COMENIUS UNIVERSITY IN BRATISLAVA
FACULTY OF MANAGEMENT
Department of Strategy and Entrepreneurship
Head of Department: Prof. Ing. Jozef Papula, PhD.
Odbojárov 10, P. O. Box 95, 820 05 Bratislava 25
Lectures and Seminars
: Assoc. Prof. Milan FEKETE, PhD.
: 3 rd
: ECTS 5
: P, S
: Friday 9.00-12.00
+ 421 (2) 50117 621
This operations management course is intended to be an analysis of the operating practices and procedures found in either manufacturing firms or companies providing service. The focus is on the set of activities, which lead to the transformation of inputs into outputs in an efficient way and create value in the form of goods and services for the customers. Thus, operations management spans almost all the real value-added activities of an organization including product and process design, material and information flow, inventory and materialhandling management and also many supporting activities like production planning and control systems, quality management, and forecasting. These topics will be covered based on the principles, methodology and tools of lean management concept and other relevant concepts related to operations management like supply chain management and quality management approaches.
Final examination consists of two parts: the first part is the presentation of the seminary work or project. The second part represents a combination of written and oral examination.
Presentation of the Seminary Work or Project
Students prepare the presentation of their seminary work or project. Students can freely choose the topic and content of the presentation. The topic should be from the area of
Operations Management and also other topics that relate somehow to Operations
Management. Major themes that comprise the content of Operations Management course listed in a table below can serve as the ideas for choosing topics for the seminary work.
Seminary work can be prepared and presented from the environment of manufacturing companies or companies providing service regardless of the industry.
Seminary work can be theoretical, i. e. based on the literature, or practical, i. e. based on the example of some company, or a combination of both approaches. Literature should be
either books, or journals, or on-line databases. Also Internet can be used, but be careful about freely available pages; information provided on these pages is mostly of an informative character, scientifically not much valuable.
The team of a maximally three students can present the seminary work. Presentations are usually held to the end of course semester. Presentations can be sent to the teacher via e-mail.
A grade will be according to the professionalism of presented seminary work – content, and the quality of materials used. Numbers of pages of seminary work are not so decisive as the quality; you can prepare the presentation to any number of slides, important is to comprehensively describe the chosen topic of the seminary work.
Written and Oral Examination
(30 and 40 points respectively).
Within a final examination a written test will be given. Test is made up of questions taken from the syllabus themes of Operations Management course listed in a table below. Each student will be given only one question. Written exams are not time limited, but generally based on the experience approximately 60 minutes are sufficient.
After writing the written test the oral evaluation by the lecturer follows on. Within the oral examination written exam will be reviewed. Within the oral examination the lecturer can give the students the additional questions for checking their knowledge and comprehension of different subjects from operations management course.
The final grade will be the sum of the partial grades from seminary work, and written and oral examination. Seminary works should be presented before the written and oral examination. A final grade will be awarded after successful completion of all parts of examination.
Grading, i. e. the amount of points awarded and corresponding grade A to FX, is given on the basis of the rules described in the faculty´s study program.
The Toyota Way.
McGraw-Hill, 2004. 330 p. ISBN 0-07-139231-9.
JACOBS, R. – CHASE, J. – ACQUILLANO, D.:
Operations and Supply Management.
McGraw-Hill, Irwin International Edition, 2009. 776 p. ISBN 978-0-07-128804-0.
TAYLOR, David – BRUNT, David:
. 2001. ISBN 1-86152-604-0.
WOMACK, J., P. – JONES, D., T.:
Operations and Supply Chain
Lean Thinking: Banish Waste and create Wealth in your Corporation.
Revised and Updated. Free Press, 1996, 2003. 396 p. ISBN 0-7432-
Made-to-Order Lean: Excelling in a high-mix, low-volume environment.
Productivity Press, New York, 2007, 209p. ISBN 978-1-56327-362-9.
Bratislava, February 4, 2013 Assoc. Prof. Milan FEKETE, PhD.
Topics or areas on which the seminary works can be presented:
5S and visual control
Cellular manufacturing 2.
Employee involvement and training
Lean management in service organization or administration
Lean leadership and/or lean transformation
Value stream mapping of manufacturing processes
Value stream mapping of administrative and office processes
Quick changeover – SMED
Low cost intelligent automation (LCIA)
Kanban system (including electronic kanban)
Kaizen – concept of continuous improvement
ECR – Efficient Customer Response
RFID and EAN codes
Supply chain management
Autonomous maintenance or Total productive maintenance (TPM)
Continuous versus batch production
Waste elimination (MURI, MURA, MUDA)
Standardized work procedures
Forecasting, make-to-stock versus make-to-order production
Theory of constraints (bottleneck)
Production planning systems (ERP, MES, MRP)
Student´s own selection
Course Schedule – Summer 2013
Characteristics of Operations
Process Improvement based on the
Process Improvement when having
Process Improvement when having
Tools for Process Improvement
Inventory management and Pull
Operations Management as the Management of
Transformation Processes; Effective Production
System. Conceptions applied in production system.
Procedure of the analysis of the production process current state
The ways of process improvement based on the determination of target condition or future process state
Tools and methods applied when demand increases
Tools and methods applied when demand decreases
Associating time to the work, planning boards
General tools for process improvement
Types and Purposes of Inventory; Inventory
Systems, Kanban system
PDCA cycles and A3 methodology
PDCA and A3 methodology in process management and problem-solving issues