Competing from Operations

Group	Teacher	Department	Language
Year 3	Carles Roig Navarro	Operaciones, Innovación y Data Sciences	CAT, ESP
Year 3	Enrique Herreiz Bordas	Operaciones, Innovación y Data Sciences	CAT, ESP

Course Learning Objectives

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

1. Create the context to interpret 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.

2. Analyse the importance of supply chain design in terms of demand management and the creation of operational response mechanisms. Students should also be familiar with Supply Chain Management (SCM) trends and their organisational impact.

3. Understand the most important issues executives in this field have to face and introduce them to the tools and methods to resolve said issues.

4. Study the implementation process through practical case studies.

5. Become familiar with management competencies in the so-called Industry 4.0 area.

6. Develop Operations Management in service firms, bearing in mind transactional versus experiential services, service quality assessment, the Servqual model and service globalisation.

7. Study the different elements comprising the Business Process Management and Process Reengineering concepts.

8. Analyse how indicator or performance measurement systems can make the company's strategy a reality at all levels of the organisation and how to overcome the resistance to change their implementation can imply.

9. Study the Service Recovery and Customer Relationship Management (CRM) concepts.

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

CONTENT

1. Introduction. From operational excellence to new business models. Wrap-up of Operations Management I and II Analysis of operational models and sources of complexity in management. Benihana of Tokyo case study. Professor: Carlos Roig
2. Preparing the organisation to design and manage the value chain from Operations Leadership, organisation and management control systems in Supply Chain Management (SCM). Professor: Carlos Roig
3. Supply Chain Management (SCM). Supply chain programme design (I) Managing demand. Demand planning or management. Service and cost policies. Tools to develop SCM programmes (II). Zappos (part 1) case study. Professor: Carlos Roig
4. Supply Chain Management (SCM). Supply chain programme design (II) Creating operational responses. Response design. End-to-end design. Management control system. Zappos (part 2) case study Faculty: Carlos Roig
5. Industry 4.0 trends Competency development within management to compete in digital settings. Professor: Carlos Roig
6. Operations Management in service companies Service company traits. Co-production concept. Servitisation. Shouldice Hospital case study. Professor: Miguel Ángel Heras
7. Business Process Management (BPM) Reducing costs and increasing flexibility through Business Process Management. The process owner concept and responsibilities. The four stages in the process to achieve BPM. BPM implementation: High-level process map. Zara Stores case study. Professors: Miguel Ángel Heras and Jaume Hugas
8. Indicators and performance measurement systems Strategic and operational indicators. Defining indicators: the 14 fields. Implementing an indicator system. The Balanced Scorecard. Strategy maps. Citibank case study. Professor: Miguel Ángel Heras
9. BPM and process reengineering Benchmarking. Re-engineering business processes. Value generation through BPM implementation. Team work: The road to BPM. Indicators and performance measurement systems. Zara Stores case study. Professor: Miguel Ángel Heras
10. Customer Relationship Management (CRM) Service recovery. Complaint management. CRM. Ritz Carlton case study. Professor: Miguel Ángel Heras

1. Introduction. From operational excellence to new business models. Wrap-up of Operations Management I and II

Analysis of operational models and sources of complexity in management.
Benihana of Tokyo case study.
Professor: Carlos Roig

2. Preparing the organisation to design and manage the value chain from Operations

Leadership, organisation and management control systems in Supply Chain Management (SCM).
Professor: Carlos Roig

3. Supply Chain Management (SCM). Supply chain programme design (I)

Managing demand. Demand planning or management. Service and cost policies. Tools to develop SCM programmes (II).
Zappos (part 1) case study.
Professor: Carlos Roig

4. Supply Chain Management (SCM). Supply chain programme design (II)

Creating operational responses. Response design. End-to-end design. Management control system.
Zappos (part 2) case study
Faculty: Carlos Roig

5. Industry 4.0 trends

Competency development within management to compete in digital settings.
Professor: Carlos Roig

6. Operations Management in service companies

Service company traits. Co-production concept. Servitisation.
Shouldice Hospital case study.
Professor: Miguel Ángel Heras

7. Business Process Management (BPM)

Reducing costs and increasing flexibility through Business Process Management. The process owner concept and responsibilities. The four stages in the process to achieve BPM. BPM implementation: High-level process map.
Zara Stores case study.
Professors: Miguel Ángel Heras and Jaume Hugas

8. Indicators and performance measurement systems

Strategic and operational indicators. Defining indicators: the 14 fields. Implementing an indicator system. The Balanced Scorecard. Strategy maps.
Citibank case study.
Professor: Miguel Ángel Heras

9. BPM and process reengineering

Benchmarking. Re-engineering business processes. Value generation through BPM implementation.
Team work: The road to BPM. Indicators and performance measurement systems.
Zara Stores case study.
Professor: Miguel Ángel Heras

10. Customer Relationship Management (CRM)

Service recovery. Complaint management. CRM.
Ritz Carlton case study.
Professor: Miguel Ángel Heras

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

Methodology

The methodology applied in this subject focuses on active student participation. It combines lectures on the course topics and case study discussions (which require working in groups) and critical analyses of the selected readings.

