Operations Management (19M40011)

General information

Type:	OB	Curs:	1	Period:	S semester
ECTS Credits:	4 ECTS

Teaching Staff:

Group	Teacher	Department	Language
Sec: A	Xavier Ferrás Hernández	Operaciones, Innovación y Data Sciences	ENG
Sec: A	Jaume Hugas Sabater	Operaciones, Innovación y Data Sciences	ENG
Sec: A	Miguel Angel Heras Forcada	Operaciones, Innovación y Data Sciences	ENG

Group	Teacher	Department	Language
Sec: B	Xavier Ferrás Hernández	Operaciones, Innovación y Data Sciences	ENG
Sec: B	Jaume Hugas Sabater	Operaciones, Innovación y Data Sciences	ENG
Sec: B	Miguel Angel Heras Forcada	Operaciones, Innovación y Data Sciences	ENG

Group	Teacher	Department	Language
Sec: C	Xavier Ferrás Hernández	Operaciones, Innovación y Data Sciences	ENG
Sec: C	Jaume Hugas Sabater	Operaciones, Innovación y Data Sciences	ENG
Sec: C	Miguel Angel Heras Forcada	Operaciones, Innovación y Data Sciences	ENG

The course is designed to deliver 9 sessions, with a total of 36 teaching hours, which incorporate 8 in-class simulation hours.
Students will need to prepare teamwork or individual assignments (with an average of 2 hours per session and student).
Finally, students must supperate a final exam.

Operations involve all the processes in a company for output and product delivery
(physical or intangible) to its customers. Every business manager is to some extent
linked to company operations. This link may be direct, as company operations manager,
or indirect, through any other leadership position that requires interaction with company
operations. Furthermore, in many cases the operational processes are responsible for
almost the entire added value of companies' products or services towards their
customers, since a company's competitiveness depends to a large extent on the efficient
and effective execution of precisely these processes.
The objective of the Operations Management course is to identify and analyze the key
factors in operations processes within a company and the impact these factors might
have on the mix between cost, quality and flexibility. We look at these factors both from
an operational day-to-day perspective as well as from a more strategic point of view.
In the last two sessions we will explore how to implement strategy by designing and
implementing a performance measurement system to ensure operational excellence.

At the end of the course students should be able to:
Relate Operations Strategy to the overall Business Strategy.
Understand the key aspects of a company's operating system and the different approaches to Operations Strategy, and its implications in the company structure, processes and principles.
Manage the key indicators of an operations process: lead time, cycle time, capacity, usage, bottlenecks. Lean Little's law and its link with inventory, cycle tyme and throughput.
Detect and manage constraints in a process.
Know the principles and tools of Lean Manufacturing and Total Quality Management
Understand the product's lifecycle and its implications in the generation of competitive advantages.
Know the foundations of Supply Chain Management
Understand the key metrics managing a complex Operations structure and measure them in any Operations environment.
Endow participants with the knowledge required to design a performance measurement system that allows them to implement strategy and align the organization's employees with said strategy.
Simulate the decision-making process within a management team to implement operational strategy, defining the strategic objectives and strategy map to determine the strategic indicators and projects.
Practice the analytical and decision-making process through case studies linked with Operations.

10. B2. Application of knowledge to achieve results

11. B3. Taking decisions / making judgments

18. T2. Teamwork and collaboration

14. G1. Strategic thinking, systemic thinking

15. G2. Autonomy, independence, initiative, pro-activeness

9. B1. Knowledge acquisition, comprehension and structuring

1. Session 1. What is Operations Management

2. Session 2. Managing Operations: Process Design and Analysis

3. Session 3. System Constraints

4. Session 4. Lean Manufacturing and the Toyota Production System (TPS)

5. Session 5. Supply Chain Management (1)

6. Session 6. Supply Chain Management (2)

7. Session 7. Implementing Strategy. Indicators and Performance Measurement Systems

8. Session 8. Choice of strategic objectives. Defining the strategy map. Strategic indicators. Choice of projects aligned with the strategy

9. Session 9. Choice of strategic objectives. Defining the strategy map. Strategic indicators. Choice of projects aligned with the strategy (II)

The methodology consists of simulations, lectures, videos, and the discussion of practical case studies and selected readings.
During the course, some complete business cases and some shorter others will be discussed. All cases must be read before class discussion and can be prepared within the group. Also, several individual assignments will be proposed during the course. They are intended to be solved individually. The goal being the self-assessment of the student progress during the course.
An on-line simulation to implement Operations decisions in a real life scenario will be performed by class groups and graded according to their performance.

- Slack, N., Johnston, R., Brandon-Jones, A. (2012). Operations and process management: principles and practice for strategic impact. Pearson Education.
- Krajewski, L. J., Ritzman L. P. and Malhotra, M. K. (2015). Operations Management: Processes and Supply Chains (13th edition), Prentice Hall.
- Johnston, R., Clark, G. (2012). Service operations management: improving service delivery. Pearson Education.
- Goldratt, E.M., Cox, J. (2004). The goal: a process of ongoing improvement. Great Barrington: North River Press.
- Simchi-Levi, D., Kaminsky, P., Simchi-Levi, E. (2009). Designing & Managing the Supply Chain. Concepts, Strategies and Case Studies. McGraw Hill, Third Edition.
- Anand, S. (2016). Execution Excellence. Making Strategy Work using the Balanced Scorecard. John Wiley & Sons.
- Parmenter, D. (2015), Key Performance Indicators. Developing, Implementing, and Using Winning KPIs. John Wiley & Sons, New Jersey.

Group	Teacher	Department
Sec: A	Xavier Ferrás Hernández	Operaciones, Innovación y Data Sciences
Sec: A	Jaume Hugas Sabater	Operaciones, Innovación y Data Sciences
Sec: A	Miguel Angel Heras Forcada	Operaciones, Innovación y Data Sciences

Group	Teacher	Department
Sec: B	Xavier Ferrás Hernández	Operaciones, Innovación y Data Sciences
Sec: B	Jaume Hugas Sabater	Operaciones, Innovación y Data Sciences
Sec: B	Miguel Angel Heras Forcada	Operaciones, Innovación y Data Sciences

Group	Teacher	Department
Sec: C	Xavier Ferrás Hernández	Operaciones, Innovación y Data Sciences
Sec: C	Jaume Hugas Sabater	Operaciones, Innovación y Data Sciences
Sec: C	Miguel Angel Heras Forcada	Operaciones, Innovación y Data Sciences