MSL 805: SERVICE OPERATIONS MANAGEMENT (July-Nov. 2017)

Course Overview and Objectives

 Operations Management is the field of study that examines the production of goods and services within an organization.  Almost all organizations have one or more departments that are concerned with operations, but often the term operations is not used. Instead, we might call these departments manufacturing, materials management, purchasing, merchandising, field service, or other names. Generally operations departments are responsible for a large portion of the assets of the firm and a large share of its employee base. Furthermore, decisions made in the operations function have a strong impact on customers and financial results, meaning that operations management affects marketing, accounting, and financial performance. Consequently, management performance in the operations departments in an organization has strong impact on the performance of other departments and on the performance of the overall organization. 

LEARNING OBJECTIVES

This course introduces the concepts and techniques related to the design, planning, control and improvement of service and manufacturing operations.  The course attempts to make the participants conversant in the language of operations management, application of quantitative and qualitative tools to analyze basic operations issues, and allows you to see the role of operations management in the overall strategy of the firm. The strategic implications of operations decisions will also be examined.  Some common tools used by operations managers; such as forecasting, production planning and control, MRP, ERP, scheduling, quality, inventory, operation scheduling, etc; will be introduced.  Such inputs help managers make decisions that have both tactical and strategic effects.  This course will also cover some of the newer topics in operations management, including just-in-time manufacturing, six sigma, and supply chain management.

To pursue the objectives of the course, both theoretical inputs and case study approach would be followed. The aim is to equip the participants to learn the basics, recent developments, and application side of Operations Management, that impact the overall performance of an organization.

Text Book  


Chase, Shankar & Jacob: Operations & Supply Chain Management, 14th Edition, McGraw Hill (2010): Indian Reprint: McGraw Hill, New Delhi
CHAPTER-1 CHAPTER-2 CHAPTER-3 CHAPTER-4 CHAPTER-5 CHAPTER-6 CHAPTER-7 CHAPTER-8 CHAPTER-9 CHAPTER-10
CHAPTER-11 CHAPTER-12 CHAPTER-13 CHAPTER-14 CHAPTER-15 CHAPTER-16 CHAPTER-17 CHAPTER-18 CHAPTER-19 CHAPTER-20
CHAPTER-21    CHAPTER-22      CHAPTER-23    CHAPTER-24   CHAPTER-25

Reference Books

-          Facility location and layout decision

 

COURSE OUTLINE

Module  I:  Operations Management Fundamentals.

-          Operations Management overview: Chapter-1

-          Operations Strategy and competitiveness

-          Product design and process selection

-          Process Analysis

Module  II:  Operations Planning

-          Aggregate planning

-     Capacity planning

-          Material Requirement Planning (MRP)

-          Enterprise Resource Planning (ERP)

Module  III:  Operations Control and Scheduling

-          Total Quality Management

-          Project Management

-          Inventory Control

-          Operations Scheduling:

-          Theory of constraints and synchronous manufacturing

Module  IV:  Recent Trends and Case Studies in Operations Management

 -          Supply chain management and e-Business 

-          Just-in-Time and Lean systems

-          Benchmarking

-          Six Sigma approach

 Module  V:  Case Studies and Applications of Operations Management

 -          Case studies in Operations Management:

-          Applications and cases in Service Operations Management

-          Operations Management issues for Indian and global manufacturing firms

-          Use of software in addressing Operations Management issues: To be covered  for Excel, and LINDO,  

Grading System:

 

Minor 1                                                                                     15%

Minor 2                                                                                     15%

Major                                                                                        30%

Case Preparation/presentation:                                                   10%

Quiz/class exercise/Attendance                                                  10%

Term Project/Research Article & Assignment:                            20%

                                                                                    =============

Total                                                                                         100%

 Attendence Policy:

(1) For attendance less than 75 Percent of Total class conducted, One Grade Down in the Final Assessment (i.e., if Your final grade is A(-), you will get B grade if in case your attendance records shows less than 75% attended classes)
(2) For attendance less than 50 Percent, you will not be allowed to sit in MAJOR EXAMINATION and "F" Grade would be awarded in the Final grade.

