COURSE OUTLINE

OPERATIONS MANAGEMENT

Course Title: Operations Management

Course Code: OM202C

Credits: 3

Total Sessions: 24

Course Instructor: .

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Course contributes mostly to: Employability/ Entrepreneurship/ Skill Development/ Value-add

Course Description

Businesses create value by supplying their products or services to satisfy customer demand that involves
numerous activities and processes across the organization. Operations managers deal with a major issue in any
business - how work gets done: setting up processes, uncovering the biggest bottlenecks, fine-tuning processes
to save time and money, managing resources for smooth production of value. Since POM balances costs with
revenue to achieve higher operating profits, it is in a constant quest to find ‘what is the most efficient, cost-effective
way to deliver goods and services. Operations constitute the core functions of adding value to a set of inputs, that
make them usable by the consumers (wheat flour to bread, for example), at a certain cost. Conceptually, the field
of OM may be broadly divided into two parts: design of operating systems, and their use for generation of surplus.
Yet another major classification is based around manufacturing systems and services operations.

This core course introduces Operations function in an organization, helping you understand how managers design,
use, manage and improve systems and processes to create value to their customers effectively and efficiently.
The subsequent terms offer electives in various verticals in the area – Process Management, Logistics and supply
chain management, Project Management, Manufacturing systems, Quality Management, Services Operations,
etc., each being a 3- credit course.

Course Objectives

This course introduces major concepts and tools used in the design and use of operations systems in
organizations. It introduces the discipline and the role the function plays in a value-creating organization. Emphasis
is given both to familiarization of various production processes and service systems, and to quantitative analysis
of problems/ issues arising in the management of operations.

Successful completion of the course will empower the students, even if one does not plan to work in Operations,
to be able to improve just about any process in any area of the business. At the end of the course, the students
will be able to:
 1. Appreciate the strategic role of OM in creating and enhancing a firm’s competitive advantages
2. Understand key concepts and issues of OM in both manufacturing and service organizations
3. Analyze business processes in services / manufacturing for improvement
4. Identify the operational issues in the value addition processes of a firm
5. Apply analytical skills and problem-solving tools to resolve the operational issues

Alignment of course objectives (CO) with learning goals (LG) of Assurance of Learning

Derived from its mission, ASB has adopted five learning goals, (apart from the discipline competency) - the
management-specific attributes, knowledge and skills that its graduates are expected to possess when they
complete the programme. OM, taught in T2, reinforces ‘Critical and integrative Thinking’ through the critical thinking
exercises assigned as homework and discussions followed in the class. The five objectives of this course are
mapped to this learning goal. The assessments, written report for the field visit and the writing exercise would
reinforce the effective written communication objective of the second learning goal, ‘Effective written and oral
communication’.

Critical and Effective written Societal and

LG Ethical
integrative and oral Environmental Leadership
Reasoning
Thinking communication Awareness
CO
CO1 3 0 2 2 0

CO2 3 0 0 0 0

CO3 3 1 0 0 0

CO4 3 0 0 0 0

CO5 3 2 2 0 0

Key: 3 – Highly relevant; 2 –Moderately relevant; 1 – Low relevance; 0- No relevance

Unit-wise scope for outcomes and Bloom’s taxonomy

The objectives of the course Operations Management is mapped to Bloom’s applying, analyzing and evaluating
levels of cognitive learning.

CO
CO 1 CO 2 CO 3 CO 4 CO 5
Bloom’s Levels of Learning
Creating X X
Evaluating X X X X
Analyzing X X X X
Applying X X
Understanding X
Remembering

Pedagogy

The classes will use discussions, problem solving practice and video clippings predominantly, supported with
lectures. Every module will have assigned ‘take home’ exercises to practice critical thinking. The students shall
 work in groups on the assigned topic to submit a term/ research paper. This exercise is to give the students an
opportunity to identify and use appropriate information and to practice writing skills.

