《运营管理》英文教学大纲

《运营管理》课程编号：CMAG322课程类型：学科基础课总学时： 54 学时学分：3学分适用对象：工商管理专业先修课程：CMAG111/CACC111/CFIN311Course DescriptionSupply chain management means the design, planning and control of the information flow, material flow and cash flow with a view to strengthening competitiveness. The supply chain composition structure and the operation directly relate to the whole management process of the enterprise; therefore, the course focuses on the operation and supply chain management on the premise of fast meeting the end-user need, make the response promptly to the unpredictable market demand, and realize optimized movement for the entire supply chain.Learning objectivesThis is a course in management with an emphasis on real world applications. There are three basic objectives for this course:1.To develop some simple models that can be usefully applied to generate realisticpredictions about the behaviors of important economic variables.2.To apply the models and management concepts to understand and interpret currentworld management issues.3.To familiarize with some basic ideas of management analysis and businessproblems faced by managers in their daily operations, such as project management, process analysis, quality management, supply chain design, facility location, inventory control, etc.Teaching MethodsThis course contains lectures, class discussions, homework, quizzes, presentation, self-study and exams etc.Study timeTo do well in this course, you need to devote time outside of class for practice and proper preparation. A typical student should need 10 hours of no-class time each week during a regular 20-week semester. Doing this theory paper requires READING time.I encourage all of you to do all assigned homework and practice extra questions. Attendance and Class ParticipationRegular attendance and class participation are expected of all the students. Since the course covers great deal of materials that’s why its very important trying to attend EVERY class on time. Absence which is more than 1/3 of the total teaching hour （16*4／3＝21 hrs）will cause an F (a failing grade) directly.And I will recordattendance by random checking. Take class discussion and group assignment serious as your distribution and contribution for your team will affect the whole group’s finals.Homework AssignmentsIf you do not attempt to complete the assigned homework its unlikely that your performance in the course will suffer. Most assignments are taken from the textbook. Students who do NOT complete assignments or copy from others will cause dangerous in grade appraisal.PresentationEach group is going to be expected to give a 20 minutes presentation. The topic can be selected from the textbook or lectures. A summary relating to the topic is required before your presentation.Quizzes and ExaminationsThere will be at least 2 quizzes during the semester. Quizzes may or may not be announced in advance. Quizzes will test your knowledge of both concepts and the application of those concepts. Midterm and final exam may be composed of multiple-choice questions and essay questions etc. Supplementary exams can be applied if students fail the 1st attempt.Academic IntegrityCheating or plagiarism includes copying others’ work or in the exam will not be tolerated. It will result in disciplinary action in accordance with the university policy if a second violation occurs. Any type of cheating in the midterm or final exam will lead a nullification result.Course EvaluationBefore Midterm After Midterm Attendance5% 5% Participation5% 5%Quizzes10% 10% Presentation20%Mid-term exam 20%Final exam20%Total40%60%Course scheduleWeek 1 Chapter 1Week 2 Chapter 2Week 3 Chapter 3Week 4 Chapter 4Week 5 Chapter 4Week 6 Chapter 5Week 7 Chapter 6Week 8 Chapter 7Week 9 Chapter 11 Week 10 Mid-Term Exam Week 11 Chapter 12 Week 12 Chapter 17 Week 13 Chapter 17Week 14 Week 15 Week 16 Week 17 Chapter 13 PresentationFinal Exam Revision Final ExamCourse contentsChapter 1 Operations and Supply Chain ManagementLearning objectives:1.Understand why it is important to study operations and supply chainmanagement.2.Define efficient and effective operations.3.Categorize operations and supply chain processes.4.Contrast differences between services and goods producing processes.Chapter 2 Strategy and SustainabilityLearning objectives:pare how operations and supply chain strategy relates to marketing andfinance.2.Understand the competitive dimensions of operations and supply chainstrategy.3.Identify order winners and order qualifiers.4.Understand the concept of strategic fit.5.Describe how productivity is measured and how it relates to operations andsupply chain processes.6.Explain how the financial markets evaluate a firm’s operations and supplychain performance.Chapter 3Product and Service DesignLearning objectives:1.Understand the product development process for both manufactured andservice products.2.Demonstrate how the development of products can have significant economicimpact on the firm.3.Align design with the desires of the customer by using quality functiondeployment (QFD) concepts.4.Explain how design can significantly impact manufacturing cost.5.Be introduced to product development performance measures.Chapter 4 Strategic Capacity ManagementLearning objectives:1.Recognize the concept of capacity and how important it is to “manage”capacity.2.Explain the impact of economies of scale on the capacity of a firm.3.Understand how to use decision trees to analyze alternatives when faced withthe problem of adding capacity.4.Describe the differences in planning capacity between manufacturing firmsand service firms.Chapter 5 Process AnalysisLearning objectives:1.Recognize three basic types of processes: a serial flow process, parallelprocesses (such as what happens in a restaurant), and logistics processes.2.Understand basic flowcharting of processes.3.Explain how to analyze processes using Little’s law.4.Understand how to calculate process performance measures.Chapter 6 Production ProcessesLearning objectives:1.Understand the idea of production process mapping.2.Demonstrate how production processes are organized.3.Explain the trade-offs that need to be considered when designing a productionprocesses.4.Describe the product-process matrix.5.Recognize how break-even analysis is just as important in operations andsupply chain management as it is in other functional areas.Chapter 9 Six-Sigma QualityLearning objectives:1.Understand total quality management.2.Describe how quality is measured and be aware of the different dimensions ofquality.3.Explain the define, measure, analyze, improve, and control (DMAIC) qualityimprovement process.4.Understand what ISO certification means.Chapter 11 Global Sourcing and ProcurementLearning objectives:1.Understand how important sourcing decisions go beyond simple materialpurchasing decisions.2.Demonstrate the “bullwhip effect” and how it is important to synchronize theflow of material between supply chain partners.3.Describe how characteristics of supply and demand have an impact onstructuring supply chains.4.Know the reason for outsourcing capabilities.5.Illustrate what “green” sourcing is.6.Analyze the total cost of ownership.7.Calculate inventory turnover and days of supply.Chapter 12 Location, Logistics and DistributionLearning objectives:1.Describe what a third-party logistics provider is.2.Assess the major issues that need to be considered in locating a plant orwarehouse facility.Chapter 13Lean and Sustainable Supply ChainsLearning objectives:1.Describe how Green and Lean can complement each other.2.Explain how a production pull system works.3.Understand Toyota Production System concepts.4.Summarize important attributes of a lean supply chain.5.Analyze a supply chain process using value stream mapping.6.Know the principles of supply chain design.Chapter 14 Inventory ControlLearning objectives:1.Explain the different purposes for keeping inventory.2.Understand that the type of inventory system logic that is appropriate for anitem depends on the type of demand for that item.3.Calculate the appropriate order size when a one-time purchase must be made.4.Describe what the economic order quantity is and how to calculate it.5.Summarize fixed–order quantity and fixed–time period models, includingways to determine safety stock when there is variability in demand.6.Discuss why inventory turn is directly related to order quantity and safetystock.Reading Materials:Operations Management. Fifth Edition. Nigel Slack, Stuart Chambers, and Rober Johnston. Prentice Hall, Financial Times.。