BA1641IU VNU International University

Production and Operations Management School of Business

THEINTERNATIONALUNIVERSITY

VNUHCM

SCHOOLOFBUSINESS

BA164IU

Production and Operations

Management

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BA1641IU VNU International University
Production and Operations Management School of Business

COURSEGUIDELINE

CONTENT

1. COURSE STAFF.........................................................................................................3
2. INFORMATION ABOUT THE COURSE..................................................................3
2.1. Teaching Time and Location................................................................................3
2.1. UnitsofCredit.....................................................................................................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................................................................................................9

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BA1641IU VNU International University
Production and Operations Management School of Business

1. COURSE STAFF
Lecturer: NguyenNhuTung(MBA)
Room: A1.308
Phone: (848)37244270
Email: nntung@hcmiu.edu.vn
ConsultingTime: Mondaymorningorbyappointment

Tutor: NguyenDucTriAnh
Room: A1.306
Phone:
Email: ngductrianh1993@gmail.com
ConsultingTime: TBA

2. INFORMATION ABOUT THE COURSE

2.1. Teaching Time and Location:

2.1. UnitsofCredit
UOCvalueforthecourse: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, role play, and game are followed in
classes. A fieldtrip to a manufacturing company will be conducted for students to learn
from practice, analyze the related operations issues and write a fieldtrip report.

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BA1641IU VNU International University
Production and Operations Management School of Business

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 gain understanding of the role of operations manager in 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:
Having overall perspective of Operations management within the context of
organization
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.
Having ability to identify real problems/ factors which affect on the organizations
and develop their recommendations

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BA1641IU VNU International University
Production and Operations Management School of Business

3.3. Teaching Strategies

The teaching and learning approach in this course is highly inter-active, requiring student
participation and contribution. The lecture notes will be will 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
- Tutorial (1.0 hours): 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
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.

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BA1641IU VNU International University
Production and Operations Management School of Business

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. Quiz/case study 20%
2. Class participation and/or field trip 10%
4. Mid-term Test 30%
5. Final Test 40%
TOTAL 100%

Quizzes/case studies (20%). The course calendar indicates weekly quizzes. The quiz
contents are related to chapter homework problems and/or case studies.

Class participation/field trip (10%): This reflects the professionalism of your conduct
(attendance, punctuality, preparedness for homework problems) and your contributions in
class (frequency and quality of your contributions in classes). Students must go for a field
trip and complete a fieldtrip report, if applicable. The outline of the fieldtrip report will be
provided before the fieldtrip.

Mid-term Exam (30%)

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

Final Exam (40%)

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BA1641IU VNU International University
Production and Operations Management School of Business

The final exam will be in the form of multiple choices and 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 Dropbox to submit your assignments (detailed information to be provided).

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 ones 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 persons assignment without appropriate acknowledgement;
- paraphrasing another persons 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;

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

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BA1641IU VNU International University
Production and Operations Management School of Business

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 (2014), Operations Management. 11th Edition (Global
Edition), Prentice Hall.

References:

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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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
Teaching and Learning Activities
Introduce the course, syllabus
and policies
Fish-bowl technique:
Introductory game to
operations management
Group discussion:
Groups break out and discuss
Textbook Case : 30 min
Group presentation: 30 min
Lecture and demonstration:
Demonstrate calculation of
productivity (lecture)
Productivity exercise in class
(individual work)
Wrap-up
Specific Learning Outcomes Required Readings
Homework Problems
Read Chapter 1
Understand the fundamental
concepts of operations Homework problems:
management 1.4, 1.5, 1.8, 1.14;
Define operations management
Explain the importance and
meaning of related operations
management concepts
Identify variables in increasing
productivity
Compute single-factor and multi-
factor productivity
2 Operations strategy in global
environment Review productivity: 15 min
A global view of Operations Lecture (combined with Q&A,
Developing missions and strategies brainstorming, and activity after
Achieving competitive advantage every 15 min): 60 min
thru Operations Q&A and queries: 15 min
Break: 15 min
Lecture 15 min
Quiz/case discussion
Wrap up
3 Operations strategy in global Decision Modeling
environment (conti.) Quiz
4 Design of Goods and services Review global operations
Goods and services selection strategy. Reasons why
Generating new product corporations go global?: 15 min
Product development Group 2: 30 min
Issues for product design
Defining product Lecture (combined with Q&A,
Documents for production brainstorming, and activity after
Service design every 15 min): 60 min
Q&A and queries: 15 min
Quiz/case discussion
Wrap up
5 Read Chapter 6
Managing Quality Lecture (combined with Q&A,
Quality and Strategy brainstorming, and activity after
Read Chapter 2
Homework problems:
2.2, 2.4, 2.5
Define missions and strategies
Identify and explain three
strategic approaches to
competitive advantages
Identify and explain the 10
decisions of operations
management
Identify and explain four global
operations strategy options
Decision Table
Decision Trees
Build a house of quality Read Chapter 5
Describe how products and
services are defined
Homework problems:
5.1, 5.2, 5.4, 5.7
Apply decision trees to
make/buy decision
Homework problems:
 Defining Quality
International Quality Standards
Total Quality Management
Tools of TQM
The Role of Inspection
TQM in services
6 Review Managing Quality: 15
Process Strategy
Four process strategies
Process Analysis and design
Service process design
Production Technology
Process Decision
every 15 min): 60 min
Q&A and queries: 15 min
Break: 15 min
Lecture: 15 min
Quiz/case discussion
Wrap up
min
Lecture (combined with Q&A,
brainstorming, and activity after
every 15 min): 60 min
Q&A and queries: 15 min
Define Quality and TQM 6.1, 6.6, 6.12
Explain concepts of TQM
including six sigma
Explain the use of 7 tools of
quality management
Describe four production Read Chapter 7
process
Identify recent advances in Homework problems:
production technology 7.1, 7.4, 7.9, 7.12
Use tools of process analysis
Analyze and apply crossover
points for processes

