BE1401/BE1402 BUSINESS OPERATIONS & PROCESSES

(SEMESTER 2, 2021-2022)

Introduction

The operations function in an organization is responsible for the design and management of
systems concerned with the production of goods and services. Operations account for a
significant percentage of the value added and cost in any business. With increased competition,
firms face constant pressure to deliver timely and high quality product and services. Leading edge
companies have met these challenges by enhancing their competitiveness in business operations.
Even a small advantage in operations can be the difference between winners and losers in a
competitive marketplace.

Hence the course will adopt a "process management" viewpoint while addressing a variety of
strategic and tactical issues. Topics covered in the course include Operations Strategy, Process
Analysis & Improvement, Quality Management, Applications of Linear Programming in
Operations, Project Management, Inventory Management and Supply Chain Management.

The course will use a mix of lectures, case studies, and problem solving exercises, to introduce
the students to the latest tools, techniques, issues and strategies in operations management.

Course Aims/Description

This course seeks to provide business and accountancy undergraduates with a rigorous
appreciation of the issues and methodologies necessary for ensuring the competitiveness of the
operations function in a firm. The course takes an analytics based “process management’
viewpoint while addressing a range of strategic and tactical issues. After completing this course,
you will be able to understand the key tradeoffs required for designing, managing and
improving operations and processes in both manufacturing and service industries. This will
give you a sound analytical background for further courses in Business Analytics
Specialization, which in turn will prepare you for a future business career where you will be
responsible for either managing operations or its interface with other business functions such
as marketing, finance, accounting, human resources and information technology.

Intended Learning Outcomes (ILO)/Objectives

By the end of this course, you should be able to:

1. Describe fundamental issues in operations such as process analysis and improvement,

project management, forecasting, quality management, inventory management and
supply chain management (ILO1)

2. Explain the key tradeoffs necessary for designing, managing and improving
operations (ILO2)

3. Compute key performance measures related to the tradeoffs (ILO3)

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 4. Relate key performance measures with analysis and comparison of alternate systems
to strategic goals of companies (ILO4)

Course Content

The course content will have as its backdrop the fundamental concepts and techniques
necessary for designing, managing and improving operations and processes in both
manufacturing and service industries. The main topics covered include:

1. Introduction to Operations and the Strategic Importance of Operations

2. Introduction to Process Analysis – Little’s Law and Applications
3. Capacity Management and Bottlenecks in Processes
4. Impact of Setups and Interruptions on Processes
5. Queues and Service Systems
6. Project Management
7. Applications of Linear Programming in Operations and LP Practicum
8. Forecasting
9. Quality Management
10. Inventory Management
11. Supply Chain Management

Assessment (includes both continuous and summative assessment)

Component ILO NBS Weightage Team/Individual Assessment

Tested Learning Rubrics
Goal (Refer (attach
to Appendix rubrics
1 for list) Annex A)
1. Assessment ILO1, Acquisition of 25% Individual N.A.
Test ILO2, knowledge
ILO3,
ILO4
2. Quiz ILO1, Acquisition of 30% Individual N.A
ILO2, knowledge
ILO3,
ILO4
3. Exercises/ ILO1, Acquisition of 10% Individual N.A.
Assignments ILO2, knowledge
ILO3
4. Group ILO3, Problem 20% Group/Individual Problem
Project ILO4 Solving & Solving and
(written Decision Every member is Decision
report and Making required to present Making Rubric
in-class
presentation)
Oral
Oral Communication
communication

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 Teamwork and Mandatory Peer
Interpersonal Evaluation #
Skills
5. Class ILO1, Oral 15% Individual Oral
Participation ILO2, Communication Communication
ILO3 Rubric
Total 100%

# A mandatory peer evaluation will be done for the Group Project at the end of the course. The peer
evaluation forms are given in the Appendix/Outline. The project work marks will be adjusted for
unequal contributions among members.

Feedback

1. You will get feedback on quiz performance immediately on the conclusion of the quiz.

2. Feedback is central to the group project. You will be provided feedback on your project
proposal to help you identify the strengths and weaknesses of your proposal. During the term,
you will be provided verbal feedback on your analysis. Finally, you will be provided
feedback on your project based on the rubric used for assessment.

Learning and Teaching approach

Approach How does this approach support you in achieving the learning
outcomes?

