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Dirección de Operaciones III (18BBA40005)

General information

Type:

 OB

Curs:

 3

Period:

 S semester

ECTS Credits:

 3 ECTS

Teaching Staff:

Group Teacher Department Language
Sec: A Jaume Hugas Sabater Operaciones, Innovación y Data Sciences CAT
Sec: A Miguel Angel Heras Forcada Operaciones, Innovación y Data Sciences CAT
Sec: A Enrique Herreiz Bordas Operaciones, Innovación y Data Sciences CAT
Sec: A Carles Roig Navarro Operaciones, Innovación y Data Sciences CAT

Group Teacher Department Language
Sec: B Jaume Hugas Sabater Operaciones, Innovación y Data Sciences ESP
Sec: B Miguel Angel Heras Forcada Operaciones, Innovación y Data Sciences ESP
Sec: B Enrique Herreiz Bordas Operaciones, Innovación y Data Sciences ESP
Sec: B Carles Roig Navarro Operaciones, Innovación y Data Sciences ESP

Group Teacher Department Language
Sec: C Jaume Hugas Sabater Operaciones, Innovación y Data Sciences CAT
Sec: C Miguel Angel Heras Forcada Operaciones, Innovación y Data Sciences CAT
Sec: C Enrique Herreiz Bordas Operaciones, Innovación y Data Sciences CAT
Sec: C Carles Roig Navarro Operaciones, Innovación y Data Sciences CAT

Prerequisites

To take the Operations Management III course students must have taken the Operations Management I and II courses.

Workload distribution

Workload distribution:
Lectures: 22.5 hours
Participatory sessions: 7.5 hours

Approximate distribution of independent study time
Case study preparation and company project: 22.5 hours
Study: 22.5 hours

COURSE CONTRIBUTION TO PROGRAM

1. Be capable of contributing to a company's global strategy from Operations.
2. Facilitate the company's implementation and execution of its business strategy in a global environment.

Course Learning Objectives

Upon completing this course, students are expected to be able to:

Create the context to interpret and implement an Operations strategy as part of a global corporate strategy, whether for an industrial or service firm. In other words, students should understand and be able to apply Business Process Management techniques and create value for companies.

1. Analyze the importance of supply chain design in terms of Marketing and other functional areas within organizations. Be familiar with Supply Chain Management (SCM) trends and their organizational impact.

2. Understand the most important issues executives in this field have to face. Introduction to the tools and methods to resolve said issues.

3. Study the implementation process through practical case studies. Become familiar with tools to facilitate organizational change processes. Study good practices in designing and implementing supply chains.

4. Study the different elements comprising Business Process Management. Analyze the value created by implementing process-based management.

5. Analyze how indicator systems or balanced scorecards can make the company's strategy a reality at all levels of the organization and how to overcome the resistance to change their implementation can imply.

6. Introduction to reengineering processes and benchmarking.

Competences

15. Comprehension of relational networks
18. Teamwork and collaboration
4. Conveying information and/or knowledge
2. Application of knowledge to achieve results
6. Strategic thought, systematic thought

Relation between Activities and Competences

15 18 4 2 6
Participation in practical classes, completion of case studies and random tests          
Final exam for the course          
Company Project          

CONTENT

1. Business focuses from Operations. Wrap-up of Operations Management I and II

Part 1: From operational excellence to new business models
Part 2: Benihana of Tokyo case study. Introduction to the company project.
Professor: Carlos Roig

2. Designing Supply Chain Management Programmes (I)

Part 1: SCM, decision-making from a demand management focus. Tools to develop SCM programmes (I). Mapping, planning, cost management and service policy.
Part 2: ZAPPOS case study (Part I)
Professor: Carlos Roig

3. Designing Supply Chain Management Programmes (II)

Part 1: Decision-making to create response mechanisms adapted to the client/market's needs. Tools to design SCM programmes (cont.). Segmentation. End-to-end design, In/outsourcing, Network design; SII, Collaborative Relationships Management. Balanced scorecard in SCM.
Part 2: ZAPPOS case study (Part II).
Professor: Carlos Roig

4. Designing Supply Chain Management Programmes (III)

5. Competing from Operations via cost

Lean Supply Chain
- Vendor Management Inventories (Bullwhip effect); integration vs. modularisation (Clockspeed Law); RFID and remix projects in WalMart.
Professor: Jaume Hugas

6. Competing from Operations via cost (II)

7. Competing from Operations via speed

Agile Supply Chain
- Supply Chain integration and '3DCE Design'; localisation with globalisation: JIT Manufacturing and logistics; case study: ZARA, Fast Fashion.
Professor: Jaume Hugas

8. Operations Management in services

Business Process Management (BPM)
- Operations Management in service sector companies; introduction to BPM; process ownership.
Part 2: Company project follow-up
Professor: Miguel Ángel Heras

9. Process-based Management and reengineering

Part 1:Benchmarking. Re-engineering business processes. Value generation through BPM implementation. Team work: The road to BPM. Indicators and performance measurement systems.
Part 2: Case study on BPM in serivce sector companies.
Faculty: Miguel Ángel Heras

10. Indicators and performance measurement systems

Part 1: Indicators and performance measurement systems (cont.). The Balanced Scorecard. Strategy maps. Strategic and operational indicators. Indicator definition: the 14 fields. Implementing an indicator system.
Part 2: BPM case study

Relation between Activities and Contents

1 2 3 4 5 6 7 8 9 10
Participation in practical classes, completion of case studies and random tests                    
Final exam for the course                    
Company Project                    

Methodology

ASSESSMENT

ASSESSMENT BREAKDOWN

Description %
Participation in practical classes, completion of case studies and random tests 25
Final exam for the course 50
Company Project 25

Assessment criteria

Having focused the methodology of this course towards active student participation, ongoing assessment plays a significant role for both faculty and students. Consequently, students must prepare the case studies and readings prior to the sessions.

