Universidad Pública de Navarra - Nafarroako Univertsitate Publikoa
Public University of Navarre
| Course code: 71833 | Subject title: Economics of Operation Management | ||||
| Credits: 3 | Type of subject: Mandatory | Year: 1 | Period: 2º S | ||
| Department: Business Administration | |||||
| Lecturers: | |||||
| BELLO PINTADO, ALEJANDRO FEDERICO (Resp) [Mentoring ] | |||||
Contents
1.- Introduction and Objectives
The objective of this course is to introduce students to concepts and techniques related to the design, planning, control, and improvement of manufacturing and service operations. The course provides a theoretical and empirical overview of the economics of operations management with a holistic view of operations where we stress the coordination of product development, process management, and supply chain management.
As the course progresses, we will investigate various aspects of each of these three tiers of operations in detail. We will cover topics in the areas of process analysis, production scheduling, quality improvement and supply chain management.
2.-Methods of teaching and course activities
To pursue the course objective most effectively, students will have to:
- Study the assigned reading materials.
- Prepare and discuss cases, readings, and exercises in class.
- Prepare for presentation and discussion 5 topics in OM.
3.-Course outline
► 1. Review of Operations Management
What Is Operations Management? . Organizing to Produce Goods and Services. The Supply Chain. What Operations Managers Do?. A Global View of Operations. Achieving Competitive Advantage Through Operations.
CurrentTopics: Production Systems: Strategic manufacturing effectiveness based on Hayes and Wheelwright´s model under review.
► 2. Quality Management
Quality and Strategy. Defining Quality. Total Quality Management. Tools of TQM, Statistical Process Control. Process Capability.
Current Topics: Internalization of quality.
► 3. Long and Medium Run Planning in Operations
Localization Strategies; Capacity Administration; Agregated Planification and SOP.
Current Topics: Clustering of Companies. ERP-SAP.
► 4. Project Management
The Importance of Project Management. Project Planning. Project Scheduling. Project Controlling
► 5. Lean Production
Just-in-Time (JIT). Toyota Production System (TPS). Lean Operations
Current Topics: Advanced Manufacturing Technologies. Green Purchasing. Flexibility.
► 6. Supply Chain Management
The Supply Chain’s Strategic Importance. Sourcing Issues: Make-or-Buy vs. Outsourcing. Six Sourcing Strategies. Supply Chain Risk. Managing the Integrated Supply Chain. Building the Supply Base
Current Topics: Suply Chain Integration. Supply Chain Integration and Open Innovation.
Descriptors
Strategic Decisiones in Operations; Quality Management; Supply chain Management; Proyect Management.
General proficiencies
GT1 Communicate the results of a research using different means and to different audiences.
GT2 Dominate the technical tools to develop applied studies.
GT3 Identify the relevant information sources and their contents for a a future explotation.
GT4 Develop an ethical, social and environmental commitment.
GT5 Capacity to work in multidisciplinary and international teams.
GT6 Develop a critical and developmental way of thinking when confronted with their work as well as with the work of others.
GT7 Hability to motivate the analyses, interpret the resullts and present them in clear and concise way.
GT8 Leadership and decision capacity.
Specific proficiencies
CE05 - To analyze the structure and evolution of product and factor markets and the optimal behavior of the firm in these markets.
CE06 - To analyze real cases from a theoretical perspective with the aim of obtaining a better understanding of organizations.
CE11 - To distinguish the characteristics and relationships among the different variables that determine firm strategy.
CE19 - To obtains valid conclusions for real firms from the analysis of cases.
Learning outcomes
CE5.2- Assess the adaptation and optimal behavior of the firms in these markets.
CE6.1- Study the competitive behavior of the firm in different contexts.
CE11.1- Deeper understanding of the variables that determine the competitive strategy of the firm.
CE19.1- Define firm policies aimed at improving the firm's competitive advantage.
