Course Outline of Production Operation Management

ARID AGRICULTURE UNIVERSITY, RAWALPINDI MGT- 696 “Operations Management” BBA–6 (A & B Sections) Spring 2013 Visiting Faculty Member:M. Javed Akhtar Ex- General Manager Training, OPF Ex-Director Gneral, NAVTEC Head Office Prime Minister’s Secretariat [email protected] com Office Contact/Timings: 051-2541041 (direct), 0300-5338951(Cell) (0800 Hrs. to 1500 Hrs. ) Course Coordinator Mr. Irfanullah Munir The Prologue This three credit Hrs. course is designed for services and manufacturing sectors, basically, meant for defining the real meaning of the Operations Management in any given organization.
The primary objective of the course is to provide the students with an understanding of the theories, models, problems, issues, and techniques related to the management of operations both in manufacturing and service sectors. This includes analyses of various tasks performed and decisions made by operation managers, both tactically and strategically. The operations function plays a vital role in achieving a company’s strategic plans. Since the operations function produces the goods and provides the services, it typically involves the greatest portion of the company mployees and is responsible for a large portion of the firm’s capital assets. It has a major impact on quality and is often the visible face of company with which the customer must deal. Customer service, product/service, quality issues, and the effectiveness of many customer interactions are all operations activities. In the face of increased international competition, Pakistani firms have lost market share and have not responded by working to improve both their operating efficiencies and the quality of their goods and services.
With this renewed emphasis on operations, it has become increasingly important that students have an understanding of operations management and its significance to the success of the companies where they will work. To gain a competitive edge, Pakistani organizations need sound production/operations strategies. This is particularly true today, given the pressures of global competition and the need to satisfy ever more demanding customers. Operations functions appear as a powerful tool for achieving organizational objectives and strategies. Learning Objectives

The aim of this course is to provide a clear, well-structured and interesting treatment of Production/Operations Management as it applies to a variety of businesses and organizations. The course is intended to provide both a logical path through the activities of operations management and an understanding of the strategic context in which operations managers’ work. • Strategic in its perspective of operations management’s contribution to the organization’s long-term success. We are unambiguous in treating the operation function as being at the center to most organization’s drive to improve their competitiveness. Conceptual in the way it explains the reasons why operations managers need to take decisions in each activity. Although some quantitative techniques are included, their primary aim is to illustrate the underlying principles of operation decisions. • Comprehensive in its coverage of the significant ideas and issues which are relevant to most types of operations. • Practical in the sense that the issues and difficulties in making operations management decisions in practice are discussed, and generally the treatment of topics reflects actual operations practice.
This course is practical also that Case Exercise illustrating the approaches taken by actual companies are used to illustrate operations issues. Attendance Policy As you may all know very well by this time that the University (FUU) adheres to very strict attendance policy (i. e. minimum 75% mandatory attendance). As usual roll will be taken at the beginning of each class meeting. No one will be allowed to enter the classroom five minutes after the class starting time since it cause interruptions in the class activities. Professional conduct is expected throughout the course.
Besides this, It is assumed that you have read all the policies and guidelines of the University regarding attendance, academic dishonesty, deadlines and so on and so forth Team Work There will be substantial Team work in this class. This is the need of today’s corporate world, and we have to learn how to pull our right slack while working in teams. Instructor as well as fellow team members, at end of the course, will evaluate each team member. Part of the grade of the team project(s) will be dependent on peer evaluations which is only for the developmental purposes and will be kept strictly confidential.
Unannounced Quizzes There will be minimum four unannounced quizzes taken randomly throughout this course. Three best will be considered for grading. These quizzes will be handed out in the beginning of the class meetings and if you are late in class, you will miss that quiz. There are absolutely no make ups for these quizzes. Case Studies There may be cases assigned to groups and these cases will be resolved in team efforts. A short written report will be required along with the presentation of that case.
Presenters will play the role of Management Consultants and the class will act as Board of Directors and will interact with the consultants at the end of the presentation to express their concerns and opinions. Term Project or Book Review You will be given case study or in lieu thereof book reviews relevant to the field of OM, Subject to availability of time. When awarded, details will be discussed in the class. Industrial Visit/Seminar An industrial visit and/or a seminar relating to the subject matter would be arranged. Grade Allocation and Breakdown |Weightage suggested by DBA |Weightage suggested by Teacher| |Unannounced quizzes/Book Review |10% |10% | |Assignment(s) / presentation / participation/discipline |15% |15% | |Midterm Examination |25% |25% | |Terminal / Final Examination |50% |50% | Course Contours and Schedule ? Current Academic Session 4th March 2013 onward ? Class Work32 Lectures (16 weeks) Teaching Time 48Hrs. 1st Week: ? Production and Operations Management: An Overview 2nd Week: ? Production System : Issues and Environment 3rd Week: ? Total Quality Management 4th Week: ? Need and Importance of Forecasting 5th Week: ? Qualitative Methods of Forecasting 6th Week: ? Quantitative Methods of Forecasting 7th week: ? Capacity Planning 8th Week: ? Facilities Planning ? Mid-term Examination 9th Week: ? Work System Design 10th Week: ? Managing Information for Operations System 11th Week: ? Aggregate Production Planning 12th Week: ? Just-in-Time (JIT) 13th Week: ? Scheduling & Sequencing 14th Week: ? Issues in Materials Management 15th Week: Independent & Dependent Demand Inventory System 16th Week: ? Total Productive Maintenance (TPM)/Computers in OM ** ? Final Examination (date to be announced later on) Recommended Readings Supplementary Readings | | IMPORTANT NOTE: ? The course outline is subject to change to a tune of about 10% if need arise. ? ** Subject to availability of time, the topics of “Advanced Manufacturing Systems” and “Computers in Operations Management” will also be covered. ———————– Issues in Production/ Operations Management Forecasting Operations System Design Planning & Scheduling Materials Planning Emerging Issues in OM**

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