OPERATIONS MANAGEMENT: COURSE OUTLINE

  Tentative Schedule

SN

Session/Date

Time / venue

Topic

Additional Readings

1

Session-1

02:00-05:00PM (Room 204)

Operations Management Fundamentals: Course Overview

Click Here to Download PPT in six in one page

Read "The Goal", by Goldratt


2 Session-2 02:00-05:00PM (Room 204 Operations Management Basics, Operations Strategy and competitiveness

(1) Refer Chapter 1 and Chapter 2 of Chase et al.

(2) Refer NARAYANA HRUDAYALAYA example at the beginning of Chapter 2 and send me an email about your learning from this case ( I will cover this example in the class)

(3) Think about AIR DECCAN (KINGFISHER RED). Is it anyway near to SW Airlines strategy to cut cost?

3

  Session-3   02:00-05:00PM (Room 204

Forecasting +

 

4

  Session-4   02:00-05:00PM (Room 204

Process selection, Process Analysis,

 

5

  Session-5   02:00-05:00PM (Room 204

Conventional Inventory Control, Just-in-Time and Lean systems

(1) Class discussion on the Book Goal by Goldratt

6

  Session-6   02:00-05:00PM (Room 204

Facility location and layout (cont.)+ Case Studies & Discussions

 

7

  Session-7   02:00-05:00PM (Room 204

Total Quality Management, Maintenance and Reliability Management

 

8

  Session-8   02:00-05:00PM (Room 204

TQM (Contd.) +Service Quality

Six Sigma

 

9

  Session-9   02:00-05:00PM (Room 204

 Six Sigma (Contd.) + Benchmarking,

 

10

  Session-10   02:00-05:00PM (Room 204

 Capacity planning

 

11

  Session-11   02:00-05:00PM (Room 204

 Aggregate Production planning

 

 

12

  Session-12   02:00-05:00PM (Room 204

 Inventory Management & Supply Chain Management (SCM)

 






13

  Session-13   02:00-05:00PM (Room 204

Project Management

 

14

  Session-14   02:00-05:00PM (Room 204

Material Requirement Planning (MRP), Enterprise Resource Planning (ERP)  

 

15

  Session-15   02:00-05:00PM (Room 204

Operations Scheduling, Theory of constraints and synchronous manufacturing

Discussion & Review of Learning

 
16    

 

 

 CASE STUDIES (MOSTLY FROM THE TEXT BOOK)

1. NARAYANA HRUDAYALAYA: A TEMPLE FOR ALL WHO NEED HEART CARE;  in: Richard B. Chase, Ravi Shankar, F. Robert Jacobs, and Nicholas Aquilano: Operations & Supply Management (12th Edition: Special Indian Edition), McGraw-Hill Publishing Company Ltd, New Delhi (2010): (CHAPTER-02)

2.  OPERATIONS STRATEGY OF AIR DECCAN (KINGFISHER RED): AN EXAMPLE OF INNOVATIVE STRATEGY TO ENTER INTO A HIGHLY COMPETITIVE SECTOR; in: Richard B. Chase, Ravi Shankar, F. Robert Jacobs, and Nicholas Aquilano: Operations & Supply Management (12th Edition: Special Indian Edition), McGraw-Hill Publishing Company Ltd, New Delhi (2010): (CHAPTER-02)

3. COPING UNCERTAINTY WITH FLEXIBILITY;  in: Richard B. Chase, Ravi Shankar, F. Robert Jacobs, and Nicholas Aquilano: Operations & Supply Management (12th Edition: Special Indian Edition), McGraw-Hill Publishing Company Ltd, New Delhi (2010): (CHAPTER-02)

4. DMRC: MARVEL OF PROJECT MANAGEMENT;  in: Richard B. Chase, Ravi Shankar, F. Robert Jacobs, and Nicholas Aquilano: Operations & Supply Management (12th Edition: Special Indian Edition), McGraw-Hill Publishing Company Ltd, New Delhi (2010): (CHAPTER-03)

5. COST MANAGEMENT IN PHASE-I OF DELHI METRO PROJECT;  in: Richard B. Chase, Ravi Shankar, F. Robert Jacobs, and Nicholas Aquilano: Operations & Supply Management (12th Edition: Special Indian Edition), McGraw-Hill Publishing Company Ltd, New Delhi (2010): (CHAPTER-03)

