...Lovely Professional University, Punjab Course Code MGT519 Course Category Course Title OPERATIONS MANAGEMENT Courses with numerical and conceptual focus Course Planner 16031::Gurpreet Kaur Lectures 3.0 Tutorials Practicals Credits 1.0 0.0 4.0 TextBooks Sr No T-1 Title Operations Management Reference Books Sr No R-1 R-2 Other Reading Sr No OR-1 OR-2 OR-3 OR-4 OR-5 OR-6 OR-7 OR-8 OR-9 OR-10 OR-11 OR-12 Journals articles as Compulsary reading (specific articles, complete reference) The four things that a service Business must get right HBR Article , Bang & Olufsen Design Driven Innovation : HBR , Smart Product Design : HBR , Mishina, Kazuhiro. Toyota Motor Manufacturing, U.S.A., Inc. HBS Case No. 9-693-019. Harvard Business School Publishing, Boston, 1995. , Hammond, Janice H. Barilla SpA (A). HBS Case No. 9-694-046. Harvard Business School Publishing, Boston, 1994. , Latour, Almar. Nokia Handles Supply Shock with Aplomb as Ericsson of Sweden Gets Burned. The Wall Street Journal. Dow Jones & Company, Inc., 2001. , National Cranberry Cooperative HBS #688122. From Case Map , John Crane UK Ltd Case : The CAD CAM Link . HBS #691021,24p , To Move or not to Move .Case of Cathay Pacific Airways . University of Hong Kong HBS #HKU003,22p , Note on Quality: The Views of Deming, Juran, and Crosby HBS .687011 , Process Control at Polaroid , HBS, #693047 , LL Bean Item Forecasting and Inventory Management HBS, #893003, 5p , Johson Control Automotive Systems , HBS,#69308623p , Title Operations...
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...Mechatronics BASIC MEASUREMENT TOOLS MTX 103 Fall 2 Credits 11 hours of lecture - 22 hours of lab Fundamentals of measurement tools. Topics include basic measurement, S.I. and U.S. customary measurement, precision measurement tools and dimensional gauging. Prerequisite: A grade of "C" or better in ELEC 101, 102, and 121; or concurrent enrollment in ELEC 101, 102, and 121; or consent of Instructional Unit. BASIC HYDRAULICS MTX 105 Fall 2 Credits 11 hours of lecture - 22 hours of lab Fundamentals of hydraulics. Topics include hydraulic power systems, hydraulic circuits, principles of hydraulic pressure and flow and various types of hydraulic valves. Prerequisite: A grade of "C" or better in ELEC 101, 102, and 121; or concurrent enrollment in ELEC 101, 102, and 121; or consent of Instructional Unit. BASIC PNEUMATICS MTX 107 Fall 2 Credits 11 hours of lecture - 22 hours of lab Fundamentals of pneumatics. Topics include pneumatic power systems, basic pneumatic circuits principles of pneumatic pressure and flow and pneumatic speed control. Prerequisite: A grade of "C" or better in ELEC 101, 102, and 121; or concurrent enrollment in ELEC 101, 102, and 121; or consent of Instructional Unit. ELECTRIC MOTOR CONTROL 1 MTX 110 Fall 4 Credits 22 hours of lecture - 44 hours of lab Fundamentals of electric motor control. Topics include electrical safety, control transformers, overload protection, ladder logic, control relays, electronic sensors, and other topics related...
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...ACADEMIC PLAN FOR SEMESTER-VIII (for 2011-12) SUB : Quality Control & Quality Assurance Sub. Code: ETME – 402 Total Lecture Available: Total Teaching Weeks in Semester: weeks Total Tutorial Classes : |S.No. |TOPICS TO BE COVERED |Lecture | |FIRST TERM | | |1 |Introduction | | | |Introduction, Definitions & Need of Quality | | | |Quality Design, Quality of Conformance, Quality of Performance |1 | | |Quality Characteristic, Specification of Quality, Quality Function | | | |Cost of Quality, Value of Quality, Optimum Quality of Design |1 | | |Inspection & Types of Inspection | | | |Concept of Quality Control & Its Objectives, Inspection v/s...
