Great Basin College
Course Syllabus
Fall 2009
Course Title:
Sections:
Credits:
Instructor:
Office Locations:
Office Hours:
E-Mail:
Textbook:
MGT 441 - Operational Quality Control & Problem Solving
BV1, ER1, WV1, YV1,1V1
Three (3)
E. Jay Larson, PhD
Dr. Larson-GTA Bldg. Room 101, Phone (775) 753-2125
Thurs 1:00 - 6:00 p.m.
jayl@gwmail.gbcnv.edu
1.) Operations Management 9th ed. with student CD/DVD Library, by Heizer
& Render, Pearson/Prentice Hall Publishers (required)
ISBN# 9780138128784
2.) Quality Problem Solving by Gerald F. Smith, American Society for
Quality Publishers, 1998 (optional)
Requirements:
Computer with Windows / XP and a CD reader with current Excel software.
Catalog Description:
Operational quality control and problem solving in the workplace.
Prerequisites:
Associate of Applied Science or Certificate in Electrical Technology and completion of AMS 310, or
instructor's approval.
Course Purpose:
In this course we present a state- of-the-art view of the activities of the operations management
function. Operations is an exciting area of management that has a profound effect on the productivity
of both manufacturing and services. The goal of this course is to present a broad introduction to the
field of operations in a realistic, practical manner. Operations management includes a blend of topics
from accounting, industrial engineering, management, management science, and statistics. This
course will help you understand how OM affects society and your life as a manager.
Course Objectives:
The general topics of this course include:
1. What is Quality? How is its definition used in the market place? What is Productivity?
2. Operations Management (OM) strategy in domestic and global business environments using
computer simulations and research.
3. Forecasting tools and the importance of data gathering and research techniques.
4. Managing quality and the problem solving process used by decision makers in today's
business environments.
5. Statistical process control techniques, data gathering procedures and applicable analytical
models.
6. Industrial decision-making with experiments using the Excel spreadsheet to solve a variety of
operations / management problems.
7. Process strategy and the role of managers / employees to achieve continuous improvement of
their assigned operations.
MGT 441 Syllabus
1
Specifically, students who successfully complete this course will be able to:
1. Develop practical processes, to solve problems encountered by modern
organizations;
identification, definition, models, alternative solutions using the Excel software.
2. Apply statistical concepts to problem solving and quality control issues.
3. Develop skill using OM and other features of the Excel program to analyze
data.
4. Apply case-based reasoning and case-based problem solving skills to
management
decision-making and various problems facing today's managers.
5. Determine the role that organizational structure, leadership, and
communications play in
the problem-solving process and be able to discuss these issues and
make valid
recommendations.
Measurement of Outcomes:
Your achievement of the above outcomes will be measured by Exams, Quality Tasks /
Problems, Excel Exercises, Case Studies, a Final Exam and classroom participation /
discussions.
Case Studies:
Each Case Study should be a two to three page discussion of the issue presented in the
case. All case studies will be prepared using a word processing program. Obvious and
glaring spelling, grammar, and sentence structure errors will count against you in grading.
Consider in your report what methods might be used to solve the problem and methods
that might have been suggested. You should, as a minimum, answer the questions posed
by the author. Remember, "Why?" should always be part of your discussion to convince us
that your solution is reasonable.
Method of Instruction:
This course is offered as an Interactive Video course. You should utilize the math tutor
when you need help. Although the appropriate pedagogical method for the delivery of this
specific course may be determined by available technology and the experience level of
each cadre of students, it is anticipated that a variety of techniques will be used, including
lectures, class discussions, small group work, interactive teaching methods and videos.
Each student is required to read the text, assigned cases and complete all tutorials. Course
content and all learning activities are presented using behavioral, affective, and cognitive
formats with the end result focused on the student's ability to apply the theories and
concepts. Practical scenarios will be presented to allow students to develop their own
unique management skills while examining what other managers have done when faced
with these same issues. A prior working knowledge of Excel would be extremely
valuable.
