GC UNIVERSITY, FAISALABAD

FACULTY OF ECONOMICS & MANAGEMENT SCIENCES

LYALLPUR BUSINESS SCHOOL (LBS)

Course Specifications

Operations Management
MGT-501

Fall - 2021

http://www.gcuf.edu.pk/
 COURSE SPECIFICATIONS
Basic Information
Course Title: Operations Management
Course Code: MGT-501
Course credits/week: Theory: 03 Lab: Nil Total: 03
Pre-requisite(s): NONE
Co-requisite(s):
Program(s) on which the course is given: BBA-5th Semester
Is the course major or minor element of the program? Major: Minor:
Department offering the program: Lyallpur Business School (LBS)
Department offering the course: Management Cluster
Academic year/level: 3
Revision #: 1
Last revised on (date): 24.09.2021

Overall Aims of the Course

Course Description:
Operations Management (OM) is one of the key functional areas in any organization or
company that deals with the production of goods and services. These activities take place in all
companies, either public or private. OM is concerned with managing the processes that
transform inputs (materials, labor, energy, customers) into outputs (goods and services).
Everything we wear, eat, use, read or play with, has been produced, and an operations manager
organized its production. This course is concerned with the tasks, issues and decisions of those
operations managers who have made the services and products on which we all depend. The
OM field faces many challenges that are consequence of globalization, new product
proliferation, technology advances, and integration with other functional areas of the company
(marketing, finance, etc.). In this course we are going to study the main concepts, tools and
quantitative models that companies use to manage their operations. We are going to do so from
a very practical standpoint, studying business cases and solving exercises.

Course Objectives are:

The objective of this course is to introduce students to the different operational activities that
take place in companies and organizations, and to examine how strategic and tactical decisions
are made: The key objectives are as follows;

 This course is designed to provide a survey of the field of operations, focusing more on
 the operations.
 The course is designed to focus on follow areas, designing operations, managing
operations, quantitative methods, covering quality, control, project management,
capacity planning, location and layout strategies, measurement, supply chain
management, early-stage business operations management, inventory management,
constraints, just-in-time methods, forecasting, and decision-making tools.
 Ability to apply learned knowledge with flexibility and creativity and adapt them to new
situations and contexts.
 Demonstrate a level of knowledge with flexibility and creativity and adapt them to new
situations and contexts.
 Demonstrate a level of knowledge sufficient for professional performance.
 Use the appropriate information in formulating proposals and troubleshooting.
 Ability to communicate effectively as a professional level oral and written.
 Identify the key factors of a problem.
 Apply relevant knowledge and procedures to a range of complex situations

Learning Outcomes:

After taking this course, students are able to:

 Identify the main functions of the area of Operations Management.
 Relate the area of operations with business strategy and its relationship with other
functional areas of business such as marketing or logistics function.
 Identify and plan production and operations activities of a company, such as product
and process design, total quality, production planning, inventory management.
 Use basic analytical tools and methods mentioned above for the planning and
management in the area of production and operations
Class Format & Weekly Work Plan:

“Operations Management” is a concept based and discussion-driven course with application,

thus the vast majority of our classes will be focused on concept discussion and practical
implications.
Our weekly class Instructions and discussions will follow this format:
1st – 2nd Week

Chapter – 1: Introduction to Operations Management: Process Management; The

Scope of Operations Management; The Historical Evolution of Operations
Management (Page 4 – 27) (Operations Management by William J. Stevenson, 11th
Edition)
3rd-4th Week

Chapter – 2: Competitiveness, Strategy, and Productivity: Competitiveness; Mission

and Strategies; Operations Strategy; Implications of Organization Strategy for
Operations Management; The Balanced Scorecard (Page 42 – 70) (Operations
Management by William J. Stevenson, 11th Edition)
5th Week

Chapter – 3: Forecasting; Features Common to All Forecasts; Elements of a Good

Forecast; Choosing a Forecasting Technique; Operations Strategy. (Page 72 – 109)
(Operations Management by William J. Stevenson, 11th Edition)

6th Week

Chapter – 13: Inventory Management: The Nature and Importance of Inventories;

Requirements for Effective Inventory Management; Inventory Ordering Policies;
How Much to Order: Economic Order Quantity Models; The Single-Period Model.
(Page 556 – 588) (Operations Management by William J. Stevenson, 11th Edition)
READING: Sood, A., & Sharma, V. (2015). A study of behavioral perspective of operations.
Procedia-Social and Behavioral Sciences, 189, 229-233.

7th - 8th Week

Chapter – 4: Product and Service Design: Other Design Considerations; Phases in

Product Design and Development; Designing for Production; Service Design. (134-
160) (Operations Management by William J. Stevenson, 11th Edition)
READING: Sahin, E., & Matta, A. (2015). A contribution to operations management-related
issues and models for home care structures. International Journal of Logistics Research and
Applications, 18(4), 355-385.