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...Ch 4: "Job Costing" A. Ch 4 Learning Objective 1: Describe the building-block concepts of costing systems. 1. LO 4-1 overview: The building-block concepts of a costing system are cost object, direct costs of a cost object, indirect costs of a cost object, cost pool, and cost allocation base. Costing systems should report cost numbers that reflect the way chosen cost objects, such as products or services, use the resources of the organization. 2. Study pages 98-100. 3. LO 4-1 lecture slides. Note: Look for the image of your instructor within the slides. Clicking on his smiling face will start a short lecture. 4. Q1: Define cost pool, cost tracing, cost allocation, and cost allocation base. Cost pool––a grouping of individual indirect cost items. Cost tracing––the assigning of direct costs to the chosen cost object. Cost allocation––the assigning of indirect costs to the chosen cost object. Cost-allocation base––a factor that links in a systematic way an indirect cost or group of indirect costs to cost objects. 5. A ___ is a grouping of individual indirect cost items. a. cost allocation base b. cost assignment c. cost pool d. job-costing system The correct answer is "c," cost pool. | 6. Q5: Give examples of two cost objects in companies using job costing. Major cost objects that managers focus on in companies...
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...Week 2 Lectures Lectures topic for the week – Manufacturing Operations and Services Operations Monday 23rd September 2013 In Monday’s class we discussed the history of Manufacturing Operations and Service Operations History. The difference between manufacturing and service operation is – Manufacturing operations is producing tangible goods but service operation is more concerned with producing intangible goods or services. Every successful Operations Manager should have Technical Knowledge and Human Relations skills. In early days some pioneers of management thinking recognized the opportunity of need in new philosophy how things are done in an effective and efficient way. One of the main pioneers were Frank & Lillian Gilbert, Henry Ford, W. Edwards Deming, Frederick W. Taylor, Eli Whitney etc. Frank and Lillian Gilbert – Invented the Therbling method or method of measuring number of motions. Henry Ford – Was Irish and invented first moving assembly line where he started to build Mode-T. W. Edwards Deming – Credit for teaching Japan quality control methods in post-world war 2. Friday 27th September 2013 In Friday we continued with the topic Operations and Service Management. Operations Management in Germany is called Production management. Production is a process where there are inputs, transformation process and outputs. Transformation process for operations and service management is the main area what their concerned with. In transformations process managers...
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...Management Accounting and Control Lecture 4: Cost system refinement: Activity‐based costing; Process Costing Reading: Horngren Chapter 7 (Ch 5 in 14th edition); and Ch 8 to p 276 and pp281‐283 (Ch 17 14th edition) Note: the FIFO method will not be examined in this course and nor will Hybrid (Operation) Costing , therefore you do not need to read the pages that relate to these topics. 1 Salters Pty Ltd, a specialised equipment manufacturer, uses a job order costing system. The overhead is allocated to jobs on the basis of direct labour hours. The overhead rate is now $2,000 per direct labour hour. The design engineer thinks this is illogical and has stated the following: “Our accounting system doesn’t make any sense to me. It tells me that every labour hour carries additional overhead of $2,000. This means that direct labour makes up only 5% of our total product cost, yet it drives all our costs. In addition, these rates give my design engineers incentives to ‘design out’ direct labour by using machine technology. Yet over the past years as we have had less and less direct labour, the overhead rate keeps going up and up. I won’t be surprised if next year the rate is $2,500 per direct labour hour. I’m also concerned because small errors in our estimates of the direct labour content of a job can have a large impact on our estimated costs. Just a 30 minute error in our estimate of assembly time is worth $1,000. Small mistakes in our direct labour time estimates can really swing our bids ...
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...export/trade laws which allowed for them to utilize EPZ’s at higher rate. This innovation created economic relief for nations and encouraged global trade. A social condition that led to the rise of EPZ’s was the desire to produce by manufacturing in rural areas with the intention to reduce poverty and unemployment. Developing countries’ low standards for workplace regulations and labor laws made it easier for companies to facilitate trade networks with. Often these zones entitled companies to tax break incentives that would otherwise be lacking if the manufacturing were to occur in developed countries. The only boundaries capital hates are investment boundaries (Lecture #6). Companies are only focused on creating profits. EPZ’s support developed countries’ plight to economically cultivate at the cost of exploiting third world countries. Developed countries cannot utilize their home labor networks because tax policies, wage laws, and workplace regulations are enforced closely which cause labor restrictions and costlier manufacturing. Due to deregulation of global trade restrictions, outsourcing became a common practice. Spatial borders were crafted to intentional isolate areas of development. In those areas, a shift from rural to labor driven manufacturing zones came to fruition. This caused uneven development and certain dependency on EPZ’s for job creation and consumption. These zones now become engines for...
