EPOKA UNIVERSITY
FACULTY OF ECONOMICS AND ADMINISTRATIVE SCIENCES
DEPARTMENT OF BUSINESS ADMINISTRATION
COURSE SYLLABUS
2023-2024 ACADEMIC YEAR
COURSE INFORMATIONCourse 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) | NA |
| Main Course Lecturer (name, surname, academic title/scientific degree, email address and signature) and Office Hours: | Assoc.Prof.Dr. Alba Kruja akruja@epoka.edu.al , Monday 13:30-15:30 |
| Second Course Lecturer(s) (name, surname, academic title/scientific degree, email address and signature) and Office Hours: | NA |
| Teaching Assistant(s) and Office Hours: | NA |
| Language: | English |
| Compulsory/Elective: | Compulsory |
| Study program: (the study for which this course is offered) | Bachelor in International Marketing and Logistics Management (3 years) |
| Classroom and Meeting Time: | E212 Thursday 09:40 - 12:30 |
| Code of Ethics: |
Code of Ethics of EPOKA University Regulation of EPOKA University "On Student Discipline" |
| Attendance Requirement: | yes |
| 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: | This course introduces major concepts and tools used in the design and use of operations systems in organizations. It introduces the discipline and the role the function plays in a value-creating organization. Emphasis is given both to familiarization of various production processes and service systems, and to quantitative analysis of problems/ issues arising in the management of operations. The course requires the use of analytical techniques to develop critical thinking and to sharpen decision-making skills. The students are given the opportunity to apply what they are learning to practice problems, case studies and projects. |
|
BASIC CONCEPTS OF THE COURSE
|
| 1 | Production is the creation of goods and services. Operations management (OM) is the set of activities that creates value in the form of goods and services by transforming inputs into outputs. |
| 2 | Value Added is the difference between the cost of inputs and the value or price of outputs. |
| 3 | Productivity is the ratio of outputs (goods and services) divided by the inputs (resources such as labor and capital). |
| 4 | Quality is the totality of features and characteristics of a product or service that bears on its ability to satisfy stated or implied needs. |
| 5 | A process strategy is an organization’s approach to transforming resources into goods and services. The objective is to create a process that can produce offerings that meet customer requirements within cost and other managerial constraints . The process selected will have a long-term effect on efficiency and flexibility of production, as well as on cost and quality of the goods produced. |
| 6 | The objective of layout strategy is to develop an effective and efficient layout that will meet the firm’s competitive requirements. |
| 7 | The location decision often depends on the type of business. For industrial location decisions, the strategy is usually minimizing costs, although locations that foster innovation and creativity may also be critical. For retail and professional service organizations, the strategy focuses on maximizing revenue. Warehouse location strategy, however, may be driven by a combination of cost and speed of delivery. The objective of location strategy is to maximize the benefit of location to the firm. |
| 8 | Inventory is a stock or store of goods. Inventories are a vital part of business: (1) necessary for operations and (2) contribute to customer satisfaction. |
| 9 | The objective of the product decision is to develop and implement a product strategy that meets the demands of the marketplace with a competitive advantage. |
| 10 | Forecasting is the process of predicting a future event. It is the underlying basis of all business decisions related to production, inventory, personnel and facilities. |
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COURSE OUTLINE
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| 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 | Review Before Midterm |
| 8 | Midterm Exam |
| 9 | 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 |
| 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 |
| Prerequisite(s): | NA |
| Textbook(s): | Operations Management: Sustainability and Supply Chain by Heizer, Render & Munson. 14th Edition, Prentice Hall, 2023 |
| Additional Literature: | |
| Laboratory Work: | NA |
| Computer Usage: | yes |
| Others: | No |
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COURSE LEARNING OUTCOMES
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| 1 | Appraise the role of operations management in the overall business strategy of the firm. |
| 2 | Assess the interdependence of the operating system with other key functional areas of the firm. |
| 3 | Evaluate production resources and relate efficiency concept |
| 4 | Achieve production process and necessity to making proved process effectiveness |
| 5 | Analyze problems that enterprises encounter and solve them by systematic studying methods |
| 6 | Identify and evaluate a range of tools appropriate for analysis of operating systems of the firm. |
| 7 | Validate the application of operations management policies and techniques to the service sector as well as manufacturing firms. |
| 8 | Understand the input–process–output framework, the extensions of it, and apply them to a wide range of operations |
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COURSE CONTRIBUTION TO... PROGRAM COMPETENCIES
(Blank : no contribution, 1: least contribution ... 5: highest contribution) |
| No | Program Competencies | Cont. |
| Bachelor in International Marketing and Logistics Management (3 years) Program | ||
| 1 | Identify activities, tasks, and skills in management, marketing, accounting, finance, and economics. | 5 |
| 2 | Apply key theories to practical problems within the global business context. | 5 |
| 3 | Demonstrate ethical, social, and legal responsibilities in organizations. | 5 |
| 4 | Develop an open minded-attitude through continuous learning and team-work. | 5 |
| 5 | Use technology to enable business growth and sustainability. | 4 |
| 6 | Synthesize creativity needed for marketing notion with scientific method and numerical skills, for achieving business sustainability. | 4 |
| 7 | Apply the concepts and structures of modern marketing in global context at private and public sectors. | 4 |
| 8 | Integrate the management of logistics, supply chain and in total operations with corporate goals and strategies. | 5 |
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COURSE EVALUATION METHOD
|
| Method | Quantity | Percentage |
| Midterm Exam(s) |
1
|
30
|
| Project |
1
|
20
|
| Final Exam |
1
|
40
|
| Other |
1
|
10
|
| 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) | 14 | 3 | 42 |
| Mid-terms | 1 | 10 | 10 |
| Assignments | 1 | 15 | 15 |
| Final examination | 1 | 10 | 10 |
| Other | 0 | ||
|
Total Work Load:
|
125 | ||
|
Total Work Load/25(h):
|
5 | ||
|
ECTS Credit of the Course:
|
5 | ||
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CONCLUDING REMARKS BY THE COURSE LECTURER
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Class lectures are supported with discussions, problem solving practice and video cases. Throughout this course, students are expected to demonstrate highest levels of involvement and commitment, in terms of efforts, quality of work, and conduct both at individual level and as groups. Furthermore you can access the Code of Ethics in the following link.https://epoka.edu.al/mat/codes/01-Code%20of%20Ethics.pdf |