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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
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Estimated learning time |
Total number of hours 150 |
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Face-to-face and/or online activities |
60 |
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(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.) |
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- Lecture with practical component |
Face-to-face |
15 |
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- Problem-solving class |
Face-to-face |
45 |
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Supervised project |
40 |
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(Supervised work hours: 40. Students should use this time outside class hours to work through the tasks set by the teaching staff.) |
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Independent learning |
50 |
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(Independent work hours: 50. Students should conduct further study in their own time and prepare for the assessment tests and activities.) |
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Competences / Learning outcomes to be gained during study |
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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). |
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8T-TRANSV. Creative and entrepreneurial skills. (Capacity to look for and incorporate new knowledge and attitudes, and to solve problems.) |
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3T-TRANSV. Ability to work independently and take decisions. |
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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. |
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To analyse business organizations and their environment to identify key aspects. |
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Learning objectives |
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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. |
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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
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Teaching methods and general organization |
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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.
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Official assessment of learning outcomes |
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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.
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 |
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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
DAVIS, Mark M. Fundamentos de dirección de operaciones. Madrid: McGraw Hill, 2001
DOMINGUEZ MACHUCA, José Antonio. ...[et al.] Dirección de operaciones. Aspectos tácticos y operativos en la producción y los servicios. Madrid: McGraw-Hill., 2003
DOMINGUEZ MACHUCA, José Antonio. ...[et al.] Dirección de operaciones. Aspectos estratégicos en la producción y los servicios. Madrid: McGraw-Hill., 2001
FERNÁNDEZ SÁNCHEZ, Esteban. Estrategia de producción. Madrid: McGraw Hill/Interamericana de España, 2006
HEIZER, Jay; RENDER, Barry. Principios de administración de operaciones. México: Pearson Educación, 2009
HEIZER, Jay; RENDER, Barry; MUNSON, Chuck. Principles of Operations Management: Sustainability and Supply Chain Management. 10th edition, England: Pearson Education Limited, 2017
MIRANDA GONZÁLEZ, Francisco Javier. ... [et al.] Manual de dirección de operaciones. Madrid: Thomson, 2008
NUÑEZ CARBALLOSA, Ana. (coord.) . Dirección de Operaciones. Decisiones tácticas y estratégicas. Barcelona: Editorial UOC, 2014
ARIAS ARANDA, Daniel; MINGUELA RATA, Beatriz. (coords.). Dirección de la Producción y Operaciones: Decisiones Estratégicas. Ed. Pirámide, 2018
ARIAS ARANDA, Daniel; MINGUELA RATA, Beatriz. (coords.). Dirección de la Producción y Operaciones: Decisiones Operativas. Ed. Pirámide, 2018
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