Lahore University of Management Sciences

DISC 230 – Introduction to Business Process Modeling

Spring Semester 2019

Instructor Dr Muhammad Imran Siddique

Room No. 3-0019 (SDSB)
Office Hours TBA
Email mimran.siddique@lums.edu.pk
Telephone TBA
Secretary/TA Bushra Kanwal
TA Office Hours TBA
Course URL (if any) http://suraj.lums.edu.pk/~ro/

COURSE BASICS
Credit Hours 3
Lecture(s) Nbr of Lec(s) Per Week 2 Duration 75 mins
Recitation/Lab (per week) Nbr of Lec(s) Per Week Duration
Tutorial (per week) Nbr of Lec(s) Per Week Duration

COURSE DISTRIBUTION
Core Core
Elective
Open for Student Category
Close for Student Category

COURSE DESCRIPTION
Operations transform resource or data inputs into desired goods, services, or results, to create value for customers and the
manufacturer or service provider. An operation in automotive industry may involve an automotive assembly. In banking, an
operation may involve providing teller services to the customers. Similarly, at McDonalds an operation may involve producing Big
Mac or French fries. A primary objective of any manager (regardless of the industry type) is to design, plan, execute, and
continuously improve the operation— for which he/she is responsible for, in a cost effective manner. A thorough understanding
of the intricacies involved is a requisite for cost effective and efficient management of manufacturing and service operations.
This is core business course that aims to provide an overview of fundamental operations management concepts as well as an in‐
depth understanding of proven techniques and best practices. During the course, the similarities and differences in operations
management for various types of commercial sectors (such as manufacturing, services, and etc.) shall be specifically highlighted.

After completing this course student will potentially be able to understand key concepts in operations management and would be
able to choose and apply operations management tools and techniques.

COURSE PREREQUISITE(S)
• MATH 101
Calculus, Statistics (in past students without these backgrounds have also survived the course)

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COURSE OBJECTIVES
1. To understand the dynamics of basic operations in manufacturing as well as service settings
2. To develop ability and technical skills to critically analyze operational problems
3. Develop students with a broad technical skill set to apply necessary tools to support the decision‐making processes
related to setting up and managing business operations.
4. Develop students with strong problem solving and analytical skills

LEARNING OUTCOMES
After completing this course student will potentially be able to:
1. Understand key concepts in operations management and Choose and apply operations management tools and techniques.

UNDERGRADUATE PROGRAM LEARNING GOALS & OBJECTIVES

General Learning Goals & Objectives
Goal 1 –Effective Written and Oral Communication
Objective: Students will demonstrate effective writing and oral communication skills
Goal 2 –Ethical Understanding and Reasoning
Objective: Students will demonstrate that they are able to identify and address ethical issues in an
organizational context.
Goal 3 – Analytical Thinking and Problem Solving Skills
Objective: Students will demonstrate that they are able to identify key problems and generate viable solutions.
Goal 4 – Application of Information Technology
Objective: Students will demonstrate that they are able to use current technologies in business and
management context.
Goal 5 – Teamwork in Diverse and Multicultural Environments
Objective: Students will demonstrate that they are able to work effectively in diverse environments.
Goal 6 – Understanding Organizational Ecosystems
Objective: Students will demonstrate that they have an understanding of Economic, Political, Regulatory, Legal,
Technological, and Social environment of organizations.

Major Specific Learning Goals & Objectives

Goal 7 (a) – Discipline Specific Knowledge and Understanding
Objective: Students will demonstrate knowledge of key business disciplines and how they interact including
application to real world situations (Including subject knowledge).
Goal 7 (b) – Understanding the “science” behind the decision‐making process (for MGS Majors)
Objective: Students will demonstrate ability to analyze a business problem, design and apply appropriate
decision‐support tools, interpret results and make meaningful recommendations to support the decision‐maker

Indicate below how the course learning objectives specifically relate to any program learning goals and objectives.

