Introduction to Operations Management

Syllabus for TRA 3151 (50223) Lutgert College of Business Florida

Gulf Coast University Dr. Rahmat Tavallali

SUMMER A 2017

Class time/Room: T/TH, 11:30 – 2:55 PM, Room

Email: rtavallali@fgcu.edu

Course Materials Required:

There are two textbook options:

1. The lowest‐priced option is to purchase CONNECT access directly on‐line from McGraw‐Hill at www.mcgrawhill.com or www.mcgrawhillconnect.com. This option includes an e‐copy textbook Operations and Supply Chain Management, Jacobs & Chase, 14th edition. The faculty recommends this option.

2. An alternative option is to purchase the hardcopy textbook and CONNECT Software

at the FGCU Bookstore or other bookstores. The textbook is Operations and Supply Chain Management textbook plus CONNECT software, Jacobs & Chase, 14th edition.

Course Content We are in the Service and Information Age where information‐, entertainment‐, and

service‐content are increasingly dominating or complementing goods‐content. Service industries account for 82% of the jobs in the U.S. economy. Goods‐producing industries (all of manufacturing, construction, fishing, forestry, mining, and agriculture) account for the remaining 18% but 50% of those jobs are also in service processes. In short, 91% of the jobs in the U.S. economy involve designing and managing service‐, information‐, or entertainment‐intensive processes. Therefore, the emphasis in operations management is on supply chains and associated processes in a wide variety of industries with special emphasis on services.

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The unifying theme of operations management is that supply chains and associated processes create and deliver value to customers by transforming a set of inputs via a process into outputs. All functional areas create outputs and outcomes through processes. Outputs/outcomes can be in the form of a manufactured good, information, service, and entertainment. In general, processes can be categorized into (1) primary processes such as the production process to build cell phones or the reservation process for a hotel room and (2) supporting processes such as an organization’s human resource management hiring process or accounting and billing process. All functional areas such as engineering, accounting, information systems, marketing and finance use operations skills to design and manage their value creation processes. We prepare and discuss business cases and view video cases to help you understand the interdisciplinary nature of operations management and mimic real world work situations.

Objectives and Learning Outcomes of the Course 1. To develop a general awareness of how domestic and global operational decisions such

as product and process safety and quality control relate to competitiveness, ethics, and sustainability. This includes the ability to understand supply chains and operations management applicable to both goods‐producing and service‐providing organizations.

2. To understand the interdependence of the operating system with other key functional areas of the firm so as to develop interdisciplinary thinking and perspective.

3. To learn the terminology, concepts, and methods of operations management and business so you can convey your analysis and decisions. You must develop the capability “to apply” what you learn to new or different problem structures and situations.

4. To become adept at critical thinking such as structuring and analyzing practical problems, identifying information needs and sources, defining objectives and strategies, identifying key qualitative and quantitative decision criteria, arriving at a decision, and selling your final recommendations to your boss, client, or peers via the analysis of business case studies.

5. To be effective written and verbal communicators by writing effective case analyses and by contributing to class and case discussions.

Religious Holidays All students at FGCU have a right to expect that the University will reasonably

accommodate their religious observances, practices, and beliefs. Students shall not be penalized due to absence from class or other scheduled academic activities because of religious observances.

Disability Accommodation If you need an accommodation based on the impact of a disability, please arrange an

appointment with me as soon as possible and contact the FGCU Office of Adaptive Services in Howard Hall 137. Their telephone number is 590‐7956. Please provide Adaptive Services signed forms to me by the end of the second week of the semester—thanks!

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Academic Misconduct Any material submitted for course credit must be your own work. Students are not

permitted to discuss, read, etc. the work, thoughts, and ideas regarding the case reports, or exams, with other students. If outside references are used, they must be properly referenced. Case reports that are similar to current or past report write‐ups or similar to on‐line materials may initiate serious disciplinary action, so please do your own work as an individual. You may work with other students on CONNECT homework assignments and exam preparation in a “study group approach” (where students equally participate and learn from each other) but you may not simply copy another student’s homework. Suspected cases of academic misconduct will be reported to the appropriate university departments. Typical penalties include an F in the course, disciplinary probation and/or possible dismissal from the university. Academic misconduct is a serious threat to the integrity and value of your degree and all that we do. Employers expect you to know the body of knowledge that is documented in your academic transcripts. The FGCU Student Code of Conduct documents the policies related to academic misconduct and honesty so please read these materials.

Professor Communications with Students

In addition to communicating via this syllabus and in the classroom, I will also frequently communicate with the class via “announcements” in CANVAS. It is the student’s responsibility to be connected to CANVAS and stay abreast of announcements.

Exams

The exams are closed book, closed notes. Bring a non‐cell phone calculator!

Formulas are given on the exams but you must know what the symbols mean and how to use them.

Each exam consists of some combination of conceptual questions, quantitative models, and problem solving. The material could be based on anything covered in the lecture, text, class and case discussions, assigned homework, other assigned readings, videos, or guest presentations. A key to doing well on the exams is taking good class notes.

All electronic devices of any kind must be turned off during the exam.

If a Scantron sheet is used to record your answers for exams/quizzes your answer on the Scantron sheet is the only valid answer (answers on the test itself will not be considered so check your Scantron answers several times).

