Course: Operations Management III Code: 10BBA40005 Type: Required Year: ECTS Credits: 3 Language: Spanish: Coordination: Semester: 1

Faculty: Miguel Angel Heras Forcada Jaume Hugas Sabater Juan Ramis Pujol Carles Roig Navarro Course Requirements: To do Operations Management III, students must have completed Operations Management I and II. Previous knowledge:

Workload distribution: Lectures: 22.5 Participatory classes: 7.5 Individual tutorials: 3.0 Independent work: 57.0 Approximate distribution. Work: 30 hours Case study preparation: 5 hours Study: 22 hours Course Contribution to the Programme: 1. Ability to contribute, from a functional point of view, to the companys global strategy, with an international vision of the organisation. 2. Development of the necessary skills enabling them to have a comprehensive general overview of organisations and the environments in which they exist, beyond their functional aspects. Course Learning Objectives: 1. To create the context for interpretation and implementation of Operations and Innovation Strategy within the framework of business strategy. In other words, to understand and operationalise process management and the creation of value in companies. To study the most recent concepts regarding innovation as a basic part of business strategy.

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3. 4.

To develop a framework for strategic development of innovation management. To understand the various categories of innovation and their capacity for value creation. To analyse the importance of the Supply Chain design, in terms of its interaction with Marketing and Operations. The main trends in SCM, and its organisational effects.

5. To approach the most relevant subjects that executives in the area have to deal with. Introduction to problem solution tools and methods. 6. 7. 8. To revise the implementation process through real practical case studies. Tools to facilitate the processes of organisational change. To study the elements making up Management by Process. Analysis will be made of the value created by the implementation of Management by Process. To analyse how Performance Measurement Systems and Scorecards bring company strategy into being at every level of the organisation, and how to overcome resistance to the changes that will start it off. Introduction to the processes of reengineering and benchmarking.

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Skills Developed: - The ability to apply knowledge to obtain results. - The ability to communicate information and/or knowledge. - Strategic and systematic thinking. - The ability to understand the organisational context. - The ability to work in a team and collaborate. Contents and Methodology: SESSION 1: Part 1: Course introduction. Part 2: INNOVATION MANAGEMENT STRATEGY - Framework for strategy formulation Reading: - Ramis-Pujol, J., Book Chapter: Change and innovation management. Theoretical foundations and practical questions for an MBA. Lo que se aprende en los mejores MBAs. Ed. Gestin 2000 (Planeta) 2008 Professor: Juan Ramis SESSION 2: Part 1: Innovation at Progressive Case Study (a)

Part 2: HOLISTIC VISION OF INNOVATION - Creating value through new products, services, business lines and business models. - Innovation Management Tools. - How to ensure Value Creation. Reading: - (Refresher reading from Operations I: Hammer, M: Deep Change. HBR) - Ramis-Pujol, J., Chapter 3: Innovation, What do we mean?, Gua Prctica de la Innovacin para PYMES. Anetcom, 2005, www.anetcom.es Professor: Juan Ramis SESSION 3: Part 1 SCM IN THE COMPETITIVE ENVIRONMENT What is SCMs value proposal? How do you compete through SCM Multidisciplinarity Management State of the Art

Part 2: Strategies for developing SCM Programmes - 10 facilitating tools for developing Supply Chain Management Programmes. Reading: - Selection of articles: 'Understanding SCM', Financial Times, Autumn, 2001. Professor: Carles Roig SESSION 4: Part 1: Barilla Case Study Part 2: STRATEGIES FOR DEVELOPING SCM PROGRAMMES (cont) - Organisational impact * SCM - Are you ready for it? Reading: - Lee, Hau L. 'The Triple-A Supply Chain Management', Harvard Business Review, October 2004. - Economist Intelligence Unit. 'Operational innovation: Fortune favours the brave.' The Economist Dec. 2007 Professor: Carles Roig

SESION 5: LEAN SUPPLY CHAIN Vendor Management Inventories (Bullwhip effect) Integration vs. Modularisation (Clockspeed Law) RFID and Remix Projects at WalMart..

Case study: Supply Chain Management at WALMART. Reading: - Fine, Charles H., MIT: Clockspeed-based Strategies for Supply Chain Design Production and Operations Management, Vol 9, No 3, Fall 2000. - Fisher, Marshall L., Wharton: What is the Right Supply Chain for your Product?, Harvard Business Review, March-April, 1997. Professor: Jaume Hugas SESSION 6: AGILE SUPPLY CHAIN - Integration of the Supply Chain and '3DCE Design' - Localisation with Globalisation: JIT Manufacturing and logistics Case Study: ZARA, Fast Fashion. VCR & Reading: - Video Inditex & Zara (25 minutes) - Ferdows, Kasra, Georgetown University: Shaping Global Operations. Georgetown UniversityUniversia, 2009, vol 3, num 1. Professor: Jaume Hugas SESSION 7: BUSINESS PROCESS MANAGEMENT Introduction to BPM. Process Ownership. Benchmarking. Reengineering of Business Processes Value creation through BPM implementation. Teamwork: The road to BPM.

Reading:

- Hammer, M. y Stanton, S. (1999), How Process Enterprises Really Work, Harvard Business Review, November-December, pp 108 118. - Immelt, J. y Stewart, T. (2006), Growth as a Process: The HBR Interview, Harvard Business Review, June. Professor: Miguel ngel Heras SESSION 8: Part 1: Taco Bell Case Study. Parte 2: INDICATORS AND PERFORMANCE MEASUREMENT SYSTEMS Indicators and Performance Measurement Systems. The Balanced Scorecard . Strategy Map. Strategic and operational indicators. Indicator definition: 14 areas. Implementation of the Performance Measurement System.

