Introduction to Operations Management TRA 3151 3 Credit Hours Lutgert College of Business, Florida Gulf Coast University Professor Ronald L. Coccari SPRING 2012 CRN 10305 Mon. Wed. 5:00 – 6:15 PM Lutgert Hall Room 1201 Office/Phone: Lutgert Hall, Room 2308, Office Phone 590-1885, Cell: 293-4042 e-mail:
[email protected] Office Hours/Room: M W 3:30 – 5:00 PM
and
TH 2:00 – 4:30 PM
LH 2308
Course Materials--Required: OM3, by David A. Collier and James R. Evans, Publisher is SouthWestern, a division of Cengage Learning, 3rd Edition, ISBN-13: #978-0-538-47913-4 and ISBN-10: #0-538-47913-2. OM3 means this book. Other course materials will be posted on the FGCU course Angle Web site as needed. Course Content We are in the Service and Information Age where information-, entertainment-, and servicecontent are increasingly dominating or complementing goods-content. Service industries account for 82% of the jobs in the U.S. economy. Goods-producing industries (all of manufacturing, construction, fishing, forestry, mining, and agriculture) account for the remaining 18% but 50% of those jobs are also in service processes. Therefore, 91% of the jobs in the U.S. economy involve designing and managing service-, information-, or entertainment-intensive processes. Therefore, the emphasis in operations management is on value chains and associated processes in a wide variety of industries. The unifying theme of operations management is that value chains and associated processes create and deliver value to customers by transforming a set of inputs via a process into outputs. All functional areas create outputs and outcomes through processes. Outputs/outcomes can be in the form of a manufactured good, information, service, and entertainment. In general, processes can be categorized into (1) primary processes such as the production process to build cell phones or the reservation process for a hotel room and (2) supporting processes such as an organization’s human resource management hiring process or accounting and billing process. All functional areas such as engineering, accounting, information systems, marketing and finance use operations skills to design and manage their value creation processes. We also use business cases and team based assignments to help you understand the interdisciplinary nature of operations management and mimic real world work situations. Objectives of the Course 1. To learn the terminology, concepts, and methods of operations management. 2. Develop a broad understanding of value chains and operations management applicable to both goods-producing and service-providing organizations. 3. To understand the interdependence of the operating system with other key functional areas of the firm. 4. To practice and improve your written and verbal communication skills, and therefore, enhance your ability to communicate, and create an environment where you learn to work in teams.
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Objectives of the Course (continued) This course is a required undergraduate core (common) course for all students in the Lutgert College of Business. Students learn to adapt and apply course content and methods to changing business environments, and communicate effectively through verbal and written formats. Class discussion and sometimes team case write-ups and presentations provide the opportunity for students to improve their communication skills. Students begin to understand how the concepts and methods of operations management provide a foundation for critical thinking and decision making as outlined in the previous course objectives. Disability Accommodation If you need an accommodation based on the impact of a disability, please arrange an appointment with me as soon as possible and contact the FGCU Office of Adaptive Services in Howard Hall 137. Their telephone number is 590-7956. Academic Misconduct Any material submitted for course credit must be your own work if it is an individual-based assignment or the work of your team if it is a group-based assignment. Students are not permitted to discuss, read, etc. the work, thoughts, and ideas regarding the case or exams with other students (or another team for case work). If outside references are used, they must be properly referenced. Also, with the case work, it is recommended that you take action to protect your work, such as collecting your materials from the lab printers and disposing of rough drafts at home. Case write-ups that are similar to current or past case write-ups or similar to on-line materials may initiate serious disciplinary action, so please do your own work as an individual or, when required, as a team. Suspected cases of academic misconduct will be reported to the appropriate university departments. Typical penalties include an F in the course, disciplinary probation and/or possible dismissal from the university. Academic misconduct is a serious threat to the integrity and value of your degree and all that we do. Employers expect you to know the body of knowledge that is documented in your academic transcripts. The FGCU Student Code of Conduct documents (pp. 11, 18-24) the policies related to academic misconduct and honesty so please read these materials. Exams • The exams are closed book, closed notes. Bring a calculator! • Formulas are given on the exams but you must know what the symbols mean. • Each exam consists of some combination of conceptual questions, quantitative models, and problem solving. The material could be based on anything covered in the lecture, text, class and case discussions, homework, other assigned readings, videos, or guest presentations. A key to doing well on the exams is taking good class notes. • All electronic devices of any kind must be turned off during the exam. • If a Scranton sheet is used to record your answers for exams/quizzes your answer on the Scranton sheet is the only valid answer (answers on the test itself will not be considered so check your Scranton answers several times). • You must use your own calculator – No sharing of calculators. • You are responsible on the exams for all questions and problems we work and discuss in class so take good class notes. • NO make-up, late or early exams are given.
Religious Holidays
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All students at FGCU have a right to expect that the University will reasonably accommodate their religious observances, practices, and beliefs. Student shall not be penalized due to absence from class or other scheduled academic activities because of religious observances. Class Participation, Attendance & Attentiveness Good managers can communicate their ideas and analysis in a management meeting and to their peer group. Think of coming to our class meetings as coming to a management meeting and "practice" your communication skills. Relax and tell us what you think! Let's learn from each other! Consistent, aggressive, and quality class participation is expected. All points of view should enter the class discussion. Power point slides used in class will be posted to the courses Web site. This is a three credit hour course. You should expect to spend an average of three hours in class per week and an average of six hours per week preparing outside of class. Therefore you should expect to devote an average of nine hours per week to this class.
