Universitat Internacional de Catalunya - Barcelona

Operations Management

• code 10348
• course 3
• term Semester 1
• type OB
• credits 6

Main language of instruction: Catalan

Other languages of instruction: English, Spanish

Head instructor

Dr. Frederic MARIMON - fmarimon@uic.es
Dra. Alba MANRESA - amanresa@uic.es

Operations Management covers how organisations produce goods and services (transformation of certain inputs - equipment, machinery and labour - into finished products). Everything you use to eat, sit, dress, read, etc. comes to you courtesy of the operations managers who managed its production. Each book you borrow from the library, every treatment you receive at the hospital, all services you expect in the shops and the classes you attend at university - each product or service has been produced.

Production Management is a practical course that will introduce you to the concepts required to understand the production function in the company.

You will study the main tools used for production management, but also see how production systems are used everywhere today.

At the end of the course you will find that you can comfortably discuss any aspect of the production area. It is not intended that students become specialist, but can be comfortable in this functional area of the company.

• 13 - To be familiar with and understand the terms and processes of company management.
• 19 - To analyse quantitative financial variables and take them into account when making decisions.
• 20 - To make decisions on resource optimisation using mathematical tools.
• 22 - To be able to identify the nature and behaviour of producers, consumers and investors.
• 28 - To be able to work in another language and use terminology and structures related to the economic-business world.
• 31 - To develop the ability to identify and interpret numerical data.
• 32 - To acquire problem solving skills based on quantitative and qualitative information.
• 36 - To interpret quantitative and qualitative data and apply mathematical and statistical tools to business processes.
• 37 - To be able to apply managerial methods, tools and techniques.
• 39 - To acquire the ability to solve problems and make decisions based on relevant information, applying the appropriate methods and situating the problem within the organisation as a whole.
• 46 - To acquire the ability to understand and participate in conferences and lectures in an academic context.
• 50 - To acquire the ability to relate concepts, analyse and synthesise.
• 51 - To develop decision making skills.
• 52 - To develop interpersonal skills and the ability to work as part of a team.
• 56 - To be able to create arguments which are conducive to critical and self-critical thinking.
• 57 - To acquire skills which favour reading comprehension.
• 60 - To acquire knowledge that promotes respect for other cultures and habits.
• 63 - To be able to analyse business related behaviour and decisions and evaluate them from an economic, social and ethical point of view.
• 64 - To be able to plan and organise one's work.
• 65 - To acquire the ability to put knowledge into practice.
• 67 - To be able to express oneself in other languages.

Prepare reports for management decision-making in goods and services production process environments.

Teamwork.

Chapter 1. Operations Management

• Production processes by type of customer / market• Production of goods and services• Macro and micro environment of operations• Evolution of the concept of operations• The insane cycle• Competing priorities• Decision-making operations• Hard key decisions

• Soft key decisions• Types of production processes• Focus of operations• Pan-European focus and globalisation• The seven key elements in logistics

Chapter 2. Supply Chain Management. Logistics Strategy. Supply Chain• The origin of logistics• Logistics and competitive advantages• Logistics chain•Flows of information and materials•Level of integration of the supply chain• The lead-time gap• The order penetration point•Key decisions in the supply chain• Mass customisation 

Chapter 3. Purchasing and Procurement Strategy1 KEY PROCUREMENT STRATEGIES

a. Procurement process

b. Procurement strategies in the supply chain

c. Areas of contribution

2 EXTERNAL ORGANISATION: MARKET / INTERNAL: COMPANY

a. External organisation: market / sector trends

b. Internal organisation: levels of decision-making

c. Centralised and decentralised procurement

3 SUPPLY AND NEW PROCUREMENT STRATEGIES

a. Co–makers

b. Supply strategies

i. Information systems

c. International trade

4 NEGOTIATION (1 meeting)

a. Negotiation principles

b. Possible approaches to negotiation

c. Phases of negotiation

d. Understanding negotiation success

5 SUMMARISE RELEVANT ASPECTS

Chapter 4. Operations in Service Companies

• Production of products versus services• Managing expectations and customer perception• Attributes of services• Intangibility of services• Time and space in services• Contact with customers• Management capacity• Perception of quality in terms of management capacity• Service sectors

There is extensive generic literature on this subject available. Alongside this literature, material specific to this module will be used; this material has been specially designed for the course, and is “tailor-made”.

This material is eminently practical. There are many real case studies that may be examined in class.

The documentation for the conceptual lectures can be found in the "materials" folder.

This course represents 6 credits.

The module will be formally evaluated on the basis of the following three main elements:

• Your attendance and class participation
• Your group work
• A final examination

The weighting of each evaluation factor is as follows:

• Attendance and class participation: 20%
• Group activities (case studies, work): 30%
• Final examination: 50%

Students must attend at least 80% of sessions.

For resit students there is only one form of evaluation: an examination.

Operations Management, 11th Edition

Jay Heizer, Texas Lutheran University

Barry Render, Graduate School of Business, Rollins College

©2014 | Pearson

JAY HEIZER & BARRY RENDER

DIRECCIÓN DE LA PRODUCCIÓN. Decisiones tácticas. Prentice Hall. Madrid, 2015.

JAY HEIZER & BARRY RENDER

DIRECCIÓN DE LA PRODUCCIÓN. Decisiones estratégicas. Prentice Hall. Madrid, 2015.

MARTÍN PEÑA, Mª LUZ et al: Dirección de producción y operaciones: una visión práctica.

Editorial Delta. Prentice Hall. Madrid 2013.

DAVIS M., MARK; AQUILANO, NICHOLAS J.; CHASE, RICHARD B. FUNDAMENTOS DE DIRECCIÓN DE OPERACIONES. (3ª EDICIÓN). MacGraw Hill, 2.001.