BAD 64041





BAD 64041 OPERATIONS MANAGEMENT (3) Develops a framework for analysis of operating problems. Uses computer, quantitative, and behavioral models to develop operating plans consistent with organizations' competitive (or service) strategy. Prerequisite: BAD 64005.



The main objective of this course plan, the syllabus, is to assist you, the student, in preparing yourself before coming to a class presentation, in being able to follow a lecture and participate in class, and in doing the adequate work after class. You are going to participate in informal, un-graded assignments in and out of the classroom that allow you to understand the basic theory behind operations management and the quantitative skill used to make decisions in operations. These assignments will prepare for formal, graded assignments where students are evaluated on their mastery of these skills.


That is the reason, that your instructor has prepared this syllabus with as much detail as possible. It is actually a tool that will enable you to get the most out of this course.




As we approach the new millennium, the need for organizations to improve all levels of their operations has never been more important. The effective use of their production resources, the focus in continuous quality improvement, and decision-making could be vital for the success of any organization. The operations function is at the core of a business, because here lays responsibility for most of the labor, materials, equipment, information, energy, and capital used to produce goods and services.


Knowledge of operations management prepares managers to face the competitive challenge of effectively managing organizational resources. Operations management merges topics from accounting, marketing, industrial engineering, human factors, management science, and statistics into a blend of analytical tools and strategic issues.

The main objective of this course is to enable students to become better managers, particularly if they find themselves working in operations management. A sizable part of the U.S. and international work force is employed in operations related jobs. These jobs are important and challenging, and they can lead to rewarding and successful careers. To achieve this objective, several goals were established and are presented in part III.


Upon successful completion of the course, the student should be able to:


Cognitive Domain:


1. Understand what operations managers do in a manufacturing and service firms, and become familiar with the tools and techniques that operations managers use in making operating decisions.


2. Identify weaknesses and strengths of the operation function within a firm and be able to communicate at different levels of the organization with the objective of optimizing results of the operations function.


3. Apply theoretical concepts and analytical techniques learned in this course for the effective operation of manufacturing and service systems.


4. Compare different quality measures and costs, and show how they can be used to translate quality issues into the language of management--money.


5. Propose the importance of participate problem-solving approaches and the application of analytical techniques for the evaluation of production processes.


Affective Domain:


6. Evaluate the numerous managerial factors that contribute to the successful implementations of operations management concepts.






Course Title: Operations Management


Instructor:  Alan D. Smith, Ph.D., Professor of Operations Management


Office: Graduate Office, Kent State University


Office Hours: Wednesday 5:00-5:55 PM, other hours by appointment


Telephone: 412-262-8496



Operations Management provides the conceptual and analytical frameworks for managerial decision-making in terms of process design, quality, capacity, project scheduling, and inventory and their implementation in the major functional areas of the business disciplines. Concepts and issues in TQM and SPC are emphasized, including a general framework for quality in the product design and production process using Crosby, Deming, Juran, and other theory and design techniques in measuring quality by statistical processes, reliability and sampling techniques. The course should allow the students develop an expertise in analyzing and improving process flows, including flows of customers in service operations, material flows, and information flows in order to improve overall efficiency and effectiveness of operations in general. Lecture, class discussion, problem-solving with aid of appropriate software applications, case studies, and literature reviews will be stressed.

Prerequisite: Statistics for Management (BAD 64001)




The primary goal of BAD 64041 OPERATIONS MANAGEMENT is to provide graduates of MBA/MS programs at Kent State University with a thorough and carefully planned learning experience in the operations function in making accurate managerial decisions within environmental and information constraints that comply with AACSB standards for graduate education.


In general, managerial decision-making tools and skills are much in demand and highly integrated in the various departments, including computer and information systems, finance, economics, statistics, accounting, management, and marketing. This course in operations management would provide students in the traditional and nontraditional MBA programs (i.e., health care services, quality assurance) a focus point for the theoretical and practical knowledge of the quantitative tools and skills acquired in the Quantitative Skills Interactive course (pre-MBA program). This introductory course in Operations Management will develop these applications, as well as enhance the MBA with topics in statistical quality control (SQC), total quality management (TQM), self-directed work teams, inventory management, capacity planning, and other applied production planning and control topics.

Specifically, student completing BAD 64041 OPERATIONS MANAGEMENT will be able to:  


1. Differentiate and assess the operations decision-making framework in terms of process design, quality, capacity and scheduling, and inventory, and their implementations in the major functional areas of the business disciplines.


2. Assess an operation strategy to a firm's multiple objectives, focus, and response to external as well as international factors.


3. Recognize and translate product modular design and the interaction of product-processes in both service and industrial settings.