Grading:
Total points for grades will be determined as follows:
30 Points - Case Studies for 7 Chapters: 1, 2, 6, 6S, 7S, 11, 13 (30 x 7 = 210 points)
20 Points - Problems
20 x 72 = 1,440 points
10 Points - Active Models
10 x 8 = 80 points
Chapter Quizzes (10 required)
10 x 5 = 50 points (50 Bonus Pts. for completing all
chapters)
Exams: #1 10% = 300 points
#2 10% = 300 points
Final 17% = 500 points
Attendance / Participation = 120 Points
Total Points = 3,000
Grading will be based on the following scale:
A = 2,600 Points or more
C = 2,299 - 2,000 Points
B = 2,599 - 2,300 Points
D = 1,999 -1,500 Points
Fail = less than 1,500 Points
Special Instructions and Policies
Participation:
In order for you to succeed in this class, you need to complete at least one chapter each
week. This is a course that is nearly impossible to catch up if you get behind schedule,
therefore, your Instructor will withdraw you from the course if you do not complete the
mid-term exam and the chapters’ homework before the deadline. I would also suggest that
if by the 13th week of the course, it looks like you will not complete the course that you
withdraw from the class rather than asking for an incomplete grade for the semester.
Tests:
Tests usually consist of Multiple Choice, and/or Essay Questions. The primary goal of
each examination is to allow the students an opportunity to demonstrate their knowledge
of the course concepts given serious time constraints. The test is one way for students to
demonstrate their ability to apply the appropriate concept even if given several competing
alternatives. Students should draw on their work and life experiences, as well as,
information presented by the instructor to successfully complete all graded exercises in
this course. The emphasis is on Theory and Practice, in that order; first learn the new
paradigm and its accompanying model/formula, then apply those to the unique
circumstances of the situation. Class presentations and test structures will also usually
follow this format.
Additional Information/Guidance:
It is essential that students read the assigned material and complete any tutorials for
each chapter. The authors have provided a lot of materials for you in this class that
comes with your textbook. There is also a website that contains chapter quizzes and
practice problems with their solutions. The textbook also contains the answers to all of
the even-numbered problems for each chapter. I strongly suggest that you use all of
these learning aides. Exams will be taken from material presented in the textbook and
these supplementary materials. The successful student will be able to recognize
weaknesses and strengths of various solutions and will be able to not only select the best
alternative but be able to explain why that is the BEST choice under these circumstances.
Any students desiring to submit items for extra credit should first contact the instructor.
SPECIAL NOTES:
GBC supports providing equal access for students with disabilities. An advisor is available to
discuss appropriate accommodations with students. Please contact the ADA Officer (Julie
Byrnes) in Elko at 775.753.2271 at your earliest convenience to request timely and
appropriate accommodations.
STUDENT HONOR CODE:
The Instructors expect that each student will do their own work. Some activities may
require group work; the instructors will inform students when group collaboration is
allowed. Plagiarism will, however, not be tolerated. You should always give credit to the
source of your ideas/research. Any plagiarism could result in an "F" grade for the course.
Not a Contract:
This document does not in any way represent a contract. It is only a summary of how the
instructor expects the course to proceed. The instructor(s) reserve the right to make
reasonable changes to the course at anytime.
Course Schedule/Outline
Fall 2009
Week
1
2
Assignments
Chapter 1: Operations and Productivity
p. 6, Example 1
p.16, Example 2
PROBLEMS:
1.9 and 1.13
CASE STUDY:
Zychol Chemicals Corp.
Chapter 2: Operations Strategy in a Global Environment
CASE STUDY:
Minit-Lube, Inc.
