GC UNIVERSITY, FAISALABAD

FACULTY OF ECONOMICS & MANAGEMENT SCIENCES

LYALLPUR BUSINESS SCHOOL (LBS)

Course Specifications

Operations Management
BAM-503

Fall – 2023-24

[Link]
 COURSE SPECIFICATIONS
Basic Information
Course Title: Operations Management
Course Code: BAM-503
Course credits/week: Theory: 03 Lab: Nil Total: 03
Pre-requisite(s): Principles of Management
Co-requisite(s):
Program(s) on which the course is given: BBA-5th Semester
Is the course major or minor element of the program? Major: Minor:
Department offering the program: Lyallpur Business School (LBS)
Department offering the course: Management Cluster
Academic year/level: 3
Revision #: 1
Last revised on (date): 24.08.2023

Overall Aims of the Course

Course Description:
Operations Management (OM) is one of the key functional areas in any organization
or company that deals with the production of goods and services. These activities
take place in all companies, either public or private. OM is concerned with managing
the processes that transform inputs (materials, labor, energy, customers) into
outputs (goods and services). Everything we wear, eat, use, read or play with, has
been produced, and an operations manager organized its production. This course is
concerned with the tasks, issues and decisions of those operations managers who
have made the services and products on which we all depend. The OM field faces
many challenges that are consequence of globalization, new product proliferation,
technology advances, and integration with other functional areas of the company
(marketing, finance, etc.). In this course we are going to study the main concepts,
tools and quantitative models that companies use to manage their operations. We
are going to do so from a very practical standpoint, studying business cases and
solving exercises.

Course Objectives are:

The objective of this course is to introduce students to the different operational
activities that take place in companies and organizations, and to examine how
strategic and tactical decisions are made: The key objectives are as follows;

 This course is designed to provide a survey of the field of operations, focusing

more on the operations.
 The course is designed to focus on follow areas, designing operations,
managing operations, quantitative methods, covering quality, control, project
management, capacity planning, location and layout strategies,
measurement, supply chain management, early-stage business operations
management, inventory management, constraints, just-in-time methods,
forecasting, and decision-making tools.
 Ability to apply learned knowledge with flexibility and creativity and adapt
them to new situations and contexts.
 Demonstrate a level of knowledge with flexibility and creativity and adapt
them to new situations and contexts.
 Demonstrate a level of knowledge sufficient for professional performance.
 Use the appropriate information in formulating proposals and troubleshooting.
 Ability to communicate effectively as a professional level oral and written.
 Identify the key factors of a problem.
 Apply relevant knowledge and procedures to a range of complex situations

Learning Outcomes:

After taking this course, students are able to:

 Identify the main functions of the area of Operations Management.
 Relate the area of operations with business strategy and its relationship with
other functional areas of business such as marketing or logistics function.
 Identify and plan production and operations activities of a company, such as
product and process design, total quality, production planning, inventory
management.
 Use basic analytical tools and methods mentioned above for the planning and
management in the area of production and operations
Class Format & Weekly Work Plan:

“Operations Management” is a concept based and discussion-driven course with

application, thus the vast majority of our classes will be focused on concept
discussion and practical implications.
Our weekly class Instructions and discussions will follow this format:

1st – 2nd Week

Chapter – 1: Introduction to Operations Management: Process

Management; The Scope of Operations Management; The Historical
Evolution of Operations Management (Page 4 – 27) (Operations
Management by William J. Stevenson, 11th Edition)
3rd-4th Week

Chapter – 2: Competitiveness, Strategy, and Productivity:

Competitiveness; Mission and Strategies; Operations Strategy;
Implications of Organization Strategy for Operations Management;
The Balanced Scorecard (Page 42 – 70) (Operations Management by
William J. Stevenson, 11th Edition)
5th Week

Chapter – 3: Forecasting; Features Common to All Forecasts; Elements

of a Good Forecast; Choosing a Forecasting Technique; Operations
Strategy. (Page 72 – 109) (Operations Management by William J.
Stevenson, 11th Edition)

Seminar 1
6th Week

Chapter – 13: Inventory Management: The Nature and Importance of

Inventories; Requirements for Effective Inventory Management;
Inventory Ordering Policies; How Much to Order: Economic Order
Quantity Models; The Single-Period Model. (Page 556 – 588)
(Operations Management by William J. Stevenson, 11th Edition)
READING: Sood, A., & Sharma, V. (2015). A study of behavioral perspective of operations.
Procedia-Social and Behavioral Sciences, 189, 229-233.

