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Program Director Self-Study Report
For Program: MS Operations & Supply Management (MSOSM)
Submitted by: James Keyes, PhD
Year: 2014
Planning and Review Committee
1.
UW-STOUT’S STRATEGIC PLAN
1.1 UW-Stout's Strategic Plan
1.1.1 Describe early and ongoing experiential learning opportunities to students
within the program.
The MS OSM students are provided experiential learning opportunities
throughout the program including experiences within specific courses.
The following is a list describing some of the impactful experiential learning
opportunities:
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INMGT 735 Problems in Operations and Supply Management,
students complete applied research projects and document them in
a Plan B paper as the capstone for the program.
INMGT 705 Enterprise Resource Planning, students take a
certification exam through a professional organization (APICS).
INMGT 640 Lean Enterprise, students work on continuous
improvement projects with local industry clients.
INMGT 662 Global Manufacturing Tour, students travel with
faculty to China to experience industrial operations.
INMGT 750 Organization Development, students work with local
clients to implement organizational improvements.
1.1.2 Describe program initiatives employed to support and/or increase student
enrollment, retention and graduation rates?
The program is on pace to reach the goal that was set in 2011 with the program
revision. At that time, the objective of having 75 active students was proposed.
The increased enrollment is attributed to the program revision in 2011. Then
the name was MS Technology Management (often confused by applicants as
Information Technology Management), and the content was updated to reflect
the growing needs within supply chain management.
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PRC Report
2014
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Year
New students admitted
Continuing students
Total Active Students
Graduating students
2010-11
16
24
40
22
2011-12
31
18
49
23
2012-13
39
27
66
16
2013-14
49
19
68
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Of the students graduating from the program 72% have done this in three
academic years, 24% completed within five years and 4% required the full
seven years.
The program has attracted many past UW-Stout students; approximately 40%
of recent applicants have a UW-Stout undergraduate degree.
1.1.3
Describe, provide examples and explain how the program intentionally
integrates diversity efforts, functions and contributes to the program in support
of Inclusive Excellence: “UW-Stout’s plan to intentionally integrate diversity
efforts into the core aspects of everything we do. Diversity is broadly defined
and includes, but is not limited to, race/ethnicity, gender, sexual orientation,
age and disability status.”
The MS OSM program has students from a wide range of backgrounds and
experiences. In the 2013-2014 academic year, there were 49 new students, in
which 27% identified as female, 14% as a minority, and 18% as an
international student. As compared to the university as a whole, the MS OSM
program has a higher percentage of minority and international students, but
fewer female students. The MS OSM on-line program has more convenience
and flexibility thus making it easier for adult learners to complete the program.
The use of technology throughout the program makes the program more
accessible to learners with disabilities.
Additionally, many of the courses have a global focus that requires the students
to understand working with diverse populations. The program regularly offers
INMGT 662-Global Manufacturing Tour, in which students join the program
instructors in touring manufacturing facilities and cultural sites in China.
In fall 2014, the MS OSM program signed an agreement with Guangdong
University in Guangzhou, China. This program provides students, from both
UW-Stout and Guangdong University, the opportunity to complete one year of
course work in China and one year at UW-Stout in order to satisfy the
requirement for the UW-Stout Master of Science degree. This program will
integrate more diversity into the MS OSM program. With the development of
this program now complete, an active role is needed to advance this agreement
and recruit students from Guangdong. To date this has not been done.
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1.1.4 Describe environmental sustainability initiatives embedded and supported by
the program: “UW-Stout’s attempt to make students, faculty, and staff more
aware of the importance of sustaining our environment through energy
conservation, waste reduction, and other measures that will not bring harm to
the environment, and to provide students with innovative research
opportunities in these areas.”
By its design, the program is sustainable and environmentally friendly.
Students do not need to commute to campus and can complete the coursework
anytime and anywhere. Courses cover topics such as waste elimination and
process improvement. Organizations that adopt these strategies will be much
more environmentally responsible.
2. DESCRIPTION OF THE PROGRAM
This 34-credit program, within the College of Management, consists of eight courses (23
credits) focused on operational and supply chain management, two courses (six credits) on
leadership, and two courses (five credits) of research. The research component is comprised
of a course on operational research techniques and a separate course that is comprised of a
project, supervised by a faculty member, conducted at a client organization. This experience
is then documented as a Plan B paper. The program provides both theoretical learning and
opportunities to apply those lessons through class projects and the final research based field
problem.
2.1 Curriculum Design
2.1.1
State the approved program objectives.
1.
2.
3.
4.
5.
2.1.2
Create a vision that connects customers’ needs with corporate objectives
while applying ethical responsibilities.
