BA1641IU VNU – International University

Production and Operations Management School of Business

THE INTERNATIONAL UNIVERSITY

VNU-HCM

SCHOOL OF BUSINESS

BA164IU

Production and Operations

Management

Sep. 2020

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BA1641IU VNU – International University
Production and Operations Management School of Business

COURSE GUIDELINE

CONTENT
1. COURSE STAFF.........................................................................................................3
2. INFORMATION ABOUT THE COURSE.................................................................3
2.1. Teaching Time and Location...............................................................................3
2.1. Units of Credit.....................................................................................................3
2.2. Prerequisite and Parallel courses.........................................................................3
2.3. Relationship of this course to other course offerings..........................................3
2.4. Learning and Teaching Approach.......................................................................3
3. COURSE OBJECTIVES AND OUTCOMES............................................................4
3.1. Course objectives.................................................................................................4
3.2. Student learning and outcomes............................................................................4
3.3. Teaching Strategies..............................................................................................5
4. STUDENT RESPONSIBILITIES AND CONDUCT.................................................5
4.1. Workload.............................................................................................................5
4.2. Attendance...........................................................................................................5
4.3. General Conduct and Behavior............................................................................5
4.4. Keeping informed................................................................................................6
5. LEARNING ASSESSMENT......................................................................................6
5.1. Assignment Submission Procedure.....................................................................7
5.2. Late submission...................................................................................................7
6. ACADEMIC HONESTY AND PLAGIARISM *......................................................7
7. STUDENT RESOURCES...........................................................................................8
8. COURSE SCHEDULE................................................................................................9

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BA1641IU VNU – International University
Production and Operations Management School of Business

1. COURSE STAFF
Lecturer: Truong Quang Duoc, PhD
Room: A1.308
Phone: 0903848200
Email: [email protected]
Consulting Time: by appointment

Tutor: Tran Thi Khanh Linh

Room: A1.308
Phone: 0972279448
Email: [email protected]
Consulting Time: TBC

2. INFORMATION ABOUT THE COURSE

2.1. Teaching Time and Location:
Tuesday Morning: 8:00-10:25 AM / Tuesday Afternoon: 13:00-15:25 AM
A1-401 / A1-401
2.1. Units of Credit
UOC value for the course: 3

2.2. Prerequisite and Parallel courses

Prerequisite: None
Parallel: None

2.3. Relationship of this course to other course offerings

BA164IU– Production and Operations Management which is to present a broad
introduction to the field of operations in a realistic, practical manner includes a blend of
topics from accounting, industrial engineering, management, management science, and
statistics. Therefore, the students will have a better understanding of the role of
operations in different functional departments of a firm. In that connection, other
foundation courses such as Management, Accounting, Marketing, Human Resource
Management and some specialized course (Project Management, Quality Management)
are also very useful in term of supporting to this course.

2.4. Learning and Teaching Approach

Active teaching approach is applied in this course. In addition to traditional lectures,
highly interactive activities such as class discussion, group presentation, role play, and
game are followed in classes. A fieldtrip to a manufacturing company will be conducted

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Production and Operations Management School of Business

for students to learn from practice, analyze the related operations issues and write a
fieldtrip report.

Problem-based learning approach is also applied. Students will work in groups discussing
case studies or questions related to the taught theories and concepts. This will help them
remember the theories better, learn the theories in more depth and apply analytical skills
in real situations.

Active learning is required for the students. Students must read materials before class.
The learning materials are uploaded in Blackboard one week prior to class so that
students may log in to download them. Using Blackboard, students can set up a forum in
it, discussing course topics with the lecturer and other students.

Interactive learning approach requires students to actively participate in any class

activities. They must be prepared to be called in to demonstrate their solutions to in-class
exercises and homework, contribute their ideas when asked, actively listening to other
group presentations and raise questions or make comments. To be passive in learning will
negatively influence their participation score.

