BA1641IU VNU – International University

Production and Operations Management School of Business

THE INTERNATIONAL UNIVERSITY

VNU-HCM

SCHOOL OF BUSINESS

BA164IU

Production and Operations

Management

February 2022

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BA1641IU VNU – International University
Production and Operations Management School of Business

COURSE GUIDELINE

CONTENT
1. COURSE STAFF.........................................................................................................3
2. INFORMATION ABOUT THE COURSE.................................................................3
2.1. Teaching Time and Location...............................................................................3
2.1. Units of Credit.....................................................................................................3
2.2. Prerequisite and Parallel courses.........................................................................3
2.3. Relationship of this course to other course offerings..........................................3
2.4. Learning and Teaching Approach.......................................................................3
3. COURSE OBJECTIVES AND OUTCOMES............................................................4
3.1. Course objectives.................................................................................................4
3.2. Student learning and outcomes............................................................................4
3.3. Teaching Strategies..............................................................................................5
4. STUDENT RESPONSIBILITIES AND CONDUCT.................................................5
4.1. Workload.............................................................................................................5
4.2. Attendance...........................................................................................................5
4.3. General Conduct and Behavior............................................................................5
4.4. Keeping informed................................................................................................6
5. LEARNING ASSESSMENT......................................................................................6
5.1. Assignment Submission Procedure.....................................................................7
5.2. Late submission...................................................................................................7
6. ACADEMIC HONESTY AND PLAGIARISM *......................................................7
7. STUDENT RESOURCES...........................................................................................8
8. COURSE SCHEDULE..............................................................................................10

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BA1641IU VNU – International University
Production and Operations Management School of Business

1. COURSE STAFF
Lecturer: Truong Quang Duoc, PhD
Room: A1.308
Phone: 0903848200
Email: duoctq@hcmiu.edu.vn
Consulting Time: by appointment

Tutor: Tran Thi Khanh Linh

Room: A1.308
Phone: 0972279448
Email: khanhlinh23092309@gmail.com
Consulting Time: by appointment

2. INFORMATION ABOUT THE COURSE

2.1. Teaching Time and Venue:
Tuesday Morning: 8:00-10:30 AM Tuesday Afternoon: 13:15-15:45 AM
Ms Team Ms Team
2.1. Units of Credit
UOC value for the course: 3

2.2. Prerequisite and Parallel courses

Prerequisite: None
Parallel: None

2.3. Relationship of this course to other course offerings

BA164IU– Production and Operations Management which is to present a broad
introduction to the field of operations in a realistic, practical manner includes a blend of
topics from accounting, industrial engineering, management, management science, and
statistics. Therefore, the students will have a better understanding of the role of
operations in different functional departments of a firm. In that connection, other
foundation courses such as Management, Accounting, Marketing, Human Resource
Management and some specialized course (Project Management, Quality Management)
are also very useful in term of supporting to this course.

2.4. Learning and Teaching Approach

Active teaching approach is applied in this course. In addition to traditional lectures,
highly interactive activities such as class discussion, group presentation, role play, and
game are followed in classes. A fieldtrip to a manufacturing company will be conducted

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Production and Operations Management School of Business

for students to learn from practice, analyze the related operations issues and write a
fieldtrip report.

Problem-based learning approach is also applied. Students will work in groups discussing
case studies or questions related to the taught theories and concepts. This will help them
remember the theories better, learn the theories in more depth and apply analytical skills
in real situations.

Active learning is required for the students. Students must read materials before class.
The learning materials are uploaded in Blackboard one week prior to class so that
students may log in to download them. Using Blackboard, students can set up a forum in
it, discussing course topics with the lecturer and other students.

Interactive learning approach requires students to actively participate in any class

activities. They must be prepared to be called in to demonstrate their solutions to in-class
exercises and homework, contribute their ideas when asked, actively listening to other
group presentations and raise questions or make comments. To be passive in learning will
negatively influence their participation score.

