...OM 367: Strategic Supply Chain Management Professor Stephen M. Gilbert Classroom: CBA 4.348 Class Meeting Time: TTH 12:30-2:00 Office: CBA 3.424 Phone: 471-9456 (O) e-mail: steve.gilbert@mccombs.utexas.edu Mail Box: Dept. of IROM, CBA 5.202 Fax: 471-3937 (O) Office Hrs: T-TH 10:30-11:30, and by appt. COURSE DESCRIPTION Supply Chain Management involves the flows of materials and information among all of the firms that contribute value to a product, from the source of raw materials to end customers. We will integrate issues from marketing (channels of distribution), logistics, and operations management to develop a broad understanding of a supply chain. By taking a strategic perspective, we will focus on relatively long term decisions involving the investment in productive resources, configuration of processes, product designs, and development of parterships with suppliers and channels of distribution. Although the development of analytical tools is not one of the primary objectives of the course, students should be comfortable with quantitative analysis. By the end of the course, you should have developed an appreciation for the major strategic issues trade-offs in supply chain management as well as the ability to use conceptual frameworks to make decisions. TEACHING/LEARNING METHODOLOGY The detailed course outline starting on page 6 lists, for every class session, the reading(s), case(s), assignment(s), and anything else of importance. Please read this outline carefully...
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...Department of Logistics and Maritime Studies The Hong Kong Polytechnic University LGT2106 Principles of Operations Management 1st Semester 2015/2016 Subject Description This is a foundation subject on Operations Management (OM). It will provide students with an understanding of the strategies, processes, and analytics of OM for both manufacturing and service organizations. At the end of the course, students will have a fair understanding of how things should be done and the importance of these functions to the success of the firm. Learning Outcomes On completion of the subject all students will be able to: a. Analyze business situations and problems by applying conceptual frameworks drawn from OM; b. Apply basic OM theories and understand the operation of manufacturing and service processes; c. Identify and analyze the means by which value is created in goods and services and delivered to users. Subject Approach The teaching approach will be a combination of lectures, class discussions, and assignments on assigned topics and case analysis. Basic concepts and technical knowledge of OM will be covered in lectures. Cases and examples will be discussed in tutorials. Students will receive feedback within three weeks of the submission of their work. Textbook Jacobs, F.R., and Chase, R.B. (2014). Operations and Supply Chain Management, (14th ed.). McGraw-Hill, New York. Reference Stevenson, W.J., and Sum, C.C. (2014). Operations...
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...NAME / NOMBRE: STRATEGIC PRODUCT CREATION PROFESSORS / PROFESORES: T. Laseter TERM / TRIMESTRE: Second Term New products offer the lifeblood of any dynamic business organization. Given the increasing use of cross-functional teams in corporate product creation, you may have the opportunity to be a part of this critical process regardless of your planned functional focus. This course will draw upon the recently published book “Strategic Product Creation” (McGraw-Hill, December 2006) coauthored by the course professor. The book takes an executive view of managing corporate product development drawing upon the experiences of global organizations such as Disney Imagineering, Procter & Gamble, Mars Incorporated, Whirlpool Corporation, United Technologies, and IBM. The course will be largely case-based covering a range of industries from software development (Activision) to automotive (GM) but also include some hands on exercises and a group simulation. This course offers a general management view of product creation by exploring frameworks and case examples from a wide range of industries. It should serve students well who seek a career in a corporate environment or as a consultant serving large corporations. Broadly, the course will examine the key processes in corporate product creation including: Product Creation Leadership Product Idea Generation Technology Capabilities Product Creation Process Design The Competitive Product Portfolio People and Project...
