200865 Managing Operations

School of Business│Learning guide

Spring 2015
 HOW TO USE THIS LEARNING GUIDE

ICON KEY This learning guide supplements the unit outline and is designed to help you
navigate through the unit. It will help you focus on what you need to do for
 Activity
classes and the various assessment tasks. You should consult the relevant
 Checklist section of the learning guide as you plan your study – it will highlight the main
 Deadline things that you should be getting out of the resources available and provide
guidance on teaching activities and class prep aration.
 Handout
The learning guide also offers some study tips to assist you in developing the
 Hint skills and techniques of an effective learner at university level. In addition to
 Important acquiring information and skills relevant to this unit, you should also focus on
information developing the habits and tools of a successful university student. As an adult
learner you need to take control of your own learning and ensure your own
 Online
success. This learning guide is specifically designed to help you achieve this
activity
outcome.
 Reading
A standard set of icons is used throughout the learning guide to make
 Toolkit navigation easier. Use the icons to quickly identify important information, things
 Warning you need to do and hints for doing them.

STAFF

Unit Dr Hilal Hurriyet

Coordinator Building ED.G.150A Parramatta campus
and point of
first contact Phone: 9685 9240 Email: [email protected]

Unit School of Business Student and Academic Services Team

administration Building ED.G.99, Parramatta campus

Phone: 9685 9200 Email: [email protected]

CONSULTATION ARRANGEMENTS

All campuses Please liaise directly with your lecturer regarding appropriate consultation
times. It is usually best to arrange to meet before or after the teaching session.

Edition: Spring 2015.

© Copyright: University of Western Sydney, 2015. No part of this publication may be reproduced or transmitted in any form
or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval
system, without the prior written permission from the Dean of the School of Business. Copyright for acknowledged materials
reproduced herein is retained by the copyright holder. All readings in this publication are copied under licence in
accordance with Part VB of the Copyright Act 1968.
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Contents

SECTION ONE SECTION THREE

CONTENTS TEACHING ACTIVITIES 18

ABOUT MANAGING OPERATIONS 3 Schedule of activities 18

An introduction to this unit 3

Textbook 3 SECTION FOUR
Approach to teaching 3 LEARNING RESOURCES 23
Recommended reading 23

SECTION TWO Referencing requirements 24

ASSESSMENT DETAILS 4 Other resources that might help with

university life 25
Learning outcomes 4
Assessment summary 4
Assessment 1: Simulation/reflective report SECTION FIVE
(individual) (30%) 6 YOU AND THIS UNIT 26
Overview 6 What is expected of you 26
Online Exercise 1 - Balancing Process Workload 26
Capacity 6
Attendance 27
Details 6
Student responsibilities and conduct 27
Online Exercise 2- Inventory Basics 7
What you can expect from the teaching team 28
Details 7
Changes to unit as a result of
Submission requirements 7 student feedback 28
Marking criteria and standards 8 Policy and how it affects you 28
Assessment 2: Project based report (group) What is academic misconduct? 29
(30%) 10
What is non-academic misconduct? 29
Overview 10
Raising concerns 29
Group field project report 2,000 words
(excluding 500 words of Executive 10
Report) 10
Details 10
Marking criteria and standards 12
Assessment 3: Final examination (40%) 15
Overview 15
Marking criteria and standards 15
General assessment requirements 16
Assignment cover sheet 16
Turnitin 16
Late submission 16
After-hours submission 16
Extension of due date for submission 16
Feedback on assessment 17
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About Managing Operations

An introduction to this unit

Managing Operations is a comprehensive unit that focuses on the importance of operations in
creating competitiveness and dynamic capabilities for individual organisations and
organisations connected through supply chains and logistics processes within a gl obal context.
The unit is designed for students interested in enhancing their knowledge and skills in
designing and improving critical operational processes used by organisations to provide
products and services to customers. It encompasses internal and ex ternal operations for
manufacturing and service organisations; their strategic choices; and tactical and operational
decision-making processes for the management of critical and extended resources. The latest
qualitative and quantitative tools and techniques, online business simulations and international
case studies are used to practise problem solving processes to address challenges of a global
nature in the business world.

Textbook
EBook - Stevenson, WJ 2015, Operations Management , 12th edn, McGraw Hill Irwin, New
York.

Approach to teaching
To achieve the outcomes for this unit, the teaching will focus on exploration of the latest
theories in the operations and logistics literature as well as developments/applications of
contemporary approaches within the wide range of industry. Lectures and tutorials will make
use of simulations, case studies and problem solving in order to enhance learning and to
engage the students in the unit.

Overview of resources, assessments and learning outcomes in this unit

LEARNING RESOURCES ASSESSMENT LEARNING OUTCOMES DETAILS

Textbook
Simulation/reflective report
1-4 Weeks 6 & 10
Lecture and tutorial (30%)
material

Learning guide
Project based report
1-5 Week 12
(30%)

Library resources

Final examination See final examination

1,3
vUWS (40%) timetable

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Assessment details

Learning outcomes
Managing Operations is a core unit in the key program of Management within the multi -
discipline Bachelor of Business and Commerce Degree. The unit develops information,
technology and numeracy literacies and advances them further by applying in -depth
knowledge for the achievement and sustainability of theoretical and practical linkage skills
along with critical, reflective and creative skills. The learning outcomes for this unit are listed
below.

LEARNING OUTCOMES

1. Identify major competitive priorities of operations and their connection to

business and operations strategies.

2. Critically evaluate the role and scope of operations management within a

global business environment context.

3. Analyse the key features of operations and logistics management including

strategic and tactical operations decisions.

4. Evaluate operational problems and propose sustainable solutions by

applying qualitative and quantitative techniques and models.

5. Collaborate with partners to manage and sustain operations to meet

business challenges.

Assessment summary
ASSESSMENT ASSESSMENT ITEM AND DUE DATE LEARNING VALUE
NUMBER OUTCOMES (/100)

1. Simulation/reflective report (1,000 words)

(2 x individual reports, 500 words, 15% each)
Due: 1-4 30%
The first reflective report is due week 6.
The second reflective report is due week 10 .

2. Project based report (2,000 words)

(+/-10% , excluding the executive report) 1-5 30%
Due: Week 12.

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ASSESSMENT ASSESSMENT ITEM AND DUE DATE LEARNING VALUE

NUMBER OUTCOMES (/100)

3. Final exam (2-hours, closed-book)

Note: There is a threshold for this assessment.
18 out of 40 marks must be achieved in the final
1, 3 40%
examination.
Due: As scheduled in the formal examination
period.