3. COURSE OBJECTIVES AND OUTCOMES

3.1. Course objectives
 To understand the role of operations management in the overall business strategy
of organization
 To identify and explain how operations manager make decisions which are related
to operation management, such as: Product design, location planning, scheduling,
inventory management…
 To understand how operations management related to other functional areas in an
organization such as: marketing, finance /accounting and personnel
 To gain the knowledge and skills to maintain the competitive advantage for an
organization by improving better productivity, reducing cost, responding more
quickly to the demand and providing better quality

3.2. Student learning and outcomes

After completing the course, students should be able to:
 LO1: Having overall perspective of Operations management within the context of
organization
 LO2: Greater understanding of the details of the quantitative techniques which
will able to support the Operations Manager in making his or her decisions in
realistic situations.
 LO3: Having ability to identify real problems/ factors which affect on the
organizations and develop their recommendations
 LO4: to synthesize information to make strategic decisions for competitive
advantage

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BA1641IU VNU – International University
Production and Operations Management School of Business

 LO5: to apply analytical and quantitative techniques to support an operations

manager in making tactical and operational decisions in realistic situations.
 LO6: to evaluate work processes

3.3. Program learning outcomes

Program Expected Learning Outcomes Course Learning

Outcomes
Business Knowledge  

a1. Students possess extended, updated knowledge about business LO1; LO2; LO3;
management which is based on the platform of the knowledge that
has been taught at the undergraduate level: knowledge of marketing
management. statistics in business, business finance, accounting,
strategic management, international business management, human
resource management, supply chain management, management
information system, production and operation management,
economics and organizational behavior.
a2. Students gain knowledge of scientific research methods to LO1; LO2; LO3;
become capable researchers in Business Administration field. With
the acquired knowledge, they can continue to learn Doctoral
program in Business Administration.

a3. Students have deep knowledge about current economic issues LO1; LO2; LO3;
in Vietnam as well as in the world economy. They understand
micro and macro environmental factors that can affect company
business performance and success. They know about various
models used to analyze strength, weakness, threats and
opportunities for strategic planning and forecasting purpose.
Skills  
b1. Students master up-to-date scientific research methods and LO4, LO5, LO6
tools in the field of economics and management. They can
recognize practical business problems, do researches and propose
measures to solve the problems.
b2. Students acquire skills of critical thinking, analyzing, LO4, LO5, LO6
researching, evaluating, comparing, synthesizing, which they can
use to find out and solve business problems and make relevant
business decisions. The students master communication skills and
social skills, which help them work successfully in an international
multicultural environment.
Abilities  
c1. Students are able to take management positions of all levels at LO4, LO5, LO6
domestic and foreign companies in various sectors of an economy.
They can perform well management functions of planning,

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Production and Operations Management School of Business

organizing, coordinating, motivating, leading, and controlling.

They are able to make appropriate decisions in fast changing
market conditions. They are able to design and develop strategic
plans and policies for companies.
Virtue  
d1.Students possess professional ethics, moral, and proper LO1, LO3
understanding of integrity, responsibility, accountability. Students
are aware of unethical and illegal behavior and actions. They stand
against bribery and corruption.
Language and computer skills  
e1. Students master English skills that they use effectively in an LO1, LO2, LO3,
international working environment. They can work well with LO4, LO5, LO6
foreign partners and colleagues. They can use English well in
negotiation and networking, communication and reporting.

e2. Students have good computer skills they can use for their LO2
management purpose. They can use some computer software to do
research, process data and perform statistical analysis.

3.4. Teaching Strategies

The teaching and learning approach in this course is highly inter-active, requiring student
participation and contribution. The lecture notes will be given at least one week before so
that the students have the time enough to preview the materials and to concentrate on
listening, critical thinking and raising question during the lecture. This will help students
to interact with the lecturer during the classroom. The sessions for presentations and
discussions comprise company case studies as well as some video clips, which help the
students to see some main concepts are applied in the real international business context.
Students will make presentations on the selected operations management topics and
discuss with their classmates

The general format of classes in this course will be as follows (with some variations)
- Lecture (3.0 hours): theories and conceptual framework, discussions and group
presentations, Video clip
- Tutorial (1.0 hours) - Optional: case studies, group discussion, exercises and
assignments

4. STUDENT RESPONSIBILITIES AND CONDUCT

4.1. Workload
It is expected that you will spend at least 6 hours per week studying this course. This
time should be made up of reading, working on exercises and problem, group assignment

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Production and Operations Management School of Business

and attending class lectures and tutorials. In periods where you need to complete
assignment or prepare for examinations, the workload may be greater.

