Production Management(Mİ502)
| Course Code | Course Name | Semester | Theory | Practice | Lab | Credit | ECTS |
|---|---|---|---|---|---|---|---|
| Mİ502 | Production Management | 2 | 3 | 0 | 0 | 3 | 6 |
| Prerequisites | |
| Admission Requirements |
| Language of Instruction | Turkish |
| Course Type | Compulsory |
| Course Level | Masters Degree |
| Course Instructor(s) | Sadettin Emre ALPTEKİN ealptekin@gsu.edu.tr (Email) |
| Assistant | |
| Objective |
Operations management is intended for students to understand the problems of operations in the company and its relationship with other functional areas and business strategies. As a compulsory course in the curriculum, the course will help students learn how to analyze performance measures to identify and develop strategies to improve efficiency and effectiveness. Understanding these core principles and the corresponding analyses will enable students to optimize operational resources to meet the firm's strategic objectives. The objectives of this course are determined as follows: - to understand how to create value and competitive advantage along the supply chain in a rapidly changing global environment. - to introduce increasingly important OM topics of sustainability, corporate social responsibility, global trade policies, securing the supply chain, and risk and resilience. - to develop an understanding of the concepts, tools, and practices relating to an organization's operations. - to understand the various production and operations design decisions and how they relate to the overall strategies of organizations. - to understand the relationship of the various planning practices of capacity planning, aggregate planning, and forecasting. - to understand the roles of inventories and the essentials of managing inventories based on forecasting. |
| Content |
Introduction - What is Operations and Supply Chain Management - Distinguishing Operations versus Supply Chain Processes - Categorizing Operations and Supply Chain Processes - Differences Between Services and Goods Strategy - A Sustainable Operations and Supply Chain Strategy - What is Operations and Supply Chain Strategy? - Assessing the Risk Associated with Operations and Supply Chain Strategies Strategic Capacity Management - Capacity Management in Operations and Supply Chain Management - Capacity Analysis - Using Decision Trees to Evaluate Capacity Alternatives Lean Supply Chains - Lean Production - The Toyota Production System - Lean Supply Chain Processes - Lean Services Logistics, Distribution and Transportation - Logistics - Decisions Related to Logistics - Locating Logistics Facilities Global Sourcing and Procurement - Strategic Sourcing - Outsourcing - Total Cost of Ownership Enterprise Resource Planning Systems - What is ERP? - How ERP Connects the Functional Units - How Supply Chain Planning and Control Fits within ERP Forecasting - Forecasting in Operations and Supply Chain Management - Quantitative Forecasting Models - Qualitative Techniques in Forecasting - Web-Based Forecasting: Collaborative Planning, Forecasting, and Replenishment Sales and Operations Planning - Overview of Sales and Operations Planning - Aggregate Planning Techniques Inventory Management - Definition of Inventory - Inventory Costs - Fixed-Order Quantity Models - Fixed-Time Period Models - Inventory Planning and Accuracy Materials Requirements Planning - Where MRP Can Be Used - Master Production Schedule - Materials Requirements Planning Systems - Lot Sizing in MRP Systems Process Design and Analysis - Process Analysis - Process Flowcharting - Types of Processes - Measuring Process Performance Manufacturing Processes - What are Manufacturing Processes - Break-Even Analysis - Manufacturing Process Flow Design Service Processes - The Nature of Services - Designing Service Organizations - Service Blueprinting and Fail-Safing Design of Products and Services - Product Design - Designing for the Customer - Designing Service Products Six Sigma Quality - Total Quality Management - Six Sigma Quality - ISO 9000 and ISO 14000 |