 Note: Before you receive your results for each piece of assessment they may be
moderated. Moderation is a process whereby the unit coordinator regulates the marking of
individual markers to achieve consistency in the application of unit objectives, performance
standards and marking criteria. Marks for an individual piece of assessmen t will not be
changed after you have your mark or grade. You should note that, consistent with the Criteria
and Standards Based Assessment policy, the final marks for the cohort may be also adjusted if
results are very high or low or there are inconsistenc ies between groups.

 Note: To pass this unit you must:

1. Submit all assessment tasks on time and contribute to the class discussions of case
studies , simulations , readings and problems solving.
2. Achieve a minimum of 50 per cent overall.
3. A mark of 45 per cent (18 out of 40 marks) must be achieved in the final examination to
pass this unit.

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Assessment 1: Simulation/reflective report (30%)

Overview
Harvard Business Online Exercises are adopted to demonstrate the practicality of main
concepts in Operations Management also to facilitate the achievement of learning outcomes.

The access to Harvard Business Publishing site will be provided to students prior to week 4 .

Online Exercise 1 - Balancing Process Capacity

Details
It is a single player exercise. Each player will play the role as the manager of car wash
process while exploring the major concepts of process analysis . You need to improve the
performance and for this purpose you are given a budget. You must allocate the budget across
three stations of vacuum, machine wash, and had-dry with an aim of maximizing utilization and
improving profitability. You have two challenges/ stages. In the first challenge/ stage the
customer arrival rate, demand, is constant. The second challenge will include both demand
and process variability in order to reflect the realities of actual business operations. The
scheduled timeline of running the exercises is below.

Week 4: The online exercises will be introduced to students in the tutorials.

Students are required to submit a pre simulation reflection or initial thoughts on concepts
related to capacity management (details of this submission will be provided through vUWS
site). This is a compulsory requirement. The submission will be marked as satisfactory or
unsatisfactory only. Failure to submission of this pre simulation reflection will result in failure
of the unit.

Week 4-5: Students are required to complete the online exercises (working as a group
suggested but the submission is individual).

Week 5: Students are required to bring copies/evidences of their individual online performance
to the tutorial. The results will be discussed in the tutorial class.

Week 5-6: Students will complete individual reflective reports on vUWS. Specific reflective
questions will be provided. One of the question will be on application of capacity concepts on
a company which was discussed through case studies, readings and simulations.

Week 6: Students are required to make individual submissions via Turnitin on VUWS.

Individual Submission will include (i) Results of simulation played, (ii) The reflective report,
and (iii) Marking guide / template with their own evaluation of themselves.

Week 6-7: Online submissions will be marked and feedback will be provided online.

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Online Exercise 2- Inventory Basics

Details
It is a single player exercise. Each player is responsible for managing inventories ( stocks ) at
a small, franchised hardware store. There are 3 scenarios for 3 items that kept at the store:
wrenches, environmentally friendly paint and rock salt. Students play 1 scenario at a time over
12 simulated weeks. Each product has a different demand pattern, and students must decide
how many units to order to meet the anticipated weekly demand. The scheduled timeline of
running the exercises is below.

Week 7: The online exercises will be introduced to students on the tutorials .

Students are required to submit a pre simulation reflection or initial thoughts on concepts
related to inventory management (details of this submission will be provided through vUWS
site). This is compulsory requirement. The submission will be marked as satisfactory or
unsatisfactory. Failure to submission of this pre simulation reflection will result in failure of the
unit.

Week 7: Students are required to complete the online exercises (working as a group
suggested).

Week 9: Students are required to bring copies/evidences of their individual online performance
to the tutorial.

Week 8-9: Students will complete individual reflective reports on vUWS. Specific reflective
questions will be provided. One of the question will be on application of inventory concepts on
a company which was discussed through case studies, readings and simulations.

Week 10: Students are required to make individual submissions via Tu rnitin on VUWS.

Individual Submission will include (i) Results of simulation played, (ii) The reflective report,
and (iii) Marking guide / template with their own evaluation of themselves.

Week 10-11: Online submissions will be marked and feedback will be provided online.

Submission requirements
 Due: Weeks 6 and 10. Students are required to submit their soft copy through Turnitin. The
hardcopy of the full Turnitin report along with Individual Reflective report should be submitted
to the lecturer on the day due in the class (tutorial time). A cover sheet must be attach ed at
the front of each assessment submission. This can be accessed in the unit’s vUWS site.

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Marking criteria and standards

CRITERIA UNSATISFACTORY SATISFACTORY GOOD VERY GOOD EXCELLENT

QUALITY 65- QUALITY 75- QUALITY 85-
0-49 50-64
65-74 75-84 85-100

Lack of strategic Adequate A considered A very good Excellent

approach or plan. strategic plan. strategic plan. quality quality
Development of
strategic strategic plan.
a strategy. Student fails to Makes reference Competently plan.
communicate a to the results develops and A strategic
(30%) planned way of obtained. communicates A strategic plan
approaching the a plan. plan emphasizing
simulation. Developing ability emphasizing competitive
to think critically Clear critical competitive advantage
No reference to and strategically. thinking
advantage and priorities
results obtained. behind the and priorities of operations,
plan of operations market and
development.
product
Demonstrated characteristics
ability to
develop and Advanced
communicate ability to
the develop and
relationship communicate
between the
concepts of relationship
OM between
concepts of
Developed OM and other
higher level functions of
of critical
business.
thinking
behind the Sophisticated
plan level of
development. critical
thinking
behind the
plan
development.

Operational Decision making is Developing ability Accomplished Exemplary Excellent

decisions unrealistic and or to make realistic ability to make decision quality
appropriate, uncritical. managerial realistic and making. decision
clearly and decisions. appropriately Decisions are making.
thoughtfully Decisions are justified astute, Decisions are
justified. insufficiently Decisions are decisions. creative and astute,
justified. adequately
insightful. creative and
(30%) justified. Decisions are insightful.
Student fails to thoughtfully Justification
communicate Room for further justified. for decision Justification
thinking behind improvement.
making is for decision
decisions. critically making is
planned. critically
planned and
sophisticated.

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CRITERIA UNSATISFACTORY SATISFACTORY GOOD VERY GOOD EXCELLENT

QUALITY 65- QUALITY 75- QUALITY 85-
0-49 50-64 65-74 75-84 85-100

Ability There is no Satisfactory level Good quality Very Good Excellent

answering the evidence of of relevant and level of quality level quality level
questions relevant and logical answers response for of response of response
clearly. And comprehensible for questions as a each question for each for each
communication answers for whole. supported by question question
of ideas. questions. sound analysis supported by supported by
and strong excellent
(20%) discussion. analysis, analysis,
discussion discussion
and and
addressed in addressed in
conclusion. conclusion.