Mid Semester Examination

10th Week

Chapter – 5: Strategic Capacity Planning for Products and Services: Capacity

Decisions Are Strategic; Defining and Measuring Capacity; Determinants of Effective
Capacity; Strategy Formulation; Additional Challenges of Planning Service; Do It In-
House or Outsource It; Constraint Management; Operations Strategy. (Page 183 – 204)
(Operations Management by William J. Stevenson, 11th Edition)
READING: Excess Capacity Can Be Bad News, page-184 0f the book

11th Week

Chapter – 7: Work Design and Measurement: Quality of Work Life; Job Design;
Methods Analysis; Motion Study; Work Measurement; Operations Strategy. (Page
285-313) (Operations Management by William J. Stevenson, 11th Edition)

READING: Designing Supermarkets, page-258 0f the book

12th Week

Chapter – 8: Location Planning and Analysis: The Need for Location Decisions; The
Nature of Location Decisions; Global Locations; General Procedure for Making
Location Decisions; Identifying a Country, Region, Community, and Site; Evaluating
Location Alternatives. (Page 333 – 358) (Operations Management by William J.
Stevenson, 11th Edition)

READING: Vying for Patients, Hospitals Think Location, Location, page-349 0f the book
13th Week

Chapter – 9: Management of Quality; Insights on Quality Management; The Evolution

of Quality Management; The Foundations of Modern Quality Management; Total
Quality Management; Quality Tools. (Page 371 – 409) (Operations Management by
William J. Stevenson, 11th Edition)

READING: The Sounds of Quality, page-375 0f the book

14th Week

Chapter – 11: Aggregate Planning and Master Scheduling: Basic Strategies for
Meeting Uneven Demand; Techniques for Aggregate Planning; Aggregate Planning
in Services; Disaggregating the Aggregate Plan; Master Scheduling; The Master
Scheduling Process. (Page 472 – 494) (Operations Management by William J.
Stevenson, 11th Edition)

READING: Eight Glasses a Day (EGAD), page-507 0f the book

15th Week
Chapter – 12: MRP and ERP: An Overview of MRP; MRP Inputs; MRP Processing;
MRP Outputs; Other Considerations; MRP in Services; Benefits and Requirements of
MRP; MRP II; Capacity Requirements Planning; ERP; Operations Strategy. (Page 509
– 538) (Operations Management by William J. Stevenson, 11th Edition)

16th Week

Chapter – 14-: JIT and Lean Operations; Supporting Goals; Building Blocks
Chapter –15: Supply Chain Management; Trends in Supply Chain Management;
Global Supply Chains; Management Responsibilities; Procurement; Supplier
Management (Page 617 – 677) (Operations Management by William J. Stevenson, 11th
Edition)

Knowledge Café on Operations Management

Final Semester Examination

Weekly Course Objectives:

Week Module Intended Learning Objectives

 Define of operations management.

 Identify the three major functional areas of organizations and
describe how they interrelate.
 Identify similarities and differences between production and
service operations.
 Introduction to  The operations function and the nature of the operations
1-2 Operations manager’s job
Management  Two major aspects of process management.
 key aspects of operations management decision making.
 Briefly describe the historical evolution of operations
management.
 Characterize current trends in business that impact operations
management.

 three primary ways that business organizations compete.

