The University of the South Pacific Graduate School of Business MBA Program

Operations and Quality Management

MBA 438 Syllabus Trimester III, Tonga, 2011 Commencing Date: 17th Oct 2011

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General information Course code: MBA438 Course Title: Operations and Quality Management Course pre-requisites: Lecture times: Monday to Thursday Location: Tonga campus, Conference Room Lecturer information Course Moderator: Dr. Shamsuddin Ahmed Office: TBA Email: Ahmed _S @ USP.ac.fj Phone: (679) 323 1389. Ext. 31389 Consultation hours: 4 PM to 5 PM (Monday, Wednesday) or (Appointments and or via email) Course description & Learning outcomes This course addresses the management of operations in manufacturing and service organizations focussing on the critical decisions of operations management i.e. design of goods and services, managing quality, process and capacity design, location strategy, human resources and job design, supply chain management, inventory and material planning, scheduling and maintenance. The course will give students a greater understanding of the scope of Operations Management decisions and the types of tools that might be employed to help manage the decision-making process. Upon completing the course, the participants will be able to: i) ii) iii) Learn capacity planning strategies to manage in producing services and goods in industries, business and organizations may it be profit making or nonprofit making Apply and acquire knowledge in managing and scheduling projects Learn how to make decisions by applying tools such as control charts, quality function deployment, house of quality, forecasting methods and inventory models in manufacturing and service industries. Understand how to use quality management tools to analyze variability in processes. Learn how to manage processes, design and develop supply chain distribution networks Understand how to manage capacity and improve productivity 5 PM to 8 PM None

iv) v) vi)

vii) Learn how to do benchmarking in industries viii) Learn how to manage efficiently the business operations by appropriate management of
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inventory, vendors, and resources ix) x) Make decision logistics planning Know how to effectively communicate the results of business applications.

Course outline and lecture schedule Date started Week No Chapters Covered 17 Oct 2011 Week 1 Chapter 1 Chapter 2 Chapter 3 Chapter 4 24 Oct 2011 Week 2 Chapter 5 Chapter 6

Topics Covered Operations and Productivity Operations Strategy in a Global Environment Project Management Forecasting Design of goods and services Managing Quality

Chapter 7 Chapter 8 Chapter 9 Chapter 10 Chapter 11 Chapter 12

Process Strategy Location Strategy Layout Strategy Human Resources and Job Design Supply Chain Management Inventory Management

31 Oct 2011 7, 14, 21

Week 3

Midterm exam ( to be confirmed) 7 Nov 2011 Week 4 Chapter 13 Chapter 14 Chapter 15 Chapter 16 Chapter 17 Aggregate planning Material Requirements Planning Lean Operations Short-term Scheduling Maintenance and Reliability

14 Nov 2011 21 Nov 2011

Week 5 Week 6

Revision Final Exam / Presentations

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Course materials (a) Textbook: Jay Heizer and Barry Render, Operations Management, 10th edition, Pearson, Prentice Hall, 2011 (b) Moodle: Lecture power points, assignments, messages etc will be placed on Moodle (c) Web address for USP portal: http://elearn.usp.ac.fj/ (d) Students should have access to a computer. (e) Supplemental materials: Available through Moodle (f) EXCEL, WinQSB are needed for case analysis and simulating business scenarios. WinQSB will be provided and a session will be allocated to explain how to use the software. Teaching method The course will be taught using a combination of learning methods such as lectures, class discussion, case studies, class works and homework assignments. You are required to review course material that is covered in previous lecture session before coming to class. You need to participate in class. Exams are closed book and you need a calculator containing standard scientific functions. Assignments and evaluation Performance of students will be assessed throughout the course. The final grade is determined according to the following assessment: Elements of Performance Assessment 1. Class works 2. Participation 2. Case studies: Presentations 2. Case studies 3. Mid-term Examination 4. Final Examination Basis of Assessment Contribution to Final Grade Individual 05% Individual 05% Discussions (Group) 05% Written Analysis (Group) 20% Individual 25% Individual 40%

