Mon 10-12 and Wed 12-2
Tue 11-1 and Wed 3-5
Tisch Learning Center
TR, 9:30am to 10:45am
Class will not meet on: Thursday, November 25 (Thanksgiving recess)
Class will meet on: Tuesday, December 14 (last class before final exam)
This syllabus is tentative and subject to change.
This course is designed to give students a better understanding of how firms can gain competitive advantage from their operations function. Typically this requires the firm to achieve, at a minimum cost, quality, and ecological parity; responsiveness and adaptability to customer needs and desires; rapid time to market; process technology leadership; and sufficient and responsive capacity. A problem-solving framework is developed that enables students to undertake managerial and technical analysis that should result in the desired comparative advantage. Both service and manufacturing case examples are utilized.
You will be assigned homework on a class by class basis for each topic. The homework assignments are due on the dates (sessions) where the assignments appear in the syllabus. Only assignments that are specifically designated as SUBMIT are to be handed-in at the beginning of class. Keep a copy of all homework submitted for reference during class.
Homeworks will be graded on a scale out of 10 and will not be accepted late. They must be prepared individually in order to receive credit. Please write clearly or word process your homework.
HOW TO PREPARE FOR CLASS DISCUSSIONS
Please read the cases carefully. Use the study questions supplied in the syllabus as a guide. Be prepared to be called-upon to present the facts of the case, or carryout the analysis indicated by the study questions.
The Final Exam is on Dec 21, from 8:00-9:50 am. Please mark this in your calendars now.
This syllabus is tentative and subject to change.
MODULE 1: Introduction to Operating Systems: Process Design and Analysis
Sept 7 SESSION 1: INTRODUCTION – OPERATIONS AS A SOURCE OF COMPETITIVE ADVANTAGE
Sept 9 SESSION 2: PROCESS DESIGN
(a) Describe Benihana as an operating system. (Draw a process flow diagram.) List the relevant inputs, process, and output elements in three columns.
(b) How does the operating system support the Benihana concept?
(c) Which parameters of the operating system influence the throughput of a Benihana Restaurant?
(d) How does the cost structure of a Benihana restaurant compare with that of a typical American restaurant? How does Benihana get its competitive advantage?
(e) What is the proper relationship between the number of tables in the dining room and number of seats in the bar? Assume they want the average customer to stay 18 minutes in the bar.
Sep 14 SESSION 3: OPERATING SYSTEMS – TYPES OF OPERATING PROCESSES
Sep 16 SESSION 4: PROCESS ANALYSIS (1)
Sep 21 SESSION 5: PROCESS ANALYSIS (2)
MODULE 2: Optimal Resource Allocation
Sep 23 SESSION 6: THE BASIC LINEAR PROGRAMMING (LP) PROBLEM
Sep 28 SESSION 7: SOLUTION TECHNIQUES: GRAPHICAL METHOD AND ENUMERATING THE CORNER POINTS
Sep 30 SESSION 8: LP SOLUTION (LINDO OR EXCEL INTERPRETATION)
Oct 5 SESSION 9: USING THE LP MODEL AND MIDTERM REVIEW
Oct 7 SESSION 10: Midterm Exam I
MODULE 3: Time Based Competition
Oct 12 SESSION 11: TIME BASED COMPETITION
Oct 14 SESSION 12: PROJECT MANAGEMENT
MODULE 4: Managing Quality as a Strategic Issue
Oct 10 SESSION 13: QUALITY – ITS DEFINITION AND BASIS FOR COMPETITION
Oct 21 SESSION 14: QUALITY ANALYSIS, MEASUREMENT AND IMPROVEMENT
Oct 28 SESSION 16: QUALITY IMPROVEMENT
Nov 2 SESSION 17: Midterm Review
Nov 4 SESSION 18: Midterm Exam II
MODULE 5: Inventory Concepts and Models
Nov 9 SESSION 19: INVENTORY / LOGISTICS
Nov 11 SESSION 20: THE ROLE OF INVENTORY - THE TRADITIONAL VIEW
Nov 16 SESSION 21: INVENTORY MANAGEMENT UNDER UNCERTAINTY
Nov 18 SESSION 22: INVENTORY IN ACTION: THE BEER GAME ROOM: KMC 5-50 (Barr-Kawamura Commons)
Nov 23 SESSION 23: SUPPLY CHAIN MANAGEMENT
MODULE 6: Time-to-Market & Responsiveness
Nov 30 SESSION 24: THE EFFECTS OF UNCERTAINTY - WAITING LINES
Dec 2 SESSION 25: QUEUING THEORY IN ACTION
Read, analyze, and be prepared to discuss the First City National Bank case (p.85-91 in Casebook) (83-88). The following study questions will help:
Dec 7 SESSION 26: AN INTRODUCTION TO SIMULATION
Dec 9 SESSION 27: USE OF SIMULATION AS A PROBLEM SOLVING TOOL FOR OPERATING SYSTEMS
Dec 14 SESSION 28: REVIEW OF COURSE MATERIAL
Dec 21 FINAL EXAM - 8:00-9:50 am
CUSTOM TEXT: COMPETITIVE ADVANTAGE FROM OPERATIONS, Pearson Custom Publishing; 2006.