4.2. Attendance
Your regular and punctual attendance at lectures and related seminar (if any) is expected
in this course. University regulations indicate that if students attend less than 80% of
scheduled classes they may be refused final assessment. Exemptions may only be made
on medical grounds.

Regular attendance is essential for successful performance and learning in this course,
particular in view of the interactive teaching and learning approach adopted. Please
inform your lecture if you are unable to attend the class, and arrange for a classmate to
collect any handouts.

4.3. General Conduct and Behavior

You are expected to conduct yourself with considerable and respect for the needs of your
fellow students and teaching staff. Conduct that unduly disrupts or interferes with a class,
such as ringing, or talking on mobile phones, or chatting on internet, is nor acceptable
and students may be asked to leave the class.

4.4. Keeping informed

You should take note of all announcements made in lectures, tutorials or on the course
website. From time to time, the University will send important announcements to your
through website, course website and/ or Announcement Board (of School of Business
and/ or Academic Affair) without providing you with a paper copy. You will be deemed
to have received this information.

4.5 Special Consideration

Request for special consideration (for final examination only) must be made to the Office
of Academic Affairs within one week after the examination. General policy and
information on special consideration can be found at the Office of Academic Affairs.

5. LEARNING ASSESSMENT
5.1 Formal Requirements
In order to pass this course, the students must:
 achieve a composite mark of at least 50; and
 make a satisfactory attempt at all assessment tasks (see below).

5.2 Assessment Details

Tasks Mark
1. Class participation + Group Homework 10%

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Production and Operations Management School of Business

2. Presentations (3 times/group; 8 groups) 10%

3. Field trip/ in class assignment 10%
4. Mid-term Test 30%
5. Final Test 40%
TOTAL 100%

A. Presentations (10%): 20 – 45 minutes.

1. PowerPoint: 30%
a. Structure and content: 20%
b. Skills and effects: 10%
2. English: 20%
a. Language expression: 15% (pronounce clearly and accurately,
intonation, oral expression and presentation skills)
b. Body language: 05%
3. Information: 50%
- Students needs to provide correct information.

B. Field trip (10%): Individual assignment. The name of company will be confirmed
Assignment in class 120’ will be taken in the case that the School can not arrange the
field trip because of the pandemic Covid.

C. Mid-term Exam (30%)

The midterm exam will be in the form of open questions, problems. This is open-book
exam.

D. Final Exam (40%)

The final exam will be in the form of open questions, problems. This is open-book exam.

Grading
The letter grade will be followed by the University suggested rule:
90-100: A+, 80-90: A, 70 – 80: B+, 65 – 70: B, 55 – 65: C+, 50 – 55: C, 30 - <50: D+,
10 - <30: D

5.1. Assignment Submission Procedure

It is essential that you submit all your assignment tasks on time via the appropriate
procedures. Make sure that you:
 Attach a copy of the Assignment Cover Sheet to your assignment.
 Make the copy of the assignment for safe keeping
 Use Blackboard to submit your assignments (detailed information to be provided).

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Production and Operations Management School of Business

5.2. Late submission

Request for late submission of assignments or absent in the session that your group will
present must be made in writing to the course lecturer. Extensions will be granted on
medical grounds only, or on compassionate grounds under special circumstances.
Medical certificates or other supporting documents may be required. Late submissions
may incur a penalty of 5% of the assignment mark per day.

6. ACADEMIC HONESTY AND PLAGIARISM *

The University regards plagiarism as a form of academic misconduct, and has very strict
rules regarding plagiarism.

