-Making Tools:
Facility Location Models
6
February 18
Forecasting
7
February 25
Midterm Examination
March 3
Spring Break – No Class Meeting
8
March 10
Capacity and Aggregate Planning
Operational Decision-Making Tools:
Decision Analysis
9
March 17
DL Class 4*
End of Chapter Problems
Chapter 1: 3-28
---
Chapter 15 : 671-709
1-37
Chapter 2: 31-55
Chapter 14: 611-670
--1-12
Chapter 4: 117-157
Chapter 5: 159-172,176-196
--1-10
Chapter 7: 296-301
1-25
Chapter 7: 265-296, 302-319
Chapter 7S: 321-332
1-13
Chapter 5S: 197-213
1-12
Chapter 8: 334-389
1-46
2 hours and 45 minutes
Open book, notes, and use of
computers allowed.
Inventory Management
Chapter 9: 392-424
Chapter 2S: 57-73
1-12
8-16
Chapter 10: 453-467, 470-489
1–5, 7–9, 12, 14, and 16,
17, 19-42
Just-in-Time and Lean Production
Chapter 11: 509-538
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March 24
Operational Decision-Making Tools:
Linear Programming
Chapter 9S: 425-451
1-31
11
March 31
DL Class 5*
Enterprise Resource Planning (Video
Lecture)
Chapter 12: 539-580
1-20
12
April 7
Scheduling
Chapter 13: 581-610
1-20
13
April 14
DL Class 6*
Project Management (Video Lecture)
Chapter 6: 215-263
1-27
14
April 21
15
April 28
Presentations**
**: Tentative (Time permitting)
Final Examination
And
Group Project Due
Each presentation should be
no more than 10 minutes long.
2 hours and 45 minutes
Open book, notes, and use of
computers allowed
Please note that for some (*) DL classes, I am planning to hold a live audio session using LearnLinc (depending on
License Availability) that will be conducted over the Internet from 6:00 – 7:15 p.m. for Group A and 7:30 p.m. –
8:45 p.m. for Group B .
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Chapter Details:
Chapter 1: Introduction to Operations and Competitiveness
A.
B.
C.
D.
E.
F.
G.
Just What Do Operations Managers Do?
The Operations Function
A Brief History of Operations Management
Operations Management in an E-Business Environment
Globalization
Competitiveness
Primary Topics in Operations Management
Chapter 2: Operations Strategy
A.
B.
C.
D.
E.
F.
G.
H.
So You Have A Mission Statement … Now What?
Strategic Formulation
Competitive Priorities
Operations’ Role in Corporate Strategy
Strategy and the Internet
Strategic Decisions in Operations
Strategy Development
Issues and Trends in Operations
Chapter 2 Supplement: Decision Analysis
A. The Decision Making Process
B. Decision-Making With Probabilities
Chapter 4: Processes and Technologies
A.
B.
C.
D.
E.
F.
Dell Excels
Types of Production Processes
Process Planning
Process Analysis
Process Reengineering
Technology Decisions
Chapter 5: Facilities
A.
B.
C.
D.
E.
The Building with the Green Roof
Basic Layouts
Designing Process Layouts
Designing Product Layouts
Hybrid layouts
Chapter 5 Supplement: Facility Location Models
A. Types of Facilities
B. Site Selection: Where to Locate
C. Location Analysis Techniques
Chapter 6: Project Management
A.
B.
C.
D.
E.
F.
G.
Project “Magic” at Disney Imagineering
The Elements of Project Management
The Gantt Chart
CPM/PERT
Probabilistic Activity Estimates
Activity-on-Node Networks and Microsoft Project
Project Crashing and Time-Cost Trade-Off
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Chapter 7: Supply Chain Management
A.
B.
C.
D.
E.
F.
G.
H.
I.
J.
Supply Chain Success at Harley-Davidson
Supply Chain Management
Information in the Supply Chain
Suppliers
E-Procurement
Distribution
Transportation
The Transportation Method
Supply Chain Management (SCM) Software
The Global Supply Chain
Chapter 7 Supplement: Supplier Selection
A. AHP with Excel
B. AHP with Expert Choice
Chapter 8: Forecasting
A.
B.
C.
D.
E.
F.
G.
H.
I.
Product Forecasting at Nabisco
The Strategic Role of Forecasting in Supply Chain
Components of Forecasting Demand
Forecasting Methods
Forecasting Process
Time Series Models
Forecast Accuracy
Time Series Forecasting Using Excel, Excel OM, and POM/QM for Windows
Regression Methods
Chapter 9: Capacity and Aggregate Planning
A.
B.
C.
D.
E.
F.
G.
Disney’s Planning Process
Capacity Planning
Aggregate Production Planning
Adjusting Capacity to Meet Demand
Demand Management
Hierarchical and Collaborative Planning
Aggregate Planning for Services
Chapter 9 Supplement: Linear Programming
A.
B.
C.
D.
E.
General Structure of Linear Programming
Model Formulation
Graphical Solution Method
Linear Programming Model Solution
Solving Linear Programming with POM/QM for Windows and Excel
Chapter 10: Inventory Management
A.
B.
C.
D.
E.
F.
G.
Inventory Management along IBM’s Supply Chain
The Elements of Inventory Management
Inventory Control Systems
Economic Order Quantity Models
Quantity Discounts
Reorder Point
Order Quantity for a Periodic Inventory System
Chapter 11: Just-in-Time and Lean Production
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A.
B.
C.
D.
E.
Kaizen Blitz at Solectron
Basic Elements of JIT
Benefits of JIT
JIT Implementation
JIT in Services
Chapter 12: Enterprise Resource Planning
A.
B.
C.
D.
E.
F.
G.
ERP at Cybex
ERP modules
ERP implementation
Web-Based ERP and Related E-Business Software
ERP and MRP
Material Requirements Planning
Capacity Requirements Planning
Chapter 13: Scheduling
A.
B.
C.
D.
E.
F.
G.
H.
When Good Genes Make Good Schedules
Objectives in Scheduling
Loading
Sequencing
Monitoring
Advanced Planning and Scheduling Systems
Theory of Constraints
Employee Scheduling
Chapter 14: Quality Management
A.
B.
C.
D.
E.
F.
G.
H.
I.
J.
Motorola’s Six Sigma Quality
Meaning of Quality?
Total Quality Management
Strategic Implications of TQM
The Cost of Quality
The Effect of Quality Management on Productivity
Quality Improvement and the Role of Employees
Identifying Quality Problems and Causes
Quality Awards and the Competitive Spirit
ISO 9000
Chapter 15: Statistical Quality Control
A.
B.
C.
D.
E.
Achieving Six Sigma Quality with Black Belts at Motorola and General Electric
The Basics of Statistical Process Control
Control Charts
Process Capability
SPC with Excel, Excel OM, and POM/QM for Windows
10