3. COURSE OBJECTIVES AND OUTCOMES

3.1. Course objectives
 To understand the role of operations management in the overall business strategy
of organization
 To identify and explain how operations manager make decisions which are related
to operation management, such as: Product design, location planning, scheduling,
inventory management…
 To understand how operations management related to other functional areas in an
organization such as: marketing, finance /accounting and personnel
 To gain the knowledge and skills to maintain the competitive advantage for an
organization by improving better productivity, reducing cost, responding more
quickly to the demand and providing better quality

3.2. Student learning and outcomes

After completing the course, students should be able to:
 Having overall perspective of Operations management within the context of
organization
 Greater understanding of the details of the quantitative techniques which will able
to support the Operations Manager in making his or her decisions in realistic
situations.
 Having ability to identify real problems/ factors which affect on the organizations
and develop their recommendations

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Production and Operations Management School of Business

3.3. Teaching Strategies

The teaching and learning approach in this course is highly inter-active, requiring student
participation and contribution. The lecture notes will be given at least one week before so
that the students have the time enough to preview the materials and to concentrate on
listening, critical thinking and raising question during the lecture. This will help students
to interact with the lecturer during the classroom. The sessions for presentations and
discussions comprise company case studies as well as some video clips, which help the
students to see some main concepts are applied in the real international business context.
Students will make presentations on the selected operations management topics and
discuss with their classmates

The general format of classes in this course will be as follows (with some variations)
- Lecture (3.0 hours): theories and conceptual framework, discussions and group
presentations, Video clip
- Tutorial (1.0 hours) - Optional: case studies, group discussion, exercises and
assignments

4. STUDENT RESPONSIBILITIES AND CONDUCT

4.1. Workload
It is expected that you will spend at least 6 hours per week studying this course. This
time should be made up of reading, working on exercises and problem, group assignment
and attending class lectures and tutorials. In periods where you need to complete
assignment or prepare for examinations, the workload may be greater.

4.2. Attendance
Your regular and punctual attendance at lectures and related seminar (if any) is expected
in this course. University regulations indicate that if students attend less than 80% of
scheduled classes they may be refused final assessment. Exemptions may only be made
on medical grounds.

Regular attendance is essential for successful performance and learning in this course,
particular in view of the interactive teaching and learning approach adopted. Please
inform your lecture if you are unable to attend the class, and arrange for a classmate to
collect any handouts.

4.3. General Conduct and Behavior

You are expected to conduct yourself with considerable and respect for the needs of your
fellow students and teaching staff. Conduct that unduly disrupts or interferes with a class,
such as ringing, or talking on mobile phones, or chatting on internet, is nor acceptable
and students may be asked to leave the class.

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Production and Operations Management School of Business

4.4. Keeping informed

You should take note of all announcements made in lectures, tutorials or on the course
website. From time to time, the University will send important announcements to your
through website, course website and/ or Announcement Board (of School of Business
and/ or Academic Affair) without providing you with a paper copy. You will be deemed
to have received this information.

4.5 Special Consideration

Request for special consideration (for final examination only) must be made to the Office
of Academic Affairs within one week after the examination. General policy and
information on special consideration can be found at the Office of Academic Affairs.

5. LEARNING ASSESSMENT
5.1 Formal Requirements
In order to pass this course, the students must:
 achieve a composite mark of at least 50; and
 make a satisfactory attempt at all assessment tasks (see below).

5.2 Assessment Details

Tasks Mark
1. Class participation 05%
2. Presentations (3 times/group; 8 groups) 10%
3. Field trip 15%
4. Mid-term Test 30%
5. Final Test 40%
TOTAL 100%

A. Presentations (10%): 20 – 45 minutes.

1. PowerPoint: 30%
a. Structure and content: 20%
b. Skills and effects:10%
2. English: 20%
a. Language expression: 15% (pronounce clearly and accurately,
intonation, oral expression and presentation skills)
b. Body language: 05%
3. Information: 50%
- Students needs to provide correct information.
B. Field trip (15%): Individual assignment

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Production and Operations Management School of Business

C. Mid-term Exam (30%)

The midterm exam will be in the form of open questions, problems. This is open-book
exam.

D. Final Exam (40%)

The final exam will be in the form of open questions, problems. This is open-book exam.

