Operations and Decision Analytics (OPIM 613)

2020 Fall
Sabancı Business School
Opera.&Info. Syst. Man.(OPIM)
3
12
Ayşe Kocabıyıkoğlu kocabiyikoglua@sabanciuniv.edu,
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English
Doctoral, Master
--
Formal lecture,Interactive lecture
Interactive,Discussion based learning
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Programs\Type Required Core Elective Area Elective
Business Analytics - With Thesis *
Computer Science and Engineering - With Master's Degree *
Industrial Engineering - With Bachelor's Degree *
Industrial Engineering - With Master's Degree *
Industrial Engineering - With Thesis *
Leaders for Industry Industrial Engineering - Non Thesis *
Management Ph.D. - Finance Area - With Bachelor's Degree *
Management Ph.D. - Finance Area - With Master's Degree *
Management Ph.D. - Management and Organization Area - With Bachelor's Degree *
Management Ph.D. - Management and Organization Area - With Master's Degree *
Management Ph.D. - Operations and Supply Chain Management Area - With Bachelor's Degree *
Management Ph.D. - Operations and Supply Chain Management Area - With Master's Degree *
Management Ph.D. - With Bachelor's Degree *
Management Ph.D. - With Master's Degree *

CONTENT

This course focuses on decision problems of developing, producing, and delivering goods and services. The purpose is to provide students an exposure to the spectrum of operations management field, the nature of the related decision problems, and applications of various predictive and prescriptive analytical tools. The topics include, but not limited to, process and product design, logistics and transportation, location analysis, production/inventory management, pricing and revenue management, service operations, sustainability, and behavioral operations.

OBJECTIVE

This course aims to provide an exposure to the spectrum of operations management topics and the nature of the related decision problems. Students are expected to gain a thorough appreciation of the past developments and the current state of research and practice within the central foci of the course. The gap between the operations management theory and practice will also be addresses by questioning both why researchers do not address more practically relevant problems (in terms of complexity, design and definitions) and why practitioners do not make more use of available tools and results. Students are also expected to develop research agendas to motivate and guide their future work.

Thus, this course has the following objectives:
1. To expose the students to topics in operations management
2. To address the gap between the theory and practice of operations management
3. To learn to think and conceptualize academic decision problems like a researcher
4. To learn to write and present academic papers

LEARNING OUTCOMES

  • Upon successful completion of the course, the student should be able to: 1. Reflect understanding of subject matter and associated literature 2. Demonstrate understanding of theoretical and methodological concepts 3. Demonstrate understanding of the use of theoretical and methodological concepts in practice 4. Build upon and extend previous research 5. Develops research agenda with theoretical or applied significance 6. Demonstrate skills pertaining to scholarly writing and presentation 7. Demonstrate critical thinking skills 8. Able to critique the methods of any peer reviewed article in the field

PROGRAMME OUTCOMES

1. Develop and deepen the current and advanced knowledge in the field with original thought and/or research and come up with innovative definitions based on Master's degree qualifications 5

2. Conceive the interdisciplinary interaction which the field is related with ; come up with original solutions by using knowledge requiring proficiency on analysis, synthesis and assessment of new and complex ideas. 3

3. Evaluate and use new information within the field in a systematic approach. 5

4. Develop an innovative knowledge, method, design and/or practice or adapt an already known knowledge, method, design and/or practice to another field; research, conceive, design, adapt and implement an original subject. 5

5. Critical analysis, synthesis and evaluation of new and complex ideas. 5

6. Gain advanced level skills in the use of research methods in the field of study. 5

7. Contribute the progression in the field by producing an innovative idea, skill, design and/or practice or by adapting an already known idea, skill, design, and/or practice to a different field independently. 5

8. Broaden the borders of the knowledge in the field by producing or interpreting an original work or publishing at least one scientific paper in the field in national and/or international refereed journals. 5

9. Demonstrate leadership in contexts requiring innovative and interdisciplinary problem solving. 3

10. Develop new ideas and methods in the field by using high level mental processes such as creative and critical thinking, problem solving and decision making. 4

11. Investigate and improve social connections and their conducting norms and manage the actions to change them when necessary. 3

12. Defend original views when exchanging ideas in the field with professionals and communicate effectively by showing competence in the field. 5

13. Ability to communicate and discuss orally, in written and visually with peers by using a foreign language at least at a level of European Language Portfolio C1 General Level. 5

14. Contribute to the transition of the community to an information society and its sustainability process by introducing scientific, technological, social or cultural improvements. 4

15. Demonstrate functional interaction by using strategic decision making processes in solving problems encountered in the field. 3

16. Contribute to the solution finding process regarding social, scientific, cultural and ethical problems in the field and support the development of these values. 4

1. Develop the ability to use critical, analytical, and reflective thinking and reasoning

2. Reflect on social and ethical responsibilities in his/her professional life.

3. Gain experience and confidence in the dissemination of project/research outputs

4. Work responsibly and creatively as an individual or as a member or leader of a team and in multidisciplinary environments.

