Mirjam Leloux, Imran Fazal
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Bachelor Degree or equivalent managerial working experience
Operations provide and deliver goods and services to customers by means of people, materials, resources and delivery systems involved. Day-to-day aspects of the operations role include managing within budgets, scheduling, serving customers, meeting output targets, and communicating and liaising with other functions in the organization. Operations Management deals with processes, organizational structures, strategies and quality management systems. How do they look like? What is the organization’s vision on products, markets and objectives? How can one improve the organization’s quality, efficiency and distinguishing features? Operations management is about the activities, responsibilities and decisions that transform inputs (such as materials, people, energy and information) into outputs (goods and services). Whether a company produces insurance, software, paper clips, haircuts or health services (to name just a few) an operations function has a critical role to play in how efficient and effective an organization is, the level of sales and profitability it achieves and how well it meets its long-term strategic plans. If management well, operations management contributes strongly to business success – and if managed poorly, it can lead to disaster. Strategic aspects of the operations role involve providing those order-winners and qualifiers for which it is solely or jointly responsible in an effective manner in order to make the company competitive. The module Operations Management will lead to insight in organizational processes. You will become familiar with useful theoretical concepts and learn how to interpret them and to apply them to improve your own organization.
- Explain the role of operations management in an organization and how it contributes to organizational success
- Build up and apply basic understanding of process management in relation to operations management
- Develop and implement an operations strategy (in support of existing corporate and business strategies)
- Understand the key role of new service and product development as the lifeblood of an organization
- Apply knowledge and understanding of the steps involved in designing and developing resources and products
- Recognize the technical and business requirements that need to be met when delivering services or making products
- Recognize and evaluate the levels at which decisions about location must be made
- Be able to describe various techniques about location and explain how they work
- Understand and critically instigate the nature of capacity and the mix of resources involved in operations management
- Recognize and assess the factors involved in determining the level of capacity required
- Be able to explain, develop and advise on the steps in capacity planning
- Appreciate and communicate the key role of operations scheduling within a business
- Explain and analyse how enterprise resource planning works
- Understand the importance of the just-in-time approach both in terms of its role as a scheduling system and as a philosophy of operations management
- Manage inventory in order to keep levels to a minimum
- Define what a supply chain is and outline the steps that make up the chain
- Apply knowledge and understanding of the processes of managing and developing supply chains, and the techniques used in these approaches
- Be able to improve operations to release cash, improve market support and reduce costs
- The role of operations management (content and management style)
- Developing and implementing an operations strategy
- Designing and developing services and products
- Factors affecting service delivery design
- Designing the service delivery system
- Factors affecting manufacturing process design
- Designing the manufacturing process
- The nature of hybrid processes
- Definition and measuring of management capacity
- Factors affecting capacity management
- Planning and managing capacity
- The role of scheduling in managing operations
- Operation scheduling systems
- Models and approaches for managing inventory
- Inventory control systems and inventory analysis
- Defining quality and its role
- Approaches to managing quality
- Defining and designing the supply chain
- Managing the supply chain
- Tools and techniques for developing supply chains
- The imperative of improving operations
- The process of improving operations
- Process design and process management and how it can be applied to operations management
Instruction / Study Load :
- 36 Lesson hours
- 101 Hours of reading literature, completing the handbook and preparation for examination.
- 3 Examination Hours
Total 140 Hours
IBA Final Qualification Mapping:
Mapped with numbers: 8, 9, 17, 20, 25 and 26. See the EEG for further reference.
- Classroom lecturing
- Case study discussions
- Discussion sessions
- Research Papers
Module / Lecture and seminar status:
Testing and assessment:
Note: This is a Semester 1 Module 3 hour closed book Examination during exam week. See the Handbook and the EEG for further reference.
- Hill A. and Hill T. (2011). Essential Operations Management. New York: Palgrave McMillan. ISBN13: 9780230230232594.
- Bruijn H. de, Heuvelhof, E. ten, ’t Veld R. in ‘t (Eds.) (2010). Process Management. Second Edition. Heidelberg: Springer. ISBN13: 9783642139406.
Recommended literature :
- Hayes, R.H. (2008). Operations Management’s Next Source of Galvanizing Energy? Production and Operations Management, 17 (6), 567-572.
- Hopp W.J., Iravani S.M.R. and Liu F. (2009). Managing White Collar Work: An OperationsOriented Survey. Production and Operations Management, 18 (1), 1-32.