4. Develop a general framework for quality using Crosby, Deming, and others' theory and design techniques in measuring quality by statistical processes, maintainability, reliability, sampling techniques, Pareto charts, cause-and-effect diagrams in a variety of settings (i.e., purchasing, data entry, repetitive manufacturing).


5. Familiarize the student with production and its relationship to achieving an organization's primary objective of efficiency in dollars or resource utilization.


6. Present and interpret production as a common-sense area of business operation, complicated and refined only through the use of more sophisticated quantitative methods.


7. Discuss and demonstrate the major types of process strategies in terms of flow of products, dimensional analysis, and product-process matrices through linking process selection to corporate and vertical integration strategies.


8. Develop strategies to deal with management issues in attempting to rationalize, standardize, and control the design and delivery of services, and integrating the role of technology in the design and delivery of these services.


9. Apply the basic quantitative management skills in business decision-making, such as linear programming and corresponding sensitivity analysis, transportation and transshipment methods, network models including PERT/CPM, queuing, decision analysis, multi criteria decision techniques, forecasting, Markov processes, and calculus-based solution procedures.


10.        Familiarize the student with techniques and applications of current management sciences/operations management practices through library assignments, literature reviews, case study analysis, and term projects.


11.        Analyze and improve process flows, including flows of customers in service operations, material flows, and information flows in order to improve overall efficiency and effectiveness of operations in general.  


12.        Access inventory systems, such as EOQ, MRP, JIT, and their impact on costs, technology, lot sizing, project planning and scheduling in optimizing the firm's goals. Software developments and their applications in this area are especially emphasized.


13.        Apply and interpret statistical methods and hypothesis-testing procedures in the various functional areas of the operations manager, including forecasting and time-series, multivariate and analysis techniques, simulation model effectiveness, and program evaluation.


14.        Analyze decision problems in operations and the relationship of operations decisions to other business decisions.


15.        Present the concepts of operations planning and control including and forecasting, capacity, scheduling, inventory, MRP and JIT, and TQM.


16.        Familiarize the student with operations process management including quality, productivity and process design.


17.        Present the logistic/transportation function and its interface with operations.


18.        Evaluate performance measurement and improvement strategies by quantitative and qualitative means in order to measure and obtain feedback on operations performance measurement, including cost, quality, delivery, flexibility, and innovation. This leads to an appreciation into benchmarking of performance and processes, with the goal of increased efficiency and effectiveness of the firm.


19.        Developing aggregate production-planning strategies to handle cases dealing with production planning models, dynamic programming production models with or without changing work- levels, machine workloads balancing, backlogging and desegregations.


20.        Performance measurement and improvement strategies by quantitative and qualitative means in order to measure and obtain feedback on operations performance measurement, including cost, quality, delivery, and flexibility. This leads to an appreciation into benchmarking of performance and processes, with the goal of the firm's increased efficiency and effectiveness.