Course Requirements

Throughout this course, the students are expected to demonstrate highest levels of involvement and commitment,
in terms of efforts, quality of work, and conduct both at individual level and as groups. The potential of making
learning interesting and effective lies primarily in the hands of the students and are expected to use the same for
this course throughout the term. The course demands study efforts of 6 hours/week outside classroom (3
hours for every one session of class). Preparation is mandatory for attending the classes.

Course Text

Operations Management: Process and Supply Chains, Eleventh Edition, Lee J. Krajewski, Manoj K.
Malhotra, Larry P. Ritzman & Samir K. Srivastava, Pearson ( may change)

Assessment (Grading Policy: Relative)

Assessment
S. no Description Weight
exercise
Group assessment (25%)
A short term paper on a given topic is submitted in the given template based on
1 Writing exercise 10%
information compiled from secondary research
Each group identifies an organization involved in productive value creation and
2 Fieldwork report observes their processes in person. The learning is compiled into a poster which 10%
will be presented / displayed.
Individual Assessment (75%)
1 Attendance As per the rules 5%
Glossary preparation Each group prepares a glossary of terms from the assigned module with a
2 & Quiz from minimum of 25 terms. The group members will take a quiz individually on the 5%
Glossary terms that they have compiled
Class preparation – Students are assigned class preparation work for each module; They bring with
3 Participation in them to the class 3 questions from the assigned work, for which they look for 10%
discussions answers in the session
Mid-term A closed book exam with emphasis on the understanding and application of
4 20%
examination concepts
End-term A closed book comprehensive exam with emphasis on analyzing, evaluating and
5 40%
examination critiquing

Contribution to Placements

The knowledge, readings, exercises and assignments for the course make explicit contributions to success during
the placement process.

 Field work report: Resume, Interview (for written communication practice)

 Glossary of technical terms: Interview, Group Discussion (for Domain knowledge ready reference)
  Critical thinking Q & A : Group Discussion, Interview (as critical thinking practice)
 Modules mind maps: Group Discussion, Interview (as a structured thinking tool)
 Entry level operations positions and JD for these positions mapped with course objectives and discussed

Session Plan

SN POST-CLASS
TOPIC CLASS PREPARATION
NO READING
Module 1: How does Operations create Value in a business? Chapter
Introduction to Operations
1 Management; Process view & Supply
chain view
Operations Strategy
2 Module map
Competitive priorities and capabilities
Writing exercise: Challenges and trends in OM

Module 2: How are processes chosen for firms strategically? Chapter

Process structure in services &
3
manufacturing : Strategic fit

4 Process tools

Strategies for change: Process

5 Module map
improvement
Writing exercise: Mass customization practices
Module 3: How to find what size is the right size? Chapter
6 Long-term capacity

Systematic approach to long-term

7
capacity
8 Strategic capacity planning Module map
Writing exercise: Capacity planning challenges in a service business
Mid- course Feedback
Module 4: What limits the system from reaching its goal and how to remove it? Chapter

9 Bottleneck management
10 Theory of constraints
11 Line balancing Module map
Writing exercise: Bottleneck identification and management in Indian Government hospitals

Module 5: How to understand and measure quality? Chapter

12 Cost of Quality; TQM and Six Sigma
13 SPC and Process capability
14 Lean Systems Module map

Writing exercise:
Module 6: How to know much material to stock? Chapter

15 Inventory Management basics

16 ABC analysis; EOQ model and variants

Continuous review system; Periodic

17 Module map
Review System

Writing exercise:

Module 7: How to know how many to produce? Chapter

Operations Planning and Scheduling:

18
Levels in operations planning, Strategy
Resource Planning:
19
Material requirement planning

20 Master production scheduling Module map

Writing exercise:

Module 8: How to network for creating and delivering value for customers? Chapter

Supply chains- manufacturing &

21
Services; Designing Supply Chains;

22 Measuring SC performance

23 Supply chain strategies Module map

Writing exercise: Well designed Supply chain – An illustration

24 Course Review and Feedback

Course Wrap-up