5. Communicate effectively by oral, written, graphical and technological means and have competency in English.

6. Independently reach and acquire information, and develop appreciation of the need for continuously learning and updating.

1. Develop, interpret and use statistical analyses in decision making.

ASSESSMENT METHODS and CRITERIA

  Percentage (%)
Final 10
Assignment 15
Participation 10
Individual Project 30
Written Report 25
Presentation 10

RECOMENDED or REQUIRED READINGS

Textbook

We will closely be following the textbook given below. You are expected to read the chapters mentioned in the detailed course schedule (provided at the end of the syllabus) before each lecture.
Gerard Cachon and Christian Terwiesch, Matching Supply with Demand: An Introduction to Operations Management, 2009, 2nd Edition, McGraw Hill (available at Homer).
Readings

Week 1:
Bertrand, J. W. M., and Fransoo, J. C., 2002. Operations management research methodologies using quantitative modeling. Production and Operations Management, 22 (2), 241?264.
Silver, E. A., 2004. Process management instead of operations management, Manufacturing and Service Operations Management, 6 (4), 273-279.
Sprague, L. G., 2007. Evolution of the field of operations management, Journal of Operations Management, 25, 239-247.

Week 2:
Bower, J. L., and Christensen, 1995. Disruptive technologies: Catching the wave, Harvard Business Review, 73 (1), 43-53.
Coltman, T., Gattorna, J., and Whiting, S., 2010. Realigning service operations strategy at DHL express, Interfaces, 40 (3), 175-183.
Denizel, M., Batislam, E., and Akkan, C., TEMSA: A time of crisis (case available for downloading through SUCourse).
Hayes, R. H., and Pisano, G. P., 1994. Beyond world-class: The new manufacturing strategy, Harvard Business Review, 72 (1), 77-86.
Porter, M. E., 2008. The five competitive forces that shape strategy, Harvard Business Review, 86 (1), 78-93.
Keefer, D. L., 2004. Practice abstracts (Balancing drug safety and efficacy for a go/no-go decision), Interfaces, 32 (2), 113-116.

Week 3:
Ackoff, R. L., 1994. Systems thinking and thinking systems, System Dynamics Review, 10 (2-3), 175-188.
Hill, T. J., Menda, R., and Dilts, D. M., 1998. Using product profiling to illustrate manufacturing-marketing misalignment, Interfaces, 28 (4), 47-63.
Huysmans, J. H., 1994. Using the systems approach to increase management science impact on business, Interfaces, 24 (5), 152-164.
Shapiro, B. P., Rangan, V. K., and Sviokla, J. J., 1992, Staple Yourself to an Order, Harvard Business Review, 70 (4), 113-122.
Grover, V, and Malhotra, M. K., 1997. Business process reengineering: A tutorial on the concept, evolution, method, technology and application, Journal of Operations Management, 15, 193-213.
Rohleder, T. R., and Silver, E. A., 1997. A tutorial on business process improvement, Journal of Operations Management, 15, 139?154.

Week 4:
Alden, J. M., Burns, L. D., Costy, T, Hutton, R. D., et al., 2006. General Motors Increases its production throughput, Interfaces, 36 (1), 6-25.
Magretta, J., 1998. The power of virtual integrations: An Interview with Dell Computer?s Michael Dell, Harvard Business Review, 76 (2), 73-84.
Eppen, G., Martin, R., and Schrage, L., 1989. A scenario approach to capacity planning, Operations Research, 37, 517-527.
Tibben-Lembke, R. S., 2009. Theory of constraints at UniCo: Analysing The Goal as a fictional case study, IJPR, 47 (7), 1815-1834.
van Mieghem, J.A., 2003. Capacity management, investment, and hedging: Review and recent developments, Manufacturing and Service Operations Management, 5 (4), 269-302.

Week 5:
Rosenblatt, M.J., and Carlson, R.C., 1985. Designing a production line to maximize profit, IIE Transactions, 17, 117-122.
Kaplan, R. S., and Norton, D. P., 1992. The balanced scorecard ? Measures that drive performance, Harvard Business Review, 70 (1), 71-79
Kekre, S., Rao, U. S., Swaminathan, J. M., and Zhang, J. 2003. Reconfiguring a remanufacturing line at Visteon, Mexico, Interfaces, 33 (6), 30-43.
Swank, C. K., 2003. The lean service machine, Harvard Business Review, 81 (10), 123-129.

Week 6:
Allahverdi, A., and Soroush, H. M., 2008. The significance of reducing setup times/setup costs, European Journal of Operational Research, 187 (3), 978-984.
Brown, G. G., Dell, R. F., Davis, R. L., and Duff, R. H., 2002. Optimizing plant-line schedules and an application at Hidden Valley Manufacturing company, Interfaces, 32 (3), 1-14.
Hayes, H. H., and Clark, K. B., 1983. Why some factories are more productive than others, Harvard Business Review, 64 (5), 66-74.
McIntosh, R. I., Culley, S.J., Mileham, A.R., and Owen, G.W., 2000. A critical evaluation of Shingo?s ?SMED? (Single Minute Exchange of Die) Methodology, International Journal of Production Research, 38 (11), 2377-2395.

