OPERATIONS MANAGMENT
OPRE 6260
SYLLABUS - FALL 1999
TEXTBOOKS:
 | Managing Business Process Flows, Anupindi, et al, 1999, Prentice Hall, ISBN 0-13-907775-8. |
| The Goal, 2nd Revised Edition, Goldratt and Cox, 1992, North River Press, ISBN 0-88427-061-0 |
| PERIOD | DATE | ASSIGNMENT |
| 1 | August 25 | Products, Processes, and Performances |
| Text: Chapter 1 | ||
| Case: Shouldice Hospital |
- Model Shouldice Hospital as a processing operation with products, attributes, and resources.
- What are Shouldice’s competitive priorities? What kind of market have they chosen to focus on? How does their operations strategy support their business strategy?
| PERIOD | DATE | ASSIGNMENT |
| 2 | September 1 | Operations Strategy and Management |
| Text: Chapter 2 | ||
| Cases: Michigan Manufacturing Corp: The Pontiac Plant and Laurent Products |
Michigan Manufacturing Corp. Questions:
- Why do overhead costs (Exhibit 2) vary so greatly from plant to plant in Michigan Manufacturing’s system?
- Why have managers in the Heavy Equipment Division under-invested in the Pontiac Plant?
- What should Noelle do with the Pontiac Plant? Justify your recommendation.
Laurent Products Questions:
- What have been the recent marketing initiatives?
- What have been the manufacturing initiatives?
- How have the manufacturing initiatives impacted manufacturing?
- What would you recommend to Bayard with respect to the Wholesale Market?
| PERIOD | DATE | ASSIGNMENT |
| 3 | September 8 | Process Flow Measures and Flow Time Analysis |
| Text: Chapters 3 and 4 | ||
| Case: CRU Computer Rentals Questions: Contained in the case. Reading: "Time – The Next Source of Competitive Advantage", George Stalk, Jr., August 1988 |
||
| Case: Kristen Cookie Company Questions: Contained in the case. |
| PERIOD | DATE | ASSIGNMENT |
| 4 | September 15 | Flow Rate and Capacity Analysis and Inventory Analysis |
| Text: Chapters 5 and 6 | ||
| Cases: National Cranberry Cooperative and Hewlett-Packard: DeskJet Printer Supply - Chain (A) |
National Cranberry Cooperative Questions:
- Draw a detailed process flow map of the current process at Receiving Plant #1. What is the capacity of each process?
- What is the maximum long-term achievable throughput rate of Receiving Plant #1? What factors affect this throughput rate?
- Currently, what is (are) the major reason(s) for trucks waiting and excessive overtime?
- On the average, how long will the trucks have to wait on a busy day? Assume a 7am start of processing of berries and a continuous arrival rate of berries of 1,500 bbls/hr.
- What benefits would you expect if processing time were moved up from 11:00am to 7:00am during the peak period? Should this be done for the entire season?
- NCC is considering the purchase of two new dryers and the conversion of up to 10 dry berry holding bins so that they can hold water-harvested or dry berries. What are your recommendations? Assume the drivers are paid $5 dollars per hour.
Note: You may want to download from http://www.prenhall.com/anupindi/ the Excel workbook NCC.xls to analysis this case.
Reading: The Goal, Goldratt
Hewlett-Packard: DeskJet Printer Supply - Chain (A) Questions:
- What factors should be taken into consideration when deciding on the batch size of a particular type of printer shipped to Europe (or any other destination)? What do you think of the fact that "inventory growth had tracked sales growth closely?
- Assume that each printer costs HP $100 and the fixed cost incurred in each production run (lost production due to set-up) is $1,000. Consider the Option A printers for world wide demand. How many of these printers should Vancouver produce in each batch?
| PERIOD | DATE | ASSIGNMENT |
| 5 | September 29 | Managing Flow Variability: Safety Inventory |
| Text: Chapter 7 | ||
| Cases: Hewlett-Packard: DeskJet Printer Supply - Chain (A) (continued) and Benetton (A) |
Hewlett-Packard: DeskJet Printer Supply - Chain (A) (continued) Questions:
- Are there any other factors that need to be considered when deciding on the inventory stocking policy of different types of printers in Europe? How would you come up with appropriate levels of safety stock?
- How would you recommend that Hewlett-Packard structure its supply chain to best match supply with demand? Do you find it worthwhile for DCs to start supporting manufacturing?
Benetton (A) Questions:
- Summarize the important elements of Benetton’s marketing, logistics, manufacturing, and financial strategies. Identify the presence or absence of interdependencies among these functional strategies.
- Is being a Benetton retailer a worthwhile business?
- How does Benetton gain advantage over its European competition?
| PERIOD | DATE | ASSIGNMENT |
| 6 | October 6 | Managing Flow Variability: Safety Capacity |
| Text: Chapter 8 | ||
| Case: Sof-Optics, Inc. (A) |
Readings: "Match Supply and Demand in the Service Industries," by W. Earl Sasser
"The Psychology of Waiting Lines," by D.Maister in Service Encounter, J.A. Czepiel, M.R. Solomon, and C.F. Supernant (eds)
| PERIOD | DATE | ASSIGNMENT |
| 7 | October 13 | Process Control and Capability and Process Synchronization and Improvement |
| Text: Chapter 9 | ||
| Cases: Hank Kolb: Director of Quality Assurance and Excel Logistics Service | ||
| Text: Chapter 10 | ||
| Cases: Toyota Motor Manufacturing, U.S.A., Inc. and Analog Devices: The Half Life System |
Case Questions:
- What can you say about the quality attitude in this company?
- What seems to be the causes of the quality problem on the Greasex line?
- What can top management do to remedy this situation?
Readings:"Incline of Quality" by F. Leonard and W. Sasser
Cases: Toyota Motor Manufacturing, U.S.A., Inc. and Analog Devices: The Half Life System
Readings: "The Balanced Scorecard – Measures that Drive Performance" by R. Kaplan and D. Norton
Notes: Testing will be done on a weekly basis.
No make-up tests will be given.
| Office Hours: 3:30 p – 5:30p TWTh | Secretary: Abbie Bailey |
| Home: 972 / 381–8437 | 972 / 883-2047 |
| FAX: 972 / 381–1933 | Hours: 11:00a – 3:00p |
| 505 / 471–6709 |