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BA1641IU VNU International University

Production and Operations Management School of Business

THEINTERNATIONALUNIVERSITY

VNUHCM

SCHOOLOFBUSINESS

BA164IU

Production and Operations


Management

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BA1641IU VNU International University
Production and Operations Management School of Business

COURSEGUIDELINE

CONTENT

1. COURSE STAFF.........................................................................................................3
2. INFORMATION ABOUT THE COURSE..................................................................3
2.1. Teaching Time and Location................................................................................3
2.1. UnitsofCredit.....................................................................................................3
2.2. Prerequisite and Parallel courses.........................................................................3
2.3. Relationship of this course to other course offerings..........................................3
2.4. Learning and Teaching Approach........................................................................3
3. COURSE OBJECTIVES AND OUTCOMES.............................................................4
3.1. Course objectives.................................................................................................4
3.2. Student learning and outcomes............................................................................4
3.3. Teaching Strategies..............................................................................................5
4. STUDENT RESPONSIBILITIES AND CONDUCT.................................................5
4.1. Workload..............................................................................................................5
4.2. Attendance...........................................................................................................5
4.3. General Conduct and Behavior............................................................................5
4.4. Keeping informed................................................................................................6
5. LEARNING ASSESSMENT.......................................................................................6
5.1. Assignment Submission Procedure.....................................................................7
5.2. Late submission...................................................................................................7
6. ACADEMIC HONESTY AND PLAGIARISM *.......................................................7
7. STUDENT RESOURCES...........................................................................................8
8. COURSE SCHEDULE................................................................................................9

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BA1641IU VNU International University
Production and Operations Management School of Business

1. COURSE STAFF
Lecturer: NguyenNhuTung(MBA)
Room: A1.308
Phone: (848)37244270
Email: nntung@hcmiu.edu.vn
ConsultingTime: Mondaymorningorbyappointment

Tutor: NguyenDucTriAnh
Room: A1.306
Phone:
Email: ngductrianh1993@gmail.com
ConsultingTime: TBA

2. INFORMATION ABOUT THE COURSE


2.1. Teaching Time and Location:

2.1. UnitsofCredit
UOCvalueforthecourse:3

2.2. Prerequisite and Parallel courses


Prerequisite:None
Parallel:None

2.3. Relationship of this course to other course offerings


BA164IU Production and Operations Management which is to present a broad
introduction to the field of operations in a realistic, practical manner includes a blend of
topics from accounting, industrial engineering, management, management science, and
statistics. Therefore, the students will have a better understanding of the role of
operations in different functional departments of a firm. In that connection, other
foundation courses such as Management, Accounting, Marketing, Human Resource
Management and some specialized course (Project Management, Quality Management)
are also very useful in term of supporting to this course.

2.4. Learning and Teaching Approach


Active teaching approach is applied in this course. In addition to traditional lectures,
highly interactive activities such as class discussion, role play, and game are followed in
classes. A fieldtrip to a manufacturing company will be conducted for students to learn
from practice, analyze the related operations issues and write a fieldtrip report.

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BA1641IU VNU International University
Production and Operations Management School of Business

Problem-based learning approach is also applied. Students will work in groups discussing
case studies or questions related to the taught theories and concepts. This will help them
remember the theories better, learn the theories in more depth and apply analytical skills
in real situations.

Active learning is required for the students. Students must read materials before class.
The learning materials are uploaded in Blackboard one week prior to class so that
students may log in to download them. Using Blackboard, students can set up a forum in
it, discussing course topics with the lecturer and other students.

Interactive learning approach requires students to actively participate in any class


activities. They must be prepared to be called in to demonstrate their solutions to in-class
exercises and homework, contribute their ideas when asked, actively listening to other
group presentations and raise questions or make comments. To be passive in learning will
negatively influence their participation score.

3. COURSE OBJECTIVES AND OUTCOMES


3.1. Course objectives
To gain understanding of the role of operations manager in organization
To identify and explain how operations manager make decisions which are related
to operation management, such as: Product design, location planning, scheduling,
inventory management
To understand how operations management related to other functional areas in an
organization such as: marketing, finance /accounting and personnel
To gain the knowledge and skills to maintain the competitive advantage for an
organization by improving better productivity, reducing cost, responding more
quickly to the demand and providing better quality

3.2. Student learning and outcomes


After completing the course, students should be able to:
Having overall perspective of Operations management within the context of
organization
Greater understanding of the details of the quantitative techniques which will able
to support the Operations Manager in making his or her decisions in realistic
situations.
Having ability to identify real problems/ factors which affect on the organizations
and develop their recommendations

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BA1641IU VNU International University
Production and Operations Management School of Business

