T. A.

PAI MANAGEMENT INSTITUTE (TAPMI), MANIPAL

OPERATIONS MANAGEMENT
Programme: PGDM
Batch: 2021-23
Term: 2
Course Name: Operations Management - OPS 5002
Credits: 3 (30 Hours)
Course Instructor: Prof. Raghunath Rudran (Core), Prof. Sham Ranjan Shetty (Core)

PART 1

INTRODUCTION
This course introduces the operations function to the student, and provides the basic skills
and concepts needed to ensure the ongoing contribution of a firm’s operations to its
competitive position. Operations Management involves the management of resources to
produce the goods or services to the customer. The course emphasizes on an intensive
study of the elements associated with the design and operation of productive systems and
explains the integration of these elements with corporate strategy. A process view that cuts
across departmental boundaries is adopted in the design and operation of productive
systems.

COURSE OBJECTIVES (CO)

1. To acquire an understanding of how Operations play a role to compete in Business

2. To appreciate a Process View of Operations and understand how to manage

processes
COURSE LEARNING OUTCOMES (CLO)
By virtue of the learning gained in this course, the student should be able to:
CLO 1: Develop a process flow diagram and analyze bottleneck/s for a given business
process (PLG1)
CLO 2: Apply appropriate forecasting techniques for a given business and evaluate the
best technique based on the errors and their significance. (PLG2)
CLO 3: Apply the learning of concepts taught during the course and analyse a given
business based on different external situations and inter-linkages between the
various functional areas within the business. (PLG3)

COURSE CONTENT
Using Operations to Compete (Process View, Nested Processes, Link with Corporate
Strategy) - Project Management - Managing Processes (Process Strategy- Job Shop, Batch
Shop, Assembly Line and Continuous processes, Process Analysis, Little’s law, Constraint
Management, Quality and Performance, Capacity Planning), Inventory, Aggregate planning,
Lean management, Scheduling, Location planning etc.

PRESCRIBED TEXT BOOK

Operations Management, (a McGraw Hill “Create” custom book), McGraw Hill (2020)

POLICY ON PLAGIARISM:
Plagiarism is a serious issue in academic settings. There is a general rule for avoiding
plagiarism: never attempt to pass off another's work as your own. More specific guidelines
are:

• Do not copy words from any source without quoting and citing that source. The
quotation should be reproduced in the exact manner in which the quote is taken.

• Do not use the ideas, concepts or opinions from any source without citing that
source. Included are key terms, technical concepts and original views.

• Paraphrasing is acceptable; however, one must take care to cite the source and not
misrepresent the original thesis. Paraphrasing often is the area in which most charges
of plagiarism result.
Students are expected to maintain high ethical standards in all their courses. All cases of
Plagiarism will result in a failing grade and will be referred to the PGP Chair with
recommendations.

ASSESSMENT SCHEME AND WEIGHTAGE

{a} END TERM

Duration (in Open/close

Evaluation Weightage (%) CLO Tested
minutes) Book
End-Term 45 120 Closed CLO 1 and CLO 2

{b} OTHER ASSESMENTS

Unit of
S. No. Evaluation Item Weight Time CLO
Evaluation
1 During sessions CLO 3
Class participation Individual 7.5%
7-8, 10-11, 26-27

2 Quiz 1 Individual 10% After Session 8 -

3 Quiz 2 Individual 10% After Session 15 -

4 Quiz 3 Individual 10% After Session 20 -

5 Quiz 4 Individual 10% After Session 27 -

6 Assignment Group 7.5% After session 19 -

 PART 2: SESSION PLAN

Session. Major Topic Pedagogy Reading

Introduction to Operations Chapter 1
Lecture and
1 Management Operations and Supply Chapter 2
discussion
Chain Strategy
Introduction to Process Analysis Operations Management:
Mapping a process, In Introduction to Process
Capacity and bottlenecks, Analysis by Tim Kraft
Lecture and
2 and 3 Load balancing, Setup times and (Darden) UV7180, 2016
discussion
batches,
Little’s Law
Theory of Constraints
Chapter 3
4 Theory of Constraints Lecture

