Department of Decision Sciences

Faculty of Management Studies and Commerce

University of Sri Jayewardenepura

Course Specification
B.Sc. Honours in Operations and Technology Management
B.Sc. Honours in Information Technology
B.Sc. Honours in Accountancy
B.Sc. Honours in Financial Management
B.Sc. Honours in Human Resource Management
Degree B.Sc. Honours in Marketing Management
B.Sc. Honours in Business Administration
B.Sc. Honours in Business Economics
Bachelor of Commerce (Special)
B.Sc. Honours in Entrepreneurship
B.Sc. Honours in Public Administration
Academic Year and Semester Year 2 Semester I
Course Code: DSC 2370
Course Name: Operation Management
Name of the Lecturers Ms. Chathurika H. Jayasuriya (Course Coordinator)
Prof. T. S. M. Amarasena
Ms N. P. Parameswara
Ms. M. A. M. A. Fernando
Name of the Tutor Ms. Chathurika H. Jayasuriya
Ms. M. A. M. A. Fernando
Ms. J. P. J. Madhavi
Ms. M. A. M. A. Fernando
Credit Value: 3 (150 notional hours)
Core/Elective Core for B.Sc. Operations and Technology Management (Special)

Prerequisites DSC 1370 Buisness Mathematics

Theory Guided Learning Independent
Hourly Breakdown per (Lectures) (Assignments/ Tutorials) Learning
Semester 34 hours 24 hours 90 hours

Course Description:
This course offers a comprehensive exploration into Operations Management (OM), focusing on
fundamental concepts, principles, and design methodologies. It delves into the strategic aspects
of operations, demonstrating its interplay with various management activities. Students gain a

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Faculty of Management Studies and Commerce
University of Sri Jayewardenepura
 holistic perspective of OM, understanding its crucial role within the broader management
landscape.

Key topics covered encompass operations strategy and its impact on competitiveness, the
intricacies of product design and process selection, forecasting and planning operations, effective
capacity management strategies, layout planning considerations, job design and work
measurement techniques, and supply chain management intricacies.

Through this course, students acquire a deep understanding of the core elements of OM, enabling
them to comprehend its significance in organizational success and equip them with practical tools
to optimize operational efficiency and effectiveness.
Intended Learning Outcomes:

At the completion of this course student will be able to;

LO1: Understand the importance of OM as a major function in organizational structure, and
identify objectives and characteristics of operations decisions
LO2: Demonstrate operations system design decisions which include design the product, plan
the process, select the location, and organize the layout, design jobs and work of any production
or service delivery unit
LO3: Demonstrate ability to plan, schedule and control of production and operations functions in
both manufacturing and service organizations.
LO4: Apply suitable techniques for forecasting demand, managing the inventory, and managing
quality

Course Content:
Session Main Topic Sub Topic (Learning Outcome) Reference Text
No Chapter
1 Introduction •
OM in the Organizational Chart (LO 1) Chapter 1 of
•
Operations Management Defined (LO 1) RT,BSJ
•
The Operations Manager and the Management
Process (LO 1)
• Operations Function and its Environment (LO 1)
• Historical Development of the Field (LO 1)
2 Operations • Overall Strategy to Operations Strategy (LO1) Chapter 1 of
Strategy & • Operations Strategy (LO 1) KRM
Competitiveness • Competitive Dimensions (LO 1)
• Order Winners and Qualifiers (LO 1)
• Operations Strategy Decisions (LO 1)
• Productivity as a Measure of Competitiveness
(LO 1)
3 Product Design • The Product Development Process (LO 2) Chapter 3 of RT
& Development • Techniques for improving the Design Process
(LO 2)
• Standardization (LO 2)
• Robust Design (LO 2)

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Faculty of Management Studies and Commerce
University of Sri Jayewardenepura
 •
Modular Design (LO 2)
•
Product Life Cycle (LO 2)
4 Process • Process Flow Structures (LO 2) Chapter 7 of
Selection - • Product - Process Matrix (LO 2) CHA
Manufacturing • Process Flow Design (LO 2)
• Break-Even Analysis (LO 2)
5 Product and • Nature and Importance of Services (LO 2) Chapter 9 of
Process Design • Different types of Service Qualities (LO 2) CHA
In Services • Service Design and Development Sequence
(LO 2)
• Classification of Services (LO 2)
• Service-System Design Matrix (LO 2)
• Service Blue Printing (LO 2)
6 Forecasting in • Demand Management (LO 4) Chapter 18 of
Operations • Forecasting Methods (LO 4) CHA
• Delphi Method (LO 4)
• Forecast Errors (LO4)
7 Quality • The Meaning of Quality (LO 4) Chapter 12 of
Management • Cost of Quality (LO 4) CHA
• Quality Gurus (LO 4)
• Total Quality Management (TQM) (LO 4)
• Identifying Quality Problems and Causes (LO
4)
• Quality Standards and Awards (LO 4
• Quality Management in Services (LO 4)
• Success & Failure Stories of TQM (LO 4)
8 Capacity • Measuring Capacity (LO 2) Chapter 5 of
Planning • Definitions of Capacity (LO 2) CHA
• Measures of System Effectiveness (LO 2)
• Important Capacity Planning Concepts (LO 2)
• Capacity Planning (LO 2)
• Adjusting Capacity to Meet the Demand (LO 2)
9 Facilities • Issues in Facility Location (LO 2) Chapter 15 of
Planning and • Plant Location Methods (LO 2) CHA
Location • Factor Rating Systems (LO 2)
• Centre of Gravity Method (LO 2)
10 Layout Planning • Objectives of Layout Planning (LO 2) Chapter 8 of
• Basic Production Layouts (LO 2) CHA
• Product Layout & Process Layout (LO 2)
• Assembly Line Balancing (LO 2)
• Group Technology (Cellular Layout) (LO 2)
• Fixed-Position Layout (LO 2)
• Project Layout (LO 2)
• Designing Service Layouts (LO 2)

