SBM-NMIMS: COURSE TEACHING PLAN

Assurance of Learning AOL Specific

Course
Code
Course Production & Operations Management
Title
Mumbai Campus : Dr. Abhinav Sharma , Dr. T. Kachwala, Dr. Ashu Sharma, Dr. Akshay
Khanzode (Course Anchor) Dr. Rose Antony, Prof. Darshan Pandya

Bengaluru Campus: Prof. Pintoo Shome

Course
Instructor Hyderabad Campus : Dr Chandrakant Wani, Prof. Kirthi
/s
Indore Campus: Dr. Akshay Joshi

Navi Mumbai Campus: Prof. Prashant Barsing

Credit 3
Value
Program FTMBA & TRIM III
me &
Trimester
Pre- N/A
requisite
CLOs – (in bracket state the PLOs to map)

CLO 1) Analyze and interpret the impact of production and operations management concepts
on productivity and competitiveness within regional and global contexts. (PLO1b)

CLO 2) Synthesize solutions for complex business issues by sequentially addressing

Learning component problems and integrating these solutions into a comprehensive strategy. (PLO2b)
Objectives
CLO 3) Apply established techniques and models adeptly to devise solutions for complex and
multifaceted problems. (PLO3b)

CLO 4) Evaluate business scenarios critically to demonstrate and enhance analytical and
reflective skills. (PLO4d)

1. Students will critically analyze and interpret how production and operations
management practices influence an organization's efficiency and its competitive
edge in a variety of contexts, ranging from local to global markets. (CLO1)
Learning 2. Students will develop the capacity to break down complex business issues into their
Outcomes component parts and synthesize these parts to formulate a comprehensive strategy,
(Must be addressing the overall complexity of business challenges. (CLO2)
connected 3. Students will apply quantitative techniques and established business models
to effectively to propose and justify solutions for complex, real-world business
Learning problems. (CLO3)
Objectives) 4. Students will engage in the critical evaluation of business scenarios using analytical
models, demonstrating and further developing their analytical and reflective
thinking skills. (CLO4)

Course Management students venturing in the domain of operations keep on looking for what and how
Descriptio exactly operations influence various business decisions. This field has evolved over a very long
n period. However, more mathematical models have been developed since the World War II.

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 Every day of the today’s technological age is pushing the limits of the traditional models of
production and operations management. This precisely puts in perspective the modern day
needs of the business which operations managers through their technical prowess can deliver
efficiently and effectively. This course will specifically prepare modern day production and
operations managers who will decisively and in an informed way handle various crucial and
critical business decisions. The course brings in a blend of variety of cases and simulation
exercises that would help students gain a demonstrable ability to use them in practical scenarios.

Specific 3 AOL CLO 1 CLO2 CLO3 CLO4

assessment Cred Instruments
methods it (*)
Test 15 Embedded 15
(Session-1 to Questions
Session-10)
Test (Session- 10 Embedded 10
11 to Session- Questions
18)
Project Work 25 Rubrics 10 10 05
Class 10
Participation
Evaluatio Final Exam 40 Embedded 10 10 10 10
n Pattern Questions

Total 100 25 20 20 25

*AOL Assessment Instruments:

 Embedded Questions: Quiz, Class Test, Midterm Examination, Final Examination

 Rubrics: Case & Article Discussion, Individual Assignment

Group Projects & Viva’s, Case Problem analysis, Oral and written
communication presentations, Role Play,
Group Presentation, Group Project etc.

Topics / Sub -topics Pedagogy adopted for

Chapter detail
Sessions class engagement
/ Article Reference / Case Studies
Learning Outcomes
session wise
Introduction to Operations Management by William Class Discussion
Operations Management; Stevenson 14e;
Leading Questions:
Purpose and Scope of Chapter:1 Pg: 2-9; 14-17; 24
Operations Management; What is operations
Asynchronous Reading: management?
Current Trends in When we talk about
Operations Management; agility as a
Agility Creates Competitive
1 Advantage concept for a general
scenario, how can
Product & Services
pandemic make a
Continuum Operations Management by William
difference to the strategic
Stevenson 14e; Pg: 26
steps?

In the current pandemic

scenario, how do you see
agility holding up?