Referencing No evidence of a Limited but A clear A very good Diligent work.

clear format. correct use of structure and quality of
Spelling An excellent
Format is reader good structure and
Report contains friendly. presentation presentation. quality of
Format poor written structure and
(20%) language Writing is Some Strong presentation.
competence or satisfactory but language literature
careless writing with difficulties in mistakes but support, state Excellent
communicating good of the art, writing which
No referencing demonstrates
ideas due to communication reflecting
presented. careless writing of ideas, different careful
and lack of proof- basically well sources. revision to
avoid minor
reading. written.
Very good mistakes
Referencing Relevant, writing which
developing. timely and demonstrates Excellent
support with
correct careful
referencing. revision to state of the
avoid minor art literature
reflects
mistakes
different
Very good sources and
application of exceptionally
referencing well
rules. application of
referencing
rules.

Attendance at and active participation Unsatisfactory/Satisfactory

in operations management online
exercises practical sessions in week 4
and week 7
Submission of Pre Reflection report

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Assessment 2: Project based report (30%)

Overview
Group field project report 2,000 words (excluding 500 words of Executive Report)

This assessment enables student to research, apply and learn how major operations and
logistics management techniques and models are applied into a real business environment
with an aim to develop and improve systems and processes. Students will be able to identify
and analyse business situations and feel confident making suggestions based on their
analysis. Students will be formed into groups of 5. The students are encouraged and can
organise the group project with the organisations they are familiar with as long as the project
title and scope are consulted to and approved by your lecturer/tutor. It is extremely important
that members contribute equally. Peer evaluation forms will be used to allocate the marks for
each individual.

 Due: Week 12
Details
 As a group of a maximum of 5 members.
 You have to approach an organisation and analyse a real operations and logistics
business problem (an improvement project), and solve the problem by applying
appropriate approaches, models and techniques learned in the unit and write a
structured report about it. The project can be a brand new one, recently initialised or an
ongoing one within an organisation (manufacturing, service, government, non -profit
etc.).
 Examples of the type organisations: manufacturing organisations, insurance company, a
retailer, Fast Food Service Company, bank, library, hospital, medical clinic, university,
public services or any other business that is aiming the design and delivery of products
and services.
 Select a particular process/method, operation, department or a business unit and
investigate it. Discuss the improvements proposed and propose a system to ensure its
maintenance based on the assumptions and limitations have been made (your lecturer
will guide you in relation to these assumptions). The systematic approach of the
Operations and Logistics Management must be reflected in this section of the report.
You need to prepare a cost-benefit analysis (based on approximate values) and also
propose an on-going monitoring system for suggested improvement system.
 You need to refer to the article on “Operations Strategy” and discuss how the company
developed its core competencies and developed and implemented an Operations
Strategy to increase the competitiveness.
 You also need to discuss the relevance of your report to one of the latest issues in
Operations, Logistics and Supply Chain Management.

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 Prepare: Introductory material in the report

 Title page. The title should be descriptive of the contents and scope of the report.
 Table of Contents page. This should follow the title page. The Table of Contents lists the
relevant sections of the report and the relevant page reference. This table must be
prepared only after the report has been written.
 List of Tables and Figures, Charts, Diagrams. If the report includes variety of tables,
figures, diagrams and charts these must be included with the page reference numbers.
These pages must come after the Table of Contents . Some examples would be charts
and diagrams of process improvement tools, the seven basic quality tools, production
plans and production schedules, maintenance schedules, logistics networks, network
diagrams, queuing diagrams, layout diagrams, flow process charts, time study and work
sampling tables. pictures of process centres , figures of improvements over time, tables
of analysis of improvements , graphs of correlations, break even analysis figures , an
assembly line balancing figures etc.
 Execute Summary. A summary of the contents of the report which is the assessment of
current operational strategies, capabilities and practices and proposing better ways to
improve operational performance, competitiveness and profitability. This must be
maximum 500 words ( not included in 2000 words).

 Note: Structure of the report:

 Introduction: This section is about the company overview it must contain a brief
description of the firm being studied, its history, and important statistics (sales, number
of employees etc.) and level of competition within the industry etc .
 Analysis of Operations and Logistics Management Practices: This section must link
variety of theoretical concepts studied in class to the practical situation within the
context of the firm studied. Issues /problems difficulties faced by the firm (if any ) in
managing operations and logistics should be discussed in this section. Highlighting the
disadvantageous of current practices is a major part of this section.
 Discussion and Conclusions: This section must identify a new method, approach etc. to
be implemented (explain why you have selected that specific approach or methodology
and its relevance to the given situation) and its discussion of expected benefits. It
should also summarise the major lessons learnt.
 References: A list of all the sources consulted in carrying out the study must be
provided. Sources of information should be duly acknowledged in the main body of the
text as well.
 Appendices: This section will include additional tables, figures, summary of interviews
etc. which were referred to in the report but not included in the main body of the report.
This does not include the title page, table of contents, tables, figures, appendices etc.

Students are required to submit their soft copy through Turnitin. The hardcopy of the full
Turnitin report along with group report should be submitted to the lecturer on the day due in
the class (tutorial time). A cover sheet must be attached at the front of each assessment
submission. This can be accessed in the unit’s vUWS site.

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Marking criteria and standards

CRITERIA UNSATISFACTORY SATISFACTORY GOOD VERY GOOD EXCELLENT

QUALITY QUALITY QUALITY

65-74 75-84 85-100

0-49 50-64

Understanding Little or no evidence Evidence of A good Processes Excellent level

the operations of understanding of Identifying and understanding and of
and logistics the operations and describing major of the major practices are understanding
processes and logistics practices. processes but processes presented of relationship
practices in the demonstrating and and between
firm and their No evidence of limited practices discussed business and
role in creation research on understanding of and their effectively. operations
company. Presented
of the role of them in linkage to Very good strategy
competitiveness work is copied from company business level of supported by
for the company web page competitiveness. and understanding high quality
and not directly
company Broad level operations of business research.
related. Fails to research on strategy is and
(20%) comprehend company. presented operations Able to draw
common practices of on previous
through strategy and
the company. company demonstrating learning to
specific relevance to produce
insightful,
latest improvement
information. of critical
The competitivene reflections on
the role of
research on ss based on
company researched operations and
has been evidence. It logistics in
creation of
used is reflective
effectively. of previous competitiveness.
learning.