21.        Develop an expertise of applied mathematics in problem solving in operations and control situations.






1. The Operations Function  


1.1 Definition of Operations Management

1.2 Operations Decisions - A Framework

1.3 Cross-Functional Decision Making

1.4 Operations as a System

1.5 New Operations Themes  


2. Operations Strategy


2.1 Operations Strategy Model

2.2 Emphasis on Operations Objectives

2.3 The Goal of Operations

2.4 Linking Strategies

2.5 New Strategies in Operations

2.6 Focused Operations

2.7 Global Scope of Operations


3. Product Design  


3.1 Strategies of New-Product Development

3.2 New-Product Development

3.3 Cross-Functional Product Design

3.4 Quality Function Deployment

3.5 Value Analysis

3.6 Modular Design



4. Process Selection  


4.1 Production-Flow Characteristics

4.2 Classification by Type of Customer Order

4.3. Process Selection Decisions

4.4 Product-Process Strategy

4.5 Cross-Functional Decision Making


5. Service Process Design


5.1 Defining Service

5.2 The Service-Product Bundle

5.3 Service Guaranties

5.4 Cycle of Service

5.5 Customer Contact

5.6 Service Matrix

5.7 Employees and Service

6. Choices of Technology  


6.1 Technologies and the Manager

6.2 Computer Integrated Manufacturing

6.3 Future Office and Services

6.4 Enterprise Resource Planning Services

6.5 Technology Choice

7. Process-Flow Analysis


7.1 Systems Thinking

7.2 The Process View of Business

7.3 Flowchart Analysis

7.4 Materials-Flow Analysis

7.5 Information-Flow Analysis

7.6 Using Process-Flow Analysis

7.7 Business Process Reengineering




8. Managing Quality  


8.1 Quality Definitions

8.2 Quality Planning, Control and Improvement

8.3 The Quality Gurus: Deming, Juran and Crosby

8.4 ISO 9000 Standards

8.5 Malcom Baldridge Award

8.6 Quality and Financial Performance

8.7 Why Some Quality Efforts Fail?  


9. Quality Control and Improvement  


9.1 Design of Quality Control Systems

9.2 Process Quality Control

9.3 Attributes Control

9.4 Variables Control

9.5 Using Control Charts

9.6 Continuous Improvement

9.7 Quality Control in Industry



10. Supply Chain Management  


10.1 Definitions and Terminology

10.2 Systems Interactions

10.3 Coordination in the Supply Chain

10.4 Measuring the Supply Chain Performance

10.5 Structural Improvements

10.6 Virtual Supply Chains

10.7 Virtual Supply Chains

11. Forecasting 


11.1 A Forecasting Framework

11.2 Qualitative Forecasting Methods

11.3 Time-Series Forecasting

11.4 Moving Average

11.5 Exponential Smoothing

11.6 Forecast Errors

11.7 Advanced Time-Series Forecasting

11.8 Causal Forecasting Methods

11.9 Selecting a Forecasting Method


12. Facilities and Aggregate Planning 


12.1 Facility Decisions

12.2 Facility Strategy

12.3 Aggregate Planning Definition

12.4 Planning Options

12.5 Basic Strategies

12.6 Aggregate Planning Costs

12.7 Example of Costing


13. Scheduling Operations 


13.1 Batch Scheduling

13.2 Gantt Charting

13.3 Finite Capacity Scheduling

13.4 Dispatching Rules

13.5 Infinite Capacity Loading

13.6 Planning and Control Systems

14. Project Scheduling 


14.1 Objectives and Tradeoffs

14.2 Planning and Control in Projects

14.3 Scheduling Methods

14.4 Constant-Time Networks

14.5 Precedence Diagram Methods

14.6 PERT and CPM Methods

14.7 Use of Project Management Concepts



15. Independent-Demand Inventories 


15.1 Purpose of Inventories

15.2 Inventory Cost Structure

15.3 Independent versus Dependent Demand

15.4 Economic Order Quantity

15.5 Continuous Review System

15.6 Periodic Review System

15.7 Using P and Q Systems in Practice

15.8 ABC Inventory Management


16. Materials Requirement Planning 


16.1 Definition of MRP Systems

16.2 MRP versus Order-Point Systems

16.3 MRP Example

16.4 MRP Elements

16.5 Operating an MRP System

16.6 The Successful MRP System

17. Just-in-Time Systems 


17.1 Philosophy of JIT

17.2 Elements of JIT System

17.3 Stabilizing the Master Schedule

17.4 The Kanban System

17.5 Reducing Setup Times and Lot Sizes

17.6 Layout and Equipment

17.7 Effect on Workers

17.8 Suppliers

17.9 Implementation of JIT

17.10 Comparison of MRP and JIT

17.11 Beyond JIT to Time-Based Competition



The course, BAD 64041 OPERATIONS MANAGEMENT, is an integral part of the MBA program, and a very important integrative course of other managerial business disciplines. Therefore, the instructor expects from the students to demonstrate a professional attitude, and also expects from them to: 


1 Come prepared to class presentation, participate in class discussions and case analyses, and contribute in class with relevant opinions.

2. Take one intermediate and one final exam.

3. Take periodic quizzes, or hand out selected homework assignments.

4. Learn how to use Excel, or any other computer package recommended or provided by the instructor.

5. Attend classes regularly.





Principles of Operations Management, 5th ed or latest. Jay Heizer and Barry Render, Prentice Hall: New York, 2003.




Harvard Business Review

Industrial Management

International Journal of Operations and Production Management

Journal of Quality and Technology

Journal of Operations Management


Optional Readings:


Operations Management, Concepts in Manufacturing and Services, by Robert E. Markland, S. K. Vickery, and R.A. Davis, Third Edition, South-Western College Publishing, 2001


An Introduction to Management Science, by David A. Anderson, D. J. Sweeney, and T. A. Williams, West Publishing Co., Ten Ed., 2002.




MS Word for written assignments,

PowerPoint for presentations, and

MS-Excel, QSB+, QM for Windows, Management Scientist or any other recommended by the instructor for quantitative assignments.



