Final: 5-9-2019

ALLAMA IQBAL OPEN UNIVERSITY, ISLAMABAD

(Commonwealth MBA / MPA Programme)

OPERATIONS MANAGEMENT (5568)

CHECKLIST

SEMESTER: AUTUMN, 2019

This packet comprises the following material:

1. Textbook
2. Assignment No. 1, 2
3. Assignment Forms (two sets)
4. Course Outline

In this packet, if you find anything missing out of the above mentioned material, please
contact at the address given below:

Mailing Officer
Mailing Section, Block No. 28
Allama Iqbal Open University
H-8, Islamabad
Phone: 9057611-12

S. A. Rahat
(Course Coordinator)
 ALLAMA IQBAL OPEN UNIVERSITY, ISLAMABAD
(Commonwealth MBA/MPA Programme)

WARNING
1. PLAGIARISM OR HIRING OF GHOST WRITER(S) FOR SOLVING
THE ASSIGNMENT(S) WILL DEBAR THE STUDENT FROM AWARD
OF DEGREE/CERTIFICATE, IF FOUND AT ANY STAGE.
2. SUBMITTING ASSIGNMENT(S) BORROWED OR STOLEN FROM
OTHER(S) AS ONE’S OWN WILL BE PENALIZED AS DEFINED IN
“AIOU PLAGIARISM POLICY”.

Course: Operations Management (5568) Semester: Autumn 2019

Level: Executive MBA/MPA Total Marks: 100
Pass Marks: 40

Instructions:
a) All written assignment must be well organized, presented in an easy-to-read format and
neat. Moreover, pay particularly close attention to grammar, spelling, punctuation and
understandability. Communication is extremely important in this course.
b) Documentation is likewise very important. Un-supported statements or opinions
are worthless to the reader, who desires to verify your finding. Complete and
specific documentation is mandatory. Your reference should also be to primary
sources, except in rare unusual situation.
c) Quoting should be kept to an absolute minimum.

Guidelines for Doing Assignments

We expect you to answer each question as per instructions in the assignment. You will
find it useful to keep the following points in mind:
1. Planning: Read the assignments carefully, go through the Units on which they are
based. Make some points regarding each question and then rearrange them in a
logical order.

2. Organization: Be a little selective and analytical before drawing up a rough

outline of your answer. Give adequate attention to question’s introduction and
conclusion.
a) The answer is logical and coherent,
b) It has clear connections between sentences and paragraphs,
c) The presentation is correct in your own expression and style.

3. Presentation: Once you are satisfied with your answer, you can write down the
final version for submission. It is mandatory to write all assignments neatly. If you
desire so, you may underline the points you wish to emphasize. Make sure that the
answer is within the stipulated word limit.

2
 ASSIGNMENT No. 1
Total Marks: 100
Pass Marks: 40

Q. 1 Discuss in detail about environmental and social concerns about operation

management. Also give proper examples for both the factors. (20)

Q. 2 Explain how you relate production systems and Information Technology with the
help of practical examples? Also give the draw backs of not using the IT in
production system. (20)

Q. 3 Compare and contrast capacity planning and facilities planning. Explain the types
of layout in detail. Differentiate between product and process layout in detail. (20)

Q. 4 Elaborate the importance and applications of forecasts in operations management. (20)

Q. 5 Define and discuss the following concepts in detail:

(a) Delphi Method (10)
(b) Judgmental Forecasting (10)

