mm5204 managing operations & information systems · pdf file14.08.2014 ·...

MM5204 MANAGING OPERATIONS &

INFORMATION SYSTEMS

MAGISTER MANAJEMEN UNIVERSITAS BAKRIE http://www.bakrie.ac.id http://mm.bakrie.ac.id

http://www.bakrie.ac.id/

http://mm.bakrie.ac.id/

Prepared by Dr. Mulyaningrum

CONTENTS

Page Facilitator Profile x Course Description x Expected Learning Outcomes x

Course Outline x Learning Guidance x

Prerequisite x

Learning Method x

Class Participation x

Group Assignment x

Mid-term &Final Exam x

Grading Policy x

Reading Materials x Guest Speakers x

Course Schedule x


FACILITATOR PROFILES DR. MULYANINGRUM, SE, M.Hum Nick Name: NUNING E-mail: [email protected] [email protected] Web : mulyaningrum.wordpress.com

COURSE DESCRIPTION <Brief description on course’s importance background>

This course focuses on the principles of operation management including the importance and

interrelationship of all its components related to information system. Students will be

familiarized with the Operation Management process group functions such as initiating,

planning, executing, controlling and closing; also information system for managing digital firm,

especially in the knowledge area of information systems in global business today. Various

operational decision making tools for supporting the analysis of works in managing operation

and information system will be introduced. Topics including operation and competitiveness,

operation strategy, qulity management, statistical process control, product and services

technology, human resources in operation management, supply chain management. It will be

completed by related information systems topics such as global e-business system, information

technology infrastructure and emerging technologies, data based and information

management, telecommunication, internet and wireless technology, securing information

system, e-commerce, and building information system.

EXPECTED LEARNING OUTCOMES <Brief description on course’s objectives>

Upon completion of the subject, students should be able to:

Explain the core concepts and principles, functions, and process in managing operation and information system.

Identify the important skills required and the necessary implementation methodology and formulation in operation management and information system.

Develop a comprehensive Project Proposal and deliver a presentation of the proposal.

mailto:[email protected]



COURSE OUTLINE The course consists of:

1. Operation and Competitiveness: Operations is about the “real work” of the enterprise

or the organization. There are other functions—marketing, accounting, human

resources, etc.—but goods are produced and services are delivered by the operations

function. That’s what makes it the “hub” of most organizations.

2. Operation Strategy: Operations does not have strategy or objectives that conflict with

organizational strategy or objectives. How successful would a delivery firm be that

promised “fastest delivery” while the transportation manager bought slow vehicles

because they were cheaper? How successful would a company be that depended on

low prices, but the operations department was always investing in new, untried,

process technologies?

3. Quality Management: After World War II, American manufacturers put quality low on

their objectives. Pent-up consumer demand, combined with industries still converting

from military use, and combined with the absence of meaningful international

competition, led to a situation where manufacturers could sell almost anything they

could produce. It was unfortunate and ironic that this happened while the

infrastructure for quality control and management was being put in place in other

countries.

4. Statistical Process Control: The popularity and use of statistical quality control

techniques grew enormously in the U.S. during World War II. The government and

armed forces greatly expanded the infrastructure for inspection and quality. This

emphasis on quality spread throughout the private sector to companies who were

contractors and suppliers for the military. The government trained thousands of

engineers and managers in the use of statistical quality control techniques who

subsequently created "quality control" departments in their own companies. However,

following World War II there was a tremendous surge in demand for consumer goods

coupled with huge shortages. As a result, many manufacturers shifted their priorities to

production volume and the emphasis on quality declined. Many companies, in an effort

to cut costs, eliminated quality departments. U.S. companies never completely

abandoned statistical quality control techniques. Their use continued in many

companies throughout the 1950s and 1960s, although, an important and fateful

exception was the U.S. automobile industry.


5. Product and Services Technology: There are several good references on

product/service design that tell some interesting stories. These books can provide good

class starters for lessons on product design. These books also make good outside

reading for students—for example, if the instructor has a book review in the syllabus, or

awards bonus points for certain outside-of-class activities.

