20346 - OPERATIONS MANAGEMENT LAB
Course taught in English
Go to class group/s: 31
Due to the higher and higher level of competitiveness that many industries have been experiencing in the recent years, manufacturing and service companies need to understand how to design their operations so as to improve simultaneously efficiency and effectiveness through the implementation of best practices. This course illustrates how to design, manage and improve operations. It is characterized by the adoption of an experiential learning approach, through a Lab in which case studies, business games and simulations are intensively used. This teaching methodology lets the participant directly implement practices and tools learned in class, developing problem setting and problem solving skills, as well as group working ones. Thanks to the use of simulation tools, participants live a realistic experience of the problems affecting production systems. They can also appreciate the benefits that can be gained through the introduction of up-to-date managerial practices, which they have to implement during simulations and business games. During the course, a site-visit to an industrial plant is held, during which students carry out a check-up aimed at proposing improvement actions based on the tools learned in class. This teaching methodology, heavily based on interaction and class participation, aims at providing students with a deep insight of the main problems and solutions peculiar to operations management through a learning experience that reproduces real life situation.
The course focuses on specific topics related to the Operations Strategy, Management and Control. It is structured in 7 main modules:
- Strategy, Operations and Global Competitiveness.
- Process Planning and Design.
- Performance Measurement in Operations and Supply Chain Management.
- Production Planning.
- Inventory Management.
- Lean Production.
- Introduction to Industry 4.0.
- Recognize the relationship betweem Corporate Strategy and Operations Strategy.
- Identify the most relevant operations performances (quality, efficiency, service, etc.).
- Illustrate the main issues related to the production planning and stock control process management.
- Describe the specificities of Lean Manufacturing and Industry 4.0.
- Analyze the impact of Operations Strategy on Company competitveness.
- Measure and interpret the relevant KPIs in different operations and logistics systems.
- Apply the appropriate tools and methodologies related to the Production Planning and Inventory Management decision making process.
- Develop a proper path to implement a Lean Manufacturing project.
- Discuss the role played by the new technologies related to Industry 4.0.
- Demonstrate organizational and teamwork abilities as well as effective presentation and communication skills.
- Face-to-face lectures
- Company visits
- Exercises (exercises, database, software etc.)
- Case studies /Incidents (traditional, online)
- Group assignments
- Interactive class activities (role playing, business game, simulation, online forum, instant polls)
The learning experience of this course includes, in addition to face-to-face lectures, case discussions, group works, real examples, business simulations and games.
- Topics are analyzed moving from real-life case-histories, so as to make the students aware not only of the technicalities related to sustainability in Operations and Supply Chain Management, but also of the most valuable experiences of companies and of industries that are leading the process toward a more sustainable operating system. The nature of "Lab" implys a learning by doing approach mainly based on the use of on-line simulation tools.
- Three group works are assigned during the course: students are expected to analyze each case/assignment within their working group and then prepare a power-point presentation summarizing their main findings. These presentations are used for the student assessment (see next paragraph) as well as a basis for a discussion of the cases in class, during which students are encouraged to bring their own views and to share insights, comments and conclusions.
- The active participation in class is also considered for the overall student assessment. Due to this teaching methodology, heavily based on interaction and class participation, attending is recommended.
|Continuous assessment||Partial exams||General exam|
With the purpose of measuring the acquisition of the above-mentioned learning outcomes the student assessment is based on three main components:
- In-class participation (10% of the final grade) aimed at testing the student ability to interact in a multicultural environment and to think critically through contribution given to the class discussion.
- Three group assignments (30% of the final grade - 10% each) designed for the purpose of verifying the student ability to:
- Identify and analyze the main issues related to operations and supply chain management.
- Apply the appropriate tools and methodologies learnt in class (Operations Strategy, performance measurement, production planning and inventory control, lean manufacturing, etc.).
- Use and evaluate the relevant data and KPIs, (iv) work on a team and organize and present effectively the relevant outcomes.
- Final written exam (60% of the final grade), based on a mix of multiple-choice and open questions related to the topics covered in class and to the reference book, which aims to assess the student’s learning level of the theoretical models and the main concepts, methods and tools shared in the course as well as the clarity of written communication.
The attendance is measured by the specific app available to all students. To take the exam as an attending student, an attendance rate equal to or higher than 75% must be reported.
Written exam, (100% of the finale grade) based on a mix of multiple-choice and open questions related to the reference book, which aims to assess the student’s learning level of the theoretical models and the main concepts, methods and tools detailed in the book as well as the ability to analyze some implications related to them and to use a clear communication style.
- J.R. MEREDITH, S.M. SHAFER, Operations Management, John Wiley & Sons, 2011, fourth edition (only chapters in the syllabus).
- Case studies, simulations and readings uploaded on the e-learning platform.
J.R. MEREDITH, S.M. SHAFER, Operations Management, John Wiley & Sons, 2011, fourth edition (all chapters).