Executive Program MBA
Poznań-Atlanta
Instructor: Dr. Satish Nargundkar
E-mail: snargundkar@gsu.edu
Phone: +1 678-644-6838
Operations and Process Management
This course will
introduce the key elements of a firm’s Operations Strategy. This includes
planning and decision making in the areas of Capacity Planning, Supply
Networks, Process Technology and Organizational Development. Emphasis in this course will be on the
process improvement methodologies of Lean and Six Sigma. Specifically, the
various concepts and tools discussed will include 5S, Value Stream Mapping,
Process Flow Charts, and the entire DMAIC process. Basic statistical tools and
techniques will also be discussed as needed.
Objectives & Learning Outcomes:
Upon successful completion of the course, you
will be able to:
1. Demonstrate a broad
understanding of the role of operations strategy in business.
2. Explain the four Vs
of demand and their effect on operations.
3. Give examples of the
five key performance objectives – Quality, Speed, Dependability, Flexibility,
and Cost – as they apply to different organizations.
4. Explain in your own
words the four key decision areas in operations - Capacity Planning, Supply
Networks, Process Technology and Organizational Development.
5. Analyze the
Operations Strategy of an organization and create an Operations Strategy Matrix
to describe it.
6. Define some basic LSS
terminology.
7. Apply the process
view in dealing with business issues - Identify opportunities for process
improvement in a business.
8. Make a business case
for doing the project – what are the potential costs and benefits?
9. Follow the DMAIC
methodology to improve a process. Specifically,
a. Clearly define the
objective of a process improvement project (SMART objective). Identify the
outcome metric.
b. Create a process flow
chart and/or a Value Stream Map of the process as needed.
c. Identify potential
root causes that affect the outcome. Map them in a fishbone diagram.
d. Collect data and
analyze it to discover the most important predictors of the outcome variable.
e. Recommend actions for
improvement to the process based on the analysis.
f. Show the difference
between the old and new processes with flow charts and outcomes compared
side-by-side.
g. Create a plan to
monitor and sustain the improvements going forward.
Class
Schedule:
|
Time |
Discussion Topics |
Activities / Resources |
Assignments Due |
|
|
Saturday, October 14, 2023 |
||
|
9:00 -
10:30 |
Introduction Defining Ops Strategy, Lean, and Six Sigma |
Lecture / discussion |
|
|
10:45 –
12:15 |
Operations
Strategy Outcomes and Decision Areas. |
Lecture / discussion Small Group Exercise |
|
|
13:00 -
14:30 |
|
|
|
|
14:45 – 16:15 |
Lean Tools Continued Understanding WIP |
Lean Simulation of 3-step manufacturing process |
|
|
|
Sunday, October 15, 2023 |
||
|
9:00 - 10:30 |
Lecture/Discussion |
|
|
|
10:45 – 12:15 |
The PAYUP Insurance case: Define and Measure : Dataset |
Work in Excel on Insurance Case Dataset: Descriptive Stats |
|
|
13:00 - 14:30 |
The Insurance case Analyze, Improve, Control Regression Analysis |
Work in Excel on Insurance Case Dataset: Regression Analysis Other Resources |
|
|
14:45 – 16:15 |
Intro to other Topics – Simulation,
Optimization. Conclusion |
|
|
Preparation
for Course:
Coming to class ready to participate
fully is all the preparation that is required. If your skills in Excel are
weak, perhaps practice some basics of Excel from YouTube videos. Bring a laptop
with Excel on it to work on in class.
Suggested
Books (Optional):
1. Operations
Strategy, 5th Edition, Nigel Slack and Michael Lewis, Pearson.
SBN-13: 978-1292162492; ISBN-10: 129216249X
2. Lean
Six Sigma for Service: How to Use
Lean Speed and Six Sigma Quality to Improve Services and Transactions, Michael
L. George
ISBN-13: 978-0071418218; ISBN-10: 9780071418218
COURSE
POLICIES
Attendance
policy
This workshop
constitutes an important part of your education in the Poznan-Atlanta
Program. We ask that you uphold the highest possible
standards of professionalism and responsibility with respect to your
attendance, participation, and contribution to the course.
If you know in
advance that the class’s schedule conflicts with one or more planned-for
obligations, professional or personal, it is your duty
to inform the instructor(s) ahead of time so that we
know that you will be missing part(s) of the course, when, and why. In turn, we
will make suitable arrangements for you and your team.
If you have to
miss one or more part(s) of the course for emergency reasons (family,
professional, or others), during the course of the workshop itself, it is your duty
to inform the instructor(s) as this emergency arises,
to explain the situation, inform us of when you plan to leave and come back,
and request the permission to leave without incurring a failing grade for the
workshop. Failure to follow any of the above guidelines will be considered as a
failure of your obligations / responsibilities for the class and will
negatively affect your grade. Please contact the instructor(s) / Program
Administrator(s) if you have any questions.
Participation
and Contribution to Team Project (or lack thereof). As we are organizing this
course based on standard requirements and expectations commonly upheld in
Premier American, European and Asian MBA Programs, we demand that you take an
active part not only in the entire course, in the group projects, in all the
relevant assignment in and outside of class, but also
that you make timely, positive, and substantive contributions to your team.
To the extent
that we observe that your participation/contribution to the course falls below
commonly
accepted professional standards, the instructor(s) and/or Program
Administrator(s) reserve the rights to either:
a) Award you a
failing grade (which will effectively ask you to re-take the course in a
subsequent semester).
b) Make a written
mention of your limited contribution on your transcript.
c) Ask you to
complete supplemental assignment(s) in a timely and satisfactory manner to meet
the course requirements.
d) Other
obligations determined in accordance with needs and situation.
Grading scale:
|
5 |
90-100% |
|
4,5 |
85-89% |
|
4 |
75-84% |
|
3,5 |
65-74% |
|
3 |
55-64% |
|
2 (failed) |
Less than 55% |
NUMBER OF DIRECT CONTACT HOURS: 16