Postgraduate Business Programme

BSB20124-M: OPERATIONS MANAGEMENT 2009/2010

POSTGRADUATE BUSINESS PROGRAMME

BSB20124-M

OPERATIONS MANAGEMENT

2009

Module Handbook

Module Leader: Dr. Vassilis Gerogiannis, Assistant Professor, Department of Project Management, TEI of Larissa

(Tel: 30.2410.684585

Fax: 30.2410.684585

E-mail:

Lecturers: Dr. Vassilis Gerogiannis

Dr. Vasiliki Kazantzi, Assistant Professor, Department of Project Management, TEI of Larissa

(Tel: 30.2410.684585

E-mail: ,

TABLE OF CONTENT

Page

Module Outline 3

·  Indicative content

Learning strategies 4-5

Total learning time 5

Learning Outcomes 5-6

Method of Assessment 6

Reading Materials:

·  Essential Textbook/s 7

·  Other Recommended Textbooks 8

Weblinks 9

Academic Journal titles 9

Resources required 9

Lecture Outline: 10

Module Website 11

Additional Materials 12

MODULE OUTLINE

Indicative content

Operations Management and Operations Strategy consist of the disciplines which fill the void between 'Vision' and 'Execution' (it is what a company does). Slack et al (2007) argue that there are many ways to envisage operations in relation to business strategy: Strategy drives Operations, Operations supports Strategy (Hill, 2000), Operations drives Strategy (Wheelwright and Hayes, 1985).
The term “Operations” was also once only equated within the narrow definitions of manufacturing, but now everything has been reinvented - distribution, new product development, the supply chain (all in the field of operations). But is Marketing stuck in the past? (Elliot Ettenberg, 2001) - This module is deliberately designed to be contentious.
Management is usually debated in the context of large organisations, however, over 99.5% of all companies in the UK are classified as small and medium sized enterprises (SME's) , they account for 41% of GDP, over 58% of employment and 60% of exports (DTI, 2002, 2005). Analogous facts are true for many European countries and also for Greece. Evidence suggests that SME’s are an important source of innovation and employment creation (e.g. Arias-Aranda et al, 2001, Cohen, 1995). Therefore the module will pay particular attention to SME's, as well as the process of development of operations strategy in larger organisations.

Some of the following issues will be covered:

-  The basics of operations - 'the neo-classical view of the firm'

-  Process choice and typologies of operations - the myth of the product/service divide

-  The genealogy of operations from 'Mass Production' to 'Flexible Specialisation'

-  The significance of SME's and the way they operate

-  Views of operations and operations strategy: 'Bottom up', 'Top down', 'market requirements', 'capabilities and operations resources'. The ways SMEs view it.

-  Service delivery and culture in large and small organisations.

-  Content versus Process in Operations and Operations Strategy. The Hill perspective of Operations, business strategy and marketing.

-  Structural and infrastructural decision areas - 'order winners' and 'qualifiers'.

-  'Operational effectiveness' versus 'Strategy'

-  TQM, 'Lean', 'Agile' and other aspects of best practice.

-  'Value innovation' in operations.

-  Planning and control and the role of information systems in the field of operations management and strategy.

Learning strategies

These learning strategies will occupy your time:

The learning strategy for the full-time module requires students to commit 150 learning hours (including assessment), of which 36 hours will be class support and 114 hours will be independent and self-directed study.

There will be a mixture of activities including conventional lectures, case studies, videos, in-class group debates and discussions, individual and group problem solving outside class, directed reading and problem solving outside class and self-directed learning.

The direct contact hours (36) will consist of a combination of conventional lectures (approximately 60%) and participant-led tutorials (approximately 40%). The latter are assessed and have a 25% weighting (see assessment).

In particular, the delivery of the module will take various forms including:

·  Lectures that will be supported by case study discussions and in-class exercises (relevant cases studies and exercises will be utilised to develop further understanding and develop analytical and decision making skills)

·  Preparation in advance of class is mandatory, involving reading of prescribed materials (text or electronic materials and appropriate journal articles)

·  Undertaking appropriate research on operations management topics, as directed

·  Working independently on case studies and in-class exercises

·  Presentations (individual and/or group) on specific case studies and/or exercises as directed

Whilst the tutor will input some essential ideas on the main issues, students will be expected to carry out research and take part in group discussions to develop these ideas.

The independent learning hours (114) will be occupied with:

1. independent reading and additional research of change and service delivery systems in preparation for participant-led seminars (30 hours), as well as with

2. wider primary and secondary research in order to address the requirements of the main assignment and class tests (84 hours).

In order to do well in the module:

1. You have to read widely around the subject, be familiar with the theories and concepts and actively seek ways to apply them to your day-to-day living and working environments.

