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2016/2017 KAN-CCMVV2505U Operations and Process Management
| English Title | |
| Operations and Process Management |
Course information |
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| 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 |
| Max. participants | 100 |
| Study board |
Study Board for MSc in Economics and Business
Administration
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| Course coordinator | |
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| Kontaktinformation: https://e-campus.dk/studium/kontakt eller Contact information: https://e-campus.dk/studium/kontakt | |
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| Last updated on 03-05-2016 | |
| 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 |
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| Course prerequisites | |||||||||||||||||||||||
| Open to all except IMM and Supply Chain Management line students since a similar course is a part of their study programs. | |||||||||||||||||||||||
| Examination | |||||||||||||||||||||||
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| Course content and structure | |||||||||||||||||||||||
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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. |
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| 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. | |||||||||||||||||||||||
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| Further Information | |||||||||||||||||||||||
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This course is part of the minor in Operations and Innovation Process Management |
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| Expected literature | |||||||||||||||||||||||
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Books: · Slack, N, Brandon-Jones, A, Johnston, R, Betts, A.: Operations and Process Management, Pearson, 4th ed., 2015 - Åhlström & Modig: This is Lean: Resolving the efficiency paradox, Rheologica Publishing, 2013
Articles:
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