Operations Management Syllabus



Operations Management2 creditsBU.912.611.XX [NOTE: Each section must have a separate syllabus.][Day & Time / ex: Monday, 6pm-9pm][Start & End Dates / ex: 8/20/18–10/15/18][Semester / ex: Fall 2018][Location / ex: Washington, DC]Instructor[Full Name]Contact Information[Email Address][Phone Number, ###- ###-#### (Optional)]Office Hours[Specify the day and time of the 2 hours that will be dedicated to office hours each week. For evening classes, faculty may wish to hold their office hours by phone or email. While faculty are permitted to state “and by appointment,” office hours should not be held exclusively by appointment.]Required Texts & Learning MaterialsThe required materials for this course include a text, and a slide deck, set of readings, and case studies. These items are provided in a coursepack. Additional exercises and material will be provided on Blackboard.Text: Matching Supply with Demand: An Introduction to Operations Management, 3rd ed. (McGraw Hill, 2013) by Gérard Cachon and Christian Terwiesch, The Wharton School, University of Pennsylvania, ISBN: 0073525200 or 978-0073525204.Cases:“Wriston Manufacturing Corp,” Hammond, Janice H. Product #698049-PDF-ENG“National Cranberry Cooperative,” 1996, Roy D. Shapiro, Product #688122-PDF-ENG“L.L. Bean, Inc.: Item Forecasting and Inventory Management,” Arthur Schleifer, Jr. Product #893003-PDF-ENG“Manzana Insurance: Fruitvale Branch,” Steven C. Wheelwright, Product #692015-PDF-ENG “Lean Process Improvements in Cleveland Clinic,” Izak Duenyas, Case #1-428-795 (University of Michigan GlobalLens)“Supply Chain Close-up: The Video Vault,” V.G. Narayanan and Lisa Brem, Case #102070-PDF-ENG “Netflix Inc.,” Sudheer Gupta, University of Michigan Case (Will be posted on Blackboard.)Littlefield Simulation Exercise Material (Details will be posted on Blackboard.)Cases 1, 2, 3, 4, and 6 are from Harvard Business School and can be purchased as a coursepack at . Case 5 can be purchased at . Optional Reading Materials The Principles of Product Development Flow: Second Generation Lean Product Development by Donald G. Reinertsen. Celeritas Publishing (2009), ISBN: 1935401009 or 978-1935401001.Harvard Business School Core Curriculum Readings:“Operations Management Reading: Process Analysis,” Roy D. Shapiro. Product number: 8007-PDF-ENG“Operations Management Reading: Designing, Managing, and Improving Operations,” Roy D. Shapiro. Product number: 8012-PDF-ENG“Operations Management Reading: Managing Inventory,” Janice H. Hammond. Product number: 8016-PDF-ENG The above three readings can be purchased as a coursepack at the following website: Goal by Eliyahu M. Goldratt, Jeff Cox, and David Whitford. North River Press, 25 Anniversary Revision edition (2012), ISBN: 0884271951 or 978-0884271956Course DescriptionWithin a manufacturing or service organization, operations management’s role is to orchestrate technology and resources in creating products and services to meet the needs of end consumers. Operations management, accordingly, consists of ideas for shaping and innovating an organization’s business model. This course provides a conceptual and actionable introduction to operations management and covers a ?wide? range of topics,? including operations strategy, process ?mapping and ?design, queuing theory, inventory management, lean manufacturing, and revenue management?, unified by a thought framework known as "the operations prism"? (flows, variability, and buffers).?? ?By ?taking ?a process view of value-added functions that lead to an understanding of how to make ?operations ?design choices,? ??students will acquire analytical and strategic thinking skills crucial for ?managing? 21st-century ?operations.Prerequisite(s)NoneLearning ObjectivesBy the end of this course, students will be able to: Understand the link between process characteristics and other strategic choices.Understand how to measure process efficiency and effectiveness.Identify Bottleneck Processes, understand variability.Apply tools and techniques for bottleneck analysis in a live and/or simulated environment.To view the complete list of the Carey Business School’s general learning goals and objectives, visit the Carey website.Attendance Attendance and class participation are part of each student’s course grade. Students are expected to attend all scheduled class sessions. Each class will include opportunities for teams to work together. Failure to attend class will result in an inability to achieve the objectives of the course. Excessive absence will result in loss of points for team participation. Regular attendance and active participation are required for students to successfully complete the course.Assignments & RubricsAssignmentLearning ObjectivesWeightClass Participation1-415%Homework and Case AssignmentsHouse Game (individual)Case Assignments (group)1-445%5%40% (20% each)Final1-440%Total100%House Game Reflection Memo (individual): We will play a hands-on simulation game in Class 2. You’re expected to participate in this simulation. In a memo please write down your (individual) observations from the simulation game. This memo should be 2 to 3 printed pages (1.5 spaced), laid out according to the template to be posted on Blackboard. It will not be closely graded for correctness – as there is no right answer – but for the seriousness of effort you put into it. It is important that you participate in the simulation and submit the write-up. If you do so, you earn 5%; otherwise you lose 5%.Case Assignments: Case assignments will cover material that both helps students prepare for class and helps students prepare for the final exam. There are two graded case assignments. Students should form groups of 3 or 4 (not more) to work on these assignments. Group members must be from the same section. Each written case analysis should conform to a layout template posted on Blackboard, and address all the questions in the template. In addition please apply all relevant skills and knowledge of OM and other business disciplines in your analyses. Issues, challenges and opportunities need to be identified and prioritized, tradeoffs analyzed, and specific recommendations made and supported.Assignments are due on Blackboard by one hour before class. Tardy submissions will not be accepted. Student groups must choose to write and submit either National Cranberry (Class 3) or Manzana (Class 4). Groups may submit both cases; if both are submitted, the higher of these two case grades will count toward the course grade. Class Participation:I will come to class fully prepared each day, and I expect you to do the same. “Prepared” means that you have carefully read the assigned materials, have