2. You should be thinking critically and creatively. Don’t take things as they are.

3. You will need to play an active part role in determining what to learn, how and how much to learn, whilst the role of your lecturer will be to facilitate your learning and perhaps bring your attention to certain issues that may not seem immediately significant (Zhuang, 2000).

À Total Learning Time

Contact Time: 60% lectures

40% tutorials

(student-centred seminars)

Learning Outcomes:

On completion, you should be able to demonstrate the following learning outcomes:

1. CRITICALLY EVALUATE THE NATURE AND ROLE OF OPERATIONS STRATEGY IN LARGE AND SMALL ENTERPRISES INCLUDING THE DEVELOPMENT OF UNIQUE ACTIVITY SYSTEMS / Analysis
Communication
Enquiry
Knowledge & Understanding
2. A SYSTEMATIC UNDERSTANDING OF EXTANT AND EMERGENT FRAMEWORKS OF OPERATIONS IN BOTH SERVICES ORIENTED AND MANUFACTURING ORGANISATIONS / Application
Knowledge & Understanding
Problem Solving
3. CRITICALLY ANALYSE THE RELATIONSHIPS BETWEEN SERVICE OPERATIONS, MARKETING, BUSINESS CULTURE AND BUSINESS PERFORMANCE IN SME'S COMPARED WITH LARGER ORGANISATIONS / Analysis
Communication
Learning
4. CRITICALLY APPRAISE THE ROLE OF SERVICE DELIVERY SYSTEMS IN THE CONTEXT OF FUNDAMENTAL STRATEGIES AND HOW THEY MAY BE 'OPERATIONALISED' IN ORGANISATIONS / Application
Knowledge & Understanding
Learning

Method of Assessment

You will be assessed by the following:

A Group PRESENTATION weighted at 25%, and a 2-hour partially seen EXAM weighted at 75%.

In particular,

·  the Group Presentation, weighted at 25%, will assess learning outcomes 1, 3 and 4.

·  the 2-hour Examination, weighted at 75%, will assess learning outcomes 1, 2, 3 and 4.

The examination for this module will be divided into 2 parts:

Part A) comprises 10 'short questions' to test knowledge and understanding. Each question will have a maximum value of 5% points and all questions ought to be attempted. The maximum assessment value for part A will be 50% points.

Part B) is the Analysis Part, which comprise of 'seen stimulus material' (e.g. case study, academic paper) and 'unseen questions' which require in - depth analysis. Candidates will be required to answer one question from a choice of four or five. The maximum grade for this section of the paper will be 50% points.

The main rubrics for the examination component of the assessment will be as follows:

·  2 hour closed book examination (see above)

·  Students may bring notes into the examination room not exceeding one side of A4 paper or 600 words. This is not an 'open book' examination.

·  If a case study or academic publication is used in Part B of the examination, students will be supplied with a new copy of the 'stimulus material'. They may not bring annotated versions of the 'stimulus material' into the examination room.

Pass criteria:

The student should demonstrate a good understanding of subject knowledge and understanding of appropriate concepts and contemporary issues. These issues are highlighted, analysed and evaluated and focus of the question is clearly understood. The structure is appropriate and demonstrates elements of critical thinking. Evidence of research ability and an appropriate standard of presentation for masters level reporting.

Distinction criteria:

Provides evidence of extensive subject knowledge and understanding of appropriate contemporary issues. These issues are addressed and focus of the question is clearly understood. Ability to present competing perspectives to support points being made is apparent. The structure is clear and the subject matter is communicated articulately and coherently. The student will demonstrate an ability to deploy relevant theory, concepts, knowledge and, where necessary, mastery of appropriate skills. Key concepts are presented confidently. Evidence of a wide range of research material and high level of presentation showing style and standard of referencing expected at masters level.

Assessment Feedback

After your exams and/or assignment have been marked, a written feedback form will be distributed that will highlight and identify the main strengths and weaknesses displayed in the answers provided. If you wish to receive individual feedback on your script and/or assignment, you should contact the lecturers concerned and arrange a mutually convenient time when your script and/or assignment can be discussed. Marks will be given back within five-six weeks of your taking the exam and/or submitting your assignment. These marks will be provisional, since all marks have to be approved and agreed with external examiners.

Essential Reading Materials

Essential Texts

Authors / Title / ISBN
Slack, N., Chambers, S. and Johnston, R. / Operations Management (2007), 5th edition, Prentice Hall / 0273708473
Slack, N. and Lewis, M. / Operations Strategy (2002), Financial Times Prentice Hall / 9780273637813

