Managing Strategic Resources and Operations
This module provides a fundamental underpinning for the design of sustainable business strategies by focusing on how to achieve the efficient and effective management of resources and operations. You will be introduced to a range of operations management concepts, within the context of operations as transformational systems. A key theme will be how to eliminate MUDA (waste) which can arise in over-production, waiting, conveyance, processing, inventory, motion and correction. The module will provide you with the means to analyse operations activities and design solutions to overcome wasteful operational processes and issues.
Internationalisation is a core theme exemplifies in the use of international cases and video material used in class. The importance of international alliances is explored in the topics of buyer-supplier relations, inventory management, supply and innovation.
Sustainability: The term “Muda” or waste is explored in depth in terms of how to avoid non value-added activities, is a core theme. Inventory management, managing quality and process choice and layout go into much depth about to ensure avoidance of waste, which goes to the very essence of Sustainability
Employability In this module, you will develop skills in presenting and team-work dynamics in regular presentations in class
Full module specification
|Module title:||Managing Strategic Resources and Operations|
|Duration of module:||
Duration (weeks) - term 1: |
In short, the aims of the module are to:
• Introduce you to the basic framework, scope, and management of activities involved in operations management
• Understand some of the complexities in operations
• Appreciate the strategic importance of operations management.
ILO: Module-specific skills
- 1. Identify, apply and critique the strategic frameworks of operations management.
- 2. Model organisations as systems and sub-systems.
- 3. Describe the main design factors and their alternatives which shape operations management.
- 4. Explain and apply a range of fundamental operational improvements
- 5. Explain and apply quality management concepts.
- 6. Analyse organisations using standard benchmarking.
- 7. Synthesise from a range of operations management methods and apply within problem contexts.
- 8. Critically evaluate the role of operations within different business models.
- 9. Explain the evolution, challenges and consequences of green production.
ILO: Discipline-specific skills
- 10. Apply appropriate theoretical principles to analyse complex organisational problems.
- 11. Contribute solutions to the transformation of business processes in pursuit of greater efficiency.
ILO: Personal and key skills
- 12. Present analytical findings effectively.
- 13. Manage independent study and research using library and internet resources.
Strategic operations management: the major areas of responsibility in operations management and their strategic importance, and how these areas should help support the organisation in the market; lean manufacturing; outsourcing; from cost management to innovation and business value. Improving operations through total quality management, benchmarking, business process reengineering and process mapping; Six Sigma and waste reduction. Supply chain management: power, value, inter-firm relationships and value stream management. Process choice and strategy in manufacturing and services; types of layout; cutting edge practices. Services operations management: concepts, definitions and practice; service strategy, scripts and role theory; delivery systems; image and differentiation in services; lean thinking in services. Materials and inventory control (MRPI, MRPII, JIT). Scheduling and capacity management: impact on key competitive areas such as cost, delivery, speed and delivery reliability. Green production: evolution, challenges and consequences.
Indicative learning resources - Basic reading
Brown, S, Bessant, J, Lamming R and P Jones (2012) Strategic Operations Management, 3rd.,Routledge
Slack, N, Chambers, S and R Johnston (2009) Operations Management, Pitman Publishing.
Last revision date