Operations management concerns the planning, analysis, design, control, and management of the processes that transform inputs (in the form of people, equipment, facilities, materials, etc.), into products and services desired by the customers. Under Today’s global environment, the efficient design and management of the transformation processes that utilize these resources is important to developing and maintaining a competitive advantage.

This is an introductory operations management course, which was specially crafted for the MBA program at the Hebei University of Technology, China. The course will provide students with a comprehensive understanding on (1) the analysis and management of production/service systems, (2) the relationship and integration among operations and other functional areas inside an organization, (3) strategic operations management for competitive advantages, and (4) emerging technologies for operations management. Major topics to be covered include:

• Assessment of Current Environment and Problems
• Operations Management Framework
• Operational Strategy for Competitive Advantages
• Managing Cost Advantage
• Managing Quality Advantage
• Time-based Competition
• Managing Flexibility Advantage
• Product/Process Innovation
• Production/Marketing Integration
• Emerging Technologies
• Future Trends

A major component of the course will be a team-based project, focusing on the critical analysis of selected components in a production/service system that your team has chosen in advanced. Examples form both manufacturing and service organizations will be used to illustrate the concepts, techniques, and management of operations. Case studies and video clips will be used to show case the best operational practice.

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• Stevenson, W. J., Production and Operations Management, 6th Edition, McGraw-Hill, 1999. (S)
• Denzler, D. R., An Introduction to Operations Management: A Value Driven Approach, Value Express, CA. http://www.clubpom.com/myPOM.html (Shell).
• Irwin/McGraw-Hill, Video Clip Library in Operations Management. (Videos). Click "Here" to see the list and description.

1. Berry, W. L., Hill, T., and Klompmaker, J. E., “Aligning Marketing and Manufacturing Strategies with the Market,” Int. J. of Prod. Res., Vol. 37, No. 16 (1999), pp. 3599-3618. (BHK).
2. Bounds, G., “Toyota Supplier Development,” in Bounds, G., Cases in Quality, Irwin, 1996, pp. 3-25. (Toyota – Case).
3. Bounds, G., “Cadillac Simultaneous Engineering,” in Bounds, G., Cases in Quality, Irwin, 1996, pp. 143-169. (Cadillac – Case).
4. Chu, C. H., “The Pervasive Elements of Total Quality Control,” Industrial Management, September/October 1988. (CH).
5. Chu, C. H. and Tsai, M., “A comparison of three array-based clustering techniques for manufacturing cell formation,” Int. J. of Prod. Res., 1990, Vol. 28, No. 8, 1417-1433. (CT).
6. Kahn, K. B. and Mentzer, J. T., “Marketing Integration with Other Departments,” Journal of Business Research, Vol. 42 (1998), pp. 53-62. ( KM).
7. Olorunniwo, F. O. and Udo, G. J., “Cell Design Practices in U.S. Manufacturing Firms,” Production and Inventory management Journal, Third Quarter (1996), pp. 37-33. (OU).
8. Rickard, N. E., “XEROX Puts The Customer First: A Powerful Competitive Strategy,” in Bounds, G., Cases in Quality, Irwin, 1996, pp. 250-263. (Xerox – Case).

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• Three hands-on practices will be assigned and graded. These exercises are team-based and need to find real world examples of applying operations management concepts, principles, and techniques to practice. You are encouraged to take picture of the actual examples (with permission of the owner or manager of the organization) for illustration and discussion. A report needs to be submitted from each team. Peer evaluation will be used to assess the contribution of each individual. All exercises need to be professionally prepared and written.

• A team-based project is required for the course. Details of the project will be announced in class later.

• Question and class participation are encouraged and will be taken into consideration in the final grade.

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Here is a selected list of web pages/sites related to Operations Management.

1. Dr. Chu’s World Class Manufacturing Page. net1.ist.psu.edu/chu/wcmm.htm.
2. Dr. Chu’s 5S Page. net1.ist.psu.edu/chu/wcm/5s/5s.htm.
3. Dr. Chu’s Visual Control Page. net1.ist.psu.edu/chu/wcm/vc/vc.htm.
4. Dr. Chu’s Setup Reduction Page. net1.ist.psu.edu/chu/wcm/smed.htm.
5. Dr. Chu’s Supply Chain Management Resources. net1.ist.psu.edu/chu/course/scm.htm.
6. Dr. Grout’s Poka-Yoke Page. campbell.berry.edu/pokayoke/.
7. Crazy About Constraints (Theory of Constraints). www.rogo.com/cac/.
8. Juran Institute. www.juran.com/
9. Continuous Quality Improvement at Clemson University. deming.eng.clemson.edu/.
10. ISO-Easy. www.isoeasy.org/.
11. Operations Management Center Page. www.mhhe.com/business/opsci/pom/

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This schedule is tentative and will be revised continuously, especially on the availability of class lecture notes. Please check back periodically. A password and an Adobe Acrobat Reader is required to read the class notes. If your computer doesn't have one installed, click here to download a free copy and install it. At current moment, only MS Internet Explorer can properly read and secured page.

Session	Topics	Reading/Notes	Videos/Practice
1 (5/23)	State-of-the-Art Review Current Environment and Problems Operations Management Systems Team Project Discussion	Syllabus; Overview Assessment S1; POM Project	MP; SS BP
2 (5/23)	Operations Strategy for Advantages Conceptual Revolution	S2 Concept; Strategy	VD
3 (5/24)	Managing Cost Advantage Lean Production Waste Elimination	Lean Waste	LP; OM; SU
4 (5/24)	5S/Visual Control Toyoda Case Study	5S; VC Toyota	Practice 1
5 (5/27)	Managing Quality Advantage Total Quality Management (TQM) Statistical Quality Control (SPC)	CH; S9; S11; TQM S10; SPC	MQ; DQ SPC
6 (5/27)	Quality Function Deployment Poka Yoke – Foolproof	QFD Poka	QD Practice 2
7 (5/28)	Time-Based Competition Just-in-time production SMED Setup Reduction	JIT; S15 Setup; SMED; S7 (174-177)	JI; TS SU
8 (5/29)	Managing Flexibility Advantage GT/Cellular Manufacturing CF / U Line Design	OU; CM; S6 (144-146) CT; S6 (142-144); CF_Ex	Practice 3
9 (5/29)	Products/Processes Innovation Xerox Case Study	S4 Xerox
10 (6/3)	Production/Marketing Integration Simultaneous Engineering Business Process Reengineering	KM; BHK PPI Shell4; Shell5 (1-9); BPR	TPD RE
11 (6/4)	Emerging Technologies I MRP/ERP	MRP; S14; ERP
12 (6/4)	TOC Cadillac Case Study	TOC; TOC_Ex Cadillac
13 (6/5)	Emerging Technologies II Supply Chain Management Environmental Issues	SCM; S16 ERONote; ECM
14 (6/5)	Team Project Presentation	(6 Teams)
15 (6/6)	Team Project Presentation	(6 Teams)	Project Due

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