Students
BUS 803 – Strategic Operations Management
2014 – S1 Evening
General Information
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| Unit convenor and teaching staff |
Unit convenor and teaching staff
Moderator
Con Korkofingas
Contact via con.korkofingas@mq.edu.au
E4A-629
Tuesday 4-6 pm
Unit Convenor
Brad Smith
Contact via brad.smith@mq.edu.au
Consultation by arrangement
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| Credit points |
Credit points
4
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| Prerequisites |
Prerequisites
BUS651 or MKTG696 or admission to MActPrac or MCom or MEc or MIntBus prior to 2011
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| Corequisites |
Corequisites
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| Co-badged status |
Co-badged status
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| Unit description |
Unit description
This unit examines the key issues currently facing all service and manufacturing organisations when creating products and services. A primary aim of the unit is to illustrate the principles involved in effectively creating a value proposition and how the value transformation process is managed in the organisation and across the value chain. The unit looks in detail at the link between an organisations' competitive strategy and the management of its operations, design of products and processes, management of supply chains and inventory, management of quality, lean and six sigma philosophies, and continuous improvement techniques.
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Important Academic Dates
Information about important academic dates including deadlines for withdrawing from units are available at https://www.mq.edu.au/study/calendar-of-dates
Learning Outcomes
On successful completion of this unit, you will be able to:
- To develop an appreciation of the key issues currently facing the manager of an operational functional area
- To gain an insight into the appropriate means of applying process based concepts and operational tools and techniques
- To develop an ability to interrelate the impact of developments made in the operations area with other functional areas and with overall corporate strategy
Assessment Tasks
| Name | Weighting | Due | Groupwork/Individual | Short Extension | AI Approach |
|---|---|---|---|---|---|
| 1. Class Test | 10% | Week 5 | No | ||
| 2. Assignment | 25% | Week 12 | No | ||
| 3. Group Assignment | 25% | Week 13 | No | ||
| 4. Final Examination | 40% | TBA | No |
1. Class Test
Due: Week 5
Weighting: 10%
Groupwork/Individual:
Short extension 3: No
AI Approach:
Submission
Exam paper submitted in class
Extension
Not allowed
Penalties
In class test. See convenor if test is not attempted.
On successful completion you will be able to:
- To develop an appreciation of the key issues currently facing the manager of an operational functional area
- To gain an insight into the appropriate means of applying process based concepts and operational tools and techniques
- To develop an ability to interrelate the impact of developments made in the operations area with other functional areas and with overall corporate strategy
2. Assignment
Due: Week 12
Weighting: 25%
Groupwork/Individual:
Short extension 3: No
AI Approach:
Submission
Hard copy submitted in class in nominated week
Extension
Not allowed
Penalties
Late submission will attract a penalty of 5% of the assignment mark per day, unless discussed with the lecturer in
advance.
On successful completion you will be able to:
- To develop an appreciation of the key issues currently facing the manager of an operational functional area
- To gain an insight into the appropriate means of applying process based concepts and operational tools and techniques
- To develop an ability to interrelate the impact of developments made in the operations area with other functional areas and with overall corporate strategy
3. Group Assignment
Due: Week 13
Weighting: 25%
Groupwork/Individual:
Short extension 3: No
AI Approach:
Submission
Hard copy handed in in class in the nominated week
Extension
Not allowed
Penalties
Late submission will attract a penalty of 5% of the assignment mark per day, unless discussed with the lecturer in
advance.
On successful completion you will be able to:
- To develop an appreciation of the key issues currently facing the manager of an operational functional area
- To gain an insight into the appropriate means of applying process based concepts and operational tools and techniques
- To develop an ability to interrelate the impact of developments made in the operations area with other functional areas and with overall corporate strategy
4. Final Examination
Due: TBA
Weighting: 40%
Groupwork/Individual:
Short extension 3: No
AI Approach:
Submission
Attendance at designated venue to be advised
Extension
Discuss with lecturer id supplementary exam required
Penalties
Not applicable
On successful completion you will be able to:
- To develop an appreciation of the key issues currently facing the manager of an operational functional area
- To gain an insight into the appropriate means of applying process based concepts and operational tools and techniques
- To develop an ability to interrelate the impact of developments made in the operations area with other functional areas and with overall corporate strategy
Delivery and Resources
Classes
- 3 hours face to face lecture, 13 x 3 hour classes and 120 hrs self study
- The timetable for classes can be found at: http://www.timetables.mq.edu.au/
- Lecture attendance is mandatory
Required and Recommended Texts and/or Materials
Participants will be expected to read widely and develop their general research skills (not just use the Internet). Many of the issues covered in the topics can be found in business or academic Journals, newspapers and or business periodicals such as the Asia Wall Street Journal, Far East Economic Review, Australian Financial Review, Business Review Weekly, Sydney Morning Herald, The Age, The Australian, etc. A good starting point to source articles is the reference section of relevant journal articles.