Grading and Course Performance You grade is determined with 60% weight on individual performance and 40% on team assignment performance as follows: Individual Performance on Three Exams @ 20% each Team Hand-in Assignments Team Mini-Case Write-Ups
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60 % 30 % 10%
Course Grades will be based on the following criteria: A 93-100 A- 90-92
B+ 87-89 B 83-86 B- 80-82
C+ 77-79 C 73-76 C- 70-72
D+ 67-69 D 63-66 D- 60-62
F 0-59
*Team hand-in assignments focus on mini-cases and answers to a set of homework questions. Each team is to hand in all homework assigned plus one mini-case. Check out the schedule for due dates. Your “team” is responsible for helping “all team members” understand the concepts and methods of the course—teach and help one another learn the material! We will also work selected end-of chapter homework problems in class as time permits, so keep a log of what problems we work and take good notes. Teams can share class notes on homework and cases to prepare for the exams. We will use Eagle mail for special announcements; we will use Angle only to post cases, articles and other course materials not in the course package. Angle is not used to post grades – you must come to class to get your graded exams, cases, and other assignments. Mini-case write-ups can simply answer the mini-case questions in a Q and A format (i.e., repeat the question and then answer it). Well-written case insights, analysis, and content are valued much more than long wordy paragraphs with little, if any, insights, analysis or content. Also, show all computations if you want partial credit.
SCHEDULE
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Syllabus: The following outline indicates the topics to be covered and assigned readings for the semester. While an effort has been made to balance the workload throughout the course, as in the real world, there will be periods of time during the semester when the workload is greater. Therefore, it is recommended that you review this syllabus carefully and plan your time accordingly. Please note that the schedule may vary and I may make modifications as the term progresses. Week 1 1/09 Introduction to Class 1/11 Chapter 1: Goods, Sevices, and Operations Management Week 2 1/16 MLK HOLIDAY 1/18 Chapter 2 : Value Chains & Discuss Mini Case: Bookmaster Week 3 1/23 Chapter 3 : Measuring Performance in Operations Discuss Mini Case : BankUSA Credit Card Div 1/25 Chapter 4 : Operations Strategy Chapter 5 : Technology and Operations management Week 4 1/30 Chapter 6 : Goods and Service Design 2/01 Chapter 6 : Goods and Service Design Week 5 2/06 Chapter 7 : Process Selection, Design, and Analysis 2/08 Chapter 7 : Process Selection, Design, and Analysis Week 6 2/13 EXAM 1 (Chapters 1, 2, 3, 4, 5, 6, 7) 2/15 Review Results of Exam 1 Hand in H W Assignment 1 Week 7 2/20 Chapter 9 : Supply Chain Design & Discuss Mini Case : Boston Red Sox Spring Training 2/22 Chapter 10 : Capacity Management
Week 8 2/27 Chapter 10 : Capacity Management – In class problems
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2/29 Chapter 11 : Forecasting, Smoothing Models, pp. 212-222 Week 9 3/05 - 3/10 SPRING BREAK Week 10 3/12 Chapter 12 : Managing Inventories 3/14 Chapter 12 : Managing Inventories Week 11 3/19 EXAM 2 (Chapters 9, 10, 11, 12, ) 3/21 Review Results of Exam 2 Hand in H W Assignment 2 and Mini Case 1 (A Team) Week 12 3/26 Chapter 15: Quality Management 3/28 Chapter 15: Quality Management Week 13 4/02 Chapter 16: Quality Control and SPC 4/04 Chapter 16: SPC problems in class Week 14 4/09 Chapter 17: Lean Operating Systems 4/11 Chapter 18 : Project Management Week 15 4/16 Chapter 18 : Project Management 4/18 Problems in class Week 16 4/23 Review for Exam 3 Hand in H W Assignment 3 and Mini Case 2 (B Team)
FINAL EXAM (Chapters (15, 16, 17, 18)
HOMEWORK ASSIGNMENTS
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H W 1 Due on 2/15 Chapter 2:
#4
Chapter 3:
#2, #7, #8
Chapter 6:
#3, #4, #7
Chapter 7:
#6, #7 Add the following problem:
An automobile emissions testing center has 6 inspectors and tests 50 automobiles per hour. Each inspector can inspect 12 automobiles per hour. What is the utilization for this testing center?
H W 2 Due on 3/21 Chapter 9:
4, 5
Chapter 10:
1, 4, 7
Chapter 11: #4a. Use K=2 and forecast for period 7. #5. Also forecast for period 9.
#4b. Use alpha = .9 and forecast for period 7
Chapter 12: 4, 5, 7
H W 3 Due on 4/23 Chapter 15: 3, 8 Chapter 16: 3, 4, 8, 9 Chapter 18: 4, 7
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Mini Case 1 Due on 3/21 Christopher, Orthopedic Surgeon ,Ch. 10 Pg. 208-209 (A Team)
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Mini Case 2 Due on 4/23 Dean Door Corp., Ch.16 Pg. 342-343 (B Team)
TEAM MANAGEMENT CASE REPORTS AND/OR HOMEWORK ASSIGNMENTS
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Your team has been given $100 to allocate to team members as a bonus consulting fee. Divide the money among your team based on the quality and effort of each team member’s contribution. The objective of this information is to document individual team members who are outliners (high or low percentage of total management report effort). If, in your opinion, everyone contributed to the management reports in different ways "roughly" equally, there is no need to hand in this optional evaluation. Unless the instructor is told otherwise by handing in this form, it is assumed that all members of the team participated and contributed about equally to the development and preparation of the homework and mini-team case management reports. Please explain your response in a professional manner. This evaluation is due to the instructor by the last regular class
and is optional. Team Name & Number
You estimate of percent (%) of work by each team member
(1) Your name: (2) Other names: (3) (4) (5) (6) (7) $100 or 100%
Discussion/Comments:
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