SBM-NMIMS: COURSE TEACHING PLAN

Assurance of Learning AOL Specific

Course
Code
Course Production & Operations Management
Title
Mumbai Campus: Dr. Akshay G Khanzode, Dr. Rose Antony; Dr. Ashu Sharma; Dr.
Darshan Pandya, Prof. Jigar Shah

Course Bengaluru Campus: Prof. Satish Kumar S

Instructo
r/s Hyderabad Campus: Prof Ramgopal & Prof Mohammed laeequddin

Indore Campus : Dr. Gauravendra Singh

Navi Mumbai Campus: Prof. Prashant Barsing

Credit 3
Value
Program MBA & TRIM III
me &
Trimeste
r
Pre- N/A
requisite
CLOs – (in bracket state the PLOs to map)

CLO 1) Analyze and interpret the impact of production and operations management concepts
on productivity and competitiveness within regional and global contexts. (PLO1b)

CLO 2) Synthesize solutions for complex business issues by sequentially addressing

Learning
component problems and integrating these solutions into a comprehensive strategy. (PLO2b)
Objective
s
CLO 3) Apply established techniques and models adeptly to devise solutions for complex
and multifaceted problems. (PLO3b)

CLO 4) Evaluate business scenarios critically to demonstrate and enhance analytical and
reflective skills. (PLO4d)

1. Students will critically analyze and interpret how production and operations
management practices influence an organization's efficiency and its competitive
Learning edge in a variety of contexts, ranging from local to global markets. (CLO1)
Outcome 2. Students will develop the capacity to break down complex business issues into
s their component parts and synthesize these parts to formulate a comprehensive
(Must be strategy, addressing the overall complexity of business challenges. (CLO2)
connected 3. Students will apply quantitative techniques and established business models
to effectively to propose and justify solutions for complex, real-world business
Learning problems. (CLO3)
Objectives 4. Students will engage in the critical evaluation of business scenarios using
) analytical models, demonstrating and further developing their analytical and
reflective thinking skills. (CLO4)

Management students venturing in the domain of operations keep on looking for what and
how exactly operations influence various business decisions. This field has evolved over a
very long period. However, more mathematical models have been developed since the World
War II. Every day of the today’s technological age is pushing the limits of the traditional
Course models of production and operations management. This precisely puts in perspective the
Descripti modern day needs of the business which operations managers through their technical prowess
on can deliver efficiently and effectively. This course will specifically prepare modern day
production and operations managers who will decisively and in an informed way handle
various crucial and critical business decisions. The course brings in a blend of variety of cases
and simulation exercises that would help students gain a demonstrable ability to use them in
practical scenarios.
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 Specific 3 AOL CLO 1 CLO2 CLO3 CLO4
assessment Cre Instrumen
methods dit ts
(*)
Test 15 Embedded 15
(Session-1 to Questions
Session-10)
Test 10 Embedded 10
(Session-11 Questions
to Session-
18)
Project 25 Rubrics 10 10 05
Work
Class 10
Evaluatio Participation
n Pattern Final Exam 40 Embedded 10 10 10 10
Questions

Total 100 25 20 20 25

*AOL Assessment Instruments:

 Embedded Questions: Quiz, Class Test, Midterm Examination, Final Examination

 Rubrics: Case & Article Discussion, Individual Assignment

Group Projects & Viva’s, Case Problem analysis, Oral and written
communication presentations, Role Play,
Group Presentation, Group Project etc.

Topics / Sub -topics Pedagogy adopted for class

Chapter detail
Sessions engagement
/ Article Reference / Case Studies
Learning Outcomes
session wise
Introduction to Operations Management by Class Discussion
Operations William Stevenson 14e;
Management; Leading Questions:
Chapter:1 Pg: 2-9; 14-17; 24
Purpose and Scope of What is operations
Operations Asynchronous Reading: management?
Management; When we talk about agility as
Agility Creates Competitive a
Current Trends in Advantage concept for a general
Operations scenario, how can pandemic
1 Management; Operations Management by make a
William Stevenson 14e; Pg: 26 difference to the strategic
Product & Services steps?
Continuum
In the current pandemic
scenario, how do you see
agility holding up?