Competitiveness,  five reasons for the poor competitiveness of some companies.
3-4 Strategy, and  the term strategy and explain why strategy is important.
Productivity  organization strategy and operations strategy
 productivity and its importance to organizations and to countries.
 the elements of a good forecast
 the steps in the forecasting process
 forecasting techniques and the advantages and disadvantages
 compare and contrast qualitative and quantitative approaches to
5 Forecasting
forecasting
 compare two ways of evaluating and controlling forecasts
 major factors and trade-offs to consider when choosing a
forecasting technique
 Define inventory,
 major reasons for holding inventories
 main requirements for effective inventory management
Inventory
6  nature and importance of service inventories
Management
 periodic and perpetual review systems
 objectives of inventory management
 the basic EOQ model
  strategic importance of product and service design
 key reasons for design or redesign
 the main sources of design ideas
Product and  importance of legal, ethical, and sustainability considerations in
7-8 Service Design product and service design
 the phases in product design and development
 characteristics of well-designed service systems
 challenges of service design
 importance of capacity planning
Strategic Capacity  ways of defining and measuring capacity
Planning for Products  the determinants of effective capacity
10 and Services  major considerations related to developing capacity alternatives
 approaches that are useful for evaluating capacity alternatives
 importance of work design
 Compare and contrast the two basic approaches to job design
 advantages and disadvantages of specialization
Work Design  knowledge-based pay
11 and Measurement
 commonly used techniques for motion study
 impact of working conditions on job design
 time study methods and perform calculations
 the main reasons organizations need to make location decisions
 why location decisions are important
Location Planning  options that are available for location decisions
12 and Analysis
 major factors that affect location decisions
 techniques presented to solve typical problems
 quality as it relates to products and as it relates to services
 consequences of poor quality
Management  the determinants of quality
13 of Quality  the philosophies of quality gurus
 use of various quality tools
 overview of problem solving
 what aggregate planning is and how it is useful?
Aggregate Planning  aggregate planning and some of the possible strategies
14 and Master Scheduling  graphical and quantitative techniques planners use
 master scheduling process and its importance
 conditions under which MRP is most appropriate
 the inputs, outputs, and nature of MRP processing
 requirements in a master production schedule
15 MRP and ERP  benefits and requirements of MRP
 potential benefits and some of the difficulties users have
encountered with MRP
 ERP, what it provides, and its hidden costs
16 JIT and Lean  term lean operations system
Operations  goals of a lean system and explain its importance
--------------  benefits of a lean system
Supply Chain  traditional mode of operations to a lean system
Management  recent trends in supply chain management
  motivations and risks of outsourcing as a strategy
 strategic, tactical, and operational responsibilities of supply chain
management
Required Learning Sources
Text Book(s): Text Book Operations Management by William J. Stevenson, 11th Edition,
(Student must buy this book) McGraw-Hill
(Title, Author, Edition, Publisher)
 Operations Strategy by Nigel Slack, Mike Lewis, Pearson
Reference Book(s):
(Title, Author, Edition, Publisher)
 Operations and Supply Management 4.0 (Industry Insights, Case
Studies and Best Practices) by Marc Helmold, Brian Terry, Springer
 Sadeghi Moghadam, M. R., Ghasemnia Arabi, N., & Khoshsima,
G. (2021). A Review of Case Study Method in Operations
Management Research. International Journal of Qualitative
Methods, 20, 16094069211010088.
 Ivanov, D., Tang, C. S., Dolgui, A., Battini, D., & Das, A. (2021).
Researchers' perspectives on Industry 4.0: multi-disciplinary
analysis and opportunities for operations management.
Journals/Periodicals:
International Journal of Production Research, 59(7), 2055-2078.
(Title, Publisher)
 Gupta, S., Starr, M. K., Farahani, R. Z., & Asgari, N. (2021).
Pandemics/epidemics: Challenges and opportunities for
operations management research. Manufacturing & Service
Operations Management.
 Farooq, M. U., Hussain, A., Masood, T., & Habib, M. S. (2021).
Supply chain operations management in pandemics: a state-of-
the-art review inspired by COVID-19. Sustainability, 13(5), 2504.
Facilities Required for Teaching and Learning
 White Board
 Multimedia
 Zoom online (If online classes)
Assignments Schedule & Quiz
No. Week Assigned Week Due QUIZ TESTS
1 3 6 Three surprise quiz tests will be conducted during
the semester for better preparation of the
2 7 11 students.
3 12 15
Examination / Weighting of Assessments & Quizzes
Quizzes + Assignments + Class Participation + Projects 20 %
Mid-semester examination 30 %
End-semester examination 50 %
Grading Criteria
Letter Grade Percentage Marks
A 80 -100 EXCELLENT
B 65-79.99 GOOD
C 50-64.99 SATISFACTORY
D 40-49.99 PASS

Instructor Responsibilities:
In keeping with the format of this class, I see myself as your immediate supervisor. In that sense,
I plan to mentor each of you so that you learn how to make the best decisions possible, to
 understand and apply key marketing concepts, and to prepare you to become productive
employees upon graduation. I will do my best to help each of you grow into the best marketer
you choose to become. Thus, besides class time, where I will often put you on the spot, I expect
there will be many times we will communicate outside of class, and I will do my best to help you
in a timely fashion.
Student Responsibilities:
You are expected to arrive to class on time, professionally dressed, and prepared for the day.
You should be fully prepared to discuss and debate the course material assigned for that date.
You are expected to participate at all levels and offer objective praise and criticism of your
classmates’ analyses and conclusions. This course is not for the meek or timid. You must
contribute to a greater understanding of Consumer Behavior. This course is a combination of
doing (homework), thinking, and discussing.

Useful Tools / Advice:

This course is time and labor-intensive. Be certain to schedule enough time in your weekly
planning to accommodate.
You need to have good access to the Web and an e-mail account.
Please always do your best work.
Contact Details:
Dr. Muhammad Waseem Bari Assistant Professor
Room No. 121, 1st Floor
Lyallpur Business School (LBS),
Faculty of Economics & Management Sciences,
GC University, Faisalabad, Pakistan.
Office Hours Monday to Friday 08:00 AM to 04:00 PM
Phone(office): 041-9203020 E-Mail: mwaseembari@gcuf.edu.pk
Course Specifications Developed By: Reviewed By (Dean FE & MS):
Dr. Muhammad Waseem Bari Prof. Dr. Sofia Anwar
Date: 27-09-2021 Date: 29-09-2021