Teaching plan for the course unit

 

 

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General information

 

Course unit name: Operation Management

Course unit code: 363673

Academic year: 2025-2026

Coordinator: Natalia Jaria Chacķn

Department: Department of Business

Credits: 6

Single program: S

 

 

Estimated learning time

Total number of hours 150

 

Face-to-face and/or online activities

60

(Face-to-face learning hours: 60. These are used to present the theory content of the subject and to work through practical examples requiring students to apply this theory. Exercises are set and completed, and assessment tests may be carried out.)

 

-  Lecture with practical component

Face-to-face

 

15

 

-  Problem-solving class

Face-to-face

 

45

Supervised project

40

(Supervised work hours: 40. Students should use this time outside class hours to work through the tasks set by the teaching staff.)

Independent learning

50

(Independent work hours: 50. Students should conduct further study in their own time and prepare for the assessment tests and activities.)

 

 

Competences / Learning outcomes to be gained during study

 

   -

Capacity for learning and responsibility (capacity for analysis and synthesis, to adopt global perspectives and to apply the knowledge acquired/capacity to take decisions and adapt to new situations).

   -

8T-TRANSV. Creative and entrepreneurial skills.

(Capacity to look for and incorporate new knowledge and attitudes, and to solve problems.)

   -

3T-TRANSV. Ability to work independently and take decisions.

   -

To use basic quantitative methods and instruments to obtain and analyse company information and its socioeconomic environment, in accordance with the characteristics of the available information.

   -

To analyse business organizations and their environment to identify key aspects.

Learning objectives

 

Referring to knowledge

Acquire a general overview of operations management or production management and become familiar with the key aspects of these fields, applying maximum rigour in the use of professional language and terminology.

 

Distinguish between different levels of operational planning, from a strategic plan or long-term business plan to production and control, and establish the best ways to obtain them.

 

Analyse the most significant strategic and operational decisions made by a company for the purpose of improving its organization and productive activity.

 

Referring to abilities, skills

Identify problems related to production management and explain the opportunities in this area to improve business competitiveness.

 

Understand the decision-making process for improving the production system management of a company.

 

Referring to attitudes, values and norms

Implement the capacity for analysis, synthesis and diagnostics in order to resolve cases or problems in the field of operations management.

 

 

Teaching blocks

 

Block 1. Introduction to operations management

*  This introductory topic organizes the course, providing a general overview and insight into where the production area belongs within the framework of the company as well as where its decisions fit in within the organizational strategy. It analyses the activities of the operations function and the importance of operations management in the business world. In addition, it attempts to distinguish between strategic decisions and tactics in the area of production management.

Unit 1. Introduction to operations management. Strategy and tactics

1.1. Production and operations management
1.2. The operations function
1.3. The importance of operations management. Current situation
1.4. Decision-making criteria
1.4.1. Strategic decisions
1.4.2. Tactical decisions

Block 2. Tactical decisions in operations management

*  The second block is devoted to what are referred to as ‘tactical decisions’ in operations management, basically as they relate to production planning: strategic planning, aggregate planning, master production planning, material requirement planning, short-term planning, operations planning, etc.

Unit 2. Aggregate planning

2.1. Aggregate planning
2.2. Common temporary capacity adjustment measures
2.3. Creation of an aggregate plan
2.4. Aggregate planning techniques
2.5. Master production scheduling

Unit 3. MRP I systems

3.1. How MRP works
3.2. Basic information required for MRP
3.3. Basic entries in the MRP system (master production schedule [MPS], materials list, inventory status records)
3.4. Basic MRP case
3.5. Other batching techniques
3.6. MRP outputs

Unit 4. MRP II systems

4.1. Basic differences between MRP II and MRP I

Unit 5. Short-term planning and control

5.1. Short-term planning and control
5.2. Operations scheduling
5.3. Creating an operations schedule
5.3.1. Assigning tasks to stations
5.3.2. Sequencing
5.4. Distribution problems

Unit 6. Quality control

6.1. Quality control
6.2. Ishikawa’s seven basic tools: Pareto diagram, cause–effect diagram, data collection templates, histograms, bivariate diagrams, stratification and control graphs
6.3. Acceptance sampling

Block 3. Strategic decisions in operations management

*  The third block is devoted to what are referred to as ‘strategic decisions’ in operations management. It deals with decisions such as product design, production process design, placement of the production activity, in-plant distribution, line balancing, logistics, etc.

Unit 7. Production process design and in-plant distribution

7.1. Concept and objectives
7.2. Types of production layouts
7.3. Types of in-plant distribution
7.4. Techniques for solving in-plant distribution problems
7.4.1. The link method
7.4.2. The fictitious range method

Unit 8. Production process design by product: line balancing

8.1. Basic concepts in line balancing
8.2. The Helgeson and Birnie method

Unit 9. Just in time

9.1. Introduction
9.2. Objectives and elements of the ‘just in time’ philosophy
9.3. Execution and control: the Kanban system
9.4. Relationships with suppliers and customers

Unit 10. Theory of constraints (TOC)

10.1. Theory of constraints (TOC)
10.2. Basic rules of OPT
10.3. The DBR solution

Unit 11. Quality management

11.1. Definition of quality
11.2. Quality costs
11.3. Total quality

Unit 12. Business logistics

12.1. Business logistics
12.2. Logistics subsystems

 

 

Teaching methods and general organization

 

The course combines face-to-face lectures and various complementary practical sessions (case studies, problem-solving exercises, reading, etc.), which are completed either individually or in small groups, both in and out of class.