ASSIGNMENT No. 2
Total Marks: 100
Pass Marks: 40
Instructions:
1. This assignment is a research-oriented activity. You are required to develop a case
study and submit to the tutor for evaluation prior to the final examination. The last
date of this assignment will be notified separately by our Directorate of Regional
Services and the same will be communicated to you directly as well as through
approved study centers assigned to you.
2. You will have to participate in the activity fully, actively and practically to be eligible
to sit in the final examination of the course.
3. For the preparation of this assignment, you should first thoroughly review the Case
Study Guidelines and develop a scholarly material of the same giving references,
quotations, and extracts of various scholars and experts. Then visit any business/
commercial organization and study the relevant practical aspects there. Combining
the theoretical and practical aspects, develop a comprehensive case study of 1500-
3000 typed words to be submitted to your tutor.
4. Prepare a copy of this assignment and submit to your tutor for your evaluation.
5. You should prepare the transparencies, charts, or any other illustrative material for
effective presentation.
6. If you fail to present this assignment in the class, then you will not be able to sit in
the final examination conducted by AIOU.
Requirement:
You are required to select an organization of your own choice, find out the problematic
situation or dilemma relevant to your subject in that organization, which may be current

3
or happened in past. After highlighting the problem, design a case study upon the
dilemma of that organization. Guidelines to design case study are attached herewith.
Read carefully the guidelines and formulate case study strictly following these.
Guidelines to Develop a Case Study
What a Case study is?
A case study is written summary or syntheses of real-life cases based upon data and
research. It suggests a story with a beginning, middle and end. It is a challenge with a
result or a problem with a solution. Approach to design case study is
 Challenge
 Solution
 Result
Case studies identify appropriate strategies for the resolution of dilemma of the case.
Case study is a part of effective knowledge management. It is specific and easily
digestible story format which comes up with a solution. Case study is the practical
implication of business studies. It enriches your exposure to field work and your
managerial and executive expertise to handle organizational issues.

Business case study:

To summarize real-life business scenarios, a problem occurring in organizational setup or
a dilemmatic situation, leading to operational misconduct and inefficiency in
organizations is business case study. The issue may be from any field like finance, HRM,
Management, Strategic Management, Production, Marketing, and General Operations etc.
Case Study Layout:
 Title page
 Abstract
 Introduction
 Major characters
 Company/organizational background
 Industry profile/context
 Dilemma of case/ storyline/ Case presentation
 Management Outcome
 Conclusion
 Discussion
 Exhibits
 Acknowledgement
 References
Title page:
The title page will contain the full title of the case study. A title must not be vague or
non-specific because it may not attract readers’ attention. The two most common formats
of titles are nominal and compound. A nominal title is a single phrase, for example “A
case study of hypertension which responded to spinal manipulation.” A compound title
consists of two phrases in succession, for example “Response of hypertension to spinal
manipulation: a case study.” Keep in mind that titles of articles average between 8 and 9
words in length.

4
Abstract:
An abstract consists of a short version of the whole paper. There are no headings within
the abstract. The author simply tries to summarize the paper into a story which flows
logically.
Introduction:
The introduction is where we convey case study to the reader. It is useful to begin by
placing the study in a historical or social context. If there is something especially
challenging about the diagnosis or management of the condition that we are describing,
now is our chance to bring that out. Introduction doesn’t need to be more than a few
paragraphs long, and the objective is to have the reader understand clearly, but in a
general sense, why it is useful for them to be reading about this case. Avoid using jargons
specifically in introduction. Introduction should create a dramatic interest.
Major characters:
In the case there are assumed characters around whom the whole story revolves.
Dilemma is made easy to understand through these characters. Select your characters
with their names and designations.
Company/organizational background:
Reporting of background should be very selective. It is not the history of whole
organization but a history that relates to the problem or decision. Avoid evaluating or
misleading descriptions. Information about the organization should shed light on the
problem.
Industry profile/context:
Industry profile gives the details of the context within which the organization operates
with pressures, threats, laws, information on competitors and other external factors that
impact the organization.
Case Dilemma/ Storyline/ Presentation:
This is the part of the case in which we introduce the raw data. First, describe the
complaint that brought the situation to you. Next, introduce the important information
that is obtained from history-taking. There is no need to include every detail – just the
information that helped to settle on diagnosis. Also, try to present dilemma information in
a narrative form – full sentences which efficiently summarize the results of questioning.
The next step is to describe the results of our clinical examination. Again, we should
write in an efficient narrative style, restricting ourselves to the relevant information. It is
not necessary to include every detail in our clinical notes. Also, you should describe the
actual results, since not all readers will have the same understanding of what constitutes a
“positive” or “negative” result. Dilemma is the main problem or the main motive to write
up a case so it should be logical, clearly narrated, well-structured and very near to reality.
It must not be self-created or assumption based. The case must realistically grapple
with the problem and appreciate the complexity of decision making in the real world. It is
also important that case does not contain holes that are manipulative and that lead readers
to feel that games are being played with them. A balance must be attained between giving
enough material to make informed choice or decisions, but not so much material that the
answer is given away.

