INTI INTERNATIONAL UNIVERSITY

COURSE STRUCTURE
Programme: Bachelor of Engineering (Hons) in Mechanical Engineering
1.
Name of Course/Module : OPERATIONS AND QUALITY MANAGEMENT
2.
Course Code: EGR4202
3.

Rationale for the inclusion of the course/module in the programme : According to EAC Manual 2012, the subject is
under the area of management and economics

4.

Total Student
Independent Learning
Time

Total Face to Face

Student Learning Time (SLT)
L
L = Lecture
T = Tutorial
P = Practical(Lab)
O= Others
A= Assessment
B/O=Blended /Online learning
IL= Independent learning

B/O

IL

74

42

6.

Credit Value: 3 Credits

7.

Prerequisite (if any): -

8.

Learning outcomes:
On completion of the course, students will be able to:
1. Identify and propose the solution of the complex issues surrounding operations and quality.
2. Use systematic approaches in assessing operations and quality capability of organizations.
3. Apply process improvement tools to redesign an organization operation process.
4. Design and implement an effective operations management system.

9.

Synopsis: This course provides a detailed introduction to both Operations Management and Quality Management. It
looks at techniques for forecasting demand for a product or service, approaches to service or manufacturing facility,
how to set up the site according to various criteria, the management of product inventory, human resource planning
in the intermediate term and scheduling material inputs. It focuses on what quality is and how it is measured. A range
of quality tools are introduced and the importance of statistical thinking to the management of quality is covered in
studying statistical process control. Quality systems are investigated and the recognition of quality is explored.

10.

Mode of Delivery: Lectures and Blended delivery

11.

Assessment Methods and Types:

Test 1: 10%, Test 2: 10%, Assignment/Project: 20%, Final Examination: 60%.

12.

Content outline of the course/module and the SLT per topic:

Sessions
13

Topics
Introduction to Operations Management
A brief overview of the historical evolutions of
Operations Management. Their individual comparison
between manufacturing and service fields. Their crossfunctional relationships with other parts of the
organizations. Issues and trends in Operations
Management.

LO
1

L
5

B/O
1

IL
74

46

7 9

10 12

13 15

16 18

19 21

22 24

25 28

Forecasting
Elements of a good forecast. Steps in forecasting
process. Qualitative and quantitative approaches to
forecasting. Techniques used to solve various problems.
Measures of forecast accuracy. Evaluating and
controlling forecasts. Factors in choosing a forecasting
techniques.
Strategic Capacity Planning for Products and
Services
Importance of capacity planning. Ways of defining and
measuring capacity. Determinants of effective capacity.
Considerations related to developing capacity
alternatives. Approaches for evaluating capacity
alternatives
Process Selection and Facility Layout
Process selection in an organization. Automated
approaches to processing. Reasons of redesign of
layouts. Basic layout types. Line balancing. Designing
process layouts.
MRP and ERP
Conditions where MRP is appropriate. Requirements of
MPS translated to MRP. Benefits and requirements of
MRP. MRP in capacity requirements planning. Benefits
and difficulties encountered with MRP. MRP II and its
benefits. ERP and its hidden costs.
Management of Quality
Overview Of Quality Management. Definition of
quality. Consequences of poor quality. Costs associated
with quality. Quality Awards. Philosophies of quality
gurus. TQM definition. Problem solving. Use of quality
tools.
Quality Control
Elements of the control process. Monitoring a process.
Use and interpreting control charts. Assess process
capability
Process Improvement-Total Quality Management
and Six Sigma Methodology
This session introduces the continuous improvement
program and methodology. The philosophies of Total
Quality Management (TQM) and the DMAIC method
and its application in the process of organizations.
Obstacles to implementing TOM and Six Sigma are
discussed.
Contemporary issues - Lean Operation; Just-in-time
system and Value Streaming Mapping
1. The JIT Concept
2. Types of wastes
3. Kanban
4. Lead time and TAKT time
TOTAL

42

Lecture (L), Tutorial (T), Practical (P), O (Other), Assessment (A), B/O ((Blended/Online learning); Independent
Learning (IL); Learning Outcome (LO)

74

25.

Main reference(s) supporting course:

1. Stevenson. W.J., Operations Management, 11th Ed., McGraw Hill/Irwin, 2011.
Additional references (at least 2):
1. Oakland, John S. Statistical Process Control, 5th Ed., Butterworth-Heinemann, 2003.
2. Heizer, Jay & Render, Barry, Operations Management, 9th Ed., Prentice Hall: Upper Saddle River, New
Jersey, 2007.

26.

Other additional information (if any):

FINAL EXAMINATION FORMAT:
Duration: 2 hours
The paper consists of FIVE questions; students are required to answer THREE compulsory questions plus another
ONE selected question.
GRADING SCALE:
A+ (90-100), A (8089), A- (75-79), B+ (70-74), B (6569), B- (6064), C+ (5559) C (5054), C- (4549), D (40
44), F(039).
Note:
A student is deemed to have passed the module if the TOTAL of the coursework mark and the examination mark,
weighted as above, is at least 50 marks, and the student is also required to obtain at least 40 % of the 100 marks in
the final examination.

Course Outcomes - Programme Outcomes with

Instructions and Assessments Matrix

Learning outcomes
CO1
CO2
CO3
CO4

Programme
Outcomes that are
addressed in this
subject
PO7

Identify and propose the solution of the

complex issues surrounding operations and
quality.
Use systematic approaches in assessing
operations and quality capability of
organizations.
Apply process improvement tools to redesign
an organization operation process.
Design and implement an effective
operations management system.

PO12

Instruction

Assessment

Lecture

Examination, test,
assignment,

Lecture

Lecture

Lecture

Examination, test,
assignment,
Examination, test,
assignment, case
studies
Examination, test,
assignment, project

The Mechanical Engineering Discipline has adopted a set of 12 programme outcomes,

which, upon successful completion of the programme, graduates will be able to:
1. Apply knowledge of mathematics, science and engineering fundamentals to the solution of complex
engineering problems
2. Conduct investigation into complex problems using research based knowledge and research methods
including design of experiments, analysis and interpretation of data, and synthesis of information to
provide valid conclusions
3. Identify, formulate, research literature and analyse complex engineering problems reaching
substantiated conclusions using first principles of mathematics, natural sciences and engineering
sciences
4. Design solutions for complex engineering problems and design systems, components or processes that
meet specified needs with appropriate consideration for public health and safety, cultural, societal, and
environmental considerations
5. Demonstrate the knowledge of and need for sustainable development and understand the social and
environmental impacts of engineering solutions
6. Apply ethical principles and commit to professional ethics and responsibilities and norms of
engineering practice
7. Communicate effectively on complex engineering activities, not only with engineers but also with the
community at large
8. Function effectively as an individual and as a member or leader in diverse teams and in multidisciplinary settings
9. Apply reasoning informed by contextual knowledge to assess societal, health, safety, legal and cultural
issues and the consequent responsibilities relevant to professional engineering practice
10. Recognise the need for, and have the preparation and ability to engage in independent and life-long
learning in the broadest context of technological change
11. Create, select and apply appropriate techniques, resources, and modern engineering and IT tools,
including prediction and modelling, to complex engineering activities, with an understanding of the
limitations
12. Demonstrate knowledge and understanding of engineering and management principles and apply these
to ones own work, as a member and leader in a team, to manage projects and in multidisciplinary
environments.