Plagiarism is the presentation of the thoughts or work of another as one’s own. Examples
include:
- direct duplication of the thoughts or work of another, including by copying work,
or knowingly permitting it to be copied. This includes copying material. Ideas or
concepts from a book, article, report or other written document (whether
published or unpublished), composition, artwork, design, drawing, circuitry,
computer program or software, web site, Internet, other electronic resource, or
another person’s assignment without appropriate acknowledgement;
- paraphrasing another person’s work with very minor changes keeping the
meaning, form and/ or progression of ideas of the original;
- piecing together sections of the work of others into a new whole;
- presenting an assessment item as independent work when it has been produced in
whole or part in collusion with other people, for example, another student or a
tutor;

The inclusion of the thoughts or work of another with attribution appropriate to the
academic discipline does not amount to plagiarism.

Students are also reminded that careful time management is an important part of study
and one of the identified causes of plagiarism is poor time management. Students should
allow sufficient time for research, drafting and the proper referencing of sources in
preparing all assessment items.

7. STUDENT RESOURCES
The following textbook and references are essential for the course.

Textbook:
Jay Heizer and Barry Render (2020), Operations Management. 13th Edition (Global
Edition), Prentice Hall.

References:

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Production and Operations Management School of Business

Wright, J. N., & Race, P. (2014). The management of service operations. Cengage

Learning EMEA.
Russell and Taylor (2009), Operations Management- Creating Value Along The Supply
Chain, Six Edition, John Wiley & Sons. (R&T)

Additional materials provided in Blackboard

The lecturer will attempt to make lecture notes and additional reading available on
Blackboard. However this is not an automatic entitlement for students doing this subject.
Note that this is not a distance learning course, and you are expected to attend lectures
and take notes. This way, you will get the additional benefit of class interaction and
demonstration.

Recommended Internet Resources

Internet resources related to the chapter materials are provided in the text books

Recommended Journals
International Journal of Operations and Production Management
International Journal of Logistics Management
Harvard Case Studies can be accessed via:
http// harvardbusinessoneline.hbsp.harvard.edu

Other Resources, Support and Information

Additional learning assistance is available for students in this course and will be made
available in Blackboard. Academic journal articles are available through connections via
the VNU – Central Library. Recommended articles will be duly informed to the students.

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Production and Operations Management
8. COURSE SCHEDULE
Session Topic
1 Introduction
Operations and Productivity
What is Operations Management
Organizing to produce goods and
services
Why study OM
What operations managers do
Operations in the service sector
Exciting new trends in Operations
Managements
Issues in Operations strategy
Global Operations Strategy
Options
Productivity
LECTURING
VNU – International University
School of Business
Teaching and Learning Activities Specific Objectives Learning Outcomes Required Readings
Homework Problems
 Introduce the course, syllabus Read Chapter 1
and policies  Understand the fundamental LO1, LO2, LO3
concepts of operations Read Chapter 2
management
Group discussion: In class exercises
 Groups break out and discuss
Textbook Case: 30 min Homework problems:
 Group presentation: 30 min 1.2, 1.4, 1.5, 1.8, 1.14;
Delegating Groups to the
presentations
Lecture and demonstration:
 Demonstrate calculation of
productivity (lecture)  Define operations
 Productivity exercise in class management
(individual work)
 Wrap-up  Explain the importance and
meaning of related
operations management
concepts
 Identify variables in
increasing productivity
 Compute single-factor and
multi-factor productivity
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Production and Operations Management
2 Operations strategy in global
environment
A global view of Operations
Developing missions and
strategies
Achieving competitive advantage
thru Operations
3 Product Design
Goods and services selection
Generating new product
Product development
Issues for product design
Defining product
Documents for production
Service design
VNU – International University
School of Business
 Review productivity (15 mins): LO1, LO2, LO3 Read Chapter 2 again
Rapid Review; Homework  Define missions and
solving strategies Homework problems:
Presentation 1-1 (P. 66 to P. 73):  Identify and explain three 2.2, 2.4, 2.5, 2.8
strategic approaches to
Presentation 2-1 (P. 74 to P.84): competitive advantages Read Chapter 5
 Identify and explain the 10
 Lecture (combined with Q&A, decisions of operations
brainstorming, and activity after management
every 15 min): 60 min  Identify and explain four
 Q&A and queries: 15 min global operations strategy
options
 Solved problems  Decision Table
 Review global operations  Build a house of quality LO1, LO2, LO3 Read Chapter 5 again
strategy. Reasons why  Describe how products and
corporations go global? 15 min services are defined
Homework problems:
Presentation 3-1 (p.192 to p. 205): 5.1, 5.2, 5.3, 5.4, 5.7, 5.13
Presentation 4-1 (p. 206 to p. 214):
 Apply decision trees to
 Lecture (combined with Q&A, make/buy decision Read Chapter 6
brainstorming, and activity after
every 15 min): 60 min
 Q&A and queries: 15 min
 Quiz/case discussion
 Wrap up
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Production and Operations Management School of Business