Through this subject, students will learn to:

- Work in teams, collaborating actively and mutually with other group members to achieve the agreed-on objectives.

- Examine and apply the knowledge acquired in the theoretical sessions to the participatory/practical sessions (case studies).

- Succinctly summarise their proposals and analyses and communicate these through presentations adapted to either their objectives or the target audience traits.

Description	%
Participation in practical classes, completion of case studies and random tests	40
Final exam for the course	60

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 have to 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 session.

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 peer evaluations. A negative peer evaluation will imply not passing the company project.

To pass this course, students must pass the final exam.

Bibliography

Basic bibliography:

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

Bibliography or complementary material:

Supply Chain Managment

Evaluación
Contenidos (info pública)
Actividades (info pública)

Traducciones
Idioma original: Castellano

Idioma traducción: Inglés
Descripción
Distribución de la carga de trabajo:

Horas clase expositiva: 22,5
Horas clase participativa: 7,5

Distribución aproximada del tiempo de estudio individual:
- Prep. de casos: 12,5 h
- Estudio: 22,5 h

Objetivos de aprendizaje de la asignatura (info pública)
Al finalizar este curso, los estudiantes deberán ser capaces de:

1. Crear el contexto para interpretar una estrategia de operaciones en el marco de una estrategia corporativa global, tanto en empresas industriales como en empresas del sector de servicios. En otras palabras, los estudiantes deberán entender y ser capaces de aplicar las técnicas de dirección por procesos y de crear valor para las empresas.

2. Analizar la importancia del diseño de la cadena de suministro en términos de gestión de la demanda y en la construcción de mecanismos de respuesta operativos. Deberán estar familiarizados, asimismo, con las tendencias en la gestión de la cadena de suministro y sus impactos en la organización.

3. Entender las cuestiones más importantes a las que se enfrentan los ejecutivos que trabajan en esta área. Introducción a las herramientas y los métodos para resolver estas cuestiones.

4. Estudiar el proceso de implementación a través de estudios de casos prácticos.

5.Familiarizarse con las competencias de gestión en lo que se
denomina Industria 4.0

6. Desarrollar la Dirección de Operaciones en empresas de servicios, Servicios Transaccionales versus Servicios Experienciales, la evaluación de la Calidad de Servicio, el Modelo Servqual y la globalización de los servicios.

7. Estudiar los diferentes elementos que forman la Dirección por Procesos, y la Reingeniería de Procesos.

8. Analizar cómo los sistemas de indicadore hacen realidad la estrategia de la empresa a todos los niveles de la organización, y la forma de superar la resistencia al cambio que puede conllevar su puesta en funcionamiento.

9. Estudiar el concepto de Recuperación del Servicio y el Proceso de Customer Relationship Management, CRM.

Prerrequisitos (info pública)
Para realizar la asignatura Dirección de Operaciones III es necesario haber cursado las asignaturas de Dirección de Operaciones I y II

Bibliografía (info pública)
Bibliografía básica:

Krajewski, Ritzman, Malhotra. "Operations Management. Procesess & Value Chains" Perason Prince Hall 2016

Bibliografía o material complementario:

Supply Chain Management
Schmichi-Levy; Kminsky; Schmichi-Levy : Designing & Managing the Supply Chain. Concepts, Strategies and Case Studies. Mc Graw Hill 2012.

Chopra, Sunil; Meindl, Peter: Supply Chain Management. Strategy, Planning, and Operations. Pearson 2017.

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

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

World. Wharton School Publishing, Pearson Education 2008.

Martin, James: Lean Six Sigma for Supply Chain. Mc Graw 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/

Type:	OBL	Curs:	3	Period:	S semester
ECTS Credits:	3 ECTS

Competing from Operations (2215.YR.001273.2)

General information

Type:

Curs:

Period:

ECTS Credits:

Teaching Staff:

Prerequisites

Workload distribution

COURSE CONTRIBUTION TO PROGRAM