The assigned readings for each of the sessions should be read and analysed prior to the the sessions in question. The readings will be included in the final exam.

Students will not be able to retake any test or re-do any group presentation even if their non-attendance is due to professional commitments, as these tests are also used as a random measure to monitor attendance.

All the groups will post their case study reports in Moodle the day prior to the practical class.

To average the exam mark with the other course marks, students must obtain a mark of 5 or greater (out of 10) on the exam.

The mark on all group activities will be weighted by a peer evaluation. A negative peer evaluation will imply not passing the company project.

To pass this course, students must pass the final exam and the practical company project.

Bibliography

Basic bibliography:

Krajewski, Ritzman, Malhotra. "Operations Management. Procesess & Value Chains" Perason Prince Hall 2008

Bibliography or complementary material:

Supply Chain Managment
Schmichi-Levy; Kminsky; Schmichi-Levy: Designing & Managing the Supply Chain. Concepts, Strategies and Case Studies, McGraw Hill, Third Edition: 2009.

Chopra, Sunil; Meindl, Peter: Supply Chain Mangement. Strategy, Planning, and Operations. Pearson Fourth Edition 2010.

Gattorna John: Dynamic Supply Chains: Delivering Value Trough People. FT Prince Hall Harlow 2010

Christopher, Martin: Logistics & Supply Chain Management. creating value-adding networks (4th Edition). Pearson Educastion, FTPress Hardcover - 2005.

Lambert D.: Supply Chain Management: Processes, Partnerships, Performance, 2nd edition. Supply Chain Management Institute 2006.

Hau L. Lee and Chung-Yee Lee: Building Supply Chain Excellence in Emerging Economies. Operations Research, Management Science. Springer's International Series. 2007

Fung, Victor K., Fung, William K. and Wind, Yoram (Jerry): Competing in a Flat World, Building Enterprises for a Borderless World. Wharton School Publishing, Pearson Education 2008.

Martin, James: Lean Six Sigma for Supply Chain. McGraw Hill. 2007

Harrison A., Van Hoek, R.: Logistics Management and Strategy: Competing through the Supply Chain (4th Edition), Pearson Education Limited, 2011.

http://www.napm.org
http://www.supplychain.ittoolbox.com
http://www.cpfr.org
http://www.supply-chain.org
http://ocw.mit.edu/index.html
http://www.ascet.com
http://www.manufacturing.net/scm/
http://cio.com/research/scm/
http://www.sckc.info


Business Process Management

Hammer, M. (1996), Beyond Reengineering: How the process-centred organisation is changing our work and our lives. London: Harper Collins.

Hammer, M. y Stanton, S. (1999), How Process Enterprises Really Work, Harvard Business Review, November-December, pp 1110-1118.

Harmon, P. (2007), Business Process Change. A Guide for Business Managers and BPM and Six Sigma Professionals. San Francisco: Morgan Kaufmann Publishers.

Jeston, J. and Nelis, J. (2008), Business Process Management. A roadmap to sustainable Business Process Management, Oxford: Boutterworth-Heinemann.

Madison, D. (2005), Process Mapping, Process Improvement, and Process Management. Chico, California: Paton Press.

O'Connell, J., Pyke, J. and Whitehead, R. (2006), Mastering Your Organization's Processes. New York: Cambridge University Press.

Rumler, G. And Ramias, A. (2010), White Space Revisited. Creating Value Through Process. San Francisco: Jossey-Bass.

http://www.bain.com/management_tools/home.asp
http://www.brint.com/BPR.htm
http://www.benchnet.com/
http://www.apqc.org/
http://www.prosci.com/
http://www.hammerandco.com/

Timetable and sections

Group Teacher Department
Sec: A Jaume Hugas Sabater Operaciones, Innovación y Data Sciences
Sec: A Miguel Angel Heras Forcada Operaciones, Innovación y Data Sciences
Sec: A Enrique Herreiz Bordas Operaciones, Innovación y Data Sciences
Sec: A Carles Roig Navarro Operaciones, Innovación y Data Sciences

Timetable Sec: A

Group Teacher Department
Sec: B Jaume Hugas Sabater Operaciones, Innovación y Data Sciences
Sec: B Miguel Angel Heras Forcada Operaciones, Innovación y Data Sciences
Sec: B Enrique Herreiz Bordas Operaciones, Innovación y Data Sciences
Sec: B Carles Roig Navarro Operaciones, Innovación y Data Sciences

Timetable Sec: B

Group Teacher Department
Sec: C Jaume Hugas Sabater Operaciones, Innovación y Data Sciences
Sec: C Miguel Angel Heras Forcada Operaciones, Innovación y Data Sciences
Sec: C Enrique Herreiz Bordas Operaciones, Innovación y Data Sciences
Sec: C Carles Roig Navarro Operaciones, Innovación y Data Sciences

Timetable Sec: C