Study Guide

Objectives (course unit)

Operations Management (OM) is a discipline that applies to restaurants, cafe as well as to factories like Ford and Whirlpool. The techniques of OM apply throughout the world to virtualyy all productive enterprise. It doesn't matter if the application is in an office, a hospital, a restaurant, a department store, or a factory- the production of goods and services requires operations management. The course covers the basic aspects of OM including operations in services and production.

After completing the course, students will be able to:
- Manage the operations and processes in services and production

- Calculate the productivity and labour-productivity

- know how to design a service and product in order to minimize the inventory cost and design an optimal Supply Chain (Sustainable design )

- Know the forecasting methods

- Know the techniques of Material Requirement Planning

Content (course unit)

Operations and Productivity

- Forecasting

- Design of goods and services

- Aggregate Planning and MRP

- JIT, SCORE Model and Lean Operations

Prerequisites (course unit)

-

Further information (course unit)

There will be two implementations of the course, one in the autumn semester and another in the spring.

Assessment criteria, satisfactory (1-2) (course unit)

The student is able to recognise and analyse the organisation's processes and understand the basic principles of how they work together. The student understands the basic methodology of how to improve the processes' efficiency and their added value to both internal and external stakeholders. The student understands the importance of various, relevant stakeholders and the way how the information they each represent needs to be connected in order for the entire organisation to operate soundly. The student has a limited ability to plan and steer the organisation's processes.

Assessment criteria, good (3-4) (course unit)

The student is able to map the entire organisation's processes and the way they connect and interact with each other, as both internal and external stakeholders. The student knows several relevant tools which he/she can independently apply in various operations management situations. The student knows how and from where to acquire the necessary systemic information in order to analyse, improve and manage the organisation's processes. The student is capable of adapting to changed requirements depending on which of the life-cycle stages the concerned processes are currently in. The student also understands how the processes are linked to the management supporting ERP-systems.

Assessment criteria, excellent (5) (course unit)

The student is able to plan, erect and manage any of the organisation's processes and to apply relevant tools where necessary. The student also knows how to manage the entity of organisation's processes and operations effectively. The student can question any of organisation's operation and focus his/hers attention on relevant attributes in order to improve their overall performance. The student also understands the meaning of channel separation and can apply this both when summoning information and capitalising on the collected information on practical level. The student can also benchmark an organisation and its processes, detecting pertinent bottlenecks or improvement areas. The student possesses also basic managerial strategic knowledge regarding execution of operations and processes.

Location and time

Sessions on campus according to the schedule in Pakki.

Exam schedules

No exam

Assessment methods and criteria

Evaluation details presented in the first lecture

Assessment scale

0-5

Teaching methods

Lectures, flipped learning, group work, individual study and reflection

Learning materials

Lecture slides and additional materials available in Moodle
Course book: Operations Management by Slack et al. (multiple versions available)

Student workload

4 x 27 hours consisting of
- attendance lectures and workshops (6x 3h)
- active participation in group work
- individual study and reflection

Content scheduling

Initial plan (subject to change):
- Introduction
- Strategy & performance
- Process design and layouts
- Planning and control
- Lean
- Case study presentations

Completion alternatives

N/A

Practical training and working life cooperation

Project case study can relate to an existing company

International connections

Cases and discussion, global operational business environment

Further information

N/A