3.3. Teaching Strategies

The teaching and learning approach in this course is highly inter-active, requiring student
participation and contribution. The lecture notes will be will given at least one week
before so that the students have the time enough to preview the materials and to
concentrate on listening, critical thinking and raising question during the lecture. This
will help students to interact with the lecturer during the classroom. The sessions for
presentations and discussions comprise company case studies as well as some video clips,
which help the students to see some main concepts are applied in the real international
business context. Students will make presentations on the selected operations
management topics and discuss with their classmates

The general format of classes in this course will be as follows (with some variations)
- Lecture (3.0 hours): theories and conceptual framework, discussions and group
presentations
- Tutorial (1.0 hours): case studies, group discussion, exercises and assignments

4. STUDENT RESPONSIBILITIES AND CONDUCT


4.1. Workload
It is expected that you will spend at least 6 hours per week studying this course. This
time should be made up of reading, working on exercises and problem, group assignment
and attending class lectures and tutorials. In periods where you need to complete
assignment or prepare for examinations, the workload may be greater.

4.2. Attendance
Your regular and punctual attendance at lectures and related seminar (if any) is expected
in this course. University regulations indicate that if students attend less than 80% of
scheduled classes they may be refused final assessment. Exemptions may only be made
on medical grounds.

Regular attendance is essential for successful performance and learning in this course,
particular in view of the interactive teaching and learning approach adopted. Please
inform your lecture if you are unable to attend the class, and arrange for a classmate to
collect any handouts.

4.3. General Conduct and Behavior


You are expected to conduct yourself with considerable and respect for the needs of your
fellow students and teaching staff. Conduct that unduly disrupts or interferes with a class,
such as ringing, or talking on mobile phones, or chatting on internet, is nor acceptable
and students may be asked to leave the class.

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BA1641IU VNU International University
Production and Operations Management School of Business

4.4. Keeping informed


You should take note of all announcements made in lectures, tutorials or on the course
website. From time to time, the University will send important announcements to your
through website, course website and/ or Announcement Board (of School of Business
and/ or Academic Affair) without providing you with a paper copy. You will be deemed to
have received this information.

4.5 Special Consideration

Request for special consideration (for final examination only) must be made to the Office
of Academic Affairs within one week after the examination. General policy and
information on special consideration can be found at the Office of Academic Affairs.

5. LEARNING ASSESSMENT
5.1 Formal Requirements
In order to pass this course, the students must:
achieve a composite mark of at least 50; and
make a satisfactory attempt at all assessment tasks (see below).

5.2 Assessment Details

Tasks Mark
1. Quiz/case study 20%
2. Class participation and/or field trip 10%
4. Mid-term Test 30%
5. Final Test 40%
TOTAL 100%

Quizzes/case studies (20%). The course calendar indicates weekly quizzes. The quiz
contents are related to chapter homework problems and/or case studies.

Class participation/field trip (10%): This reflects the professionalism of your conduct
(attendance, punctuality, preparedness for homework problems) and your contributions in
class (frequency and quality of your contributions in classes). Students must go for a field
trip and complete a fieldtrip report, if applicable. The outline of the fieldtrip report will be
provided before the fieldtrip.

Mid-term Exam (30%)


The midterm exam will be in the form of multiple choices and open questions, problems.
This is open-book exam.

Final Exam (40%)

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BA1641IU VNU International University
Production and Operations Management School of Business

The final exam will be in the form of multiple choices and open questions, problems.
This is open-book exam.

Grading
The letter grade will be followed by the University suggested rule:
90-100: A+, 80-90: A, 70 80: B+, 65 70: B, 55 65: C+, 50 55: C, 30 - <50: D+,
10 - <30: D

5.1. Assignment Submission Procedure


It is essential that you submit all your assignment tasks on time via the appropriate
procedures. Make sure that you:
Attach a copy of the Assignment Cover Sheet to your assignment.
Make the copy of the assignment for safe keeping
Use Dropbox to submit your assignments (detailed information to be provided).

5.2. Late submission


Request for late submission of assignments or absent in the session that your group will
present must be made in writing to the course lecturer. Extensions will be granted on
medical grounds only, or on compassionate grounds under special circumstances.
Medical certificates or other supporting documents may be required. Late submissions
may incur a penalty of 5% of the assignment mark per day.

6. ACADEMIC HONESTY AND PLAGIARISM *


The University regards plagiarism as a form of academic misconduct, and has very strict
rules regarding plagiarism.