PROGRAM LEARNING GOALS AND COURSE LEARNING OBJECTIVES COURSE ASSESSMENT ITEM
OBJECTIVES
Goal 1 –Effective Written and Oral Not directly covered Project, CP
Communication
Goal 2 –Ethical Understanding and Somewhat covered through objectives 1 CP, quizzes, exams
Reasoning &2
Goal 3 – Analytical Thinking and Problem Covered through objective 2 & 3 CP, quizzes, exams
Solving Skills
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Goal 4 – Application of Information Covered through objective 2 & 3 CP, quizzes, exams
Technology
Goal 5 – Teamwork in Diverse and Covered through objective 2 & 3 Project
Multicultural Environments
Goal 6 – Understanding Organizational Covered through objectives 1 & 2 Project
Ecosystems
Goal 7 (a) – Discipline Specific Knowledge Covered through objectives 1 ‐ 4 CP, quizzes, exams, Project
and Understanding
Goal 7 (b) – Understanding the “science” Covered through objective 2 Project
behind the decision‐making process

GRADING BREAKUP AND POLICY

Attendance: 5%
Class Participation (CP): 10%
Assigned Case Studies/Operation Tours (reading assignments)/HW: 10%
Quizzes: 15% (5 Quizzes) announced/unannounced
Project: 10%
Midterm Examination: 20%
Final Examination: 30%
Attendance Policy
Any student who exceeds seven (7) absences shall automatically fail the course. OSA approved petitions will be accepted.
Class Participation Policy

a) 0 for being absent from the class.

b) 1 for attending the class (answering a question or asking a question)
c) 2 for little participation in the class discussion (awarded for engaging in a discussion, asking questions relevant
to a discussion, describing case facts, giving an opinion or idea in relation to the discussion).
d) 3 for good participation in the class discussion (awarded for giving a valid contradictory viewpoint, reasoning,
bringing critical thinking in or comprehensive argument or rationale behind a concept).
e) 4 for very good participation in the class discussion (awarded for hitting multiple “ds” as mentioned above)
f) 5 for excellent participation in the class discussion (awarded for bringing to the class and supporting with solid
argument some concepts which even instructor does not know)

EXAMINATION DETAIL

Yes/No: Yes
Midterm Combine Separate: N/A
Exam Duration: 120 Minutes
Exam Specifications: Pre‐Mid Syllabus, Close Book & Notes, Calculators Allowed, Complicated Formulas Provided.

Yes/No: Yes
Combine Separate: N/A
Final Exam
Duration: 120 Minutes
Exam Specifications: Post‐Mid Syllabus, Close Book & Notes, Calculators Allowed, Complicated Formulas Provided.

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COURSE OVERVIEW
RECOMMENDED OBJECTIVES/
LECTURE TOPICS
READINGS APPLICATION
Introduction, Scope of OM, OM & Stevenson - Chapter 1 Understanding the Need for OM
1,2 Decisions Making, Evolution of OM (Introduction to
Operations Management)
Competitiveness, Operations Strategy, Stevenson - Chapter 2 Understanding Why Productivity
Productivity, Productivity Improvement (Competitiveness, Matters in OM
3
Quiz 1 Strategy
& Productivity)
Steps in Forecasting Process, Qualitative &
Quantitative Forecasting, Time-Series Understanding Forecasting
Models, Seasonality, Associative Stevenson - Chapter 3 Techniques & Data Requirements,
4,5,6
Forecasting Techniques, Comparing (Forecasting) Measuring Forecast Accuracy
Forecasting Techniques, Errors in
Forecasting
Need for Product Design or Redesign,
Human Factors, Legal & Environmental
Factors, Product Life Stages,
Standardization & Mass Customization, Understanding the Objectives of
Phases in Product Design & Development, Stevenson - Chapter 4 Product & Service Design, Impact
7,8 Service Design Vs. Product Design, (Product and Service of Internal & External Factors on
Supplement to Chapter 4-Reliability: Design) Design
Probability of Functioning When
Activated, Probability of Functioning for a
Given Length of Time
Quiz 2
Capacity Decisions, Defining & Measuring Understanding How to Measure
Capacity, Capacity Planning, When to Stevenson - Chapter 5 Capacity, Developing Capacity
9 Outsourcing, Developing Capacity (Strategic Capacity Alternatives, Deciding Between
Strategies, Cost-Volume Analysis & Break- Planning for Products & Alternative Capacity Options
Even Point Services)
Understanding Process Flows,
Case Study: Gantt Charts, Capacity, Lead
10
Kirsten’s Cookie Company Times, Throughput & Flow Times,
Bottlenecks etc.
Process Selection, Process Strategy,
Repetitive Processing (Product Layouts), Stevenson - Chapter 6 Understanding the Types of
11,12 Non-Repetitive Processing (Process (Process Selection Processing Layouts, Line
Layouts), Fixed-Position/Combination/ & Facility Layout) Balancing Advantages
Cellular/Service Layouts, Line Balancing
Working Conditions, Job Design, Process Understanding the Impact of
Flow Charts, Motion Study, Work Stevenson - Chapter 7 Working Conditions, Time &
Measurement, Work Sampling, (Work Design & Motion Study, Learning Curves
13,14
Supplement to Chapter 7-Learning Curves: Measurement) Application
Concept of Learning Curves, Criticism
Quiz 3
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Mid-Term Exam Mid-Term Exam Mid-Term Exam

