ad. ops management mahvesh mahmud courseoutline 2014(1)

8/12/2019 Ad. Ops Management Mahvesh Mahmud COURSEOUTLINE 2014(1)

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ADVANCED OPERATIONS MANAGEMENT COURSE OUTLINE

Lahore School of Economics

Instructor: Mahvesh Mahmud

MPhil in Innovation, Strategy and Organization(Judge Business School, niversity of !am"ridge, #

#ate Bertram $istinction %older, Shell&!hevening Scholar'

Ema!": mmcam#r!d$e%$ma!"&com

REQUIREDTEXT

) O*erations Management for !om*etitive +dvantage "y !hase, Jaco"s and +uilano -Mc.ra/%ill0 thEdition or ne/er1) 2ariants of the same "oo3 are availa"le at the Li"rary) Students

may consult any one of them) Please "uy the te4t "oo3 since *hotoco*ying the "oo3 /ill not

serve the *ur*ose as there /ill "e several diagrams and gra*hs in a colored format that you /illnot "e a"le to understand unless you have the "oo3)RECOMMENDEDREADINGS

Eliyahu M) .oldrat 5 Jeff !o4) 6%E .O+L) 7rd Edition)

8orman .aither, .reg 9razier) Production and O*erations Management)

+nderson, S/eeney, :illiams) +n Introduction to Management Science;


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strategies that hel* create com*etitive advantage for organizations "y using o*erations

as a com*etitive /ea*on)

6o instill a strong sense of management *rofessionalism)

6o im*rove your a"ility to e4amine managerial *ro"lems)

6o develo* a "etter understanding of yourself and others)

COURSEDESCRIPTION

6his course /ill focus on the *roduction and o*erations management functions of a for&*rofit firm from the *ers*ective of general management) 6he course deals /ith the overall

uestion /hy some com*anies are successful and others fail from an o*erations

*ers*ective) 6his course /ill include a com"ination of0 (' lectures (' cases (7'*resentations (C' e4ams)

6he accom*lishment of the o"@ectives of this course de*ends on the full *artici*ation of

everyone) One reason for this e4*ectation is that in any organization only those /ho arefully involved (attentive' /ill ultimately succeed) + further reason is that this class, for its

success, is heavily de*endent on your involvement) 6he meaningfulness of this course"oth to you and your colleagues can "e increased "y active *artici*ation) 9ull

*artici*ation includes, "ut is not limited to0 ' contri"uting to the class discussions, 'reading the cha*ters, articles, and?or cases assignments *rior to the class, 7' actively "eing

involved in your grou* *ro@ects, C' attending lectures and doing your assignments on

time)

EXPECTATIONSANDCOURSEPHILOSOPHY

Learn!n$ !s 'r!mar!"( the res'ons!#!"!t( o) the !nd!v!dua"and it can "e enhanced

"y coo*erative effort) !olla"orative learning includes, "ut is not limited to,*artici*ating in class discussions and contri"uting to the efforts of oneDs grou*)

Learn!n$ de'ends on (our act!ve !nvo"vement& ou are e4*ected to read the

cha*ters "efore coming to class and to com*lete the assignments "efore the class for

/hich it is assigned) ou are further encouraged to "ring current ne/s items andissues /hich are a**lica"le to each *articular to*ic)

*ome+or, !s an !m'ortant 'art o) (our "earn!n$ e-'er!ence& ou are e4*ected to

*ut time and effort on this tas3) %ome/or3 assignments can come from "usiness

magazines, the cases at the end of the cha*ters, e4ercises from your te4t, or any other

source the instructor finds im*ortant for the learning *rocess I8 +$$I6IO8 6O:%+6 IS S6IPL+6E$ I8 6%E BELO: ME86IO8E$ !O>SE S6>!6>E)

ASSIGNMENTS, PROJECT& PRESENTATIONS +ssignments may "e given as and /hen the instructor deems *ertinent for either

3no/ledge "uilding or for reinforcement *ur*oses) Late assignments /ill not "eacce*ted)

+ll assignments should "e neatly /ritten or ty*ed *refera"ly in 6imes 8e/ >oman,

font&size and )F line s*acing "earing the studentDs name, date and to*ic) +P+

style of formatting is *referred) +ssignments /hich do not "ear the said information/ill not "e acce*ted)


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Each student (or grou*' /ill *resent case studies or readings during the semester)

In case of grou* assignments, each student M+ BE evaluated "y their *eers at the

end of the semester)

+lso, during the semester, if a ma@ority of the grou* mem"ers agree that a team

mem"er is not contri"uting to the grou* effort, the group may ask the student to leave)The .)!red. student +!"" then com'"ete ass!$nments as determ!ned #( the

!nstructor&6he grou* must inform the instructor and the student of the decision nolater than t/o /ee3s *rior to the due date of the assignment)

