POM 105: INTERMEDIATE PRODUCTION / OPERATIONS MANAGEMENT

COURSE SYLLABUS

Course Catalog: POM 105

Course Title: Intermediate Production / Operations Management
Department: Department of Quantitative Methods and Information Technology
School: John Gokongwei School of Management
School Year: SY 2012-2013
Semester: First
Credit: 3 Units [Major Subject]

Instructor: Wilson Gan Email: [email protected]

Sec. Schedule
A 18:00 – 21:00, Tue
B 18:00 – 21:00, Wed

A. Course Description & Objective

Local business organizations are confronted with increasing global competition. To face up to these
challenges, managers and decision makers need to fully understand the role of the operations function and
its impact on competitiveness.

Students will learn how enterprises can organize and manage resources (manpower, technology, facilities,
and materials) efficiently to create and deliver products and/or services that respond effectively to customer
requirements and expectations.

The course covers concepts, procedures, and technologies used in designing and managing operational
processes in both manufacturing and service-oriented organizations, with emphasis on informed decision-
making and the use of analytical tools.

At the end of the course, students are expected:

1. To grasp the challenges and constraints confronting Philippine companies competing in a global
business environment
2. To fully appreciate the role and contribution of Operations Management in achieving organizational
competitiveness
3. To understand and apply systematic approaches (both quantitative and qualitative) in the design and
implementation of operating systems

B. Readings

Required Operations Management: Contemporary Concepts and Cases by

Reading Roger Schroeder, Susan Goldstein and M. Johnny Rungtusanatham,
5th ed., 2011

Supplementary Operations Strategy: Competing in the 21st Century by Sarah

Readings Beckman and Donald Rosenfield, 2008.

Operations Management by Jay Heizer and Barry Render, 9th ed.,

2008

Operations Management by William Stevenson, 9th ed., 2007

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Operations Management for Competitive Advantage by Richard

Chase , F. Robert Jacobs, and Nicholas Aquilano, 11th ed., 2006

Other readings to be assigned by the instructor

C. Course Outline

Period/Date Textbook Chapters Subject

Week 1 Ch. 1: The Operations Function 1. Introduction to Operations and
Competitiveness
a. The Competitiveness Challenge
b. Operations as a Tool for
Competitiveness

Week 2 Ch. 2: Operations and Supply 2. Business Strategy and Operations

Chain Strategy a. Competitive Strategy
b. Operations Strategy
Supplemental Readings c. Balanced Scorecard

Week 3 Ch. 3: Product Design 3. Product Design

a. Quality Function Diagram
Supplemental Readings b. Kano Model
c. Service Blueprinting

Weeks 4 to 6 Ch. 4: Process Selection 4. Business Process Management

a. Operations as Business Process
Ch 5: Service Process Design b. Process Flowcharting and Metrics
c. Process Reengineering
Ch 6: Process-Flow Analysis d. Technology and Innovation

Supplemental Readings

Weeks 7 to 8 Ch 7: Lean Thinking and Lean 5. Quality Management

Systems a. The Philosophy of Quality
b. Introduction to Statistical Process
Ch 8: Managing Quality Control and “Six Sigma”
c. Lean Operations
Ch 9: Quality Control and
Improvement

Week 9
MIDTERM EXAM

Week 10 Ch. 11: Forecasting 6. Demand Forecasting

a. The Need for Accurate Demand
Supplemental Readings Forecasting
b. Quantitative Forecasting Techniques
c. Measuring Forecast Accuracy
d. Qualitative Forecasting Methods
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Week 11 Ch. 12: Capacity Planning 7. Capacity Management

a. Defining and Measuring Capacity
Ch. 13: Scheduling Operations b. Right-sizing Decisions
(pp. 320 – 322 only) c. Theory of Constraints

Supplemental Readings

Week 12 Ch. 12: Capacity Planning 8. Facilities Planning

a. Location Analysis and Site Selection
Supplemental Readings b. Facility Layout
c. Workplace Design

Week 13 Ch. 12: Capacity Planning 9. Planning and Coordination

a. Aggregate Planning
Ch. 16: Materials Requirements b. Materials Resource Planning (MRP)
Planning and ERP c. Enterprise Resource Planning (ERP)

Week 14 Ch. 10: Supply Chain 10. Supply Chain Management

Management a. Managing Suppliers
b. Materials Management
c. Distribution and Logistics
Management

Week 15 Supplemental Readings 11. Human Resources in Operations

Management
a. Job Design
b. Ergonomics

Week 16
MOCK DEFENSE (select groups only)

Week 17
PROJECT DEFENSE

Finals Week FINAL EXAM

Note: Long test dates are tentative.