Identification of Fails to identify the Describes and Describes, Describes, Describes,

the key issues/ key presents a list of presents and presents and presents and
difficulties issues/problems. key issues but discusses a discusses an discusses an
faced by the Presented work fails to discuss relevant list extended extended list
firm in does not focus on within the context of key and relevant of critical
operations and any problem of operations and issues/proble list of key issues/problem
logistics experienced by the logistics. The ms but issues/proble s. It presents
company. It is just a issues are makes ms. It strong
(20%)
reiteration of issues presented as limited presents linkages to the
of practice and it is items but the connection linkages to implementation
shown as a linkage between to the the process of
mismatch of them is not implementatio implementatio new
concepts. established and n process of n process of approaches
discussion of new new suggested as
them is weak. approaches approaches well as
suggested suggested strategies
as well as identified in
There is
strategies early section.
attempt to identified in
link the early A strong
Improvements reference to
section.
to the theories of
theories of There is an operations and
operations attempt to logistics also
and refer to presents.
logistics. operations
and logistics
theories.

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CRITERIA UNSATISFACTORY SATISFACTORY GOOD VERY GOOD EXCELLENT

QUALITY QUALITY QUALITY
65-74 75-84 85-100
0-49 50-64

Discussion of No discussion of Some forms of A Able to Able to

suggested new method/ model new approaches, satisfactory provide produce
improvements/ suggested as well lessons learnt and level of insightful insightful and
lessons learnt, as lessons learnt conclusions are reflections discussions critical
conclusions and and further presented but on the new on new reflections on
further improvement of discussions are approaches approaches, new
improvements competitiveness. weak. Lists the and lessons major approaches,
major lessons learnt as lessons major lessons
(20%) learnt but limited well as some learnt and learnt and
suggestions about explanation conclusions. conclusions.
what else could of what else Effectively
be done to could be discuss what Comprehensivel
improve done to else could y explains
what else
competitiveness improve be done to
further. competitiven improve could be done
ess further. competitivene to improve
competitiveness
ss further.
There is further.
attempt to There are
link the established This section
presents a
Improvements links
to the between whole and it is
theories of Improvements integrated to
state of art
operations and theories
and of operations theories of
logistics. . and operations,
logistics and
logistics.
business in
general.

Application of No evidence of Limited and very Use some Very Excellent

relevant theory application of broad theoretical theoretical relevant and integration of
relevant theory to linkage to the frameworks/t strong operations and
(20%)
the firm under practical situation. ools but linkage logistics
investigation. these may between management
be only operations theory and
superficially and logistics practice.
applied to management
the report. theory and
practice.

Evidence of Inadequate in-text There are some Good in-text Very good Superior in-
correct citation citation and /or inconsistencies in citation and in-text text citation
and referencing incomplete list of Harvard references citation and and extensive
reference referencing with list with a a good references in
(10%) in-text citations few errors. range of error free
Demonstrates little
and/or list of references Harvard
understanding of references. (e.g. books, referencing
the Harvard journals and style.
referencing system.
Internet
resources) in
mostly
correct.

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CRITERIA UNSATISFACTORY SATISFACTORY GOOD VERY GOOD EXCELLENT

QUALITY QUALITY QUALITY

Spelling and No evidence of a Format is reader A clear A very good An excellent

format clear format. Report friendly. Writing is structure quality of quality of
contains poor satisfactory but and good structure. structure and
(10%)
written language with difficulties in presentation. presentation.
competence or communicating Very well
careless writing. ideas due to Some written with Excellent
language few minor writing which
careless writing
and lack of proof mistakes but mistakes. demonstrates
reading good careful
communicatio revision to
n of ideas avoid minor
mistakes

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Assessment 3: Final examination (40%)

Overview
The final examination will be held in the final examination period, with questions drawn from
material covered during the teaching period. Some questions will draw on case studies used in
the tutorial program.

 Note: This will be a closed book examination (textbook and notes are not allowed) and will
have a duration of two hours.

The threshold will be set at 45% for this assessment task. The threshold mark represents a
reasonable level of performance in the final examination, commensurate with the expectation
that the School Academic Committee would have concerning the student independently
meeting the learning outcomes that are assessed by the final examination

Marking criteria and standards

GRADE STANDARDS

Pass Competent descriptive discussion, some grasp of the topic, coherent style and
composition, essentially a superficial discussion.
50-64%

Credit Analytical and explanatory discussion, some theoretical insights, good use of sources
and examples, focused argument that could be improved.
65-74%

Distinction Comprehensively analyses the question, understands and compares approaches

systematically, critical comments on literature, excellent examples and illuminating
75-84% insights.

High Distinction An analytical answer that offers originality in synthesis or analysis and utilises a
multitude of relevant sources to justify arguments and produce a critical and intelligent
85-100% piece of work.

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General assessment requirements

Assignment cover sheet
All assessments are to be submitted with a signed Assignment Cover Sheet. Assignment cover
sheets can be found on vUWS.

Turnitin
The Turnitin plagiarism prevention system is being used with this unit. This means that your
assignments have to be submitted through the Turnitin system first and the first two pages of
the report attached to the hard copies.

Turnitin is a software product that reports on similarities between your paper and other
documents. There is a great deal of information regarding Turnitin including an instructional
guide at: http://library.uws.edu.au/turnitin.php

Turnitin is used by over 30 universities in Australia and is increasingly seen as an industry

standard. It is an important tool to assist students with their academic writing by promoting
awareness of plagiarism.

Late submission
A student who submits a late assessment without approval for an extension will be penalised
by 10 per cent per calendar day up to 10 days, i.e. marks equal to 10 per cent of the
assessment’s worth will be deducted as a “flat rate” from the mark awarded. For example, for
an assessment that has a possible highest mark of 50, the student’s awarded mark may have
five marks deducted for each late day. Saturday and Sunday count as one day each.
Assessments will not be accepted after the marked assessment task has been returned to
students who submitted the task by the due date.

After-hours submission
In the event that students are required to submit a hard copy of their assessment and wish to
hand in the assignment after hours, an after-hours submission box is located outside Buildi ng
11 at Campbelltown and outside Building ED at Parramatta.

Extension of due date for submission

Requests for extensions, with evidence of extenuating circumstances, may be submitted
before, on or up to two days after (by 5.00pm) the due date of an assess ment. A student may
apply for an extension of the due date for an assessment task if extenuating circumstances
outside their control, and sufficiently grave in nature or duration, cause significant disruption to
their capacity to study effectively. Applications should be submitted with supporting
documentation, to the Unit Coordinator or other designated staff member (with a copy to the
lecturer). If a late application is not approved the late penalty will apply from the due date.

The Request for Extension Form is available at:

http://www.uws.edu.au/currentstudents/current_students/managing_your_study/forms .

Guidelines for Students – Assignment Extensions is available at

http://policies.uws.edu.au/view.associated.php?id=00227

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Feedback on assessment
The UWS Assessment Policy provides that assessment feedback is av ailable to students in a
timely way. Your lecturer/tutor will normally provide you with your mark and written feedback
within two to three weeks of the submission date, given that your assessment is submitted on
the due date.