Seminars Please watch the seminar recordings prior to the class. The seminar
sessions will have considerable opportunities for interaction and
discussion on the conceptual questions raised in the class. This will
allow you to think critically and share your ideas with the class. Deep
thinking, reviewing materials and clarifying your doubts/questions
will provide you a sound platform to do well in the course
assessments.

Exercises/ You will be given exercises/assignments that will test how well you
Assignments have absorbed the concepts after watching the seminar videos. These
exercises will comprise short, simple questions (MCQ/True-False)
and will have to be completed by the due date which will be prior to
the class. You will be graded for these exercises.

In-Class More detailed/complex exercises/case studies will be discussed in

activities class and after allowing you some time for group discussion, I will
call upon individuals to share their analysis. Practicing these
exercises prior to the class will give you sound preparation for the
course assessment. We will also discuss the real life implications of
this analysis. These exercises will not be graded.

The teaching approaches described above are strongly aligned to all learning outcomes
(please see ILO1, ILO2, ILO3 and ILO4 outlined above).
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Reading and References

Most of the assigned reading materials and class notes will be provided online on NTULearn
(http://ntulearn.ntu.edu.sg). The main textbook which will be used for the course is:

Required textbook/materials

1. Operations Management, 2nd Edition by Gerard Cachon and Christian Terwiesch, 2020,
McGraw-Hill, ISBN: 978-1-260-54761-0

2. Introduction to Management Science, 6th Edition by Frederick Hillier and Mark Hillier,
2019 (available as a digital version with the main text).

Other Reference Materials

1. The course will use components of Technology Enabled Learning from McGraw-Hill
Connect’s Learn Smart modules associated with the text Operations Management by
Cachon and Terwiesch. This e-tool facilitates students’ learning at their own pace, both
prior to and after the seminar. Prior to the seminar, the students are introduced to the
concepts covered in the seminar. After the seminar, the students assimilate concepts at
a deeper level and sharpen their analytical toolkit by doing quantitative exercises.

2. Operations Management, Eleventh Edition, Lee J Krajewski, Manoj K Malhotra, Larry

P Ritzman, 2016, Pearson.

Course Policies and Student Responsibilities

(1) General

You are expected to complete all assigned pre-class readings and activities, attend all seminar
classes punctually and take all scheduled assignments and tests by due dates. You are expected
to take responsibility to follow up with course recordings and notes, assignments and course
related announcements for seminar sessions you have missed. You are expected to participate
in all seminar discussions and activities.

(2) Absenteeism

Absence from class without a valid reason will affect your participation and overall course
grade. Valid reasons include falling sick supported by a medical certificate and participation in
NTU’s approved activities supported by an excuse letter from the relevant bodies.

If you miss a seminar, you must inform the course instructor via email prior to the start of the
class.

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Academic Integrity

Good academic work depends on honesty and ethical behavior. The quality of your work as a
student relies on adhering to the principles of academic integrity and to the NTU Honor Code,
a set of values shared by the whole university community. Truth, Trust and Justice are at the
core of NTU’s shared values.

As a student, it is important that you recognize your responsibilities in understanding and

applying the principles of academic integrity in all the work you do at NTU. Not knowing
what is involved in maintaining academic integrity does not excuse academic dishonesty. You
need to actively equip yourself with strategies to avoid all forms of academic dishonesty,
including plagiarism, academic fraud, collusion and cheating. If you are uncertain of the
definitions of any of these terms, you should go to the Academic Integrity Website for more
information. Consult your instructor if you need any clarification about the requirements of
academic integrity in the course.

Course Coordinator/Instructors

Office Consultation
Phone Email
Location Hours
Course Coordinator
WANG Qinan S3-B2A-31 67905002 [email protected] By appointment
Seminar Instructor

Planned Weekly Schedule

Teaching Topic Readings/

ILO
Week Activities
1 Course Introduction / ILO1, ILO2, ILO3 Chapters 1 & 2,
Introduction to Operations and CT; Lecture Notes
Process Analysis 1 (Little’s
Law and Applications)
2 Process Analysis 2 (Capacity ILO2, ILO3, ILO4 Chapters 3, 4, CT;
and Bottlenecks) Lecture Notes
3 Process Analysis 3 (Set-up and ILO2, ILO3, ILO4 Chapter 7, CT;
Interruptions) Lecture Notes
4 Queues and Service Systems ILO2, ILO3, ILO4 Chapter 16, CT;
Lecture Notes
5 Project Management ILO2, ILO3, ILO4 Chapter 7, KMR,
Lecture Notes

