Operations Planning and Control

Module Title	Operations Planning and Control
Module Code	25-6065-00L
Semester of Delivery	See module information table
Mandatory/Elective/Option	See module information table
Level	6
Credit Points	20

Assessment Mode Weighting	CWEX100


Pre-requisites	Operations Management (Level five)
Co-requisites	None

Class Contact Hours
Average Weekly	1.5

Directed Learning
Average Weekly	5

Module Leader	Xiaohong Li
	Sheffield Business School
Module Banding	A
Approval Status	Validated

Rationale

An organisation's analysis of its future invariably leads to decisions about what products to make or services to provide, where and when to do this and in what volume. All organisations are required to plan and then control their production capability and service provision ability. Knowledge of the planning and control techniques available and in use within organisations is a critical aspect of modern operations management. This course is designed therefore to offer students tools and techniques which will provide a sound basis for future employment.

Summary of Aims

The module aims to equip students with knowledge and skills which will allow them to understand the issues in planning and control in operations management and to be able to understand and use some of the techniques in common use.

Anticipated Learning Outcomes

On completion of the module students should be able to:-

Model and evaluate the chain of relationships involved in planning and control
Explain and assess levels of planning decisions and procedures
Assess different planning techniques for suitability and practicality
Develop planning procedures in manufacturing and service organisations

Assessment and Feedback Strategy

Assessment will be 40% course work and 60% examination. all course work will be individually achieved.

Module Assessment Criteria

Learning Outcome	Assessment Criterion	Level Descriptor
Learning Outcome	Assessment Criterion	Fail	PASS	2.2	2.1	First
1	Demonstrating effective communication of ideas and techniques	Little or no attempt at describing issues	Basic analysis Basic description of issue	Reasonable attempt at analysis at causes of issues - some wider coverage	Good attempt at analysis at causes of issues - some wider coverage	An in-depth analysis of cause and effect, demonstrating breadth of research and of thought.
2	Ability to analyse a production scheduling problem appropriately, showing ability to offer a constructive solution.	None or little attempt at analysis - description of 'suitable' techniques without support	An attempt at some of the 'more obvious' elements that the situation descibes	Recognising the 'majority' of issues - showing how these may be related. Some supporting examplers	Recognising the 'majority' of issues - showing how these may be related. Supporting discussion using direct and indirect examples	Situational analysis with clear description of relationships - recognition of alternatives with clear argument in support
3	Being able to evaluate alternative solutions to the task.	'Leaps in logic' when moving from analysis to solution	A basic use of a 'methodology' in support	A structured approach to the problem(s) and solution(s)	Explanation of why analysis methodology is appropriate - possible comparison between ideas.	Comparison between ideas where appropriate. Clear, logical argument. Critique of techniques used - benefits and pitfalls
4	Demonstrating an ability to draw upon and to use a range of information sources.	None or very poor 'Audit Trail' to show argument for or against offered solution(s)	Initial attempt at describing relationships between issues, analysis and theory.	Some research - and or evidence of some further reading. development of 'theory - practice' relationship	Good clear links between theory and practice.	Strong links between theory and practice. Clear evidence of extensive further reading - clear identification of ideas (and sources)

Assessment will show if the student can:-

Communicate effectively showing appropriate skills
Analyse a production scheduling problem appropriately and been able to offer constructive solutions to presented issues
Evaluate alternative solutions to the task
Draw on and use a range of information sources

Teaching and Learning Strategy and Methods

Lectures will be used to introduce ideas and techniques within the subject area. In all instances these will be supported by appropriate case studies, which will be the subject of discussion and of presentation.

Indicative Contents

Aggregate planning
Materials Requirement Planning (MRP and MRPII)
Just In Time
Kanban control systems
Short, Medium and Long Term Planning within manufacturing and service environments
Capacity Management
Mass and Lean Production techniques
Value Engineering and Analysis
Manufacturing Strategy
Supply Chain Management
Project Management

Indicative Reading List

Manufacturing in the Corporate Strategy. Skinner, J. Wiley & Sons, 1978

Material Requirements Planning, Orlicky, 1975, McGraw Hill

Operations Management, Waters, Addison Wesley, 1996

Manufacturing Strategy, Hill, Macmillan Business, 1995 (2^nd Ed)

Manufacturing Planning and Control Systems, Vollman., Berry and Whybark, Irwin, 1988 (2^nd Ed)

Other Related Reading.

The Goal, Goldratt and Cox, Gower, 1998 (2^nd Ed)

Whatever Happened to the British Motorcycle Industry, Hopwood, Haynes, 1981

The Machine that Changed the World, Womack et.al. Macmillan, 1990

Toyota Production System, Monden, Engineering and Management Press, 1998 (2^nd Ed)

The Volvo Experience, Berggren C., MacMillan Press, 1993

Sheffield Business School, Howard Street, City Campus, Sheffield Hallam University, Sheffield, S1 1WB
Student Support - All Full Time students: Student Help and Information Point, Level 1, Stoddart, City Campus Telephone 0114 225 5256
Part Time Postgraduate and Doctoral students: The Welcome Point, Level 1, Stoddart, City Campus Telephone 0114 225 2820