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2015/2016  KAN-CCMVV2505U  Operations and Process Management

English Title
Operations and Process Management

Course information

Language English
Course ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Quarter
Start time of the course Autumn, First Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Christer Karlsson - Department of Operations Management (OM)
Kontaktinformation: https:/​/​e-campus.dk/​studium/​kontakt eller Contact information: https:/​/​e-campus.dk/​studium/​kontakt
Main academic disciplines
  • Management
  • Strategy
  • Supply chain management and logistics
Last updated on 06-07-2015
Learning objectives
To achieve the grade 12, students should meet the following learning objectives with no or only minor mistakes or errors: The students will develop their competences in analyzing complex issues and an ability to focus on managerial dilemmas. Many decision-making situations in the student’s future career will challenge an evaluation of what is relevant and irrelevant. The students will expand this competence with the focus on managing the value adding processes or operations of the organization. This involves many strategic choices that will influence the effectiveness of the operations beyond simple efficiency.

More specifically, the student will after the course
• Be able to explain and differentiate different types of processes, their managerial challenges and strategic issues
• Be able to analyze and design different processes, their managerial challenges and strategic issues
• Be able to explain and contrast the analytical models covered in the course for strategy, design and management of transformation as well as support processes in operations, and be able to generalize and reflect on the concepts, their objectives, and application in practice
• Be able to apply analytical models from the course text book and lectures to different types of operations
Course prerequisites
Open to all except IMM and Supply Chain Management line students since a similar course is a part of their study programs.
Process Management:
Exam ECTS 7,5
Examination form Oral exam based on written product

In order to participate in the oral exam, the written product must be handed in before the oral exam; by the set deadline. The grade is based on an overall assessment of the written product and the individual oral performance.
Individual or group exam Individual
Size of written product Max. 10 pages
Assignment type Project
Written product to be submitted on specified date and time.
20 min. per student, including examiners' discussion of grade, and informing plus explaining the grade
Grading scale 7-step scale
Examiner(s) Internal examiner and second internal examiner
Exam period Autumn
Aids allowed to bring to the exam Limited aids, see the list below:
Project report only
Make-up exam/re-exam
Same examination form as the ordinary exam
Course content and structure

Organizations are increasingly understood as key and supporting processes that produce value in a value adding stream or flow. Process management is about how organizations produce goods and services. Operations produce goods and services by managing processes to change the state or condition of something to produce outputs. Banks will typically process customers and information, factories will typically process material, hospitals will typically process customers in terms of patients, consultants will typically process information and customers, and shipping companies and ports will typically process goods in transport. Transforming resources are facilities and staff. Process management deals with planning, choosing resources, organizing, controlling and auditing the processes. It is all about the value creation in the line organization but little about the administrative routines of indirect functions.

In the course the organization is analyzed as a transforming system, i.e. in an input-transformation -output process perspective with a key issue: What are the managerial challenges of designing and managing processes that best support the business mission and make the organization competitive? A major task is improving efficiency and effectiveness of processes within and outside of the organization. To deal with these challenges the issues are raised of how to analyze and design processes both from an operational and strategic view. What is the layout and flow of processes? The course is designed around the textbook so – following the introduction – the question arises of how processes can be designed, managed and controlled. To monitor processes, planning and control is raised as a core theme of the course and includes tools like capacity planning, inventory planning, enterprise resource planning, lean operations and Just-In-Time. Quality assurance, planning and control are other important areas.

Teaching methods
The structure of the course follows the textbook for simplicity purposes. Teaching is a combination of lecturing and group work with discussions of cases. The teaching style is informal.
Further Information

This course is part of the minor in Process Management and Innovation

Expected literature


· Slack, N, Brandon-Jones, A, Johnston, R, Betts, A.: Operations and Process Management, Pearson, 4th ed., 2014

        - Åhlström & Modig: This is Lean: Resolving the efficiency paradox, Rheologica Publishing, 2013



  • Ackoff, Russell L.: Systems thinking and thinking systems. Systems Dynamics Review, Vol. 10, No. 2-3, 1994
  • Baines, Tim, Lightfoot, Howard, Peppard, Joe, Johnson, Mark, Tiwari, Ashutosh, Shehab, Essam & Swink, Morgan: Towards an operations strategy for product-centric servitization. International Journal of Operations & Production Management, Vol. 29, No. 5, 2009
  • Karlsson, Christer & Åhlström, Pär: Assessing Changes Towards Lean Production. International Journal of Operations and Production Management, Vol. 16, No. 2, 1996
  • Karlsson, Christer: The Development of Industrial Networks –Challenges to Operations Management in an Extraprise. International Journal of Operations and Production Management, Vol. 23, No. 1, 2003
  • Mikkola, Juliana .H.: Modularity, component outsourcing, and inter-firm learning. R & D Management, Vol. 33, No. 4, 2003
  • Salvador, Fabrizio., De Holan, Pablo M. & Piller, Frank: Cracking the Code of Mass Customization. Mit Sloan Management Review, Vol. 50, No. 3, 2009
Last updated on 06-07-2015