Methodology
|
Metodología - Actividad |
Horas Presenciales |
Horas no presenciales |
|
A-1 Clases expositivas/participativas |
12 |
|
|
A-2 Prácticas |
06 |
06 |
|
A-3 Debates, puestas en común, tutoría grupos |
06 |
|
|
A-4 Elaboración de trabajo |
12 | |
|
A-5 Lecturas de material |
12 |
|
|
A-6 Estudio individual |
15 |
|
|
A-7 Exámenes, pruebas de evaluación |
04 |
|
|
A-8 Tutorías individuales |
02 |
|
|
Total |
30 |
45 |
Evaluation
| Resultado de aprendizaje | Sistema de evaluación | Peso (%) | Carácter recuperable |
| CE5.2, CE6.1, CE11.1, CE19.1 | presentations and debates | 40 | |
| CE5.2, CE6.1, CE11.1, CE19.1 | exam | 50 | |
| CE5.2, CE19.1 | attendance and participation | 10 |
Agenda
Topic 1.Review of Operations Management
Topic 2. Quality Management
Topic 3. Project Management
Topic 4. Lean Production
Topic 5. Supply Chain Management
Bibliography
Access the bibliography that your professor has requested from the Library.
Book: Heizer and Render (2014). Operations Management, 11/E. Prentice Hall.
ISBN-10: 0132921146 • ISBN-13: 9780132921145
Articles:
Ahmad, S. and Schoreder, R. (2002): Refining the product-process matrix. International Jounal of Operations & Productions Management, 22,1,103-124.
Bayo-Moriones, A., Bello-Pintado, A.F. & Merino-Díaz-de-Cerio, J. (2010): “5S use in manufacturing plants: contextual factors and impact on operating performance”. International Journal of Quality& Reliability Management, 27, 217-230.
Bayo-Moriones, A., Bello-Pintado, A.F. & Merino-Díaz-de-Cerio, J. (2011): «Quality assurance practices in the global supply chain: The effect of supplier localisation», International Journal of production Researh, 49, 255-268.
Bayo-Moriones, A., Bello-Pintado, A.F. & Merino-Díaz-de-Cerio, J. (2008): «The role of organizational context and infrastructure practices in JIT implementation» International Journal of Operations & Production Management 28, 142-166.
Helkio, P. and Tenhiala, (2011): “A contingency theoretical prerspective to product-proces matrix”, International Journal of Operations & Productions Management, 33,12,216-244.
Heras-Saizarbitoria, I. & Boiral, O. 2013. ISO 9001 and ISO 14001: Towards a Research Agenda on Management System Standards. International Journal of Management Reviews, 1 (1): 47–65.
Merino-Díaz de Cerio, J., 2003. Quality management practices and operational performance: Empirical evidence for spanish industry. International Journal of Production Research, 41 (12), 2763-2786.
Narasimhan, R., Swink, M. and Viswanathan, S. (2010), “On Decisions for Integration Implementation: An Examination of Complementarities Between Product-Process Technology Integration and Supply Chain Integration”, Decision Sciences, 41, 2, 355-372.
Swink, M., Narasimhan, R., and Kim, S. ( 2005), “Manufacturing practices and strategy integration: effects on cost efficiency, flexibility, and market-based performance”, Decision Sciences, 36, 3, 427–457.
Swink, M., Narasimhan, R. and Wang, C., (2007), “Managing beyond the factory walls: Effects of four types of strategic integration on manufacturing plant performance”, Journal of Operations Management, 25, 148–164.
Tari, J.J., Heras-Saizarbitoria, I. & Pereira, J. 2013. Internalization of quality management in service organizations. Managing Service Quality, 23 (6): 456-473.
Zhao, X. , Huo, B., Selen, W. and Yeung, J. H. Y. ,2011, “The impact of internal integration and relationship commitment on external integration,” Journal of Operations Management, 29, 1/2, 17–32.