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...as the thirteen colonies. The civil war pressured the colonists to diversify labor which shaped the colonies into three distinct groups, New England, Middle, and Southern. These colonies were characterized by their major crops and economic makeup, religious practices and customs, demography and settlement structure, and labor regimes. The New England colonies included New Hampshire, Massachusetts, Rhode Island, and Connecticut. The British Atlantic lecture describes these colonies and what they were like. There were not...
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...GHANA INSTITUTE OF MANAGEMENT AND PUBLIC ADMINISTRATION [GIMPA] MASTERS IN BUSINESS ADMINISTRATION COURSE NUMBER: GMBA 607 MANAGING OPERATIONS Instructor: Dr. Samuel Famiyeh Office Location: D-Block, R14 GIMPA Main Campus E-Mails: sfamiyeh@gimpa.edu.gh APPOINTMENT TIME You are encouraged to talk to me about any problem or suggestions you may have concerning the course, careers, benefits of advanced courses in operations management, or things in general. If you can’t seem to find the time to talk with me face-to-face, send an email and I will respond as quickly as possible. DESCRIPTION OF THE COURSE Operations management is an area of management concerned with overseeing, designing, controlling the process of production and redesigning business operations in the production of goods and/or services. It involves the responsibility of ensuring that business operations are efficient in terms of using as few resources as needed, and effective in terms of meeting customer requirements. It is concerned with managing the process that converts inputs (in the forms of materials, labor, and energy) into outputs (in the form of goods and/or services). The course discusses the managerial processes underlying operations management in both service-providing and goods-producing organizations. Specific topics to be covered include introduction to operations management, forecasting, process design, capacity planning, facilities location and design, inventory...
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...| Learning and Developing Design | Trisco Foods | | | Contents Executive Summary 3 Recommendations 3 1. Introduction 4 2. Learning Objectives 4 3. On or Off The Job Approach 5 4. On The Job Process 6 5. Off The Job Process 7 6. Program Schedule 8 Conclusion 8 Reference List 9 Appendix A Hierarchy of Need and Learning Objectives 10 Appendix B Learning Contract 11 Appendix C Session Plan Coversheet 13 Appendix D Program Schedule 16 Executive Summary Trisco Foods has a performance gap between the actual performance of syrup makers and the expectations of management to these makers. This kind of performance gap leads to a growth reduction over the last few years with the percentage of 10, which is a big organizational problem to this company. This report intends to design a learning and developing program in order to fill the gap and achieve better performance. This program will include on the job approach and off the job approach. During the design, both on the job method and off the job methods are taken into account and generate a combination to receive a better influence. It is important to evaluate the learning program and guarantee the designed program is applied to the reality, which are considered in the recommendations. Recommendations After the learning and development design program has been designed, it was designed on the basis of meeting the learning need of compliance because they do not have a good understanding...
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...the underlying market and institutional mechanisms that drive globalization, shape the international business environment, and influence strategies of individual businesses. Topics we will cover include: What determines exchange rate fluctuations and currency crises? How do they affect the domestic economies and firms’ international competitiveness? What determines trade and investment across countries? How do culture, politics and international organizations interact with the global marketplace? Given the unique challenges and opportunities of operating across borders, how do firms make sourcing, manufacturing and distribution decisions on a global basis? We emphasize a deep appreciation for, and understanding of, the interdependence and interrelatedness in the world economy; knowledge of specific countries will not be the focus of this course. Classes will use a combination of lectures, case analysis, and analytical discussion of key topics and current events, with students expected to play an active role in the classroom. This course provides students with the concepts, tools, and skill sets necessary to conduct in-depth analysis of the global economic landscape. The goal is to understand the underlying market and institutional mechanisms that drive globalization, shape the international business environment, and influence strategies of individual businesses. Topics we will cover include: What determines exchange rate fluctuations and currency crises? How do they affect the...