COMPUTER SOFTWARE: NYU Software Packages, EXCEL
HARVARD CASES (Included in Custom Text):
NYU STERN CASE: THE FORD-FIRESTONE CASE
OTHER MATERIAL (Included in Custom Text)
THE GOAL, Third Edition (Buy in Bookstore), Eliyahu M. Goldratt and Jeff Cox, North River Press, Inc. 2004.
To be completed before publishing.
Guidelines for Group Projects
Business activities involve group effort. Consequently, learning how to work effectively in a group is a critical part of your business education.
Every member is expected to carry an equal share of the group’s workload. As such, it is in your interest to be involved in all aspects of the project. Even if you divide the work rather than work on each piece together, you are still responsible for each part. The group project will be graded as a whole: its different components will not be graded separately. Your exams may contain questions that are based on aspects of your group projects.
It is recommended that each group establish ground rules early in the process to facilitate your joint work including a problem-solving process for handling conflicts. In the infrequent case where you believe that a group member is not carrying out his or her fair share of work, you are urged not to permit problems to develop to a point where they become serious. If you cannot resolve conflicts internally after your best efforts, they should be brought to my attention and I will work with you to find a resolution.
You will be asked to complete a peer evaluation form to evaluate the contribution of each of your group members (including your own contribution) at the conclusion of each project. If there is consensus that a group member did not contribute a fair share of work to the project, I will consider this feedback during grading.
Class Participation, Attendance, Quizzes 10%
Mid-Term Examination I 25%
Mid-Term Examination II 25%
Mid-Term Examination III 25%
A note about grading:
At NYU Stern we seek to teach challenging courses that allow students to demonstrate differential mastery of the subject matter. Assigning grades that reward excellence and reflect differences in performance is important to ensuring the integrity of our curriculum.
In core courses, our faculty have adopted a standard of rigor for teaching where:
Note that while we use these ranges as a guide, the actual distribution for this course and your own grade will depend upon how well each of you actually performs in this course.
Please see www.stern.nyu.edu/undergraduate/grading for “Teaching and Grading at the NYU Stern Undergraduate College” for more information.
The process of assigning grades is intended to be one of unbiased evaluation. Students are encouraged to respect the integrity and authority of the professor’s grading system and are discouraged from pursuing arbitrary challenges to it.
If you believe an inadvertent error has been made in the grading of an individual assignment or in assessing an overall course grade, a request to have the grade re-evaluated may be submitted. You must submit such requests in writing to me within 7 days of receiving the grade, including a brief written statement of why you believe that an error in grading has been made.
In-class contribution is a significant part of your grade and an important part of our shared learning experience. Your active participation helps me to evaluate your overall performance.
You can excel in this area if you come to class on time and contribute to the course by:
The School expects that students will conduct themselves with respect and professionalism toward faculty, students, and others present in class and will follow the rules laid down by the instructor for classroom behavior. Students who fail to do so may be asked to leave the classroom.
Collaboration on Graded Assignments
Students may not work together on graded assignment unless the instructor gives express permission.
Course evaluations are important to us and to students who come after you. Please complete them thoughtfully.
Integrity is critical to the learning process and to all that we do here at NYU Stern. As members of our community, all students agree to abide by the NYU Stern Student Code of Conduct, which includes a commitment to:
The entire Stern Student Code of Conduct applies to all students enrolled in Stern courses and can be found here:
Undergraduate College: http://www.stern.nyu.edu/uc/codeofconduct
Graduate Programs: http://w4.stern.nyu.edu/studentactivities/involved.cfm?doc_id=102505
To help ensure the integrity of our learning community, prose assignments you submit to Blackboard will be submitted to Turnitin. Turnitin will compare your submission to a database of prior submissions to Turnitin, current and archived Web pages, periodicals, journals, and publications. Additionally, your document will become part of the Turnitin database.
Your class may be recorded for educational purposes
If you have a qualified disability and will require academic accommodation of any kind during this course, you must notify me at the beginning of the course and provide a letter from the Moses Center for Students with Disabilities (CSD, 998-4980, www.nyu.edu/csd) verifying your registration and outlining the accommodations they recommend. If you will need to take an exam at the CSD, you must submit a completed Exam Accommodations Form to them at least one week prior to the scheduled exam time to be guaranteed accommodation.