Collaborative Innovation (2235.YR.014153.1)

General information

Type:	OPT	Curs:	1,2,3,4	Period:	S semester
ECTS Credits:	2 ECTS

Teaching Staff:

Group	Teacher	Department	Language
Year 1	Stefan Markovic Markovic	Marketing	ENG

Group	Teacher	Department	Language
Year 2	Stefan Markovic Markovic	Marketing	ENG

Group	Teacher	Department	Language
Year 3	Stefan Markovic Markovic	Marketing	ENG

Group	Teacher	Department	Language
Year 4	Stefan Markovic Markovic	Marketing	ENG

Workload distribution:
Lectures: 20 hours
Participatory sessions: 6 hours
Simulation: 2 hours
Independent study: 35 hours
Tutorials / feedback: 10 hours

The term "operations? is widely used around the world to describe the corporate function that produces goods and services. Operations encompasses all those activities needed to create and deliver a given product or service - from sourcing to distribution. How companies group these different activities defines their different processes. The fundamental object of operations is the study of processes. The definition of these processes is the basis of its future digitization.

Among the various areas within companies, operations requires the largest number of personnel and assets. Operations is also the area mainly responsible for the quality of what a company sells. Operational innovation offers a meaningful and sustainable way to get ahead - and stay ahead - of the pack.

Consequently, many increasingly see operations as a mean to gain competitive advantage. Correctly managing operations is key to making company strategy a reality. Without considering the contribution of operations, any attempt to define corporate strategy runs the risk of becoming a mere theoretical exercise.

An excellent company is one that stands out in its sector by performing better than competitors. Operational Excellence is the implementation of corporate strategy in a way that is more reliable and consistent than the competition. This is achieved through the design and implementation of excellent processes and their continuous improvement. Operational excellence is evidenced by company results

The course will develop the foundations of Operational Excellence that coincide with infrastructural elements - also called Software - of Operations Strategy. These are Innovation, Enterprise Resource Planning (ERP), Industry 4.0 & Digitalization, Quality Management, and Environmental Quality. Additionally we will work on Processes improvement through the Lean and Six Sigma approaches.

The Covid -19 Pandemic and the Russia-Ukraine war have increased the importance of Operations for companies and for society in general while introducing important changes in their management. Thus, it has forced the redesign of Supply Chain processes seeking to minimize risk, a review of "Make or Buy" decisions, an enhancement of digitization in service and industrial operations, etc. As stated by the CEO of the biotechnology company Moderna, manufacturer of a vaccine against Covid-19, Stéphane Bancel "Manufacturing was also a key enabler. If you have great science but cannot make a product, there's no business."

This course contributes to the BBA program by enabling students to:

1. Develop a basic language related to the world of business, providing them with an in-depth knowledge of fundamental operations management tools and concepts.

2. Develop the skills needed to have a holistic and general view of organizations and the environments in which they operate, beyond just the functional aspects. For this, the course aims to demonstrate the points where various corporate functional areas (especially, finance, marketing, and human resources) converge and interact.

3. Demonstrate rigor, a critical spirit, and creativity when applying the knowledge and skills acquired to their own professional areas of responsibilities. To achieve this, the course encourages critical reflection and analysis of the readings and active participation in case study discussions.

4. Contribute from the functional area to a company's global strategy by applying an international perspective. For this, the course defines operations strategy based on competitive strategy. Students adopt this focus when resolving case studies.


FACULTY
Juan Ignacio Moreu is Master of Business Administration for ESADE and a Bachelor in History for the University of Barcelona.

He has been Professor of the Operations, Innovation & Data Sciences Department for 22 years and during five collaborated in the Finance Department.

Currently, he is the Managing Director of the Official College of Jewelers, Goldsmiths, Watchmakers, and Gemologist of Catalonia. He has held different positions in marketing direction in FMCG multinationals as Wrigley Co (confectionery industry) and Ralston Purina (pet foods). He also has experience in marketing of services, as Marketing Director of the Catalan Tourist Board.

He was a consultant in the firm Roland Berger, and previously he worked in the British investment bank Granville Iberia.