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Faculty of Management Studies and Commerce
University of Sri Jayewardenepura
 11 Job Design and • Job Design (LO 2) Chapter 11 of
Work • Effective Job Design (LO 2) CHA
Measurements • Job Designing Approaches (LO 2)
• Work Methods (LO 2)
• Work Measurement & Standards (LO 2)
• Wage Payment (LO 2)
12 Production • Overview of Operations Planning Activities Chapter 19 of
Planning (LO 3) CHA
• Aggregate Production Planning (LO 3)
• Aggregate Production Planning Techniques
(LO 3)
13 Production • Master Production Schedule (LO 3) Chapter 22 of
Scheduling • Order Scheduling (LO 3) CHA
• Mass Production Scheduling (LO 3)
• Scheduling of Services (LO 3)
14 Material • Advantages of an MRP System (LO 3) Chapters 17 &
Requirements • A Simple MRP Example (LO 3) 21 of CHA
Planning • Purposes, Objectives and Philosophy of MRP
Systems (LO 3)
• Material Requirements Planning Structure (LO
3)
• Enterprise Resource Planning (LO 3)
15 Inventory • Definition of Inventory (LO 4) Chapter 20 of
Management • Purposes of Inventory (LO 4) CHA
• Inventory Costs (LO 4)
• Inventory Systems (LO 4)
• Fixed Order Quantity Model (LO 4)
• Fixed-Time Period Models (LO 4)
16 Supply Chain • What is a Supply-Chain? (LO 3) Chapter 8 of
Management • Suppler Identification (LO 3) CHA
• Purchasing (LO 3)
• Supply Chain Strategies (LO 3)
• Logistics Networks (LO 3)
17 Just- In- Time • JIT Logic (LO 3) Chapter 14 of
Production • JIT: Just –In –Time (LO 3) CHA
• Waste (Fujio cho) (LO 3)
• Group Technology (LO 3)
• Push Vs. Pull Scheduling (LO 3)
• Kanban Production Control System (LO 3)
• Limitations of JIT (LO 3)

Teaching /Learning Methods:

• Interactive lecture sessions
• Tutorials (Case studies and exam question discussion)
• Group activities (Company visit and video)
• Recommended and additional reading

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Faculty of Management Studies and Commerce
University of Sri Jayewardenepura
 Assessment Strategy:
• Continuous Assessment: 30 %
• Group assignment – 20%
• In class quiz/guest lectures - 10%
• Final Assessment: 70 %
References:
• Chase R. B., Shankar R., Jacobs F.R., Operations and Supply Chain Management, 14th
Edition, McGraw Hill 2014. [CHA]
• Russell, R. S., & Taylor, B. W. (2019). Operations and supply chain management. John Wiley
& Sons. [RT]
• Krajewski, L. J., Ritzman, L. P., & Malhotra, M. K. (2013). Operations management. Pearson
Education UK [KRM]
• Brandon-Jones, A., Slack, N., & Johnson, R. (2013). Operations Management. [BSJ]
• Stevenson W.J., Operations Management, 13th Edition, McGraw Hill 2018. [SWJ]

Additional Reading Materials:

• Geary J., How to be a Chief Operating Officer: 16 Disciplines for Success, Kindle Direct
Publishing 2017
Websites:
•
Mapping of Programme Outcomes with Learning Outcomes of the course

PLO PLO PLO PLO PLO PLO PLO PLO PLO PLO PLO PLO
1 2 3 4 5 6 7 8 9 10 11 12
LO1
LO2
LO3
LO4

Mapping of Programme Outcomes with Teaching Learning Activities and Assessments

Teaching Learning
PLO 10
PLO 11
PLO 12
PLO 1
PLO 2
PLO 3
PLO 4
PLO 5
PLO 6
PLO 7
PLO 8
PLO 9

Activities and
Assessments
Interactive lecture
sessions
Oral presentations
Case studies
Group activities
Tutorials
Additional reading

Course policies

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Faculty of Management Studies and Commerce
University of Sri Jayewardenepura
 Attendance
Students are expected to maintain at least 80% of attendance. All absences must be cleared with
the lecturer first. Repetitive absences will lead to a lower grade.

Active participation
Students are expected to come to class with questions and insights to offer others and prepared
to discuss the relevance and applications of the course materials.

Course materials and information

Check the LMS (http://lms.mgt.sjp.ac.lk) for the course materials and related announcements.
Information may also be available on the departmental students’ noticeboard.

Academic integrity
Students are expected to be honest and ethical in their academic activities. If a student
deliberately does copying, cheating or plagiarizing, he or she may be penalized on the basis of the
University rules and regulations with regard to such acts of academic misconduct.

Classroom discipline
Proper self-conduct of students is always expected to ensure the smooth functioning of classroom
activities. Therefore, you are advised to avoid behaving in a disruptive manner when lectures and
practical classes are conducted. Disruptive behaviour includes interruption caused by mobile
phones and other electronic devices, chattering, sleeping, and disengagement.

Students with special needs

Students are identified as the students with special needs by using the information provided by
student counsellors and the University healthcare centre. If needed, please make sure to meet
the student counsellor assigned and the officials in the University healthcare centre for necessary
steps. Depending on the information provided by them, certain adjustments to the normal
procedures may be made for the benefit of them. Such adjustments may include course
modification with a relatively lower workload, providing some auxiliary services (reading lamps,
lenses, papers with larger fonts and so on), extended time for examinations, and substitutes for
examinations (case study analysis reports or oral tests).

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Faculty of Management Studies and Commerce
University of Sri Jayewardenepura