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Course Outline

Batch: 2014 - 2016


Course: Designing and Planning Operations

Credits: 3

Course Instructor:


Dr. Jitendra Sharma/Prof. Piyush Shah/Prof. S Arvind

Operations management is a unique field, which spans the boundary of all major schools of studies:
Engineering, Life Sciences and Management. To achieve success, all organizational level goals have to be
ultimately broken into executable operational/tactical level tasks. Thus, a deep understanding of
operational level feasibility of strategic goals is a pre-requisite for higher managerial posts. OM is a
subject, which attracts interests of the students who have the knack of exploring the finer details. It is
desirable for all students to have an overall understanding of the subject, so that they can better
appreciate their firm's execution.
Objectives of the course:
The course serves as an introductory course in operations management. We try to apprise students with
the important concepts of operations management, which play a vital role in translating mission of the
firms into successful stories. The course objectives are as follows:
1. Identify the major developments of scientific management and role of OM in this field.
2. To analyze any firm's strategic level goals from operational/ tactical level perspective and identify
the challenges faced by them.
3. Appreciate the concepts of product, process, location, layout, capacity design and link the
functioning of all departments to OM.
4. Over the time, they will be equipped with various decision making tools available in OM/OR
Basic Text Book:
Heizer, J., Render, B. and Rajashekhar, J., (2009), Operations Management, 9th Edition, Pearson, New

Learning Outcomes:
At the end of this course, the student will be able to:
1. Appreciate the importance and development of OM and its linkage to other fields.
2. Break down strategic level goals into executable tactical level tasks.
3. Appreciate the different types of forecasting techniques and their contextual best fit.
4. Analyze how firms are established based on location, capacity, layout, product matrix decisions.
5. Make a best operations strategy choice based on the mission and vision of the firm.
6. Analyze the performance of organization (manufacturing and service) on its operational level
Session Plan:



Study Material *** / Suggested Reading

Overview of the course, Discussion on

Pedagogy and Evaluation Components

Introduction to OM : Operations, Operations

HBR Need speed? Slow down Davis and
management. How OM influences other
Atkinson RF1005E
fields of management. History of
developments of OM and scientific
management education;
HBR - Are you having trouble keeping you
operations focused? Robert Huckmann

Operations strategy and competitiveness:

Difference between services and goods,
productivity concepts, introduction of
efficient frontier for services,

HBR Ignore operations at your own peril 3

Sets of articles by M Hammar 6565

Designing, managing and improving operations

Roy Shapiro 8012
Process analysis Roy Shapiro 8007

Process Strategy: Concept of

MTS,ATO,MTO, ETO Product process
continuum, concept of mass production vs.
mass customization

HBS - Glossory of TOM Terms 9-687-019

HBS - Capacity Analysis 9-696-058
HBR - BPR Reengineering works - Dont
automate, obliterate - M Hammar 90406


Capacity planning Concepts, measuring

capacity bottlenecks, capacity expansion


Guest Lecture ##


Need of forecasting, steps in forecasting,
qualitative and quantitative forecasting
techniques, Measuring forecasting errors
and calculating bias

A-CAT Corp.s Health: Operational Parameters

(A and B)
Kirsten Cookies
HBS - Four steps to forecast total market
demand W Barnett 88401
HBS - Managers guide to forecasting G.and
M. 86104

Location Planning at A.B. Corp. - 9B12D008


Facility Location
Importance of location decisions, factors
affecting location decisions, Location
selection models

Layout improvement at a Shipyard


Facility Layout
Types of plant layout, advantages and
disadvantages, designing process and
product layouts, cellular layouts, service
layouts Assembly line balancing


Project Presentations


Guest Lecture ##

HBR - Why and how to make a plant tour?

Upton and Macadam R97310

HBR - Read a plant fast Eugen Goodwin


*** Study Material mentioned here are suggested readings and /or class discussion and will be done over
and above the relevant chapters from the prescribed text book.
## Subject to the availability of Corporate Guest Speaker
The Pedagogy consists of a mix of lectures, exercise, individual & group work, real life situation & case
analysis and Guest Lectures.

Evaluation Scheme:

Sr. No.



Learning Outcomes

Class Participation

15 %


End Term

40 %

1, 3 4 and 6


30 %

2, 4 and 5

Group Assessment

15 %

Students will be assigned a topic and will be required to use library online resources to explore it.
They will be judged based on their acquired understanding, the exercise they put up in applying the
learning in some problems or real world applications and finally what outcomes / managerial
insights they generated from the exercise.
They will be required to present the same in front of faculty. Presentation will be judged based on
their delivery style, content and sincerity of work