Syllabus - Operations & Service Strategy PDF

SPPU - MBA Revised Curriculum 2019 CBCGS & OBE Pattern Semester III 315 OSCM- Toyota Production System 2 Credits LTP: 2:0:0 Subject Elective (SE) Course – Operations & Supply Chain Management Course Outcom...

SPPU - MBA Revised Curriculum 2019 CBCGS & OBE Pattern Semester III 315 OSCM- Toyota Production System 2 Credits LTP: 2:0:0 Subject Elective (SE) Course – Operations & Supply Chain Management Course Outcomes: On successful completion of the course, the learner will be able to CO# COGNITIVE ABILITIES COURSE OUTCOMES CO315OSCM.1 REMEMBERING DESCRIBE 14 principles of the Toyota Way. CO315OSCM.2 UNDERSTANDING RELATE the TPS with other business situations. CO315OSCM.3 APPLYING IMPLEMENT TPS principles to a real-life situation. CO315OSCM.4 ANALYSING EXAMINE the application of TPS principles in a service or manufacturing unit/ organization. CO315OSCM.5 EVALUATING DESIGN a process for executing Improvement Initiatives at workplace. CO315OSCM.6 CREATING BUILD an organization culture to foster continuous improvement. 1. The Toyota Way: Using Operational Excellence as a Strategic Weapon. Toyota Production System Vs Lean Production, what does it actually mean by getting Lean, The Heart of the Toyota Production System - Eliminating Waste, The TPS House Diagram (5+1) 2. The 14 Principles of the Toyota Way: An executive summary of the culture behind TPS, Toyota Way in action, Long Term Philosophy, creating continuous process flow, Pull system to avoid over production. (5+1) 3. Leveling Workload (Heijunka), Getting quality right the first time, Standardization of the task, Use of Visual Control, Use of reliable technology. (5+1) 4. Leadership: Role of Leaders in Manufacturing Philosophy, Development of Exceptional Teams, Challenging and respecting extended networks, see yourself to understand the situation, Developing decisions with consensus. (5+1) 5. Organizational Aspects: Become a learning organization, Continuous Improvement, Using the Toyota Way to transform organizations, Lean Manufacturing, Lean, Agile and Sustainable Manufacturing. (5+1) Suggested Text Books: 1. The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer by Jeffrey K. Liker McGraw- Hill Suggested Reference Books: 1. The Toyota Kaizen Continuum: A Practical Guide to Implementing Lean by John Stewart , Taylor and Francis Group 2. The Toyota Way Field book A Practical Guide for Implementing Toyota’s 4 Ps by Jeffrey K. Liker and David Meier, Tata McGraw-Hill Edition Semester III 316OSCM- Operations & Service Strategy 2 Credits LTP: 2:0:0 Subject Elective (SE) Course – Operations & Supply Chain Management Course Outcomes: On successful completion of the course, the learner will be able to CO# COGNITIVE ABILITIES COURSE OUTCOMES CO316OSCM.1 REMEMBERING ENUMERATE the key components of operations strategy. CO316OSCM.2 UNDERSTANDING EXPLAIN the linkages between operations strategy and competitive advantage as the basis of competitive position through superior product development, cost, quality, features. CO316OSCM.3 APPLYING ILLUSTRATE the broader context of business strategy & fit between manufacturing and operations capabilities and the business strategy CO316OSCM.4 ANALYSING EXAMINE the concepts of competitive leverage using manufacturing and operations, the fit of the various elements of manufacturing and operations, the impact of the competitive environment, and the structure of the value chain. CO316OSCM.5 EVALUATING DESIGN the operations and service strategy. CO316OSCM.6 CREATING FORMULATE an operations strategy (long-term plan) and link with operational decisions. Page 221 of 273 SPPU - MBA Revised Curriculum 2019 CBCGS & OBE Pattern 1. Operations Strategy: Introduction, Relationship Between business grand strategies & the operations strategy, Sstrategic issues in manufacturing / operations, Elements of Operations Strategy, Competing through operations. Operation strategy in global economy, Changing nature of business, Quality, Customer service and cost challenges and social responsibility, Current perspective-Strategic fit (5+1) 2. Methodology for Developing Operations Strategy: Value as business concept, Strategy- Formulation Process.– Value Chain concept , Focus, core competence and distinctive capabilities, stake holders & strategy, Checking markets, Outcome of Market debate – Linking manufacturing to Markets – strategic integration – why products sell in the markets – Order Winners, Order Qualifiers. Lean systems-Eliminating waste. 3. Operation Strategy Implementation: Technology strategy Issues in New Product development Time to market – strategic nature of process– Business implication of Process choice – Hybrid Process. Change management and Sustainability Procedure – company or plant-based profiles – decisions for product reallocation – downsizing – Capacity decisions Progression & Regression (5+1) 4. Strategic Resource Management: Importance, issues involved – organizational issues operational approaches to improving, delivery system, controlling operations – key performance Indicators, PQCDSM (Productivity, Quality, Cost, Delivery Time, Safety, Morale) 5. Service Strategy: Introduction, The service opportunity, Service growth- How to grow in service, Service Focus Strategy, Design an Effective service organization, Service Supply Chain, Service Pricing, Service Innovation. (5+1) Suggested Text Books: 1. Operations Management Theory & Practice – B. Mahadevan - Pearson 2. Operations Now by Byron Finch, TMGH 3. Operations Research – by Nita Shah, Ravi Gor, Hardik Soni- Prentice Hall India Suggested Reference Books: 1. Operations Management by Norman Gaither, Greig Fraizer, Cengage Learning, India Ed. 2. Operations Management by Terry Hill, Palgrave Semester III 317 OSCM- Six Sigma for Operations 2 Credits LTP: 2:0:0 Subject Elective (SE) Course – Operations & Supply Chain Management Course Outcomes: On successful completion of the course, the learner will be able to CO# COGNITIVE COURSE OUTCOMES ABILITIES CO317OSCM.1 REMEMBERING DESCRIBE the Key Concepts and Definitions associated with Quality Management, Six Sigma and Process of Six Sigma CO317OSCM.2 UNDERSTANDING SUMMARIZE the six-sigma philosophy along with understanding of 7 QC Tools. CO317OSCM.3 APPLYING PREDICT the change due to Six Sigma Implementation and Application of Six Sigma tools in new settings CO317OSCM.4 ANALYSING APPRECIATE use of Six Sigma for services performance improvement and strengthening the Organizational Structures CO317OSCM.5 EVALUATING DECIDE control chart to use for given set of data and ROSS (Return on Six Sigma) CO317OSCM.6 CREATING CREATING a Case for Business Models in Different Industries/Proposing a Strategy by Studying the cases of Successful Six Sigma Implementation 1. Introduction to Lean Six Sigma: History of Quality (Key Concepts by Quality Guru- Deming, Juran, Crosby, Ishikawa, Taguchi etc.), History of Continuous Improvement, Evolution of Six Sigma, Defining Six Sigma – philosophy and objectives, Six Sigma Principles and Focus Area, Value of Six Sigma. DMAIC Process 2. DEFINE and MEASURE PHASE: DEFINE - Six Sigma Project Identification, Selection and Definition, Project Charter and Monitoring, Process characteristics and analysis, Process Mapping: SIPOC- Suppliers – Inputs – Process – Outputs – Customers. MEASURE - Data Collection and Summarization, Measurement systems: Fundamentals, Accuracy, Precision, Discrimination, R&R Studies, Linearity, Process Stability, Fundamentals of statistics: Probability theory. Process capability analysis: Key Concepts, Measures and Indices, Non-normal process capability analysis, (5+1) Page 222 of 273