5
Management and Outcome:
In this section, we should clearly describe the plan for settlement of the situation, and the
outcome. It is useful for the reader to know what type of remedial actions have been
taken. Additionally, you should be as specific as possible in describing the remedial
action that was used. If some techniques have been used you are required to elaborate
clearly those techniques. Remember that our case study may be read by people who are
not familiar with managerial techniques.
Conclusion:
Here the problem and options for consideration are restated but the decision point is open
for students to resolve. The case should never end with a ‘yes’ or ‘no’ or ‘right’ or
‘wrong’ answer. The conclusion should create tension and suggest options for the
readers. Successful cases have no definite conclusions.
Discussion:
In this section identify any questions that the case raises. It is not compulsory to provide a
complete physiological explanation for everything that is observed. We summarize the
lessons learned from this case.

Exhibits:
If you have used any tables, figures or photographs, they should be accompanied by a
succinct explanation. Tables, figures and photographs should be included at the end of the
case. Exhibits are the supporting supplementary material of the data given in the whole case
study. The purpose of each exhibit should be very clear. If an exhibit has been used in the
case, it should be very simple and clear. These are used to simplify and clarify the text of the
case and to help with resolution of dilemma and the making of decision.
Acknowledgments:
If someone provided assistance with the preparation of the case study, thank them briefly.
It would generally be regarded as excessive and inappropriate to thank others, such as
teachers or colleagues who did not directly participate in preparation of the case.
References:
Only use references that you have read and understood, and actually used to support the
case study. Do not use more than approximately 15 references without some clear
justification. Try to avoid using textbooks as references, since it is assumed that most
readers would already have this information. Also, do not refer to personal
communication, since there is no way of checking this information.

Types of case study

Types on the basis of structure
 Open ended case study
The case studies having no questions at the end are open ended case studies. These
case studies are end up with a tense situation for readers. Readers themselves draw
the questions and find solution to dilemma.

6
 Close ended case study
The case studies ending up with questions are close ended case studies. These are
the most common types of case studies. These are easy to find solution for readers.
The questions are drawn on the basis of dilemma and storyline of case.
Types on the basis of subject matter
Exploratory case study
An exploratory case study is the type of case study where the researchers or case study
designer wants to explore some unexplored. Where considerable uncertainty exists about
program operations, goals, and results, the exploratory case study is designed to identify
questions, select measurement constructs, and develop measures.
Program implementation case study
A program implementation case study helps discern whether implementation complies
with intent. This case study may also prove useful when concern exists about
implementation problems. Extensive, longitudinal reports of what has happened over
time can set a context for interpreting a finding of implementation variability.
Program effects case study
Program effects case studies can determine the impact of programs and provide
inferences about reasons for success or failure. As with the program implementation case
study, the evaluation questions usually require generalizability and, for a highly diverse
program, it may become difficult to answer the questions adequately and retain a
manageable number of sites. But methodological solutions to this problem exist. After
identifying findings of specific interest, researchers may then implement case studies in
selected sites to maximize the usefulness of the information.
Company field cases
These cases are developed in cooperation with the participating company, have company
approval and are the most common types of cases.
Individual field cases
These cases focus upon specific individuals e.g. role of a woman in NGO leadership.
General experience cases
These cases are written on the basis of case writer’s knowledge, a story is invented.
Generally these cases are simple. Complex cases demand a real organization.
Published information cases
These cases are derived from published sources such as newspapers, research reports,
journals etc. and as such, must contain extensive footnotes. It must be made clear that
such cases have been written up based on published sources. In these cases there is no
need for company release.