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...WEEK OF MARCH 30 TO April 03, 2015 Auditorium 104 DG Class 1 DG Class 2 DG Class 3 0830-0900 0905-1035 1105-1135 1140-1310 1435-1505 1510-1640 IE 1 ME 15 OM 16 MACS 15 * FMG 15 * FMG 16 BII 1 OM 17 BII 2 30-Mar Mon 31-Mar Tue 1-Apr Wed 2-Apr Thu 3-Apr Fri 4-Apr Sat ME 16 MACS 16 IE 2 * FMG-17 Joint 1. The soft copy of the weekly schedule is available on the main page of the LUMS website www.lums.edu.pk - Information For: Students\Schedules\MBA Schedule 2. Class timings may sometimes differ from the usual timetable. Please follow the timings given on the inner pages. 3. 4. * For course titles and instructors, please turn overleaf. FMG WAC is due on Sunday, April 05. Follow the timings given on the inner pages for FMG 15 & 16 and Friday, April 03. MBA CLASS OF 2016 SEMESTER II (S II) LIST OF COURSES BEING OFFERED Code Units Course Title Instructor BII FMG IE MACS ME OM 0.5 1 0.5 1 1 1 Business Integration and Innovation Financial Management Islamic Ethics Managerial Accounting and Control Systems Managerial Economics Operations Management Jamshed H Khan Syed Mubashir Ali Kamran Rashid Ayesha Bhatti / M Junaid Ashraf Tanveer Shehzad Hassan Rauf / Syed Zahoor Hassan SULEMAN DAWOOD SCHOOL OF BUSINESS MBA PROGRAMME CLASS OF 2016, SECTION B AUDITORIUM A-104 SEMESTER II 2014-2015 (SII) Assignments for the week of March 30 to April 03, 2015 *************************************************************************** MONDAY, MARCH 30 0830 - 0900 0905 -...
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...2011 Study Weeks Timetable August Week 1 Week 2 Fr Mo 5 8 Tu Th 9 11 4 12 Week 3 Fr Mo 15 Tu Th 16 18 19 Week 4 Fr Mo 22 24 Week 5 We Th 31 1 30 2 September Week 6 Fr Mo 5 Tu Th 6 8 9 Week 7 Fr Mo 12 Tu Th 13 15 16 Week 8 Fr Mo 19 We 21 Week 9 Mo 26 Tu Th 27 29 30 We Tu October Week 10 Fr Mo 3 Tu Th 4 6 7 Week 11 Fr Mo 10 Tu Th 11 13 14 Week 12 Fr Mo 17 We 19 Core Modules Marketing Management Operation Management Organizational Behaviour Strategic Planning Managing Information Module Mo Code 1 MM OM OB SP MI Tu Th 2 A A A A A A AM A A A A A A A A A A A A AM A A A A A A A A A A A A AM AM AM Electives Financial Pathways Study Weeks Timetable October November Week 13 Mo 31 Tu Th 1 3 4 Week 14 Fr Mo 7 Tu Th 8 10 11 Week 15 Fr Mo 14 Tu Th 15 17 18 Week 16 Week 17 Fr Mo 21 Th Mo 24 28 Tu Th 29 1 2 December Week 18 Fr Mo 5 Tu Th 6 8 9 Week 19 Fr Mo 12 Tu Th 13 15 16 Week 20 Fr Mo 19 Th Th 22 5 Fr 6 January Week 22 Week 23 Th 12 Fr Th 13 26 Fr 27 MBA - Financial Management (CIMA/ACCA students only) Advance Financial Management Performance Measurements and Control AFM PMC A A A A A A AM A A A A A A AM Study Weeks Timetable October November Week 13 Week 14 Fr Mo 4 7 Tu Th 8 10 3 11 Week 15 Fr Mo 14 Tu Th 15 17 18 Week 16 Week 17 Fr Mo 21 Th Mo 24 28 Tu Th 29 1 2 December Week 18 Fr Mo 5 Tu Th 6 8 9 Week 19 Fr Mo 12 Tu Th 13 15 16 Fr Mo 19 January Week 20 Week 21 Week 22 Week 23 Th Th 22 5 Fr 6 Th 12 Fr Th 13 26 Fr 27 RMTh Mo 31 Tu Th...