Plagiarism is the presentation of the thoughts or work of another as ones own. Examples
include:
- direct duplication of the thoughts or work of another, including by copying work,
or knowingly permitting it to be copied. This includes copying material. Ideas or
concepts from a book, article, report or other written document (whether
published or unpublished), composition, artwork, design, drawing, circuitry,
computer program or software, web site, Internet, other electronic resource, or
another persons assignment without appropriate acknowledgement;
- paraphrasing another persons work with very minor changes keeping the
meaning, form and/ or progression of ideas of the original;
- piecing together sections of the work of others into a new whole;
- presenting an assessment item as independent work when it has been produced in
whole or part in collusion with other people, for example, another student or a
tutor;

*
Used with kind permission from the University of New South Wales

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BA1641IU VNU International University
Production and Operations Management School of Business

The inclusion of the thoughts or work of another with attribution appropriate to the
academic discipline does not amount to plagiarism.

Students are also reminded that careful time management is an important part of study
and one of the identified causes of plagiarism is poor time management. Students should
allow sufficient time for research, drafting and the proper referencing of sources in
preparing all assessment items.

7. STUDENT RESOURCES
The following textbook and references are essential for the course.

Textbook:
Jay Heizer and Barry Render (2014), Operations Management. 11th Edition (Global
Edition), Prentice Hall.

References:

Wright, J. N., & Race, P. (2014). The management of service operations. Cengage
Learning EMEA.
Russell and Taylor (2009), Operations Management- Creating Value Along The Supply
Chain, Six Edition, John Wiley & Sons. (R&T)

Additional materials provided in Blackboard


The lecturer will attempt to make lecture notes and additional reading available on
Blackboard. However this is not an automatic entitlement for students doing this subject.
Note that this is not a distance learning course, and you are expected to attend lectures
and take notes. This way, you will get the additional benefit of class interaction and
demonstration.

Recommended Internet Resources


Internet resources related to the chapter materials are provided in the text books

Recommended Journals
International Journal of Operations and Production Management
International Journal of Logistics Management
Harvard Case Studies can be accessed via:
http// harvardbusinessoneline.hbsp.harvard.edu

Other Resources, Support and Information


Additional learning assistance is available for students in this course and will be made
available in Blackboard. Academic journal articles are available through connections via
the VNU Central Library. Recommended articles will be duly informed to the students.

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8. COURSE SCHEDULE
Session Topic Teaching and Learning Activities Specific Learning Outcomes Required Readings
Homework Problems
1 Introduction Introduce the course, syllabus Read Chapter 1
and policies Understand the fundamental
Fish-bowl technique: concepts of operations Homework problems:
Introductory game to management 1.4, 1.5, 1.8, 1.14;
operations management

Group discussion:
Groups break out and discuss
Operations and Productivity Textbook Case : 30 min
What is Operations Management Group presentation: 30 min
Organizing to produce goods and
services
Why study OM
What operations managers do Lecture and demonstration: Define operations management
Operations in the service sector Demonstrate calculation of
Exciting new trends in Operations productivity (lecture) Explain the importance and
Managements Productivity exercise in class meaning of related operations
Issues in Operations strategy (individual work) management concepts
Global Operations Strategy Options Wrap-up

Productivity Identify variables in increasing


productivity
Compute single-factor and multi-
factor productivity
2 Operations strategy in global Read Chapter 2
environment Review productivity: 15 min
Homework problems:
A global view of Operations Lecture (combined with Q&A, 2.2, 2.4, 2.5
Developing missions and strategies brainstorming, and activity after
Achieving competitive advantage every 15 min): 60 min Define missions and strategies
thru Operations Q&A and queries: 15 min Identify and explain three
strategic approaches to
competitive advantages
Identify and explain the 10
decisions of operations
management
Identify and explain four global
Break: 15 min operations strategy options
Lecture 15 min
Quiz/case discussion
Wrap up

3 Operations strategy in global Decision Modeling Decision Table


environment (conti.) Quiz Decision Trees

4 Design of Goods and services Review global operations Build a house of quality Read Chapter 5
Goods and services selection strategy. Reasons why Describe how products and
Generating new product corporations go global?: 15 min services are defined
Product development Group 2: 30 min Homework problems:
Issues for product design 5.1, 5.2, 5.4, 5.7
Defining product Lecture (combined with Q&A,
Documents for production brainstorming, and activity after
Service design every 15 min): 60 min Apply decision trees to
Q&A and queries: 15 min make/buy decision
Quiz/case discussion
Wrap up

5 Read Chapter 6
Managing Quality Lecture (combined with Q&A,
Quality and Strategy brainstorming, and activity after Homework problems:
Defining Quality every 15 min): 60 min Define Quality and TQM 6.1, 6.6, 6.12
International Quality Standards Q&A and queries: 15 min Explain concepts of TQM
Total Quality Management including six sigma
Tools of TQM Explain the use of 7 tools of
The Role of Inspection Break: 15 min quality management
TQM in services Lecture: 15 min
Quiz/case discussion
Wrap up
6 Review Managing Quality: 15 Describe four production Read Chapter 7
Process Strategy min process
Four process strategies Identify recent advances in Homework problems:
Process Analysis and design Lecture (combined with Q&A, production technology 7.1, 7.4, 7.9, 7.12
Service process design brainstorming, and activity after Use tools of process analysis
Production Technology every 15 min): 60 min
Q&A and queries: 15 min Analyze and apply crossover
Process Decision points for processes

