The course is aimed at studying various aspects of safety and security in industrial applications including: chemical plants, oil & gas, dangerous goods handling etc. Starting form reliability analysis, through Bayesian statistics, reliability modelling and simulation, failure analysis the course will guide the identification of possible risk factors and will presents the most promising methodological approaches. Two practical assignment will be given focusing on industrial incidents involving chemical spills and complex plants failures.
The course aims to deliver the following learning objectives:
The course would utilize various tools- Books, Journal Papers, Popular Readings, Case Studies and Simulations. The classroom session would involve a discussion of the critical concepts, case study discussions and quantitative simulations. This would be supplemented with assignments and exams.
Learning Through Case Method: Effective learning through the case method requires four stages of learning (individual preparation, group discussion, class discussion, and after-class reflection). To make the best use of the learning opportunity following steps may be followed:
To make the best use of the learning opportunities, the following steps may be followed:
Laboratories:
The course will use mostly Excel, AnyLogic, and AnyLogistiX in these students should be able to do the following:
The laboratory-based case method requires students to prepare a decision, to the extent available, based on careful evaluation of case facts and numbers. As with all business situations, there may be insufficient facts, ambiguous goals, and strong dynamic/uncertain environments. Students, finally, will develop the following skills:
Course Outline: Session/Topic/Reading Material/Reference
Session
Topics
Learning Outcomes
Readings and Cases
1-2
Introduction to Operations Management: The Nature of Production Operations
Definition of existing operations, operational activities, the experience economy and two views of organizations
Reading: Chapter 1 from Textbook [OM].
3
Case Study 1:
Taracare, Inc.
CASE Chapter 1: Taracare, Inc.
4-5
Strategy, Operations and Global Competitiveness
In these lectures, we define operations management as the activities associated with transforming inputs into valued outputs. The actual production system is defined in terms of its environment, inputs, transformation system, outputs, and the mechanism used for monitoring and control.
We continue with a definition of customer value as perceived benefits divided by costs. Customer costs include upfront monetary investment, other lifecycle costs for maintenance, and the hassles involved in obtaining the product or service. Discussing customer benefits focuses on innovative products and services, functionality, quality, customization, and responsiveness.
The last part discusses productivity as a critical measure to assess the performance of the value-creating process. The discussion of productivity includes alternative productivity measures, including single-factor, multifactor, and total-factor productivity measures.
Reading: Chapter 2 from Textbook [OM].
6
Case Study 2:
Izmir National University (INU)
CASE Chapter 2: Izmir National University (INU)
7-8
Process Planning and Design
We will discuss issues related to Product and Process Planning, beginning with an overview of product design, including discussions of the stages of product development and the product mortality curve. Continuing with selecting an appropriate transformation system, we will focus on describing the primary transformation system forms, the bases for determining between them, and the layout of these transformation forms.
Reading: Chapter 3 from Textbook [OM].
9
Case study 3
X-Opoly Inc.
CASE Chapter 3: X-Opoly Inc.
10-11
Six Sigma for Process and Quality Improvement
These lectures focus on redesigning and continuously improving business processes in support of the overall business strategy. To put our discussion in perspective, we begin with an overview of three alternative approaches for process improvement. We then turn our attention to the first process improvement strategy, Business Process Design. This is followed by a detailed discussion of the second process improvement strategy, Six Sigma. Next, each phase in Six Sigma'sSigma's DMAIC approach is discussed in more detail, including illustrating the use of representative Six Sigma tools in each stage. The lectures conclude with discussing the various roles associated with Six Sigma, becoming certified, and the need for organizations to customize their approach to Six Sigma training and implementation.
Reading: Chapter 4 from Textbook [OM].
12
Case study 4
Valley County Medical Clinic
CASE #4: Excel-based model provided by the teacher
13
Schedule Management
The course adds the dimension of time to the previously static picture of the organization. Following this, we consider issues related to efficiently using the available capacity through effective schedule management. The lecture concludes with the discussion of scheduling topic of yield/revenue management and overbooking
Reading: Chapter 6 from Textbook [OM].