Location Decisions, Evaluating Alternative Understanding the Factors

Locations (Cost-Profit-Volume Analysis, Stevenson - Chapter 8 Affecting Location Decisions,
Factor Rating, Center of Gravity Method) (Location Planning & Understanding the Location
15
Analysis) Decision Process & How to Decide
Between Different Location
Options
Dimensions of Quality, Determinants of Stevenson - Chapter 9 Understanding What is Quality &
Quality, Poor Quality, Costs of Quality, (Management of Quality) TQM, Costs of Quality & Poor
16 Gurus of Modern Quality Management, Quality,
Total Quality Management, Introduction
to Quality Tools
Inspections, Statistical Process Control,
Control Charts for Variables & Attributes, Understanding the Need for
Run Tests, Process Capability Analysis Stevenson - Chapter 10 Inspections, Statistical Quality
Extra Reading: Excerpts on “Quality (Quality Control) Control Techniques & How They
17,18,19
Control” from “The Goal: A Process of Differ
Ongoing Improvement” by Eliyahu M.
Goldratt
Quiz 4
Nature/Importance/Functions of
Inventories, Inventory Costs, Inventory
Ordering Policies (EOQ, EPQ & Quantity Understanding the Importance of
Discount Models), Reorder Point, Single- Stevenson - Chapter 13 Inventory, Introduction to
20,21,22 Period Model (Continuous & Discrete (Inventory Management) Inventory Systems & Models
Stocking Levels), Extra Reading: Excerpts Including Perishable Goods
on “Inventory Management” from “The
Goal: A Process of Ongoing Improvement”
by Eliyahu M. Goldratt
The Seven Wastes, Additional Wastes, Understanding the Objectives of
Building Blocks, Manufacturing Planning & Stevenson - Chapter 14 JIT, Basic Requirements & Issues
23
Control, What is Value Stream Mapping? (JIT & Lean Operations) in JIT
Lean Systems
Scheduling Operations (High & Medium Understanding Scheduling
Volume Systems), Gantt Chart, Stevenson - Chapter 16 Techniques & Rules, Sequencing
24 Assignment Model, Sequencing & Priority (Scheduling) Priority Rules & Benefits
Rules, Scheduling Services
Quiz 5
25,26,27 Power Point Presentations in
Presentation of Group Term-Projects
,28 Class, 5-8 Minutes per Group
29 Course Review

Final Exam Final Exam Final Exam

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TEXTBOOK(S)/SUPPLEMENTARY READINGS
Books:
[Textbook] Stevenson, W.J., (2015), Operations Management, 13th Edition, McGraw Hill International Edition
[Additional Reference] Nahmias, Steven, (2005), Production and Operations Analysis, 5th or Later Edition, McGraw Hill Irwin

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