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 LO:

Participants will be
introduced
to basic concepts of
operations
management.
Participants will get
oriented
towards the purpose of
the
operations management
in a
broad perspective with
some
real-life examples.

Competitiveness, Strategy Case: Class Discussion

and Productivity
Home Style Cookies (Page 67) Leading Questions:
Operations Strategy
Read Chapter 2 page 41- 52 What are the various
Productivity Concepts, measures through which
single factor, multi-factor Methods of improving Productivity we can assess
and total productivity productivity?
Read Chapter 2 page 53- 62
Productivity Measures in Operations Management by William Are there any drawbacks
Manufacturing associated with these
Stevenson 14e;
productivity measures?
Asynchronous Reading:
What strategies could be
Measuring Productivity: OECD deployed to ensure better
Manual productivity?

Differences between
2 strategy, tactics?

LO:

Participants will undergo

an in-depth discussion on
productivity measures
and examples through
which different measures
of productivity can be
computed.

Students shall also know

about the drawbacks
associated with each of
these productivity
measures through
asynchronous reading.

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 Process Selection for Read Chapter 6 page 244- 280 Class Discussion
better Productivity
Operations Management by William Discussion on strategic
Introduction to Process Stevenson 14e; importance of process
Selection types

Job Shop, Batch Shop, LO:

3 Repetitive Process,
Continuous Process Three primary questions
that influence process
Characteristics of Process selection.
Types.
Hybrid Process Types

Process Selection for Case: Applichem (A) (Abridged); by Class Discussion:

better Productivity Janice H. Hammond, Gary P. Pisano,
HBR Case. Product #: 694030-PDF- Leading Questions:
ENG (Aug 1993)
How do you explain the
large difference in the
performance of the four
plants making Release-
ease?

Why do some plants

appear to be much better
than others?

4 What would you do

given the current
overcapacity situation
and information provided
by the recent
productivity study?

LO:

Students will be able to

use process selection as a
tool for productivity
improvement.

Location Planning Case: Class Discussion:

5 Need for Location To be shared as a part of the course Discussion on why

Decision compendium. location decisions are
important

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 Evaluating Location Relative importance of
Alternatives (Multiple location factors in the
Methods) Type of facilities

LO:

Applying techniques to
problems for evaluating
location alternatives

Capacity Planning Simulation: Class Discussion:

Determinants Of Chapter 5: Pg 190-210 LO:

Effective Capacity
Case: To be shared as a part of the Students will be learning
6 Capacity Planning course compendium. about various aspects of
Process capacity planning and
strategy to offer plausible
Outsourcing or In-House solutions to business
Capacity Building problems.

Facility Layout for Pre-Read: Class Discussion

Product & Service
Operations Management by William Discuss Layout Problems
Application of these Stevenson 14e; as fundamental to every
layouts in services. type of Organization
Chapter 6: Pg 260
Definition of Plant Discussion on
Layout. advantages and
disadvantages of
Common reasons for
different layouts
redesign of layouts
Discuss importance of
7 Type of Layout: Line or
group technology & how
Product Layout,
Functional or Process it is a prerequisite for
Layout, Fixed Position cellular layout
(Stationery) Layout,
Combination Layout, LO:
Cellular Layout (Group
Technology). Students shall be able to
analyse the need of
design/redesigning of
layouts for efficient
utilization of space

Facility Layout for Case: Class Discussion

Product & Service
ABC Shipyard: The Facility Layout Leading Questions:
8 Type of Layout: Line or by Vijaya Dixit, Piyush Raj, Jitendra
Product Layout, R. Sharma What is the underlying
Functional or Process rationale that explains
Layout, Fixed Position why firms should

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 (Stationery) Layout, Product #: W16803-PDF-ENG segment their purchase
Combination Layout, requirements?
Cellular Layout (Group (Nov 2016)
Technology). LO:

Participants shall be able

to think and implement
various procurement
strategies into their
organizations.