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Teaching activities

Schedule of activities
Spring semester teaching begins on Monday, 20 July 2015. The intra session break runs from
Monday, 14 September 2015 to Friday, 18 September 2015 (Week 9).

There is one public holiday this semester which may affect classes. Labour Day falls on
Monday, 5 October 2015 (Week 12). Alternative teaching arrangements for any classes
affected by this public holiday will be posted on the vUWS website.

WEEK TOPIC AND ACTIVITIES

1. Chapter 1: Introduction to Operations Management.

20 – 24 July Lecture1: With Chapter 1 we will make an introduction to Operations and related areas
such as Supply Chain and Logistics and we will discuss the relevance of OM to the current
issues within the business world and how critical it is to the manufacturing an d service or
private and public organisations. Discussion will include system design versus system
operation, major characteristics of production systems and the latest trends in Operations
Management.
Tutorial activities: The first tutorial will start with discussion of assessment tasks and major
requirements of the unit and the discussion will continue with how operations and logistics
functions interacts with other functions of the business and latest challenges for business
organisations in operations, logistics and supply chain areas . You will be introduced to
Harvard Business reading on “Operations Strategy” (vUWS –external cases; Iansiti &
Serels, 2013).
It will include a short overview of case titled: “Hazel”, (Stevenson, 2015, p. 37); and
another case titled “Chad’s Creative Concepts” (vUWS external cases ) (Krajewski et al.,
2010)
Textbook: Chapter 1
Other activities: Take note of important points for chapter discussed. The process of
forming into groups for Field project starts.

2. Chapter 2: Competitiveness, Strategy and Productivity

27 – 31 July Lecture 2: In Chapter 2 we will explore strategy and productivity concepts and their linkage
to profitability. Discussion of operations strategy with special attention being given to some
of the newer strategies based on quality, time, and lean production systems .

Tutorial activities: We will refer to the Harvard Business reading on “Operations Strategy”,
vUWS site, and its relevance to the chapters will be discussed.
It will include a short overview of case titled ‘Home –Style Cookies’ (Stevenson, 2015, p.
67); and another case titled ” Theorganicgrocer.com”,(vUWS –external cases, Krajewski et
al., 2013, p.49). Read and prepare for answering problems 2 and 4 in Chapter 2,
(Stevenson , 2015, p. 65).

Textbook: Chapter 2 .
Other activities: Take note of important points for chapt er discussed. The process of
forming into groups continues. Groups of approximately 5 students will be formed by the
third week in preparation of group field project.

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WEEK TOPIC AND ACTIVITIES

3. Chapter 6: Process Selection and Facility Layout

3 – 7 August Chapter 4:Product and Service Design

Lecture 3: Chapter 6 is the most important topic as “process management” is fundamental to

operations management and to the success of business organisations. The chapter will
provide us with the opportunities to get more insights into processes, process types and
process selection and their layout. The critical message of the chapter for us points out two
overriding objectives of process management – (1) adding as much value as possible, and
(2) adding as little cost as possible. One of the traditional techniques of industr ial
engineering, the “line balancing” concept, will also be introduced and different types of
layouts will be discussed.
Chapter 4 The aim of Chapter 4 demonstrates that process design and product/service
design are done concurrently either with the introd uction of new products or services or
when existing products approaching to the end of their product life cycle. There are many
latest operational concepts to be learned in this chapter.

Tutorial activities: We will refer to the Harvard Business reading on “Operations Strategy”,
vUWS site, and its relevance to the chapters will be discussed. Read and prepare for
questions asked in case study (vUWS - external cases) – ‘Kristen’s Cookie Company’
(Harvard Business School) with a view of product-process design, capacity analysis and
process improvement.
Read and prepare for answering problems 1 and 4 and critical thinking question 2 in
Chapter 4 (Stevenson, 2015, p. 169) and problem 2 on Chapter 6 (Stevenson, 2015, p.
281).
Textbook: Chapter 6 and Chapter 4
Other activities: Take note of important points for chapter discussed

4. Chapter 5 : Strategic Capacity Planning for Products and Services

10 – 14 August Chapter 18 : Management of Waiting Lines ( Partially covered only)
Lecture 4: With Chapter 5, continuing from topic of process design and management we will
learn about how process capacity is measured. Capacity related decisions aim to match the
capacity of the production system with the d emand for the products and services of the firm
based on resource constraints and they are crucial to success of the organisations . Chapter
18 will add a new dimension to capacity by the introduction of management of queues of
goal of waiting line management (chapter will be covered partially only for the introduction
of the concept of waiting lines).
Tutorial activities: Read and prepare for answering problems 3, 4 and 5 in Chapter 5 (
(Stevenson, 2015, p.212) in order to practice solving break even analysis problems and
interpretation of answers. Read and prepare for case titled ” The Pizza Connection” ,(vUWS
–external cases, Krajewski et al., 2010).
The trial run of Harvard Business “Online Exercises - Balancing Process Capacity” will be
conducted in the tutorial class. Please bring your iPad/ laptop to the class. Attendance in
tutorial is compulsory.

Textbook: Chapter 5 and Chapter 18 ( partially)

Other activities: Take note of important points for chapter discussed.

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WEEK TOPIC AND ACTIVITIES

5. Chapter 7 : Work Design and Measurement

17 – 21 August Lecture 5: A historical but still very relevant area of Operations Management are Work
design and measurement. These two are very basic and interrelated activities when
designing new production / job systems as both are used in increasing ; improving the
output of the systems and efficiency; designing human cantered systems ( which resulted in
new cross disciplines of ergonomics and human centred systems). Job design is concerned
with specifying the contents and methods of jobs. It is important because it has a sign ificant
impact on the efficiency and productivity of workers. Work measurement techniques are
used to calculate “time standards” which are the major input to cost budgets, quotes and
work improvement.
Tutorial activities: Discussion of Harvard Business “Online Exercises- Balancing Process
Capacity continues. We will go through end of chapter exercises (Stevenson, 2015,
p.320.problem no 2 and 3 and p.322. problem no 14 and 15.) . To continue with last week’s
topic of capacity read and prepare for HBS case titled “Playa Dorada Tennis Club:
Expansion Strategy”, (vUWS- external cases; Sasser & Kazan, 2010).
Textbook: Chapter 7
Other activities: Take note of important points for chapter discussed