Grading
The letter grade will be followed by the University suggested rule:
90-100: A+, 80-90: A, 70 – 80: B+, 65 – 70: B, 55 – 65: C+, 50 – 55: C, 30 - <50: D+,
10 - <30: D

5.1. Assignment Submission Procedure

It is essential that you submit all your assignment tasks on time via the appropriate
procedures. Make sure that you:
 Attach a copy of the Assignment Cover Sheet to your assignment.
 Make the copy of the assignment for safe keeping
 Use Blackboard to submit your assignments (detailed information to be provided).

5.2. Late submission

Request for late submission of assignments or absent in the session that your group will
present must be made in writing to the course lecturer. Extensions will be granted on
medical grounds only, or on compassionate grounds under special circumstances.
Medical certificates or other supporting documents may be required. Late submissions
may incur a penalty of 5% of the assignment mark per day.

6. ACADEMIC HONESTY AND PLAGIARISM *

The University regards plagiarism as a form of academic misconduct, and has very strict
rules regarding plagiarism.

Plagiarism is the presentation of the thoughts or work of another as one’s own. Examples
include:
- direct duplication of the thoughts or work of another, including by copying work,
or knowingly permitting it to be copied. This includes copying material. Ideas or
concepts from a book, article, report or other written document (whether
published or unpublished), composition, artwork, design, drawing, circuitry,
computer program or software, web site, Internet, other electronic resource, or
another person’s assignment without appropriate acknowledgement;
- paraphrasing another person’s work with very minor changes keeping the
meaning, form and/ or progression of ideas of the original;
- piecing together sections of the work of others into a new whole;

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Production and Operations Management School of Business

- presenting an assessment item as independent work when it has been produced in

whole or part in collusion with other people, for example, another student or a
tutor;

The inclusion of the thoughts or work of another with attribution appropriate to the
academic discipline does not amount to plagiarism.

Students are also reminded that careful time management is an important part of study
and one of the identified causes of plagiarism is poor time management. Students should
allow sufficient time for research, drafting and the proper referencing of sources in
preparing all assessment items.

7. STUDENT RESOURCES
The following textbook and references are essential for the course.

Textbook:
Jay Heizer and Barry Render (2014), Operations Management. 11th Edition (Global
Edition), Prentice Hall.

References:

Wright, J. N., & Race, P. (2014). The management of service operations. Cengage

Learning EMEA.
Russell and Taylor (2009), Operations Management- Creating Value Along The Supply
Chain, Six Edition, John Wiley & Sons. (R&T)

Additional materials provided in Blackboard

The lecturer will attempt to make lecture notes and additional reading available on
Blackboard. However this is not an automatic entitlement for students doing this subject.
Note that this is not a distance learning course, and you are expected to attend lectures
and take notes. This way, you will get the additional benefit of class interaction and
demonstration.

Recommended Internet Resources

Internet resources related to the chapter materials are provided in the text books

Recommended Journals
International Journal of Operations and Production Management
International Journal of Logistics Management
Harvard Case Studies can be accessed via:
http// harvardbusinessoneline.hbsp.harvard.edu

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Production and Operations Management School of Business

Other Resources, Support and Information

Additional learning assistance is available for students in this course and will be made
available in Blackboard. Academic journal articles are available through connections via
the VNU – Central Library. Recommended articles will be duly informed to the students.

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Production and Operations Management School of Business

8. COURSE SCHEDULE
Session Topic Teaching and Learning Activities Specific Learning Outcomes Required Readings
Homework Problems
1 Introduction  Introduce the course, syllabus Read Chapter 1
and policies  Understand the fundamental
concepts of operations Read Chapter 2
management
Group discussion: In class exercises
 Groups break out and discuss
Textbook Case: 30 min Homework problems:
 Group presentation: 30 min 1.2, 1.4, 1.5, 1.8, 1.14;
Operations and Productivity
What is Operations Management Delegating Groups to the
Organizing to produce goods and presentations
services Lecture and demonstration:
Why study OM  Demonstrate calculation of
What operations managers do productivity (lecture)  Define operations management
Operations in the service sector  Productivity exercise in class
Exciting new trends in Operations (individual work)  Explain the importance and
Managements  Wrap-up meaning of related operations
Issues in Operations strategy management concepts
Global Operations Strategy Options

