POSTGRADUATE BUSINESS PROGRAMME
BSB20124-M
OPERATIONS MANAGEMENT
2009
Module Handbook
Module Leader: Dr. Vassilis Gerogiannis, Assistant Professor, Department
of Project Management, TEI of Larissa
Tel: 30.2410.684585
Fax: 30.2410.684585
E-mail: gerogian@teilar.gr
Lecturers: Dr. Vassilis Gerogiannis
Dr. Vasiliki Kazantzi, Assistant Professor, Department of
Project Management, TEI of Larissa
Tel: 30.2410.684585
E-mail: gerogian@teilar.gr, kazantzi@teilar.gr
BSB20124-M: OPERATIONS MANAGEMENT
2009/2010
TABLE OF CONTENT
Page
Module Outline
 Indicative content
3
Learning strategies
4-5
Total learning time
5
Learning Outcomes
5-6
Method of Assessment
6
Reading Materials:
 Essential Textbook/s
 Other Recommended Textbooks
7
8
Weblinks
9
Academic Journal titles
9
Resources required
9
Lecture Outline:
10
Module Website
11
Additional Materials
12
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MODULE OUTLINE
Indicative content
Operations Management and Operations Strategy consist of the disciplines which fill
the void between 'Vision' and 'Execution' (it is what a company does). Slack et al
(2007) argue that there are many ways to envisage operations in relation to business
strategy: Strategy drives Operations, Operations supports Strategy (Hill, 2000),
Operations
drives
Strategy
(Wheelwright
and
Hayes,
1985).
The term “Operations” was also once only equated within the narrow definitions of
manufacturing, but now everything has been reinvented - distribution, new product
development, the supply chain (all in the field of operations). But is Marketing stuck in
the past? (Elliot Ettenberg, 2001) - This module is deliberately designed to be
contentious.
Management is usually debated in the context of large organisations, however, over
99.5% of all companies in the UK are classified as small and medium sized
enterprises (SME's) , they account for 41% of GDP, over 58% of employment and
60% of exports (DTI, 2002, 2005). Analogous facts are true for many European
countries and also for Greece. Evidence suggests that SME’s are an important
source of innovation and employment creation (e.g. Arias-Aranda et al, 2001, Cohen,
1995). Therefore the module will pay particular attention to SME's, as well as the
process of development of operations strategy in larger organisations.
Some of the following issues will be covered:
-
The basics of operations - 'the neo-classical view of the firm'
-
Process choice and typologies of operations - the myth of the
product/service divide
-
The genealogy of operations from 'Mass Production' to 'Flexible
Specialisation'
-
The significance of SME's and the way they operate
-
Views of operations and operations strategy: 'Bottom up', 'Top down',
'market requirements', 'capabilities and operations resources'. The
ways SMEs view it.
-
Service delivery and culture in large and small organisations.
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Content versus Process in Operations and Operations Strategy. The
Hill perspective of Operations, business strategy and marketing.
-
Structural and infrastructural decision areas - 'order winners' and
'qualifiers'.
-
'Operational effectiveness' versus 'Strategy'
-
TQM, 'Lean', 'Agile' and other aspects of best practice.
-
'Value innovation' in operations.
-
Planning and control and the role of information systems in the field of
operations management and strategy.
Learning strategies
These learning strategies will occupy your time:
The learning strategy for the full-time module requires students to commit 150
learning hours (including assessment), of which 36 hours will be class support and
114 hours will be independent and self-directed study.
There will be a mixture of activities including conventional lectures, case studies,
videos, in-class group debates and discussions, individual and group problem solving
outside class, directed reading and problem solving outside class and self-directed
learning.
The direct contact hours (36) will consist of a combination of conventional lectures
(approximately 60%) and participant-led tutorials (approximately 40%). The latter are
assessed and have a 25% weighting (see assessment).
In particular, the delivery of the module will take various forms including:

Lectures that will be supported by case study discussions and in-class
exercises (relevant cases studies and exercises will be utilised to develop
further understanding and develop analytical and decision making skills)

Preparation in advance of class is mandatory, involving reading of prescribed
materials (text or electronic materials and appropriate journal articles)