6. Chapter 9 : Management of Quality

24 – 28 August Chapter 10: Quality Control ( Partially covered only )
Lecture 6: In Chapter 9 management of quality’ introduces the concept of quality, its
definition, its importance and what determines it. Process improvement methods, views of
leading quality experts on modern quality management and, total quality management
(TQM) are discussed. Chapter 10 will be covered partially some concepts such as statistic
quality control, control charts, six sigma, and process capability. “The Read Bead
Experiment”, a game will be conducted in lecture class to emphasize the importance of
building quality in production systems. The lecture will refer to Harvard Business School,
HBS case study, ‘Mercadona”’, (vUWS - external cases; Ton and Harrow, 2010).
Tutorial activities: We will refer to the Harvard Business reading on “Operations Strategy”,
vUWS site, and its relevance to chapters will be discussed. Read and prepare for case
study “Mercadona” (Ton and Harrow, 2010), an analysis and discussion of Total Quality
Management (TQM). Please also read and prepare for the c ase study titled “Jose’s Mexican
Restaurant, (vUWS –external cases; Krajewski, 2013 (p.174).
Textbook: Chapter 9 and Chapter 10
Other activities: Take note of important points for chapter discussed
 Note: Individual Reflective Report: “Balancing Process Capacity” is due.

7. Chapter 13: Inventory management.

31 August – Lecture 7: We will discuss and analyse the nature and importance of inventories, its usage,
benefits, and costs associated with it. The major decisions managers must take in this area
4 September will be highlighted as well. Our focus will be on Economic Order Quantity Model an d
Reorder Point, their main assumptions and parameters. The lecture will refer to the case
study, “Parts Emporium” (vUWS- external cases; Krajewski et al ., 2007, p. 504) in order to
introduce concept of Inventory Management. It is an excellent example of how to design a
new inventory control system in order to reduce the cost and at the same time to increase
the service level.
Tutorial activities: We will refer to the Harvard Business reading on “Operations Strategy”,
vUWS site, and its relevance to chapter will be discussed. Read and prepare for answering
problems 2, 3, 4 and 5 from Chapter 13 (Stevenson, 2012, p. 602). Read and prepare for
“Farmers Restaurant” (Stevenson, 2015, p.599) . Please also read and prepare for case
study titled “Parts Emporium” (vUWS external cases ) (Krajewski et al ., 2007, p. 504)
Textbook: Chapter 13.

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Harvard Business Online Exercises “Inventory Basics” will be introduced and trialled in
tutorial class. Please bring your iPad/ laptop to the class. Attendance in tutorial is
compulsory.
Additional reading: Other activities: Take note of important points for chapter discussed.

8. Chapter 3: Forecasting.

7 – 11 Lecture 9 In this Lecture we will examine the role of the forecasting demand as the major
September input into planning process. Quantitative approaches to forecasting such as, time series
methods, associative forecasting and monitoring the forecast fo r accuracy are important sub
topics to be discussed.
Tutorial activities:
Discussion of Harvard Business Online Exercises “Inventory Basics” continues. Read and
prepare for answering problems 2 (part 1 is not included), 3, 4 and 5 from Chapter 3
(Stevenson, 2015, p. 125) and 21 (on page 129).
Textbook: Chapter 3.

Other activities: Continue working on Take note of important points for chapter discussed

9.
14 – 18 INTRA-SESSION BREAK
September

10. Chapter 15: Supply chain management.

21 – 25 Lecture 10: It is important to emphasise that supply chain management involves the entire
September range of production and distribution processes. You will understand the trade-offs involved
in supply chain function related to Just -in-time (JIT), inventory management purchasing and
delivery lead times and quality. We will refer to Harvard Business Review article titled
“Rapid –Fire Fulfilment”, (vUWS- external cases; Ferdows et al ., 2004).
Tutorial activities: We will refer to the Harvard Business reading on “Operations Strategy”,
vUWS site, and its relevance to chapter will be discussed . We will run a Supply Chain
simulation” game, originally known as, “Beer Game’, t he simulation of bullwhip effect across
the supply chain.
Textbook: Chapter 15.
Other activities: Take note of important points for chapter discussed. Please read
information posted to the vUWS site on the “Beer Game”. Take note of important points for
chapter discussed.
 Note: Individual Reflective Report: Inventory Basics “is due.

11. FULLY ONLINE WEEK –NO SCHEDULED CLASSES

28 September – Chapter 17: Project Management.
2 October Lecture 11 ONLINE: This fully online week’s chapter will cover project management, a
scheduling technique of ensuring timely completion of complex projects on time, in more
depth. Dependencies between tasks, constructing the network diagram, calculation of
critical paths and crashing are among the a reas to be covered.
Online activities: Students are required to go through lecture slides and log on to VUWS site
and answer some specific questions which will be based on the materials posted for this
week.
Text book : Chapter 17

Other activities: Read and solve problem 1 on p. 772 and problems 4, 5 and 6 on p. 774-
775 Chapter 17 (Stevenson, 2015).Take note of important points for chapter .

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WEEK TOPIC AND ACTIVITIES

12. Chapter 16: Scheduling.

5 – 9 October Lecture 12 : In this lecture we will give special importance to effective time management in
business organisations and its impact on profitability. Then we will discuss well known
scheduling techniques and will be familiar in solving scheduling problems.
Tutorial activities: We will refer to the Harvard Business reading on “Operations Strategy”,
vUWS site, and its relevance to chapter will be discussed. Read and prepare for case study
titled “Hi-Ho, Yo-Yo, Inc.” (Stevenson, 2015, p.728). Read and prepare for answer ing
problems 6 and 7on p. 734 and problem 10 on p. 735 from Chapter 16 (Stevenson, 2015).

Review of selected chapters and concepts / calculations in order to prepare for final exam
Textbook: Chapter 16.
Other activities: Take note of important points for chapter discussed

 Due: Project Based Group Report.

13. An overview of two chapters

12 – 16 Chapter 11 Topic: Aggregate planning and Master scheduling

October
Chapter 12 : Material Resource Planning ( MRP) and Enterprise Resource Planning ( ERP)
Lecture 13: With Chapter 11, we will be getting insights into how operations managers
practice their planning skills in the area of aggregate planning which involves medium range
planning. The aggregate production and inventory levels are planned to achieve a des ired
level of customer service with a view of checking the desired production plan against the
estimated capacity.
With Chapter 12 An overview of most recent forms of resource planning techniques is
provided within this chapter. MRP is a core process of production planning and involves
explosion of bills of materials (BOM) and backward scheduling . MRP keeps track of
inventory levels and serves as a link between inventory, purchasing and production. ERP is
an integrated system that provides functionalities of planning and scheduling of
organisation-wide resources and execution of those plans, using a range of modules
including materials management (MM), sales and distribution (SD), human resource
management (HRM) and production planning (PP).

