20 credits at level HE6
This module is designed to develop the learner’s knowledge and critical understanding of the importance of Strategic Operations Management within the business framework. This module will equip the student who is targeting or already in, a managerial role within business in understanding how the increasing range of operations management techniques and practices are applied strategically to gain competitive advantage.
The module will develop the learner’s ability to identify appropriate circumstances within organisations for the application of specific Operations management approaches. There will be coverage of manufacturing, service and administrative applications of Operations Management.
•Introduction and syllabus
Business Resources, definitions of OM, systems concepts. The origins of OM and future challenges.
•The Operations Mix & Strategic thinking & OM capability
Competitiveness, OM in manufacturing, service and administration. Universal principles of OM and Ethnic principles. Environmental perspectives. PEST analysis and case study analysis.
•Value Chain: strategic aspects, Productivity Raising Strategies
Business Process re-engineering, productivity measurement, work study.
•Product and Process design
Product life cycles, Research & Development strategy – affects upon OM. Value analysis and product Rejuvenation. Facilities & capacity planning: human resource issues. Demand management. Case Study analysis.
•Project management strategy
Critical Path Method. PERT for handling uncertainty. Decision making and control of time, cost and Quality.
•OM roles in Total Quality management systems, Corporate planning and policy making Quality assurance systems. Reliability and maintenance strategy. Logistics, supply chains and integrated Systems, investment, automation etc. Incentives and motivation. Standards for planning, costing and Control.
•Operations as a competitive weapon, future challenges for Operations Managers
The seven wastes. Lean and Agile manufacturing approaches. Concurrent engineering. Mass Customisation. Global perspectives of OM in service, administration and manufacturing.
The primary vehicle for student learning will be a combination of lectures and small group (10-15 students per group) tutorials. This will be supplemented by directed and undirected reading.
Students will develop there understanding of topics through realistic case studies. Some large case studies will develop several Operations Management concepts/techniques being used strategically.
Analyses of cases will assist the learners to understand how organisations use Operations management skills and techniques strategically. The readings and discussions will give students a foundation for understanding the application of various tools and techniques for determining suitable OM approaches to defined problems.
The assessments will enable students to refine their skills in communication.
NB Where this module is offered online (via BoltOnline) lectures and seminars delivered by Elluminate.
The learning hours for this module are made up of the following components:
• Lectures 28
• Seminars/tutorials 14
• Background reading 56
• Preparation for lectures/tutorials 32
• Written coursework and research 70
TOTAL 200 hours
when you have successfully completed this module you will:
to demonstrate that you have achieved the learning outcome you will:
|1.||Critically review Strategic Operations Management issues and practices within a range of businesses which covers manufacturing, service and administrative sectors||Select and evaluate relevant principles and practices suitable for application in a given business scenario. Conclusions will be supported by the citation of relevant source material and applications in “real-life” organisations|
|2.||Critically evaluate new Operations Management concepts, practices and techniques that develop globally to achieve organisational competitive advantage||Identify, analyse, and apply relevant Strategic Operations Management approaches to a given strategic situation and support the reasoning for the decision|
|3.||Critically evaluate the importance of a strategic approach to Operations Management in the drive to make manufacturing, service and administrative organisations more effective and competitively placed||
Identify and assess Operations Management concepts, philosophies and principles.
Explain the various approaches and techniques used strategically to attain objectives in Operations Management.
Evaluate alternative approaches and justify recommendations based on research evidence
|4.||Undertake research into the strategic aspects of Operations Management in manufacturing, service and administrative situations||Identify and retrieve relevant information from a range of sources with minimal assistance|
|5.||Critically analyse real-world business situations and provide strategic conclusions.
||Read and evaluate complex, technical material and summarise findings|
Your achievement of the learning outcomes for this module will be tested as follows:
|Description||2500 words essay||closed book examination|
Before taking this module you must have successfully completed the following:
You cannot take this module if you are taking or have taken:
Slack N, Chambers S & Johnston R (2001) Operations Management (3rd ed) Financial Times Prentice Hall.
Other highly recommended texts
Gaither N & Frazier G (1999) Production & Operations Management (8th ed) International Thomson Publishing.
Krajewski LJ & Ritzman LP (1999) Operations Management (5th ed) Addison-Wesley
Bicheno J & Elliott BBR (1997) Operations Management. Blackwell.
Morton TE (1999) Production Operations management. International Thompson publishing.
Chase RB, Aquilano NJ & Jacobs FR (1998) Production & Operations Management (8th ed) McGraw Hill
Slack N et al (1998) Operations Management. Pitman.
Stevenson WJ (1997) Production/Operations Management (5th ed) Irwin.
Muhlemann A, Oakland J & Lockyer K (1993) Production/Operations Management (6th ed) Pitman.
Lee SM & Schniederjans MJ (1994) Operations management. Houghton Mifflin
Dilworth JB (1993) Production & Operations Management. McGraw Hill.
Martinich JS (1997) Production & Operations management. Wiley.
|Host Subject Group:||Business|
|User Name||Date Accessed||Action|