COURSE CONTRIBUTION TO PROGRAM
Introduction to the course
The term, Operations, has spread worldwide as the name for the function that produces goods and services. ¿Operations¿ includes all the activities required to create and deliver said products and services, from purchasing supplies to distribution. How the different activities are organised determines the different company processes. Amongst all the different corporate areas, Operations is the one that employs the most amount of people and the area primarily in charge of the quality of the goods and services the company sells. At the same time, Operations is increasingly seen as a source of competitive advantage. Correctly managing it is fundamental to make business strategy a reality. Without Operations' contribution, the strategy would run the risk of becoming a mere theoretical exercise.
An excellent company is one that stands out for its performance compared to other firms in its industry. Operational excellence is executing the business strategy more consistently and reliably and with better results than the competition. This can be achieve by designing and implementing excellent processes and their ongoing improvement later on.
This course will explore the infrastructural elements, also known as software elements, of Operations strategy, including innovation, planning, quality management, total quality and environmental quality. At the same time, we will examine process improvements via the Lean and Six Sigma focuses.
This course contributes to the programme by helping students to:
1. Develop a basic language related to the corporate world through an in-depth knowledge of the fundamental Operations Management tools and concepts.
2. Develop the necessary skills to gain a holistic and global view of organisations and the environments in which they operate, well beyond corporate functional areas. To achieve this, the course aims to demonstrate the points of convergence between different functional areas, especially Marketing, Finance and Design.
3. Demonstrate rigour, a critical spirit and creativity when applying their knowledge and the skills developed to different areas of professional practice. For this, the course encourages the critical analysis of selected readings and active participation when analysing case studies.
4. Be capable of contributing from the functional area to the company¿s global strategy, all through an international view of the firm. For this the course defines the Operations strategy based on the competitive strategy, a focus students have to adopt when resolving case studies.
FACULTY
Miguel Ángel Heras (miguelangel.heras@esade.edu )
He holds a PhD in Business Administration (Universitat Ramon Llull), an MBA (ESADE) and an undergraduate degree in Industrial Engineering (Universidad Politécnica de Barcelona). He is an Associate Professor in the ESADE Department of Operations, Innovation and Data Sciences.
Professor Heras has also held various executive positions in Philips Group companies, ranging from production, logistics, organisation and IT areas, in different EU countries. He was also the Director of the senior management consulting firm, Roland Berger, as well as an Esprit International Research Project analysing balanced scorecards in 200 Spanish companies.
Professor Heras has designed and teaches the ¿Implementing Strategy: Maps and Indicators¿ subject for the EMBA programme as well as the "Implementing Strategy: Processes and Indicators¿ class for the BBA, the "Implementing Corporate and Innovation Strategies¿ course for the MI&E and MIM programmes and the "Service Operations¿ component in the Operations Management III subject in the BBA and double-degree programmes. He also participates in the ¿Operations¿ class in the FT MBA. In addition, he is a professor in ESADE¿s Advanced Management Programme and corporate master¿s programmes for companies such as PwC and Allianz and the Corporate Master of Business Administration programme, both offered by ESADE Executive Education.
His PhD thesis was entitled "Quality and Indicators. A Contribution to Indicator System Implementation." He has also authored numerous articles and presentations on process-based management and indicator systems.
He also serves as a senior-management consultant on strategy design and implementation through performance measurement systems and process-based management. He is the author of a process-based indicator system implementation model. His areas of interest also include applying the Design Thinking methodology to resolve complex business problems.
Course Learning Objectives
- Understand the Operations function as the area of an organisation that transforms certain inputs into the desired outputs (goods and services), thereby generating value for the end client.
- Define the Operations strategy based on the company's competitive strategy.
- Understand the current focus of Operations Management, which encompasses new product and process development, planning, production and quality.
- Evaluate how Operations can generate value in industrial and service companies (through greater efficiency, quality and product and service innovation).
- See the points that Operations Management shares with other areas of the company.
- Apply the quality and process control concepts (through a simulation) as well as the total quality and business excellence concepts.
- Understand why environmental pressures have introduced sustainability concerns within firms and require them to develop appropriate strategies.
- Understand how sustainability strategies in companies imply adapting management systems and influence product and service design as well as technological innovation processes.
- Use the Lean Process Improvement techniques in manufacturing and service companies.
CONTENT
1. Operations strategy within the general corporate strategy framework. Globalising Operations. |
2. Innovation management and Design Thinking. New product and service development. |
3. Planning in industrial and service companies. Industry 4.0. |
4. Quality, quality management and total quality. Environmental management. |
5. Lean Manufacturing and Lean Services |
Relation between Activities and Contents
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| Participation in participatory sessions and debates |
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| Case study reports and random tests |
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Methodology
The following will be used to develop the competencies and acheive the learning objectives defined above:
- Lecture classes and participatory sessions.
- Case study analyses and discussions: The case study method is one of the most effective pedagogical tools to develop students' analytical and decision-making skills since all students are actively involved in preparing the case study conclusions.
- Select exercises and a simulation on process quality control.
- Reading and critical analysis of selected articles: Students are required to read specific articles prior to each class in order to ensure quality discussions in class.
Bibliography
Short bibliography:
Krajewski, L., Ritzman, L., Malhotra, M., (2012). Operations Management: Process and Supply Chains. Pearson. 10th Edition.
Heizer, J.and Render, B., (2014).Operations Management. Sustainability and Supply Chain Management. Pearson. 11th Edition.
