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COURSE INFORMATION
Course Title: OPERATIONS MANAGEMENT
Code Course Type Regular Semester Theory Practice Lab Credits ECTS
BUS 321 B 5 3 0 0 3 5
Academic staff member responsible for the design of the course syllabus (name, surname, academic title/scientific degree, email address and signature) Assoc.Prof.Dr. Alba Kruja akruja@epoka.edu.al
Main Course Lecturer (name, surname, academic title/scientific degree, email address and signature) and Office Hours: M.Sc. Amela Dervishi adervishi@epoka.edu.al
Second Course Lecturer(s) (name, surname, academic title/scientific degree, email address and signature) and Office Hours: NA
Language: English
Compulsory/Elective: Compulsory
Study program: (the study for which this course is offered) Bachelor in Economics (3 years)
Classroom and Meeting Time:
Teaching Assistant(s) and Office Hours: NA
Code of Ethics: Code of Ethics of EPOKA University
Regulation of EPOKA University "On Student Discipline"
Attendance Requirement:
Course Description: All firms and organizations are involved in some sort of transformation process. Operations management is the designing and management by an organization of all activities required to transform input resources into output products and services. The operations manager plans production, schedules work, and controls resources so as to meet the goals of the organization. Manufacturing operations transform tangible inputs into tangible outputs which should be worth more than the total cost of the inputs. Service operations transform by transporting, storing, repairing, sorting and rearranging, etc. This course is about some of the issues, techniques, and methodologies practicing managers use to make operations more efficient and competitive. Topics include operations strategy, process design, capacity planning, facilities location and design, forecasting, production scheduling, inventory control, quality assurance and lean operations. The topics are integrated using a systems model of the operations of an organization.
Course Objectives: By the end of this course, students will have a comprehensive understanding of the critical role that operations management plays in enhancing organizational performance across different industries. They will develop an appreciation for the importance of productivity and competitiveness, recognizing how these factors influence not only individual organizations but also broader national and global outcomes. Students will learn how to design and implement effective operations strategies that align with organizational goals to drive success. They will also gain insights into key aspects of quality management and how maintaining high standards of quality contributes to operational effectiveness. The course will equip students with the knowledge to master essential planning processes, such as capacity planning, project scheduling, and inventory management, ensuring efficient use of resources. Finally, students will explore modern approaches to operations and supply chain management, understanding their renewed importance in today’s dynamic and interconnected business environment.
BASIC CONCEPTS OF THE COURSE
1 Operations and Productivity (Chapter 1) – Productivity refers to the ratio of outputs (goods and services) produced to the inputs (resources such as labor, materials, and energy) used to produce them. It is a key measure of how efficiently an organization transforms resources into products or services.
2 Operations Strategy (Chapter 2) – Operations strategy is the plan that specifies how an organization will allocate its resources and design its processes to achieve its long-term goals and maintain competitive advantage.
3 Process Design (Chapter 4) – Process design involves determining how a business will produce goods or provide services. It includes selecting the appropriate processes, technologies, and workflow to efficiently convert inputs into outputs.
4 Capacity Planning (Chapter 5) – Capacity planning is the process of determining the production capacity needed by an organization to meet changing demands for its products or services over time.
5 Location Decisions (Chapter 6) – Location decisions are the choices made regarding the geographical placement of production facilities, distribution centers, or service outlets, considering factors like cost, proximity to customers, and access to resources.
6 Layout Strategy (Chapter 7) – Layout strategy refers to the arrangement of physical facilities in a way that optimizes the flow of materials, people, and information through the production or service process to enhance efficiency and productivity.
7 Supply Chain Management (Chapter 9) – Supply chain management is the coordination and management of activities involved in sourcing, procurement, production, and logistics to ensure that products and services flow efficiently from suppliers to customers.
8 Inventory Management (Chapter 8) – Inventory management is the process of overseeing the ordering, storage, and use of an organization’s materials or products to ensure the right amount of inventory is available at the right time, balancing cost with demand.
9 Quality Management (Chapter 12) – Quality management refers to the practices and policies aimed at ensuring that an organization's products or services meet specified quality standards and consistently satisfy customer expectations.
