MGT 5020 Applied Management Project

Lecture: Introduction

Lecture: Operations and Supply Chain Strategies

Outcomes

• Describe what the operations function is and why it is critical to an organization’s survival
• Describe what a supply chain is and how it relates to a particular organization’s operations function
• Discuss what is meant by operations management and supply chain management
• Identify some of the major operations and supply chain activities, as well as career opportunities in these areas
• Make a case for studying both operations management and supply chain management
• Explain the relationship between business strategies and functional strategies and the difference between structural and infrastructural elements of the business
• Describe the main operations and supply chain decision categories
• Explain the concept of customer value and calculate a value index score
• Differentiate between order winners and qualifiers and explain why this difference is important to developing the operations and supply chain strategy for a firm
• Discuss the concept of trade-offs and give an example
• Define core competencies and give an example of how core competencies in the operations and supply chain areas can be used for competitive advantage
• Explain the importance of strategic alignment and describe the four stages of alignment between the operations and supply chain strategy and the business strategy

Lecture: Process Choice and Layout Decision in Manufacturing Services

Lecture: Business Processes

Outcomes

• Describe the characteristics of the five classic types of manufacturing processes
• Discuss how different manufacturing process choices support different market requirements
• Explain how different manufacturing processes can be linked together via the supply chain
• Describe the critical role of customization in manufacturing, including the degree and point of customization, as well as upstream versus downstream activities
• Discuss the three dimensions that differentiate services from one another: the service package, customization and customer contact. Also explain the different managerial challenges driven by these dimensions
• Position a service on a conceptual model and explain the underlying managerial challenges
• Explain how different service processes support different market requirements
• Develop a product-based layout using line balancing, and calculate basic performance measures for the line
• Develop a functional layout based on total distance traveled
• Explain what a business process is and how the business perspective differs from a traditional, functional perspective
• Create process maps for a business process and use them to understand and diagnose a process
• Calculate and interpret some common measures of process performance
• Discuss the importance of benchmarking and distinguish between competitive benchmarking and process benchmarking
• Describe the Six Sigma methodology, including the steps of the DMAIC process
• Use and interpret some common continuous improvement tools
• Explain what the Supply-Chain Operations Reference (SCOR) model is and why it is important to businesses

Lecture: Managing Quality

Lecture: Managing Capacity

Outcomes

• Discuss the various definitions and dimensions of quality and why quality is important to operations and supply chains
• Describe the different costs of quality, including internal and external failure, appraisal and prevention costs
• Describe what TQM is, along with its seven core principles
• Calculate process capability ratios and indices and set up control charts for monitoring continuous variables and attributes
• Describe the key issues associated with acceptance sampling, as well as the use of OC curves
• Distinguish between Taguchi’s quality loss function and the traditional view of quality
• Explain what capacity is, how firms measure capacity and the difference between theoretical and rated capacity
• Describe the pros and cons associated with three different capacity strategies: lead, lag and match
• Apply a wide variety of analytical tools to capacity decisions, including expected value and break-even analysis, decision trees, learning curves, the theory of constraints, waiting line theory, and Little’s law

Lecture: Supply Management

Lecture: Logistics

Outcomes

• Identify and describe the various steps of the strategic sourcing process
• Perform and interpret the results of a simple spend analysis
• Use portfolio analysis to identify the appropriate sourcing strategy for a particular good or service
• Describe the rationale for outsourcing and discuss when it is appropriate
• Perform a simple total cost analysis
• Show how multi-criteria decision models can be used to evaluate suppliers and interpret the results
• Identify when negotiations should be used and the purpose of contracts
• Perform and interpret the results of a simple spend analysis
• Use portfolio analysis to identify the appropriate sourcing strategy for a particular good or service
• Describe the rationale for outsourcing and discuss when it is appropriate
• Perform a simple total cost analysis
• Describe the major steps of the procure-to-pay cycle
• Discuss some of the longer-term trends in supply management and why they are important

Lecture: Forecasting

Lecture: Sales and Operations Planning

Outcomes

• Discuss the importance of forecasting and identify the most appropriate type of forecasting approach, given different forecasting situations
• Apply a variety of time series forecasting models, including moving average, exponential smoothing and linear regression models
• Develop causal forecasting models using linear regression and multiple regressions
• Calculate measures of forecasting accuracy and interpret the results
• Distinguish among strategic planning, tactical planning, and detailed planning and control
• Describe why sales and operations planning (S&OP) is important to an organization and its supply chain partners
• Generate multiple alternative sales and operations plans for a firm
• Describe the differences between top-down and bottom-up S&OP, and discuss the strengths and weaknesses of level, chase and mixed production strategies
• Discuss the organizational issues that arise when firms decide to incorporate S&OP into their efforts
• Examine how S&OP can be used to coordinate activities up and down the supply chain
• Apply optimization modeling techniques to the S&OP process

Lecture: Managing Inventory Throughout the Supply Chain

Lecture: Managing Production Across the Supply Chain

Outcomes:

• Describe the various roles of inventory, including the different types of inventory and inventory drivers
• Distinguish between independent demand and dependent demand inventory
• Calculate the restocking level for a periodic review system
• Calculate the economic order quantity (EOQ) and reorder point (ROP) for a continuous review system
• Determine the best order quantity when volume discounts are available
• Calculate the target service level and target stocking point for a single-period inventory system
• Describe how inventory decisions affect other areas of the supply chain. In particular, describe the bullwhip effect, inventory positioning issues, and the impacts of transportation, packaging and material handling considerations
• Explain why information flows are a necessary part of any supply chain
• Describe in detail how supply chain information needs vary according to the organizational level and the direction of the linkages (upstream or downstream)
• Describe and differentiate among ERP, DSS, CRM, SRM, and logistics applications
• Describe what business process management (BPM) tools and cloud computing are and how they might impact future operations and supply chain activities

Lecture: Just-In-Time (JIT) Logistics and Lean Production

Lecture: Managing Projects

Outcomes

• Describe JIT/lean and differentiate between the lean philosophy and kanban systems
• Discuss the lean perspective on waste and describe the eight major forms of waste, or muda, in an organization
• Discuss the lean perspective on inventory and describe how a kanban system helps control inventory levels and synchronize the flow of goods and material across a supply chain
• Describe how the concepts of the lean supply chain and Lean Six Sigma represent natural extensions of the lean philosophy
• Explain how a two-card kanban system works
• Calculate the number of kanban cards needed in a simple production environment
• Show how MRP and kanban can be linked together and illustrate the process using a numerical example
• Explain the difference between routine business activities and projects
• Describe the five major phases of a project
• Construct a Gantt chart and interpret the results
• Construct a project network diagram and calculate the earliest and latest start and finish times for all activities
• Identify the critical activities and paths in a network
• Crash a project

Lecture: Developing Products and Services

Outcomes

• Explain why product design is important to the success of a business
• Describe the six dimensions of product design that are of particular interest to operations and supply chain managers
• Describe the five phases of product and service development and explain the difference between sequential development and concurrent engineering
• Discuss the different roles played by areas such as engineering and accounting during the development process
• Describe some of the most common approaches to improving product and service designs, including the define-measure-analyze-design-verify (DMADV) process, quality function deployment (QFD), design for manufacturability (DFM), and target costing