LO:

Participants will be
introduced

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 to basic concepts of
operations
management.
Participants will get oriented
towards the purpose of the
operations management in a
broad perspective with some
real-life examples.

Competitiveness, Case: Class Discussion

Strategy and
Productivity Home Style Cookies (Page 67) Leading Questions:

Operations Strategy Read Chapter 2 page 41- 52 What are the various
measures through which we
Productivity Concepts, Methods of improving Productivity can assess productivity?
single factor, multi-
Read Chapter 2 page 53- 62 Are there any drawbacks
factor and total
productivity Operations Management by associated with these
William Stevenson 14e; productivity measures?
Productivity Measures
in Manufacturing Asynchronous Reading: What strategies could be
deployed to ensure better
Measuring Productivity: OECD productivity?
Manual
Differences between
strategy, tactics?
2
LO:

Participants will undergo an

in-depth discussion on
productivity measures and
examples through which
different measures of
productivity can be
computed.

Students shall also know

about the drawbacks
associated with each of these
productivity measures
through asynchronous
reading.

Process Selection for Read Chapter 6 page 244- 280 Class Discussion
better Productivity
Operations Management by Discussion on strategic
Introduction to Process William Stevenson 14e; importance of process types
Selection
3 LO:
Job Shop, Batch Shop,
Repetitive Process, Three primary questions that
Continuous Process influence process selection.

Characteristics of Hybrid Process Types

Process Types.
Process Selection for Case: Applichem (A) (Abridged); Class Discussion:
better Productivity by Janice H. Hammond, Gary P.
Pisano, HBR Case. Product Leading Questions:
4 #: 694030-PDF-ENG (Aug 1993)
How do you explain the large
difference in the

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 performance of the four
plants making Release-ease?

Why do some plants appear

to be much better than
others?

What would you do given the

current overcapacity
situation and information
provided by the recent
productivity study?

LO:

Students will be able to use

process selection as a tool for
productivity improvement.

Location Planning Case: Class Discussion:

Need for Location To be shared as a part of the course Discussion on why location
Decision compendium. decisions are important

Evaluating Location Relative importance of

5 Alternatives (Multiple location factors in the Type
Methods) of facilities

LO:

Applying techniques to
problems for evaluating
location alternatives
Capacity Planning Simulation: Class Discussion:

Determinants Of Chapter 5: Pg 190-210 LO:

Effective Capacity
Case: To be shared as a part of the Students will be learning
6 Capacity Planning course compendium. about various aspects of
Process capacity planning and
strategy to offer plausible
Outsourcing or In- solutions to business
House Capacity problems.
Building
Facility Layout for Pre-Read: Class Discussion
Product & Service
Operations Management by Discuss Layout Problems as
Application of these William Stevenson 14e; fundamental to every type of
layouts in services. Organization
Chapter 6: Pg 260
Definition of Plant Discussion on advantages
Layout. and disadvantages of
different layouts
7 Common reasons for
redesign of layouts Discuss importance of group
technology & how it is a
Type of Layout: Line or
Product Layout, prerequisite for cellular
Functional or Process layout
Layout, Fixed Position
(Stationery) Layout, LO:
Combination Layout,
Students shall be able to
analyse the need of

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 Cellular Layout (Group design/redesigning of
Technology). layouts for efficient
utilization of space

Facility Layout for Case: Class Discussion

Product & Service
ABC Shipyard: The Facility Leading Questions:
Type of Layout: Line or Layout by Vijaya Dixit, Piyush
Product Layout, Raj, Jitendra R. Sharma What is the underlying
Functional or Process rationale that explains why
Layout, Fixed Position Product #: W16803-PDF-ENG firms should segment their
(Stationery) Layout, purchase requirements?
Combination Layout, (Nov 2016)
Cellular Layout (Group LO:
8 Technology).
Participants shall be able to
think and implement various
procurement strategies into
their organizations.