The educational outcomes in BAD 64041 OPERATIONS MANAGEMENT will be delivered through a combination of teaching methods and student activities. Teaching methods will include: 


1. Lecture and discussions.

2. Use of handout materials provided by the course instructor.

3. Demonstration and interpretation of applications software.

4. Role-playing and discussions in case studies.

5. Evaluations.

6. Use of audiovisual materials such as transparencies and videotapes.

7. Use of outside speakers if available.

A variety of activities will also be used, including but not limited to the following: 


1. A class project.

2. Summaries of journal articles.

3. Use of textbook materials and homework assignments.

4. Written evaluations of computer assignments.

5. Written evaluations and interpretations of numerical exercises.

6. Reading and critically comment 2 to 5 case studies given in class.

7. Perform computer assignments on linear programming, transportation, PERT/CPM, queuing and forecasting via appropriate software, such as MS-Excel, QSB+ and/or Management Scientist. 



The student's performance in the course will be evaluated in both course theoretical concepts and analytical techniques by means of two exams, one intermediate exam given during the fourth week of classes, and a final exam given in the last week of classes. These exams will consist primarily of general operations management theory and principles, or problems formulated to be solved, analyzed and interpreted using various analytical techniques discussed in the course. They may include questions requiring definitions, short essay responses, true/false questions, and/or multiple-choice questions. The students must demonstrate their practical understanding of theory, mathematical algorithms and other concepts related to the course. In addition to in class tests, instructors may incorporate other criteria to evaluate students. Periodically unannounced quizzes may be given at the beginning of a class or selected homework assignments may be collected. At least two literature reviews are suggested to acquaint students to referred articles in their discipline that uses OM techniques. Each review must be typed and have a photocopy of the original article attached to your final report, which will consist of the following major headings: 


a. Citation

b. Research classification

c. Statement of problem

d. Types of operations management/decision science techniques

e. Evaluation of the usefulness of the above operations management/decision science techniques

f. Personal evaluation.


Also, computer assignments on each major analytical technique and/or quantitative topic are suggested to achieve the outcomes of the course. Computer assignments must have written evaluations along with attached computer printouts. Suggested software packages include, but not limited to, MS-Excel, OM Excel, QSB+, MANAGEMENT SCIENTIST, and/or LINDO.

The following is a the weighing scheme for the above-mentioned activities:

Graded Activities % of Course Grade:


Exam I                                                                                                   35

Exam II                                                                                                  35

        In-class group presentation                                                             10

Average of two peer reviewed literature reviews                           10

Average of computer assignments                                                 5

In-class group projects/assignments                                                       5

                                                                       TOTAL 100

Grading Scale

90 - 100 A 

80 - 89 B

70 - 79 C

60 - 69 D     


Timely submission of work:


With the exception of emergency situations, which will need to be verified, homework assignments, research projects or presentations must be done by the assigned date.




  1. Students attending the course who do not have the proper prerequisite risk being deregistered from the class.


  1. Students have responsibility to ensure they are properly enrolled in classes.  You are advised to review your official class schedule (using Web for Students) during the first two weeks of the semester to ensure you are properly enrolled in this class and section.  Should you find an error in your class schedule, you have until Friday, January 28, 2005 to correct the error with your advising office.  If registration errors are not corrected by this date and you continue to attend and participate in classes for which you are not officially enrolled, you are advised now that you will not receive a grade at the conclusion of the semester for any class in which you are not properly registered.


  1. Academic Honesty:  Cheating means to misrepresent the source, nature, or other conditions of your academic work (e.g., tests, papers, projects, assignments) so as to get undeserved credit.  The use of the intellectual property of others without giving them appropriate credit is a serious academic offense.  It is the University's policy that cheating or plagiarism result in receiving a failing grade (0 points) for the work or course.  Repeat offenses may result in dismissal from the University.


  1. For Spring 2005, the course withdrawal deadline is Sunday, April 3, 2005.    Withdrawal before the deadline results in a "W" on the official transcript; after the deadline a grade must be calculated and reported.


  1. Students with disabilities:  University policy 3342-3-18 requires that students with disabilities be provided reasonable accommodations to ensure their equal access equal access course content.  If you have documented disability and require accommodations, please contact the instructor at the beginning of the semester to make arrangements for necessary classroom adjustments.  Please note, you must first verify your eligibility for these through the Student Disability Services (contact 330-672-3391 or visit for more information on registration procedures).




Bedworth,D. and J. Bailey. Integrated Production Control System, 2nd ed. John Wiley & Sons, 1987.


Chase, R. B. and N. Aquilano. Production and Operations Management: A Life Cycle Approach, 6th ed. Irwin, 1992.


Fogarty, D. W. and T. R. Hoffman. Production and Inventory Management, 6th ed. South-Western, 2001.