Break: 15 min
Lecture: 15 min
Quiz/case discussion
Wrap up
7 Review Process Strategy: 15 Apply quantitative Read Supplement 7
Capacity Planning min techniques including
Capacity breakeven analysis, net Homework problems:
Capacity planning Quiz/case discussion present value in solving S7.10, S7.11, S7.15, S7.17,
Break-even analysis problems S7.18
Applying decision trees to capacity Define capacity and utilization
decisions
Strategy driven investments

MID-TERM Review Lecture 1-7


8 Lecture (combined with Q&A,
Location Strategies brainstorming, and activity after
The strategic importance of location every 15 min): 60 min Use center-of-gravity and Read Chapter 8
Factors that effect location Q&A and queries: 15 min factor-rating method in location
decisions decision
Methods of evaluating location
alternatives
Service location strategy Break: 15 min
Lecture: 15 min
Quiz/case discussion
Wrap up
9 Review: 15 min Read Chapter 9
Layout Strategy
The strategic importance of layout Lecture (combined with Q&A, Explain a good layout for fixed-
decisions brainstorming, and activity after position, process-oriented, Homework problems:
Types of layout every 15 min): 60 min office, retail and warehousing 8.1, 8.6, 8.8, 8.9, 8.12, 8.14,
Fixed-position layout Q&A and queries: 15 min layout 8.15, 8.25
Process-oriented layout Explain how to balance a 9.12, 9.15, 9.17
Office layout repetitive or product-oriented
Retail layout line for efficiency
Warehousing and storage layouts Break: 15 min
Repetitive and product oriented Lecture: 15 min
layout Quiz/case discussion
Wrap up
10 Read Chapter 11
Review: 15 min
Supply Chain Management Homework problems
The strategic importance of the Explain strategic importance of 11.1, 11.2, 11.4
supply chain Game: Coffee Global Supply the supply chain
Supply-chain economics
Supply-chain strategies
Logistic management

11 Inventory Management Lecture (combined with Q&A, Explain and use models for Read Chapter 12
Function of inventory brainstorming, and activity after managing inventory with Homework problems
Inventory management every 15 min): 60 min independent demand including 12.2, 12.3, 12.5, 12.8, 12.9,
Inventory models Q&A and queries: 15 min EOQ, POQ and quantity discount 12.12, 12.19, 12.24, 12.27,
Inventory models for independent 12.31, 12.32
demand Break: 15 min

Lecture: 15 min
Quiz/case discussion
Wrap up
12 Review: 15 min Read Chapter 14
Material Requirement Planning Build material requirement plan
& Enterprise Resource Planning (MRP) using lot-sizing Bring your laptop to class
-MRP and ERP Lecture (combined with Q&A, technique for simulated game
Dependent Inventory model brainstorming, and activity after Understand expansion of MRP
requirements every 15 min): 60 min and ERP Homework problems:
MRP structure Q&A and queries: 15 min 14.1, 14.2, 14.10, 14.11
MRP management Quiz/case discussion
Lot-sizing techniques
Extension of MRP

13 Material Requirement Planning Continued


& Enterprise Resource Planning
-MRP and ERP (cont.)

14 Review: 15 min Read Chapter 15


Short term Scheduling Explain the relationship
The strategic importance of Lecture (combined with Q&A, between short-term scheduling, Homework problems
scheduling brainstorming, and activity after capacity planning and master 15.2, 15.5, 15.7, 15.8, 15.12,
Scheduling issues every 15 min): 60 min plan 15.17
Scheduling process-focused Q&A and queries: 15 min Apply assignment methods
facilities Use priority rules
Loading jobs Apply Johnsons rule
Sequencing jobs Break: 15 min
Finite capacity scheduling (FCS) Lecture: 15 min
Scheduling repetitive facilities Quiz/case discussion
Scheduling service Wrap up

15 Job Design and Work Review: 15 min Identify major issues in Read Chapter 10
Measurement designing jobs and managing
Human resource strategy for Group 12 labor Homework problems
competitive advantage Lecture (combined with Q&A, Identify ergonomic and work 10.1, 10.4, 10.6, 10.7, 10.9
Labor planning brainstorming, and activity after environment issues
Job design every 15 min): 60 min Use the tools of methods
The visual workplace Q&A and queries: 15 min analysis
Labor standards and work
measurement
Time studies Break: 15 min
Predetermined time standards Lecture: 15 min
Work sampling Quiz/case discussion
Wrap up
TBA FIELD-TRIP
Final Examination