COURSE SYLLABUS OPERATIONS MANAGEMENT Course code: VJU6307 Number of credits: 02 Prerequisite courses: none Teaching language: English Lecturers 5.1 Lecturer 1: (Yoshiki Matsui; Professor; Master of Commerce; Yokohama National University) 5.2 Lecturer 2: (Phan Chi Anh; Lecturer, Director of the Center of Business Administration Studies; Ph D in Business Administration; University of Economics and Business – Vietnam National University, Hanoi) Course objective Students can understand not only basic concepts of operations but also fundamental philosophy toward operations management and strategy Students can make decisions on critical issues of operations such as quality, process and inventory and recommend suggestions for operational improvement Students can explain the relationship among operations management, operations strategy, business strategy, corporate strategy, and environment Expected learning outcomes 7.1 Knowledge competence Students will be equipped with basic contents of operations management function They include objectives of operations management, operations strategy, quality management, product and process design, aggregate planning, inventory management, supply chain management, and so on 7.2 Skills Students will get problem-solving skills useful to operations management function These include: 1) Formulation of key operations management issues as mathematical or spreadsheet models 2) Techniques to solve the formulated problems by using scientific methods 3) Implementation of various operations management practices on quality management, lean production, logistics, and inventory management 7.3 Ethics This course will include discussions of the way how to achieve sustainable operations and establish sustainable supply chain Students will get different ideas of group works and develop their way to contribute to the group performance through group discussions and presentations Assessment methods/Grading system 8.1 Attendance & class participation Class participation: 10% Case Write-Ups: 20% 8.2 Midterm & final exams Group Presentations: 10% Final Examination: 60% Case report write-ups due until April 17th, 2017 Leaning materials (Listed in the order: author’s name, book title, and publisher, year of publication) 9.1 Required textbook and other material Roger Schroeder, M Johnny Rungtusanatham, and Susan Goldstein, Operations Management in the Supply Chain: Decisions and Cases, 6th Edition, McGrawHill Education, 2012 Case materials on different topics Language: English 9.2 Reference material Jack R Meredith and Scott M Shafer, Operations Management for MBAs, 5th Edition, Wiley, 2012 F Robert Jacobs and Richard Chase, Operations and Supply Chain Management, 14th Edition, McGraw-Hill Education, 2013 10 Course description (Briefly explaining in approximately 120 words) This course is designed to give students a comprehensive and systematic understanding about the essential activities of business enterprises that are the main players in market economy Those activities include product design, production, logistics, sales, service, procurement, human resource management, technology development, etc Special focus is placed on the primary operations that create values to their products or services from systemic and strategic perspectives The students will be acquainted with not only concrete practices such as total quality management, suggestion system, demand forecasting, production planning, just-in-time system, supply chain management, and concurrent engineering but also fundamental philosophy toward operations management and strategy 11 Course contents (In detail: chapters, topics, etc.) Class Operations Function Introduction to operations and supply chain management; From scientific management to supply chain management; Manufacturing and service operations Class Operations and Supply Chain Strategy Mission; Distinctive competence; Objectives; Policies Reference: Dertouzos, Lester, Solow and The MIT Commission on Industrial Productivity, Made in America: Regaining the Productive Edge, MIT Press Case 1: Shouldice Hospital Ltd., HBS No 9-683-068 Class Product Design New product introduction strategy; New product development process; Cross functional product design; QFD; Value analysis; Modular design Case 2: Eli Lilly and Co.: Drug Development Strategy (A), HBS No 9-698-010 Class Process Selection and Service Process Design Definition of service; Bundle of services; Services matrix; Contact to customers; Service recovery and guarantee; Globalization of service; Employees and services; Group discussion on a case of service operations Case 3: Burger King Corp., HBS No 9-681-045 and McDonald’s Corp (Condensed), HBS No 9-681-044 Class Process Selection and Service Process Design Group presentation on the case Class Process-Flow Analysis Process thinking; Business process; Measuring process flows; Process flowchart; BPR; Group discussion on a case of process-flow analysis Case 4: Fabritek Corp., HBS No 9-669-004 Class Managing Quality, Quality Control and Improvement Management by quality; Deming approach; ‘Prophet Unheard’; 'Kaizen' or continuous improvement; acceptance sampling; statistical process control: Group discussion on a case of quality management Case 5: GE: We Bring Good Things to Life (A), HBS No 9-899-162 Class Managing Quality, Quality Control and Improvement Group presentation on the case Class Supply Chain Management Concept of supply chain and supply chain management; Purchasing and logistics; Supply chain performance; Supply chain dynamics: Bullwhip effect; Performance improvement of supply chain; Improvement of supply chain structure; Improvement of supply chain Infrastructure; technology and SCM Case 6: Supply Chain Management at World Co Ltd., HBS No 9-601-072 Class 10 Forecasting and Capacity Planning Time series analysis; Regression analysis; Delphi method; Facility planning; Aggregate planning, Group discussion on a case of forecasting and planning Case 7: Pioneer Hi-Bred International, Inc.: Supply Management, HBS No 9-898- 238 Class 11 Forecasting and Capacity Planning Group presentation on the case Class 12 Scheduling Operations Batch scheduling; Gantt charting; Infinite capacity scheduling; TOC; Priority rules; Planning and control systems Case 8: Fabtek (A), HBS No 9-592-095 Class 13 Project Planning and Scheduling Critical path; Resource management; Critical chain; Concurrent engineering; Functional integration Case 9: The Boeing 767: From Concept to Production (A), HBS No 9-688-040 Class 14 Independent Demand Inventory, MRP and ERP Economic order quantity formula; Continuous review system; Periodical review system; Bill of material; Parts explosion; Enterprise resource planning Case 10: Vandelay Industries, Inc., HBS No 9-697-037 Class 15 Lean Thinking and Lean Systems Lean manufacturing; Toyota production system, JIT production, Kanban system Reference: Womack, Jones, and Roos, The Machine that Changed the World, Harper Perennial Case 11: Johnson Controls, Automotive Systems Group: The Georgetown, Kentucky Plant, HBS No 9-693-086