Operations (M40011)

General information

Type:	OB	Curs:	1	Period:	S semester
ECTS Credits:	6 ECTS

Teaching Staff:

Group	Teacher	Department	Language
Sec: A	Salvador Tasqué Díez	Operaciones, Innovación y Data Sciences	ENG
Sec: A	Miguel Angel Heras Forcada	Operaciones, Innovación y Data Sciences	ENG
Sec: A	Carles Roig Navarro	Operaciones, Innovación y Data Sciences	ENG
Sec: A	Ignasi Puig de Dou	Operaciones, Innovación y Data Sciences	ENG

Group	Teacher	Department	Language
Sec: B	Miguel Angel Heras Forcada	Operaciones, Innovación y Data Sciences	ENG
Sec: B	Salvador Tasqué Díez	Operaciones, Innovación y Data Sciences	ENG
Sec: B	Ignasi Puig de Dou	Operaciones, Innovación y Data Sciences	ENG
Sec: B	Carles Roig Navarro	Operaciones, Innovación y Data Sciences	ENG

Group	Teacher	Department	Language
Sec: C	Ignasi Puig de Dou	Operaciones, Innovación y Data Sciences	ENG
Sec: C	Miguel Angel Heras Forcada	Operaciones, Innovación y Data Sciences	ENG
Sec: C	Carles Roig Navarro	Operaciones, Innovación y Data Sciences	ENG
Sec: C	Salvador Tasqué Díez	Operaciones, Innovación y Data Sciences	ENG

As a primary business function, along with Marketing and Finance, the Operations function plays a vital role in achieving a company's strategic plans.
Since the operations function produces the goods and provides the services, it typically involves the greatest portion of a company's employees and is responsible for a large portion of its capital assets. It has a major impact on cost, service and quality and is often the visible face of the company in terms of dealing with the customer.
The purpose of this course is to review the issues that operations managers face and the decisions and actions that are required to manage operations well: Therefore, this course provides a set of frameworks, analytical tools and concepts needed to design,
implement and execute operating strategies.
Subsequently, through acquiring both theoretical knowledge and practical concepts and applying them in various settings and scenarios a stimulating learning environment will be created.

1. Examine the main aspects of Operations Management ranging from operations strategy design to its execution, in both manufacturing and service companies, stressing its importance in shaping competitive advantage.
2. Provide methods and techniques to facilitate decision-making in the field of operations in a variety of business situations.
3. Read, analyse and discuss case studies and selected reading material relevant to exemplify the theoretical concepts introduced in
class.
4. Stimulate critical thinking on emerging concepts and ideas in the field of operations.

1. Session. 1 Introduction: Operations management in a competitive Outline: Introducing the operations function within the organisation. Defining operations, processes and supply chains. Managing operations and processes. Competitive priorities, erformance and capabilities. Introducing operations strategy. Selected Readings: - Krajewski, L.J. et al. (2010). Operations Management. Processes and supply chains. Pearson. 9th edition (Chapter 1). - Hall, J.M., and Johnson, E. (March 2009). "When should a process be art" Harvard Business Review. - Hammer, M (2004). Deep Change. How Operational Innovation Can Transform Your Company. Harvard Business Review.

2. Session. 2 Operations Strategy in Manufacturing Outline: Effective formulation of operational strategies. Aligning corporate and operations strategies. Product positioning, strategy and process choice. Selected Readings: - Krajewski, L.J. et al. (2010). Operations Management. Processes and supply chains. Pearson. 9th edition (Chapter 3). - Hayes, R.H. and Pisano, G.P. (1994). Beyond world-class: The new manufacutring strategy. Harvard Business Review. - Wheelwright, S.C. and Hayes, R.H. (1985). Competing through manufacturing. Harvard Business Review. - Case Study: American Connector

3. Session. 3 Operations Strategy in Services Outline: Designing and developing a service strategy. The role of operations in services. Success factors for service businesses. Selected Reading: - Krajewski, L.J. et al. (2010). Operations Management. Processes and supply chains. Pearson. 9th edition (Chapter 3). - Heskett et al. (2008). Putting the Service-Profit Chain to Work. Harvard Business Review. - Frei, F.X. (2008). The four things a service business must get right. Harvard Business Review - Case Study: Southwest Airlines

4. Session 4. Lean Systems Outline: Exploring the characteristics of the lean approach and how it is different from traditional operations practice. The main elements of the lean philosophy and the techniques of JIT and how they can be applied to manufacturing and services. Selected Reading: - Krajewski, L.J. et al. (2010). Operations Management. Processes and supply chains. Pearson. 9th edition (Chapter 4 & 8). - Spear, S and Bowenn, H.K (1999). Decoding the DNA of the Toyota Production System. Harvard Business Review. - Spear, S. (2004). Learning to lead at Toyota. Harvard Business Review. - Case Study: Esterline Technologies - Case Study: Kristen's Cookie Company

5. Session 5. Lean Systems II. Value Stream Mapping Outline: Value stream mapping (VSM) is a widely used qualitative lean tool aimed at eliminating waste or muda. It is used by Toyota to depict current and future, or "ideal" states in the process of developing implementation plans to install lean systems. In this workshop the participants will explore effectiveness of VSM through a case. Case and Selected Readings will be announced and distributed before class.

6. Session 6. New Product & Service Development Outline: The importance of good product and service development. Stages in the development process. The management of the product and service development process. Selected Reading: - Bangle (2001). The ultimate creativity machine: How BMW turns art into profit. Harvard Business Review.

