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Course unit name: Operation Management. Course unit code: Academic year: Coordinator: Natalia Jaria Chacon. Department: Department of Business. Capacity to look for and incorporate new knowledge and attitudes and capacity to solve problems. To use basic quantitative methods and instruments to obtain and analyse company information and its socioeconomic environment, in accordance with the characteristics of the available information.

To analyse business organizations and their environment to identify key aspects. It analyses the activities of the operations function and the importance of operations management in the business world. In addition, it attempts to distinguish between strategic decisions and tactics in the area of production management. Topic 1. Introduction to operations management: strategy and tactics. Production and operations management 1. The operations function 1. The importance of operations management: current situation 1.

Decision-making criteria 1. Strategic decisions 1. Tactical decisions. Aggregate planning 2. Common temporary capacity adjustment measures 2. Creation of an aggregate plan 2. Aggregate planning techniques 2. Master production scheduling. How MRP works 3. Basic information required for MRP 3. Basic MRP case 3. Other batching techniques 3.

MRP outputs. Topic 5. Planning and monitoring in the very short term. Short-term planning and control 5. Operations scheduling 5.

Creating an operations schedule 5. Assigning tasks to stations 5. Sequencing 5. Distribution problems. Quality control 6. Acceptance sampling. It deals with decisions such as product design, production process design, placement of the production activity, in-plant distribution, line balancing, logistics, etc. Topic 7. Production process design and in-plant distribution. Concept and objectives 7. Types of production layouts 7.

Types of in-plant distribution 7. Techniques for solving in-plant distribution problems 7. The link method 7. The fictitious range method. Topic 8. Production process design by product: line balancing. Basic concepts in line balancing 8. The Helgeson and Birnie method. Introduction 9. Execution and control: the Kanban system 9. Relationships with suppliers and customers.

Theory of constraints TOC Basic rules of OPT The DBR solution. Definition of quality Quality costs Total quality. The course combines face-to-face lectures and various complementary activities case studies, problem-solving exercises, etc. Some of these practical activities take place in the tutored sessions in split groups.

The schedule for these sessions is announced in class. During classroom sessions, students receive the basic information they need to work with the content listed in the course plan and to meet the general learning objectives.

An additional classroom session per week is scheduled, designed to give students the opportunity to learn more about the application and interpretation of the theoretical concepts. All information related to the course assessment information, assignment due dates, etc.

Class attendance is important to the learning process, which is based equally on individual and group work and class participation. Students must bring any required texts or documentation to class as indicated by the teaching staff, and complete preparatory exercises and reading by the dates indicated in the course schedule.

As a result of the project to promote teaching quality that is being implemented in the Faculty of Economics and Business promoted by the Research, Innovation and Teaching and Learning Improvement [RIMDA] unit and the Office of the Vice-Rector for Teaching and Academic Planning , during academic years and , the teaching methodology for some subject groups may differ slightly from that described above. The details of this methodology will be published in the Virtual Campus at the start of the course.

Assessment is intended to show whether or not the course objectives and competences have been accomplished. Students are offered two assessment options for this subject: continuous assessment and single assessment. The type of coursework activities and assessment method is announced at the beginning of the course via the Virtual Campus. To complete the continuous assessment process, students must pass an end-of-semester examination, the date for which is set and announced by the Academic Council.

Students should bear in mind the following observations: — The overall mark for continuous assessment is only taken into account if the student achieves a mark of at least 4 out of 10 for the end-of-semester examination.

The examinations for students who have chosen the continuous assessment and single assessment options are held on the same day, but the content is different.

Students who do not pass the course at the first attempt are entitled to repeat assessment, subject to the criteria established by the Faculty. Repeat assessment takes the form of the single assessment examination. This is measured through activities oriented to case or problem resolution or the presentation of cases or real business problems. This is measured through a range of activities such as presentation of cases or real business problems, attendance to a conference by a business manager, among other possibilities.

The minimum mark required for each section is 3. The theory section consists of a series of multiple-choice questions and the practical sections consists of exercises to be completed.

Students who do not pass the course at the first attempt are entitled to repeat assessment, in accordance with the criteria established by the Faculty. Manual de ejercicios.

Publicacions i Edicions de la Universitat de Barcelona. Madrid: McGraw Hill, Madrid: McGraw-Hill. Madrid: Thomson, Barcelona: Editorial UOC, Madrid [Consulta: 9 juny ].

Web Puerto Seco de Madrid. Madrid [Consulta: 9 Juny ]. Barcelona [Consulta: 9 juny ]. Ability to work independently and take decisions. Creative and entrepreneurial skills. Learning objectives. Introduction to operations management: strategy and tactics 1. Topic 2. Topic 3.


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