COURSE OUTLINE
Week Topics
1 Introduction to Operations Management - Chapter 1 - LO 1 .1 Defi ne operations management 4 LO 1 .2 Explain the distinction between goods and services 11 LO 1 .3 Explain the diff erence between production and productivity 13 LO 1 .4 Compute single-factor productivity 14 LO 1 .5 Compute multifactor productivity 15 LO 1 .6 Identify the critical variables in enhancing productivity 16
2 Operations and Strategy - Chapter 2 - LO 2 .1 Define mission and strategy 36 LO 2 .2 Identify and explain three strategic approaches to competitive advantage 36 LO 2 .3 Understand the significance of key success factors and core competencies 42 LO 2 .4 Use factor rating to evaluate both country and outsource providers 47 LO 2 .5 Identify and explain four global operations strategy options 49
3 Forecasting - Chapter 4 - LO 4.1 Understand the three time horizons and which models apply for each 108 LO 4 .2 Explain when to use each of the four qualitative models 111 LO 4.3 Apply the naive, moving-average, exponential smoothing, and trend methods 113 LO 4.4 Compute three measures of forecast accuracy 118 LO 4.5 Develop seasonal indices 127
4 Design of Goods and Services - Chapter 5 - LO 5 .1 Define product life cycle 164 LO 5 .2 Describe a product development system 166 LO 5 .3 Build a house of quality 167 LO 5 .4 Explain how time-based competition is implemented by OM 173 LO 5 .5 Describe how goods and services are defined by OM 175 LO 5 .6 Describe the documents needed for production 179 LO 5 .7 Explain how the customer participates in the design and delivery of services 180 LO 5 .8 Apply decision trees to product issues 182
5 Quality Management - Chapter 6 - LO 6 .1 Define quality and TQM 217 LO 6 .2 Describe the ISO international quality standards 218 LO 6 .3 Explain Six Sigma 221 LO 6 .4 Explain how benchmarking is used in TQM 223 LO 6 .5 Explain quality robust products and Taguchi concepts 225 LO 6 .6 Use the seven tools of TQM 226
6 Process Strategy - Chapter 7 - LO 7 .1 Describe four process strategies 282 LO 7 .2 C ompute crossover points for diff erent processes 286 LO 7 .3 U se the tools of process analysis 289 LO 7 .4 D escribe customer interaction in service processes 293 LO 7.5 Identify recent advances in production technology 294
7 Capacity Planning - Chapter 7s - LO S7.1 Define capacity 308 LO S7.2 Determine design capacity, eff ective capacity, and utilization 310 LO S7.3 Perform bottleneck analysis 315 LO S7.4 Compute break-even 319 LO S7.5 Determine expected monetary value of a capacity decision 323 LO S7.6 Compute net present value 324
8 Review Before Midterm Exam - Quiz
9 Midterm Exam
10 Layout Strategies - Chapter 9 - LO 9.1 Discuss important issues in offi ce layout 372 LO 9.2 D efi ne the objectives of retail layout 374 LO 9.3 D iscuss modern warehouse management and terms such as ASRS, cross-docking, and random stocking 375 LO 9.4 I dentify when fi xed-position layouts are appropriate 378 LO 9.5 E xplain how to achieve a good process-oriented facility layout 379 LO 9.6 D efi ne work cell and the requirements of a work cell 383 LO 9.7 D efi ne product-oriented layout 386 LO 9.8 E xplain how to balance production flow in a repetitive or product-oriented facility 387
11 Location Strategies - Chapter 8 - LO 8.1 Identify and explain seven major factors that aff ect location decisions 342 LO 8.2 Compute labor productivity 342 LO 8.3 Apply the factor-rating method 345 LO 8.4 Complete a locational cost–volume analysis graphically and mathematically 347 LO 8.5 Use the center-of-gravity method 348 LO 8.6 Understand the differences between service- and industrial-sector location analysis 351
12 Inventory Management - Chapter 12 - LO 12.1 C onduct an ABC analysis 492 LO 12.2 E xplain and use cycle counting 493 LO 12.3 E xplain and use the EOQ model for independent inventory demand 496 LO 12.4 C ompute a reorder point and explain safety stock 502 LO 12.5 A pply the production order quantity model 503 LO 12.6 Explain and use the quantity discount model 505 LO 12.7 Understand service levels and probabilistic inventory models 511
13 Project Presentations
14 Project Presentations – Final Exam Review
Prerequisite(s):
Textbook(s): Operations Management by Heizer, Render & Munson. 13th Edition, Prentice Hall, 2019
Additional Literature:
Laboratory Work:
Computer Usage: Yes
Others: No
COURSE LEARNING OUTCOMES
1 Understand the critical role of productivity in operations management by evaluating how organizations transform inputs into valuable outputs (Chapter 1).