Break: 15 min
Lecture: 15 min
Quiz/case discussion
Wrap up
7 Review Process Strategy: 15 Apply quantitative Read Supplement 7
Capacity Planning min techniques including
Capacity breakeven analysis, net Homework problems:
Capacity planning Quiz/case discussion present value in solving S7.10, S7.11, S7.15, S7.17,
Break-even analysis problems S7.18
Applying decision trees to capacity Define capacity and utilization
decisions
Strategy driven investments

MID-TERM Review Lecture 1-7

8 Lecture (combined with Q&A,
Location Strategies brainstorming, and activity after
The strategic importance of location every 15 min): 60 min Use center-of-gravity and Read Chapter 8
Factors that effect location Q&A and queries: 15 min factor-rating method in location
decisions decision
Methods of evaluating location
 alternatives
Service location strategy
9 Review: 15 min
Layout Strategy
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
10
Supply Chain Management
The strategic importance of the
supply chain
Supply-chain economics
Supply-chain strategies
Logistic management
11 Inventory Management
Function of inventory
Inventory management
Inventory models
Inventory models for independent
demand
Break: 15 min
Lecture: 15 min
Quiz/case discussion
Wrap up
Read Chapter 9
Lecture (combined with Q&A, Explain a good layout for fixed-
brainstorming, and activity after position, process-oriented, Homework problems:
every 15 min): 60 min office, retail and warehousing 8.1, 8.6, 8.8, 8.9, 8.12, 8.14,
Q&A and queries: 15 min layout 8.15, 8.25
Explain how to balance a 9.12, 9.15, 9.17
repetitive or product-oriented
line for efficiency
Break: 15 min
Lecture: 15 min
Quiz/case discussion
Wrap up
Read Chapter 11
Review: 15 min
Homework problems
Explain strategic importance of 11.1, 11.2, 11.4
Game: Coffee Global Supply the supply chain
Lecture (combined with Q&A, Explain and use models for Read Chapter 12
brainstorming, and activity after managing inventory with Homework problems
every 15 min): 60 min independent demand including 12.2, 12.3, 12.5, 12.8, 12.9,
Q&A and queries: 15 min EOQ, POQ and quantity discount 12.12, 12.19, 12.24, 12.27,
12.31, 12.32
Break: 15 min
Lecture: 15 min
Quiz/case discussion

12
Material Requirement Planning
& Enterprise Resource Planning
-MRP and ERP
Dependent Inventory model
requirements
MRP structure
MRP management
Lot-sizing techniques
Extension of MRP
13 Material Requirement Planning
& Enterprise Resource Planning
-MRP and ERP (cont.)
14
Short term Scheduling
The strategic importance of
scheduling
Scheduling issues
Scheduling process-focused
facilities
Loading jobs
Sequencing jobs
Finite capacity scheduling (FCS)
Scheduling repetitive facilities
Scheduling service
15 Job Design and Work
Measurement
Human resource strategy for
competitive advantage
Labor planning
Job design
The visual workplace
Wrap up
Review: 15 min Read Chapter 14
Build material requirement plan
(MRP) using lot-sizing Bring your laptop to class
Lecture (combined with Q&A, technique for simulated game
brainstorming, and activity after Understand expansion of MRP
every 15 min): 60 min and ERP Homework problems:
Q&A and queries: 15 min 14.1, 14.2, 14.10, 14.11
Quiz/case discussion
Continued
Review: 15 min Read Chapter 15
Explain the relationship
Lecture (combined with Q&A, between short-term scheduling, Homework problems
brainstorming, and activity after capacity planning and master 15.2, 15.5, 15.7, 15.8, 15.12,
every 15 min): 60 min plan 15.17
Q&A and queries: 15 min Apply assignment methods
Use priority rules
Apply Johnsons rule
Break: 15 min
Lecture: 15 min
Quiz/case discussion
Wrap up
Review: 15 min Identify major issues in Read Chapter 10
designing jobs and managing
Group 12 labor Homework problems
Lecture (combined with Q&A, Identify ergonomic and work 10.1, 10.4, 10.6, 10.7, 10.9
brainstorming, and activity after environment issues
every 15 min): 60 min Use the tools of methods
Q&A and queries: 15 min analysis
 Labor standards and work
measurement
Time studies Break: 15 min
Predetermined time standards Lecture: 15 min
Work sampling Quiz/case discussion
Wrap up
TBA FIELD-TRIP
Final Examination