Identify innovation opportunities and apply necessary skills to create and
manage change.
Apply skills in leading others engaged in operations and supply chain
management.
Understand the importance of functional integration on global business
success.
Plan and lead complex projects across the enterprise which enhances
business operations and the supply chain.
Describe processes and initiatives employed in determining the need for
program revision?
The MS OSM program has a program advisory board which consists of
industrial practitioners and faculty that keep an eye on evolving industrial
trends. The board completes a comprehensive review of the program, the
mission of UW Stout, the requirements of ACBSP accreditation, and the
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objectives of the College of Management, with the intent of providing
marketable employment for the graduates of this program. The most recent
program revision occurred in 2010, in which there were revisions to the
program name, mission statement, objectives, change in curriculum and course
requirements.
2.1.3
Check all that apply regarding the program:
_x_Traditional, on campus program
___Offsite location
_x_Online program
2.1.4
Briefly describe the components of your program where students participate in
scholarly activity such as: research, scholarship, experiential learning and
creative endeavor. “programs are presented through an approach to learning
which involves combining theory, practice and experimentation” (UW-Stout’s
Mission Statement)
The MS OSM students are provided experiential learning opportunities
throughout the program including experiences within individual courses, with
the courses INMGT 735-Plan B Paper and INMGT 640-Lean Enterprise
having the bulk of the experiential learning component.
Lean Enterprise is a course most students take within the program. In this class,
students are advised through an actual industry based, continuous improvement
project. Students work to improve conditions through the application of lean
tools.
Students are required to complete a Plan B research paper upon completion of
the program. This research paper requires students to apply many of the skills,
knowledge and tools from their prior coursework, along with theoretical
research to solve a real world problem to improve the operational condition.
2.1.5
Does your program currently have an accreditation or certification agency that
reviews the program? If so, which agency and to what extent does it influence
the structure of the curriculum?
The MS OSM program is accredited by the Accreditation Council for Business
Schools and Programs (ACBSP), since 2012. The program and course
curriculum follow the Common Professional Components (CPC) as defined by
ACBSP. These include the functional areas (marketing, business finance,
accounting, management); the business environment (legal environment of
business, economics, business ethics, and global dimensions of business); the
technical skills (information systems, quantitative techniques/statistics); and
the integrative areas which include business policies or a comprehensive or
integrating experience that enables a student to demonstrate the capacity to
synthesize and apply knowledge from an organizational perspective.
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This accreditation has had a positive impact on the program. It has provided
many students the ability to join the program. Some companies and sponsoring
bodies will not offer tuition reimbursement or scholarships to programs that are
not accredited. I have had many students point out that the ACBSP
accreditation was a deciding factor in applying to the program.
2.2 Faculty/Academic Staff Expertise
2.2.1 List key instructors in the program. A key instructor is one who teaches at least
one required professional course in your program (this should be the combined
faculty of Key A and Key B who were surveyed by the PRC).
Dr. Diane Olson
Dr. Sally Dresdow
Dr. Jeanette Kersten
Dr. David Plum
2.2.2 What additional faculty/academic staff expertise is needed?
The MS OSM program is very near capacity, with the growing student
enrollment and the current faculty availability. The program should not be
marketed to increase enrollment without filling the open faculty positions in the
Operations and Management department.
As the MS OSM program grows, there will be a need to support this program
with additional staff. With the Graduate courses requiring additional faculty,
class size for Graduate courses typically are between 15 and 20 whereas
Undergraduate courses are usually at 30 students per three credits, there will be
a need to support the offering of more sections of MS OSM courses. Also, the
faculty that will instruct these courses should have terminal degrees in topical
areas, which greatly limits the ability to use adjunct faculty to instruct the MS
OSM courses.
The specific expertise that will be needed in the next year is a faculty member
with a background and education in Operations Management that also is
certified through APICS. The certification through APICS is necessary because
the external assessment in the INMGT 705 course was developed to have
students take the APICS certification exams.
2.3 Facilities
2.3.1
Describe facilities and or capital equipment currently used and how it supports
or strengthens the program? What program specific facilities (unique
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2014
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classrooms, labs, additional space involving minor construction) have been
requested and provided?
The MS OSM program does not have any specific facilities or equipment to
support the program.
2.3.2
What added facilities needs (if any) such as unique classrooms, labs, additional
space involving minor construction exist in the program?
Many of the courses in the MS OSM program are held in room 130 of the
Applied Arts Building. This classroom is used for graduate level exercises
(team work) and as a video development room for on-line instruction. Updates
to this room would make it more accessible for these activities. The MS OSM
program has not previously requested these updates.