Tutorial activities: Read and prepare for answering (Stevenson, 2015, p.487 -488) problems
1 and 3.
Textbook: Chapter 11 and Chapter 13 .

Other activities: Take note of important points for chapter discussed.

Review of selected chapters and concepts / calculations in o rder to prepare for final exam.

14. Topic: Review.

19 – 23 Review Lecture 14: A review of all content covered which will include tips for final
October examination preparation.
No tutorials.

Other activities: Please visit the vUWS site and review information posted on final exam
coverage and hints on the final exam.
Complete SFU questionnaire.

STUVAC

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Learning resources
Recommended reading

Textbook EBook is available.

Original Text: Stevenson, WJ 2015, Operations Management , 12th edn
McGraw Hill Irwin, New York.

Recommended Cache, G & Terwiesch, C 2009, Matching supply with demand – an

reading introduction to operations management , McGraw-Hill Irwin.
Chase R.B , Jacobs, FR, & Aquilano, NJ 2011, Operations and supply
management , 13th edn, McGraw-Hill, Boston.
Coyle, JC, Langley, JC, Gibson, BJ, Novack, RA & Bari, EJ 2009, Supply
chain management: a logistics perspective , 8th edn, South-Western
Cengage, Mason, Ohio.
Colier, D.A.& Evans, J.R 2015 , Operations Management , Cengage
Learning, Boston, USA.
Davis, MM, Heineke, JN, Aquilano, NJ & Chase, RB 2005, Operations
management: integrating manufacturing and services , 5th edn, McGraw-Hill,
Boston, New York.
Finch, BJ 2008, Operations now: supply chain profitability and performance ,
McGraw Hill Irwin, New York.
Fitzsimmons JA & Fitzsimmons, MJ 2008, Services management:
operations, strategy, information technology , 6th edn, McGraw Hill Irwin.
Heizer, J & Render, B 2012, Operations management , 9th edn, Prentice
Hall, Upper Saddle River, NJ.
Hill, T 2005, Operations management , 2nd edn, Palgrave Macmillan, NY.
Karlsson, C (ed.) 2009, Researching operations management , Routledge,
New York.
Krajewski, LJ, Ritzman, LP & Malhotra MK 2013, Operations management:
processes and supply chains , 10th edn/global edn, Pearson Education, Inc.,
Upper Saddle River, New Jersey.
Krajewski, LJ, Ritzman, LP & Malhotra MK 2010, Operations management:
processes and supply chains , 9th edition global edn, Pearson Education,
Inc., Upper Saddle River, New Jersey.
Jacobs, F.R & Chase, R.B 2010, Operations and Supply Management –The
Core , McGraw-Hill Irwin, 2nd edition, NY.
Paton, S, Clegg, B, Hsuan, J and Pilkington, A. 2011, Operations
Management, McGraw-Hill Irwin
Russell, RS & Taylor, BW 2009, Operations management: creating value
along the supply chain , 6th edn, John Wiley & Sons, Hoboken, NJ.
Samson D & Singh, PJ (eds) 2008, Operations management: an integrated
approach , Cambridge University Press.
Schroeder, RG 2011, Operations management: contemporary concepts and
cases , 5th edn, McGraw Hill Irwin, Boston, New York.

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Slack, N, Chambers, S & Johnston, R 2010, Operations management , 6th

edn, Prentice Hall/Financial Times, New York.
Swink, M, Melynk, SA, Cooper, MB & Hartley, JL 2011, Managing
operations across the supply chain , McGraw-Hill Irwin, NY.

Online UWS Library e-resources

resources
E-reference collections:
 Blackwell Reference Online
 Virtual Library Oxford
 Reference Online
E-book collections:
 CRCnetBase
 Informit e-Library – Business Collection
 MyiLibrary
 NetLibrary
E-resources:
 ABI/INFORM – comprehensive business database.
 Business Source Complete – business resources for
undergraduate/postgraduate use, with extensive archive of articles.
Access to industry reports, market research reports, country reports
and company profiles.
 Emerald Fulltext – scholarly research in management.
 Factiva – full text business and company information from major
Australian and international news sources.
Related databases:
 AIMMAT: AIM Management and Training Database – a source for
Australian, New Zealand and South East Asian articles on management
and training. Includes many case studies.
 Informit – Australasian content on social, economic and political
issues.
 Proquest ANZ Newsstand – provides full text of Australian and New
Zealand newspapers, except the AFR.
E-resources page for management:
http://subjectguides.library.uws.edu.au/management

Referencing requirements
This unit uses the Harvard UWS referencing system. Examples of the Harvard system are
available on the library website http://library.uws.edu.au/citing.php

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Other resources that might help with university life

University life Find out about life outside the lecture theatre – news and events, services and
facilities, career information and more!
http://www.uws.edu.au/uwsconnect

vUWS Check your vUWS sites regularly for unit announcements and to keep up with
online discussions.
https://vuws.uws.edu.au/

Disability Students with a disability should visit:

Service
http://www.uws.edu.au/currentstudents/current_students/getting_help/disability_
services

Course and This site provides information on pre -requisites, co-requisites and other matters
unit rules concerning how your course is structured.
http://www.uws.edu.au/currentstudents/current_students/enrolment/course_and
_unit_rules

The Learning The Learning and Teaching Unit provides valuable online resources for
and Teaching academic writing. Visit the Learning and Teaching Unit:
Unit
http://www.uws.edu.au/learning_teaching/learning_and_teaching

Policies This site includes the full details of policies that apply to you as a UWS student.
http://www.uws.edu.au/policies/a -z

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You and this unit

What is expected of you

Workload
In order to optimise the value of your learning, it is strongly advised to prepare before each
session, enthusiastically participate in each session, and then reflect on each session. The
amount of time spent out of class will vary for each individual, depending on competencies and
proficiency in any area. An approximation is on 140 hours per unit, which is an average of 10
hours per week. Effective learning requires interaction between you, your instructor, and your
peers.

The better prepared you are before each session the greater the learning value from more
focused questions and discussions. In addition, reflecting on what you have learned is an
important process for you to confidently apply your newly learned skills. Therefore, in order to
gain the most learning value from the synergistic relationship between your support materials
and your specific unit material it is highly recommended you follow the steps outlined below for
each session:

Before each Read the support materials and notes.

session
Answer any given questions or problems.
Pre-read your instructor’s lecture notes for more detailed comprehension.
Follow any other learning leads from your instructor including information
provided on the vUWS site.

During each Enthusiastically participate in the “activities” guided by your instructor.

session
Contribute to each session with focused questions and discussions.
Attempt any questions and problems shown in your session.
Identify clearly what you know and what you do not know.
Ask your instructor about any questions or problems from this or any
session.