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...quantitative tools for decision-making are used throughout the course with an emphasis on the interactions between production/operations management and other business disciplines. Prerequisites: COMM 210, COMM 212, and COMM 215 ------------------------------------------------- LEARNING OBJECTIVES Operations are the core of every business. Successful implementation of any business strategy cannot be achieved without the proper execution of operations. Global and local companies that are experiencing a surge in market share owe this success among other things, to their excellence in managing operations. This course considers operations from a managerial perspective and introduces the basic Operations Management (OM) tools. It focuses on quantitative analysis of various OM functions. At the end of the course, students will have a good understanding of the various operation functions and their importance in organization in...
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...activity costing; marginal costing; standard costing, etc. 2. Course Duration The course will have 45 sessions of 60minutes duration. 3. Course Contents Assignment of sessions to the modules of course is as follows: Module No. | Modules/ Sub modules | Sessions | Marks (Uni. Exam) | I | Cost Management and Cost EstimationCost and Management Accounting OverviewVarious Cost Concepts. Cost Estimation approaches, tools and techniques | 9 | 20 | II | Cost allocation and Job/ batch CostingCost Allocation, Activity Based and Target CostingJob and Batch Costing Introduction to the concept of operating costs | 9 | 20 | III | Costing MethodsOperating Costing. Process Costing and Joint and By product Costing. | 9 | 20 | IV | Management ApplicationsMarginal (Variable) Costing and Absorption Costing Decision Involving Alternative Choices and Pricing DecisionsMake-or-Buy | 9 | 20 | V | Planning, Control and Decision MakingBudgeting and Budgetary Control SystemStandard Costing and Variance AnalysisContemporary Issues like Kaizen Costing, Target Costing, Life Cycle Costing, and Cost Audit and Cost Accounting Standards | 9 | 20 | 4. Teaching Pedagogy: The course will use the following pedagogical tools: (a) Case discussion covering a cross section of decision situations. (b) Discussions on issues and techniques (c) Projects/ Assignments/...
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...[pic] |Kazakhstan Institute of Management, Economics and Strategic Research (KIMEP) International Summer School, 2011 OPM 5202 OPERATIONS MANAGEMENT | | [pic] OPM 5202 OPERATIONS MANAGEMENT Instructor: Dr. Ardeshir Lohrasbi Office: Telephone: FAX: Email:zlohrasbi@gmail.com Instructor: Dr. Ardeshir Lohrasbi Office: Office Hours: Tel: Fax: E-mail: zlohrasbi@gmail.com Website: https://edocs.uis.edu/alohr1/www Introduction: Welcome to OPM 5202 Operations Management .It is a great pleasure to have all of you in my class. I have been at University of Illinois Springfield in USA for 31 years and served as a Chair of Department of Business Administration , MBA director and Chair of Management Department for several times and my work was recognized last May at the University of Illinois Springfield Faculty Recognition.I taught in graduate and undergraduate online and on ground many different courses such as Production and Operations management, Project Management, Computer Software Application in Business, Service Management, Inventory Management…etc. and I have done a number of consulting for private and public services and presented many research papers at a local and national level. In this class I will share my life time experiences and teachings with all of you. My goal is you learn the course materials and be able to apply the topics, computer applications and techniques in the real world. For more information please...