2.4 Resources for the Program
2.4.1
Evaluate the quality, relevance, and quantity of the library resources to support
the program. Include a brief statement as to how these needs have been met by
the library.
The library provides resources that are available both on-campus and on-line.
The library has an increasing amount of electronic databases and books
available in electronic format to help assist students. Some faculty members
have concerns that students do not know how to access many of these
resources.
2.4.2
List any special resources used to meet program and/or student needs such as:
Learning Technology Services for curriculum materials development, ASPIRE,
Research Services, Advisement Center, Disability Services, Multicultural
Student Services, etc.
The MS OSM program does not use any special resources.
2.4.3
Describe other resources (if any) needed to meet the program objectives?
With the increase in international students, a need to aid them with writing has
been identified. It would be beneficial to have a writing center to assist with
graduate level research writing.
3.
Quality of the graduates of the program
3.1 Describe program graduate demand and/or anticipated changes or trends impacting the
future demand.
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The MS OSM program has seen a constant increase in the number of new applicants in
the last four years. The rise in enrollment shows the increased demand for graduates of
the MS Operations and Supply Management program. Industry needs people with
combined technical and business backgrounds for positions in areas such as quality,
purchasing, supply chain management, global logistics, human relations, materials,
production control and technical support. The Operations and Supply Management
degree program prepares students for these operational and supply management
positions.
Graduates reported finding careers such as quality engineer, manager package
development, and quality process manager. According to the 5-year follow up survey,
100% of the respondents graduating in 2000, 2002, and 2004 were employed at the
time of the survey; whereas, 80% of the 2006 graduates were employed and the other
20% were continuing their education.
According to the Bureau of Labor and Statistics, the job outlook is rising for many of
the careers obtained with a Master of Science degree in Operations and Supply
Management. The job outlook is rising at 22% for logisticians, 27% for operations
research analysts, 4% for purchasing managers, buyers, and purchasing agents, and
19% for management analysts.
3.2 Interpret the data provided by the Planning, Assessment, Research and Quality
(PARQ) office of the alumni follow-up surveys.
There was a trivial response rate (n=3) from the 2010 graduates for the one-year
follow-up survey. Because of the low response rate the results of the survey may not
be representative of the whole graduating year. The survey measured the level of
importance and preparation for several domains in the MS OSM program.
By reviewing the survey responses, the takeaways can be summarized as:
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The students appreciated the value of the APICS certification that is used
in INMGT 705 as an external assessment. This provided them with
course content and marketable certification for their careers.
Students appreciated the on-line availability; it allowed them to earn a
MS degree that otherwise would be unattainable due to their location.
Communication by the present faculty, via on-line courses, is meeting the
needs of the students.
3.3 Interpret program specific surveys (students, faculty and advisory committee)
conducted by the Planning and Review Committee.
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2014
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Student Survey: The PRC Student Survey was given to the students in the MS OSM
program. The response rate was low (36%) with 16 of the 45 students completing the
survey. Overall, the results were positive.
The Program Director’s summations of these results are as follows:
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Students felt strongly that their critical thinking, problem solving and
written communication skills had been enhanced (scores were between
4.19 and 4.38 out of 5).
The students also reported that the Advisement/Communication and the
Program Quality were meeting their expectations (scores were between
4.14 and 4.5 out of 5).
Items rated with a score below a 4 out of 5 were oral communication
enhancement (likely due to on-line format) and classroom facility issues
(also likely due to on-line courses and the condition of some on-campus
classrooms).
Faculty Survey: The key instructors in the MS OSM program were given the PRC
faculty survey. There was a 100% response rate, with all 4 instructors completing the
survey.
Advisory Board Survey: The advisory board survey had a response rate of 58%. The 7
board members who replied unanimously agreed that the advisory committee shares
program data, has the opportunity to make recommendations, and has an impact on the
program decisions.
The Advisory Board is comprised of members from differing industries that represent
small, mid and large sized companies. The members have been instrumental with the
development of the program revisions and the identification of new content areas that
has provided the program with an up-to-date and relevant curriculum.
Overall Survey Findings: The data combined from the three surveys shows that the
MS OSM program has many strengths. The reported strengths include good faculty,
variety of content, and good job outlook after graduation.
A theme that was defined from the surveys is the need to provide additional assistance
to international students. These students have a particular need for assistance in written
communication. A writing center to serve international graduate students would be a
welcome and needed addition.
4.
Program evidence of continuous improvement
4.1 Describe program strengths distinguishing it from similar programs. Describe and
explain program weaknesses?
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Strengths:
The MS OSM program has convenient course scheduling, in which the entire program
can be completed on campus, on-line or through a combination of these two delivery
methods.