6. Human Resources in operation management: Frederick W. Taylor (1856-1915) started

work at Midvale Steel Company in 1878 at the age of 22, earning a degree in mechanical

engineering by attending Stevens Institute of Technology at night. In 1881 he employed

a stopwatch to determine the proper output that should be produced per worker after

analyzing and documenting their jobs. For the next twenty years Taylor conducted

experiments primarily at Bethlehem Steel Company. From these experiments, his search

for a means to set work standards, and observations of management practices, Taylor

developed his “principles of scientific management.” These principles sought to

“develop a science for each element of a man’s work, which replaces the old rule-of-

thumb method,” and to “scientifically select, and then train, teach and develop the

workman, whereas previously he chose his own work methods and trained himself as

best as he could.”

7. Supply Chain Management: Not only are distributors becoming part of the supply chain

of their customers, but they are performing services not usually considered as part of

their function. For example, transportation companies bundle, assemble label and

package products for their customers, take phone orders, and even inflate basketballs

prior to delivery. Outsourcing offers numerous opportunities in supply chain

management.

8. Global e-business System: In the past, information systems were built to serve the

narrow interests of different business functions (such as marketing, finance, or

operations) or to serve a specific group of decision makers (such as middle managers).

The problem with this approach is that it results in the building of thousands of systems

that cannot share information with one another and, worse, makes it difficult for

managers to obtain the information they need to operate the whole firm. Building

systems that both serve specific interests in the firm, but also can be integrated to

provide firmwide information is a challenge.

9. Information Technology Infrasrtucture and Emerging Technologies: Although

managers and business professionals do not need to be computer technology experts,

they should have a basic understanding of the role of hardware and software in the

organization’s information technology (IT) infrastructure so that they can make

technology decisions that promote organizational performance and productivity. This


chapter surveys the capabilities of computer hardware and computer software and

highlights the major issues in the management of the firm’s hardware and software

assets.

10. Data Based and Information Management: Your first step is to gather information

about how the new system will be used, what information the user needs, how a new

system can speed up and simplify operations, as well as how the system could help the

business to grow. A database is a model not only of reality but also of the future. If

there is a need to know information which is not yet stored anywhere or does not

currently exist, room for this data should be included in the system design.

11. Telecommunication, Internet, and Wireless Technologies: This revolution in

telecommunications technology and services was facilitated by a regulatory

environment that sought to break up old monopolies, encourage new market entrants,

and reduce barriers to competition. Until about 20 years ago, the American Telephone

and Telegraph (AT&T) Company provided virtually all telecommunications services in

the United States, with monopoly status granted by the Communications Act of 1934. In

return for the right to provide a single national telephone and telegraph network,

Congress regulated the prices that AT&T could charge and required universal service to

be extended to all regions of the country, including rural America, at a “reasonable

price.”

12. Securing Information System: Protection of information resources requires a well-

designed set of controls. Computer systems are controlled by a combination of general

controls and application controls. General controls govern the design, security, and use

of computer programs and the security of data files in general throughout the

organization’s information technology infrastructure. On the whole, general controls

apply to all computerized applications and consist of a combination of hardware,

software, and manual procedures that create an overall control environment.

Application controls are specific controls unique to each computerized application, such

as payroll or order processing. They consist of controls applied from the business

functional area of a particular system and from programmed procedures.

13. E-Commerce: When Webvan.com flamed out in July 2001 after having spent almost $1

billion trying to build the Web's largest online grocery store based on huge distribution

warehouses in seven U.S. cities, most pundits and investors thought the entire online

grocery business model was either a failure or a fraud. Facing the costs of building an

entirely new distribution system of warehouses and truck fleets to compete with

existing grocery businesses, not to mention the expense of marketing, Webvan

compounded its problems by offering below-market prices and free delivery of even


small orders at just about any time of the day or night in urban areas often clogged with

traffic. But the pundits did not count on Manhattan's FreshDirect-or the ability of

traditional grocery chains to move into the ashes of the online grocery business to

create solid, profitable businesses. Online groceries garnered sales of $2.4 billion in

2004, and by 2008, sales are expected to grow to $6.5 billion, an annual growth rate of

42%. FreshDirect and other traditional firms are learning how to exploit this potential

market with profitable business models.

14. Building Information System: Object-oriented development can be used to improve

system quality and flexibility. A number of techniques for the analysis and design of

object-oriented systems have been developed, but the Unified Modeling Language

(UML) has become the industry standard. UML allows system builders to represent

different views of an object-oriented system using various types of graphical diagrams,

and the underlying model integrates these views to promote consistency during

analysis, design, and implementation.

LEARNING GUIDANCE

PREQUISITES Description on learning prequisites, if any.