Minimum Requirement Note: Students are required to obtain a minimum of 40 percent marks in final examination in order to pass this course)

1. Participation, homework and in-class exercises Active class participation is an essential part of the learning experience in this course. Homework and in-class assignments will be announced in class. These assignments may take the form of problems, cases, hand computations of problems, and computer applications. These contributions are the basis for participation grade. Following in class exercises are planned according the lecture sessions: i) Productivity computations ii) Drawing project network structure, Computing project critical paths, Cruising projects and budgeting iii) Forecasting seasonal demand, Forecast reliability iv) Process analysis and how to design services using house of Quality v) Process efficiency computations, Locating distribution/service centre in supply
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vi) vii) viii) ix) x) xi) xii) xiii) xiv)

networks Layout design of super market/service centre Measuring work standard and design incentive scheme Ranking suppliers/vendors in SCM Economic Inventory, safety stock, lead time and order cycle in business planning Excess and low capacity management, Economic analysis of process selection MRP planning in service and manufacturing industries Lean operation design with QFD Sequencing and scheduling with n jobs and m processes Fault tree analysis, methods of root cause analysis

2. Case studies Forming a group of three, you will analyze three case studies and apply tools presented during the lectures. You will prepare short written managerial reports on each case and one oral presentation of 30 minutes each group (on one case) to explain your major findings to the class. You should address the case from several view points based on the scope of analysis. The more managerial issues you integrate the richer is the case analysis. An example of rubric for project management case is listed below. You may adopt your own rubric that is appropriate in the context of your analysis. Rubric: Level of integration of case analysis with cross functional management issues Discuss and show the level of integration achieved in case analysis. It is innovative and challenge to the group Bring professional management issues into the case analysis Incorporate your work experiences into the case analysis Discuss relevant and contemporary project management challenges in south pacific region OM & Quality Planning Controlling Just In Time Customer Functions relationship Mgt. a) Manpower a) Budget a) Stock policy b) Cash a) Manage stake management holder b) Material b) Time management Management c) Conflict Mgt. t b) Degree of c) Cass Flow Functions communications c) Resources d) Quality c) Reporting needs Mgt. Time Cost Quality Risk Communications BOM HR OB Any three case analysis from the following: a) Case 1: Project Management- incorporating requirement analysis, precedence relations, stakeholder management, organizational structure, resource planning, cash flow, budgeting,
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a) b) c) d) e)

b)

c) d)

project risk, project Crushing, scheduling. Case 2: Forecasting & Inventory- issues to integrate: Demand management, seasonality, modeling, validations, risk and concept in over estimation, inventory planning, risk of under/over estimation, and capacity planning in SCM. Case 3: Capacity planning, Economy of scale, Feasibility study, Expand capacity, Asset value, Break even analysis, Process selection, Process analysis, TQM, Benchmarking. Case 4: Logistics Operations: Concepts to be addressed: Distribution, warehouse location, logistics, supply chain design, routing planning, sequencing and scheduling, quality service design, costing.

3. Mid-term Examination A mid-term examination will be conducted in week 4 (date to be confirmed). 4. Final Examination The final examination will be conducted at the end of the trimester. Topics for the final exam will be discussed in class. 5. Grading system Assessment letter grades and marks ranges in (percentages); are according to the following scales as shown in the table for coursework, assignments, tests, projects and exams, presentations, etc. New A+ A B+ B C+ C D E Grading 85+ 78-84 71-77 64-70 57-63 50-56 40-49 <40

Guidelines for writing All written work is to be word processed, spell checked, proof read and corrected before it is submitted. Students who need assistance in writing skill, oral presentation, examination skill or preparation of scholarly analytical papers are advised to seek help from the CELT. If found copying, you will be totally penalised and be awarded zero.

Policy for late assignments Please note that the due dates for assignments are to be strictly followed. 10% penalty/perday for any late submission of assignments.

