Ing Ind - Inf (Mag.)(ord. 270) - BV (479) MANAGEMENT ENGINEERING - INGEGNERIA GESTIONALE
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ZZZZ
096088 - OPERATIONS MANAGEMENT
Ing Ind - Inf (Mag.)(ord. 270) - MI (481) COMPUTER SCIENCE AND ENGINEERING - INGEGNERIA INFORMATICA
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096088 - OPERATIONS MANAGEMENT
Obiettivi dell'insegnamento
The objective of the course is to provide students with principles, methodologies and tools to design, analyze and improve manufacturing and service companies' operations, so to dramatically increase their competitive advantage.
Studenst will learn to deal with the multidimentional aspects of Operations at a strategic, tactical and operational level.
The course fits into the overall program curriculum pursuing some of the defined general learning goals. In particular, the course contributes to the development of the following capabilities:
Understand context, functions, processes in a business and industrial environment and the impact of those factors on business performance
Design solutions applying a scientific and engineering approach (Analysis, Learning, Reasoning, and Modeling capability deriving from a solid and rigorous multidisciplinary background) to face problems and opportunities in a business and industrial environment
Develop new ideas and solutions in business and industrial scenarios evolving over time
Risultati di apprendimento attesi
The student succesfully taking this course is expected to be able to:
DdD1
classify the different Operations Systems
understand the functioning of such systems
match the system characteristics with its target market segment
DdD2 DdD3
generate alternative guidelines to improve the system, considering main goals, constraints and evolutionary trends
design and implement solutions to improve the Operations System through a thorough methodology, sound reasoning and, whenever possible, quantitative ananlysis
Check whether the resuls are in line with the expected ones and the goals achieved
Argomenti trattati
Introduction
1. Operations’ objectives and decision areas.
2. Operations in primary processes, and in supporting processes. Operations in industrial companies and in service companies.
Operations strategy
1. Operations performances, levers, positioning
2. Development of an operations strategy in the broader context of a Business strategy considering the different areas of Operations in an integrated way
3. Structural decisions (resources sizing, system configuration, vertical integration, system international footprint, etc.) and Infrastrctural decisions (resource planning and control, organisational structure, target setting, customer management)
Service Operations Management
1. Distinctive characteristics of service companies. The service concept definition.
2. Designing, managing and improving the Service delivery system. Front office versus back office, demand and capacity management. Demand management in service companies with fixed capacity (Hotels, Airlines, Turist villages,...) Yield management.
3. Queue theory. Single and multiple customer-class systems; single and multiple resource systems.
4. Operations in different service industries
Operations improvement: innovative managerial approaches for operational excellence-
1. Lean philosophy and principles. Analysis of innovative aspect of Lean approach that allow to achieve such dramatic improvements. Going beyond Just In Time.
2. Lean methodologies and techniques: Value Stream Mapping. Variations reduction. 5S, SMED, Cell design, etc.
3. A new vision of human factor and the impact on operations' structure.
4. Advanced implementation of Lean approach: high variety low volume companies, make to order / engineer to order companies (manufacturing and services). Lean product development, Lean Healthcare, Lean Banking, Lean Insurance.
5. Lean Supply Chain: the impact of applying the Lean philosophy to the whole supply chain.
6. Lean consumption.
7. Leading an Operational excellence project. Builging a cointinuously improving and problem solving Organisation.
8. Systems thinking
9. Lean and Industry 4.0
Prerequisiti
The following prerequisite are not mandatory (their knowledge can be acquired alongside attending the course) but the following knowledge increase significantly the benefits gaineable through this course
Basic knowledge of Organistion theory and desing
Basic knowlede of cost accounting (fix costs vs variable cost; investment evaluation; interest rate on a loan)
Basic knowledge of statistics
Modalità di valutazione
Final written exam. Plus an Assignment (optional)
The written exam is made of:
a case study, where the student is expected to understand the present situation of the company, understand the type of operation system presently in place (use the classifiaction presented during the course), and understand whether it is aligned to the market segment the company is targeting, and why. Then the student is expected to generate alternative options for improvement and make a decision about the best one for the specific case, and justify his/her decision
1-2 open questions to assess the knowledge of classifications, relationship between levers and performances, pros and cons of different alternatiove solutions, etc. to complement the evaluation of learning outcomes checked through the Case study, and the exercise/s
1-2 exercises presenting the quantitative analysis of a present situation in a company, and the student is requeted to take decisions on how to improve present situation and design the detailed future state configuration with a quantitative sizing if different aspects (e.g. amount of inventory; number of operators, etc.) following the 8 steps of the Lean Management approach presented doring the course, making sure that thay meet the given target
The voluntary assignment is an assignment requiring to compare two different companies/organisation within the same industry but with a different positioning on the market (targeting two different market segments). The students, in groups, must understand the present situation of the two companies, and check the alignment of their operations with their market segment. Using the models presented during the course, they are required to interpret the differences in the Operating Systems of the two companies, in the light of the different requirement of the two market segments, thus showing their ability to read the present situation, to know the relationship between the characteristics of the operations and the consequent performances, and very the alignement with the performances required by the target merket segment.
Suggestions to improve the present situation are also appreciated
Bibliografia
N. Slack , A. Brandon-Jones, R. Johnston, A. Betts, Operations and process management. , Editore: Pearson ed. 4th ed
J. Bicheno, A. Portioli Staudacher, Metodologie e Tecniche per la Lean, Editore: Pitagora
. J. Womack, D. Jones., Lean thinking, Editore: Free press, Anno edizione: 2003
. J. Liker, The Toyota Way, Editore: McGraw Hill, Anno edizione: 2005
Terry Hill, Alex Hill, Manufacturing Strategy, Editore: Palgrave Macmillan, Anno edizione: 2009
Software utilizzato
Nessun software richiesto
Forme didattiche
Tipo Forma Didattica
Ore di attività svolte in aula
(hh:mm)
Ore di studio autonome
(hh:mm)
Lezione
65:00
97:30
Esercitazione
35:00
52:30
Laboratorio Informatico
0:00
0:00
Laboratorio Sperimentale
0:00
0:00
Laboratorio Di Progetto
0:00
0:00
Totale
100:00
150:00
Informazioni in lingua inglese a supporto dell'internazionalizzazione
Insegnamento erogato in lingua
Inglese
Disponibilità di materiale didattico/slides in lingua inglese
Disponibilità di libri di testo/bibliografia in lingua inglese
Possibilità di sostenere l'esame in lingua inglese
Disponibilità di supporto didattico in lingua inglese
Inglese