LEARNING METHOD

This course offers discussions, brief lectures, cases study analysis, and experiential

exercise. The lecturer and students will provide an overview of key point and issues on

each topic. Cases and exercise are used to illustrate related issued. Students are

responsible for obtaining details, generating questions, and determining the direction of

the discussion. Students need to complete the assigned reading from the textbook

(noted above) prior to class. Students also need extra reading materials on regular basis

such as magazine or newspaper (e.g. WSJ, Business Week, Times, Newsweek, Forbes,

Future).

The case method and other interactive methods are used throughout the subject. Class

members are encourages to incorporate concepts from assigned readings into their

analysis of the case. The case nethod may include both large group discussions and/or

presentations by syndicate teams. All class members are expected to have read each


case and reflected upon the assigned questions, whether or not their team has been

assigned the case.

CLASS PARTICIPATION Active participation is expected throughout the entire class and students should make

thoughtful contributions to the discussion. Please note that frequency (i.e. quantity) of

contributions in class is not the major criteria for effective class participation. The

classroom should be considered a laboratory in which the student can test his/her

ability to convince peers of the correctness of one’s approach to complex problems and

one’s ability to achieve the desired results by using that approach. Criteria that are

useful in measuring effective class participation include:

1. Is the participant a good listener?

2. Are the points that are made relevant to the discussion? Are they linked to the

comments of others?

3. Do comments show evidence of incorporating the concepts from readings into

the analysis of the case?

4. Is there a willingness to test new ideas, or are all comments ‘safe?’ (‘safe’ is

defined as simply repeating case facts without analysis and conclusions).

5. Do comments clarify or build upon the important aspects of earlier comments

and lead to a clearer statement of the concepts being covered and the problems

being addressed?

GROUP ASSIGNMENT

In some sessions, groups may be randomly assigned to make presentations of their case

analysis to the entire class at the time of case will be discussed. Therefore all groups

should make appropriate preparations.

The audience for the case presentations are the other members of the class. Please

address your talk to them. The groups may make the presentation as a team, or assign

a spokesperson to each case. In any case the groups should ensure that all team

members have any equal opprotunity to participate in the presentations.

The criteria for measuring the effectiveness of presentations include:

1. ability to stimulate interest among classmates

2. ability to relate concepts from the readings to the issues in the specific situation


3. how well the discussion drew out insights and ideas from the participants

4. how well organised was the discussion

5. how comprehensive was the analysis

Some specific case questions are usually provided to help you to prepare the case

reports, but your own ideas and creativity are paramount. Keep the reports concise.

There is no need to summarise the case materials. Simply get to the main points and

provide your analysis and/or recommendations with supporting justification.

MID-TERM & FINAL EXAM The mid-term and final exam will be an assignment that must be done individually. The

material will be assigned in the last session prior to the exam and is due on the day

after. The work should be completed using MS Word or Excel and submitted as a hard

copy. Plagiarism or using someone else to complete this exam are strictly forbidden.

GRADING POLICY

Grading of this course is based on whether or not participant’s performance meets the course

standards for completion and proficiency in the subject materials. The final grade will be

weighted as follows:

Aspect % Description

Class Participation 10% Individual grade by facilitator

Individual / Group Assignment 30% Individual grade by facilitator

Mid-term Examination 30% Individual grade by facilitator

Final Examination 30% Individual grade by facilitator

READING MATERIALS

Required text books:

1) Russell, R; Bernard W. Taylor (2006), Operation Management, 5th Edition, John Wiley & Sons Inc.

2) Laudon, K.C; Jane P. laudon (2007), Management Information System: managing the digital firm

10th Edition, Pearson Education, Inc.

Reference books and recommended reading: to be announce.


GUEST SPEAKERS

<List of guest speakers, if exist>

<Facilitator’s full name and title> Nick Name: <Facilitator’s nick name> E-mail: <Facilitator’s email address>

<Facilitator’s brief background>

…………..

………….

………….

………….

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COURSE SCHEDULE

Course Code MM5204

Credit Hours 3 SKS

Course Title Managing Operations & Information Systems

Session 1 Operation and Competitiveness

Thursday Aug 14, 2014 19:00 – 21:30

1. Issues covered:

What Do Operations Managers Do?