Participants shall be able to

drive their decisions keeping
in mind the fluid scenario of
the business environment
(ex. COVID-19)
Inventory Management Case Problem: Class Discussion

Effectiveness UPD Manufacturing (Page 596) Discussion on UPD

Manufacturing Case
Measures of Inventory Meaning of the term Inventory,
Control Inventory Control. Class Discussion on
inventory review systems
9 Categories of Inventory Reasons for Holding Inventory
Costs LO:
Inventory Classifications
Inventory control model Concepts of Economic Order
under EOQ Operations Management by Quantity and other inventory
assumptions William Stevenson 14e; management models

Chapter:12 Pg: 502 to 520

Inventory control model Operations Management by Class Discussion
under variation in William Stevenson 14e;
demand LO:
Chapter:12 Pg: 520 to 540
Inventory Control Concepts of various
10 model with variation in inventory control models
demand and safety with rational assumptions
stock

Periodic Review
Inventory Control
model
Queueing Theory Operations Management by Class Discussion
William Stevenson 14e;
Measures of Waiting LO:
Line performance Chapter 18: Pg: 786 to 799
Students will be able to make
11 Queueing Models: use of queueing theory for
Infinite Source making managerial decisions

Single Server,
Exponential Service
Time, M/M/1

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 Single Server, Constant
Service Time, M/D/1
Queueing Theory Operations Management by Class Discussion
William Stevenson 14e;
Multiple Servers, LO:
12 M/M/S Chapter 18: Pg: 799 to 810
Students will be able to apply
Queueing Model- Finite some of the advanced
Source queueing models to business
situations
Simulation Introduction to Management Class Discussion
Science by Anderson etal. (2015);
Inventory Simulation LO:
13 Chapter 12: Pg: 799 to 810
Queueing Simulation Students will be able to
understand the power of
simulation in making
business decisions.
Project Management Operations Management by Class Discussion
William Stevenson 14e;
AON/ AOA Network LO:
Diagrams Chapter 17: Pg: 732 to 740
Students will know the
Critical Path Method basics of project
management.

14 They will get to know how

certain methods help
managers visualize their
complete set of activities and
enables them in making
efficient and informed
decisions about their
projects.

Project Management Operations Management by Class Discussion

William Stevenson 14e;
Compressing Project LO:
Completion Time Chapter 17: Pg: 745 to 760
Students will know the
15
Cost-Time Trade Off techniques on how they can
manage their projects in face
of time crunch and customer
requirements.

PERT with a case study Case: Class Discussion

Probabilistic Estimation To be shared as a part of the course LO:

of Project Completion compendium.
(Normal Distribution) Students will be exposed to a
16 case study where they will
apply the tools and
techniques, they learnt in the
previous sessions on Project
Management

Management of Quality Operations Management by Class Discussion

for Product & Services William Stevenson 14e;
LO:
17 Product Quality Chapter:09 Pg: 378 - 440
Exposure to the concept of
Service Quality quality management and its
importance in achieving
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 competitive advantage while
making business decisions.
Techniques for Operations Management by Class Discussion
Aggregate Planning William Stevenson 14e;
LO:
Trial-and-Error Chapter 16: Pg: 692 - 700
Techniques Using Aggregate planning
Graphs and leverages both trial-and-error
Spreadsheets and mathematical techniques
18 to optimize production and
Mathematical
Techniques inventory levels. Students
will understand how to apply
Aggregate Planning in these techniques using
graphs, spreadsheets, and
Services mathematical models to gain
strategic benefits in
operations management

19 Group Project
Presentations
20 Group Project
Presentations

Reading List Textbooks:

and
References [1] Stevenson, W. J. (2020). Operations management (14th Edition). McGraw Hill.

(must be Reference Books:

comprehensive
and complete [1] Anderson et al. (2021). An introduction to management science. (14th edition).
with all Cengage Learning
details.)
[2] Jacobs, F. R., & Chase, R. B. (2018). Operations and supply chain management.
McGraw-Hill.

Prepared by Faculty Team Area & Program chairpersons

Approved by Associate Deans Approved by Dean SBM

Sticker for date of receipt and attachments, rubric and project guidelines

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