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...Assignment 2A & 2B Company: | Photonis | | | Team number: | 7 | | | Name Coach 1: | Wouter Henrichs | | | Name Coach 2: | Mogilf Theunis | Assignment 2A & 2B [Process description – Page 1] Description of the steps taken to complete the assignment (e.g., the way in which additional literature was collected; what kind of discussions have taken place with the coaches), and who was involved in which steps. Om te beginnen hebben we de opdracht weer verdeeld over de groepsleden. Sommige opdrachten waren dezelfde opzet als in opdracht 1 die goed gemaakt waren. Deze hebben we dan ook weer aan dezelfde personen gegeven. Iedereen heeft de benodigde literatuur bestudeerd en verschillende bronnen erbij gezocht. Zodra iedereen klaar met zijn / haar opdrachten hebben we deze met elkaar nagekeken en feedback op elkaars stukken gegeven. Aan de hand van de feedback heeft ieder zijn eigen stuk weer verbeterd. Als laatste hebben we met elkaar het verslag doorgelopen op spelfout en de lay-out verzorgt. | Short reflection on the group process: what went well and what did not go so well? How are you going to improve the group process for the next assignment? De verdeling van de vragen ging vrij gemakkelijk. Iedereen was het er mee eens dat de goed gemaakte vragen uit de eerste opdrachten, weer door dezelfde personen beantwoord zou worden. Als iemand het antwoord niet (zeker) wist, hebben we deze met elkaar besproken en heeft iedereen zijn mening gegeven...
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...American International University-Bangladesh (AIUB) INTERNSHIP REPORT ON C ol le Zobair Shibli Assistant Professor School of Business Administration ct Mostafa Md. Showkat Id: 07-09054-2 Major: Human Resource Management ed Date of Submission: 06/05/2011 Fr Supervised By: om Submitted By; :E An Internship Report Presented to the Faculty of Business Administration in Partial Fulfillment of the Requirements for the Degree of Bachelor of Business Administration -N SU .C O “An Analytic Study on Training and Development Process of GrameenPhone Ltd.” M 1 INTERNSHIP REPORT ON C ol le ct ed An Analytic Study on Training and Development Process of GrameenPhone Ltd. Fr om :E -N SU .C O M 2 May 6, 2011 Mr. R. Tareque Moudud Director, Office of Placement and Alumni (OPA) American International University- Bangladesh Banani, Dhaka. Subject: Dear Sir, It is a great pleasure for me to submitting the report to you entitled by “An Analytic Study on Training and Development Process of GrameenPhone Ltd." Training and Development GrameenPhone to increase the performance and efficiency of the individuals and the organization as a whole. process is an essential part for an organization in all over the world. This process is used in Submission of the internship report. It has been a great pleasure for me to work on this report as it provides many opportunities to gain insights about the Training...
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...Queen’s University Belfast Queen’s University Management School. MGT2005 OPERATIONS MANAGEMENT Semester 2, 2012 “You don’t have to change. . . Survival is not mandatory.” (Professor William E. Deming) Course Co-ordinator: Dr Yu Xiong Introduction to Operations Management Operations Management (OM) is a functional field of management encompassing the design, operation and improvement of the processes and systems employed in the creation and delivery of an organisation's products and services. Essentially, operations management is concerned with explaining how factories and services work. Managing operations well requires both strategic and tactical skills and is critical to every type of organization, for it is only through effective and efficient utilization of resources that an organization can be successful in the long run. A few common threads pervade the material we cover in this course: First, decision making in operations is highly context dependent. Recognising this is half the battle in managing an operation. The variety of operational contexts obscures the link between particular operational decisions and overall firm profitability. Making this link transparent is essential to making better operational decisions. Variability exists in any operation, and this variability needs to be managed Integration, both across functional areas within a firm, and across firms in the value creation and delivery network, is crucial for superior firm performance...
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...Unit Information and Learning Guide 2016 This information should be read in conjunction with the online learning materials which can be found on your MyUnits page. Unit coordinator Dr Amy Huang (A.Huang@murdoch.edu.au) © Published by Murdoch University, Perth, Western Australia, 2016 This publication is copyright. Except as permitted by the Copyright Act no part of it may in any form or by any electronic, mechanical, photocopying, recording or any other means be reproduced, stored in a retrieval system or be broadcast or transmitted without the prior written permission of the publisher. BUS378 Knowledge and Organisational Learning Murdo 2 ch University Contents Unit information Information about the unit 3 Contact details 5 How to study this unit 8 Resources for the unit 10 Study schedule 11 Assessment 13 Appendix 1 Essay marking guide 17 Appendix 2 Presentation marking guide 18 Murdoch University BUS378 Knowledge and Organisational Learning 3 Information about the unit Welcome to: BUS378 Knowledge and Organisational Learning Unit description The management of information and knowledge and its role in organisations are widely recognised as important elements contributing to international competitiveness in the digital (knowledge based) economy. This unit examines how the concepts of information and knowledge assist in the understanding of organisational processes, organisational learning and strategy. Topics examined include: The origins and...
