OpMg 332 Operations Management

Fall 2014

3. Learning Objectives.

1. Explain the  key role that the operations function plays in creating the competitive strength of the firm.  

2. Develop comprehensive, clear written and mathematical analyses that make sense and that foster the decision-making process.

3. Effectively assess a well managed and well executed operations strategy. 

4. Effectively identify effective soft management skills applicable to operations management.

III. LEARNING ACTIVITIES

1. Interactive Class Lecture.  Class lecture is highly interactive.  Instructor prompts students for response to questions posed and solicits his/her thoughts on issues discussed.  Format is probing and direct.  Additionally, instructor provides concrete, real-world examples to illustrate concepts.  Lecture format reinforces by example appropriate methods for asking questions, gaining relevant insights, and acting persuasively and sensitively. (Achieves Learning Objectives A, B, C, D)

2. In Class Presentation of Readings by Professor and Students.  Textbook and other assigned readings (assigned according to the schedule in section VII of this syllabus) present relevant topics, which are covered more in-depth in class lecture.  In class discussion of readings, instructor highlights most relevant reading topics, showing by example how to present data in a stimulating way, consistent with achieving course objectives. (Achieves Learning Objectives A, C)

3. Case Study and Short Assignments.  Case studies are used to further illustrate real-world examples of subject topics.  For all assigned cases, students should be prepared to answer questions about the case and be able to illustrate in class its more subtle aspects.  In-class discussion of case studies serves to highlight analytical methods, indicating specifically, ways to discern the most relevant focal points. (Achieves Learning Objectives A, B, C, D)

4. Term Project (for select students).  For this individual project, you must observe the operations of a local business (for example, a café, restaurant, retail store, etc.).  Present your determination as to how that business might operate more profitably by employing course concepts.  The term project submission should be no longer than 2 pages.  Use section VI of this syllabus as a further guide for all written submissions. 

The term project serves to incorporate course objectives and accomplish course outcomes.  Students must display a mastery of course concepts, utilize tools taught, and present their analysis in a compelling, interesting manner. (Achieves Learning Objectives B, C)

IV. ASSESSMENT

1. Grades.

40%     Midterm Exam

45%     Final exam

5%       Quizzes, case study presentation, short assignments

10%     Class participation

5%       Term project (for select students to supplement low exam grade)

2. Exams.  Exams will be comprised of essay questions that test your ability to apply concepts discussed through the exam date.  (Measures Learning Objectives B, C, D)

3. Quizzes. Short, in-class quizzes will test your comprehension of course materials to date. (Measures Learning Objectives B, C, D)

4. Case Study; Short Assignments. Used for students to provide evidence that learning objects are being achieved. (Measures Learning Objectives A, B, C, D)

5. Class Participation. You will be graded on the quality of, and demonstrated insight of, your in-class comments, including comments related to verbal case analyses and answers to assigned problems. (Measures Learning Objectives A, C, D)

6. Term Project.  For select students, see description in syllabus section III #4. (Measures Learning Objectives B, C, D)

7. Attendance. Attendance is mandatory, however a student may miss up to 5 classes without penalty or explanation.  You may not miss 2 classes in a row without prior approval of instructor.  More than 5 unexcused absences will result in a reduced grade in the course.

8. Please see Loyola guide. For additional information on grading, plagiarism, and other class related issues.

V. REQUIRED COURSE MATERIALS

1. Required reading:

Heizer, Render, Principles of Operations Management 8^th Edition, Prentice Hall, 2011.  (Referred to in course schedule as ”OM”).

Textbook Website: http://www.prenhall.com/heizer

VI. SUGGESTED ADDITIONAL READINGS

1. Books.

Kaplan, Norton, The Strategy-Focused Organization, HBS, 2000

Crosby, Let's Talk Quality, McGraw-Hill, 1989

Porter, The Competitive Advantage of Nations, The Free Press, 1990

Carroll, Gannon, Ethical Dimensions of Int’l Management, Sage Publications, 1997

Annacchino, New Product Development, Butterworth-Heinemann, 2003

Koehn, Brand New: How Entrepreneurs Earned Consumer’s Trust, HBS Press, 2001

Blattberg, Getz, Thomas,Customer Equity: Building and Managing Relationships, HBS, 2001

Hill, Think and Grow Rich, St. Martin’s Press, 2001

2. Internet Sites.

http://www.brint.com for business research in information and technology

http://www.blackwellpublishing.com/essentialmedstats/004.pdf - clear explanation of st. dev.

http://www.asq.org for American Society of Quality

http://www.sme.org for the Society of Manufacturing Engineers

http://stats.bls.gov for U.S. Bureau of Labor Statistics

www.econ-datalinks.org for American Statistical Association

www.sec.gov for public company filings (all U.S. public plus foreign public with U.S. listings)

www.hoovers.com for summary company info, comparables search, etc.

www.baddesigns.com funny website highlighting poorly designed products

www.statsoft.com for straightforward explanations of statistical terms and concepts

3. Periodicals.

Business Week, Harvard Business Review, The Journal of Operations Management,

Harvard Business Review (HBS), Sloan Management Review (MIT), Industrial Management, Management Science

VII. CLASS SCHEDULE

Please note: You are not required  make a written submission unless instructed to do so.  Reading should be completed prior to class.  You should be prepared to discuss EOC problems in class (answers are posted online).