SHE Level 5
SCQF Credit Points 20.00
ECTS Credit Points 10.00
Module Code MMN224203
Module Leader Karen Fryer
School Glasgow School for Business and Society
Subject Management
  • A (September start)
  • B (January start)
  • C (May start)

Pre-Requisite Knowledge


Summary of Content

The module aims to develop knowledge and understanding of the strategic importance of managing sustainable operations across a range of sectoral contexts, and the drivers for performance improvement on a global scale. The module syllabus encompasses four key areas: Operations Management, Operations Design, Planning and Control of Operations and Operations Improvement.


Introduction to operations management -360b7 Operations management strategies, business alignment across the organisation at national and international levels b7 Operations and market orientation(business, public and not-for-profit), operations performance objectives and critical success factors b7 Characteristics of processes in product and service production (volume-variety considerations) Operations Design -360b7 Product Design; development process and design improvement techniques -360b7 Service Design; characteristics, complexity and considerations b7 Manufacturing; process analysis and design, V-V requirements and hybrids -360b7 Location decisions; factors and techniques for evaluating location b7 Operations Layout and Flow; types, considerations and layout design b7 Managing People; Job Design, Work Measurement, Ergonomics and Health &Safety. Operations Planning and Control -360b7 Nature and role of scheduling; planning and control activities, b7 Capacity management; forecasting techniques, demand, capacity and yield management strategies, bottleneck analysis, break even analysis, resource planning. b7 Inventory management; JIT and Lean operations. *14 taught hours for yellow belt recognition b7 Operations risk management; sources of failure, fault tree analysis, poka yoke systems, operational maintenance approaches Operations Improvement -360b7 Quality management across different sectoral and national contexts - external and internal drivers for improving operations b7 Service quality: managing customer perceptions and expectations, quality gaps and service recovery b7 Managing quality: tools, techniques and approaches to continuous improvement; including Benchmarking; Six-Sigma, Lean/Six Sigma b7 Quality assurance and accreditation - generic and industry bespoke quality system standards b7 Re-engineering business processes; BPR 'Vs' incremental improvements b7 Role of national Business/Performance Excellence frameworks e.g. EFQM, Balbridge, Deming Prize. b7 TQM implementation challenges and stages of Continuous Improvement cultural maturity b7 Strategic performance management systems (e.g. Balanced Scorecard) and issues relating to the behavioural impact of measurement Environmental Management Systems, sustainability and ethical conduct in operations

Learning Outcomes

On successful completion of this module, the student should be able to:1 Demonstrate a knowledge and understanding of operations management principles, tools and techniques and their appropriate usage for effective management of operations across a range of workplace environments; 2 Demonstrate critical awareness of current issues regarding operations practice and processes across different sectoral contexts from both a national and international perspective.3 Analyse the internal and external pressures that drive performance improvement, ethical conduct and business excellence in the global economy. 4 Demonstrate a critical understanding of key concepts, practices, frameworks and techniques for continuous improvement including the distinction between continuous and breakthrough improvement. 5 Critically evaluate and distinguish between quality system standards, performance measurement frameworks and improvement systems, business excellence models and approaches towards the enhancement of operating systems. 6 Demonstrate knowledge of the practice of effective strategy, operational leadership and policy deployment, in terms of energising commitment and participation of everyone in the organisation towards business excellence.

Teaching / Learning Strategy

The module will be delivered in 32 lectures and seminars. In addition, 12 hours of tutor-led activities will be delivered using applied learning strategies. A blended learning approach will be adopted encompassing lectures, seminars and online learning. Lectures will introduce contemporary theoretical principles, practices and techniques within operations and quality management and approaches towards performance improvement as well as give insight into practice within organisational settings. Different sectoral contexts will be explored i.e. public, private and voluntary sectors; national and international contexts and where appropriate, the student learning experience will be enhanced by guest lectures from industry experts to add value from an international and practitioner perspective. A carefully managed learning environment will facilitate shared understanding across a cohort of diverse international students to enhance the student learning experience. Directed and self-selected reading will scaffold and broaden individual learning which focuses on contemporary challenges and developments published in literature. The Institute of Operations and Management (IOM) will approve and certify assessment of students' knowledge, understanding and ability to contribute towards Lean activities in compliance with Professional Accreditation Bodies' requirements for the purpose of being awarded 'Yellow Belt' Recognition on completion of the module. This forms the construct of coursework one. Facilitated discussion and group-working in seminars and the VLE using 'e-tivities' provides opportunity for continuous learning on the module. The use of case studies, problem-based scenarios, practical exercises, guest speakers and company visits embed the theories as well as ensure the development of personal transferable skills. The assessment structure will present an opportunity for students to articulate and share knowledge and understanding of principles and processes pertaining to operations and quality management through critical review of research and evaluation of practice within a range of organisational settings. GSBS will continue to use the advancement of GCU Learn as a blended learning tool through its teaching and learning as well as through engagement with students. GSBS will ensure that all modules are GCU Learn enabled and with the support of the Learning Technologists at the cutting edge of development of online materials. Academic staff and the Learning Technologists will continue to work together to develop and operate all modules on GCULearn to ensure student support and information sharing.

