University of Guelph
DEPARTMENT OF AGRICULTURAL ECONOMICS AND BUSINESS
PLEASE DO NOT PURCHASE ANY TEXTBOOKS UNTIL YOU CONFIRM THESE WITH THE PROFESSOR DURING THE FIRST CLASS.
Fall 2005 COURSE OUTLINE
OPERATIONS MANAGEMENT
AGEC 3310
Professor: Thomas McKaig,
Office - B47 MINS
Phone: 519-824-4120 ext. 58517
905-458-6400
Email: pres@tm-int.com
Secretary: Debbie Harkies,
Room 302, J.D. MacLachlan Bldg.
debbie@agec.uoguelph.ca
Course Description:
Operations management involves the activities related to actually producing and delivering products or services that a customer wants and is willing to pay for. As you will see, producing a good or service includes many complex activities and involves different functions and people. There are a variety of decisions to be made and numerous techniques are available to help make those decisions.
To become effective managers, students must be aware of the role that operations management plays in their job and in the performance of their organization. This course will introduce the main concepts in operations and supply chain management, particularly as they relate to the food industry. It will provide insight into some of the key decisions and techniques used in providing a good or service. It will focus on the key requirement for effective management of both internal and supply chain activities and the effective control of those activities.
The course will also provide opportunities to facilitate the teamwork and communication skills of the students in case analysis and presentations.
Course Objectives
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To introduce important operations decision making tools
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To understand the concepts and challenges associated with managing operations within companies and supply chains
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To gain experience in using decision making and modeling tools
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To ensure that the individuals and groups function as teams and communicate in a succinct and effective manner the concepts and applications of the course material from a personal and group perspective.
Required Text:
Foundations of Operations Management Canadian Edition
Larry P. Ritzman, Boston College
Lee J. Krajewski, University of Notre Dame
Robert D. Klassen, University of Western Ontario ISBN: 0-13-039098-4
Publisher: Pearson Education Canada Copyright: 2004
Format: Paper Bound w/CD-ROM; 512 pp
Evaluation:
Participation and contribution to group efforts 10%
Cases and Assignments 20%
Midterm 30%
Final Examination 40%
(Examination Content: Text, papers, lecture and assignment material.) |
Week |
Topic |
Readings |
Suggested Problems |
Case and Simulation Lab (tentative)
|
1
Sept 12-16 |
Introduction to Operations Strategy and Processes |
Ritzman et al Chapter 1
Intro to Extend
|
|
None |
2
Sept 19-23
|
Analyzing and Managing Processes
|
Readings: Ritzman et al. Chapter 2 |
|
Chad’s Creative Concepts |
3
Sept 26-30 |
Introduction to quality & quality management systems |
Readings: Ritzman et al. Chapter 5
|
|
Process Simulation I - Extend |
4
Oct 3-7 |
Introduction to statistical quality control
|
Readings: Ritzman et al. Chapter 5 |
|
SQC lab |
5
Oct10-14 |
Forecasting |
Readings: Ritzman et al. Chapter 11 |
|
E-lab – done individually and submitted electronically
|
6
Oct 17-21
|
Introduction to Supply Chains |
Readings: Ritzman et al. Chapter 8 |
Chapter 8: 1 – 5 |
Forecasting lab |
7
Oct 24-28
|
Inventory Management |
Chapter 6 |
Chapter 6: 2 – 7, 11, 13 |
Beer Game |
8
Oct 31- Nov 4
|
Simulation in Operations,
|
Readings: Ritzman et al. Supplement G |
|
Inventory Lab |
9
Nov. 7-11
|
Capacity and Aggregate Planning
|
Readings: Ritzman et al. Chapters 3 and 12 |
|
Simulation II – Excel and Extent
|
10
Nov 14-18
|
Managing projects
|
Readings: Chapter 3
|
Chapter 3: 1, 2, 6, 7, 8 |
Aggregate planning |
11
Nov 21-25
|
Lean systems and Just-In-Time management |
Readings: Ritzman 9 |
Understand main concepts |
Project Management |
12
Nov 28- Dec 2
|
Managing innovation and new technologies
|
Readings: Ritzman et al. Chapter 10
|
Chapter 10: 3 – 5
|
E-lab Just-in-Time simulation |
|
|
Final Exam |
|
|
PEER EVALUATION
Thomas McKaig - Adjunct Professor
GROUP _____________________________________________________
COURSE_____________________________________________________
TERM _______________________________________________________
Assuming that your group receives a “B” on your projects, grade everyone in the group, beginning with yourself, as to whether they should receive the “B” grade or higher or lower. Base your evaluation on quality of contribution, and value of the contribution as well as the commitment and behaviour of the member in achieving the group’s task. Use any other criteria you deem appropriate.
Comments: (add items you feel may be of value in evaluating performance)
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