MGMT08033 2019 Operations Management

General Details

Full Title
Operations Management
Transcript Title
Operations Management
Code
MGMT08033
Attendance
N/A %
Subject Area
MGMT - Management
Department
MENG - Mech. and Electronic Eng.
Level
08 - NFQ Level 8
Credit
05 - 05 Credits
Duration
Semester
Fee
Start Term
2019 - Full Academic Year 2019-20
End Term
9999 - The End of Time
Author(s)
Diane O'Brien, Louise O'Gorman
Programme Membership
SG_ETRON_K08 201900 Bachelor of Engineering (Honours) in Electronics SG_EMECL_K08 201900 Bachelor of Engineering (Honours) in Mechanical Engineering SG_EMTRN_K08 201900 Bachelor of Engineering (Honours) in Mechatronic Engineering SG_EMTOL_K08 202000 Bachelor of Engineering (Honours) in Mechatronic Engineering SG_EELCO_K08 202000 Bachelor of Engineering (Honours) in Electronic and Computer Engineering
Description

This module gives an insight into the activities associated with the creation of a product or service. Operations Management is one of the core functions of any business.

Operations management is important. It is concerned with creating the services and products upon which we all depend. And all organisations produce some mixture of services and products, whether that organisation is large or small, manufacturing or service, for profit or not for profit, public or private. Thankfully, most companies have now come to understand the importance of operations. This is because they have realised that effective operations management gives the potential to improve both efficiency and customer service simultaneously. But more than this, operations management is everywhere, it is not confined to the operations function. All managers, whether they are called Operations or Marketing or Human Resources or Finance, or whatever, manage processes and serve customers (internal or external). This makes at least part of their activities ‘operations’.

Operations management is also exciting. It is at the centre of so many of the changes affecting the business world – changes in customer preference, changes in supply networks brought about by internet-based technologies, changes in what we want to do at work, how we want to work, where we want to work, and so on. There has rarely been a time when operations management was more topical or more at the heart of business and cultural shifts.

Operations management is also challenging. Promoting the creativity which will allow organisations to respond to so many changes is becoming the prime task of operations managers. It is they who must find the solutions to technological and environmental challenges, the pressures to be socially responsible, the increasing globalisation of markets and the difficult to- define areas of knowledge management.

 

Learning Outcomes

On completion of this module the learner will/should be able to;

1.

Apply the principles of operations management to a variety of businesses and organisations.

2.

Identify the steps involved in process design and appreciate the different types of process layout.

3.

Communicate the concept of operations networks and supply chain management.

4.

Display an understanding of Lean operations.

5.

Apply quality tools and techniques

Teaching and Learning Strategies

.

Module Assessment Strategies

.

Repeat Assessments

Repeat Exam

Indicative Syllabus

Introduction to Operations Management: operations within an organisation. The process transformation model. Types of operations. The activities and role of operations managers. Operations performance objectives.

Design in Operations Management: The volume -variety effect on operations design. The network perspective. Long-term capacity management. The layout procedure. The basic layout types. Detailed design of the layout.

Planning and Control - Capacity, Inventory and Supply Chain: the nature of planning and control. Planning and control activities. Capacity planning and control. Alternative capacity plans. Inventory planning and control. The volume decision. The timing decision. Supply chain planning and control. Supply chain management.

ERP and Lean: What is MRP, MRPII and ERP. MRPII calculations. The Lean philosophy. Lean techniques.

 

Indicative  Work

Layout Design: Product, Process, Cellular Layout

Planning and Control Calculations: Sequencing, Scheduling, Utilisation etc. 

Inventory Control: ABC Analysis. Stock Turns

 

Coursework & Assessment Breakdown

Coursework & Continuous Assessment
20 %
End of Semester / Year Formal Exam
80 %

Coursework Assessment

Title Type Form Percent Week Learning Outcomes Assessed
1 Continuous Assessment Continuous Assessment Assignment 10 % Week 4 1,2
2 Assignment 2 Continuous Assessment Assignment 10 % Week 9 4,5
             

End of Semester / Year Assessment

Title Type Form Percent Week Learning Outcomes Assessed
1 Final Exam Final Exam UNKNOWN 80 % End of Term 1,2,3,4,5
             
             

Full Time Mode Workload


Type Location Description Hours Frequency Avg Workload
Independent Learning Not Specified independent learning 4 Weekly 4.00
Lecture Lecture Theatre Fulltime lecture 3 Weekly 3.00
Total Full Time Average Weekly Learner Contact Time 3.00 Hours

Online Learning Mode Workload


Type Location Description Hours Frequency Avg Workload
Tutorial Not Specified Turorial 1 Weekly 1.00
Independent Learning Not Specified Independent 5 Weekly 5.00
Lecture Not Specified Online lecture 1 Weekly 1.00
Total Online Learning Average Weekly Learner Contact Time 2.00 Hours

Required & Recommended Book List

Required Reading
2016-05-12 Operations Management
ISBN 1292098678 ISBN-13 9781292098678

Module Resources

Non ISBN Literary Resources

Authors

Title

Publishers

Year

Slack N, Brandon-Jones, Johnston R

Essentials of Operations Management,

Prentice Hall

2011

Journal Resources

.

URL Resources

.

Other Resources

None

Additional Information

None