Upon completing this course, students will:

- Understand the operations function as the organizational area that transforms a series of given inputs into desired outputs (goods and services) that provide value to the end client.

- Analyze the changes in the Operations Management caused by the impact of the Covid-19 Pandemic and the Russia-Ukraine war.

- Define a company's operations strategy based on its competitive strategy

- Be familiar with the current operations management focus that includes developing new products and processes, planning, production, and quality management.

- Understand the concepts of Industry 4.0 and Digital Transformation.

- Assess how operations can generate value in industrial and service firms by achieving greater efficiency, quality, and product/service innovations.

- Understand where operations management converges with other corporate areas.

- Apply quality and process control concepts (using a simulator) as well as total quality and business excellence concepts.

- Understand why environmental pressures have led to the introduction of sustainability concerns within firms and require the latter to develop appropriate strategies.

- Understand how corporate sustainability strategies imply adapting company management systems and influence the design of new products and services - as well as technological innovation processes.

- Study Process Improvement using lean and Six Sigma approaches.

1. Operations strategy within the general corporate strategy framework. Globalizing Operations. Impact of general crisis in the globalization of operations ¿ The fundamental purpose of Operations: Processes. ¿ Operations strategy as a means to support corporate strategy and its relationship with other functional strategies. ¿ The structural (`hardware¿) and infrastructural (`software¿) elements of operations strategy. ¿ The globalization of operations. Impact of Covid-19 and Russia-Ukraine war.

2. Innovation management and Design Thinking. New product development. ¿ Definition of innovation. Types of innovation. ¿ Introduction to Design Thinking. ¿ Developing new products: bill of materials and product structures. ¿ Simultaneous Engineering: The example of Moderna's vaccine development.

3. Planning in industrial companies. Industry 4.0. ¿ The Reorder Point and Economic Order Quantity (EOQ). ¿ The Sales Plan, Production Plan, and Master Production Schedule. ¿ From MRP to ERP. ¿ Industry 4.0. Digitization of operations.

4. Quality, quality management and total quality. Environmental management. ¿ Planning, control, and quality improvements. ¿ Quality costs. ¿ Statistical process control (SPC) and Six Sigma. ¿ The ISO 9001: 2015 standard. ¿ From total quality to business excellence. ¿ Clean production and Environmental Innovation

5. Lean Manufacturing and Lean Services ¿ Just in Time. Supporting approaches of JIT ¿ Lean: concept. The eight types of `waste¿ and 5S. ¿ Process Improvement through Lean. The 5Ss.

The methodology includes:

a) Master classes - theory sessions.

b) Case study analyses and discussions. The case study method is one of the most effective teaching tools for developing analytical and decision-making skills as it requires participants to take active part in determining the conclusions.

For the case studies and related exercises, students should bear in mind the following:

- Each group must upload their responses to the assigned questions via the Moodle platform.
- These case study reports must be in PowerPoint format. There is no slide limit in the reports. However, it must be assumed that they are addressed to the case company's management team.
- Groups must send their reports 24hours in advance of the class discussion session. The system will not allow students to send their presentations after this deadline.
- Faculty may ask a random member of each team to explain his/her group's slides.

c) Carry out diverse exercises, as well as a simulation on process quality control.

d) Read and analyze the assigned articles. Students are required to read these texts prior to each session to ensure quality class discussions.

Students are expected to actively participate in class discussions. They will be marked on the quality and relevance of their contributions and well-reasoned questions and answers.

Previous preparation before class is very important, following the guidelines that will be given during the course.

ASSESSMENT BREAKDOWN

Short bibliography:

Krajewski, L., Ritzman, L., Malhotra, M., (2018). Operations Management: Process and Supply Chains. Pearson. 12th Edition.
Heizer, J.and Render, B., (2018).Operations Management. Sustainability and Supply Chain Management. Pearson 12th Edition.

Group	Teacher	Department
Year 1	Stefan Markovic Markovic	Marketing

Group	Teacher	Department
Year 2	Stefan Markovic Markovic	Marketing

Group	Teacher	Department
Year 3	Stefan Markovic Markovic	Marketing

Group	Teacher	Department
Year 4	Stefan Markovic Markovic	Marketing