2 Develop strategies that align operations with the firm's business goals, leveraging operations strategy to create competitive advantage in both service and manufacturing settings (Chapter 2).
3 Analyze different process design choices and their impact on the efficiency and flexibility of production or service systems (Chapter 4).
4 Evaluate the importance of capacity planning and how it influences resource utilization and the ability to meet demand fluctuations (Chapter 5).
5 Make informed location decisions by considering cost, access to resources, and proximity to markets and customers, thereby optimizing organizational effectiveness (Chapter 6).
6 Examine the influence of layout strategy on operational efficiency, understanding how the physical arrangement of resources affects the productivity of processes (Chapter 7).
7 Apply supply chain management principles to coordinate the flow of materials, information, and finances between suppliers, manufacturers, and customers, ensuring value creation (Chapter 9).
8 Master inventory management techniques to optimize stock levels, reduce costs, and ensure that products and materials are available when needed (Chapter 8).
9 Implement quality management practices to enhance product and service standards, ensuring consistency and customer satisfaction (Chapter 12).
10 Utilize a systematic approach to problem-solving by applying various analytical tools and methods to assess and improve operational systems across industries.
COURSE CONTRIBUTION TO... PROGRAM COMPETENCIES
(Blank : no contribution, 1: least contribution ... 5: highest contribution)
No Program Competencies Cont.
Bachelor in Economics (3 years) Program
1 Students define the fundamental problems of economics 4
2 Students describe key economic theories 3
3 Students critically discuss current developments in economics 3
4 Students appropriately use software for data analysis 3
5 Students critically contextualize the selection of an economic problem for research within scholarly literature and theory on the topic 3
6 Students apply appropriate analytical methods to address economic problems 5
7 Students use effective communication skills in a variety of academic and professional contexts 5
8 Students effectively contribute to group work 5
9 Students conduct independent research under academic supervision 3
10 Students uphold ethical values in data collection, interpretation, and dissemination 5
11 Students critically engage with interdisciplinary innovations in social sciences 5
12 Student explain how their research has a broader social benefit 4
COURSE EVALUATION METHOD
Method Quantity Percentage
Midterm Exam(s)
1
30
Project
1
25
Quiz
1
5
Final Exam
1
40
Total Percent: 100%
ECTS (ALLOCATED BASED ON STUDENT WORKLOAD)
Activities Quantity Duration(Hours) Total Workload(Hours)
Course Duration (Including the exam week: 16x Total course hours) 16 3 48
Hours for off-the-classroom study (Pre-study, practice) 16 3 48
Mid-terms 1 10 10
Assignments 1 9 9
Final examination 1 10 10
Other 0
Total Work Load:
125
Total Work Load/25(h):
5
ECTS Credit of the Course:
5
CONCLUDING REMARKS BY THE COURSE LECTURER

This course in Operations Management has aimed to equip students with essential skills and knowledge to optimize processes and contribute to the overall efficiency of organizations. Through practical case studies and real-world applications, students have been encouraged to think critically and apply theoretical concepts in diverse business environments. While the course covers a broad range of topics, limitations remain in addressing every possible scenario encountered in the ever-evolving field of operations. Continuous learning and adaptation are key as technology and global dynamics change. I emphasize the importance of ethical decision-making, sustainability, and respect for diversity in all professional interactions, in line with the principles of the Code of Ethics.
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