After each Attempt any questions and problems advised by your instructor.
session
Reflect in action (while doing these questions and problems).
Review the worked solutions to questions and problems.
Reflect on action (after you have done these questions and problems).
Identify clearly what you know and what you don’t know.

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Attendance
Your regular and punctual attendance at lectures and tutorials is expected in this course.
Attendance will be recorded and may be considered in determining the final grade. Students
attending less than 10 tutorials may find themselves at risk of not passin g this unit. Previous
experience indicates that students who perfo rmed very well in this unit had a strong
understanding of concepts. Lectures and tutorials provide a foundation for understanding
concepts. Naturally illness and misadventure cannot be antic ipated. You should follow up such
occasions with appropriate documentation e.g. Application for Special Consideration or
medical certificate.

Student responsibilities and conduct

Student Familiarise yourself with University policies on assessment and

responsibilities examinations. Ensure that you understand the requirements, including
timetables, for examinations and other assessments tasks.
Ensure you read and understand the assessment requirements and note the
submission dates, and seek assistance from the lecturer and/or unit
coordinator when needed.
Notify relevant staff (e.g. lecturer, unit coordinator, disability adviser) as
soon as possible prior to, or at the beginning of, the semester to
accommodate special requirements.
Submit individual and unassisted assessment work, except as otherwise
permitted. Cheating, plagiarism, fabrication or falsification of data will be
severely dealt with.
Behave ethically and appropriately, avoiding any action or behaviour which
would unfairly disadvantage or advantage another student. Where group
work is assigned, ensure that every group member has the opportunity to
contribute in a meaningful way.

Student Attend all lectures and tutorials – failure to attend is often the main cause
conduct and for low final grades.
behaviour
Respect the needs of other students who are participating in any class
activities.
Pay attention in lectures and tutorials – these provide key information for all
examinable material.
Do not use mobile phones during the lecture and tutorials and do not have
ongoing conversations with fellow students during the lecture or if another
student is presenting work in the tutorials.
Please use notebooks for taking notes, not surfing the net or checking
email.
Use vUWS discussion boards constructively – they are there for interaction
between the students and between teaching staff and the students.
Unfounded criticisms will be removed from the relevant discussion board.
If issues arise with other students, or teaching staff, please see the unit
coordinator in the first instance rather than broadcasting your concerns in a
public forum.

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What you can expect from the teaching team

Academic staff carry out their teaching responsibilities under the authority of the Executive
Dean and Director of Academic Program. The responsibilities of staff are outlined below.

Staff Assess students' work fairly, objectively and consistently and when in doubt
responsibilities consult with the unit coordinator or Director of Academic Program.
Provide students with appropriate, helpful and explanatory feedback on all
work submitted for assessment.
Make reasonable accommodation (e.g. length of time to complete) in
assessment tasks and examinations for students with special requirements
and to seek assistance from the Disability Advisor and Counsellor where
appropriate and needed.
Ensure deadlines for the submission of examination papers to the Academic
Registrar are met.
Immediately report to the unit coordinator any instances of student
cheating, collusion and/or plagiarism.

Changes to unit as a result of student feedback

Student feedback pays a vital role in improving the quality and educational effectiveness of
UWS units and in ensuring academic staff keep in touch with student needs. At the end of the
semester you will be given the opportunity to complete a Student Feedback on Unit (SFU)
questionnaire to assess the unit. If requested by your unit coordinator, you may also have the
opportunity to complete a Student Feedback on Teaching (SFT) questionnaire to provide
feedback for individual teaching staff.

Recent changes made to the unit on the basis of student feedback are outlined below:
 The group case has been selected from latest resources . Some content has been
excluded.
 An interactive supply chain simulation will be used to enhance the learning experience.

Policy and how it affects you

The University has a number of policies that relate to teaching and learning. Important policies
affecting students include:
 Assessment Policy
 Bullying Prevention Policy and Guidelines
 Disability Policy
 Enrolment Policy (includes a section on the UWS Student Email Account)
 Examinations Policy
 Misconduct – Student Academic Misconduct Policy (see extract below)
 Misconduct – Student Non-academic Misconduct Policy (see extract below)
 Review of Grade Policy
 Sexual Harassment Prevention Policy

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 Special Consideration Policy

 Teaching and Learning – Fundamental Code

There are two policies that relate to misconduct – academic and non-academic misconduct.
Breaches of these policies can have very serious consequences. It is essential that you are
familiar with these policies and how to avoid misconduct of any type.

What is academic misconduct?

Academic misconduct may involve plagiarism, collusion or cheating. Plagiarism involves
submitting or presenting work in a unit as if it were the student's own work when, in fact, it was
not. Collusion includes inciting, assisting, facilitating, concealing or being involved in
plagiarism, cheating or other academic misconduct with others. Cheating includes dishonest
conduct (or attempted dishonest conduct) in exams.

For the full definition of academic misconduct and the consequ ences of such behaviour, you
are advised to read the Misconduct – Student Academic Misconduct Policy in its entirety (refer
to http://policies.uws.edu.au/view.current.php?id=00051 ).

There are many resources to help you avoid academic misconduct. Library staff can help you
with referencing and the Student Learning Unit can assist with academic writing and
plagiarism. If you are unsure about any of your work you should also ask your tutor o r lecturer
for advice and feedback. The University also has text matching software (called Turnitin) which
can help you check to see if your work might have problems. You can access Turnitin on the
vUWS site for this unit.

What is non-academic misconduct?

Non-academic misconduct includes unlawful activities and crimes, falsifying documents (like a
medical certificate or academic records), harassing other students (or staff), stealing or
damaging university property (like library books or computers) and disr upting other students or
staff. These are just some of the types of non-academic misconduct and while these things are
rare they do happen. If you believe you have been the victim of non -academic misconduct or
you are aware of any academic misconduct it is very important that you report it.

You should report all matters of non-academic misconduct directly to the Dean or the head of
the relevant section of the University. For example, you can report matters to the Manager of
Security on your campus or to the Campus Provost or the Dean of your school. You must do
this in writing. You may write to the Dean on [email protected].

Raising concerns
If you have a concern about this unit please contact your lecturer or tutor in the first instance.
If the matter is not resolved, then you may contact the unit coordinator (see inside front cover).
If you would prefer to speak to someone else, you are advised to contact the Director of
Academic Program responsible for this unit. Please note the Director of Academic Program
may refer your concern to a delegate to investigate and to respond to you.

The University also has a confidential Complaints Resolution Unit (see link below). You may
contact this unit of the University at any time; however, we would appreciate the opportunity to
resolve the complaint in the first instance.
http://www.uws.edu.au/about_uws/uws/governance/complaints_management_and_resolution .

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