2-3
Chapter 4: Forecasting
p. 139, Using Software in Forecasting
p. 111, Example 1
p. 114, Example 3
p. 122, Example 8
p. 125, Example 10
p. 129, Example 12
p. 131, Example 13
p. 132, Example 14
p. 133, Example 15
p. 135, Example 16
p. 142, Active Model Exercise
PROBLEMS
4.6, 4.9, 4.19, 4.23, 4.25, 4.34, 4.35, 4.42, 4.45, 4.48
4
Chapter 6: Managing Quality
p. 206, Example 1
p. 213, Active Model Exercise
PROBLEMS
6.13, 6.14, and 6.16
CASE STUDY
Southwestern University (c)
5
Supplement 6: Statistical Process Control
p. 240, Using Software for SPC
p. 226, Example S1
p. 227, Example S2
p. 228, Example S3
p. 231, Example S4
p. 233, Example S5
p. 235, Example S6
p. 236, Example S7
p. 242, Active Model Exercise
PROBLEMS
S6.6, S6.8, S6.11, S6.14, S 6.19, S6.25, S6.27, S6.34
CASE STUDY
Alabama Airlines On-Time Schedule
6
Chapter 7: Process Strategy
p. 257, Example 1
p. 264, Example 4
p. 280, Active Model Exercise
PROBLEMS
7.5,7.10,7.11 and 7.12
7
Supplement 7: Capacity Planning
p.289, Example S1
p.290,Example S2
p. 298, Example S3
p. 299, Example S4
p. 300, Example S5
p. 304, Example S7
p. 304, Example S8
p. 305, Using Excel OM for Break-Even
Analysis
PROBLEMS
S7.12, S7.15, S7.22, S7.23, S7.27, S7.28, S7.33
and S7.34
CASE STUDY
Capacity Planning at Arnold Palmer Hospital
8
9
MID-TERM EXAM (Chapters 1-7)
Chapter 8: Location Strategies
p. 333, Using Software to Solve Location
Problems
p. 323, Example 1
p. 324, Example 2
p. 326, Example 3
p. 335, Active Model Exercise
PROBLEMS
8.3, 8.7, 8.10, 8.11, 8.14, 8.15, 8.19, 8.21, 8.23 and
8.24
13
10
Chapter 11: Supply-Chain Management
p. 436, Example 1
p. 447, Example 2
p. 451, Example 3
PROBLEMS
11.8,11.9 and 11.10
CASE STUDY
Dell's Value Chain
11-12
Chapter 12: Inventory Management
p. 510, Using Software to Solve Inventory
Problems
p. 485, Example 1
p. 487, Example 2
p. 493, Example 3
p. 493, Example 4
p. 494, Example 5
p. 495, Example 6
p. 496, Example 7
p. 498, Example 8
p. 501, Example 9
p. 503, Example 10
p. 504, Example 11
p. 506, Example 12
p. 515, Active Model Exercise
PROBLEMS
12.4, 12.5, 12.13, 12.17, 12.19, 12.24, 12.25
and 12.32
Chapter 13: Aggregate Planning
p. 547, Using Software for Aggregate
Planning
p. 534, Example 1
p. 535, Example 2
p. 536, Example 3
p. 537, Example 4
p. 538, Example 5
p. 542, Example 6
p. 544, Example 7
p. 550, Active Model Exercise
PROBLEMS
13.3, 13.7, 13.11, 13.12, 13.14, 13.16,
13.19 and 13.22
CASE STUDY
Andrew Carter, Inc.
14
Chapter 16: Just-In-Time and Lean Production Systems
p. 649, Example 1
p. 654, Example 2
PROBLEMS
16.1, 16.5, 16.6 and 16.10
14
15
16
EXAM #2 (Chapters 8-16)
Chapter 17: Maintenance and Reliability
p. 672, Example 1
p. 672, Example 2
p. 677, Example 4
p. 681, Ethical Dilemma Case Study
PROBLEMS
17.6, 17.14, 17.17 and 17.19
FINAL EXAM (Comprehensive)