
Operations Management
Code: 104677Credits: 6
| Degree programme | Type | Course |
|---|---|---|
| Business Administration and Management | OB | 3 |
| Economics | OP | 3 |
| Economics | OP | 4 |
Contact lecturer
- Name :
- Víctor Gimenez Garcia
- Email :
- victor.gimenez@uab.cat
Teaching staff
- Olga Borrell Vilanova
- Antonio Javier Laserna Garcia
- David Chavez Villanueva
- Joan Carles Martinez Gonzalez
Group languages
You can consult this information at the end of the document.
Prerequisites
Subject development doesn't requires any knowledge prerequisites.
Obviously, all administrative requirements to course the subject must be fulfilled to enroll in the course.
Objectives
- To introduce a modern approach to Operations Management as a basement to achieve an integrated management of the company
- To place the production system as the union of procurement, manufacturing and distribution subsystems positioning itself in relation with Finance and Marketing Systems
- To introduce the strategic and operational aspects of the production function
- To know the main decision areas of the operations area
- To know the main tools used to support decisions in the operations area
Learning outcomes
- Select and generate the information needed for each problem, analyse it and make decisions based on this information.
- Organise work, in terms of good time management and organisation and planning.
- Demonstrate initiative and work independently when required.
- Use available information technology and be able to adapt to new technological settings.
- Apply algorithmic resolution techniques to optimisation problems.
- Use forecasting techniques in business contexts.
- Model the management of business operations by applying quantitative support techniques.
- Solve problems optimising and obtaining forecasts through information technology applications.
- Differentiate between alternative methods of analysis, and apply the appropriate quantitative tools to resolve business management problems.
- Apply the basic principles of modelling in business decision-making.
- Differentiate between alternative methods of analysis, and apply the appropriate quantitative tools to resolve business management problems.
- Organise work, in terms of good time management and organisation and planning.
- Demonstrate initiative and work independently when required.
- Demonstrate motivation regarding the quality of the work performed and sensitivity regarding the consequences on the environment and society.
Contents
THEME I - INTRODUCTION TO OPERATIONS MANAGEMENT
- What is Operations Management?
- Why study OM?
- The production function and the production system
- Goods versus services
- What operations managers do
- OM and the strategy of the firm
- New trends in OM
THEME II - PROCESS DESIGN AND PLANNING
PART 1 - Capacity and Performance Measurement
- Process strategies
- Capacity and Productivity
- Considerations on capacity and strategy
PART 2 - Time studies
- Labor Standards and Work Measurement
- Time studies
- Predetermined Time Standards
PART 3 - Line Balancing
- Production lines
- Cycle Time, Number of Workstations, Efficiency
- Heuristic methods for elements assignment
THEME III - PRODUCTION PLANNING
- What is Aggregate Planning?
- Methods for Aggregate Planning
- Graphical Methods - (constant workforce; variable workforce; subcontracting)
- Transportation Method of Linear Programming (Bowman)
- Other models
THEME IV - MATERIALS REQUIREMENT PLANNING
- MRP: definition and benefits
- Dependent demand
- Master Production Schedule (MPS)
- From Aggregate Production Plan to MPS
- Bill of Materials (BOM)
- Lead times, safety stock and lot policy
- Examples MRP
THEME V - PRODUCTION SCHEDULING
- The strategic importance of short-term scheduling
- Scheduling issues
- Forward and backward scheduling
- Scheduling criteria
- Scheduling process-focused facilities
- Loading jobs
- Sequencing jobs
- Finite Capacity Scheduling (FCS)
- Scheduling repetitive facilities
- Scheduling services
THEME VI - INVENTORY MANAGEMENT FOR INDEPENDENT DEMAND PRODUCTS
- Inventory: functions and types
- What is inventory management?
- Holding, Ordering, and Setup Costs
- Deterministic inventory models
- Basic economic order quantity
- Production order quantity
- Quantity discount model
- Deterministic versus probabilistic Models
- Probabilistic Models and Safety Stock
- Fixed quantity (Q) versus fixed period (P) models
Learning activities and methodology
| Title | Hours | ECTS | Learning outcomes |
|---|---|---|---|
| Theory classes | 32.5 | 1.3 | 4, 5, 6, 7, 8, 9, 10, 11 |
| Study | 85 | 3.4 | 2, 5, 6, 7, 8, 9, 10, 11 |
| Tutoring for project preparation and SAP exercise | 12 | 0.48 | 3, 4, 12 |
| Practise classes | 17 | 0.68 | 3, 4, 5, 6, 7, 8, 9, 10, 11, 12 |
Teaching will be offered on campus.
Through the course the different chapters of the course will be developed.
Usually a series of materials and activities will have to be worked by the student prior to the classes to motivate
and improve the comprehension of the subject.
Through each chapter, a series of exercises and activities will be proposed to the students to reinforce the
contents. These activities will be developed by reduced groups of students.
Each week the teachers will be available some hours to attend the students individually to solve any doubts
they may have (tutorial time).
In this course, the use of Artificial Intelligence (AI) technologies is not permitted at any stage. Any work that includes fragments generated with AI will be considered a breach of academic honesty and may result in a partial or total penalty in the grade for the activity, or more severe sanctions in serious cases.
Assessment
Continuous assessment activities
| Title | Weight | Hours | ECTS | Learning outcomes |
|---|---|---|---|---|
| Final exam | 50% | 2 | 0.08 | 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14 |
| Case - Production planning with SAP (PP) | 5% | 0 | 0 | 8, 12, 13 |
| Mid-term exam | 35% | 1.5 | 0.06 | 1, 2, 3, 14 |
| Group project | 10% | 0 | 0 | 1, 2, 14 |
Comprehensive evaluation
This subject/module does not offer the option for comprehensive evaluation.
