Operations Management

Scholar Year: 2017/2018 - 1S

Courses

Head Teacher Responsability João Manuel Baptista Piteira Head

Weekly workload Hours/week T TP P PL L TC E OT OT/PL TPL O S Type of classes 2 1 Lectures Type Teacher Classes Hours Theoretical Totals 1 2,00 João Piteira   2,00 Practices Totals 2 2,00 Ana Rolo   2,00

Teaching language

Portuguese

Intended learning outcomes (Knowledges, skills and competencies to be developed by the students)

A. FRAMEWORK

The significant increase in competitiveness at local, national and international level, increasingly requires the aim of minimizing production costs, shortening and meeting deadlines and obtaining adequate quality standards for products and services.
These objectives will only be possible to achieve, through a correct dimensioning, updating and qualification of the means available and also, when an organization has adequate organizational and control processes, that allow the optimization of the use of these means.

B. SYNTHESIS OF THE SUBJET (CURRICULAR UNIT)

Presentation of the concepts, techniques and fundamental models of the organizational subsystem of Operations Management.

C. CONTRIBUTIONS TO THE DEVELOPMENT OF COMPETENCES

Contribute to:
• Organizational understanding, professional adaptability, autonomy, problem solving and decision making;
• The systemic and interdisciplinary view of economic activity and organizational development;
• Knowledge and application of the fundamental principles, techniques and models of operations management;
• The application of knowledge in an organizational context;
• The development of reflexive skills, critical analysis and self-discipline;
• The development of teamwork skills and individual and team continuous improvement.

D. OBJECTIVES (Imtented learning outcomes)

By the end of this course students should be able to:

• Understand the operations management subsystem and its impact on business strategy, organizational life and functional areas;
• Establish, calculate and understand different productivities of an operations subsystem;
• Define and understand the process of designing new products and services;
• Assessment and select ideas;
• Define, understand and distinguish the different production environments, processes and technologies;
• Select investment options of equipment;
• Define and understand the implementation, capacity, location, quality and work organization, recognizing and using these elements as factors of competitiveness;
• Deploy facilities, balance assembly lines and scale services;
• Define and understand the processes of operations planning and stock management and apply their techniques;
• Understand, describe and analyze a company's subsystem of operations, identify possible options for improvement or development and conclude about the contribution of operations management to the company's competitiveness.

Syllabus

1. INTRODUCTION
1.1 Definition of operations management
1.2 The operations subsystem
1.3 Productivity


2. OPERATIONS STRATEGY
2.1 Strategy and operations
2.2 Competitive Priorities

3. PRODUCT
3.1 Product design and development sequence
3.2 Design and product selection
3.3 New design technologies
3.4 Designing a service

4. PROCESSES AND TECHNOLOGIES
4.1 Production Environments
4.2 Assessment of process technologies
4.3 New production technologies
4.4 Processes in services

5. IMPLEMENTATION OF FACILITIES
5.1 Basic Settings
5.2 Implementation Support Methods
5.3 Equilibration of assembly lines

6. CAPACITY
6.1 Concepts
6.2 Capacity planning
6.3 Theory of constraints
6.4 Capacity in services
6.5 Theory of queues

7. LOCATION OF THE FACILITIES
7.1 Location factors
7.2 Methods of location support

8. STOCKS MANAGEMENT
8.1 Objectives and Concepts
8.2 Cost Minimization
8.3 Classic models

9. PLANNING AND PROGRAMMING
9.1 Aggregate planning
9.2 Programming Models
MRP
JIT
Kanban
9.3 Planning Techniques
Gantt Graphics
PERT / CPM

10. QUALITY MANAGEMENT
10.1 Evolution
10.2 Concepts
10.3 Costs of Quality

Demonstration of the syllabus coherence with the UC intended learning outcomes

The chapter (s):
• 1 and 2 of the programmatic contents, Introduction and Strategy of Operations, aim to respond to the objectives "Understanding the subsystem of operations management and its impact on business strategy, organizational life and functional areas" and the objective "Establish, understand different productivities of an operations subsystem ";
• 3, Product, welcomes the objectives "Define and understand the process of designing new products and services" and "Assessment and select ideas";
• 4, Processes and technologies, aims to "Define, understand and distinguish the different environments, processes and technologies of production" and "Select investment options of equipment";
• 5 to 7 and 10, Implementation of facilities, Capacity, Location of Facilities and Quality Management, meet the objectives "Define and understand the implantation, capacity, location, quality and work organization, recognizing and using these elements as factors of competitiveness "and" Deploy facilities, balance assembly lines and scale services ";
• 8 and 9, Inventory Management and Planning and Programming, respond to the objective "Define and understand the planning processes of operations and stock management, and apply their techniques;
• 1 to 10, respond to the objective of "Understanding, describing and analyzing a company's subsystem of operations, identifying possible options for improvement or development, and concluding about the contribution of operations management to the company's competitiveness."