7th - 8th Week

Chapter – 4: Product and Service Design: Other Design

Considerations; Phases in Product Design and Development;
Designing for Production; Service Design. (134-160) (Operations
Management by William J. Stevenson, 11th Edition)

Case Study 1: Potato Value Chain- A Tale of Two Formers

in Okara
 Mid Semester Examination

10th Week

Chapter – 5: Strategic Capacity Planning for Products and Services:

Capacity Decisions Are Strategic; Defining and Measuring Capacity;
Determinants of Effective Capacity; Strategy Formulation; Additional
Challenges of Planning Service; Do It In-House or Outsource It;
Constraint Management; Operations Strategy. (Page 183 – 204)
(Operations Management by William J. Stevenson, 11th Edition)
READING: Excess Capacity Can Be Bad News, page-184 0f the book

11th Week

Chapter – 7: Work Design and Measurement: Quality of Work Life; Job

Design; Methods Analysis; Motion Study; Work Measurement;
Operations Strategy. (Page 285-313) (Operations Management by
William J. Stevenson, 11th Edition)

READING: Designing Supermarkets, page-258 0f the book

READING: Sahin, E., & Matta, A. (2015). A contribution to operations management-related
issues and models for home care structures. International Journal of Logistics Research and
Applications, 18(4), 355-385.

12th Week

Chapter – 8: Location Planning and Analysis: The Need for Location

Decisions; The Nature of Location Decisions; Global Locations;
General Procedure for Making Location Decisions; Identifying a
Country, Region, Community, and Site; Evaluating Location
Alternatives. (Page 333 – 358) (Operations Management by William J.
Stevenson, 11th Edition)

READING: Vying for Patients, Hospitals Think Location, Location, page-349 0f

the book
13th Week

Chapter – 9: Management of Quality; Insights on Quality Management;

The Evolution of Quality Management; The Foundations of Modern
Quality Management; Total Quality Management; Quality Tools.
(Page 371 – 409) (Operations Management by William J. Stevenson, 11th
Edition)

READING: The Sounds of Quality, page-375 0f the book

Case Study 2: Sapphire Textiles Mills Ltd.: Refined Costing
14th Week

Chapter – 11: Aggregate Planning and Master Scheduling: Basic

Strategies for Meeting Uneven Demand; Techniques for Aggregate
Planning; Aggregate Planning in Services; Disaggregating the
Aggregate Plan; Master Scheduling; The Master Scheduling Process.
(Page 472 – 494) (Operations Management by William J. Stevenson, 11th
Edition)

READING: Eight Glasses a Day (EGAD), page-507 0f the book

Seminar 2
15 th
Week
Chapter – 12: MRP and ERP: An Overview of MRP; MRP Inputs; MRP
Processing; MRP Outputs; Other Considerations; MRP in Services;
Benefits and Requirements of MRP; MRP II; Capacity Requirements
Planning; ERP; Operations Strategy. (Page 509 – 538) (Operations
Management by William J. Stevenson, 11th Edition)

16th Week

Chapter – 14-: JIT and Lean Operations; Supporting Goals; Building

Blocks
Chapter –15: Supply Chain Management; Trends in Supply Chain
Management; Global Supply Chains; Management Responsibilities;
Procurement; Supplier Management (Page 617 – 677) (Operations
Management by William J. Stevenson, 11th Edition)

Knowledge Café on Operations Management

Final Semester Examination

Weekly Course Objectives:

Week Module Intended Learning Objectives

1-2 Introduction to  Define operations management.

Operations  Identify the three major functional areas of organizations
Management and describe how they interrelate.
 Identify similarities and differences between production
and service operations.
 The operations function and the nature of the operations
manager’s job
 Two major aspects of process management.
 key aspects of operations management decision-making.
 Briefly describe the historical evolution of operations
 management.
 Characterize current trends in business that impact
operations management.

 Three primary ways that business organizations compete.