6 Quiz #1/Applications of Linear ILO2, ILO3, ILO4 Chapters 2 HH;

Programming in Operations Lecture notes
7 LP Applications ILO2, ILO3, ILO4 Chapters 2, 3 HH;
(contd.)/Linear Programming- Lecture notes
Practicum

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 8 Forecasting ILO2, ILO3, ILO4 Chapter 15
(Optional 15.5);
Lecture Notes
9 Introduction to Inventory ILO2, ILO3, ILO4 Chapters 10, 12 CT;
Management Lecture Notes
10 Quality Management ILO2, ILO3, ILO4 Lecture Notes,
(e-Learning) Readings
11 Quiz #2/ Inventory ILO2, ILO3, ILO4 Chapter 13 (Omit
Management 2: Newsvendor 13.5); Lecture Notes
Model
12 Supply Chain Management ILO2, ILO3, ILO4 Lecture Notes
13 Group Presentations ILO1, ILO2, ILO3,
ILO4
14 ASSESSMENT TEST WILL BE HELD IN WEEK 14

CT: Operations Management, Cachon and Terwiesch

HH: Management Science, Hillier and Hillier
KMR: Operations Management, Krajewski, Malhotra, and Ritzman

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 ASSESSMENT PLAN (As per AACSB Assurance of Learning (AOL) Requirement)

Assessment Rubric for Group Assignment

Performance Levels

Traits Above Expectations Met Expectations Below Expectation

(A+,A,A-) (B+, B, B-) (C-F)

Group Written Report – 50%

Demonstrates Presents and discusses Presents and discusses Steps taken in
logic (30%) solution(s) in solutions(s) that are problem-solving lack
coherent and logical mostly correct and logic, and unable to
way; flow is effective demonstrate logical explain rationale for
thinking; may miss steps taken in
few steps, or omit a problem-solving
minor point in
explanation of
rationale for step
taken in problem-
solving
Identifies Identifies a set of Identifies and Does not identify
alternative options feasible options that discusses a set of alternatives or discuss
(30%) demonstrates feasible alternatives
creativity and ability
to integrate
knowledge
Selects an option Strong link between Relatively adequate No link or tenuous
that is consistent analysis and the link between analysis link between
with the option selected and the option evaluation and option
evaluation (30%) selected selected

Integrates the Appreciates the Appreciates the Does not seem able to
issues in the possible possible appreciate how this
project to other interrelatedness interrelatedness situation might be
business between this situation between this situation related to others
situations, stated and others, including and others stated in
or unstated those not stated in the the scenario
(10%) scenario

Individual Oral Presentation – 50%

Communication Central message is While the central Central message is not
Outcome - has a precisely stated; main message is stated and explicitly stated in the
clear message for points are clearly the main points are presentation. Main
the audience identified identified, there is points are not clearly
some ambiguity about identified, audience
its preciseness unsure of the direction
of the message.

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Content – Presents Content is accurate, While the content is Content is erroneous
relevant thorough, and directly accurate, there are or irrelevant;
information. on point; strong some gaps in references and
Supports main support and references providing support and supporting materials
points with strong are provided. Exhibits references. Exhibits are absent. Lack of
evidence depth and insight in some insights in depth in content and
content. Effective use content and there is little insights.
of time and stays reasonable use of Presentation falls
within time time. outside set time
parameters. parameters.
Structure - Organizational pattern Organizational pattern Organizational pattern
Organizes content is clearly and is somewhat clear (specific introduction
coherently. Signals consistently with some gaps in and conclusion,
transitions observable and makes consistency. The sequenced materials
between points the content of the content of the within the body, and
presentation cohesive. presentation is largely transitions) is not
cohesive. observable.
Verbal - Speaks at Free of errors in Largely free of errors Grammar,
appropriate speed grammar and in grammar and pronunciation and
and volume. Uses pronunciation; good pronunciation with word choice are
correct grammar choices of word reasonable clarity of deficient. Vocal
and pronunciation enhance clarity of expression. Vocal delivery is too soft or
expression. Vocal delivery is okay and too fast to understand;
delivery is varied and speech rate, volume, gap-fillers interfere
dynamic. Speech rate, and tone facilitate with expression
volume, and tone audience
facilitate audience comprehension.
comprehension.
Minimal gap fillers.
Non-Verbal - Eye contact, posture, Eye contact, posture, Eye contact, posture,
Establishes eye gestures, movement gestures, movement gestures, movement
contact. Uses and facial expressions and facial expressions and facial expressions
gestures and make the presentation make the presentation are inappropriate and
movement to compelling, and good; speaker appears significantly
convey energy and speaker appears reasonably confident. distracting.
confidence polished and
confident.