You must use your own calculator – No sharing of calculators.

You are responsible on the exams for all questions and problems we work and discuss in class so take good class notes.

NO make‐up, late or early exams are given. On the very rare occasion that there is an emergency situation the day of the exam, AND IF you are excused from the exam by Professor Fandel, a comprehensive make‐up exam is given at the end of the semester covering all course materials. Business related absences are not excused. Students should make arrangements now to avoid time conflicts.

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Class Participation & Attentiveness, Attendance and Late Arrival to Class Good managers can communicate their ideas and analysis in a management meeting and

to their peer group. Think of coming to our class meetings as coming to a management meeting and "practice" your communication skills. Relax and tell us what you think! Let's learn from each other! Consistent and quality class participation is expected. All points of view should enter the class discussion.

If you miss any class due to illness, interviews, etc., at the first class back please bring me documentation supporting your absence and we will discuss how you can make up the work. On‐time arrival to class, and staying until class is dismissed, is expected. We all know that traffic can be unpredictable, as can parking in the garage or taking the bus across campus – so please plan accordingly. Two late arrivals and/or early departures will be graded as one absence unless we have reviewed and agreed upon a planned excusal. A poor attendance record will reduce your final course grade, so please communicate with me on attendance policy if you have any questions.

As of Fall 2015, all faculty members are required to use Canvas to confirm a student's attendance for each course by the end of the first week of classes. Failure to do so will result in a delay in the disbursement of your financial aid. The confirmation of attendance is required for all students, not only those receiving financial aid.

CONNECT/Textbook Homework Assignments Use of CONNECT is required for this course. This web learning tool by the publisher is

used for practice homework. For CONNECT Registration, you need a registration (access code) that comes either with the bundle you purchased or bought online from the publisher site. Connect assignments consist of concept and short problem with multiple choice questions. Additionally, selected textbook problems or short case studies are assigned. All assignments MUST be completed by the due date/time to receive credit. It is the student’s responsibility to check CONNECT for assignments and due dates.

Class Project – Individual or group For the case study report, you will select one business/operation (manufacturing, service

or health care organization) that you are familiar with. This can be any business/operation, in any industry. If you have not worked in a business/operation, selecting an operation that you have some knowledge of, such as a library, campus dining hall, a grocery store, etc., is appropriate. Observe the basic operational process of these organizations and write a minimum 10-page analysis report along with all calculations and supplements on their:

Design of products

Facility layout

Service processes

Process design

Customers

Suppliers

Competitors

Marketing strategies

Inventory management Using the power point template in CANVAS, each student will create a 15‐minute power point

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presentation to be delivered in the last week of classes.

Team Case Study Report Presentations There are two case studies. Students will be placed in to teams. As a team, you will

select ONE of these two case studies (assigned in week 3 and week 4) and report completed case analysis by a member of your team. Each member of the team is expected to understand the case report selected and to present a portion of the presentation. More details about these presentations will be forthcoming.

Grading and Course Performance You grade is determined as follows:

Performance on Two Exams @ 20% each ‐ 40%

CONNECT Homework Assignments ‐ 15% % Class project ‐ 20% % ‐ 5 % Class Attendance, Attentiveness & Participation ‐ 10%

Case study 15%

The grading standard used is as follows:

> 93 A 90‐92.9 A‐ 87‐89.9 B+ 82‐86.9 B 79‐81.9 B‐ 75‐78.9 C+ 70‐74.9 C 60‐69.9 D < 60 F

For your reference – use the following range of CONNECT POINTS to understand the associated approximate grade for the CONNECT portion of your grade. The total possible points = 640.

A > 595 A‐ 576‐594 B+ 557‐575 B 525‐556 B‐ 506‐524 C+ 480‐505 C 448‐479 D 384‐447 F < 383

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COURSE OUTLINE

The topic scheduled in this course syllabus is VERY TENTATIVE and is subject to change.

It is responsibility of the student to be aware of any announced departure from this course

outline.

Week No. & Date General Topic/Assignment

I. Introduction and Strategy

1 May 11 ‐ Class Introduction/CONNECT Set‐up ‐ Read: Chapter 1 and 2 (J&C, which is Jacobs & Chase)

Text) ‐ DUE May 16th – Analytics Exercise on page 21 (J&C)

II. Design of Products and Services, and Manufacturing Process

2 May16/18 ‐ Read: Chapters 3, and 7 (J&C)

III. Service Processes, Process Design and Analysis

3 May 23/25 ‐ Read: Chapter 9 and 11 (J&C) - Prepare Pizza U.S.A. case for in class discussion

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May 25 - First Exam (covers Chapters 1,2,3, and 7) 4 May 30/June 1 IV. Strategic Capacity Management and Facility Layout

‐ Read: Chapter 5 and 8 (J&C)

-Read: Shouldice Hospital case for in class discussion

5 June 6 /8 V. Six Sigma and Statistical Quality Control

‐ Read: Chapter 12 and 13 (J&C)

VI. Inventory Management

6 June13 ‐ Read: Chapter 20 (J&C)

Project Presentations

June 13 - Second Exam (covers Chapters 5,8, 12, and 13)