Other Recommended Texts

Author/s / Title / ISBN
Heizer, J.H., and Render, B. / Operations Management (2008), 9th edition, Prentice Hall / 9780132342711
Johnston, R., Chambers, S., Harland, C., Harrison, A. Slack, N. / Cases in Operations Management (1997), 2nd edition, FT Prentice Hall / 027362496-2
Lysons, K. and Farringhton, B. / Purchasing and Supply Chain
Management (2006), 7th edition, FT Prentice Hall / 0273694383
Reid, R.D. and Sanders, N.R. / Operations Management, an Integrated Approach (2007), 3rd edition, FT Prentice Hall / 9780471794486
Stephenson, W.J. / Operations Management (2005), 8th edition, McGraw-Hill / 0072869089
Chase, R.B., Jacobs, F.R., and Aquilano, N.J. / Operations Management for competitive advantage (2006), 12th edition, McGraw-Hill / 0071115536
Barnes, D. / Operations Management, an international perspective (2008), Thomson / 9781844805341
Hill, T. / Operations Management (2005), 2nd edition, Macmillan Business / 1403934665
Johnston, R. & Clark, G. / Service Operations Management (2001), FT Prentice Hall / 0273639226

: Computer Software:

: Weblinks:

Operations management articles, publications, reports and some institutes available electronically on the web

Module Website / http://e-class.teilar.gr/courses/PBS105/
Staffordshire University Module Descriptor / http://www.staffs.ac.uk/current/student/modules/showmodule.php?code=BSB20124-M
University Library’s Online resources / http://hermes.lib.teilar.gr/
The INFORMS OR/MS resources page / http://www2.informs.org/Resources/
The Association for Operations Management / http://www.apics.org/default.htm
Production and Operations Management Society (POMS) / http://www.poms.org/
The Institute of Operations Management / http://www.iomnet.org.uk/
Free Management Library / http://managementhelp.org/ops_mgnt/ops_mgnt.htm
Operations Management Center / http://www.mhhe.com/omc/index.html
Emerald Library – electronic articles / www.emerald-library.com
Harvard Business Review / www.hbsp.harvard.edu
Library of Theses and Dissertations titles / http://thumper.vtls.com:6080/visualizer/
Research Methods Tutorials / http://www.socialresearchmethods.net/tutorial/tutorial.htm
Databases produced or hosted by the National Documentation Centre of Greece (EKT) / http://argo.ekt.gr/opac2/zConnectENU.html
A portal to Research Methods resources / http://bubl.ac.uk/LINK/r/researchmethods.htm

Journals

Management and Business Journals (some of the following titles are available in the library of the Technological Education Institute or you may also be able to access them electronically via the University Library’s Online resources (http://hermes.lib.teilar.gr/)):

·  International journal of operations and production management

·  International journal of advanced operations management

·  Journal of operations management

·  International journal of project management

·  Operations management

·  Manufacturing & service operations management

·  International journal of production economics

·  Knowledge and process management

·  Production and operations management

·  Project management journal

·  Total quality management

·  Total quality management & business excellence

·  International journal of operations and quantitative management

·  Operations management review (OM review)

·  Journal of manufacturing and operations management

Resources required:

You will need access to these resources:

1. Appropriate texts and business journals and the :internet.

2. Access to : and other electronic and library sources.

LECTURE OUTLINE

Session / Indicative Module Topic/s
1 / INTRODUCTION TO OPERATIONS MANAGEMENT
·  What is Operations Management
·  Effective Operations Management / Competitiveness
·  The Activities of Operations Management
·  The Model of Operations Management
·  The Strategic Role and Objectives of Operations Management
2 / OPERATIONS STRATEGY
·  What is Strategy
·  The Content of Operations Strategy
·  The Process of Operations Strategy
3 / PROCESS DESIGN
·  Process Types
·  Design and Designing Processes
·  Design Stages: Conceptual Design/ Preliminary Design / Design evaluation and improvement / Final Design
DESIGN OF PRODUCTS AND SERVICES
·  Designing Products
·  Designing Services
4 / SUPPLY NETWORK DESIGN
·  The Supply Network Perspective
·  Configuring the Supply Network
·  The Location of Capacity
5 / FORECASTING
·  Approaches & Techniques – Case studies in Operations Management problems
6 / PLANNING AND CONTROL
·  Inventory Planning and Control, Enterprise Resource Planning (ERP)
7 / PLANNING AND CONTROL
·  Supply Chain Management
8 / OPERATIONS SCHEDULING
·  Scheduling techniques
·  Resource assignment problems
9 / LEAN OPERATIONS AND JUST IN TIME
·  The Lean Concept
·  Just In Time Philosophy
·  JIT Techniques
·  JIT and MRP
10 / QUALITY MANAGEMENT
·  Quality and Importance
·  Quality Management
·  Process Improvement
·  Total Quality Management (TQM)
11 / PROJECT MANAGEMENT
·  What is a Project
·  Project Planning and Control
·  Project Management/Scheduling Techniques
·  Computer-assisted Project Management
12 / SUPPORTING DECISIONS IN OPERATIONS MANAGEMENT
·  Multi-criteria decision problems in Operations Management
·  Representative Multi-Criteria Decision Analysis Techniques

Module Website: