Business Management 4234 - Lundregan
Managing Service Operations for Competitive Advantage
DAYS
Wed / Fri
SECTION
TIMES
LOCATION
0010
12:45 – 2:05 pm
SB 319
I. SUMMARY
This course surveys contemporary issues facing service operations and considers a variety of strategic
and tactical approaches to managing them from an operational management point of view. Because
customers are involved in both the demand for and delivery of the service, human considerations of
customers, employees, and organizations are emphasized in our discussions about management and
leadership. Our goal is to expose students to information, theories, and concepts while sharpening their
strategic thinking, problem solving, and communication skills in order to prepare them for roles in a
wide variety of service organizations.
II. INSTRUCTOR
Steve Lundregan
Email: Lundregan.5@osu.edu
Office: 648 Fisher Hall
Office hours: TBD
Steve Lundregan is a senior lecturer in
Management Science and Associate Director of
Strategy for Fisher’s Center for Operational
Excellence. He teaches operations management,
service operations, and innovation courses and
was awarded the Undergraduate Program
Teaching Award by the Fisher College of
Business in 2013. His areas of expertise include
strategy formulation, strategic management,
operations strategy, innovation, change
leadership, and service operations.
Steve joined Fisher in 2012 after three decades of financial services leadership experience. For over
thirty years, Steve formulated and implemented innovative growth, operational, and performance
improvement strategies Nationwide Mutual Insurance Company.
Steve is co-founder of JKS Group, LLC investing in and advising start-up and mid-size businesses. Steve is
a board member of Coordinated Health Mutual (InHealth), Ohio’s consumer oriented and operated
health insurance company and chairman of the Audit, Finance and Investment Committee. He
previously served on community service boards of Junior Achievement, Boy Scouts of America, and
Lutheran Social Services in central Ohio.
Steve earned his BA in economics and MBA from The Ohio State University and holds Chartered
Property Casualty Underwriter (CPCU) and Chartered Life Underwriter (CLU) professional insurance
designations. Steve and his wife Debbie currently reside in Dublin, Ohio.
1
Business Management 4234 - Lundregan
Managing Service Operations for Competitive Advantage
DAYS
Wed / Fri
SECTION
TIMES
LOCATION
0010
12:45 – 2:05 pm
SB 319
III. TEACHING PHILOSOPHY
My philosophy is “aim high and hang on”. That means set high goals and put yourself into position to
achieve them. In this class, course goals are ambitious. In order to be in position to achieve these goals,
I recommend engaging the following habits:
•
Show up – We work as a team in this class, so your participation and contribution are required. Give
yourself a chance to learn by coming to class and I will try to make it interesting once you get there.
•
Be prepared – You can’t always control the opportunities, but you can improve your ability to
respond by being prepared. In this class, I will provide the opportunity; you need to provide the
preparation. In addition to contributing to your success, preparation will help us create an
environment for all to learn.
•
Pay attention – In our complex world, you have to pay attention at all times to adapt and thrive by
separating the noise from the signals. Whether you are a strategist looking at the big picture or an
operator looking at details, paying attention is essential. In this class, we will employ your eyes,
ears, and minds for the purpose of learning. You will be encouraged to see and hear everything and
discern what matters now.
•
Think out-loud – Asking questions is part of collaborative learning and problem solving, and that is
what we do. I encourage you to think for yourself, ask questions, and engage in dialogue, and
debate.
•
Collaborate and iterate – Think for yourself, but not by yourself. More often than not, progress in
any business field depends on your ability to work together in a structured way to solve complex
problems or discover innovative solutions. In this class, I encourage you to work together, form a
point-of-view quickly, support it or change it based on what you observe, then repeat the process
early and often.
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Business Management 4234 - Lundregan
Managing Service Operations for Competitive Advantage
DAYS
Wed / Fri
SECTION
TIMES
LOCATION
0010
12:45 – 2:05 pm
SB 319
IV. REQUIRED MATERIALS
A.
Text: The text for this course has been customized and you should be careful to get the
correct one available through our university book outlets. All readings, articles, and cases are
included in the text.
Custom Text for: Service Operations Text, Articles and Cases
Create, McGraw Hill. ISBN: 13-9781308497204
B.