McClain, J. O., L. J. Thomas and J. B. Mazzola. Operations Management: Production of Goods and Services, 6th ed. Prentice Hall, 2002.


Schmenner, R. W. Production/Operations Management: Concepts and Situations, 4th ed. Macmillan, 1989.


Schroeder, R. G. Operations Management: Decision Making in the Operations Function, 4th ed. McGraw-Hill, 1993.


Vollmann, T. E., W. L. Bemy and D. C. Whybark. Manufacturing Planning and Control Systems. Irwin, 1992.




WEEKS 1 AND 2:  


Go over the course syllabus:


Introduction to Operations management

Semester assignments:

Class Project

Summaries of (at least two) journal articles

Homework assignments


Evaluation procedures

Lecture: The Operations Function 

Definition of Operations Management

Operations Decisions - A Framework

Cross-Functional Decision Making

Operations as a System

New Operations Themes

In - Class Assignments: 

Response to selected Discussion Questions at the end of the chapter

Lecture: Operations Strategy

Operations Strategy Model

Emphasis on Operations Objectives

The Goal of Operations

Linking Strategies and New Strategies

Focused Operations

Global Scope of Operations


In - Class Assignments: 

Case Study

Homework Assignment:

Read the chapter and access Corning Internet home page ( and answer the following questions:

1. What are the stated values and policies of the company?

2. How these values and policies are related to the operations strategy of Corning?


Access the various homepages on manufacturing strategy. Read current discussions, select some current articles to browse, and find hypertext links to other pages. Come to class prepared to discuss your findings.



Class Assignments: 

Discussion about manufacturing strategy based on information obtained from various homepages.

Review discussion questions from the previous chapters


Lecture: Product Design

Strategies for New-Product Development

New-Product Development Process

Cross Functional Product Design

Quality Function Deployment

Value Analysis and Modular Design

In - Class Assignments: 

Responses to Discussion Questions at the end of the Chapter 3


Lecture: Process Design 

Product-Flow Characteristics

Classification by Type of Customer Order

Process Selection Decisions

Product-Process Strategy

Cross-Functional Decision Making

In - Class Assignments:

Responses to Discussion Questions at the end of the chapter

Homework Assignments:

Case Study:


WEEKS 4 AND 5:  


Class Assignment: Review discussion questions from the previous chapters 

Design operations objectives with policies for one industry.

Lecture: Service Process Design:

Defining service

Service guarantees

Customer contact - Service matrix

In - Class Assignments: 

Responses to discussion questions at the end of the chapter

Lecture: Choice of Technology: 

Technology and the Manager

Office technology

Service industries

Computer aided manufacturing


In - Class Assignments:

Discussion questions

Homework Assignments:

Case Study




 In-Class Assignments:

Review discussion questions previous chapters

Lecture: Process Flow Analysis 

Systems Thinking

Flowchart Analysis

Materials Flow

In -Class Assignments;

Discussion questions in the chapter


Lecture: Quality Management 

Quality definitions

Quality planning


In - Class Assignments: 

Discussion ISO 9000/9001

Review for Exam I

An exam preparation journal

Going along the review for the test, develop a summary of the most important concepts, theories and philosophies covered in the last chapters. You may use this summary while you are taking the test.

Homework Assignment

Problems at the end of the chapter



Exam I

Chapters 1 to 7


Lecture: Facilities and Aggregate Planning Costing, Planning, Timing

In - Class Assignments:
 Discussion questions the Chapter

Lecture: Project Scheduling 


Control in projects



In - Class Assignments: 

Discussion questions

Solve problems in chapter

Lecture: Scheduling Operations 


In - Class Assignments:

Brief discussion

Homework Assignment

Problems in the Chapters

Case Study


WEEKS 10 AND 11:  


In - Class Assignments:  

Review Capacity and Scheduling

Discussion questions

Lecture: Independent Demand Inventory

Purpose of inventories

Economic order quality

In - Class Assignments:  

Solving problems in chapter

Lecture: Materials Planning  

In - Class Assignments:  

Solve problems

Homework Assignment

Problems from the chapter


WEEKS 12 AND 13:


In - Class Assignments: 


Discussion questions

Solved problems

Lecture: Just-in-Time Systems

In - Class Assignments:

Case Studies

Problems at the end of chapter

Homework Assignments: Case Studies - one for each group


WEEKS 14 AND 15:     


Lecture: Overview of the course - Summary

In - Class Assignments
Selected cases

Selected problems

Selected questions

Review for Exam II

An exam preparation journal


Going along the review for the test, develop a summary of the most important concepts, theories and philosophies covered in the last chapters. You may use this summary while you are taking the test.


WEEK 16:


Exam II