13wq Oper360 Ansari
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Transcript of 13wq Oper360 Ansari
OP 360 Page 1
WINTER 2013 OPERATIONS MANAGEMENT OPER 360 Professor: Al Ansari, Ph.D., CPIM Phone: (206) 296‐5718 Office: Pigott 411 Fax: (206) 296‐2083 Walk in Office E‐mail: [email protected] Hours: 8:30‐9:15 and 11:00‐2:00 MWF Required Text:
■ Heizer & Render, Operations Management. 10th, Pearson/Prentice‐Hall, 2010.
Angel: ■ Course syllabus, slides, projects, etc. will be available on http://angel.seattleu.edu Course Description: This course is an overview of manufacturing and service operations and is designed to introduce students to the strategic importance of the operations function. An operation is the heart of every manufacturing and service firm worldwide because it deals directly with the creation and management of the production of those goods and services. The challenge is to do this effectively and efficiently. Today, some of the greatest problems in business lie in the area of operations management. Foreign competition, especially from Japan, Korea, Germany, and France, has increased the importance of operations. In this course, we will prepare to meet these challenges. Therefore, the course will study primarily manufacturing/service systems and offer both theoretical as well as a practical point of view. The course will introduce strategic concepts, analytical techniques, and decision‐making tools, and students will learn how these may be applied to Operations problems. Course Requirements: 1. Exam – 300 points There will be three exams and each will worth 100 points. Each exam will include some multiple choice, essay questions, and problems. Exams are not cumulative and are closed book and notes. These exams will require a demonstration of your capability to handle analytical techniques, as well as an understanding of the concepts. 2. Plant Tour Summary – 50 points Students will work in‐groups (NO INDIVIDUAL PROJECTS), visit one of several manufacturing/service plants (instructor approval is required) in the Seattle area, and present their findings to the class. Each member of the group must visit the plant. At the end of the quarter, each team will give a 20‐minute presentation to the class summarizing their findings from their visit. Each team member must participate in touring the plant and deliver their findings in an in‐class presentation using power point. Presentations should focus on observations of how the company applies the concepts discussed in class to support their business strategy. Determining recommendations based on the analysis is encouraged. The group presentation will be graded base on:
PLANT TOUR EVALUATION CRITERION
Coverage of key concepts points
Firm operations strategy 5
Process and layout 5
Quality management 5
OP 360 Page 2
Inventory management 5
Supply chain management (Purchasing, suppliers, logistics) 10
General Quality of Presentation 10 Organization 5 Logical flow of presentation Use of Visual Materials 5
i.e., Slides, video, etc, 50 Late submission of final plant tour slides ‐5
The group members are required to evaluate each other. Plant tour grade for free slackers will be determined by team members. NOTE: You will receive no points if you fail touring the company or participating in this process.