Participants shall be able

to drive their decisions
keeping in mind the fluid
scenario of the business
environment (ex.
COVID-19)

Inventory Management Case Problem: Class Discussion

Effectiveness UPD Manufacturing (Page 596) Discussion on UPD

Manufacturing Case
Measures of Inventory Meaning of the term Inventory,
Control Inventory Control. Class Discussion on
inventory review systems
Categories of Inventory Reasons for Holding Inventory
9 Costs LO:
Inventory Classifications
Inventory control model Concepts of Economic
under EOQ assumptions Operations Management by William Order Quantity and other
Stevenson 14e; inventory management
models
Chapter:12 Pg: 502 to 520

Inventory control model Operations Management by William Class Discussion

under variation in demand Stevenson 14e;
LO:
Inventory Control model Chapter:12 Pg: 520 to 540
with variation in demand Concepts of various
10 and safety stock inventory control models
with rational
Periodic Review assumptions
Inventory Control model

Queueing Theory Operations Management by William Class Discussion

Stevenson 14e;
Measures of Waiting Line LO:
performance Chapter 18: Pg: 786 to 799
11
Students will be able to
Queueing Models: make use of queueing
Infinite Source theory for making
managerial decisions

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 Single Server,
Exponential Service
Time, M/M/1

Single Server, Constant

Service Time, M/D/1

Queueing Theory Operations Management by William Class Discussion

Stevenson 14e;
Multiple Servers, M/M/S LO:
Chapter 18: Pg: 799 to 810
Queueing Model- Finite Students will be able to
12 Source apply some of the
advanced queueing
models to business
situations

Simulation Introduction to Management Science Class Discussion

by Anderson etal. (2015);
Inventory Simulation LO:
Chapter 12: Pg: 799 to 810
13 Queueing Simulation Students will be able to
understand the power of
simulation in making
business decisions.

Project Management Operations Management by William Class Discussion

Stevenson 14e;
AON/ AOA Network LO:
Diagrams Chapter 17: Pg: 732 to 740
Students will know the
Critical Path Method basics of project
management.

They will get to know

14
how certain methods
help managers visualize
their complete set of
activities and enables
them in making efficient
and informed decisions
about their projects.

Project Management Operations Management by William Class Discussion

Stevenson 14e;
Compressing Project LO:
15 Completion Time Chapter 17: Pg: 745 to 760
Students will know the
Cost-Time Trade Off techniques on how they
can manage their projects

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 in face of time crunch
and customer
requirements.

PERT with a case study Case: Class Discussion

Probabilistic Estimation To be shared as a part of the course LO:

of Project Completion compendium.
(Normal Distribution) Students will be exposed
16 to a case study where
they will apply the tools
and techniques, they
learnt in the previous
sessions on Project
Management

Management of Quality Operations Management by William Class Discussion

for Product & Services Stevenson 14e;
LO:
Product Quality Chapter:09 Pg: 378 - 440
Exposure to the concept
17 Service Quality of quality management
and its importance in
achieving competitive
advantage while making
business decisions.

Techniques for Aggregate Operations Management by William Class Discussion

Planning Stevenson 14e;
LO:
Trial-and-Error Chapter 16: Pg: 692 - 700
Techniques Using Graphs Aggregate planning
and Spreadsheets leverages both trial-and-
error and mathematical
Mathematical Techniques
techniques to optimize
18 production and inventory
Aggregate Planning in
levels. Students will
Services understand how to apply
these techniques using
graphs, spreadsheets, and
mathematical models to
gain strategic benefits in
operations management

19 Group Project
Presentations

20 Group Project
Presentations

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 Reading List Textbooks:
and
References [1] Stevenson, W. J. (2020). Operations management (14th Edition). McGraw Hill.

(must be Reference Books:

comprehensive
and complete th
with all [1] Anderson et al. (2021). An introduction to management science. (14 edition). Cengage
details.) Learning

[2] Jacobs, F. R., & Chase, R. B. (2018). Operations and supply chain management. McGraw-
Hill.

Prepared by Faculty Team Area & Program chairpersons

Dr. Akshay G Khanzode; Dr. Abhinav Kumar Dr. Manisha Sharma & Dr. Madhavi Gokhale
Sharma; Dr. Rose Antony; Dr. Ashu Sharma; Prof.
Darshan Pandya; Dr. Tohid Kachwala

Approved by Associate Deans Approved by Dean SBM

Sticker for date of receipt and attachments, rubric and project guidelines

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