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Course Criteria
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3.00 Credits
This course introduces the student to topics related to the evaluation, award, and post award portions of the contracting process. Elements of evaluation related to competitive acquisitions and past performance evaluation are reviewed. Steps related to the proposal receipt process such as contractor responsibility, debarred/suspended, and certificate of competency are covered. The award process is also covered by a discussion of processes such as legal review, clearance, 1279 Report, notification to unsuccessful offeror, and preparation of award. Post award topics such as contract administration functions, contract closeout, contract modifications, remedies, claims, disputes, and request for equitable adjustments are covered. The focus of this course is to provide the student with an understanding of the steps related to the evaluation, award, and post award phases of the contracting process. Lecture/Lab Hours: Three hours per week.
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3.00 Credits
This course introduces the concepts and practices associated with analyzing data, defending the results and basis of the analysis, and documenting those determinations. Topics include determining the appropriateness of performing price and cost analysis as well as the use of various tools associated with each method. In addition, the course will provide instruction on incorporating information derived from these tools to formulate a strategy for defending said results and applying them in a negotiation environment. The focus of this course is to ensure not only the understanding of the evaluation process but also the transfer of that knowledge to making sound price/cost business decisions. Lecture/Lab Hours: Three hours per week.
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3.00 Credits
This is a hands-on experience concerned with the problems and responsibilities of starting and operating a small business. Students work in teams, consulting with small business and/or entrepreneurs on actual business cases. Lecture/Lab Hours: Three hours per week.
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3.00 Credits
This course is an extension of the core operations management course and is intended for students enrolled in the operations management major track. It includes a more in-depth analysis of cutting edge topics such as production planning and control, inventory management, lean manufacturing, six sigma, theory of constraints, project management, enterprise resource planning systems, and more. Lecture/Lab Hours: Three hours per week.
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3.00 Credits
This course is a strategic look at the production/operations function of modern business systems intended for students enrolled in the operations management major track. The emphasis of this course is on designing operating systems that go beyond merely supporting the organization’s business strategy. World class operations provide firms with distinctive competencies that give the firm a competitive advantage in the marketplace. This course will use lecture and case studies. Lecture/Lab Hours: Three hours per week.
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3.00 Credits
This course is an introduction to the Six Sigma process improvement methodology and principles. This course is modeled after the American Society for Quality’s Green Belt body of knowledge. Topics include the DMAIC process, statistical quality control, process capability, gage reproducibility and repeatability, and others. Performance will be measured with in-class examinations and quizzes, individual/group case analyses, and other suitable methods.Lecture/Lab Hours: Three hours per week.
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3.00 Credits
This course will build on the knowledge students gained in the Introduction to Six Sigma course. The emphasis of this course will be on using software packages such as Minitab, Visio, and PowerPoint for defining, measuring, analyzing, improving, and controlling business processes. The class will feature guest speakers and possibly field trips to companies who are using the Six Sigma philosophy and tools. Additionally, the philosophy and tools students will learn will be used in study engineering, supply chains, manufacturing, and administrative systems. Performance will be measured with in-class examinations and quizzes, individual/group case analyses, and other suitable methods. Lecture/Lab Hours: Three hours per week.
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3.00 Credits
The focus of this course will be for each student (or group of students when appropriate) to complete a real-world process improvement project for a local firm. Students will gain valuable experiences in how to deal with typical problems such as scheduling conflicts, politics, opponents to change, and others. Performance will be measured based on the outcomes of the student’s process improvement project, a final report, a final presentation, and other suitable methods. Students taking this class should be prepared to spend several hours per week; spread over two to three days per week, at the client’s place of business during normal business hours. Lecture/Lab Hours: Three hours per week.
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3.00 Credits
This course is an introduction to the Lean process improvement methodology and philosophy. Topics include understanding value, identifying the value chain, creating flow, using pull, and pursing perfection. Additionally, students will learn how and when to use process improvement tools such as 5S/6S, value stream mapping, and rapid improvement events. The course is modeled after the United States’ Air Force AFSO21 Lean Process Improvement model. Performance will be measured with in-class examinations and quizzes, individual/group case analyses, and other suitable methods. Lecture/Lab Hours: Three hours per week.
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3.00 Credits
This course is an in-depth look at the management of service operations. A customer-centered focus is used. Topics include new service design and development and managing on-going service operations with an emphasis on continuous improvement. Several world-class service providers will be analyzed in detail. Lecture/Lab Hours: Three hours per week.
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