syllabus

SYLLABUS

PROFESSOR:
    Umit Akinc
    Kirby Hall 317; Tel: 758-5035(O);725-4147(H); E-mail akinc@wfu.edu;
    Course Webpage: http://wfu.edu/~akinc/bus241/bus241.html

REQUIRED MATERIALS:

L. J. Krejewski and L.P. Ritzman. Operations Management: Strategy and Analysis. 6th ed. Prentice-Hall, 2002
Packet of case studies and readings available at the Bookstore

COURSE DESCRIPTION:

A study of operations strategy and planning in support of the business strategy of the firm. Topics include, operations strategy, quality management, project planning and control, capacity planning, location, layout, demand forecasting, supply chain management, aggregate planning, production scheduling and inventory systems.

OBJECTIVES:

Operations is one of the major functional areas of business in both product and service companies. This course will provide an introductory overview of the operations function. Specific objectives are:

Explore the role of Operations as a key competitive weapon for the firm.
Study the links between Operations and other business functions, especially with Marketing, Finance, Human Resources and Engineering.
Achieve an understanding of the various resources managed by the operations function and productive deployment of these resources.
Explore analytical tools useful in planning and controlling the use of these resources.

FORMAT:

Class sessions will explore course material primarily through class discussion, supplemented by lectures. In addition, a set of articles and cases will be studied and discussed in class. Students are expected to have read the assigned chapter (including solved problems), outside readings, and case studies and come to class prepared to be active participants.
Some dos and don'ts!

Come to class on time-- try not to be late
Turn off your cell phone
Do not start shuffling toward the end of the period--wait until I finish my sentence
Do not leave class before it is ended, except for an emergency
If you have to leave earlier for a legitimate reason tell me at the begining of the class period
No food or drinks (except water) in class

ASSIGNMENTS:

There will be several assignments to be turned in. These include several problem sets from your text, one written case analysis and the Deac Inc. problem set. Deac Inc. is an integrated exercise in various interrelated production planning steps. In the solution of the Deac Inc. problems you will make extensive use of spreadsheets. While the assignments from the text (#1, #3 and #7) are individual assignments, the Deac Inc. problems (#2, #4, #5, #6) will be done by a group of three or four students. Each member of the group is expected to thoroughly understand what is being turned in. Furthermore, each group will be assigned one of the four cases: Bose, Sensormatics, New Balance and Nypro for a written analysis to be turned in. Everyone will prepare to discuss all the cases in class, regardless of whether your group is assigned to turn in a written case analysis. You are free to set up your groups. A list of names in each group should be submitted by Monday, May 31.

GRADING:

The final semester grade will be based on the following:

Two mid-term tests 20% each	40%
Text Problem Assignments(1,3,7)	5%
Group work--case analysis	3%
Group Deac Inc. Assignments (2,4,5,6)	10%
Class participation	10%
Comprehensive final test	32%

If the final test grade is higher than either of the two mid-term tests, a 5% weight shift per test to the (higher) final test grade will be made.The tests and the final will contain material both from the text, reading materials, case studies and class discussions. No make up tests will be given except under extreme circumstances. Finally, assignments are for your benefit. They are intended to facilitate your learning and to help you get ready for the tests.

ADDITIONAL MATERIAL:

Readings:

Porter " Clusters and the New economics of Competition"
Skinner " Manufacturing Strategy-- Missing Link in Corporate Strategy"
Stalk et al. "Competing on Capabilities.."
Garvin " Competing on Eight Dimensions of Quality"
Fisher " What is the Right Supply Chain for your Product?"
Spear and Bowden " Decoding the DNA of the Toyota Production System"

Cases:

Hank Kolb, Director of Quality Assurance
Bose Corporation: The JIT Program (A)
Sensorrmatics
New Balance Athletic Shoes
Managing Innovation at Nypro, Inc.

Please use the following as minimal guidelines in preparing for case discussions and/or written analysis. Do not feel confined only to those points. Your written analysis should be about 4 to 5 double spaced pages excluding any tables or exhibits. Allocate most of the space to the analysis of the issues rather than rehashing the facts stated in the case. Try to be as factual as possible. Make as much use of the relevant data (quantitative and otherwise)as possible. Refrain from offering opinions without bases. Do make assumptions when you have to, but offer justification. Support your conclusions. Try to be credible and convincing.

1. HANK KOLB:

What are the real causes of quality problems on the Greasex line?
Why was Hank Kolb hired?
What should the responsibility of the Quality Department be for the Greasex product?
What should Hank do?

2. BOSE CORPORATION (A):

How does Bose's history, strategy, and pricing polices affect supplier relations? Is Bose a good buyer?
Where is the buying and selling done in this context?
Should Bose participate in the proposed JIT II program? Should G&F? What are the potential benefits and risks for both companies?

3. SENSORMATICS:

Using the various numbers provided in the case, forecast total tag demand (new plus replacement) for the years 1980-84.
Compare the forecasts with the projected capacity for both the Cannon Plastics alternative and the proposed in-house alternative.
Review exhibit 5 carefully. What modifications, if any, do you think need to be made to improve the decision process?
Should Sensormatics integrate backwards into the manufacture of injection-molded plastic parts? If so, how should this be done?
What other advice would you offer to Ron Assad about his business?

4. NEW BALANCE ATHLETIC SHOES:

What competitive priorities are necessary to successfully compete in this market?
How reasonable is the New Balance sales forecast. Justify your position.
What is the profit after tax for each of the different capacity expansion options. You may wish to prepare a spreadsheet detailing the various relevant costs in comparison to Everett 1978 base case.
What should Jim Davis do?

5. MANAGING INNOVATION at NYPRO

What is the process employed at Nypro to identify and standardize upon important innovations?
Can you make any generalizations about what sorts of innovations are likely to thrive within Nypro’s “internal market place” for technologies? What sorts of innovations are likely to languish?
How should Lankton roll out the Novaplast technology?