Teaching methodologies

• Lectures:
Use of expository and participative method to introduce the concepts, techniques and models;
• Practical classes:
Use of the participatory method in the analysis, discussion and resolution of exercises;Use of the group work method in the analysis and description of the operations subsystem of a company, with identification of possible improvement or development options;Use of the coaching method in the follow-up and development of group work.

Demonstration of the teaching methodologies coherence with the curricular unit's intended learning outcomes

In the lectures the expository method is used to present the concepts, techniques and models, and the participative method, focused on the students, in the analysis and discussion of several organizational examples, involving them in the teaching-learning process and developing reflective, critical analysis and self-discipline.
The combination of the two methods will lead students to acquire the knowledge that allows them to understand the operations management subsystem and its impact on business strategy, organizational life and functional areas, define and understand the process of designing new products and services, define, understand and distinguish the different environments, processes and production technologies, define and understand the implantation, capacity, location, quality and work organization, recognizing and using these elements as factors of competitiveness, and define and understand the planning processes operations and stock management.

Assessment methodologies and evidences

ASSESSMENT SYSTEM

1. CONTINUOUS ASSESSMENT

The assessment of knowledge consists of:

• Preparation, presentation and discussion of a Group Work (TG) on the characterization and analysis of an organization's subsystem of operations, to be delivered by the date defined in the respective script;
• Two tests (T1 + T2), with theoretical and practical components (exercises), on a date to be designated.

Final Score = 0.40 TG + (0.30 T1 + 0.30 T2)

If the average of the grades of the Tests or the TG is lower than 10 values, the student will have to make a final evaluation.

2 FINAL ASSESSMENT

There are three moments for final assessment:

• NORMAL SEASON | 1st SEASON (for students who did not opt ​​for continuous assessment)

The final assessment consists of:

• Performing an individual written test (E), with theoretical and practical component (exercises and analysis of an operations subsystem).

Final Note = E

If the individual test score is less than 10, there will be no approval.

If the student has performed Group Work and obtained a positive grade in this test, higher than the grade of the written test of the final assessment, the final grade will be calculated by the following expression:

Final Grade = 0.40 TG + 0.60 E


• TIME OF APPEAL | 2nd SEASON (it is intended for students who did not take or did not take advantage of the continuous assessment or in the normal time)

The assessment system is the same as in the final evaluation of the Normal Season, where E is the examination grade of the resource period.

• SPECIAL TIME:

The assessment system is the same as in the Appeal Time, where E is the Special Period exam grade.

3 NOTES

Each working group, consisting of 3 to 4 students, must submit, until the 3rd practical class, to the respective teacher, a work and group form, containing the identification of the company that is the target of the work and a brief description of its activity, the objectives that the students intend to achieve with the work and the strategy to be used for their pursuit, as well as the identification of the group members (name, photo, student number, class, telephone contact and email).

Attendance system

The frequency of lecturesl and practical classes is mandatory for students who opt for continuous assessment.

Frequency is the attendance of the student, effective presence throughout the class, equal to or greater than 2/3 of the number of contact hours of the CU, excluding the moments of assessment.

Assement and Attendance registers

Bibliography

Essencial:
• Roldão, Victor e Ribeiro, J. Silva - “Gestão das Operações: Uma abordagem integrada”. 2ª Edição. Lisboa, Monitor, 2014.

Complementary:
• CHASE, Richard, JACOBS, Robert e AQUILANO, Nicholas - “Administração da Produção e Operações para Vantagens Competitivas”. Revisão técnica: Diógenes Bido. 11ª Edição. McGraw-Hill, 2006.
• CHASE, Richard e AQUILANO, Nicholas - “Gestão da Produção e das Operações – Perspectiva do Ciclo de Vida”. Lisboa, Monitor, 1997.