6. TATA SWACH—AN INNOVATION FOR NEED IS AN INNOVATION INDEED;  in: Richard B. Chase, Ravi Shankar, F. Robert Jacobs, and Nicholas Aquilano: Operations & Supply Management (12th Edition: Special Indian Edition), McGraw-Hill Publishing Company Ltd, New Delhi (2010): (CHAPTER-04)

7. STRATEGIC CAPACITY MANAGEMENT AT INDIAN RAILWAYS;  in: Richard B. Chase, Ravi Shankar, F. Robert Jacobs, and Nicholas Aquilano: Operations & Supply Management (12th Edition: Special Indian Edition), McGraw-Hill Publishing Company Ltd, New Delhi (2010):  (CHAPTER-05)

8. SERVICE DESIGN FOR MOBILE BANKING, in: Richard B. Chase, Ravi Shankar, F. Robert Jacobs, and Nicholas Aquilano: Operations & Supply Management (12th Edition: Special Indian Edition), McGraw-Hill Publishing Company Ltd, New Delhi (2010);  (CHAPTER-06)

9. MUMBAI DABBAWALLAHin: Richard B. Chase, Ravi Shankar, F. Robert Jacobs, and Nicholas Aquilano: Operations & Supply Management (12th Edition: Special Indian Edition), McGraw-Hill Publishing Company Ltd, New Delhi (2010),  (CHAPTER-09)

10. QUALITY JOURNEY OF SUNDARAM CLAYTON,  in: Richard B. Chase, Ravi Shankar, F. Robert Jacobs, and Nicholas Aquilano: Operations & Supply Management (12th Edition: Special Indian Edition), McGraw-Hill Publishing Company Ltd, New Delhi (2010), (CHAPTER-09)

11. ACADEMIC EXCELLENCE MODEL OF U.P. TECHNICAL UNIVERSITY,  in: Richard B. Chase, Ravi Shankar, F. Robert Jacobs, and Nicholas Aquilano: Operations & Supply Management (12th Edition: Special Indian Edition), McGraw-Hill Publishing Company Ltd, New Delhi (2010), (CHAPTER-09)

12. COMPLEXITY OF GLOBAL SUPPLY CHAINS,  in: Richard B. Chase, Ravi Shankar, F. Robert Jacobs, and Nicholas Aquilano: Operations & Supply Management (12th Edition: Special Indian Edition), McGraw-Hill Publishing Company Ltd, New Delhi (2010); (CHAPTER-10)

13. E-CHOUPAL—TRANSFORMING RURAL INDIA,  in: Richard B. Chase, Ravi Shankar, F. Robert Jacobs, and Nicholas Aquilano: Operations & Supply Management (12th Edition: Special Indian Edition), McGraw-Hill Publishing Company Ltd, New Delhi (2010); (CHAPTER-10)

14. RELOCATION OF TATA-NANO MANUFACTURING PLANT,  in: Richard B. Chase, Ravi Shankar, F. Robert Jacobs, and Nicholas Aquilano: Operations & Supply Management (12th Edition: Special Indian Edition), McGraw-Hill Publishing Company Ltd, New Delhi (2010); (CHAPTER-11)

15. BEST PRACTICES AT LG ELECTRONICS INDIA LTD.,  in: Richard B. Chase, Ravi Shankar, F. Robert Jacobs, and Nicholas Aquilano: Operations & Supply Management (12th Edition: Special Indian Edition), McGraw-Hill Publishing Company Ltd, New Delhi (2010); (CHAPTER-12)

16. E-GOVERNMENT PROJECTS IN INDIA NEED BPR,  in: Richard B. Chase, Ravi Shankar, F. Robert Jacobs, and Nicholas Aquilano: Operations & Supply Management (12th Edition: Special Indian Edition), McGraw-Hill Publishing Company Ltd, New Delhi (2010); (CHAPTER-13)

17. ICE PROJECT OF ONGC: ONE OF THE FINEST EXAMPLES OF ERP IMPLEMENTATION,  in: Richard B. Chase, Ravi Shankar, F. Robert Jacobs, and Nicholas Aquilano: Operations & Supply Management (12th Edition: Special Indian Edition), McGraw-Hill Publishing Company Ltd, New Delhi (2010); (CHAPTER-14)

18. AGGREGATE FORECAST IMPROVES FORECASTING ACCURACY,  in: Richard B. Chase, Ravi Shankar, F. Robert Jacobs, and Nicholas Aquilano: Operations & Supply Management (12th Edition: Special Indian Edition), McGraw-Hill Publishing Company Ltd, New Delhi (2010); (CHAPTER-15)