4 Managing Quality
Quality and Strategy
Defining Quality
International Quality Standards
Total Quality Management
Tools of TQM
The Role of Inspection
TQM in services
 Lecture (combined with Q&A, LO1, LO2, LO3 Read Chapter 6 again
brainstorming, and activity after Homework problems:
every 15 min): 60 min  Define Quality and TQM 6.1, 6.2, 6.6, 6.8, 6.11,
Presentation 5-1 (p. 244 to p.254):  Explain concepts of TQM (6.12), 6.16
including six sigma
Presentation 6-1 (p. 254 to p.262):  Explain the use of 7 tools of Read Chapter 7
quality management

5 Process Strategy
Four process strategies
Process Analysis and design
Service process design
Production Technology
Process Decision
 Review Managing Quality: 15  Describe four production LO1, LO2, LO3 Read Chapter 7 again
min process
Presentation 7-1 (p.308 to p.318):  Identify recent advances in Homework problems:
production technology 7.1, 7.3, 7.5, 7.9, 7.11,7.12
Presentation 8 -1 (p. 319 to p.326)  Use tools of process
analysis
 Lecture (combined with Q&A,
brainstorming, and activity after  Analyze and apply Read Supplement 7
every 15 min): 60 min crossover points for
 Q&A and queries: 15 min processes

6 Capacity Planning
Capacity
Capacity planning
Break-even analysis
Applying decision trees to capacity
decisions
Strategy –driven investments
 Review Process Strategy: 15  Apply quantitative
min techniques including
Presentation 1-2 (p. 335 to p. 342): breakeven analysis, net
present value in solving
Presentation 2-2 (p. 343 to p. 350) problems
 Define capacity and
utilization
LO1, LO2, LO3 Read Supplement 7 again
Homework problems:
S7.1, S7.5, S7.11, S7.12,
S7.15, S7.17, S7.20
Read Chapter 8