To avoid duplication, write the name of the company you have chosen for plant tour on the form posted on my office door
Plant Tour Sample Questions
General: What is the competitive advantage? What is the Operations Strategy? What are the product/services? Who are the major competitors? Process and Plant Layout Strategy: What type of plant layout(s) is/are used? What efficiencies does your particular plant layout provide? Inventory Management: What is your inventory turn rate for Class A, Class B, and Class C? How does this compare to the industry average? Is this a valuable metric for your managers? How many different parts do you have in your inventory? Quality Management: How is quality measured? At what point in the production process are samples taken to test quality? What size samples do you use for your tests? Do you use Statistical Process Control (SPC)? Supply Chain Management: Purchasing strategy Outsource? If yes, what percentage/how many parts? Criteria’s used in selecting suppliers Types of relationship with the suppliers 3. Quizzes – 50 points There will be 5 quizzes in this course and each would worth 10 points. The quizzes will contain multiple choice/true false questions. The questions can cover any of the material covered in the text and lectures. Only 4 out of 5 highest quizzes will be considered toward your overall grade. The quizzes are scheduled for the following dates: Quiz 1 Wednesday January 16 Quiz 2 Friday January 25
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Quiz 3 Wednesday February 4 Quiz 4 Friday March 1 Quiz 5 Friday March 8 QUIZZES will start in the beginning of class 4. In‐Class Projects ‐‐ 25 points Five in‐class projects are designed to help students to understand how operations concepts learned in class are applied in real business cases. These projects require students to work individually and submit the final report to the instructor by the end of the session. Each project is worth 5 points. 5. Ethical Issues in Operations Management ‐‐ 10 points An “Ethical Dilemma” featured at the end of each chapter includes a broad coverage of ethics as applied to Operations Management. Nine “Ethical Dilemma” cases will be discussed in class. Each student is required to submit one page, typed and doubled‐spaced answering questions(s) at the end of each “Ethical Dilemma” due on the date indicated in the course outline. Furthermore, each student is required to submit a folder including all 9 “Ethical Dilemma” assignments at the end of the quarter. 6. Class Participation & Attendance ‐15 points Showing up late for class is distracting and disrespectful to your peers and the instructor. It often results in people having to repeat themselves unnecessarily. Therefore, full class attendance and participation is required of all students. This includes attending class, arriving on time, and staying for the entire class period. You are required to bring to every class the followings:
1. The textbook 2. A calculator 3. If applicable, class projects, worksheets, examples, exercises, and other materials.
It counts as one absence if:
You are late for class three times,
You miss one third of class,
You fail to bring your textbook and assigned worksheets three times, If you skip a class, you are responsible for any information and instructions orally communicated at any time during class. Skipping classes is the last thing you may want to do. Class Attendance Two missed classes ‐5 points Three missed classes ‐10 points Four missed classes ‐15 points
COURSE POLICIES Using Laptops/Smartphones in the Classroom Policy. The use of laptops, notebooks or PDAs in class is not allowed. Such use has been found to be distracting to students and instructors alike and ultimately detrimental to the learning environment. A violation of this policy will result in appropriate grade sanctions as determined by the course instructor.
TURN OFF all Cell Phones/Pagers in class
No late submissions, no make‐ups, and no late work will be accepted. You are expected to take the exams on the days scheduled. If you provide an acceptable justification for being absent during an exam, you will be given a new exam. All grades will be posted to Angel
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Grading: Feedback on participants’ performance (grade) will be determined approximately as follows: 1. Exams 300 points 4. In‐class Project 25 points 2. Plant Tour Presentation 50 “ 5. Ethical Issues 10 " 3. Quizzes 50 “ 6. Class Attendance 15 “
Total possible points 450 points Grade distribution A 96‐100% C+ 77‐79% A‐ 90‐95% C 73‐76% B+ 87‐89% C‐ 70‐72% B 83‐86% D 61‐69% B‐ 80‐82 % F Below 61% Academic Honesty Seattle University is committed to the principle that academic honesty and integrity are important values in the educational process. Academic dishonesty in any form is a serious offense against the academic community. Acts of academic dishonesty will be addressed according to the Seattle University Academic Honesty Policy. The policy can be found at the address below: http://www.seattleu.edu/regis/Policies/Policy_2004‐01.htm If you are not sure whether a particular action is acceptable according to the Academic Honesty Policy, you should check with your instructor before engaging in it. Disability If you have, or think you may have, a disability (including an ‘invisible disability’ such as a learning disability, a chronic health problem, or a mental health condition) that interferes with your performance as a student in this class, you are encouraged to arrange support services and/or accommodations through Disabilities Services staff in the Learning Center, Loyola 100, (206) 296‐5740. Disability‐based adjustments to course expectations can be arranged only through this process.