D. Course Requirements

Course Requirement Weights

2 Long Exams
• Midterm Exam 25%
• Final Exam 25%

Group Project
• Partial Paper 5%
• Final Paper 10%
10%
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• Final Presentation

In-Class Activities 25%

• Quizzes
• Written Analysis of a Case
• Class Participation

Long exams are the most important gauge of individual performance in this course.
As such, students whose average grade in the two long exams is equivalent to an “F”
will automatically receive a final grade of “F” regardless of the marks obtained in
the other course requirements.

The teacher reserves the right to adjust the conversion scale based on relative
performances. The teacher may also adjust individual student grades if his overall
performance, behavior and character merit this recognition. The teacher, of course,
has no right to pull down any student’s grade point achievement.

E. Course Project

Your project paper will involve the operations audit of the company you have chosen for your LS
125 class. It would be extremely helpful if members of the group have contacts in the chosen
industry who could serve as a guide in completing the audit.

The guidelines for the project will be provided separately. You will also be required to submit an
interim deliverable in August. The defense is tentatively scheduled during the week before finals
week.

Note that each student will be asked to force rank their group members at the end of the semester.
Grades for group work may be adjusted upward or downward to account for each individual’s
relative contribution.

F. Grade Equivalents

92 - 100 3.76 – 4.00 A 76 - 78 1.81 – 2.30 C

87 - 91 3.31 – 3.75 B+ 70 - 75 1.00 – 1.80 D
83 - 86 2.81 – 3.30 B Below 70 Below 1.00 F
79 - 82 2.31 – 2.80 C+

G. Class Policies

1. Attendance: Students are expected to attend all scheduled classes. Although it is a privilege
to have a certain amount of cuts, this privilege comes with responsibility. It is up to the
student to make up for all the missed lectures and class work due to his absence.

2. Punctuality: Students are allowed at most 3 cuts in this 3 unit course. There is no
distinction between an excused and an unexcused absence. A late is equivalent to half a cut.
Students who come to class between five and twenty minutes after the scheduled start of
class will be considered late. Those who arrive more than twenty minutes after the
scheduled start of class will be marked absent.
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• Your instructor will never be absent without notice, although may be sometimes
late. Unless informed otherwise, please assume that class will push through at all
times.

3. Dress Code: Students are expected to adhere to the Dress Code set by the JG School of
Management.

4. Quizzes: Quizzes may be given every meeting. Latecomers risk not being allowed to take
the quiz. No make-up quizzes will be given.

5. Examinations: Long exams are to be taken as scheduled. A student who fails to take an
exam for no justifiable reason automatically gets a grade of F for that particular exam.
• Long exam regrade requests will only be accepted within one calendar week
following the return of the exam. A letter explaining what needs to be corrected
should be submitted together with the original exam to the Department Secretary
(Ms. Anna Geronimo). The course instructor reserves the right to review all your
answers in the exam, not just the one you requested to be regarded. This may result
to an increase or decrease in your total score. All regrade decisions are final.

6. Class Participation: Students are highly encouraged to participate during class discussions.
Class participation will have a significant effect in the computation of the final grade.

7. Academic Integrity: Academic dishonesty is a grave offense, which goes against the
values that the university holds. Students who are caught will be given a grade of F for the
said requirement (or the final grade) and shall be brought to the Discipline Committee for
further disciplinary action. The following are examples of academic dishonesty:

• Cheating during exams

• Submitting spurious reports copied from pervious materials other than his/her own.
• Copying another student’s work including assignments and reports
• Receiving assistance from anyone else with graded take-home activities.
• Plagiarism

The instructor reserves the right to make changes to this syllabus as the pace
and environment of the class dictates.