A student is considered as \"Not evaluable\" for the final overall grade, whenever he/she did not participate to
any evaluation activity.
Minimum Final Exam Grade
To pass the course, the final exam grade must be at least a 4. If this requirement is not met, the student must take the makeup exam, provided that the overall course grade (continuous assessment and final exam) is at least a 3.5, as stipulated by UAB regulations.
Justification of Answers
Any numerically correct answer in an examination that is not supported by the corresponding calculations will be considered copied and, therefore, will result in a grade of zero for the entire examination.
Calendar of evaluation activities
The dates of the evaluation activities (midterm exams, exercises in the classroom, assignments, ...) will be
announced well in advance during the semester.
The date of the final exam is scheduled in the assessment calendar of the Faculty.
\"The dates of evaluation activities cannot be modified, unless there is an exceptional and duly justified reason
why an evaluation activity cannot be carried out. In this case, the degree coordinator will contact both the
teaching staff and the affected student, and a new date will be scheduled within the same academic period to
make up for the missed evaluation activity.\" Section 1 of Article 115. Calendar of evaluation activities
(Academic Regulations UAB). Students of the Faculty of Economics and Business, who in accordance with
the previous paragraph need to change an evaluation activity date must process the request by contacting the studies coordinator
Grade revision process
After all grading activities have ended, students will be informed of the date and way in which the course
grades will be published. Students will be also be informed of the procedure, place, date and time of grade
revision following University regulations.
Retake Process
All students are required to perform the evaluation activities. If the student's grade is 5or higher, the student
passes the course andit cannot be subject to further evaluation. If the student grade is less than 3.5, the
student will have to repeat the course the following year. Students who have obtained a grade that is equal to
or greater than 3.5 and less than 5 can take a second chance exam. The lecturers will decide the type of the
second chance exam. When the second exam grade is greater than 5, the final grade will be a PASS with a
maximum numerical grade of 5. When the second exam grade is less than 5, the final grade will be a FAIL with
a numerical grade equal to the grade achieved in the course grade (not the second chance exam grade).
A student who does not perform any evaluative task is considered \"not evaluable\", therefore, a student who
performs a continuous assessment component can no longer be qualified with a \"not evaluable\".\"
Irregularities in evaluation activities
In spite of other disciplinary measures deemed appropriate, and in accordance with current academic
regulations, \"in the case that the student makes any irregularity that could lead to a significant variation in the
grade of an evaluation activity, it will be graded with a0, regardless of the disciplinary process that can be
instructed. In case of various irregularities occur in the evaluation of the same subject, the final grade of this
subject will be 0\". Section 10 of Article 116. Results of the evaluation. (UAB Academic Regulations).
\"To participate in the retake process, students must have previously been assessed in a set of activities that represent a minimum of two thirds of the total grade of the subject or module. ” Section 3 of Article 112b. Retake (UAB Academic Regulations).
The proposed evaluation activities may undergo some changes according to the restrictions imposed by the health authorities on on-campus courses.
The completion of assessment activities is subject to the provisions set out in this course guide and in the "Policy of the School of Economics and Business on the Detection of Irregularities during Assessment Activities", which regulates the conditions under which assessment tasks are conducted and the procedures applicable in cases where indications of irregularities are detected. Students are encouraged to consult the policy.
Bibliography
Basic Bibliography:
- Heizer, I.,Render, B. and Munson, C. (2016): Operations Management: Sustainability and Supply Chain Management. 12 edition. Prentice-Hall (this is the latest version of the manual accessible as a digital book through the UAB Library Service)
Additional Bibliography:
- Chase, R.B., Aquilano, y N.J. Jacobs, F.R. (2012): Administración de la producción y operaciones, 13ª edición. McGraw-Hill.
- Gaither, N y Frazier, G. (2000): Administración de Producción y Operaciones. 4ª edición. Thomson Editores.
- Greasley, A. (2013): Operations Management. 3ª edición. John Wiley & sons
- Miranda Gonzalez, F.J. y otros. (2008): Manual de Dirección de Operaciones. 1ª edición. Thomson
- Schroeder, R. G. (2011): Administración de Operaciones. 5ª edición. McGraw-Hill
- Verge, X. y Martínez J.L.(1992): Estratégia y Sistemas de Producción de las Empresas Japonesas. 1ª edición. Gestió 2000
Software
Microsoft Excel
SAP S/4 HANA
Course groups and languages
The information provided is provisional until November 30. After this date, you will be able to consult the language of each group through this link. To access the information, you will need to enter the course CODE
| Type of teaching | Group | Language | Semester | Shift |
|---|---|---|---|---|
| (TE) Theory | 2 | Spanish | second semester | morning-mixed |
| (PAUL) Classroom practices | 2 | Spanish | second semester | morning-mixed |
| (TE) Theory | 4 | English | second semester | morning-mixed |
| (PAUL) Classroom practices | 4 | English | second semester | morning-mixed |
| (TE) Theory | 52 | Catalan | second semester | afternoon |
| (PAUL) Classroom practices | 52 | Catalan | second semester | afternoon |
| (TE) Theory | 60 | Catalan/Spanish | second semester | morning-mixed |
| (PAUL) Classroom practices | 60 | Catalan | second semester | morning-mixed |