Dirección de Operaciones II (BBA40003)

General information

Type:	OB	Curs:	2	Period:	S semester
ECTS Credits:	3 ECTS

Teaching Staff:

Group	Teacher	Department	Language
Sec: A	Miguel Angel Heras Forcada	Operaciones, Innovación y Data Sciences	CAT

Group	Teacher	Department	Language
Sec: B	Enrique Herreiz Bordas	Operaciones, Innovación y Data Sciences	ESP
Sec: B	Miguel Angel Heras Forcada	Operaciones, Innovación y Data Sciences	ESP

Group	Teacher	Department	Language
Sec: C	Enrique Herreiz Bordas	Operaciones, Innovación y Data Sciences	CAT
Sec: C	Miguel Angel Heras Forcada	Operaciones, Innovación y Data Sciences	CAT

Workload distribution:
Lectures: 20 hours
Participatory sessions: 10 hours
Independent study: 20 hours
Tutorials / feedback: 10 hours

The course contributes to the programme by helping students to:

1. Master the basic language related to the world of business, through an in-depth knowledge of the fundamental concepts and tools of management in the area of Operations.
2. Develop the abilities needed for a comprehensive general overview of organisations and the environment in which they move, beyond their functional aspects. To achieve this, the course will attempt to show the points where the various functional areas converge and interrelate, particularly with regard to Marketing, Finance and Design.
3. Demonstrate a thorough approach, a critical mindset and creativity in the application of the knowledge and skills needed to carry out professional activity in the various areas of business management. To achieve this, the course encourages the critical assessment of set readings and active participation in case study analysis.
4. Become able to contribute, from a functional perspective, to the company's overall strategy while maintaining an international vision of the organisation. To achieve this, the course bases the definition of operations strategy on competitive strategy, and the students use this focus to complete case studies.

- Understand the Operations function as the area of an organisation that transforms certain inputs into outputs, thereby generating value for the end client.
- Understand the current focus of operations management, which encompasses production, logistics, quality and innovation.
- Understand how operations can generate value in industrial and services companies (through greater efficiency, quality, product innovation and/or services, etc.)
- Define Operations strategy on the basis of strategic competitiveness.
- See the points of confluence of operations management with other areas of a company.
- Develop process-based management practices.
- Identify the areas of improvement and bear in mind the key issues to ensure their successful implementation.

2. Application of knowledge to achieve results

4. Conveying information and/or knowledge

18. Teamwork and collaboration

1. Reintegration of Operations Strategies Aims: define operations strategy according to competitive variables; identify the most appropriate production process according to the product and the competitive variables; learn how to discuss, comment and have a critical opinion on a reading Content: Operations Strategy; Structural and infrastructural decisions; Product life-cycle and production; Processes; Product-process matrix Activities: Introduction from the lecturer; Group work: comment on the competitive variables of a number of businesses and their affect on Operations Materials: Course notes

2. Application of Operations Strategy Aims: understand the challenges faced by management; understand the aspects that differentiate an Operations Strategy in a service business Content: Challenges faced in application; Type of service; Classification of services (labour intensity/degree of interaction-customisation) and management challenges; Aspects that differentiate the operations strategy in services Activities: Introduction from the lecturer; Analysis of ALASKA AIRLINES case study Materials: Course notes

3. Developing new products, processes and services Aims: become aware of the fact that modern Operations Management begins with product design; understand the different stages of a new product development project; learn how to manage a new product development project; understand what the communality of components is and what the benefits are Contents: DNP: the beginning of modern management; Stages; Project management; QFD; Communality of components Activities: Introduction from the lecturer: Analysis of the COMMERCE BANK case study Materials: Course notes; Reading: New Product Development; Reading: Spark Innovation

4. Operations planning: Deciding what, when and how much to produce/deliver as a service Aims: understand why planning is necessary; understand that planning in services involves management of demand and/or capacity; know which demand or capacity management tools the service companies can use; recognise the advantages of a formal planning system; know which tools can be used for planning: 1) independent demand articles and 2) dependent demand articles: distinguish the various planning levels; recognise the importance of accuracy of information; know what ERP is, and how it is connected to the MRP system Content: Planning: What for?; Service planning; Demand management, capacity management and yield management; From an informal planning system to the MRP system; Planning independent demand articles; Planning dependent demand articles; Accuracy of records Activities: Introduction from the lecturer; Analysis of the MONGOLIAN GRILL case study; Planning exercises Materials: Course notes

5. Lean Operations - Designing JIT processes Aims: understand what the JIT philosophy aims; identify JIT tools; understand how the principles of product and process improvements are applied in JIT; understand what SMED is, why it is necessary to JIT and how to achieve it; be aware of the importance of staff flexibility, total productive maintenance and quality; know what Kanban and production levelling are, and what they are for; understand the implications of JIT in relationships with suppliers Content: Introduction to JIT; Basic JIT tools: Product improvement and simplification; Process improvement and simplification; SMED; Total Productive Maintenance; Staff flexibility and participation; Levelled planning; Kanban; JIT with suppliers; Quality Activities: Introduction from the lecturer; Analysis of the BOEING case study; Company visit Materials: Course notes

6. Introduction to quality management and total quality Aims: understand what quality control is; know how to make and interpret control graphs; know how to calculate process capacity and to understand what it means; know the Six Sigma concept; be aware that quality is more than the quality control seen in the previous session; understand the various quality focuses; know what the Juran Trilogy is; know and understand the cornerstones of Total Quality, and how to implement them in a (service or industrial) company; know and understand the ISO 900 and EFQM models Content: Introduction to quality management; quality control; Statistical Process Control; Control graphics; Process capacity; Six Sigma; Strategic quality management; Quality focuses; Juran Trilogy; Total Quality; Service quality; Quality models Activities: Introduction from the lecturer; analysis of the BLUE MOUNTAIN case study; Quality control exercises Materials: Course notes

7. Environmental management Aims: know what sustainable development aims to achieve; identify how to be sustainable in Operations; understand what tools are available to be sustainable in Operations: ISO 14001, eco-design, eco-auditing and so on. Content: Sustainable development; Evolution of environmental management; environmental management systems; the ISO14000 standard; Product design; Eco-auditing; Environmental risk Activities: Introduction from the lecturer; Discussion of mini-case studies in groups Materials: Course notes

ASSESSMENT BREAKDOWN

Short bibliography:

Heizer, J. y Render, B. (2009): Principios de Administración de Operaciones, Pearson.
Krajewski, L.; Ritzman, L. and Malhotra, M. (2007): Operations Management: Process and Value Chains, Perason.

Group	Teacher	Department
Sec: A	Miguel Angel Heras Forcada	Operaciones, Innovación y Data Sciences

Group	Teacher	Department
Sec: B	Enrique Herreiz Bordas	Operaciones, Innovación y Data Sciences
Sec: B	Miguel Angel Heras Forcada	Operaciones, Innovación y Data Sciences

Group	Teacher	Department
Sec: C	Enrique Herreiz Bordas	Operaciones, Innovación y Data Sciences
Sec: C	Miguel Angel Heras Forcada	Operaciones, Innovación y Data Sciences