Operations Function

Evolution of Operations Management

Operations Management and E–Business

Globalization and Competitiveness

Primary Topics in Operations Management

2. Reading: Chapter 1, Russell, R; Bernard W. Taylor (2006), Operation Management, 5th Edition, John Wiley & Sons Inc.

3. Activity: Interactive lecture / case discussion / group discussion

4. Case:

Operational Competitiveness Programme - COMPETE.3gp

Session 2 Operation Strategy

Thursday Aug 21, 2014 19:00 – 21:30

1. Issues covered:

Strategy Formulation

Competitive Priorities

Operations’ Role in Corporate Strategy

Strategy and the Internet

Strategic Decisions in Operations

Strategy Deployment

Issues and Trends in Operations




4. Case:

2.From Strategy to Success - The Importance of Collaboration.mp4

Session 3 Quality Management

Thursday Aug 28, 2014 19:00 – 21:30

1. Issues covered:

Meaning of Quality

Total Quality Management

Quality Improvement and Role of Employees

Strategic Implications of TQM

Six Sigma



4. Case:

3.Nissan Total Quality Management Video Presentation.mp4

Session 4 Statistical Process Control

Thursday Sep 4, 2014 19:00 – 21:30

1. Issues covered:

Basics of Statistical Process Control

Control Charts

Control Charts for Attributes

Control Charts for Variables

Control Chart Patterns

SPC with Excel

Process Capability



4. Case:

4.STATISTICAL PROCESS CONTROL AND PROCESS CAPABILITY.mp4


Session 5 Product and Services Technology

Thursday Sep 11, 2014 19:00 – 21:30

1. Issues covered:

Design Process

Reducing Time-to-Market

Improving Quality of Design

Special Considerations in Service Design



4. Case:

5.Products and Services- HP ePrint Technology (1).mp4

Session 6 Human Resources in operation management

Thursday Sep 18, 2014 19:00 – 21:30

1. Issues covered:

Human Resources and Total Quality Management

Changing Nature of Human Resources Management

Contemporary Trends in Human Resources Management

Employee Compensation

Managing Diversity in Workplace

Analysis

Learning Curves



4. Case:

6.International Human Resources.mp4

Session 7 Supply Chain Management

Thursday Sep 25, 2014 19:00 – 21:30

1. Issues covered:

Supply Chain Management

Information Technology: A Supply Chain Enabler

Supply Chain Integration

Suppliers




4. Case:

7.Walmart Supply Chain.mp4

Thursday Oct 2, 2014 19:00 – 21:30

MID-TERM EXAMINATION

Session 8 Global e-business System

Thursday Oct 9, 2014 19:00 – 21:30

1. Issues covered:

………………………………………

……………………………………… 2. Reading:

……………………………………………….... 3. Activity:

Interactive lecture / case discussion / group discussion 4. Case:

………………………………………………….

Session 9 Information Technology Infrasrtucture and Emerging Technologies

Monday Oct 16, 2014 19:00 – 21:30

1. Issues covered:

………………………………………

……………………………………… 2. Reading:

……………………………………………….... 3. Activity:


………………………………………………….

Session 10 Data Based and Information Management

Thursday Oct 23, 2014 19:00 – 21:30

1. Issues covered:

………………………………………

……………………………………… 2. Reading:

……………………………………………….... 3. Activity:

Interactive lecture / case discussion / group discussion


4. Case: ………………………………………………….

Session 11 Telecommunication, Internet, and Wireless Technologies

Thursday Oct 30, 2014 19:00 – 21:30

1. Issues covered:

………………………………………

……………………………………… 2. Reading:

……………………………………………….... 3. Activity:


………………………………………………….

Session 12 Securing Information System

Thursday Nov 6, 2014 19:00 – 21:30

1. Issues covered:

………………………………………

……………………………………… 2. Reading:

……………………………………………….... 3. Activity:


………………………………………………….

Session 13 E-Commerce

Thursday Nov 13, 2014 19:00 – 21:30

1. Issues covered:

………………………………………

……………………………………… 2. Reading:

……………………………………………….... 3. Activity:


………………………………………………….

Session 14 Building Information System

Thursday Nov 20, 2014 19:00 – 21:30

1. Issues covered:

………………………………………

……………………………………… 2. Reading:

……………………………………………….... 3. Activity:

Interactive lecture / case discussion / group discussion


4. Case: ………………………………………………….

Thursday Nov 27, 2014 19:00 – 21:30

FINAL EXAMINATION

mm5204 managing operations & information systems · pdf file14.08.2014 ·...

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