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Plagiarism and Dishonest Practice in Coursework (a) Plagiarism in coursework is the taking and using of another persons thoughts, writings, inventions or other work as ones own. It includes copying from a current or past student or using someone elses work without indicating the source. (b) Dishonest practice in coursework is cheating or being party to cheating or misconduct in tests, laboratory work or any other type of coursework. It includes submitting work for assessment that is to be counted towards a final mark if that work has been previously submitted for the same or other course(s). (c) Plagiarism and dishonest practice in coursework are punishable academic offences.

(d) Where a member of academic staff has reasonable grounds to believe a student has been guilty of plagiarism or dishonest practice in coursework, that student shall be liable to: (i) be reprimanded by the Head of School; and/or (ii) have their marks for the relevant piece of work reduced by the Head of School; and/or (iii) be awarded zero marks by the Dean or nominee for the relevant piece of work; and/or (iv) be reported to the Dean. (e) The Dean shall have discretion to refer the offence to the Student Development Committee. Case Write-Ups 1. 4 Case studies are planned (Quality and level of integration of relevant topics are important) 2. Team work: A team consists of 3 active members contributing equally to analyze cases and develop report. Each member lists the contributions made in report. 3. As a reference or guideline, the main part of the write-up should be about 10 pages long and up to 8 additional pages of supporting exhibit in an appendix format. (12 Roman times font, and A4 size paper with 1 inch margin on all sides) However no minimum or maximum numbers of page limits are set, it depends on the quality of report) (The level of integration is important. It implies the extent of relevant management concepts that are incorporated, or addressed in case analysis. For example, if project management is considered: note that if the case addressed stakeholders interests, financial, budgeting issues, cash flow measure, resources requirements, resource leveling, time schedule, quality aspect of project, organizational structure, risk analysis, planning and control methods.) 4. The first page should be an executive summary that clearly outlines the major points of the write-up: analyses, findings, and recommendations. 5. The remaining pages should expand upon the executive summary. They should offer more detailed arguments and provide more comprehensive analysis, as well as evidence to support those arguments. 6. The appendix should include exhibits that support the arguments in the main part of the writeup. Include only exhibits that support the write-ups arguments. 7. The presentation should be easy to read. Properly label and cross-reference analyses and exhibits and make document readable. 8. Formatting Guidelines: The reports must be typed. The height of the letters should be 12 points Roman, and the margins should be one inch on each side. Readability is of paramount importance. A typical report contains the following sections: i) Executive summary 10% ii) Introduction and problem statement 10%
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iii) Methodology and appropriate hypothesis or case questions 5% iv) Detail results, tabulations of findings, summary of scenarios 10% v) In the context of local industries/business/environment, identify similar relevant/interesting industry/business phenomena trends, changes, challenges facing local business/industries/public or private institutions 20% vi) Relevance, scope, depth, methods and quality of analysis (Analysis whether technical and nontechnical. Even though some of the analysis is technical and is presented as such, the results must be summarized and interpreted so that they are accessible to a non-technical audience. This is not necessarily a separate section in report. The issues can be found in other sections as well in Appendix. You need to assess relevance of case analysis and the depth of analysis) 15% vii) Managerial Implications/implementations of results/findings 15% viii) Conclusions, Recommendations, Contingencies plan, suggestions 10% ix) Appropriate use of Bibliography or Reference List 5% x) Appendix (May be part related to section: vi) Presentations method Bounded Hardcopies & Softcopies (upload in Moodle or email as attachments) of Presentation & Report due before the presentation session on due date Group selection method for presentation: Sequence Presentation is marked & assessed Report (written) is assessed GroupWise Maximum Time / group presentation: 15 Minutes (Changeover 5 minutes) Group consists of 3 members (All need to contribute equally. Attach a list indicating individual contributions of team members in sections of the reports and presentations)

Evaluation of presentation a) Clearly define problem b) Executive summary (main findings/issues/assumptions) c) Data / Facts / Issues / Methodology d) Analysis / main results/ graphs/ tables / figures e) Main findings / best practices in local business or Industries/ local context/ Benchmark f) Managerial implications / Recommendations Self-study materials from recommended text book Select self-study excersices from the text book and companion book (internet site)

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