7. Session 7. Planning & Control Capacity Outline: Exploring the importance and differences of planning & control. Planning and controlling capacity levels. Managing constraints. Selected Readings: - Krajewski, L.J. et al. (2010). Operations Management. Processes and supply chains. Pearson. 9th edition (Chapters 6 & 7). - Case Study: FoldRite Furniture

8. Session 8. Quality Management Outline: Defining service and manufacturing quality. The costs of quality. Drivers of quality. Quality practices and models. Selected Reading: - Krajewski, L.J. et al. (2010). Operations Management. Processes and supply chains. Pearson. 9th edition (Chapter 5). - Reichheld and Sasser (1990). Zero Defections: Quality Comes to Services. Harvard Business Review. - Garvin, D.A. (1987). Competing on the eight dimensions of quality. Harvard Business Review. - Case Study: BMW: The 7-Series Project

9. Session 9. Sustainability Outline: Outlining the competitive importance of sustainability. Implementing sustainable practices. Highlighting the impact of sustainable practices on production processes and products and corporate success.

The methodology used is a combination of lectures on theory, exercises, analysis and discussion of case studies, videos and reading of selected articles. Students will be encouraged to actively participate in class. Strategic and managerial issues have been woven into the fabric of each session to emphasise that decisions made by operations managers should be consistent with a business and corporate strategy shared by managers in all functional areas. We want participants to gain an understanding of what operations managers do, to realise that operations management involves many business functions, and to learn about and practice with tools that operations managers use to make sound business decisions.

ASSESSMENT BREAKDOWN

Capell, K. (2005). IKEA. How the Swedish retailer became a Global Cult Brand. Business Week. Nov 14.
Chopra, S. and Meindl, P. (2007). Supply Chain Management: Strategy, Planning and Operations. Prentice Hall.
Cooper, R. and Chew, W.B. (1996). Control tomorrow's costs through today's designs. Harvard Business Rreview. Jan.-Feb.
Chen, I.J. and Paulraj, A. (2004). Understanding supply chain management: critical research and a theoretical framework.
International Journal of Production Research. Vol. 42, No. 1, pp. 131-163.
Fiedler, K.; Galletly, J.E. and Bicheno, J. (1993). Expert advice for JIT implementation. International Journal of Operations and Production Management, Vol. 13, No. 6.
Fogarty, D.W., Blackstone, J.H., and Hoffmann, T.R. (1991). Production and inventory management. South-Western Publishing.
Frei, F.X. (2006). Breaking the trade-off between efficiency and service. Harvard Business Review. Nov.
Goldratt, E.Y. and Cox, J. (1984). The Goal. North River Press.
Hammer, M. (1996). Beyond reengineering: How the process-centred organisation is changing our work and our lives. Harper Collins.
Heizer, J. and Render, B. (1999). Operations Management. Upper Saddle River. Prentice Hall.
Holweg, M. (2007). The genealogy of lean production. Journal of Operations Management. Vol. 25, pp. 420-437.
Hopkins, M.S. (2010). The four-points supply chain checklist: How sustainability creates new opportunity. MIT Sloan Management Review. Vol. 51 No. 4, pp. 65-69.
Lambert, D. M. (1997). Fundamentals of logistics management. McGraw Hill.
Lovins, A.B., Lovins, L.H. and Hawken, P. (1999). A roadmap for natural capitalism. Harvard Business Review, May-June.
Monden, T. (1998). Toyota Production System. An Integrated Approach to Just- In-Time. Engineering & Management Press.
Oakland, John S. (1994). Total Quality Management. Butterworth Heinemann.
Parasuraman A., Berry L. and Zeithaml V.A.: Delivering Quality Service: Balancing customer perceptions and expectations. Free Press, New York, 1990.
Porter, M.E. and van der Linde, C. (1995). Green and competitive: Ending the stalemate. Harvard Business Review, Sept.-Oct.
Schonberger, R.: "Japanese Manufacturing Techniques" New York: The Free Press.
Skinner, W. (1969). Manufacturing - Missing link in the corporate strategy. Harvard Business Review, May-June.
Sousa, R. and Voss, C. (2002). Quality Management Revisited: A Reflective Review and Agenda for Future Research, Journal of Operations Management, Vol. 20 No. 1, pp. 91-109.
Vollmann, T.E., Berry, W.L. and Whybark, D.C. (1992). Manufacturing planning and control systems. Urwin.
Wheelwright, Steven C. and Clark, Kim B: "Managing new product and process development". The Free Press. New York, 1993.
Womack, J.P.; Jones, D.T. and Roos, D. (1990). The machine that changed the world: How lean production revolutionized the global car wars. Simon & Schuster.
Zipkin, P. (2001). The limits of mass customization. MIT Sloan Management Review, Vol. 42 No.3, pp. 81-87.

Group	Teacher	Department
Sec: A	Salvador Tasqué Díez	Operaciones, Innovación y Data Sciences
Sec: A	Miguel Angel Heras Forcada	Operaciones, Innovación y Data Sciences
Sec: A	Carles Roig Navarro	Operaciones, Innovación y Data Sciences
Sec: A	Ignasi Puig de Dou	Operaciones, Innovación y Data Sciences

Group	Teacher	Department
Sec: B	Miguel Angel Heras Forcada	Operaciones, Innovación y Data Sciences
Sec: B	Salvador Tasqué Díez	Operaciones, Innovación y Data Sciences
Sec: B	Ignasi Puig de Dou	Operaciones, Innovación y Data Sciences
Sec: B	Carles Roig Navarro	Operaciones, Innovación y Data Sciences

Group	Teacher	Department
Sec: C	Ignasi Puig de Dou	Operaciones, Innovación y Data Sciences
Sec: C	Miguel Angel Heras Forcada	Operaciones, Innovación y Data Sciences
Sec: C	Carles Roig Navarro	Operaciones, Innovación y Data Sciences
Sec: C	Salvador Tasqué Díez	Operaciones, Innovación y Data Sciences