Undertaking appropriate research on operations management topics, as
directed

Working independently on case studies and in-class exercises
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BSB20124-M: OPERATIONS MANAGEMENT
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Presentations (individual and/or group) on specific case studies and/or
exercises as directed
Whilst the tutor will input some essential ideas on the main issues, students will be
expected to carry out research and take part in group discussions to develop these
ideas.
The independent learning hours (114) will be occupied with:
1. independent reading and additional research of change and service delivery
systems in preparation for participant-led seminars (30 hours), as well as with
2. wider primary and secondary research in order to address the requirements of the
main assignment and class tests (84 hours).
In order to do well in the module:
1. You have to read widely around the subject, be familiar with the theories and
concepts and actively seek ways to apply them to your day-to-day living and working
environments.
2. You should be thinking critically and creatively. Don’t take things as they are.
3. You will need to play an active part role in determining what to learn, how and how
much to learn, whilst the role of your lecturer will be to facilitate your learning and
perhaps bring your attention to certain issues that may not seem immediately
significant (Zhuang, 2000).
Total Learning Time
Contact Time:
60% lectures
40% tutorials
(student-centred seminars)
Learning Outcomes:
On completion, you should be able to demonstrate the following learning outcomes:
1. CRITICALLY EVALUATE THE NATURE AND
Analysis
ROLE OF OPERATIONS STRATEGY IN LARGE
Communication
AND SMALL ENTERPRISES INCLUDING THE
DEVELOPMENT OF UNIQUE ACTIVITY SYSTEMS Enquiry
Knowledge & Understanding
2. A SYSTEMATIC UNDERSTANDING OF EXTANT Application
AND EMERGENT FRAMEWORKS OF
Knowledge & Understanding
OPERATIONS IN BOTH SERVICES ORIENTED
Problem Solving
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BSB20124-M: OPERATIONS MANAGEMENT
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AND MANUFACTURING ORGANISATIONS
3. CRITICALLY ANALYSE THE RELATIONSHIPS
Analysis
BETWEEN SERVICE OPERATIONS, MARKETING, Communication
BUSINESS CULTURE AND BUSINESS
PERFORMANCE IN SME'S COMPARED WITH
Learning
LARGER ORGANISATIONS
4. CRITICALLY APPRAISE THE ROLE OF
Application
SERVICE DELIVERY SYSTEMS IN THE CONTEXT Knowledge & Understanding
OF FUNDAMENTAL STRATEGIES AND HOW
THEY MAY BE 'OPERATIONALISED' IN
Learning
ORGANISATIONS
Method of Assessment
You will be assessed by the following:
A Group PRESENTATION weighted at 25%, and a 2-hour partially seen EXAM
weighted at 75%.
In particular,

the Group Presentation, weighted at 25%, will assess learning outcomes 1, 3
and 4.

the 2-hour Examination, weighted at 75%, will assess learning outcomes 1, 2,
3 and 4.
The examination for this module will be divided into 2 parts:
Part A) comprises 10 'short questions' to test knowledge and understanding. Each
question will have a maximum value of 5% points and all questions ought to be
attempted. The maximum assessment value for part A will be 50% points.
Part B) is the Analysis Part, which comprise of 'seen stimulus material' (e.g. case
study, academic paper) and 'unseen questions' which require in - depth analysis.
Candidates will be required to answer one question from a choice of four or five. The
maximum grade for this section of the paper will be 50% points.
The main rubrics for the examination component of the assessment will be as
follows:

2 hour closed book examination (see above)

Students may bring notes into the examination room not exceeding one side
of A4 paper or 600 words. This is not an 'open book' examination.
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If a case study or academic publication is used in Part B of the examination,
students will be supplied with a new copy of the 'stimulus material'. They may
not bring annotated versions of the 'stimulus material' into the examination
room.
Pass criteria:
The student should demonstrate a good understanding of subject knowledge and
understanding of appropriate concepts and contemporary issues. These issues are
highlighted, analysed and evaluated and focus of the question is clearly understood.
The structure is appropriate and demonstrates elements of critical thinking. Evidence
of research ability and an appropriate standard of presentation for masters level
reporting.
Distinction criteria:
Provides evidence of extensive subject knowledge and understanding of appropriate
contemporary issues. These issues are addressed and focus of the question is
clearly understood. Ability to present competing perspectives to support points being
made is apparent. The structure is clear and the subject matter is communicated
articulately and coherently. The student will demonstrate an ability to deploy relevant
theory, concepts, knowledge and, where necessary, mastery of appropriate skills.
Key concepts are presented confidently. Evidence of a wide range of research
material and high level of presentation showing style and standard of referencing
expected at masters level.
Assessment Feedback
After your exams and/or assignment have been marked, a written feedback form will
be distributed that will highlight and identify the main strengths and weaknesses
displayed in the answers provided. If you wish to receive individual feedback on your
script and/or assignment, you should contact the lecturers concerned and arrange a
mutually convenient time when your script and/or assignment can be discussed.
Marks will be given back within five-six weeks of your taking the exam and/or
submitting your assignment. These marks will be provisional, since all marks have to
be approved and agreed with external examiners.
Essential Reading Materials
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 Essential Texts
Authors
Slack, N., Chambers, S.
and Johnston, R.
Slack, N. and Lewis, M.
Title
Operations Management (2007),
5th edition, Prentice Hall
Operations Strategy (2002),
Financial Times Prentice Hall
ISBN
0273708473
9780273637813
 Other Recommended Texts
Author/s
Heizer, J.H., and Render,
B.
Johnston, R., Chambers,
S., Harland, C., Harrison,
A. Slack, N.
Lysons, K. and
Farringhton, B.
Reid, R.D. and Sanders,
N.R.
Stephenson, W.J.
Chase, R.B., Jacobs, F.R.,
and Aquilano, N.J.
Barnes, D.
Hill, T.
Johnston, R. & Clark, G.
Title
Operations Management (2008),
9th edition, Prentice Hall
Cases in Operations Management
(1997), 2nd edition, FT Prentice
Hall
Purchasing and Supply Chain
Management (2006), 7th edition,
FT Prentice Hall
Operations Management, an
Integrated Approach (2007), 3rd
edition, FT Prentice Hall
Operations Management (2005),
8th edition, McGraw-Hill
Operations Management for
competitive advantage (2006),
12th edition, McGraw-Hill
Operations Management, an
international perspective (2008),
Thomson
Operations Management (2005),
2nd edition, Macmillan Business
Service Operations Management
(2001), FT Prentice Hall
ISBN
9780132342711
027362496-2
0273694383
9780471794486
0072869089
0071115536
9781844805341
1403934665
0273639226
Computer Software:
 Weblinks:
Operations management articles, publications, reports and some institutes
available electronically on the web
Module Website
Staffordshire University
Module Descriptor
University Library’s Online
resources
The INFORMS OR/MS
resources page
The Association for
http://e-class.teilar.gr/courses/PBS105/
http://www.staffs.ac.uk/current/student/modules/sho
wmodule.php?code=BSB20124-M
http://hermes.lib.teilar.gr/
http://www2.informs.org/Resources/
http://www.apics.org/default.htm
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BSB20124-M: OPERATIONS MANAGEMENT
Operations Management
Production and Operations
Management Society (POMS)
The Institute of Operations
Management
Free Management Library
Operations Management
Center
Emerald Library – electronic
articles
Harvard Business Review
Library of Theses and
Dissertations titles
Research Methods Tutorials
Databases produced or
hosted by the National
Documentation Centre of
Greece (EKT)
A portal to Research Methods
resources
2009/2010
http://www.poms.org/
http://www.iomnet.org.uk/
http://managementhelp.org/ops_mgnt/ops_mgnt.htm
http://www.mhhe.com/omc/index.html
www.emerald-library.com
www.hbsp.harvard.edu
http://thumper.vtls.com:6080/visualizer/
http://www.socialresearchmethods.net/tutorial/tutoria
l.htm
http://argo.ekt.gr/opac2/zConnectENU.html
http://bubl.ac.uk/LINK/r/researchmethods.htm
 Journals
Management and Business Journals (some of the following titles are available in the
library of the Technological Education Institute or you may also be able to access
them
electronically
via
the
University
Library’s
Online
resources
(http://hermes.lib.teilar.gr/)):















