Module Details

Module Code: MGMT H3315
Module Title: Operations Management
Title: Operations Management
Module Level:: 7
Credits:: 10
Module Coordinator: Martin Meagher
Module Author:: Sharon McDonald
Domains:  
Module Description: The aim of this module is to introduce the various elements that comprise the field of Operations Management and to give student an understanding of role of the operations function within an organization and the outward impact operations has on all aspects of the business. The module will introduce the quantitative methods can play as decision aiding tools in the operations management field.
 
Learning Outcomes
On successful completion of this module the learner will be able to:
# Learning Outcome Description
LO1 Explain key terms, concepts and practices in the area of operations management.
LO2 Examine the quantitative tools that are used to aid decision making in the area of operations management.
LO3 Apply appropriate quantitative techniques to defined and undefined practical operations management problems.
LO4 Analyse the outcome of the application of quantitative techniques to operations management scenarios in terms of implications and limitations.
Dependencies
Module Recommendations

This is prior learning (or a practical skill) that is recommended before enrolment in this module.
No recommendations listed
Co-requisite Modules
No Co-requisite modules listed
Additional Requisite Information
No Co Requisites listed
 
Indicative Content
Introduction to Operations
What is Operations Management?; Difference between Manufacturing and Service Organisations; Operations Management Decisions; History of Operations Management The operations function; Operations management in an E-business environment; Operations Management in Practice; Productivity
Project Management
Project Planning Scheduling and Control; The Gantt Chart; Project Management Techniques - CPM/PERT; Probabilistic Activity Times; Project Crashing and Time Cost Trade Off; MS Project
Facility Layout
What is layout planning?; Types of layouts; Designing process layouts; Special cases of process layouts; Designing product layouts Hybrid layouts; Types of production Processes
Supply Chain Management
What is a supply chain? Components of a supply chain The bullwhip effect Factors affecting supply chain management Additional factors for Global Supply Chains Vertical Integration Insourcing versus outsourcing decisions The role of purchasing Information sharing Integrated supply chain management The role of warehouses Supply chain performance measurement Supplier selection Current trends in supply chain management
Forecasting
The Importance and Role of Forecasting Forecasting approaches Quantitative and Qualitative. Time Series Forecasting: Moving Averages and Exponential Smoothing. Casual Forecasting: Regression and Correlation Analysis. Measuring Forecasting Errors Collaborative Forecasting, Planning and Replenishment (CFPR)
Independent Demand Inventory Management
Functions of Inventory Types of Inventory Objective of inventory management Relevant inventory costs Determining Order Quantities Mathematical models for determining order quantity EOQ, EPQ, Quantity Discount Model Determining safety stock Periodic Review System ABC inventory classification Inventory record accuracy
Scheduling
Scheduling Operations High & low Volume Operations, Scheduling Work, How to sequence jobs, Measuring performance, Comparing priority rules, Sequencing jobs through two workstations, Scheduling bottlenecks, Theory of Constraints, Scheduling for service organizations, Developing a workforce schedule
Quality Management
Quality Defined, Quality Dimensions, Costs of Quality, Leading contributors to Quality Theory, Total Quality Management, Six Sigma, Quality Tools
Statistical Quality Control
Describe categories of SQC, Using statistical tools in measuring quality characteristics, Describe the use of control charts. Identify the differences between x-bar, R, p and c-charts. Explain process capability and process capability index. Explain acceptance sampling and the use of OC curves. Describe the inherent challenges in measuring quality in service organizations.
Just in Time/Lean Operations
The philosophy of JIT. Elements of JIT. Just in Time Manufacturing. The pull system.. Kanban production. Variations on Kanban Production. Total Quality Management. Respect for people. Benefits of JIT. JIT in services.
Capacity Management
Measuring capacity; Reconciling capacity and demand; Evaluating capacity alternatives using Decision criteria, Expected Values, Decision Trees.
Aggregate Planning
Role of Aggregate Planning; Capacity & Demand Options; Level, Chase & Hybrid plans Master Production Schedule
Module Content & Assessment
Assessment Breakdown%
Continuous Assessment40.00%
End of Module Formal Examination60.00%

Assessments

Full Time

Continuous Assessment
Assessment Type Other % of Total Mark 15
Timing Sem 1 End Learning Outcomes 1,2,3,4
Non-marked No
Assessment Description
Written assignment
Assessment Type Other % of Total Mark 7.5
Timing Week 7 Learning Outcomes 1,2,3,4
Non-marked No
Assessment Description
Class Test
Assessment Type Other % of Total Mark 7.5
Timing Sem 2 End Learning Outcomes 1,2,3,4
Non-marked No
Assessment Description
Class test
Assessment Type Other % of Total Mark 2
Timing Week 4 Learning Outcomes 3
Non-marked No
Assessment Description
Quiz
Assessment Type Other % of Total Mark 2
Timing Week 8 Learning Outcomes 3
Non-marked No
Assessment Description
Quiz
Assessment Type Other % of Total Mark 2
Timing Week 12 Learning Outcomes 3
Non-marked No
Assessment Description
Quiz
Assessment Type Other % of Total Mark 2
Timing Week 22 Learning Outcomes 3
Non-marked No
Assessment Description
Quiz
Assessment Type Other % of Total Mark 2
Timing Week 27 Learning Outcomes 1,3
Non-marked No
Assessment Description
Quiz
No Project
No Practical
End of Module Formal Examination
Assessment Type Formal Exam % of Total Mark 60
Timing End-of-Semester Learning Outcomes 1,2,3,4
Non-marked No
Assessment Description
End-of-Semester Final Examination

SETU Carlow Campus reserves the right to alter the nature and timings of assessment

 

Module Workload

Workload: Full Time
Workload Type Workload Category Contact Type Workload Description Frequency Average Weekly Learner Workload Hours
Lecture Contact No Description Every Week 3.00 3
Independent Learning Non Contact No Description Every Week 4.00 4
Total Weekly Contact Hours 3.00
Workload: Part Time
Workload Type Workload Category Contact Type Workload Description Frequency Average Weekly Learner Workload Hours
Lecture Contact No Description Every Week 1.50 1.5
Independent Learning Time Non Contact No Description Every Week 4.50 4.5
Total Weekly Contact Hours 1.50
 
Module Resources
Recommended Book Resources
  • Heizer and Render. (2014), Operations Management, Global Edition, 11th. Pearson.
  • Reid and Sanders. (2013), Operations Management - An Integrated Approach, International Student version, 5th. Wiley.
  • Russell and Taylor. (2014), Operations Management, International Student Version, 8th. Wiley.
  • Slack, Brandon-Jones and Johnston. (2014), Operations Management, 7th Ed. Pearson.
This module does not have any article/paper resources
Other Resources
Discussion Note: