MBA 2396 Operational Management
MBA 2396 Operational Management
Operations management is concerned with the production and delivery of goods and services. It encompasses the design of the products and processes, the planning and execution of production, and acquisition and deployment of resources. Efficient operations can provide a firm with major competitive advantages, since the ability to respond to consumer and market requirements quickly, at low coast, and with high quality, is vital for sustained profitability and growth.
The course aims to familiarize you with the problems and issues confronting operations managers and provide you with concepts, insights and tools to deal with these issues in order to gain competitive advantage through operations.
We will see how different business strategies require different business processes, and vice versa, how different operational capabilities allow and support different strategies to gain competitive advantage. A process view of operations will be used to analyze different key operational dimensions such as capacity management, cycle time management, supply chain and logistics management, and quality management. And, we will connect to recent development such as lean or world-class manufacturing, just-in-time operations, time-based competition and business re-engineering.
- to introduce the strategic and operational challenges that operations managers are confront with;
- to provide frameworks for critically understanding and dealing with these challenges;
- to introduce process analysis and improvement tools;
- to develop the capability to analyze problems and support managerial decisions.
On completion of this course, students should be able to:
- Develop knowledge of concepts, principles, and methods in the operations management from a supply chain perspective. (CLO1)
- Develop capabilities for understanding, assessing, and resolving technical and administrative issues for operations management. (CLO2)
- Develop managerial leadership in operations management. (CLO3)
- Develop capabilities for case study and analysis of contemporary operations management. (CLO4)
The candidate has insight into the relevant academic field and further, on professional ethical issues.
- Overview the course, Operations management defined; linking operations to corporate strategy
- Business process re-engineering: a business management strategy focusing on the analysis and design of workflows and processes within an organization.
- Identification and management of bottlenecks
- Business process re-engineering: a business management strategy focusing on the analysis and design of workflows and processes within an organization.
- The "Beer Game"
- Waiting line models: Why queues form, introduction of queuing models, trade-offs and managerial insights
- The "Outsourcing Game"
- Classification of Products: functional and innovative products
- Inventory management: the planning and controlling of inventories in order to meet the competitive priorities of the organization.
2 of the teaching hours in this course are dedicated to CSR, ethics, social and environmental issues.
1 ECTS credit corresponds to a workload of 26-30 hours
The course is conducted as a teaching module, where students have classes all day for four subsequent days, a total of 32 hours.
The course is a part of a full MBA and examination in all courses in the MBA programme must be passed in order to obtain a certificate for the MBA degree.
In all BI Executive courses and programmes, there is a mutual requirement
for the student and the course responsible regarding the involvement of the student's experience in the planning and implementation of courses, modules and programmes. This means that the student has the right and duty to get involved with their own knowledge and practice relevance, through the active sharing of their relevant experience and knowledge.
Recommended reading:
In the case folder.
- Fasten: Challenging Uber and Lyft with a New Business Model, HBS case 9-616-062
- Process fundamentals, Harvard Case 9-696-023
- The bullwhip effect in supply chains, Hau L Lee, V Padmanabhan, and Seungjin Whang; Sloan management review, Spring 1997, volume 38, issue 3, pp. 93-102
Granted admission to the BI-Fudan MBA programme. Please consult our student regulations.
Disclaimer
Deviations in teaching and exams may occur if external conditions or unforeseen events call for this.
| Assessments |
|---|
Exam category: School Exam Form of assessment: Written School Exam - pen and paper Exam/hand-in semester: First Semester Weight: 100 Grouping: Individual Support materials:
Duration: 3 Hour(s) Comment: The students are evaluated through a written School exam, accounting for 4 ECTS credits. Exam code: MBA 23962 Grading scale: ECTS Resit: Examination when next scheduled course |
| Activity | Duration | Comment |
|---|---|---|
Teaching | 32 Hour(s) | |
Prepare for teaching | 10 Hour(s) | |
Student's own work with learning resources | 32 Hour(s) | |
Individual problem solving | 13 Hour(s) | Case discussion |
Individual problem solving | 20 Hour(s) | Reveiw and prepare for exam |
Examination | 3 Hour(s) |
A course of 1 ECTS credit corresponds to a workload of 26-30 hours. Therefore a course of 4 ECTS credit corresponds to a workload of at least 110 hours.