 Five reasons for the poor competitiveness of some
Competitiveness, companies.
3-4 Strategy, and  The term strategy and explain why strategy is important.
Productivity  Organization strategy and operations strategy
 Productivity and its importance to organizations and to
countries.
 The elements of a good forecast
 The steps in the forecasting process
 Forecasting techniques and the advantages and
disadvantages
5 Forecasting  Compare and contrast qualitative and quantitative
approaches to forecasting
 Compare two ways of evaluating and controlling forecasts
 Major factors and trade-offs to consider when choosing a
forecasting technique
 Define inventory,
 Major reasons for holding inventories
 main requirements for effective inventory management
Inventory
6  Nature and importance of service inventories
Management  Periodic and perpetual review systems
 Objectives of inventory management
 The basic eoq model
 Strategic importance of product and service design
 Key reasons for design or redesign
 The main sources of design ideas
Product and  Importance of legal, ethical, and sustainability
7-8 Service Design considerations in product and service design
 The phases in product design and development
 Characteristics of well-designed service systems
 Challenges of service design
 Importance of capacity planning
 Ways of defining and measuring capacity
Strategic Capacity  The determinants of effective capacity
Planning for
 Major considerations related to developing capacity
Products
10 alternatives
and Services
 Approaches that are useful for evaluating capacity
alternatives
 importance of work design
 Compare and contrast the two basic approaches to job
design
Work Design  advantages and disadvantages of specialization
11 and Measurement  knowledge-based pay
 commonly used techniques for motion study
 impact of working conditions on job design
 time study methods and perform calculations
12 Location Planning  the main reasons organizations need to make location
and Analysis decisions
 why location decisions are important
  options that are available for location decisions
 major factors that affect location decisions
 techniques presented to solve typical problems
 quality as it relates to products and as it relates to
services
 consequences of poor quality
Management  the determinants of quality
13 of Quality
 the philosophies of quality gurus
 use of various quality tools
 overview of problem solving
 what aggregate planning is and how it is useful?
Aggregate Planning
 aggregate planning and some of the possible strategies
14 and Master
 graphical and quantitative techniques planners use
Scheduling
 master scheduling process and its importance
 conditions under which MRP is most appropriate
 the inputs, outputs, and nature of MRP processing
 requirements in a master production schedule
15 MRP and ERP  benefits and requirements of MRP
 potential benefits and some of the difficulties users have
encountered with MRP
 ERP, what it provides, and its hidden costs
 term lean operations system
 goals of a lean system and explain its importance
JIT and Lean
 benefits of a lean system
Operations
 traditional mode of operations to a lean system
16 --------------
 recent trends in supply chain management
Supply Chain
 motivations and risks of outsourcing as a strategy
Management
 strategic, tactical, and operational responsibilities of
supply chain management
Required Learning Sources
Text Book(s): Text Book Operations Management by William J. Stevenson, 13th
(Student must buy this Edition, 2020, McGraw-Hill publisher
book)
(Title, Author, Edition,
Publisher)
 Operations Strategy by Nigel Slack, Mike Lewis, Pearson
Reference Book(s):  Operations and Supply Management 4.0 (Industry Insights,
(Title, Author, Edition, Publisher) Case Studies and Best Practices) by Marc Helmold, Brian
Terry, Springer
 Journal of Operations Management
[Link]
Journals/Periodicals:
 Operations Management Research
(Title, Publisher)
[Link]

Facilities Required for Teaching and Learning

 White Board
 Multimedia
 Zoom online (If online classes)
Pedagogies
 Oral Lecture
 Group discussions
 Simulation Project
 Knowledge Café
Assignments Schedule & Quiz
No. Week Assigned Week Due QUIZ TESTS
Three surprise quiz tests will be conducted
1 6 10 during the semester for better preparation
2 11 15 of the students.

Examination / Weighting of Assessments & Quizzes

Quizzes + Assignments + Class Participation + Projects 20%
Mid-semester examination 30%
End-semester examination 50%
Grading Criteria
Letter Grade Percentage Marks
A 80 -100 EXCELLENT
B 65-79.99 GOOD
C 50-64.99 SATISFACTORY
D 40-49.99 PASS

Instructor Responsibilities:
In keeping with the format of this class, I see myself as your immediate supervisor. In
that sense, I plan to mentor each of you so that you learn how to make the best
decisions possible, to understand and apply key managerial concepts, and to prepare
you to become productive employees upon graduation. I will do my best to help each
of you grow into the best manager you choose to become. Thus, besides class time,
where I will often put you on the spot, I expect there will be many times we will
communicate outside of class, and I will do my best to help you in a timely fashion.
Student Responsibilities:
You are expected to arrive to class on time, professionally dressed, and
prepared for the day. You should be fully prepared to discuss and debate the
course material assigned for that date. You are expected to participate at all levels
and offer objective praise and criticism of your classmates’ analyses and conclusions.
This course is not for the meek or timid. You must contribute to a greater
understanding of Operations Management. This course is a combination of doing
(homework), thinking, and discussing.

Useful Tools / Advice:

Be certain to schedule enough time in your weekly planning to accommodate.
You need to have good access to the university portal, WhatsApp group and an e-
mail account.
Please always do your best work positively

The examinations of mid-term and end-term question papers will be designed by following bloom
taxonomy as per table given below.
Contact Details:
Course Leader Assistant Professor
Dr. Muhammad Waseem Bari Room No. 121, 1st Floor
Lyallpur Business School (LBS),
Faculty of Economics & Management Sciences,
GC University, Faisalabad, Pakistan.
Office Hours Monday to Friday 08:00 AM to 04:00 PM
Phone(office): 041-9203020 E-Mail: mwaseembari@[Link]
Course Specifications Developed By: Reviewed By (Cluster Head):
Dr. Muhammad Waseem Bari Dr. Muhammad Waseem Bari
Dr. Yasir Tanveer
Miss. Hadia Awan
Date: 27-08-2023 Date: 29-08-2023