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...WELCOME TO LECTURE 6 Quality Function Deployment QFD House of Quality (HOQ) fgeorge@clemson.edu Lecture 6. Page 1 of 27 COURSE PERT CHART fgeorge@clemson.edu Lecture 6. Page 2 of 27 Where we are • • • • • We have seen how to define the problem We have seen how to decompose it We have seen how to be creative We have seen how to evaluate solutions Now how can we improve on existing products? - What does the CUSTOMER want? fgeorge@clemson.edu Lecture 6. Page 3 of 27 QFD:Definition QFD stands for Quality Function Deployment. Derived from six Chinese/ Japanese characters: 1. Hin shitsu: Qualities, features or attributes 2. Ki no: function 3. Ten kai: deployment QFD:- systematic way for developing products based on the needs of the customer. fgeorge@clemson.edu Lecture 6. Page 4 of 27 History of QFD Originally developed by Yoji Akao of Tokyo in 1966. First implemented at the Kobe Shipyard of Mitsubishi in 1972. Subsequently adopted by Toyota and other Japanese Firms. First QFD Training outside Japan at GM and Ford in 1972. Later by other companies around the world fgeorge@clemson.edu Lecture 6. Page 5 of 27 QFD : QUALITY FUNCTION DEVELOPMENT GOAL: •Recognize the correlations between the customer requirements and the product characteristics •Identify the product characteristics that affect specific customer requirements •Recognize the correlations within the engineering characteristics fgeorge@clemson.edu Lecture 6. Page 6 of 27 ...
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...just-in-time. For example consider my journey to work this morning, I could have left my house, just-in-time to catch a bus to the train station, just-in-time to catch the train, just-in-time to arrive at my office, just-in-time to pick up my lecture notes, just-in-time to walk into this lecture theatre to start the lecture. Conceptually there is no problem about this, however achieving it in practice is likely to be difficult! So too in a manufacturing operation component parts could conceptually arrive just-in-time to be picked up by a worker and used. So we would at a stroke eliminate any inventory of parts, they would simply arrive just-in-time! Similarly we could produce finished goods just-in-time to be handed to a customer who wants them. So, at a conceptual extreme, JIT has no need for inventory or stock, either of raw materials or work in progress or finished goods. Obviously any sensible person will appreciate that achieving the conceptual extreme outlined above might well be difficult, or impossible, or extremely expensive, in real-life. However that extreme does illustrate that, perhaps, we could move an existing system towards a system with more of a JIT element than it currently contains. For example, consider a manufacturing process - whilst we might not be able to have a JIT process in terms of handing finished goods to customers, so we would still need some inventory of finished goods, perhaps it might be possible to arrange raw material deliveries so that, for...
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...Course Outline School: Department: Course Title: Course Code: Course Hours/Credits: Prerequisites: Co-requisites: Eligible for Prior Learning, Assessment and Recognition: Originated by: Creation Date: Revised by: Revision Date: Current Semester: Approved by: Business Graduate Studies Accounting for Managerial Decision Making ACCT 701 56 N/A N/A Yes Basil Chan, John Harris Summer 2013 Geoffrey Prince Summer 2014 Winter 2015 Chairperson/Dean Students are expected to review and understand all areas of the course outline. Retain this course outline for future transfer credit applications. A fee may be charged for additional copies. This course outline is available in alternative formats upon request. ACCT 701 CENTENNIAL COLLEGE Accounting for Managerial Decision Making Course Description This course will introduce the student to the principles of management accounting. Topics include costvolume-profit relationships, relevant costing, performance measurement, and the application of management accounting concepts and techniques to support business decision making. Program Outcomes Successful completion of this and other courses in the program culminates in the achievement of the Vocational Learning Outcomes (program outcomes) set by the Ministry of Training, Colleges and Universities in the Program Standard. The VLOs express the learning a student must reliably demonstrate before graduation. To ensure a meaningful learning experience and to better understand...
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...| Syllabus | |Course code |LEANM | |Course name |Lean Management | |Course version |1 | |A. The location of the course in the study system | |Level of education |Under graduate | |Degree level |Bachelor | |A form of study |Fulltime | |Field of study |Management | |Profile of study |general academic | |Specialization...
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