Indicative Reading

Due to the integrative nature of the module, there is no core text for this module. Essential reading gives a selection of core texts in both the areas of operations and quality management. Reading will be recommended by lecturers from the texts listed below, as well as from journal articles and web sites. Students are also expected to undertake their own literature search relating to their assessments. -360 - Basu, R. (2004), Implementing Quality: a practical guide to tools and techniques, Routledge. -357b7 Evans, J. R. (2010), Quality management, Organization, and Strategy,' Cengage Learning [available as Ebook] b7 Hill, A & Hill, T (2012), Operations Management , 3 rd Edition, Palgrave MacMillan. b7 Foster, S.T., (2007), Managing Quality; Integrating the Supply Chain , Pearson Prentice Hall. -360 - Johnston, R., Clark, G. and Shulver, M. (2012) Service Operations management; Improving Service Delivery , 4 rd Ed, Essex: Pearson Education Ltd -360 - Kirchmer, M. (2009), High Performance through Process Excellence: Turning Strategy into Operations - Smart and Fast , Philadelphea USA; Springer-Verlag Berlin Heidelberg -360 - Marr, B (2006), ' Strategic Performance Management leveraging and measuring your intangible value drivers ' , Elsevier/Butterworth-Heinemann [E-book] -357b7 Slack, N., Chambers, S. & Johnston, R. (2010), ' Operations Management' , Prentice Hall. [available as Ebook] -357b7 Slack, N. et al (2009), ' Operations and process management: principles and practice for strategic impact, Prentice Hall. [available as Ebook] Journals, Sources and References International Journal of Quality and Reliability Management The TQM Magazine Total Quality Management Total Quality Management and Business Excellence Journal of Operations Management Managing Service Quality Some potentially useful Web Sites: British Quality Foundation (promotes business excellence to all types of organisations) www.quality-foundation.co.uk <http://www.quality-foundation.co.uk> European Operations Management Association (EurOMA) <http://www.euroma-online.org/r/default.asp?iId=IDIDI> European Foundation for Quality Management www.efqm.org/ <http://www.efqm.org/> European Organisation for Quality: <http://www.eoq.org> Improvement and Development Agency (UK local government) <http://www.idea.gov.uk/idk/core/page.do?pageId=76209> Improvement Service (Scottish local government) <http://www.improvementservice.org.uk/> International Organization for Standardization www.iso.org/ <http://www.iso.org/> Manufacturing and Service Operations Management Society (MSOM) <http://msom.society.informs.org/> Quality Scotland Foundation www.qualityscotland.co.uk <http://www.qualityscotland.co.uk> Quality Management Systems <http://www.qmsuk.com/> The Association for Operations Management <http://www.apics.org/default.htm> The Institute of Operations Management <http://www.iomnet.org.uk/> The Chartered Institute of Logistics and Transport(UK) <http://www.ciltuk.org.uk/> The Chartered Institute of Purchasing & Supply <http://www.cips.org/> The National Institute of Standards and Technology (NIST) - Malcolm Balbridge NQ Award <http://www.nist.gov/baldrige/about/index.cfm>

Transferrable Skills

Key transferable skills include: -357 - Self-management; planning, time management, critical reflection and self-evaluation of own learning and development. -360 - Critical thinking, analysis and synthesis; - Effective problem solving and decision making; - Knowledge and understanding of Operations and Quality Management subject areas; - Effective oral and written communication and interpersonal skills; - Independent, team working, negotiation skills and cultural awareness; Research, IT and literature searching skills;

Module Structure

Activity Total Hours
Seminars (FT) 12.00
Seminars (PT) 12.00
Independent Learning (FT) 16.00
Independent Learning (FT) 99.00
Lectures (PT) 32.00
Assessment (PT) 40.00
Assessment (FT) 40.00
Lectures (FT) 32.00
Independent Learning (PT) 16.00
Independent Learning (PT) 99.00
Practicals (PT) 3.00
Practicals (FT) 3.00

Assessment Methods

Component Duration Weighting Threshold Description
Exam (Exams Office) 3.00 50.00 45% 3 hour exam to assess CILT Yellow Belt
Coursework 1 n/a 50.00 45% Individual Report 2000 words