Week 7:
Akşin, Z. O., and Harker, P. T., 2003. Capacity sizing in the presence of a common shared resource: Dimensioning an inbound call center. European Journal of Operational Research, 147 (3), 464-483.
Frei, F. X., 2006. Breaking the trade-off between efficiency and service, Harvard Business Review, 84 (11), 923-101.
Mehrotra, V. and, Grossman, T. A., 2009.OR process skills transform an out-of-control call center into a strategic asset, Interfaces, 39 (4), 346-352.
Satzman, R. M., and Mehrotra, V., 2001A call center uses simulation to drive strategic change, Interfaces, 31 (3), 87-101.

Week 8:
Conway, R., Maxwell, W., McClain, J. O., and Thomas, L. J., 1988. The role of work-in-process inventory in serial production lines, Operations Research, 36 (2), 229-241.
Frei, F. X., 2008. The four things a service business must get right, Harvard Business Review, 86 (4), 70-.
Keblis, M. F., and Chen, M., 2006. Improving customer operations at Amazon.com, Interfaces, 36 (5), 433-445.

Week 9:
Cole, R. E., 2011. What really happed to Toyota, MIT Sloan Management Review, 52 (4), 29-35.
Denizel, M. , Ekinci, U., Ozyurt, G., Turhan, D., 2007. Ford-Otosan optimizes its stocks using a six-sigma framework, Interfaces, 37 (2), 97-107.
Lin, H.-C., and Sheen, G.-J., 2005. Practical Implementation of the Capability Index Cpk Based on the Control Chart Data, Quality Engineering, 17, 371-390.
Schroeder, R. G., Linderman, K., Liedtke, C., and Choo, A. S., 2008. Six Sigma: Definition and underlying theory, Journal of Operations Management, 26, 536-554.

Week 10:
Spear, S., and Bowen, H. K., 1999. Decoding the DNA of the Toyota production system. Harvard Business Review, 77, 96- 106.
Schonberger, R. J., 2007. Japanese production management: An evolution-With mixed success, Journal of Operations Manage., 25 (2), 403-419.
Schonberger, R. J., 2011. Taking the measure of lean: Efficiency and effectiveness, Part I, Interfaces, 41 (2), 182-187.
Schonberger, R. J., 2011. Taking the measure of lean: Efficiency and effectiveness, Part II, Interfaces, 41 (2), 188-193.
Stalk, G., Jr. 1988. Time - The next source of competitive advantage, Harvard Business Review, 66 (4), 41?51.

Week 11:
Fisher, M. L., Hammond, J. H., Obermeyer, W. R., and Raman, A., 1994. Making supply meet demand in an uncertain world, Harvard Business Review, 72 (3), 83-93.
Franses, P. H., 2011. Averaging model forecasts and expert forecasts: Why does it work?, Interfaces, 41 (2), 177-181.

Week 12:
Callioni, G., de Montgros, X., Slagmulder, R., van Wassenhove, L. N., and Wright, L., 2005. Invetory-driven costs, Harvard Business Review, (3), 1-7.
Lee, H. L., Billington, C., 1992. Managing supply chain inventory: Pitfalls and opportunities, Sloan Management Review, 33 (3), 65?73.
Manary, M. P., and Willems, S. P., 2008. Setting safety-stock targets at Intel in the presence of forecast bias, Interfaces, 38 (2), 112-122.

Week 13:
de Kok, T., Janssen, F., van Doremalen, J., van Wachem, E., Clerkx, M., and Peeters, W., 2005. Philips Electronics synchronizes its supply chain to end the bullwhip effect, Interfaces, 35 (1), 37-48.
Kaya, O., 2011. Outsourcing vs. in-house production: a comparison of supply chain contracts with effort dependent demand, Omega, 39 (2), 168-178.
Lee, H. L., Padmanabhan, V., and Whang, S., 1997. The bullwhip effect in supply chains, Sloan Management Review, 38 (3), 93-102.
Lee, H. L., 2010. Don't tweak your supply chain--Rethink it end to end, Harvard Business Review, 62-69.
Ulusoy, G., 2003. An assessment of supply chain and innovation management practices in the manufacturing industries in Turkey. International Journal of Production Economics, 86 (3), 251-270.

Week 14:
Chopra, S., and Sodhi, M. S., 2004. Managing risk to avoid supply-chain breakdown, MIT Sloan Management Review, 46, 52-61.
Fleischmann, M., van Nunen, J. A. E. E., Gräve, B., 2003. Integrating closed-loop supply chains and spare-parts management at IBM, Interfaces, 33 (6), 44-56.
Klose, A., and Drexl, A., 2005. Facility location models for distribution system design, European Journal of Operational Res, 162 (1), 4-29.
Course Web SUCourse OPIM 613