COURSEEVALUATION& GRADING

/!na" E-am & 7F *ercent

M!dterm & G *ercent

0u!11es G *ercent

C"ass Part!c!'at!on G *ercent

Case To'!c Presentat!ons & F *ercent

Grou' Pro2ect G *ercent

GROUPPROJECTANDPRESENTATIONS

+s *er LSE rules, students /ill "e e4*ected to identify, analyze and evaluate different

as*ects of manufacturing?o*erations *rocesses of a designated organization and *resent

their findings) .rou*s of a minimum of four and a ma4imum of five students are allo/ed

e4ce*t in e4ce*tional circumstances /here more (u* to si4' may "e allo/ed) Each grou*

/ill "e allocated a com*any "ased on discussion /ith the instructor at the "eginning of

the semester) !om*any designated, cannot "e changed ar"itrarily "y any grou* unless

other/ise discussed and a**roved "y the instructor in /riting) + grou* *ro@ect re*ort /ill

"e due at the "eginning of the class on the first day of *resentations) Length of this re*ort

/ill not e4ceed G *ages (e4cluding a**endices and diagrams') 6he grou* *resentations/ill "e held during the last t/o class sessions of the semester) +ll grou* mem"ers /ill "e

e4*ected to *resent for G to F minutes including a uestions and ans/ers session)

PROJECTDELIVERABLES

+s *er LSE rules the *ro@ect delivera"les com*rise0

+' & Identify *rocess flo/ structure (@o" sho*, "atchH etc', *rocess selection and

manufacturing *rocess flo/ design and its rationale and suita"ility for the organization)

B' & +nalyze *rocesses s*ecific to su**ly (of com*onents, *arts, and materials',

assem"ly, and ins*ection (and?or testing' functions) $evelo* *rocess flo/charting and

ty*es of *rocesses used "y the com*any)

!' & +nalyze su**lier "ase of the organization in conte4t /ith the su**ly chain

management) Investigate the s*lit of outsourcing and internally manufactured?assem"led

*arts) +nalyze the function of outsourcing if a**lica"le, for the com*onents, ra/ material,

*arts or functionsH the strategic reasons and "enefitsA

$' & $iscuss the a**roach, techniues and model(s' used for uality control) $etermine

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num"er of em*loyees and total cost related to uality function) Identify /hether the

com*any has a se*arate de*artment for uality, /hy or /hy notA Indicate if and ho/

uality is "uilt into the *roduct and ho/ the com*any ensures distri"ution of defect freefinished *roduct) +lso include in your re*ort "enchmar3ing a**roaches follo/ed "y the

com*any, identify any influence of international uality standards of (the com*any or' the

industry in /hich it o*erates)E' & Investigate and discuss com*any *olicies and *ractices related to /or3force

recruitment, training, develo*ment, and a**raisal /ith s*ecific focus on individual 3ey

*erformance indicators)9' & our recommendations in terms of evaluation of the current state of *rocess,

technology, em*loyees, uality, /or3force and o*erating focus of the organization)

PROFESSIONALISMAND PLAGIARISM

I do not acce*t *lagiarism (co*ying other *eo*lesD?authorsD?/ritersD?com*osersD /or3'

in any form) If I find that students have co*ied each othersD assignments or have

co*ied material off the internet or any other source /ithout mentioning the fullreference of the source, I shall not acce*t the *resentation?assignment?*ro@ect?*a*er)

6his means that even if you co*y a diagram or a *iece of information from any

source, it is e4*ected that you reference the source as *er the +P+ style)

+lso *lease remem"er that *rofessionalism includes "ut is not limited to0

Being in class on time

>aising your hand /hen you /ant to as3 a uestion?*artici*ate in class

discussion?lecture

S/itching off or silencing your cell&*hone "efore and during the class

6a3ing care of your attendance and "eing on time for class

6he uality of your contri"ution to class /or3 our individual contri"ution to class discussions

>es*ect to your colleagues

If you need to leave the class during any lecture *lease let the instructor 3no/ in

advance)

Instrut!r F""#$%

I e4*ect a candid and o*en feed"ac3 on my lectures and anything that you may /ant to

suggest to im*rove the uality of this course) PLE+SE S6OP ME $>I8. 6%ELE!6>E I9 O $O 8O6 8$E>S6+8$ SOME6%I8. O> 8EE$ 9O> ME 6O

IMP>O2E 6%E !O>SE)

COURSE STRUCTURE

As '"r t(" LSE Gu)#"*)n"s

C


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Please remem"er that in addition to the a"ove, sur*rise uizzes?in&class assignments may

"e introduced as and /hen the instructor deems fit to im*rove or reinforce ideas /hich

the class may "e lac3ing in)

LEC

NO&LECTURE SESSION DISCUSSION SESSION

!h0 Introduction, course overvie/ Pro@ect Intro and .rou* 9ormation

Introduction to the field 6he .oal FG *ages

7 !h0 O*erations Strategy and !om*etitiveness 6he .oal FG&GG *ages

C O*erations Strategy and !om*etitiveness 6he .oal GG to FG *ages

F !h 70 Pro@ect Management 6he .oal FG to GG *ages

Pro@ect Management !ont) Pro"lem set

6echnical 8ote K Learning !urves Journal +rticle discussion

!h C0 Process +nalysis !ase $iscussion

Process +nalysis

ad. ops management mahvesh mahmud courseoutline 2014(1)

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