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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) Dr. Elda Dollija edollija@epoka.edu.al
Main Course Lecturer (name, surname, academic title/scientific degree, email address and signature) and Office Hours: Dr. Elda Dollija edollija@epoka.edu.al , Monday 09:30-12.00
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 Business Administration (3 years)
Classroom and Meeting Time: BUS, ECO, IML E-311 Wednesday 8.40 - 11.30; BINF 3C Wednesday 12.40 - 15.30; BINF 3A Thursday 11.40 - 14.30;
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: 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 Operations management (OM)
2 Productivity
3 Quality
4 Value Added
5 Process strategy
6 Layout strategy
7 Location strategy
8 Inventory
9 Product decision
10 Forecasting
COURSE OUTLINE
Week Topics
1 Introduction and Orientation
2 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
3 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
4 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
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 Review Before Midterm Exam
7 Midterm Exam
8 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
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 Sustainability & the Supply Chain - Chapter 5s - LO S 5.1 Describe corporate social responsibility 194 LO S 5.2 Describe sustainability 195 LO S 5.3 Explain the 3R s for sustainability 198 LO S5.4 Calculate design for disassembly 199 LO S 5.5 Explain the impact of sustainable regulations on operations 2038 Apply decision trees to product issues 182
11 Layout Strategies - Chapter 9 - LO 9.1 Discuss important issues in office 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
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 Lean Operations - Chapter 14 - LO 1 6.1 Define Lean operations 638 LO 16.2 Define the seven wastes and the 5Ss 638 LO 16.3 I dentify the concerns of suppliers when moving to supplier partnerships 642 LO 16.4 D etermine optimal setup time 645 LO 16.5 D efi ne kanban 647 LO 16.6 C ompute the required number of kanbans 648 LO 16.7 I dentify six attributes of Lean organizations 651 LO 16.8 Explain how Lean applies to services 652
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
COURSE LEARNING OUTCOMES
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
9 Incorporate sustainability and technology into operations management.
10 Analyze and design processes for efficiency and effectiveness.
COURSE CONTRIBUTION TO... PROGRAM COMPETENCIES
(Blank : no contribution, 1: least contribution ... 5: highest contribution)
No Program Competencies Cont.
Bachelor in Business Administration (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. 5
6 Analyze data to make effective decisions. 5
COURSE EVALUATION METHOD
Method Quantity Percentage
Midterm Exam(s)
1
30
Project
1
30
Final Exam
1
30
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
CONCLUDING REMARKS BY THE COURSE LECTURER

This course provided students with a comprehensive understanding of operations management and its strategic role in value creation within organizations. Through the integration of theoretical concepts, quantitative tools, and practical applications, students developed the ability to analyze, design, and improve production and service processes. Emphasis was placed on efficiency, quality, sustainability, and technology in operations, ensuring alignment with contemporary managerial practices. Overall, the course successfully achieved its learning objectives and equipped students with essential analytical and decision-making skills applicable to both manufacturing and service environments.
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