Two sessions are held per week. During class hours, learning activities provide the basic information required to study all contents presented in the teaching blocks, facilitating the accomplishment of the objectives established for the subject. In addition, part of this time is dedicated to practical work to deepen knowledge of the interpretation of theoretical concepts. Some of these practical activities take place in the tutored sessions in split groups. The schedule for these sessions is announced in class.

Information regarding all aspects of the subject (including tasks, assessment procedures, submission deadlines, etc.) is made available on the Virtual Campus, as the tool used for regular communication between lecturers and students.

Class attendance to all kinds of sessions is important to the learning process, which is based equally on individual and group work and class participation. Students must bring any required texts or documentation to class as indicated by the teaching staff, and complete preparatory exercises and reading by the dates indicated in the course schedule.

As a result of the project to promote teaching quality that is being implemented in the Faculty of Economics and Business (promoted by the Research, Innovation and Teaching and Learning Improvement [RIMDA] unit and the Office of the Vice-Rector for Teaching and Academic Planning), as well as a result of other teaching innovation projects implemented by the Faculty, the teaching methodology for some subject groups may differ slightly from that described above. The details of this methodology are published on the Virtual Campus at the start of the academic year.

Classes are regulated by Article 8 of Organic Law 3/2018 of 5 December on the protection of personal data and the guarantee of digital rights. The power to record classes is the exclusive right of the lecturer, since the personal data, image and voice of all persons attending these classes must be protected. Under no circumstances may students record and/or broadcast these classes, or any part of them, as this would constitute a serious offence and the University of Barcelona could take the corresponding legal measures.

 

 

Official assessment of learning outcomes

 

Assessment is intended to show whether the course objectives and competences have been accomplished. Students may choose one of two assessment options: continuous assessment or single assessment.

First route: continuous assessment + final examination

Continuous assessment involves regular class attendance and consists of submission of different activities throughout the semester, which form the basis of student’s assessment. The type of coursework activities and assessment method is announced at the beginning of the course, as well as the schedule and main characteristics.

The overall mark for continuous assessment is worth 40% of the final grade, and the mark for the final examination is worth the remaining 60%; the date for this examination is set by the Academic Council. Students must obtain a grade of 5 (out of 10) to pass the subject.

Students should bear in mind the following observations:

  • Several in-class assessment activities which count towards the continuous assessment are set throughout the semester. They must be completed individually or in groups and without any reference material, according to the lecturer’s instructions.
  • For the group F6 (a smaller group taught in English, with an international profile), one of the assessment tasks may consist of the completion and defence of an individual or group project related to international operations management.
  • To pass the subject by this assessment method, a pass mark must be achieved in all the activities. Students may only fail or fail to submit one of the activities to be eligible to pass the subject. If all assessment activities are passed (recommended), the lowest mark is discarded in the calculation of the final grade.
  • If a student is unable to attend any of the assessment activities/examinations, there will be no option to do it at another time or with another class group, but continuous assessment may still be followed, as long as the established minimum number of pass marks are achieved across all assessment activities.
  • In the event that a pass grade is not obtained through continuous assessment, it is necessary to sit the final examination (i.e., the student is automatically transferred to the single assessment option).
  • The overall mark for continuous assessment is only taken into account if the student achieves a mark of at least 4 out of 10 for the final examination. Otherwise, the student receives a final grade of Fail. That is, if this minimum score is not reached, no weighted average is calculated, and the final grade for the subject is the score obtained in the final examination.
  • The final examination consists of multiple-choice questions, both on theoretical and practical knowledge (mini exercises).


The examinations for students who have chosen the continuous assessment and single assessment options are held on the same day (set by the Academic Council), but the content is different.

If a pass grade is not obtained at the first sitting of the final examination, there is the option of repeat assessment, following the procedure established by the Faculty of Economics and Business, through an examination like the one set for single assessment (the content, procedure, and criteria of the repeat assessment are the same as those outlined in the course plan for single assessment).

The different assessed activities have been designed to measure the competences developed in this subject:

— Capacity for learning and responsibility (capacity for analysis and synthesis, to adopt global perspectives and to apply the knowledge acquired / capacity to take decisions and adapt to new situations). This is measured with activities such as problem resolution, case or real business problem presentation, concept questions and/or multiple-choice tests including questions on theory and short practical exercises.

— Ability to work independently and make decisions. This is measured through activities oriented to case or problem resolution or the presentation of cases or real business problems.

— Creative and entrepreneurial skills (capacity to look for and incorporate new knowledge and attitudes, and capacity to solve problems). This is measured through a range of activities such as presentation of cases or real business problems, attendance to a conference by a business manager, among other possibilities.

— Capacity to use basic quantitative methods and instruments to obtain and analyse company information and its socioeconomic environment, in accordance with the characteristics of the available information. This is measured with activities such as problem or case resolution, case or real business problem presentation, concept questions and/or multiple-choice tests including questions on theory and short practical exercises.

— Capacity to analyse business organizations and their environment to identify key aspects. This is measured though case- and/or problem-solving activities.

 

Examination-based assessment

Second route: single assessment

Single assessment consists of a final examination, worth 100% of the final grade. The examination is divided into a theory section and an applied section, each of which is worth 50% of the mark. The theory section consists of a series of multiple-choice questions, and the practical section consists of exercises to be completed. A minimum mark of 3.5 out of 10 in each part and a minimum overall grade of 5 out of 10 must be achieved in order to pass the subject. If this minimum score is not reached in any of the components, no weighted average is calculated, and the final grade for the subject is the score obtained in the failed component.

The examinations for students who have chosen the continuous assessment and single assessment options are held on the same day (set by the Academic Council), but the content is different.

If a pass grade is not obtained at the first sitting of the final examination, there is the option of repeat assessment, following the procedure established by the Faculty of Economics and Business, through an examination like the one set for single assessment (the content, procedure, and criteria of the repeat assessment are the same as those outlined in the course plan for single assessment).

 

 

Reading and study resources

Check availability in Cercabib

Book

CASTAN FARRERO, José Mª.; GUITART TARRES, Laura. Dirección de operaciones. Manual de ejercicios. Publicacions i Edicions de la Universitat de Barcelona. 2012

Catāleg UB  Enllaç

DAVIS, Mark M. Fundamentos de dirección de operaciones. Madrid: McGraw Hill, 2001

Catāleg UB  Enllaç

DOMINGUEZ MACHUCA, José Antonio. ...[et al.] Dirección de operaciones. Aspectos tácticos y operativos en la producción y los servicios. Madrid: McGraw-Hill., 2003

Catāleg UB  Enllaç

DOMINGUEZ MACHUCA, José Antonio. ...[et al.] Dirección de operaciones. Aspectos estratégicos en la producción y los servicios. Madrid: McGraw-Hill., 2001

Catāleg UB  Enllaç

FERNÁNDEZ SÁNCHEZ, Esteban. Estrategia de producción. Madrid: McGraw Hill/Interamericana de España, 2006

Catāleg UB  Enllaç

HEIZER, Jay; RENDER, Barry. Principios de administración de operaciones. México: Pearson Educación, 2009

Catāleg UB  Enllaç

HEIZER, Jay; RENDER, Barry; MUNSON, Chuck. Principles of Operations Management: Sustainability and Supply Chain Management. 10th edition, England: Pearson Education Limited, 2017

Catāleg UB  Enllaç

MIRANDA GONZÁLEZ, Francisco Javier. ... [et al.] Manual de dirección de operaciones. Madrid: Thomson, 2008

Catāleg UB  Enllaç

NUÑEZ CARBALLOSA, Ana. (coord.) . Dirección de Operaciones. Decisiones tácticas y estratégicas. Barcelona: Editorial UOC, 2014

Catāleg UB  Enllaç

ARIAS ARANDA, Daniel; MINGUELA RATA, Beatriz. (coords.). Dirección de la Producción y Operaciones: Decisiones Estratégicas. Ed. Pirámide, 2018

Catāleg UB  Enllaç

ARIAS ARANDA, Daniel; MINGUELA RATA, Beatriz. (coords.). Dirección de la Producción y Operaciones: Decisiones Operativas. Ed. Pirámide, 2018

Catāleg UB  Enllaç

Web page

Puerto Seco de Madrid - Centro de Transportes de Coslada. [en línia]. Madrid [Consulta: 9 juny 2017]. Disponible a: http://www.puertoseco.com/index.html

CEL: Centro Español de Logística. [en línia]. Madrid [Consulta: 9 Juny 2017]. Disponible a: http://www.cel-logistica.org/

EFQM: European Foundation for Quality Management [en línia]. [Consulta: 9 juny 2017]. Disponible a http://www.efqm.org/

AGI-Goldratt Institute = Theory Of Constraints (TOC) solutions. [en línia].  Milford CT 06461 USA [Consulta: 9 juny 2017]. Disponible a: http://www.goldratt.com/

EUROMA: European Operations Management Association [en línia]. 1000 Brussels Belgium [Consulta: 9 juny 2017]. Disponible a: http://www.euroma-online.org

POMS: Production and Operations Management Society [en línia]. Florida International University Miami, FL 33199, USA [Consulta: 9 juny 2017]. Disponible a: http://www.poms.org/

ZAL: Zona Activitats Logístiques Port de Barcelona. [en línia]. Barcelona [Consulta: 9 juny 2017]. Disponible a: http://www.zal.es/ca-es/inici.html