Operations & Process Management

• BA(Hons) Business Studies/Management: Compulsory
• BA(Hons) Business Studies/Management with Marketing: Compulsory
• BA(Hons) International Business: Compulsory

This module aims to provide students with an understanding of how organisations manage the resources and processes that provide goods and services to their customers. 

It explores the tasks, issues and decisions involved in managing operations and processes effectively and efficiently, to achieve competitive advantage and customer satisfaction. 

The module draws from the fields of Operations Management, Business Process Management and Management Science, and it aims to:

• Provide a basic grounding in the principles and practices of Operations and Process Management, as they relate to organisations in service-related and manufacturing sectors.
• Develop an understanding of the application of Operations and Process Management techniques in the context of business decision making.
• Further develop skills in the application of quantitative and computing tools and techniques in the analysis of business problems.

On completion of this module students should be able to:

Subject Specific:

• Recognise and analyse manufacturing and service-oriented business processes, and understand the role of Operations and Process Management in the ongoing challenge of achieving customer satisfaction, competitive advantage and profitability.
• Identify different types of product and service delivery system, and explain the effects of design, product variety and demand volume on process choice and layout.
• Demonstrate an understanding of the issues, techniques and main strategies involved in balancing demand and supply.
• Demonstrate an understanding of the role and major elements of Purchasing, Quality, Supply and Inventory Management in a modern organisation.
• Analyse a range of operations and process-related issues by applying recognised management science, project management and business improvement techniques.
• Understand and apply standard quantitative techniques and models to a range of process-related problems, drawn from different business sectors.
• Work effectively in a team setting, using appropriate operations and process management tools and techniques, to analyse issues with a view to improving business performance.

Cognitive:

• Apply a range of qualitative and quantitative techniques in the analysis and resolution of a range of common operations and process-related problems.
• Demonstrate the ability to think critically about a subject, and the ability to interpret qualitative and quantitative information in context, in order to shed light on operations and process-related issues.
• Work effectively as a group member on a project, the definition of which leaves some scope for initiative and creativity in tackling the task that is set.

Shaping operations and processes:

• Business drivers, operations and process types
• Process mapping, analysis and design
• Layout and flow
• Simulation modelling and queues

Project management:

• Project structure and organisation
• Critical path and network analysis

Matching supply and demand:

• Demand forecasting
• Capacity and yield management

Managing performance:

• Performance objectives
• Process improvement tools and techniques
• Managing quality
• Statistical process control and ‘Six-Sigma’

Operations planning and control:

• Inventory management and replenishment
• ‘Lean’ synchronisation
• Supply chains
• Purchasing and supply relationships.

Course material will be introduced in lectures, and further explored and applied in seminars. Seminar activities will include the use of appropriate computer software, case studies, individual and group exercises, videos and whole-class discussions.

Indicative Reading:

The latest editions of the following texts:

• Anupindi R et al, Managing Business Process Flows, Pearson Education
• Burlton R, Business Process Management, Sams Publishing
• Fitzsimmons J & Fitzsimmons M, Service Management, McGraw Hill
• Greasley A, Operations Management, Wiley
• Harmon P, Business Process Change, Morgan Kaufmann
• Heizer J & Render B, Operations Management, Prentice Hall
• Hill T, Operations Management, Palgrave MacMillan
• Jeston J & Nelis J, Business Process Management, Butterworth-Heinemann
• Johnston R & Clark G, Service Operations Management, Prentice Hall
• Meredith J & Mantel S, Project Management, Wiley
• Slack N et al, Operations Management, Prentice Hall
• Waters D, Quantitative Methods For Business, Prentice Hall.

Internet Resources:

• www.iomnet.org.uk
• www.cips.org.

Journals:

• Business Process Management Journal
• Control (Journal of the Institute of Operations Management)
• International Journal of Operations & Production Management
• Supply Chain Management
• Logistics Europe.

Computer Software:

• Spreadsheet (Microsoft ‘Excel’ or similar)
• Project Management  (‘PertMaster’ or Microsoft ‘Project’ or similar)
• Simulation (‘Simul8’ or similar).

• Project (25%): A group assignment, consisting of a basic initial project plan, plus a final report of up to 3,500 words
• Portfolio (15%): Individual mini-assignments, exercises or other evidence of study, based on seminar activities
• Examination (60%): A 2½-hour closed-book exam.

The aim of the module is to provide students with a basic grounding in the principles, techniques and practices of operations and process management, as they relate to both service-sector and manufacturing organisations. 

It develops an understanding of the major tools, techniques and models (including some from the field of management science), and the use of relevant computer software, as used by practitioners in the field.