International journal of operations and production management
International journal of advanced operations management
Journal of operations management
International journal of project management
Operations management
Manufacturing & service operations management
International journal of production economics
Knowledge and process management
Production and operations management
Project management journal
Total quality management
Total quality management & business excellence
International journal of operations and quantitative management
Operations management review (OM review)
Journal of manufacturing and operations management
Resources required:
You will need access to these resources:
1. Appropriate texts and business journals and the internet.
2. Access to  and other electronic and library sources.
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LECTURE OUTLINE
Session
1
2
3
4
5
6
7
8
9
10
11
Indicative Module Topic/s
INTRODUCTION TO OPERATIONS MANAGEMENT
 What is Operations Management
 Effective Operations Management / Competitiveness
 The Activities of Operations Management
 The Model of Operations Management
 The Strategic Role and Objectives of Operations Management
OPERATIONS STRATEGY
 What is Strategy
 The Content of Operations Strategy
 The Process of Operations Strategy
PROCESS DESIGN
 Process Types
 Design and Designing Processes
 Design Stages: Conceptual Design/ Preliminary Design /
Design evaluation and improvement / Final Design
DESIGN OF PRODUCTS AND SERVICES
 Designing Products
 Designing Services
SUPPLY NETWORK DESIGN
 The Supply Network Perspective
 Configuring the Supply Network
 The Location of Capacity
FORECASTING
 Approaches & Techniques – Case studies in Operations
Management problems
PLANNING AND CONTROL
 Inventory Planning and Control, Enterprise Resource Planning
(ERP)
PLANNING AND CONTROL
 Supply Chain Management
OPERATIONS SCHEDULING
 Scheduling techniques
 Resource assignment problems
LEAN OPERATIONS AND JUST IN TIME
 The Lean Concept
 Just In Time Philosophy
 JIT Techniques
 JIT and MRP
QUALITY MANAGEMENT
 Quality and Importance
 Quality Management
 Process Improvement
 Total Quality Management (TQM)
PROJECT MANAGEMENT
 What is a Project
 Project Planning and Control
 Project Management/Scheduling Techniques
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 Computer-assisted Project Management
SUPPORTING DECISIONS IN OPERATIONS MANAGEMENT
 Multi-criteria decision problems in Operations Management
 Representative Multi-Criteria Decision Analysis Techniques
Module Website:
http://e-class.teilar.gr/courses/PBS105/
Additional Guidelines:
Please read the attachments included in this handbook as they serve as useful
guidelines to enable you to undertake your research and references accordingly for
this module.
1. You are expected to clearly state any assumptions you make, and
support statements and theories by referencing to appropriate
sources.
2. Bibliography/References should be listed according to the Harvard
convention with the authors listed in alphabetical order.
Harvard Referencing - click the link below for details.
http://www.wlv.ac.uk/lib/Tipsheets/Harvard2003.pdf
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