Balancing Process Capacity and Lecture and Chapter 3

5 and 6
Operations Triangle discussion

Chapter 4 Case
Case and
7 and 8 Job Shop Operations (Harvard)
discussion
Bayonne Packaging, Inc
Quiz 1 (WT - 10%)
Assembly line Operations and Assembly Lecture and Chapter 5
9
Line Balancing discussion Class exercises
Chapter 4 Case
Case and
10 and 11 Batch Shop Operations (Harvard)
discussion
Stonehaven Inc
Hayes Wheelwright Framework Lecture and Chapter 4
12
(Product Process Matrix) discussion
Forecasting
Demand Patterns,
Lecture, Class
Choosing the Type of Forecasting
13 Exercise and Chapter 6
technique, Judgment Methods, Causal
discussion
Methods, Time Series Methods,
Exponential Smoothing
Choosing a Time Series Method Lecture, Class
14 (Forecast Errors), Tracking Signal, Using Exercise and Chapter 6
Multiple Forecasting Techniques discussion
15 Doubt Clearing Session

Quiz 2 (WT - 10%)

Session. Major Topic Pedagogy Reading
Scheduling In Low Volume Systems
Lecture, Class
(Job-Shop), Loading (Job Assignment)
16 Exercise and Chapter 10
Methods
discussion
Sequencing (Priority Rules)
Performance Measures to judge Lecture,
17 scheduling effectiveness, Sequencing Caselet and Chapter 10
through two work centers (Johnson’s discussion
Rule)
Lecture and
18 Layout Decisions Chapter 5
discussion
Location Decisions
Lecture,
Factors Affecting Location Decisions,
19 Caselet and Chapter 11
Dominant Factors in Manufacturing and
discussion
Services
Lecture and
20 Aggregate Planning Chapter 9
discussion
Quiz 3 (WT - 10%)
Project Management Lecture and Chapter 12
Organizational Structures Project Scope discussion Class exercises
21 and 22
statement, WBS
Diagramming the Network (PERT), CPM
Project Management Lecture and Chapter 12
23
CPM- Cost/Time Trade-offs discussion Class exercises
Managing Quality Lecture and Chapter 13 & 14
24 Costs of Quality, Evaluating discussion
Performance, Acceptance Sampling
Statistical Process Control Lecture and Chapter 15
25 Control Charts for Variables, and discussion Class Exercises
Attributes
Chapter 15
Case (ITED):
Process Capability and Six Sigma Case and The Mototech
26 and 27
discussion Manufacturing Company
Process control and
improvement
Quiz 4 (WT - 10%)
 Session. Major Topic Pedagogy Reading
Lean Systems
The Toyota Approach, The Eight Types
of Waste, Close Supplier Ties, Small Lot
Sizes, Pull Method of Work Flow,
Quality at Source, Uniform
Workstations Loads Lecture,
28 and 29 Standardization Components and work Videos and Chapter 16
methods, Flexible Workforce, discussion
Automation, Five S practices, Total
Preventive Maintenance, One Worker
multiple machines, Group Technology,
Kanban System, Value Stream Mapping,
House of Toyota
30 Course Wind up and Review

PLG MAPPING FOR THE COURSE

Addressed CLO
PLG# Program Level Learning Goal by Course? No.
(Yes / No)
Application of Fundamentals
PLG1 Traits: Demonstrate application of functional / conceptual Yes CLO 1
knowledge to business situations
Problem Identification and Solution
PLG2 Traits: Demonstrate ability to identify a problem, critically assess Yes CLO 2
various alternatives and suggest appropriate solution
Integrative Thinking
Traits: Demonstrate ability to identify inter-linkages among
PLG3 Yes CLO 3
functional areas within an enterprise and assess the impact of
external environment on its performance
Effective Communication
PLG4 No N/A
Traits: Demonstrate proficiency in Oral and Written Communication
Ethical Responsibility
PLG5 Traits: Demonstrate awareness and assess impact of ethical behavior No N/A
on business
Leadership
PLG6 Traits: Demonstrate capability to take leadership role in a business No N/A
situation

PART 3: SUPPLEMENTARY INFORMATION

  Please do all the pre-reads regularly and thoroughly, and be ahead of the class.
 Be an active listener in the class and be an active participant, and contribute. Both
are important for becoming effective managers and leaders. If lectures are missed, a
large amount of learning is lost. Hence please attend all lectures.
 Read business papers and journals regularly to identify and track Operations
Management Trends
 Mobile phones are NOT allowed inside the classroom.

Name of Faculty:
Endorsed by : ________________________

Prof. Raghunath Rudran: ________________

Signature & Date:________________________

Prof. Sham Ranjan Shetty: _______________