The enrollment in the MS OSM program is continuing to increase. In the 2013-2014
academic year, 49 new students enrolled in the MS OSM program which is up from
the 39 students that enrolled the previous year.
The increasing interest from new students has helped the program to choose
candidates with strong backgrounds in operations and supply management. This has
also helped with the growth of international students in the MS OSM program.
In fall 2014, the MS OSM program signed an agreement with Guangdong University
in Guangzhou, China for a unique exchange program. This program provides students,
from both UW-Stout and Guangdong University, the opportunity to complete one year
of course work in China and one year at UW-Stout in order to satisfy the requirement
for the UW-Stout Master of Science degree. This program is unique to UW-Stout and
will attract more international students to the program.
Weaknesses:
There is a lack of a marketing plan, which is restricting the enrollment volume of the
program.
The program would benefit from having more qualified faculty members. The
program continues to grow, thus the need for more faculty arises.
4.2 Submit evidence of program response to the concerns and recommendations from
previous program review.
The PRC review and recommendations in 2008 recommended enhancements in the
following areas:
1. Pursue inclusion of a financial management course or integration with current
coursework.
The MS OSM program added the Financial & Cost Analysis (BUACT-730)
course in 2010. This is a required course and integrates information on
financial management.
2. Seek opportunities to include global component/curriculum for program
participants.
In 2010, the MS OSM program revised its curriculum. INMGT 710 and
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INMGT 790 were combined to create the new INMGT 710-Excellence in
Global Operations and Supply Chain Management. This is an advanced course
in concepts essential to achieving excellence in operations and supply chain
management. The course covers the development and use of operational and
supply chain competitiveness, and structuring of production processes based on
a manufacturing strategy. Included is the human interaction involved in
quality, total productive maintenance, set-up reduction, simultaneous
engineering, lean manufacturing, employee involvement, and teamwork with a
focus on globalization and international management.
Additionally, the offering of INMGT 662-Global Manufacturing Tour course
has provided MS OSM students the opportunity to travel with faculty to China
to experience international industrial operations.
3. Continue efforts with established cohorts and develop plan to recruit additional
students to program.
The MS OSM program has drifted from the cohort model in recent years,
because of varying needs of students including differing start times, semesters
off due to life events, and slower or more rapid completion of program. To
address this issue, the MS OSM program has implemented the on-line
program, in which all courses are available on-line, giving students more
flexibility.
The enrollment of students in the MS OSM program increased this year (20132014), continuing a four year trend. This upward trend is due to the program
change that occurred in 2010-11 and the development of new and relevant
content that has been added to the program.
4. Seek classroom facilities with appropriate technology capacities and instructional
flexibility.
This has become less of a need due to on-line course offerings. However there
is a need to upgrade classroom 130 in Applied Arts to support this program.
5. Share students’ course evaluation concerns with faculty in the program.
This has been done regularly.
4.3 In the next seven years, what major improvements or changes are planned for
implementation to improve program quality?
1. Review the use of external assessment. This will be done by soliciting feedback
from the advisory board.
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2. Review the development/offering of a capstone course as an available option to
replace the present Plan B paper as the culminating experience in the program.
3. Grow the program:
i. Additional campus based students to offer all courses within the program
as on campus offerings in a three semester sequence. This would require
an on-going population of approximately 30 to 45 students.
ii. Additional on-line students, to a point where each course in the program
could be offered once per academic year. This would require an on-going
population of approximately 50 to 65 students.
4. Increase the faculty participation, to have seven to ten faculty members from COM
regularly instruct courses in the MS OSM program.
5. Develop metrics to assess the impact and performance of student’s activity in
INMGT 640 Lean Enterprise.
5.
Attachments - Include electronic links to the following:
5.1 Links of specific program information to be included:
 Current assessment in the major
https://info.uwstout.edu/UWStout%20Document%20Library/Quality/Universit
y%20Assessment/Graduate%20Assessment%20in%20the%20Major/2013/Gra
duateAssessmentintheMajorReport20130430.pdf
 Program plan sheet
http://www.uwstout.edu/programs/msosm/upload/msosm_pp1314.pdf
 Individual program facts
https://info.uwstout.edu/UWStout%20Document%20Library/Forms/AllItems.a
spx?RootFolder=%2FUWStout%20Document%20Library%2FStudents%2FGr
aduate%20Program%20Facts%2FOperations%20and%20Supply%20Manage
ment%2C%20MS%2F2013
 Current program advisory committee
http://www.uwstout.edu/curr/committees/progradvisory/index.cfm
 Other items that may be helpful to PRC
 Other items requested by the consultant
MS Operations & Supply Management
PRC Report
2014