The recommended textbook for this unit is:
Slack, N, Chambers, S and Johnston, R,
Operations Management
Pearson Education, 6th edition. 2010, ISBN: 978-0-273-73046-0
See also http://www.booksites.net/slack
If you choose not to purchase the textbook you should pay close attention to all class sessions and the associated power point slides and readings. This will provide you sufficient information to have the opportunity for a minimum pass grade in the course. The textbook is also available in the library and the key chapters are Ch 1,4,10 and 15.
In support of the lecture materials a selection of additional readings will be made available to the students. These articles represent a starting point for reading and research for each lecture topic and will be provided in accordance with the lecture needs. You will need to consult additional reference material to satisfactorily complete the assignments due in this unit.
Technology Used and Required
Laptop or Tablet Computer to play Supply Chain Game .
Unit Web Page
Course material is available on iLearn https://ilearn.mq.edu.au
There is no web page for this unit.
Teaching and Learning Activities
This unit will be taught via the participant-centred, the experiential learning method of teaching. “Experiential learning takes place when a person is involved in an activity, then looks back and evaluates it, determines what was useful or important to remember and uses this information to perform another activity” (John Dewey, 1938). Students will partake in lectures, discussions, cases, video cases and experiential exercises in class.
Students are advised to attend all lectures and participate in discussions, missing classes and not participating in discussions will affect grades.
An outline of the topics and activities that will be covered each week is shown in the class schedule shown on the next page.
There have been no changes since the last offering of this course.
Unit Schedule
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Date |
Topic |
Content) |
Readings |
Class Activities |
Assessment Due |
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1 |
5th Mar |
INTRODUCTION
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Operations management; The strategic role and objectives of operations; Operations strategy |
Slack et. al. Ch 1,2,3 |
Class Participation
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2 |
12th Mar |
DESIGN |
Process design; The design of products and services Supply network design; Layout and flow Process technology Job design and work organization |
Slack et. al. Ch 4,5 |
“MQU-ROVER”
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3 |
19nd Mar |
Slack et. al. Ch 7,8,9 |
Class Participation
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4 |
26th Mar |
PLANNING AND CONTROL
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The nature of planning and control
Capacity planning and control
Inventory planning and control
Supply chain planning and control |
Slack et. al. Ch 10,11,12 |
Class participation “Widgets Game”
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5 |
2nd Apr |
Slack et. al. Ch 6,13 |
Class Participation “Inventory Game”
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6
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9th Apr |
Slack et. al. Ch 6,13
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“BEER GAME”
Class Participation
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Mid Session Break – Monday 14th April – Friday 25th April 2013 |
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7 |
30th Apr |
IMPROVEMENT
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Supply chain planning and control lean operations and JIT |
Slack et. al. Ch 6,13 Ch 15 |
Class Participation |
Mid term quiz Ch: 1, 4, 10, 15 |
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8 |
7th May |
Quality planning and control
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Slack et. al. Ch 17 |
Funnel Experiment” Class Participation
RED BEADS” Class Participation |
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9 |
14th May |
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10 |
21st May |
Project planning and control
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Slack et. al. Ch 16 |
Class Participation “Project Management Game” |
Wk 10 - Group Presentations |
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11
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28th May |
Operations improvement
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Slack et. al. Ch 18 |
Class Participation |
Wk 11 - Group Presentations |
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12 |
4th Jun |
Making improvement - the TQM approach
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Slack et. al. Ch 20 |
Class Participation |
Wk 12 -Individual Assignment due
Wk 12 -Group Presentations
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13 |
11th Jun |
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Course Revision
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Class Participation |
Wk 13 Group written submissions due |
Learning and Teaching Activities
Overview
Policies and Procedures
Macquarie University policies and procedures are accessible from Policy Central. Students should be aware of the following policies in particular with regard to Learning and Teaching:
Academic Honesty Policy http://mq.edu.au/policy/docs/academic_honesty/policy.html
Assessment Policy http://mq.edu.au/policy/docs/assessment/policy.html
Grading Policy http://mq.edu.au/policy/docs/grading/policy.html
Grade Appeal Policy http://mq.edu.au/policy/docs/gradeappeal/policy.html
Grievance Management Policy http://mq.edu.au/policy/docs/grievance_management/policy.html
Disruption to Studies Policy http://www.mq.edu.au/policy/docs/disruption_studies/policy.html The Disruption to Studies Policy is effective from March 3 2014 and replaces the Special Consideration Policy.