There are many other types of case studies in practice. You can work any of them but
your work should be very logical and well structured. Nothing must be vague leading to
wastage of time and efforts.

7
Important Points
 Write in past tense
 Direct quotes are written in present tense
 Avoid jargon
 Logically structured
 Free of grammatical errors
 Define technical terms if not common
 Avoid adjectives and adverbs
 Avoid ambiguities and inconsistencies
 Refer to actors by last name consistently
 Do not capitalize position titles
 Number all exhibits and refer to them in text
 Writing should be clear, concise and accessible.
 Cases should be between 1500-3000 words in length.
Important Note
You are advised to structure your case study in close ended structure having questions at
the end.

OPERATIONS MANAGEMENT (5568)

Course Outlines

1. PRODUCTION AND OPERATION MANAGEMENT: AN OVERVIEW

1.1 Scope and significance
1.2 Systemic View of Operations
1.3 Factors of Production
1.4 Productive Use of Resources
1.5 Environmental Concerns of Operations
1.6 Social Concerns of Operations
1.7 Operations management is Multidisciplinary
1.8 Whither Operations Manager in India

2. PRODUCTIONS SYSTEMS: ISSUES AND ENVIRONMENT

2.1 Introduction Role of Production Management
2.2 Role of Production System
2.3 Production/Operations Management a System View Point
2.4 Production System Design
2.5 Productivity Improvement
2.6 Upcoming Issues of Production Systems
2.7 Production Systems and Information Technology

8
3. TOTAL QUALITY MANAGEMENT
3.1 Introduction
3.2 TQM: A Historical Perspective
3.3 Quality Terminology
3.4 Understanding the Customer
3.5 Understanding and Improving the Process
3.6 Employee Involvement and Improvement
3.7 ISO 9000: the International Quality system Standard

4. NEED AND IMPORTANCE OF FORECASTING

4.1 Introduction
4.2 Concept of forecast
4.3 General Steps in the Forecasting Process
4.4 Importance and Applications of Forecasts in production/Operations Management.

5. QUALITATIVE METHODS
5.1 Introduction
5.2 Judgmental Forecasting
5.3 Opinion-Capture Techniques
5.4 Forecasting Based on Cross-Impact Analysis

6. QUANTITATIVE METHODS OF FORECASTING

6.1 Introduction
6.2 Forecasting
6.3 Application to Different Functional Areas
6.4 Specific Forecasting Methods
6.5 Main Classes of Quantitative Models
6.6 Forecast Error
6.7 Selecting a Suitable Forecasting Method

7. CAPACITY PLANNING
7.1 Introduction
7.2 Aspects of Capacity Planning
7.3 Determination of Capacity Requirements
7.4 Evaluation of Alternative Plant Sizes
7.5 Determination of Equipment Requirements

8. FACILITIES PLANNING
8.1 What is Facility Planning
8.2 Need for Facility Planning
8.3 Facility Planning-Objectives
8.4 Types of Layouts
8.5 Product Versus Process Layout
8.6 Developing the Process Layout

9
 8.7 Conventional Approach for Developing Process Layout
8.8 Conventional Approach for Developing Product Layout

9. WORK SYSTEMS DESIGN

9.1 Introduction
9.2 Job Design
9.3 Work measurement
9.4 Compensation

10. MANAGING INFORMATION FOR PRODUCTION SYSTEM

10.1 Introduction
10.2 The Information-Oriented Society and Corporate Activities
10.3 Need of the Systems
10.4 Cross Functional systems and Operational Planning
10.5 Needs of production management and Work Organizations
10.6 Information Needs-The Business Appraisal
10.7 Potential Benefits in Improving Management Information System
10.8 Information
10.9 Common Information System/Data Base
10.10 Quality
10.11 Development of Production-Material Information System