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Class Participation

Class participation is assessed in every class. Points for class participation will be based on:
a) Regular and punctual attendance in class. Being an active listener in class.
b) The quality (rather than quantity) of comments offered during discussions as well as other
discussions and in-class exercises,
c) The issues and comments that each student offers during a class, and sharing of specific
experiences from industry that are related to concepts being taught in the class.

Assessment Rubric for Class Participation

Traits Performance Levels

A+, A & A- B +, B, B- C -F
(Above Expectations) (Met Expectations) (Below Expectations)

Engagement Engages fully in class Occasionally engages Hardly focuses in

in distracting activities class (e.g. using
(e.g. using mobile mobile phone,
phone, unnecessary unnecessary chatting)
chatting) in class.

Contribution Speaks up/contributes Occasionally speaks Does not speak

frequency in all classes up/contributes in class up/contribute in class

Contribution Contributions are Contributions No contributions/

quality constructive and demonstrate Contributions lack
insightful knowledge of subject substance
matter

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CONFIDENTIAL PEER EVALUATION FORM FOR TEAM PROJECT

Member’s name:

Seminar group and team

number:

Please use the attached Peer Evaluation Rubric to evaluate yourself and your team members
on each of the 5 stated attributes (on a scale of 1 to 7). State your ratings for yourself and
each of your team members in the table below. For your self-assessment, insert “(Self)”
after your name in the table below.

Index Name of team 1- 2- 3- 4- 5-

Average Rating
# members RR CM CR CT RS
1
2
3
4
5
6

If any of your ratings above is < 4, please provide a brief explanation to justify the ratings.

Index Brief explanation to justify a rating of < 4

#

You may attach supporting documents (like emails and screen shots), if any, to support your
explanations above.

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 Teamwork & Interpersonal Skills (Peer Evaluation) Rubric
Learning Objective: The ability to work effectively with others in a group setting
Traits Performance
Scant Substantially Developed
1. Roles and Responsibility (RR)
Unclear about his/her own role; refuses to take a role in the Always fulfills responsibilities; performs his/her role within the
Behaves professionally by upholding group; insists to work individually and has limited group with enthusiasm and demonstrates willingness to work
responsibility and assuming coordination or communication with others. collaboratively.
accountability for self and others in
progressing towards the team’s goal.
Evaluation: Scant 1 2 3 4 5 6 7 Substantially Developed
Scant Substantially Developed
2. Communication (CM)
Modes of communication are not appropriate, causing Modes of communication are appropriate, and maintaining timely
Identifies appropriate mechanisms to confusion and miscommunication among team members. communication and correspondence with team members.
coordinate and correspond with team
Evaluation: Scant 1 2 3 4 5 6 7 Substantially Developed
members.
Scant Substantially Developed
3. Conflict Resolution (CR)
Does not recognize conflicts or is unwilling to resolve Consistently resolves conflicts through facilitating open
Resolves conflicts using a variety of conflicts. discussion and compromise.
approaches.
Evaluation: Scant 1 2 3 4 5 6 7 Substantially Developed
Scant Substantially Developed
4. Contributions (CT)
Largely disinterested in working in a group and refuses to Actively attends and participates in all activities and provides
Contributes positive input for the team; participate; observes passively or is unwilling to share meaningful contribution in articulating ideas and opinions.
effectively utilizes one’s knowledge and information with other team members.
expertise.
Evaluation: Scant 1 2 3 4 5 6 7 Substantially Developed
Scant Substantially Developed
5. Relationship (RS)
Rarely listens to others and does not acknowledge the Engages in respectful relationships with all other members in the
Maintains cooperative interaction with opinions that differ from his/her own. team. Embraces and accepts diverse points of view without
other team members regardless of prejudice.
individual /cultural differences and
respects diverse perspectives. Evaluation: Scant 1 2 3 4 5 6 7 Substantially Developed

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