Module overview
In an era of extreme volatility where organisations depend more than ever upon capabilities, it is vital that students understand the importance of the operation function to the success of an organisation. Students will be exposed to internal issues within the firm/organisations, as well as the importance of forming strategic alliances and buyer-supplier relationships with other organisations. Key concepts of world-class and Lean processes will be explored throughout.
Aims and Objectives
Learning Outcomes
Knowledge and Understanding
Having successfully completed this module, you will be able to demonstrate knowledge and understanding of:
- the behavioural aspects of managing operations;
- the role of operations management both at a strategic level and for the effective production of goods and services;
- how Operations contributes to wider aspects of firms’ capabilities and Competencies;
- the importance of operational paradigms and how they are integrated together in managing operations including TQM BPR and Lean and Agile operations;
- the various tools of operations management;
Transferable and Generic Skills
Having successfully completed this module you will be able to:
- effectively communicate through the written word;
- problem solve;
Subject Specific Intellectual and Research Skills
Having successfully completed this module you will be able to:
- critically evaluate a variety of theories and concepts relating to supply chain management;
- develop insights into the competencies required to become an effective manager in TQM or operations.
Syllabus
Session 1: Introduction; Strategic Operations Management.
Session 2: Services Operations - concepts, definitions and quality.
Session 3: Process Choice & Strategy in Manufacturing & Services.
Session 4: Managing Materials & Inventory; MRPI; MRPII; ERP and Just-in-Time.
Learning and Teaching
Teaching and learning methods
The sessions will consist of lectures, case studies and discussions. The module is supported with assigned reading and practice example sheets. Formative feedback will be provided throughout the class discussions and interactive parts of the lectures.
The module will be international in content and scope. For example, the Mattel Case (A & B) focuses on outsourcing but in doing so this deals with internationalisation processes from America to China. This in turn allows us to explore potential opportunities and problems with outsourcing and gets to the core question including:
1. Why did Mattel outsource to China?
2. How should Mattel have prepared for such international outsourcing?
3. What went wrong?
4. What would you suggest could be done to improve the situation now?
Similarly, class discussions on operations strategy, services, process choice and inventory will deal with international dimensions of operations. For example, a firm may have something designed in Taiwan; then have the product manufactured in China; at the same time logistics are being undertaken by Amazon; marketing and finance functions may, or may not, be undertaken locally. This common scenario leads us to think about the complexities of doing business in the 21st Century where globalisation is a common – and often a necessary – feature of day to day business.
Type | Hours |
---|---|
Teaching | 12 |
Independent Study | 63 |
Total study time | 75 |
Resources & Reading list
Journal Articles
Davenport, Thomas H (2013). Analytics 3.0. Harvard Business Review, 91(12), pp. 64-72.
Matthias, O., & Brown, S. (2016). Implementing operations strategy through Lean processes within health care: The example of NHS in the UK. International Journal of Operations & Production Management, 36(11), pp. 1435-1457.
Pisano, G. and Willy, C. Shih (2009). Restoring American Competitiveness. Harvard Business Review, pp. 114-25.
Adner, Ron (2016). Many Companies Still Don't Know How to Compete in the Digital Age. Harvard Business Review, pp. p2-6.
Brown, S. and Blackmon, K. (2005). Aligning Manufacturing Strategy and Business- Level Competitive Strategy in New Competitive Environments: The Case for Strategic Resonance. Journal of Management Studies, 42(4), pp. 793-815.
Baines, T., Bigdeli, A., F. Bustinza, O., Shi, V. G., Baldwin, J., & Ridgeway, K. (2017). Servitization: revisiting the state-of-the-art and research priorities. International Journal of Operations and Production Management, 37(2), pp. 256-278.
Berman, B. (2002). ’Should Your Firm Adopt A Mass Customization Strategy?. Business Horizons, pp. 51-60.
Textbooks
Brown, Bessant and Jia (2018). Strategic Operations Management. Routledge.
Slack et al (2016). Operations Management. Hemel Hempstead: Prentice Hall.
Assessment
Formative
This is how we’ll give you feedback as you are learning. It is not a formal test or exam.
CommentarySummative
This is how we’ll formally assess what you have learned in this module.
Method | Percentage contribution |
---|---|
Individual Coursework | 100% |
Referral
This is how we’ll assess you if you don’t meet the criteria to pass this module.
Method | Percentage contribution |
---|---|
Individual Coursework | 100% |
Repeat
An internal repeat is where you take all of your modules again, including any you passed. An external repeat is where you only re-take the modules you failed.
Method | Percentage contribution |
---|---|
Individual Coursework | 100% |
Repeat Information
Repeat type: Internal & External