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DE LA SALLE UNIVERSITY

COURSE SYLLABUS
COLLEGE: Ramon V. del Rosario College of Business
COURSE CODE: OPEMANA
CLASS DAYS AND CLASS TIME:

DEPARTMENT: DSI
ROOM:

INSTRUCTOR:
CONSULTATION HOURS:
COURSE DESCRIPTION:
This course (OPEMANA / Operations Management) introducing the students to management tools
related to production and operation including concepts in value analysis and appropriate technology
as applied to small and medium scale industries.
LEARNING OUTCOMES (LO):
On completion of the course, the student is expected to be able to do the following:
ELGA
Effective communicators

Critical and creative thinkers

Technically proficient and


competent professionals and
leaders

Service-driven, ethical, and


socially responsible citizens

LEARNING OUTCOME
Present and explain solution to operations management
problems in class
Explain solutions to assigned cases
Criticize, evaluate, interpret, and draw conclusions from
the most recent development in the field of operations
management
Map the implications of production/operations
Use quantitative tools of operations management to solve
production/operations problems
Provide solutions that are implementable and economically
sound
Evaluate the economic and technical feasibility of
recommended solutions
Use computer software in solving operations/production
management problems
Design product/service, layout, job, inventory management
of production systems
Exhibit honesty, patience , and perseverance in solving
problems and performing case analysis
Recommend solutions to operations management problems
that will consider the legal, environmental and social
implication of suggested solutions
Suggest production/operations management solutions that
will put emphasis to social concern and humanistic
viewpoints as advocated by the teachings of the Catholic
Church

FINAL COURSE OUTPUT:


As evidence of attaining the above learning outcomes, the student is required to do and submit the
following during the indicated dates of the term.
LEARNING OUTCOME
LO 1: Design
operation/production
system in an organization

REQUIRED OUTPUT
Performa and analyze product design and
reliability theory
Forecast using nave, moving average,

DUE DATE
Week 8

LO 2: Design and
implement operating and
control system in an
organization

LO 3: Recommend
solutions to
operations/production
problems in an organization

exponential smoothing, linear regression models


Perform capacity planning and cost-volume
analysis
Do line balancing, plan and design production
layout and operation sequence analysis
Design jobs using principle of work design,
standard time, developing standard costs
Compute output and cost using learning curve
theories
Design inventory control system
Perform materials planning and scheduling
Conduct TQM analysis
Design, compute and analyze quality assurance
procedures
Write and perform case analysis

Week 13

Weekly

RUBRIC FOR ASSESSMENT:


Case Analysis Rubric
Insufficient
(absent, lacking, incomplete,
errors, inconsistent)
Criteria

Adequate
(accurate/complete but
focus on separate points
rather than integrating or
discussing the system)

Excellent
(complete, thorough, articulate,
showing understanding of
relationships among parts)

Content (coverage of content;


demonstration of understanding of case,
theory & application)

Purpose and focus of case (set

no mention of purpose identify purpose of

Brief description of theory

no discussion of theory clear and thorough

context, focus, and expectations): "The


purpose of this case discussion is to..."

(refresher to class of main concepts)

or focus for presentation;


jumping right in

or how it works

purpose and focus clear with


case presentation and focus
suggested key issues and
for discussion; overview of
highlights
case
as well as noting why it was
coverage of the theory, key
picked for this case and how well
terms, how it works
it fits

Description and explanation of

description of case but description of case


case using theory (familiarity and
without using terms and
using terms and concepts
appropriate use of terms): "Using this
concepts of theory
appropriately
theory, here's what ahppened and why..."
Intervention using theory (use of

intervention discussed
theory in suggesting solution to
problem): "Using this theory, here are
but unclear; terms, concepts
some ways the situation could have been or procedures not used well
prevented or changed..."

clear and thorough coverage

clear points of

description using terms and


concepts with emphasis on how
they explain the case and are
related to each other

clear intervention using

terms, etc., with discussion of


intervention using terms, how parts of problem and
concepts, and practices but intervention are related and
with separate parts of the might affect each other
problem

Conclusion/evaluation

(consideration of use and value of theory


no conclusion or utility strengths and
in explaining and intervening in this kind
weaknesses of theory
of theory discussed
of case): "Here's how useful this theory
applied to case identified
was in examining this kind of case..."

strengths and weaknesses

identified, and alternate theories


or additional needs suggested

Presentation (presentation skills)