Productivity  Identify variables in increasing

productivity
 Compute single-factor and
multi-factor productivity
BA1641IU VNU – International University
Production and Operations Management School of Business

2 Operations strategy in global  Review productivity (15 mins): Read Chapter 2 again
environment Rapid Review; Homework
solving Homework problems:
A global view of Operations Presentation 1-1 (P. 66 to P. 73):  Define missions and strategies 2.2, 2.4, 2.5, 2.8
Developing missions and strategies  Identify and explain three
Achieving competitive advantage Presentation 2-1 (P. 74 to P.84): strategic approaches to Read Chapter 5
thru Operations competitive advantages
 Lecture (combined with Q&A,  Identify and explain the 10
brainstorming, and activity after decisions of operations
every 15 min): 60 min management
 Q&A and queries: 15 min  Identify and explain four global
operations strategy options
 Solved problems  Decision Table

3 Design of Goods and services  Review global operations  Build a house of quality Read Chapter 5 again
Goods and services selection strategy. Reasons why  Describe how products and
Generating new product corporations go global? 15 min services are defined
Product development Homework problems:
Issues for product design Presentation 3-1 (p.192 to p. 205): 5.1, 5.2, 5.3, 5.4, 5.7, 5.13
Defining product
Documents for production Presentation 4-1 (p. 206 to p. 214):
Service design  Apply decision trees to
 Lecture (combined with Q&A, make/buy decision Read Chapter 6
brainstorming, and activity after
every 15 min): 60 min
 Q&A and queries: 15 min
 Quiz/case discussion
 Wrap up
BA1641IU VNU – International University
Production and Operations Management School of Business

4 Managing Quality  Lecture (combined with Q&A, Read Chapter 6 again

Quality and Strategy brainstorming, and activity after Homework problems:
Defining Quality every 15 min): 60 min  Define Quality and TQM 6.1, 6.2, 6.8, 6.11, 6.12
International Quality Standards Presentation 5-1 (p. 244 to p.254):  Explain concepts of TQM
Total Quality Management including six sigma Read Chapter 7
Tools of TQM Presentation 6-1 (p. 254 to p.262):  Explain the use of 7 tools of
The Role of Inspection quality management
TQM in services

5 Process Strategy  Review Managing Quality: 15  Describe four production Read Chapter 7 again
Four process strategies min process
Process Analysis and design Presentation 7-1 (p.308 to p.318):  Identify recent advances in Homework problems:
Service process design production technology 7.1, 7.4, 7.9, 7.12
Production Technology Presentation 8 -1 (p. 319 to p.326)  Use tools of process analysis

Process Decision  Lecture (combined with Q&A,  Analyze and apply crossover
brainstorming, and activity after points for processes Read Supplement 7
every 15 min): 60 min
 Q&A and queries: 15 min

6 Capacity Planning  Review Process Strategy: 15  Apply quantitative techniques Read Supplement 7 again
Capacity min including breakeven analysis,
Capacity planning Presentation 1-2 (p. 335 to p. 341): net present value in solving Homework problems:
Break-even analysis problems S7.10, S7.11, S7.15, S7.17,
Applying decision trees to capacity Presentation 2-2 (p. 342 to p. 350)  Define capacity and utilization S7.18
decisions
Strategy –driven investments Read Chapter 8
BA1641IU VNU – International University
Production and Operations Management School of Business

7 Location Strategies  Lecture (combined with Q&A,

The strategic importance of location brainstorming, and activity after  Use center-of-gravity and Read Chapter 8 again
Factors that effect location every 15 min): 60 min factor-rating method in location
decisions decision Read Chapter 9
Methods of evaluating location Presentation 3-2 (p. 364 to p. 371):
alternatives Homework problems:
Service location strategy Presentation 4-2 (p. 372 to p. 377): 8.1, 8.6, 8.8, 8.9, 8.12, 8.14,
8.16, 8.25
 Q&A and queries: 15 min

