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2023/2024 KAN-CCMVV2505U Operations and Process Management
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| 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 | First Quarter |
| Timetable | Course schedule will be posted at calendar.cbs.dk |
| Max. participants | 100 |
| Study board |
Study Board for cand.merc. and GMA (CM)
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| Please find contact information for Student Hub, student Guidiance Services etc. on My.cbs.dk | |
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| Teaching methods | |
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| Last updated on 15-02-2023 | |
Relevant links |
| Learning objectives | ||||||||||||||||||||||
| 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 books 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, structure and pedagogical approach | ||||||||||||||||||||||
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Operations 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 in order to produce outputs. One set of inputs to an operation’s processes is transformed resources. These are the resources that are treated, transformed or converted in the process. They are usually a mixture of material, information, and customers. Banks typically process customers and information, factories typically process material, hospitals typically process customers in terms of patients, consultants typically process information and customers, and shipping companies typically process goods in transport. The other set of inputs to any operation process are transforming resources. These are the resources that act upon the transformed resources. There are basically two types of transforming resources namely facilities and staff. As with transformed resources the transforming resources differ depending on the nature of the operations. Facilities may be factories and machines in manufacturing while it may be offices and computers in engineering consulting, shops in retailing and ships, trucks, and warehouses in transportation. Staff may be assembly workers in manufacturing while in services it may be doctors, engineers, lawyers, accountants, material handlers, drivers, clerks, and management consultants. What happens within the transformation process depend on what inputs it is transforming. Materials processing may change the physical properties, location, and possession of the material input. Information processing may change the informational properties, possession, and location of information. Customer processing may change the physical properties, location, but also psychological and physiological state of the customer. Some operations produce just goods and others just services or information but most operations produce a mixture of the two. The distinction between services and goods (often called products) is often difficult but is mostly referred to their tangibility. The course covers The scope of OM, The role and objectives of operations, Operations strategy, Operations system design and process choice, Layouts, Industry network design, Supply chains, Planning and control, Quality, Operations performance and improvement. Please be aware that this course is also a part of a minor in Operations and Innovation Process Management |
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| Description of the teaching methods | ||||||||||||||||||||||
| The content of the course follows the textbook.
Teaching format is a combination of lecturing, group-work breakout
sessions, and plenary reporting and discussion.
Teaching has the form of traditional lecture, developing, expanding and commenting on textbook and articles. Focus is on concepts, models and how to use them in the real world and in the cases. Case sessions start with group discussions and work on the case with the teacher as consultant, followed by plenary reports and discussions in which the teacher may refer to theory related to discussions. In preparation participants are supposed to prepare themselves by getting acquainted with the course content by reading texts. The text should not be read in great detail but to get an idea of the content and the concepts in advance since lecture time is short. Check your understanding in the concluding key Q&A section of each Slack chapter. Cases should be read carefully, the questions dealt with, and proposals brought for each session. |
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| Feedback during the teaching period | ||||||||||||||||||||||
| Most course modules include a case with
applications of concepts and models from the module. Students
discuss case questions in breakout groups and present in plenary.
Teachers circulate in breakout student groups responding to
questions and in the following plenary comment on the
presentations.
For the students to check their understanding regarding the texts with theories and models there are test questions by the end of each text chapter and a related Q&A session will be run by the end of each lecture as a complement to questions during lectures. |
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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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Book: · Slack, N, Brandon-Jones, A.: Operations Management, Pearson, 10th ed., 2022
Articles:
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