14
Inventory Management
Excess inventory incurs an extra cost, while insufficient inventories can ruin the schedule, hurting both the strategic value elements of delivery and speed. The lecture discusses the functions and forms of inventory, inventory-related costs, and types of inventory management systems.
Reading: Chapter 8 from Textbook [OM].
15
Enterprise Resource Planning
Enterprise resource planning (ERP) systems are the latest innovation in the evolution of systems for coordinating production decisions between different functions within the firm, as well as across functions outside the firm, such as those of suppliers and customers. However, the first step in this evolution started with material requirements planning (MRP) systems. As opposed to inventory management,
which concerns items whose demand is independent of other items, MRP is used for dependent demand items. The lecture explains how MRP systems work, their required inputs, and their delivery outputs. Following this, the extensions to material requirements planning are discussed, including distribution requirements planning (DRP), manufacturing resource planning items that are used to create finished products (MRP II), and enterprise resource planning (ERP).
Reading: Chapter 9 from Textbook [OM].
16
The Importance of Safety and Health. Fundamental concepts and terms
This lecture discusses core industrial safety issues, particularly why attention must be paid to safety and health from various perspectives, what databases exist to help young engineers, some standard documents, and fundamental concepts and terminology.
Reading: Chapter 1,3 from Textbook [SHE]
17
General principles of hazard Control.
Mechanics and Structures
This lecture aims to lay a foundation for discussing many kinds of hazards and their control. The foundation involves understanding what a hazard is, how to recognize it and how to choose the controls that prevent incidents and accidents and any harm that may result.
Reading: Chapter 9,10 from Textbook [SHE]
18
Electrical safety. Tools and Machines. Materials handling.
As with all forms of energy, electricity has specific hazards. The goal is to eliminate or control these hazards.
This lecture does not cover advanced electrical systems involving three-phase conductor systems, typically with 220 and higher volts.
Reading: Chapters 12,13,15 from Textbook [SHE]
19
Fire protection and prevention. Heat and Cold. Ventilation. Personal Protective Equipment.
This lecture focuses on the causes of fires, the physics and chemistry of fire, and its behaviour. It also covers the fire safety of buildings and the spread and stopping of fire. However, deaths and injuries during a fire are not only related to the combustion itself but also to high or low temperatures. To create the proper thermal regime, it is necessary to ensure the ergonomics of the workplace, which is also complemented by the ventilation system
Reading: Chapters 16,18,25,28 from Textbook [SHE]
20
Risk, Risk Assessment and Risk Management
In safety and health, the risk usually infers the probability or likelihood of an adverse event and the severity of the event’s consequences. There are two aspects: frequency and severity. The purpose of this lecture is to identify the concept of risk and the factors contributing to increased risk and to consider various methods of risk assessment
Reading: Chapter 34 from Textbook [SHE]
Course Reading Material:
Textbook:
References:
Ricevimento: The reception is to be arranged with the lecturer by appointment by sending an email to: roberto.revetria@unige.it The lecturer is available in the office every week except August.
ROBERTO REVETRIA (President)
ELVEZIA-MARIA CEPOLINA
LORENZO DAMIANI
ANTONIO GIOVANNETTI
ANASTASIIA ROZHOK (President Substitute)
FLAVIO TONELLI (President Substitute)
https://corsi.unige.it/10377/p/studenti-orario
The exam is composed of three main parts:
The final grade is the average of (quiz + assignments) and oral examination.
The oral examination is based on a presentation on a course topic chosen by the student and 3 open questions by the teacher.
The exercises (assignments) must be delivered to the address: assignments.revetria@dime.unige.it by the exam day. Late exercises are not accepted. The exercises done in groups must report on all in the name of the group members. Similar exercises that do not correctly name the group members will be waived.
For every wrong question given at quiz time -0.5 points are subtracted.
Assignment 1 (individual):
Deliverable: Report to be submitted before the examination.
Assignment 2 (in a group):
Deliverable: Report and PowerPoint presentation to be submitted before the examination.
Exercises, software use and seminars are offered during the lectures period.