seriously attempted to complete exercises or answer assigned questions, and are ready and willing to engage actively in the classroom learning experience. The implicit assumptions are that we all have something to contribute to the collective learning process each day, and that we all want to benefit from it. Coming prepared will maximize the benefits for everyone.Some of the academic work in this course is done in small study groups. Carey Business School Honor Policy requires that participants “fulfill our commitments to each other.” As such, conscientious contributions to group products are strictly required of MBA participants. In order to enforce this policy, I require feedback from each of you about the contributions of your team members to group work. Failure to contribute adequately to the group will result in a grade penalty in this course, as determined by me. In addition, a pattern of such behavior will result in an academic performance review.The class participation grade will depend on the student’s contribution to group learning, which can take the form of good questions, answers, observations, and/or shared experiences. It is not how many times you raise your hand, but how substantive your contributions are. Operationally, “cold calls” will be the norm. GradingThe grade of A is reserved for those who demonstrate extraordinarily excellent performance as determined by the instructor. The grade of A- is awarded only for excellent performance. The grades of B+, B, and B- are awarded for good performance. The grades of C+, C, and C- are awarded for adequate but substandard performance.?The grades of D+, D, and D- are not awarded at the graduate level (undergraduate only). The grade of F indicates the student’s failure to satisfactorily complete the course work.Please note that for Core and Foundation courses, a maximum of 25% of students may be awarded an A or A-; the grade point average of the class should not exceed 3.3. For Elective courses, a maximum of 35% of students may be awarded an A or A-; the grade point average of the class should not exceed 3.4. (For classes with 15 students or fewer, the class GPA cap is waived.)Tentative Course CalendarThe instructors reserve the right to alter course content and/or adjust the pace to accommodate class progress. Students are responsible for keeping up with all adjustments to the course calendar.Please do the following before coming to class on the stated day:LectureContentReadingDeliverablesTextbook, NotesCases1OM Strategy and FocusText, Chapter 2Wriston Mfg.2Process DesignText, Chapters 2–3House Game3Process Flows (Capacity)Little’s LawText, Chapter 3National CranberryNetflixNational Cranberry case*4Little’s Law (cont)VariabilityTimeText, Chapter 8ManzanaManzana case*5Inventory managementLean PrinciplesLittlefield Simulation introductionText, Chapter 7 Text, Chapter 12 Notes will be postedLL BeanLittlefield Registration(after the class)6Toyota Production System Revenue ManagementText, Chapter 11Text, Chapter 16Cleveland Clinic7Simulation ExerciseOperations in a Networked WorldNotes will be postedLittlefield case*8Final ExamCourse Evaluations A thorough reading of the case is expected before coming to class.Additional reading material may be posted from time to time.Textbook readings are optional and from Cachon and Terwiesch, Matching Supply with Demand Carey Business School Policies and General InformationBlackboard SiteA Blackboard course site is set up for this course. Each student is expected to check the site throughout the semester as Blackboard will be the primary venue for outside classroom communications between the instructors and the students. Students can access the course site at . Support for Blackboard is available at 1-866-669-6138.Disability Support ServicesAll students with disabilities who require accommodations for this course should contact Disability Support Services at their earliest convenience to discuss their specific needs. If you have a documented disability, you must be registered with Disability Support Services (carey.disability@jhu.edu or 410-234-9243) to receive accommodations. For more information, please visit the Disability Support Services webpage.Academic Ethics PolicyCarey expects graduates to be innovative business leaders and exemplary global citizens. The Carey community believes that honesty, integrity, and community responsibility are qualities inherent in an exemplary citizen. The objective of the Academic Ethics Policy (AEP) is to create an environment of trust and respect among all members of the Carey academic community and hold Carey students accountable to the highest standards of academic integrity and excellence.It is the responsibility of every Carey student, faculty member, and staff member to familiarize themselves with the AEP and its procedures. Failure to become acquainted with this information will not excuse any student, faculty, or staff from the responsibility to abide by the AEP. Please contact the Student Services office if you have any questions. For the full policy, please visit the Academic Ethics Policy webpage.Student Conduct CodeThe fundamental purpose of the Johns Hopkins University’s regulation of student conduct is to promote and to protect the health, safety, welfare, property, and rights of all members of the University community as well as to promote the orderly operation of the University and to safeguard its property and facilities. As members of the University community, students accept certain responsibilities which support the educational mission and create an environment in which all students are afforded the same opportunity to succeed academically. Please contact the Student Services office if you have any questions. For the full policy, please visit the Student Conduct Code webpage.Student Success CenterThe Student Success Center offers free online and in-person one-on-one and group coaching in writing, presenting, and quantitative courses. For more information on these services and others, or to book an appointment, please visit the Student Success Center website.Other Important Policies and ServicesStudents are encouraged to consult the Student Handbook and Academic Catalog and Student Services and Resources for information regarding other policies and services.Copyright StatementUnless explicitly allowed by the instructor, course materials, class discussions, and examinations are created for and expected to be used by class participants only.?The recording and rebroadcasting of such material, by any means, is forbidden. Violations are subject to sanctions under the Academic Ethics Policy. ................
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