- Dekkers R. (2008). Adapting organizations: The Instance of Business Process Re-engineering. Systems Research and Behavioral Science, 25, 45-66.
- Bliss M.D. and Markelevich A. (2011). Inventory Management. Why New Technologies are Reinventing. Strategic Finance, November, 49-53.
- Strivastava, S.K. (2008). Network design for reverse logistics. The International Journal of Management Science, 36, 535-548.
- Braganzy A., Awazu Y. and Desouza K.C. (2009). Sustainable Innovation is Challenge for Incumbents. As firms grow, they encounter seven inhibitors to their ability to innovate. But five interventions can help overcome them, 52 (4), 46-56.
- McAdam R., Leonard D., Henderson J., Hazlett, S-A (2008). A grounded theory research approach and testing TQM theory in operations management. Omega, The Internatinal Journal of Management Science, 36, 825-837.
- Prado J.C. (2001). Beyond quality circles and improvement teams. Total Quality Management, 12 (6), 789-798.
- Moen R.D. and Norman C.L. (2010). Circling Back. Clearing up myths about the Deming Circle and seeing how it keeps evolving. Quality Progress, November 2010 (www.Qualityprogress.com).
- Kanna A. (2009) Business Process Management. TMW Systems May 2009, 12-13.
- Vokurka, R.J. (2011). Supply Chain Manager Competencies. SAM Advanced Management Journal, Spring, 23-28.
- Weinzimmer, L.G., Michel E.J. and Franczak J.L. (2011). Creativity and Firm-Level Performance: The Mediating Effect of Action Orientation. Journal of managerial Issues, 23 (1), 62-82.
- LaPoint P. and Haggard C. (2010). MacPherson Manufacturing Company: Strategic Operations Planning. Journal of the International Academy for Case Studies, 16 (1), 55-59.
- Flinchbaugh J. (2009). Learn to Improve, improve to learn. Assembly, December 2009 (www.assemblymag.com), 49.
- Shortridge, R.T and Yu S.C. (2011). The Evolution and Growth of Corporate Control Systems, Strategic Finance, June, 51-55.
- Franklin II C.L. (2011). Managing Risk in Operations, Academy of Information and Management Science Journal, 14 (2), 117-132.
- Kreiser P.M. (2011). Entrepreneurial Orientation and Organizational Learning: The Impact of Network Range and Network Closure. Entrepreneurship Theory and Practice, September 11 (Baylor University), 1025-10
- Atkinson A.A., Kaplan R.S., Matsumura E.M. and Young S.M. (2012). Management Accounting. Information for decision making and strategy execution. International Edition. Sixth Edition. Harlow UK: Pearson Education Ltd. ISBN 10: 0-273-76998-7; ISBN13: 978-0-273-76998-9
- Denton G.A. and White B. (2000). Implementing a Balanced-Scorecard Approach to Managing Hotel Operations. The case of the White Lodging Services. Cornell Hotel and Restaurant Administration Quarterly, 41 (1), 94-107
- Ellram E.L. and Liu B. (2002). The Financial Impact of Supply Management, Supply Chain Management Review, 6 (6), 30-37
- Xydias-Lobo M., Titt C. and Forsaith D. (2004). The Future of Management Accounting: A South Australian Perspective. Journal of Applied Management Accounting Research, 2 (1), 55- 69.
- O’ Mahony A. (2008). The Changing Role of Management Accountants. Evidence from the Implementation of ERP Systems in Large Organisations. International Journal of Business and Management, 3 (8), 109-115.
- Figge F. and Hahn T. (2004). Sustainable value added – measuring corporate contributions to sustainability beyond eco-efficiency, Ecological Economics, 48, 173-187.
- Chance G. (2010). China and the Credit Crisis. The Emergence of a New World Order. Paperback. Singapore: John Wiley & Sons (Asia) Pte Ltd.
- Jones, A. III and Jonas G.A. 2011. Corporate social responsibility reporting: The growing need for input from the accounting profession. The CPA Journal (February): 65-71
- Figge F. and Hahn T. (2005) The Cost of Sustainable Capital and the Creation of Sustainable value by Companies, Journal of Industrial Ecology, 9 (4), 47-58
- IBM Global Business Services (in cooperation with Wharton School and the Economist Intelligence Unit) (2008). Balancing Risk and Performance with an Integrated Finance Organization. The Global CFO Study 2008 (http://www-935.ibm.com/services/us/gbs/bus/html/2008cfostudy.html).