Midterm Exam -27/10

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Layout decisions Presentation 5-2 (p. 394 to p. 400):  Explain a good layout for fixed- Read Chapter 9 again
The strategic importance of layout position, process-oriented,
decisions Presentation 6-2 (p. 400 to p. 414): office, retail and warehousing
Types of layout layout Homework problems:
Fixed-position layout  Lecture (combined with Q&A,  Explain how to balance a 9.5, 9.11, 9.15, 9.17
Process-oriented layout brainstorming, and activity after repetitive or product-oriented
Office layout every 15 min): 60 min line for efficiency Read Chapter 11
Retail layout  Q&A and queries: 15 min
Warehousing and storage layouts
Repetitive and product –oriented
layout

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Supply Chain Management  Review: 15 min Read Chapter 11 again
The strategic importance of the
supply chain Presentation 7-2 (p. 468 to p. 478):  Explain strategic importance of Homework problems
Supply-chain economics the supply chain 11.1, 11.2, 11.5, 11.6
Supply-chain strategies Presentation 8-2 (p. 478 to p. 488):
Logistic management Read Chapter 12
BA1641IU VNU – International University
Production and Operations Management School of Business

10 Managing Inventory  Review: 15 min Explain and use models for Read Chapter 12 again
Function of inventory managing inventory with
Inventory management Presentation 1-3 (p. 512 to p. 527) independent demand including Homework problems
Inventory models EOQ, POQ and quantity 12.2, 12.3, 12.5, 12.9, 12.12,
Inventory models for independent Presentation 2-3 (p. 528 to p. 538) discount 12.19, 12.24, 12.27
demand  Lecture (combined with Q&A,
brainstorming, and activity after Read Chapter 14
every 15 min): 60 min
 Q & A and queries: 15 min

11 Material Requirement Planning &  Review: 15 min  Build material requirement plan Read Chapter 14 again and
Enterprise Resource Planning (MRP) using lot-sizing Chapter 15
-MRP and ERP Presentation 3-3 (p. 590 to p. 599): technique
Dependent Inventory model  Understand expansion of MRP Homework problems:
requirements Presentation 3-4 (p. 599 to p. 611): and ERP 14.1, 14.3, 14.10, 14.11,
MRP structure 14.17, 14.18
MRP management  Lecture (combined with Q&A,
Lot-sizing techniques brainstorming, and activity after
Extension of MRP every 15 min): 60 min
 Q&A and queries: 15 min

Short term Scheduling

12 The strategic importance of  Review: 15 min  Explain the relationship Read Chapter 15 again
scheduling between short-term scheduling,
Scheduling issues Presentation 3-5 (p. 626 to p. 632): capacity planning and master Homework problems
Scheduling process-focused plan 15.2, 15.5, 15.7, 15.8, 15.12,
facilities Presentation 3-6 (p. 632 to p. 645):  Apply assignment methods 15.17
Loading jobs  Use priority rules
Sequencing jobs  Lecture (combined with Q&A,  Apply Johnson’s rule Read Chapter 10
Finite capacity scheduling (FCS) brainstorming, and activity after
Scheduling repetitive facilities every 15 min): 60 min
Scheduling service  Q&A and queries: 15 min
BA1641IU VNU – International University
Production and Operations Management School of Business

13 Field Trip- (1 or 8 of Dec) Company will be confirmed

ACECOOK

14 Job Design and Work Measurement  Review: 15 min  Identify major issues in Read Chapter 10 again
Human resource strategy for Presentation 3-7 (p. 434 to p. 442): designing jobs and managing
competitive advantage labor Homework problems
Labor planning Presentation 3-8 (p. 442 to p. 455)  Identify ergonomic and work 10.1, 10.4, 10.6, 10.7, 10.9
Job design  Lecture (combined with Q&A, environment issues
The visual workplace brainstorming, and activity after
Labor standards and work every 15 min): 60 min Use the tools of methods analysis
measurement  Q&A and queries: 15 min
Time studies
Predetermined time standards
Work sampling

15 Back up- Review

Final Examination

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The syllabus is prepared following the format provided by the School of Business, International University - VNU, with kind permission.

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Used with kind permission from the University of New South Wales