|Course code: 71833||Subject title: Economics of Operation Management|
|Credits: 3||Type of subject: Mandatory||Year: 1||Period: 2º S|
|Department: Gestión de Empresas|
|BELLO PINTADO, ALEJANDRO FEDERICO (Resp)|
Quantitative Methods/ Economics of Operations Management.
Strategic Decisions in Operations; Quality Management; Supply chain Management; Project Management.
GP1 Develop a critical and a constructive attitude to one's work and that of others.
GP2 Develop an ethical, social and environmental commitment.
GP3 Explain and motivate the analyses, interpret the results and present all these clearly and concisely in English.
GP4 Present research results to various audiences using the different media available.
GP5 Work in multidisciplinary international teams.
SP1 Master the technical and IT tools needed to carry out applied studies.
SP2 Make use of quantitative documentary sources that are significant for the economic analysis of organisations from a critical perspective.
SP3 Understand qualitative models of the firm and interpret their results.
1 Develop a critical and a constructive attitude to one's work and that of others.
2 Further investigate the differences between different organisational situations.
3 Master the technical and IT tools needed to carry out applied studies.
4 Know different statistical, econometric and mathematical programming techniques.
5 Explain and motivate the analyses, interpret the results and present all these clearly and concisely in English
|1- Lectures, discussions and case presentations||35||1,4|
|2- Training and monitoring of world in progress and cases||10||0,4|
|3- Reading related cases and articles and practical preparation and study||45||1,8|
|GP1, GP2, GP3, G4, GP5, SP1, SP2, SP3||1|
|GP2, GP3, G4, GP5, SP1||2|
|GP1, GP2, GP3, G4, GP5, SP1, SP2, SP3||3|
|Learning outcome||Evaluation Method||Weight (%)|
|5, 2||Presentations and debates||40%|
|1, 3, 4, 5||Attendance and participation||10%|
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:
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.
Current Topics: 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; Aggregated 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: Supply Chain Integration. Supply Chain Integration and Open Innovation.
Topic 1.Review of Operations Management
Topic 2. Quality Management
Topic 3. Project Management
Topic 4. Lean Production
Topic 5. Supply Chain Management
Book: Heizer and Render (2014). Operations Management, 11/E. Prentice Hall.
ISBN-10: 0132921146 " ISBN-13: 9780132921145
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 perspective 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