Date Topics/Assignments Jan 7‐11 Review of Course Syllabus Course Introduction Operations & Productivity Ch. 1 Operations Strategy in a Global Environment Ch. 2 A global view of Operations Achieving competitive advantage through Operations Ten Strategic OM decisions Due Jan 11: Ethical Dilemma, Chapter 2, page 48 Jan 14‐18 Project Management Ch. 3 Importance of project management Project planning Project management techniques Project scheduling Variability in activity times Cost‐time trade‐offs Practice Problems: 3.3, 3.6, 3.12, 3.13, 3.17, 3.24 IInn‐‐ccllaassss PPrroojjeecctt NNoo.. 11 ‐‐ Southwestern University (A) Case on page 94 Due Jan 18: Ethical Dilemma, Chapter 3, page 85 Jan 21 No Class ‐‐ King’s Birthday
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Jan 23‐28 Managing Quality Ch. 6 Strategic importance of quality International quality standard‐‐ISO Total quality management Statistical Process Control Ch. 6 Supplement Control charts for variables The central limit theorem Control charts for attributes Process capability Practice Problems: s6.6, s6.8, s6.10, s6.15, s6.22, s6.23, s6.24, s6.25 IInn‐‐ccllaassss PPrroojjeecctt NNoo.. 22 – Frito‐Lay’s Quality Control Potato Chips on page 245 RReevviieeww EExxaamm Jan 30 Exam One ‐‐ will cover Ch. 1,2,3,6 & 6 supplement Feb 1‐6 Process Strategy Ch. 7 Mass customization Four process strategy Due Feb 6: Ethical Dilemma, Chapter 7, page 273 Layout Strategy Ch. 9 Types of layout Line balancing Practice Problems: 9.10, 9.11, 9.12, 9.13, 9.17 IInn‐‐ccllaassss PPrroojjeecctt NNoo.. 33 ((SSoouurrccee:: AAnnggeell))
Due Feb 6: Ethical Dilemma, Chapter 9, page 366 Feb 8‐13 Inventory Management Ch. 12 Competitive advantage through inventory management Functions of inventory Cover four inventory models Practice Problems: 12.8, 12.9, 12.12, 12.16, 12.17, 12.18, 12.24, 12.27, 12.28 IInn‐‐ccllaassss PPrroojjeecctt NNoo.. 44 ‐‐ Sturdivant Sound Systems Case on page 505 Due Feb 13: Ethical Dilemma, Chapter 12, page 495 Feb 15 Exam Two ‐‐ will cover Ch. 7, 9, &12 Feb 18 No Class – President’s Day Feb 20‐25 Aggregate Planning Ch. 13 Production Strategies Practice Problems: 13.3, 13.4, & additional problems on (Source: Angel)
Due Feb 25: Ethical Dilemma, Chapter 13, page 531 Feb 27 Material Requirements Planning Ch. 14 March 1‐4 Master production schedule Bill of materials MRP structure Lot‐sizing techniques
Practice Problems: (Source: Angel) Practice Problems: 14.12, 14.13, 14.16, & additional problems (Source: Angel) IInn‐‐ccllaassss PPrroojjeecctt NNoo.. 55 (Source: Angel)
Due Mar 4: Ethical Dilemma, Chapter 14, page 569 March 6 Supply Chain Management (SCM) Ch. 11 & Supplement
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Strategic importance of SCM Supply chain strategy Outsourcing Strategy Due Mar 6: Ethical Dilemma, Chapter 11, page 441 March 8 Just‐In‐Time (JIT) and Lean Production Systems Ch. 16 JIT Manufacturing JIT Purchasing
Lean principles Due Mar 8: Ethical Dilemma, Chapter 16, page 639 March 11‐18 Plant Tour Presentations & Review Exam Three E‐mail a black/white copy of your slides by 8:00 for 9:20 class and by 1:00 for 2:05 class
on the day of your presentation March 18 Due Mar 18: “Ethical Dilemma” Folder‐‐ Folder submitted 5 minutes after the start of
class will not be graded March 20 Exam Three at 2:00‐3:50 (2:05 class) Will cover Ch. 11 & suppl., 13, 14, & 16 March 22 Exam Three at 10:00‐11:50 (9:20 class) Will cover Ch. 11 & suppl., 13, 14, & 16