Reading: - Kaplan, R.S. and Norton, D. P. (2008), 'Mastering the Management System'. Harvard Business Review, January, pp 63 - 77. - Heras, M., Sierra, V. and Cusumano, J. (2006), 'A Set of Requirements For Analysis of Performance Measurement Systems', presented at the Fifth International Conference on Performance Measurement and Management. Professor: Miguel ngel Heras The methodology used is geared towards active student participation. It consists of a combination of class presentation of subjects, analysis and case study discussions, with group work and critical reading of selected articles. During the course the student will learn to: - Work in a team, collaborating actively and in supportively to reach the agreed objectives. - Contrast/apply knowledge and skills acquired in the theory classes to the practical/participatory sessions (case study analysis). - Synthesise the proposals and analysis and communicate them in oral presentations adapted to the set objectives and the characteristics of the audience. The course includes the development of a Business Project, monitored by tutors, in which the conceptual elements taught throughout the Operations courses are dealt with in a practical and instructional way. Evaluation: The system of evaluation consists of: - Group tasks on Case Studies, reading and Operations and Innovation concepts. Weighted at 25%.

- Company work. Weighted at 35%. - Final course exam. Weighted at 40%. In order for the exam grade to be averaged in with the courses other grades, students must obtain a grade of 4 out of 10 or over. Because the methodology of this course focuses on active student participation, there is a significant continuous assessment factor in the evaluation, necessitating major effort on the part of both the students and the Professors. Case Study preparation and reading for the sessions is therefore indispensable. Articles given as preparatory reading for each session must be read and analysed before the class. The readings are assessable final exam material. No test or group presentation can be made up at a later date, even if the non-attendance was for work reasons, as these tests are used for random attendance measurement. All the groups will submit the chosen Case Studies to the practicals professors at the beginning of the practicals classes. Core Bibliography: Krajewski, Ritzman, Malhotra. Operations Management. Procesess & Value Chains Pearson Prince Hall 2008 Complementary Bibliography and Material: Innovation Beck, J, Wade, M., The Kids are Alright, HBS Press, 2006 Chesbrough, H, Open Innovation, HBS, 2003 Cooper, R.G., Winning at New Products: Accelerating the Process from Idea to Launch, Addison Wesley, 1993 Crawford, C. (1991). New Products Management (3rd. ed.), Homewood, Illinois: Irwin. Hamel, G., Breen, B., The Future of Management, HBS Press, 2007 Kim, W. Chan and Mauborgne, Rene. Value Innovation: The Strategic Logic of High Growth. Harvard Business Review, July-August, pp. 172-180, 2004 McCraw, T, Prophet of Innovation, Harvard University Press, 2007 Schumpeter, J, Theory of Economic Development, 1912, 1934 Utterback, J. (1994). Mastering the Dynamics of Innovation. Boston, MA.: Harvard Business School Press. Von Hippel, E., Democratizing Innovation, The MIT Press, 2005 Weinberger, D., Everything Is Miscellaneous: The Power of the New Digital Disorder, Times Books, 2007

Wheelwright, S., & Clarck, K. (1992). Revolutionising Product Development, New York: Free Press. Supply Chain Management Chopra, Sunil (2000), Supply Chain Management: Strategy, Planning and Operations, Prentice Hall. Christopher, Martin (2001), Logistics and Supply Chain Management, Financial Times Management. Fine, Charles (1999), Clockspeed: Winning Industry Control in the Age of Temporary Advantage. Perseus Publishing. Harrison, Allan and Van Hoek, Rene (2002), Logistics and Supply Chain Management. Prentice Hall. Hayes, Pisano, Upton y Wheelwright (2005), Operations, Strategy and Technology: Pursuing the Competitive Edge. John Wiley and Sons. Hunter, Alan (1999), Quick Response: Managing the Supply Chain to Meet Consumer Demand. John Wiley and Sons. Poirier, Charles (2000), E-Supply Chain. Berret Koehler Publishers. Simchi-Levi, David (2000), Designing and Managing the Supply Chain. McGraw Hill. Wood, Donald F. (1999), Contemporary Logistics. Prentice Hall. http://www.napm.org http://www.supplychain.ittoolbox.com http://www.cpfr.org http://www.supply-chain.org http://ocw.mit.edu/index.html http://www.ascet.com http://www.manufacturing.net/scm/ http://cio.com/research/scm/ http://www.sckc.info Business Process Management Hammer, M. (1996), Beyond Reengineering: How the Process-Centred Organisation is Changing our Work and our Lives. London: Harper Collins. Hammer, M. y Stanton, S. (1999), How Process Enterprises Really Work, Harvard Business Review, November - December, pp 1110 118. Harmon, P. (2007), Business Process Change. A Guide for Business Managers and BPM and Six Sigma Professionals. San Francisco: Morgan Kaufmann Publishers. Jeston, J. and Nelis, J. (2008), Business Process Management. A Roadmap to Sustainable Business Process Management, Oxford: Butterworth-Heinemann. Madison, D. (2005), Process Mapping, Process Improvement, and Process Management. Chico, California: Paton Press.

OConnell, J., Pyke, J. and Whitehead, R. (2006), Mastering Your Organizations Processes. New York: Cambridge University Press. Rumler, G. And Ramias, A. (2010), White Space Revisited. Creating Value Through Process. San Francisco: Jossey-Bass. http://www.bain.com/management_tools/home.asp http://www.brint.com/BPR.htm http://www.benchnet.com/ http://www.apqc.org/ http://www.prosci.com/ http://www.hammerandco.com/