19. ENAGARE SYSTEM IN MARUTI,  in: Richard B. Chase, Ravi Shankar, F. Robert Jacobs, and Nicholas Aquilano: Operations & Supply Management (12th Edition: Special Indian Edition), McGraw-Hill Publishing Company Ltd, New Delhi (2010); (CHAPTER-16)

20.INVENTORY MANAGEMENT AT THE ONSET OF ECONOMIC DEPRESSION IN INDIA,  in: Richard B. Chase, Ravi Shankar, F. Robert Jacobs, and Nicholas Aquilano: Operations & Supply Management (12th Edition: Special Indian Edition), McGraw-Hill Publishing Company Ltd, New Delhi; (2010; (Chapter-17).

21. NURSE SCHEDULING PROBLEM,  in: Richard B. Chase, Ravi Shankar, F. Robert Jacobs, and Nicholas Aquilano: Operations & Supply Management (12th Edition: Special Indian Edition), McGraw-Hill Publishing Company Ltd, New Delhi (2010); (Chapter-19).

22. TATA GROUP RIDES ON “THEORY OF CONSTRAINTS,  in: Richard B. Chase, Ravi Shankar, F. Robert Jacobs, and Nicholas Aquilano: Operations & Supply Management (12th Edition: Special Indian Edition), McGraw-Hill Publishing Company Ltd, New Delhi (2010); (Chapter 20)

 23. MARUTI UDYOG LTD.: A CASE STUDY OF SUPPLY CHAIN MANAGEMENT, in: David Simchi-Levi, Philip Kaminsky, Edith Simchi-Levi, and Ravi Shankar: Designing and Managing the Supply Chain: Concepts, Strategies, and Case studies (3rd Edition: Special Indian Edition), McGraw-Hill Publishing Company Ltd, New Delhi (2008) (Chapter 10)

24  AMAZING STORY OF MUMBAI DABBAWALLAH, iin: David Simchi-Levi, Philip Kaminsky, Edith Simchi-Levi, and Ravi Shankar: Designing and Managing the Supply Chain: Concepts, Strategies, and Case studies (3rd Edition: Special Indian Edition), McGraw-Hill Publishing Company Ltd, New Delhi (2008) (Chapter 14)

25. NO DAWN FOR NEW DAWN: THE NON-DIFFUSION OF AN INNOVATION, Asian Journal of Management Cases, Vol. 6(1), 2009, pp. 27-35.[Co-authors: Ashish Kumar,  Ravi Shankar and Kiran Kumar Momaya]

26  MODELING AND CASE STUDY OF REVERSE LOGISTICS FOR CONSTRUCTION AGGREGATES, International Journal of Logistics Systems and Management, Vol.6(1), 2010., pp. 39-59.[Co-authors: Sanjeev Sinha, Ravi Shankar, and Pichai Taneerananon]

27     REVERSE LOGISTICS OPERATIONS IN PAPER INDUSTRY: A CASE STUDY, Journal of Advances in Management Research, Vol. 3(II), 2006, pp. 92-96.[Co-authors: Ravi V. and Ravi Shankar]

28     JOURNEY TO IMPLEMENT TOYOTA PRODUCTION SYSTEM: A CASE STUDYJournal of Advances in Management Research, Vol. 5(1), 2008, pp. 80-88. [Co-authors: V. K. Khanna, and Ravi Shankar]

29.   WEAK CAPABILITIES OF INDIAN DAIRY CHAIN: AN EXPLORATORY CASE STUDY THROUGH SAP-LAP APPROACH, Presented by the co-author and published in proceedings, Eighth Global Conference of Global Institute of Flexible Systems Management, Stevens Institute of Technology, NJ, US (June 14-16, 2008) [Co-authors: R. Joshi, D.K. Banwet, and Ravi Shankar]

30.     AN AHP APPROACH FOR THE SELECTION OF ADVANCED MANUFACTURING SYSTEM: A CASE STUDY, International Journal of Manufacturing Research, (Inderscience) Vol. 3(4), 2008, pp 471-498.[Co-authors: Tilak Raj, Ravi Shankar, Mohd. Suhaib and Yashvir Singh]  


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