Type of Credit: Required
Credit(s)
Number of Students
This course is an introduction to the concepts, principles, problems, and practices of operations management. Emphasis is on managerial processes for effective operations in both goods-producing and service-rendering organization. Topics include operations strategy, capacity planning, process design, waiting line analysis, quality control, forecasting, sales and operations planning, and inventory control.
能力項目說明
Develop an understanding of and an appreciation for the production and operations management
function in any organization.
| 教學週次Course Week | 彈性補充教學週次Flexible Supplemental Instruction Week | 彈性補充教學類別Flexible Supplemental Instruction Type |
|---|---|---|
|
週次 Week |
課程主題 Topic |
課程內容與指定閱讀 Content and Reading Assignment |
教學活動與作業 Teaching Activities and Homework |
學習投入時間 Student workload expectation |
|
|
課堂講授 In-class Hours |
課程前後 Outside-of-class Hours |
||||
|
1 |
Chapter 1 |
Introduction |
3 |
3 |
|
|
2 |
Chapter 2 & 4 |
Strategy; Project Management |
3 |
3 |
|
|
3 |
Chapter 3 & 5 |
Design of Product and Service; Strategic Capacity Management |
Product Design (Ch4) |
3 |
3 |
|
4 |
Chapter 6 & 7 |
Learning Curve; Manufacturing Processes |
Cases: Shoudice Hospital (Ch 5) |
3 |
3 |
|
5 |
Chapter 10 & 11 |
Waiting Lines; Process Design and Analysis |
Case: Circuit Board Fabricators (Ch 7) |
3 |
3 |
|
6 |
Chapter 8 & 9 |
Facility Layout; Service Processes |
Case: Processing Customer Orders (Ch 10) |
3 |
3 |
| 7 | No class | ||||
|
8 |
Chapter 12 & 13 |
Six-Sigma Quality; SQC |
Case: Designing a Manufacturing Process (Ch 8) |
3 |
3 |
|
9 |
Chapter 14 & 15 |
Lean Supply Chain; LDT |
Cases: Hot Shot Plastics Company and Quality Management-Toyota (Ch 13) |
3 |
3 |
|
10 |
|
Mid-term Exam |
|
3 |
6 |
|
11 |
Chapter 16; 17 |
Global Sourcing; The IoT and ERP |
Case: Distribution Center Location (Ch 15) |
3 |
3 |
|
12 |
Chapter 18 |
Forecasting |
Case: Global Sourcing Decision – Grainger (Ch 16) |
3 |
3 |
|
13 |
Chapter 19 |
Sales & Operations Planning |
Case: Starbucks Corporation (Ch 18) |
3 |
3 |
|
14 |
Chapter 20 |
Inventory Management |
Case: Developing an Aggregate Plan-Bradford (Ch 19) |
3 |
3 |
|
15 |
No class |
|
|
|
|
|
16 |
Chapter 21 |
MRP |
Case: Inventory Management at Big10Sweaters (Ch 20) |
3 |
3 |
|
17 |
|
Final Exam |
|
3 |
6 |
|
18 |
|
Field Trip (TBD) |
|
|
|
Participation (100 points):
- Full attendance will receive 100 points and one missing class without a proper excuse will result in a deduction of 5 points. For any reason, prior notice is required.
Class Discussion (400 points)
- The participation for cases as well as class material discussions will be evaluated by three volunteers in each class and calculated as one single score.
Case Reports and Assignments (100 points)
- Each group will submit a single write-up. The case write-ups will be due before the beginning of class on the day that they are discussed. Late submissions will not be accepted. Do NOT do a full, exposition-style case write-up. Please just address the specific questions provided. I still expect your writing to be clear, to the point, and justified by facts and data from the case. Longer is most certainly NOT better for these case write-ups. Your report may not exceed 2 pages of 1.5 lines spacing and 12 pt. Times New Roman (標楷體) font style. If necessary, excel spreadsheets can be submitted as supplements.
- Assignments will be either individual or team efforts and will be announced and submitted online.
Case presentation (100 points)
- Each team will present one case according to the schedules determined by the instructor. Grades of the presentation will consist of two parts, 50% from peer evaluation and 50% from the instructor.
Exams (300 points)
Peer Evaluation
- Peer evaluations will be conducted on the last week, and the results will be used to adjust the grades.
Final Course Grade
- Grades will be assigned based on a curve fitted to the final weighted scores.
Group Work
- A big part of the graded material in this course is based on group work. Sharing ideas and discussing issues in a group frequently produces insights that a person would not gain by studying alone. However, groups have the potential for great good and great destruction. Free-riding is an epidemic that should be driven out of group work. Groups even structure their workload to allow everyone to take turns free-riding. I strongly advise against parceling out pieces of an assignment to various group members. The better model is for each group member to do the work separately, and then meet together to form a common document. The best groups and most successful students are almost always those that all participate in group assignments. The likelihood of really screwing up on an assignment is minimized when all the minds and eyeballs in a group have seen and processed the submission before it is turned in.
Jacobs, F. Robert & Chase, Richard B. (2024) Operations and Supply Chain Management, 17th Ed., New York: McGraw-Hill /Irwin. ISBN: 9781265071271