Operations management is the strategic, tactical, and operational running of systems or processes that create goods and/or provide services, along with how they interface with other functions of the organization. The specific critical roles of an operations manager include forecasting, product and service design, facility location and layout, inventory and capacity management, scheduling, and quality management.
In MGT 713 Operations Management, you’ll explore a variety of key functions that support the operations manager, such as task and work flow analysis, manpower and project management, quality control processes and procedures, and supply chain management.
Coursework is designed for problem analysis and solution application. Here are examples of some assignments you may complete as part of MGT 713 Operations Management.
- Write papers that analyze the operations management issues and possible outcomes of specific case studies.
- Complete discussion assignments by responding to prompts and posting in the class discussion forum.
- Create a group final project presentation using PowerPoint and MediaSpace that includes an introduction, analysis, and resolution of a specific operations management issue within one of five provided case studies.
Each week of this course focuses on a different theme. Your textbook readings, discussion forums, case analyses, selected chapter problems, and short-essay papers will align with the week’s theme as well as its primary objectives. Weekly themes and course material are subject to change based on professor.
Week 1 – Introduction to Operations Management, Competitiveness, Strategy, and Productivity
During the introduction week, you’ll explore the function of operations management as the overall competitiveness and strategy of the organization in providing goods and services to end consumers. You’ll learn to:
- Understand the historical evolution of operations management.
- Differentiate between productivity and efficiency.
- Explain the types of models used by businesses and their practical application(s).
- Define the various quality and time related strategies.
- Outline the Five Principles of Thinking Ethically (Markkula Center for Applied Ethics at Santa Clara).
- Illustrate the role of supply chains.
- Separate the differences of strategies and tactics.
- Apply calculations using selected tools for computing micro and macro productivity.
Week 2 – Management of Quality and Quality Control
In week two you will focus on the management of quality, quality control improvement initiatives, and ways to measure quality. You’ll learn to:
- Interpret statistical process control (SPC) charts.
- Identify error types.
- Understand how to measure process capability and the limitations of process capability indexes.
- Use and explain both mean and range charts.
- Illustrate the limitations of inspection as an element of quality control.
- Express the criticisms of total quality management (TQM).
- Define six sigma.
- Explain the contributors to modern quality management of some key individuals.
- Describe cause and effect diagrams.
- Apply calculations using selected quality control and/or process capability tools.
Week 3 – Forecasting and Strategic Planning for Products and Services
Throughout week three, you’ll examine forecasting and the host of qualitative and quantitative tools used to forecast demand. You’ll learn to:
- Understand exponential smoothing.
- Explain the difference between design and effective capacity.
- Define decision theory.
- Comprehend the implications of Moore's Law relating to capacity planning.
- Examine forecast errors.
- Use seasonal relatives to fine-tune forecasts.
- Explore forecasts based on time-series data.
- Outline the concept of diffusion.
- Express the limitations of qualitative forecasts.
- Apply calculations using selected forecasting and capacity planning tools.
Week 4 – Location Planning and Analysis and Project Management
During the midpoint of the course, you’ll address the many facets of location planning and analysis, as well as project management in today’s technologically-advanced, global economy. You’ll learn to:
- Explain how location decisions impact the supply chain.
- Know the competing objectives of location decisions.
- Define the drivers and objectives of global operations.
- Use GIS to facilitate or aid location analysis.
- Identify the phases of project lifecycle.
- Explore the key decisions associated with assembling a team to tackle a project.
- Outline the role of project champion within an organization.
- Understand the application of both PERT and CPM.
- Determine probabilistic time estimates.
Week 5 – Product and Service Design, Process Selection, and Facility Layout
As you progress to week five, you’ll explore the broad topics that affect product and service design, process selection, facility layout, and the rate of product acceptance or rejection (diffusion). You’ll learn to:
- Define line balancing and the appropriate use of this tool in a production environment.
- Explain the concept of diffusion.
- Apply the concept of robust design.
- Express mass customization.
- Understand the purpose of value analysis.
- Relate the "Three R's" to sustainability.
- Differentiate between planned and function obsolescence.
- Outline intermittent processing.
- Know the relationship of customization to facilities layout and function (ability to turn inputs into finished products).
- Understand the roles of long term demand forecasts, as well as an organization’s mission and objectives.
Week 6 – Inventory Management and Just-in-Time and Lean Operations
In week six, you’ll delve into inventory management, a core operations management function that is often overlooked by company leadership. You’ll learn to:
- Identify the benefits and potential drawbacks of a lean, or just-in-time (JIT) system.
- Explain value stream mapping.
- Describe the A-B-C approach to effective inventory management.
- Understand the utility associated with the A-B-C system of categorization.
- List the objectives of a lean system.
- Use Economic Order Quantity (EOQ) and solve related problems.
- Utilize Economic Production Quantity (EPQ) and solve related problems.
- Understand the quantity discount model and solve related problems.
- Describe strategic reorder points and solve related problems.
- Define safety stock and solve related problems.
Week 7 – Work Design, Measurement and Supply Chain Management
Throughout this week, you’ll examine the critical aspects of work design and measurement, as well as supply chain management. You’ll learn to:
- Describe the implications of "long tail" theory as popularized by Chris Anderson.
- Define supply chain and identify recent trends in management.
- Demonstrate the importance of job design and consequences of poor job design.
- Explain the role of technology (i.e. RFID tags) in improving supply chain management.
- Define cross checking.
- Describe how work sampling differs from a time study.
- Explain the difference between job enhancement and job enlargement.
- Outline current trends relating to e-commerce.
- Explain how to best utilize time study information.
Week 8 – Scheduling and Management of Waiting Lines
During the last week of the course, you’ll focus on work scheduling, or the use of a firm's equipment and facilities for output, management of waiting lines, and how to balance supply and demand. You’ll learn to:
- Explain the elements and importance of scheduling.
- Demonstrate how scheduling may be different in a job shop environment.
- Use and interpret Gantt charts.
- Identify how priority rules are used.
- Describe the objective of queuing theory.
- Explain how work sampling differs from a time study.
- Define and contrast finite and infinite source scenarios.
- Outline queue discipline.
- Outline the role of sequencing in job operations.
To learn more about MGT 713 Operations Management, or other courses in the online MBA program from the University of Saint Mary, call 877-307-4915 to speak with an admissions advisor or request more information.