Executive MBA Program
Spring 1999
EMBA 635:
Managing Operations for Competitive Advantage
Prof. Sid Das
Phone: (703) 993-1790
152, Enterprise Hall
Fax: (703) 993-1809
Office Hours: By Appointment
E-mail: sdas@som.gmu.edu
COURSE OBJECTIVES
Companies can establish and maintain competitive advantage in today’s
market through product leadership, operational excellence, and customer
intimacy. This course explores the various interrelated aspects of Operations
Management that integrate to provide companies the capabilities to achieve
this. The course will provide a strong foundation in contemporary Operations
that is essential to managerial success, whatever the functional specialization.
This is because Operations is at the core of all enterprise and so Operations
is everybody’s business! So the first objective of the course is:
Management with a specific focus on services. This involves addressing issues in
Operations Strategy, New Product Development, Process Management, Quality
Management, Managing Growth, Supply Chain Management, and Project
Management.
Detailed and dynamic complexity are the hallmarks of Operations. Various methods to help managers evaluate and make decisions have been developed, and many more are being developed today. As our business environment continues to grow in complexity and information intensity, we must continue to use these methods to ensure efficiency and effectiveness in what we do. The third objective of the course is therefore:
· To develop an analytic perspective
regarding Operations through the use of appropriate techniques to aid operational
decision-making
COURSE STRUCTURE AND PROCESS
The course will be conducted as a combination
of short presentations, class discussions, case analyses, and problem solving
exercises. Discussions will center around the issues related to the topic
under study for a specific session. Advance preparation from the reading
materials is a prerequisite for effective class discussion. These materials
include the required operations textbook, articles and cases from the Harvard
Business School collection, and Handouts from the instructor. Further,
constructive and consistent engagement in class discussions is a part of
your performance evaluation on the course. The short presentations by the
Professor will address emerging issues and thoughts related to the discussion
topic.
A set of Harvard Business School cases have been
selected for the course. These cases address issues and raise questions
related to actual operational situations. They provide a context in which
operations management concepts and methods can be further explored. The
purpose is not to "solve" the problem or get the "right" answer, but to
get greater insight through effective analysis. What actually happened
in the company subsequent to the situation discussed in the case may provide
additional insight or raise additional issues, but is not critical to the
learning objectives of the case analysis. Participation in case discussions
is also a part of your performance evaluation. To participate effectively,
students must be specific by identifying problem issues, suggested solutions,
and implementation problems.
Problem solving exercises will be used to understand
and use appropriate analytic techniques to address a variety of operational
situations. The principles that govern these techniques and their inherent
limitations will also be discussed. The techniques introduced will be an
integral part of the body of knowledge required to effectively address
operational situations.
Current issues in operations are reviewed in business
publications such as Business Week, Fortune, The Wall Street Journal, and
the business section of local newspapers. A regular perusal of these sources,
as well as other industry specific publications and web sites, will ensure
richer class discussions. These activities are essential to further benefit
from the course and to make a positive contribution to your learning process.
COURSE MATERIALS
Required Text: Service Management: Operations,
Strategy and Information Technology, JA. Fitzsimmons and MJ. Fitzsimmons,
Irwin/McGraw-Hill, 1997 (2nd Edition). This is the leading Operations
Management text that focuses only on services. It incorporates most of
the major academic research and business ideas in the field. While this
second edition is a certain improvement, like most textbooks, it continues
to have some idiosyncrasies. A variety of quantitative models are discussed
in the text because of the broad range of potential users. Not all these
are immediately relevant to this course. Those that require your attention
will be identified in class as we work through the various problem solving
exercises.
Cases and Readings Course Packet.
These cases and readings from the Harvard Business
School collection have been specifically chosen to emphasize operations
management issues in services. In addition, focus on technology and knowledge
intensive services has been made when appropriate. This packet is designed
to address operations management in contemporary and emerging business
contexts.
Internet Site for this course: http://mason.gmu.edu/~sdas/omc_main.htm
PERFORMANCE EVALUATION
Evaluation Scheme
Exam 1
25%
Exam 2
25%
Class Case Presentation/Participation
25%
Assignments
25%
Total
100%
· Details of
the individual assignments will be discussed in class.
Prof. Sid Das
Spring 1999 Schedule
Dates Topics Chapters
1/08 10:00-2:45
Course Overview
1, 2, 3
Understanding Operations
Handouts
Operations Strategy
Assignment 1 (to be done individually). (Due on 1/09/99).
Case: America West (pp. 60-61).
(Please submit a 1-2 page typed report on the first three questions in
p. 61).
1/09 3:00-4:45
Design of Services and Service Processes
5
Case for Class Discussion: America West (pp. 60-61).
1/16 3:00-4:45
Global Operations
15
Read: Developing Global Strategies for Service Businesses (CMR-052)
Case: Booz-Allen & Hamilton: Vision 2000 (9-396-031)
1/22 1:00-2:45
Total Quality Management
10
Read: Note on Quality - Harvard Business School
Made in U.S.A.: A Renaissance in Quality (93404)
2/05 3:00-4:45 Quality Management 10, 14
EXAM 1 Handed Out: Due on 2/27/99
2/13 1:00-2:45
Quality and Customer Satisfaction/Loyalty
Read: Putting the Service-Profit Chain to Work (94204)
Case: Xerox Corporation: The Customer Satisfaction Program (9-591-055)
2/27 1:00-2:45
Information Technology and Service Operations 4
Case: America Online: Using Information Technology to Better Serve
the
Customer (9-396-290)
3/13 8:00-9:45
Process Management and Reengineering
6
Handouts
Read: Breaking the Functional Mind-Set in Process Organizations
(96505)
Business Process Reengineering: Improving in New Strategic Directions (CMR-048)
EXAM 2 Handed Out: Due on 4/16/99
3/19
3:00-4:45
Project Management
8
Assignment 2 (to be done individually). (Due on 4/10/99).
(Will be handed out in class)
3/27 3:00-4:45 Project Management (Continued) 8
4/10
8:00-9:45
Forecasting Demand
16
Assignment 3 (to be done in Groups). (Due on 4/24/99).
Case: Oak Hollow Evaluation Center (pp. 511-512).
(Please submit a typed report on the questions in p. 512).
4/16
3:00-4:45
Managing Demand, Capacity, and Inventories
13, 12
Assignment 4 (to be done in Groups). (Due on 4/24/99).
(Will be handed out in class)
4/24
3:00-4:45
Management Science Applications in Resource
18
Allocation, Facility Location, and Transportation Problems