| Course Learning Outcomes |
Upon successful completion of this course, the student could: 1. Identify the elements of operations and supply chain management 2. Explain how operations and supply chain strategies are implemented 3. Know the issues associated with product design and the typical processes used by companies 4. Analyze manufacturing, service, and logistics processes to ensure the competitiveness of a firm 5. Explain how ERP integrates business units through information sharing 6. Apply qualitative and quantitative techniques to forecast demand 7. Understand what sales and operations planning is and how it coordinates manufacturing, logistics, service and marketing plans 8. Analyze how different inventory control systems work 9. Understand how the MRP system is structured |
| Teaching and Learning Methods | Lecture, discussion, case study. |
| References |
Jacobs, F.R., Chase, R.B., Operations and Supply Chain Management, McGraw Hill, 16th Global Edition, 2021. Harvard Business School Case Studies for SCM and Logistics |
Theory Topics
| Week | Weekly Contents |
|---|---|
| 1 | Introduction to Operations Management |
| 2 | Strategy |
| 3 | Strategic Capacity Management |
| 4 | Lean Supply Chains |
| 5 | Logistics, Distribution and Transportation |
| 6 | Global Sourcing and Procurement |
| 7 | Enterprise Resource Planning Systems |
| 8 | Forecasting |
| 9 | Sales and Operations Planning |
| 10 | Inventory Management |
| 11 | Material Requirements Planning |
| 12 | Process Design and Analysis |
| 13 | Manufacturing and Service Processes |
| 14 | Design of Products and Services and Six Sigma Quality |
Practice Topics
| Week | Weekly Contents |
|---|---|
| 1 | Subject related case study analysis (Apple, Microsoft, Amazon) |
| 2 | Subject related case study analysis (Walmart, Aldi, Hema) |
| 3 | Subject related case study analysis (New Balance, Genentech, Jetblue) |
| 4 | Subject related case study analysis (Toyota, Dabbawala) |
| 5 | Subject related case study analysis (Roche, Lego, Coca-Cola) |
| 6 | Subject related case study analysis (Xbox, Ford, Renault, Foxconn) |
| 7 | Subject related case study analysis ( SAP, Zara, Intel) |
| 8 | Subject related case study analysis (Pioneer Hi-Bred, Viacom, World Co) |
| 9 | Subject related case study analysis (McDonald's, Mattel, Nokia, Xiaomi) |
| 10 | Subject related case study analysis (Metro Group, Laura Ashley, Blanchard Co) |
| 11 | Subject related case study analysis (Bossard, Siemens, 5g Infracstructure) |
| 12 | Subject related case study analysis (Cisco, Tesla) |
| 13 | Subject related case study analysis (Space X, Ferrero Group, Google Car) |
| 14 | Subject related case study analysis (Moderna, Merck, Aerobotics) |
Contribution to Overall Grade
| Number | Contribution | |
|---|---|---|
| Contribution of in-term studies to overall grade | 1 | 50 |
| Contribution of final exam to overall grade | 1 | 50 |
| Toplam | 2 | 100 |
In-Term Studies
| Number | Contribution | |
|---|---|---|
| Assignments | 0 | 0 |
| Presentation | 0 | 0 |
| Midterm Examinations (including preparation) | 1 | 100 |
| Project | 0 | 0 |
| Laboratory | 0 | 0 |
| Other Applications | 0 | 0 |
| Quiz | 0 | 0 |
| Term Paper/ Project | 0 | 0 |
| Portfolio Study | 0 | 0 |
| Reports | 0 | 0 |
| Learning Diary | 0 | 0 |
| Thesis/ Project | 0 | 0 |
| Seminar | 0 | 0 |
| Other | 0 | 0 |
| Toplam | 1 | 100 |
| No | Program Learning Outcomes | Contribution | ||||
|---|---|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 | ||
| Activities | Number | Period | Total Workload |
|---|---|---|---|
| Class Hours | 14 | 3 | 42 |
| Working Hours out of Class | 14 | 4 | 56 |
| Midterm Examinations (including preparation) | 1 | 15 | 15 |
| Final Examinations (including preparation) | 1 | 30 | 30 |
| Quiz | 0 | 1 | 0 |
| Total Workload | 143 | ||
| Total Workload / 25 | 5.72 | ||
| Credits ECTS | 6 | ||