In addition, a number of other policies can be found in the Learning and Teaching Category of Policy Central.
Student Code of Conduct
Macquarie University students have a responsibility to be familiar with the Student Code of Conduct: https://students.mq.edu.au/support/student_conduct/
Student Support
Macquarie University provides a range of support services for students. For details, visit http://students.mq.edu.au/support/
Learning Skills
Learning Skills (mq.edu.au/learningskills) provides academic writing resources and study strategies to improve your marks and take control of your study.
Student Services and Support
Students with a disability are encouraged to contact the Disability Service who can provide appropriate help with any issues that arise during their studies.
Student Enquiries
For all student enquiries, visit Student Connect at ask.mq.edu.au
IT Help
For help with University computer systems and technology, visit http://informatics.mq.edu.au/help/.
When using the University's IT, you must adhere to the Acceptable Use Policy. The policy applies to all who connect to the MQ network including students.
Graduate Capabilities
PG - Discipline Knowledge and Skills
Our postgraduates will be able to demonstrate a significantly enhanced depth and breadth of knowledge, scholarly understanding, and specific subject content knowledge in their chosen fields.
This graduate capability is supported by:
Learning outcomes
- To develop an appreciation of the key issues currently facing the manager of an operational functional area
- To gain an insight into the appropriate means of applying process based concepts and operational tools and techniques
- To develop an ability to interrelate the impact of developments made in the operations area with other functional areas and with overall corporate strategy
Assessment tasks
- 1. Class Test
- 2. Assignment
- 3. Group Assignment
- 4. Final Examination
PG - Critical, Analytical and Integrative Thinking
Our postgraduates will be capable of utilising and reflecting on prior knowledge and experience, of applying higher level critical thinking skills, and of integrating and synthesising learning and knowledge from a range of sources and environments. A characteristic of this form of thinking is the generation of new, professionally oriented knowledge through personal or group-based critique of practice and theory.
This graduate capability is supported by:
Learning outcomes
- To develop an appreciation of the key issues currently facing the manager of an operational functional area
- To gain an insight into the appropriate means of applying process based concepts and operational tools and techniques
- To develop an ability to interrelate the impact of developments made in the operations area with other functional areas and with overall corporate strategy
Assessment tasks
- 1. Class Test
- 2. Assignment
- 3. Group Assignment
- 4. Final Examination
PG - Engaged and Responsible, Active and Ethical Citizens
Our postgraduates will be ethically aware and capable of confident transformative action in relation to their professional responsibilities and the wider community. They will have a sense of connectedness with others and country and have a sense of mutual obligation. They will be able to appreciate the impact of their professional roles for social justice and inclusion related to national and global issues
This graduate capability is supported by:
Learning outcomes
- To develop an appreciation of the key issues currently facing the manager of an operational functional area
- To gain an insight into the appropriate means of applying process based concepts and operational tools and techniques
- To develop an ability to interrelate the impact of developments made in the operations area with other functional areas and with overall corporate strategy
Assessment tasks
- 2. Assignment
- 3. Group Assignment
- 4. Final Examination
Research and Practice
This unit uses research from external sources.
This unit gives you practice in applying research findings in your assignments.
Additional Readings
The following additional readings supplement the text book and will be provided:
Course Notes Class 1:
- Hall, R.W (2000) “Distributed Excellence and the Dell Model”, Association for Manufacturing Excellence, Target Vol 16, Number 2
- Sull D and Turconi S (2008) “Fast Fashion Lessons” Business Strategy Review Summer 2008
Course Notes Class 2:
- Smith, Preston G : Fast Cycle Product Development , Engineering Management Journal v2 n2 June 1990.(Note: A Classic)
- Gerst R. (2004) “The Little Known Law”, Six Sigma Forum Magazine (February 2004)
Course Notes Class 3:
- Shapiro B.P, Rangan V.K, Sviokla J.J (1992) “Staple yourself to an order” HBR (July –August 1992) (Note : A HBR Classic!)
Course Notes Class 4:
- Buchanan M,(2005) “Supermodels to the Rescue”, Strategy and Business Magazine Issue 38
Course Notes Class 5:
- Lee H, Padmanabhan V, Whang S., “The Bullwhip Effect in Supply Chains”, Sloan Management Review , Vol. 38, No. 3, pp. 93–102
- Narayanan V.G and Raman A (2004) “Aligning Incentives in the Supply Chain” HBR (November 2004)
Course Notes Class 6:
- Bhatia,N Drew J. (2006) “Applying lean production to the public sector” McKinsey Quarterly (June 2006)
Course Notes Class 7:
- Nolan T.W and Provost L.P (1990) “Understanding Variation” Quality Progress (May 1990) (Note : A classic on variation in systems)