11. AGGREGATE PRODUCT IN PLANNING

11.1 Introduction
11.2 Linking Long Term and Short Term Planning
11.3 The Purpose of Aggregate Plans
11.4 Steps in Aggregate Planning
11.5 Dimensions of Production Capacity
11.6 Managerial Importance of Aggregate Plans

12. JUST-IN-TIME (JIT)

12.1 Introduction
12.2 Stock Points in a Production-Distribution
12.3 Just-In-time
12.4 Characteristics of Just-In-Time System
12.5 The Just-In-Time Manufacturing Philosophy
12.6 Elements of Manufacturing
12.7 JIT Purchasing
12.8 The Kanban System
12.9 JIT Implementation in Industries

13. SCHEDULING & SEQUENCING

13.1 Introduction
13.2 Situation Requiring Scheduling

10
 13.3 Classifying Production Systems
13.4 Scheduling Mass Production System
13.5 Scheduling Batch Production Systems
13.6 Scheduling Job Production Systems
13.7 General Principles of Scheduling

14. ISSUES IN MATERIALS MANAGEMENT

14.1 Introduction
14.2 The Concept of Materials
14.3 Importance of Materials
14.4 Need for materials Management
14.5 Issues in materials Management

15. INDEPENDENT DEMAND INVENTORY SYSTEMS

15.1 Introduction
15.2 Basic Inventory Model
15.3 Model Sensitivity
15.4 Gradual Replacement Model
15.5 Basic Inventory Model With Black Logging Allowed
15.6 Bulk Discount Model
15.7 Independent Demand Systems for Multiple products
15.8 Models with Uncertain Demand
15.9 Selective Control of Inventory Items

16. DEPENDENT DEMAND INVENTORY SYSTEMS

16.1 Introduction
16.2 What is MRP?
16.3 Material Requirement planning (MRP)
16.4 MRP Versus Order-Point Systems
16.5 Some Important Elements of MRP
16.6 Manufacturing Resource Planning (MRP II)
16.7 MRP Computations
16.8 MRP Implementation
16.9 Some Misconception About MRP

17. TOTAL PRODUCLTIVE MAINTENANCE (TPM)

17.1 Introduction
17.2 Motivation and Identifying Characteristics of TPM
17.3 Eliminating Six Big Losses
17.4 Chronic and Sporadic Losses
17.5 Autonomous Maintenance
17.6 TPM Promotion

11
18. ADVANCE MANUFACTURING SYSTEM
18.1 Introduction
18.2 Manufacturing systems: Evolution & Competitativeness
18.3 Classification of Process Technology
18.4 Computer Integrated Manufacturing (CIM)
18.5 Computer-Aided Design (CAD)
18.6 Group Technology (GT)
18.7 Computer-Aided Process Planning (CAPP)
18.8 Robotics
18.9 Computer-Aided Process Planning (CAPP)
18.10 Manufacturing Planning and Control System
18.11 Flexible Manufacturing System
18.12 Just-In-Time Manufacturing System (JIT)
18.13 Total Quality Management Systems
18.14 Advanced MRP Type Systems
18.15 Optimized Production Technology (OPT)

19. COMPUTERS IN OPERATIONS MANAGEMENT

19.1 Introduction
19.2 Continuous Performance Improvements
19.3 Computers in Demand Forecasting and Order Processing
19.4 Computers in Design and Drafting
19.5 Computers in Purchasing Outsourcing
19.6 Computers in Materials management
19.7 Computers in Operations Planning, Scheduling and Control
19.8 Computers in manufacturing
19.9 Computers in process Control and Quality Management
19.10 Computer in Tero-technology and productive maintenance
19.11 Computers in Automatic Assemblies
19.12 Computers in Finished Product Warehouses
19.13 Computers in distribution (Outbound Logistics)
19.14 Future Trends in Operations Management
19.15 Emerging Importance of Information Technology



AIOU–AS-600(19)/PPU–5-9-2019–100.

12