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...Master of Business Administration International Programme OPERATIONS MANAGEMENT ASSIGNMENT OCTOBER 2010 – SEPTEMBER 2011 Sections: Page 1 Course Overview 2 2 Assignment topics 4 3 Writing up your assignment (Individual or Group) 7 4 Guide to approaching case studies 12 Class title Operations Management Credits 10 Class aims Operations Management refers to those activities which are more or less directly concerned with the creation and delivery of goods and services. The course is intended to give you a theoretical framework for thinking about operations in both manufacturing and service contexts and to describe some practical applications of operations management. In the course we will address key aspects of design, planning and control of operations systems, and to provide an understanding of the operations function in a global context. Learning outcomes Subject specific knowledge and skills including: • Understand the history of Operations Management as a subject and consider the challenges facing Operations in future with particular reference to service operations, value adding and sustainable competition. • Understand the need for an Operations Strategy to operate with a Business Strategy • Describe Operational strategies in terms of Fit, Sustainability and Risk • Assess the choices and trade-offs inherent in developing an operations strategy (assessment of alternative...
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...1. Explain how operations management activities affect the customer experiences described in the Museum of Science and Industry anecdote at the beginning of this chapter. What “moments of truth” would a customer encounter? Operations Management, focuses on the goods, service and processes in creating customer experiences and satiations. This is done by job design and customer flow, the importance of service management skills, creating a demand, capacity and staff/show scheduling, employee training, purchasing, forecast call volume, determine the number of customers serviced to have on duty by the time of day, design of their jobs and training them to offer superior delivery of customer service. The anecdote at Chicago’s Museum of Science and Industry focuses on the role of guest call center, information services, exhibit maintenance, food service, protective services, facilities, operations, and processes in creating customer experiences and satisfaction. Moments of truth might include; buying a ticket and the associated service encounters with a call center, getting to the (parking, train, taxi, walk) museum site, web site or travel agency, waiting in line, food service, rest rooms, handicap and discarding trash processes, museum security, interactive museum and learning displays and continuous improvement orientation. 2. Explain why a bank teller, nurse, or flight attendant must have service management skills. How do the required skills differ for someone working...
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...UNIVERSITY OF CALGARY FACULTY OF NURSING SPRING SESSION 2008 NURSING 607.57 ASSIGNMENT # 3 SCHOLARLY PAPER title: sound, spirituality and Healing for the family experiencing terminal cancer: a case study of the application of mantras Submitted by: Rosato, Mr. Giuseppe Date of Submission: July 18th, 2008 Submitted to: Dr. Carole-Lynne Le Navenec sound, spirituality and Healing for the family experiencing terminal cancer: a case study of the application of mantras ABSTRACT Given the growing interest in North America for CAM, complementary and/or alternative medicine (diverse medical and health care systems, practices, and products that are not presently considered to be part of conventional medicine) and holistic healthcare, health care professionals within the regulation imposed by their professional organization, have the ability to expand the realm of conventional medicine (medicine as practiced by holders of M.D. [medical doctor] or D.O. [doctor of osteopathy] degrees and by their allied health professionals, such as physical therapists, psychologists, and registered nurses) to a holistic healthcare system by integrating CAM modalities such as acupressure, guided imagery, humor, massage, meditation, therapeutic touch/healing touch, prayer and arts in general into their profession. This paper explores a CAM and holistic treatment/healing modality, Mantra Therapy, that conforms to three types of CAM as defined by the United States government...
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