Production management involves the integration of numerous operations or activities and processes to produce goods and services in a highly competitive global environment. This course focuses on theory and practice of production management with an emphasis on solving problems in industrial engineering and management. Topics include historical view of production paradigm, production control, inventory management (economic order quantity; EOQ, safety stock, multi-echelon stock), production scheduling, delivery scheduling, project scheduling, theory of constraints; TOC, supply chain management; SCM and customer value.
This course intend to learn fundamental knowledges and skills to achieve efficient and effective management systems.
By the end of this course, students will be able to understand:
(1) the basic concepts of production paradigms in production management
(2) the production planning and inventory management
(3) the various scheduling methodology (production, delivery, project) and how to implement them
(4) the concept of total optimization, theory of constraints;TOC and supply chain management;SCM
Production Planning, Inventory Management, Scheduling, Project Management, Theory of Constraints, Supply Chain Management, Customer Satisfaction
|✔ Specialist skills||Intercultural skills||Communication skills||✔ Critical thinking skills||✔ Practical and/or problem-solving skills|
Give a lecture on each topic and give some exercise problems. Solutions for the exercise problems are also reviewed.
|Course schedule||Required learning|
|Class 1||Orientation||Understand course overview|
|Class 2||Historical View of Production Paradigm (1) PUSH Control (Taylor-ism and Ford-ism)||Understand the basic concept of Taylor-ism and Ford-ism|
|Class 3||Historical View of Production Paradigm (1) PULL Control (Toyota-ism and Lean Production)||Understand the basic concept of Toyota-ism and Lean Production|
|Class 4||Production Control and Management (1) MRP; Material Requirement Planning||Understand what is production planning and how to conduct MRP caluculation|
|Class 5||Production Control and Management (2) Production Planning and Inventory||Understand the relationship between production planning and inventory management from the perspective of flow and stock|
|Class 6||Inventory Management (1) EOQ; Economic Order Quantity and Safety Stock||Understand the concept of single-stage inventory management system through EOQ and safety stock|
|Class 7||Inventory Management (2) Inventory for Multi-stage Supply Chain||Understand the concept of multi-stage inventory management system|
|Class 8||Production Scheduling (1) Flow Shop Scheduling||Calculate optimal solution for flow shop scheduling problems|
|Class 9||Production Scheduling (2) Job Shop Scheduling||Learn and compute heuristics rule based solutions for job shop scheduling problems|
|Class 10||Delivery Scheduling||Understand the algorithm for solving delivery scheduling problems|
|Class 11||Project Management (PERT, CPM)||Understand and utilize Program Evaluation and Review Technique (PERT) for project management|
|Class 12||TOC; Theory of Constraints||Understand the TOC's management philosophy based on total optimization|
|Class 13||Supply Chain Management (1) Bullwhip Effect and Domino Effect||Understand the bullwhip effect and Domino effect in a supply chain|
|Class 14||Supply Chain Management (2) Information Sharing and Collaboration||Understand fundamentals of global supply chain management|
To enhance effective learning, students are encouraged to spend approximately 100 minutes preparing for class and another 100 minutes reviewing class content afterwards (including assignments) for each class.
They should do so by referring to textbooks and other course material.
Provide handouts for each topic
Enkawa, Takao and Itoh, Kenji. Methods and Techniques of Production Management, Tokyo: Asakura Shoten; ISBN-13: 978-4254126136 (Japanese)
Miyakawa, Kimio et al. Management Information System, Tokyo: Chuokeizai-sha; ISBN-13: 978-4502091704 (Japanese)
Final exam and exercise problems.
Nothing in Particular