Operations Management
Designing, running and improving the processes that make goods and services: the transformation model and productivity with US data, operations strategy, order winners and crossover analysis, process analysis, bottlenecks and Little's Law, capacity, decision trees and queuing, location and layout with line balancing, demand forecasting, quality management and ISO 9001, statistical process control and Six Sigma, inventory models from EOQ to the newsvendor, aggregate planning within federal and state employment law, MRP and scheduling, lean operations, and supply chains under USMCA and changing tariffs, with resilience, emissions and the Uyghur Forced Labor Prevention Act, ending in an operations improvement capstone.
BUS-230 Year 2 3 credits 12 lessons · 6 h 24 min
Offered by HSM University · Business Foundations
This is the American version of this course. See the Canadian version.
What you'll learn
- Explain operations management and the transformation process, contrast goods and services, and calculate partial and multifactor productivity, interpreting US productivity data.
- Link operations strategy to business strategy, distinguish order winners from qualifiers, explain trade-offs, focus and the sand cone, and choose between processes with crossover and factor-rating analysis.
- Classify processes with the product–process matrix, map processes, calculate cycle time, throughput, utilization and bottleneck capacity, and apply Little's Law and the theory of constraints.
- Measure design and effective capacity, compare lead, lag and match strategies, evaluate expansions with decision trees, and size service capacity with M/M/1 and Erlang C queuing models.
- Evaluate locations with factor rating, cost–volume and center-of-gravity methods, choose layout types, and balance an assembly line using takt time, precedence and efficiency.
- Forecast demand with qualitative methods, moving averages, exponential smoothing, trend lines and seasonal indices, and measure accuracy and bias with MAD, MAPE and the tracking signal.
- Define quality, apply the ideas of the quality pioneers, calculate the cost of quality and Taguchi loss, describe ISO 9001 and national quality frameworks, and use the basic quality tools.
- Construct and interpret x-bar, R and p control charts, calculate process capability (Cp and Cpk) and DPMO, and apply the DMAIC method.
- Classify inventory with ABC analysis, calculate turnover, the EOQ, reorder points and safety stock, compare continuous and periodic review, and apply the newsvendor model.
- Build chase and level aggregate plans within US employment law, run sales and operations planning, perform MRP calculations and sequence jobs with priority rules and Johnson's rule.
- Apply lean principles to identify the eight wastes, size kanban systems, reduce set-ups, read value stream maps and balance lean efficiency with resilience.
- Make sourcing and make-or-buy decisions, compare total landed cost under USMCA and changing tariffs, explain and dampen the bullwhip effect, manage supply chain risk, emissions and forced-labor obligations, and integrate the course in an operations improvement plan.
Course content
12 lessons · 6 h 24 min total · final exam
- 1 Operations and productivity 30 min · quiz
- 2 Operations strategy 29 min · quiz
- 3 Process design and analysis 30 min · quiz
- 4 Capacity planning and queuing 33 min · quiz
- 5 Facility location and layout 32 min · quiz
- 6 Forecasting demand 30 min · quiz
- 7 Quality management 30 min · quiz
- 8 Statistical process control and Six Sigma 34 min · quiz
- 9 Inventory management 36 min · quiz
- 10 Planning and scheduling 31 min · quiz
- 11 Lean operations 31 min · quiz
- 12 Supply chain management, sustainability and capstone: improving operations 38 min · quiz
- E Final exam 20 questions
Requirements
Recommended background. You can start any course at any time.
Description
Designing, running and improving the processes that make goods and services: the transformation model and productivity with US data, operations strategy, order winners and crossover analysis, process analysis, bottlenecks and Little's Law, capacity, decision trees and queuing, location and layout with line balancing, demand forecasting, quality management and ISO 9001, statistical process control and Six Sigma, inventory models from EOQ to the newsvendor, aggregate planning within federal and state employment law, MRP and scheduling, lean operations, and supply chains under USMCA and changing tariffs, with resilience, emissions and the Uyghur Forced Labor Prevention Act, ending in an operations improvement capstone.
Part of the Business stream, typically taken in year 2.