SUSTAINABLE OPERATIONS MANAGEMENT

SHE Level 5
SCQF Credit Points 15.00
ECTS Credit Points 7.50
Module Code MMN224937
Module Leader Angela Sutherland
School Glasgow School for Business and Society
Subject Management
Trimesters
  • A (September start)
  • B (January start)
  • C (May start)

Summary of Content

The module aims to develop knowledge and understanding of the strategic and tactical importance of managing sustainable operations across a range of sectoral contexts including the drivers for performance improvement on a global scale. The module syllabus encompasses the following key areas: Operations Management, Operations Design, Planning and Control of Operations and introduces the concept of Operations Improvement. It covers principles, approaches, tools and frameworks for the design and planning of products, processes and services and the control of operations, to ensure best practice and high value outcomes. The module provides insight into operational challenges in practice at functional, organisational and international levels.

Syllabus

Introduction to operations management -360b7 Nature and role of operations and processes in all types of organisation; process hierarchy and stages of operations contribution b7 Operations performance objectives and critical success factors across the organisation b7 Characteristics of processes in product and service production (volume-variety considerations) Operations Design -360b7 Product & Service Innovation; design process and improvement techniques, service design characteristics and considerations -360b7 (Manufacturing) Process design, V-V requirements -360b7 Operations Layout and Flow; types, considerations and layout design b7 Location decisions; factors and techniques for evaluating location b7 Ergonomics; Human considerations in Job Design, Work Measurement and Health & Safety in operations. 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 systems b7 Lean Management, Lean Six Sigma. b7 Operations risk management; sources of failure, fault tree analysis, poka yoke systems, operational maintenance approaches Operations Improvement -360b7 Drivers for improving operations and service quality; approaches towards continuous improvement 14 taught hours for yellow belt recognition

Learning Outcomes

On successful completion of this module, students should be able to:1. Demonstrate a critical understanding of operations management principles, tools and processes for affective practice across different work environments and sectoral contexts at national and international levels. 2. Critically evaluate and apply operations management tools, techniques and approaches for the improving processes across the organisation and its supply chain network. 3. Demonstrate critical awareness of contemporary issues and challenges relating to managing operations from local, international and global perspectives.

Teaching / Learning Strategy

A blended learning approach will be adopted encompassing lectures, seminars and online learning. Lectures will introduce contemporary theoretical principles, practices and techniques within operations management and approaches towards performance improvement as well as give insight into affective 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 the cohort of diverse 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 Chartered Institute of Supply Chain Management (CILT) will approve and certify assessment of students' knowledge, understanding and competence in contributing 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 assessment one. Facilitated discussion and group-work in seminars and use of the VLE provides opportunity for continuous learning on the module. The use of case studies, problem-based scenarios, practical exercises and guest speaker visits embed the theories as well as encourages 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 management through critical review of research and evaluation of practice within a range of organisational settings. GSBS will continue to use the advancement of GCULearn as a blended learning tool through its teaching and learning as well as through engagement with students. GSBS will ensure that all modules are GCULearn enabled and with the support of the Learning Technologists, will continue to work together to develop and operate all modules on GCULearn to ensure student support and information sharing. Common Good The module exploits a range of international case studies across different industry sectors including contemporary, bespoke case studies to challenge students and stimulate critical, pragmatic thinking. This gives students the opportunities to discuss the importance of responsible leadership at both global level and the local level in developing ethical and sustainable solutions to operational issues whilst considering factors such as the practicalities of operating in culturally, age- and value-diverse communities. The module seeks to develop in students, the skills, confidence and professionalism required to identify, communicate and manage the changes required as operations managers whilst collaborating effectively with others across the organisation and its wider supply chain partners.

Indicative Reading

Core Text Slack, N., Brandon-Jones, A. and Johnston, R. (2016), Operations Management 8 th Edition, Harlow: Pearson Education Ltd. Additional reading gives a selection of texts in both the areas of operations and quality management. Additional reading is recommended 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 - Brown, S., Bessant, J. and Lamming R.(2013), Strategic Operations Management, 3 rd Edition, Routledge - Evans, J.R. (2014), Quality and Performance Excellence , Int'l Edition, South-Western, Cengage Learning - Hill, A & Hill, T (2012), Operations Management , 3 rd Edition, Palgrave MacMillan. -360 - Foster, S.T., (2016), Managing Quality; Integrating the Supply Chain, Global Edition, 6 th Edition, Pearson Education Ltd. -360 - Johnston, R., Clark, G. and Shulver, M. (2012) Service Operations management; Improving Service Delivery , 4 rd Ed, Essex: Pearson Education Ltd - Jones, P. and Robinson, P. (2012), Operations Management , Oxford University Press - Kirchmer, M. (2009), High Performance through Process Excellence: Turning Strategy into Operations - Smart and Fast , Philadelphea USA; Springer-Verlag Berlin Heidelberg -360 - Oakland, J.S. (2014), Total Quality Management and Operational Excellence, Text with cases. 4 th Edition: Oxon: Routledge -360 - Slack, N., Brandon-Jones, A. Johnston, R., and Betts, A. (2015),'Operations and process management: principles and practice for strategic impact, 4 th Edition, Harlow: Pearson Education Ltd. - Verma, R. and Boyer, K.K. (2010), Operations & Supply Chain Management , South-Western, Cengage Learning 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

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
Lectures (FT) 22.00
Seminars (FT) 11.00
Independent Learning (FT) 78.00
Practicals (FT) 3.00
Assessment (FT) 36.00

Assessment Methods

Component Duration Weighting Threshold Description
Exam (Exams Office) 3.00 60.00 45% 3 hour exam
Course Work 01 n/a 40.00 45% Individual Report (1750 words)