Simulation: In addition to the text, an online simulation is required for this course. The
simulation will be run on December 2nd and 4th and requires every registered student to
attend these classes. Harvard charges a minimum fee of $15.00 per student that must be paid
online. I will give you a special registration URL. When you register the simulation will
automatically associate you with the correct school/faculty/course and then require you to
purchase your “seat” in the simulation.
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Business Management 4234 - Lundregan
Managing Service Operations for Competitive Advantage
DAYS
Wed / Fri
SECTION
TIMES
LOCATION
0010
12:45 – 2:05 pm
SB 319
V. COURSE OBJECTIVES
The service sector is the largest and fastest growing segment of the global economy. Intangible
products, high customer involvement and extensive use of information technology create unique
operational challenges for managing service operations. Effective operations management is necessary
to compete, and excellence in operations management can be a competitive advantage. In pursuit of
excellence, a central focus of this course is on customer satisfaction and the role of a firm’s employees,
processes, and leaders in designing, delivering, and improving service operations.
This course employs an Operational Excellence Framework for understanding, designing, and managing
service operations in order to accomplish four learning objectives:
1)
How to think more strategically about service operations – Understanding why service
firms are different than manufacturing firms, what trends drive service sector growth,
how to position a service firm uniquely among competitors for sustainable growth and
profitability, and how to translate strategic intent into operational designs and service
delivery priorities.
2)
How to improve problem solving and decision making skills by employing management
concepts and frameworks – Using qualitative and quantitative analytical frameworks and
tools to manage and improve service operations by applying them in class exercises, case
analyses and independent research.
3)
How to communicate more effectively in order to manage and lead service operations –
Practicing structured oral and written communications through in-class exercises, group
case analyses and in-class presentations for more effective thought leadership.
4)
How to hear and act on the “voice of the customer” – Appreciating the organizational
significance of managing the service encounter to achieve customer satisfaction and
loyalty.
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Business Management 4234 - Lundregan
Managing Service Operations for Competitive Advantage
DAYS
Wed / Fri
SECTION
TIMES
LOCATION
0010
12:45 – 2:05 pm
SB 319
VI. COURSE FORMAT AND GRADING
This course will consist of reading, lectures, cases, research, and exercises. Case discussions involve
analysis and in-class presentations by student teams. There is strong emphasis placed on collaboration
and experiential learning, so class attendance is encouraged and rewarded. Grades will be based on
participation, team cases, and exams as follows:
A.
PARTICIPATION
In services, customers are part of the process. So, in this class students are part of the
process and class attendance matters. I will award up to 10 pts for your attendance and inclass contributions, and your classmates will help me evaluate your team class case
contributions for up to another 20 pts for team class case presentations (see below).
B.
TEAMS
An important element of this class is teamwork. Students will form teams of 4, and each
team is responsible for two class-case presentations (worth 10 pts each) and one team
supplemental case (worth 20 pts). Each team will schedule an appointment with me the
second week of class to review their case selections and requirements.
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Business Management 4234 - Lundregan
Managing Service Operations for Competitive Advantage
DAYS
Wed / Fri
C.
SECTION
TIMES
LOCATION
0010
12:45 – 2:05 pm
SB 319
CLASS CASES
By the end of the first week of class, students will form teams and indicate their preferences
for class-case presentations. The schedule for class-cases is indicated in the syllabus.
Presentations will be in power point form of no more than 10 slides designed for 20 minutes
of discussion (including questions). Preparation should utilize the Op Ex Framework and
address the questions specific to the case (to be provided) in order to generate questions for
class discussion. Suggested slides include a summary of the case facts (situation), indication
of concepts and/or frameworks employed, discussion questions, and team recommendations.
Student feedback will be used in grading based upon the quality and completeness of the
analysis, the quality and delivery of the presentation, and the class engagement (See ClassCase Feedback Form).
D.
SUPPLEMENTAL CASE
Teams will choose one of three cases from the supplemental material section of the text.
Each team will present their findings to the class worth 10 pts (see the syllabus for specific
dates) and prepare a written case analysis also worth 10 pts. Specific case requirements will
be covered in the Op Ex Framework topic during the first week of class. Individual team
members will provide feedback on participation at the end of the semester, and grades can
be different within a team based on that feedback.
VII.