Graphics (quality, appropriateness, no graphics
and added value of audio-visuals)

graphics but hard to

clear, legible, attractive


read, interpret, or do not
graphics that add value to
clearly follow explanation presentation by clarifying or

summarizing

Presenter's role (evident teamwork, not all members make each member presents members present separately
but show smooth transitions and
collaboration and practice in
separate section of
presentation)

Presenter's style (verbal and


nonverbal skill in presentation)

presentation

barely audible,

Reflection (thinking back on your


presentation, how you prepared,
delivered it, and how you worked
together-- what you might have done
differently to improve it)

how they are related; may


contribute mutually

audible, clear,

interested but lacking


coherent, articulate,
awkward speech or gestures, practiced smoothness and
enthusiastic, confident,
distracting habits or
enthusiasm; good eye
appropriate nonverbals
mannerisms
contact & matching
gestures

Class discussion (involving class in little or no effort to


discussion of case, theory, application,
utility, strengths & weaknesses, etc.)

persentation

elicit questions or lead


discussion

elicits questions and


elicits questions from presents questions for discussion
class and discusses them

to class regarding case or theory;


good facilitation skills

thorough consideration of
little or no discussion of limited suggestions of how presentation, graphics,
how presentation might
reflection

have been improved

teamwork, and other presentation


efforts could have been improved

OTHER REQUIREMENTS AND ASSESSMENTS:


Aside from the final output, the student will be assessed at other times during the term by the
following:
Case Analysis/Presentation
Recitation and Class Participation
Quizzes and Final Examination
GRADING SYSTEM:
The student will be graded according to the following:
Quizzes
Recitation/Class Participation/Attendance
Case Presentation (Written and Oral)
Article Review
Final Exam
(departmental)
PASSING GRADE:
LEARNING PLAN:
LEARNING
TOPIC
OUTCOME
LO1
I. Systems Design
1. Overview
2. Operations Strategy
LO1
3. Product and Service Design
a. Design Methods and Techniques
b. Reliability Theory
LO1
4. Forecasting
a. Quantitative and Qualitative
b. Historical Forecast
Nave
Moving and Weighted Average
Trend Line
c. Associative Forecasting
LO1
5. Capacity Planning
a. Cost Volume Analysis
b. Financial Implications of
Expansion
Overtime

40%
10%
10%
10%
30%
70%
WEEK NO.

LEARNING
ACTIVITIES

Week 1
Week 2

Lecture;
analysis,
solving

case
problem

Week 3

Week 4

LO1

LO1

LO3
LO2
LO2
LO2
LO2
LO3
LO3

Additional Shifts
6. Location Planning
7. Facilities Layout
a. Types of Manufacturing Process
b. Types of Layout
c. Line Balancing
d. Operations Sequence Analysis
8. Design of Work Systems
a. Principles of Work Design
b. Measurement of Work
c. Developing Standard Costs
9. Learning Curves
Quizzes and case analysis
II. Operating and Controlling the
System
1. Inventory control
2. Aggregate planning
3. Materials Requirements Planning
4. Total Quality Management
5. Quality Assurance
Quizzes and case analysis
Final Examination

Week 5
Week 6

Week 7

Week 8
Week 4/8
Week 9
Week 10
Week 11
Week 12
Week 13
Week 11/ 13
Week 14

TEXT / MATERIALS:
Stevenson, William and Sum Chee Chong. (2010). Operations Management: An Asian
Perspective. (9th Ed).
https://highered.mcgraw-hill.com/sites/0073525251/student_view0/index.html
REFERENCES:
1. Chase, Richard B., F. Robert Jacobs, and Nicholas J. Aquilano. (2006). Operations
Management for Competitive Advantage. New York: Mcgraw-Hill.
http://highered.mcgraw-hill.com/sites/0072983906/information_center_view0/
2. Russel, Roberta S. and Bernard Taylor III. 2010. Operations Management. New Jersey:
Prentice-Hall, Inc.
http://as.wiley.com/WileyCDA/WileyTitle/productCd-EHEP001763.html#student
3. Heizer, Jay and Bernard Taylor III. 2010. Operations Management. New Jersey: PrenticeHall, Inc.
http://wps.pearsoned.com/bp_heizer_opsmgmt_11/236/60527/15494952.cw/index.html

CLASS POLICIES:
Please check Student Handbook.