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Production and Operations Management
7 Location Strategies
The strategic importance of
location
Factors that effect location
decisions
Methods of evaluating location
alternatives
Service location strategy
8 Layout decisions
The strategic importance of layout
decisions
Types of layout
Fixed-position layout
Process-oriented layout
Office layout
Retail layout
Warehousing and storage layouts
Repetitive and product –oriented
layout
Review Midterm
9 Midterm Exam
TBC
10 Supply Chain Management
The strategic importance of the
VNU – International University
 Lecture (combined with Q&A,
brainstorming, and activity after
every 15 min): 60 min
Presentation 3-2 (p. 364 to p. 371):
Presentation 4-2 (p. 372 to p. 377):
 Q&A and queries: 15 min
Presentation 5-2 (p. 394 to p. 400):
Presentation 6-2 (p. 400 to p. 414):
 Lecture (combined with Q&A,
brainstorming, and activity after
every 15 min): 60 min
 Q&A and queries: 15 min
 Review: 15 min
School of Business
LO1, LO2, LO3
 Use center-of-gravity and Read Chapter 8 again
factor-rating method in
location decision Read Chapter 9
Homework
I. Essay: 1) In the case that you
want to open new business,
what is your decision in
identifying the location of your
business. Explain your
decision.
2) Choose one multinational
company doing business in VN
and give reasons why they
choose the location for their
business.
II. Six Problems:
8.1, 8.6, 8.8, 8.14, 8.16, 8.25
LO1, LO2, LO3
 Explain a good layout for Read Chapter 9 again
fixed-position, process-
oriented, office, retail and
warehousing layout Homework problems:
 Explain how to balance a 9.5, 9.9,9.11, 9.15, 9.16,9.17
repetitive or product-
oriented line for Read Chapter 11
efficiency
LO1, LO2, LO3 Read Chapter 11 again
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Production and Operations Management
supply chain
Supply-chain economics
Supply-chain strategies
Logistic management
11 Managing Inventory
Function of inventory
Inventory management
Inventory models
Inventory models for independent
demand
13 Material Requirement Planning &
Enterprise Resource Planning -
MRP and ERP
Dependent Inventory model
requirements
MRP structure
MRP management
Lot-sizing techniques
Extension of MRP
Assignment in class 60’
14 (Chap12 &Chap14)
Short term Scheduling
VNU – International University
School of Business
Presentation 7-2 (p. 468 to p. 478):  Explain strategic Homework problems
importance of the supply 11.1, 11.2, 11.4, 11.5, 11.6
Presentation 8-2 (p. 478 to p. 488): chain
Read Chapter 12
 Review: 15 min Explain and use models LO1, LO2, LO3 Read Chapter 12 again
for managing inventory
Presentation 1-3 (p. 512 to p. 527) with independent Homework problems
demand including EOQ, 12.3, 12.6, 12.13, 12.19, 12.24
Presentation 2-3 (p. 528 to p. 538) POQ and quantity
 Lecture (combined with Q&A, discount Read Chapter 14
brainstorming, and activity after
every 15 min): 60 min
 Q & A and queries: 15 min
 Review: 15 min  Build material LO1, LO2, LO3 Read Chapter 14 again and
requirement plan (MRP) Chapter 15
Presentation 3-3 (p. 590 to p. 599): using lot-sizing technique
 Understand expansion of Homework problems:
Presentation 4-3 (p. 599 to p. 611): MRP and ERP 14.1, 14.3, 14.10, 14.11, 14.17,
14.18
 Lecture (combined with Q&A,
brainstorming, and activity after
every 15 min): 60 min
 Q&A and queries: 15 min
 Explain the relationship LO1, LO2, LO3 Read Chapter 15 again
between short-term
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Production and Operations Management School of Business

The strategic importance of
scheduling
Scheduling issues
Scheduling process-focused
facilities
Loading jobs
Sequencing jobs
Finite capacity scheduling (FCS)
Scheduling repetitive facilities
Scheduling service
Presentation 5-3 (p. 626 to p. 632): scheduling, capacity
planning and master plan Homework problems
Presentation 6-3 (p. 632 to p. 645):  Apply assignment 15.2, 15.5, 15.7, 15.8, 15.12,
methods 15.17
 Lecture (combined with Q&A,  Use priority rules
brainstorming, and activity after  Apply Johnson’s rule Read Chapter 10
every 15 min): 60 min
 Q&A and queries: 15 min

16 Job Design and Work  Review: 15 min  Identify major issues in LO1, LO2, LO3 Read Chapter 10 again
Measurement Presentation 7-3 (p. 434 to p. 441): designing jobs and
Human resource strategy for managing labor Homework problems
competitive advantage Presentation 8-3 (p. 442 to p. 455)  Identify ergonomic and 10.1, 10.4, 10.6, 10.7, 10.9
Labor planning  Lecture (combined with Q&A, work environment issues
Job design brainstorming, and activity after
The visual workplace every 15 min): 60 min Use the tools of methods
Labor standards and work  Q&A and queries: 15 min analyis
measurement
Time studies
Predetermined time standards
Work sampling

17 Back up and Review for

Final Exam
Final Examination LO1, LO2, LO3, LO4,
LO5, LO6
1
The syllabus is prepared following the format provided by the School of Business, International University - VNU, with kind permission.

1*
Used with kind permission from the University of New South Wales

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