EXAMINATIONS
Exams are closed book, closed notes, closed text messaging, closed neighbor, etc. Each exam will be
a combination of conceptual and problem solving questions based on the body of knowledge
covered in the lectures, text books, cases, exercises, and other assigned readings, videos, etc. Exams
may also cover the content of in-class discussions. Each student must bring their own calculator and
writing instruments. Sharing of materials is prohibited. Devices that can send or receive data are
NOT allowed for any reason during an exam.
Each exam is one course period in length and NO MAKE-UP, LATE, OR EARLY EXAMS WILL BE GIVEN,
except in the case of medical emergency. Business related absences are not excused. Students
should make arrangements now to avoid time conflicts.
The exams represent only the work of the individual student. No outside assistance (discussion with
peers, cheat sheets, etc.) is permitted. See discussion on academic misconduct.
6
Business Management 4234 - Lundregan
Managing Service Operations for Competitive Advantage
DAYS
Wed / Fri
SECTION
TIMES
LOCATION
0010
12:45 – 2:05 pm
SB 319
VIII.
DISABILITY ACCOMMODATION
IX.
ACADEMIC MISCONDUCT
If you need an accommodation based on the impact of a disability, please arrange an appointment
with me as soon as possible. We need to discuss the course format and explore potential
accommodations. I rely on the Office for Disability Services for assistance in verifying need and
developing accommodation strategies. You should start the verification process as soon as possible.
Academic integrity is essential to maintaining an environment that fosters excellence in teaching,
research, and other educational and scholarly activities. Thus, The Ohio State University and the
Committee on Academic Misconduct (COAM) expect that all students have read and understand the
University’s Code of Student Conduct, and that all students will complete all academic and scholarly
assignments with fairness and honesty. Students must recognize that failure to follow the rules and
guidelines established in the University’s Code of Student Conduct and this syllabus may constitute
“Academic Misconduct.”
Any material submitted for course credit must be your own work if it is an individual-based
assignment or the work of your specific team if it is a group-based assignment. Students are not
permitted to discuss, read, text message, e-mail, provide access to documents, or in any way share
the work, thoughts, ideas or solutions regarding the cases, quizzes or exams with other individuals
or teams of students. If outside references are used, they must be properly referenced. It is
recommended that you take action to protect your work, such as collecting your materials from the
lab printers and disposing of rough drafts at home. Case write-ups that are similar to current or past
case write-ups may initiate serious disciplinary action.
If I suspect that a student has committed academic misconduct in this course, I am obligated by
University Rules to report my suspicions to the Committee on Academic Misconduct. If COAM
determines that you have violated the University’s Code of Student Conduct (i.e., committed
academic misconduct), the sanctions for the misconduct could include a failing grade (‘E’) in this
course and suspension or dismissal from the University.
7
Business Management 4234 - Lundregan
Managing Service Operations for Competitive Advantage
DAYS
Wed / Fri
SECTION
TIMES
LOCATION
0010
12:45 – 2:05 pm
SB 319
X. SYLLABUS
8
Business Management 4234 - Lundregan
Managing Service Operations for Competitive Advantage
DAYS
Wed / Fri
SECTION
TIMES
LOCATION
0010
12:45 – 2:05 pm
SB 319
9
Business Management 4234 - Lundregan
Managing Service Operations for Competitive Advantage
DAYS
Wed / Fri
SECTION
TIMES
LOCATION
0010
12:45 – 2:05 pm
SB 319
10
Business Management 4234 - Lundregan
Managing Service Operations for Competitive Advantage
DAYS
Wed / Fri
SECTION
TIMES
LOCATION
0010
12:45 – 2:05 pm
SB 319
11
Business Management 4234 - Lundregan
Managing Service Operations for Competitive Advantage
DAYS
Wed / Fri
SECTION
TIMES
LOCATION
0010
12:45 – 2:05 pm
SB 319
PEER EVALUATION - TEAM CASES
Your group has been given $10,000 for each part of the case as a consulting fee. Divide the money among
your group based on the quality and effort of each team member’s contribution. This evaluation is due to
the instructor when cases are due and will be used to adjust individual case grades. Please justify your
response.
Presentations
Written
Analysis
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$10,000
$10,000
Team members:
Comments:
Your name:
12