Ing Ind - Inf (Mag.)(ord. 270) - BV (477) ENERGY ENGINEERING - INGEGNERIA ENERGETICA
096088 - OPERATIONS MANAGEMENT
Ing Ind - Inf (Mag.)(ord. 270) - BV (479) MANAGEMENT ENGINEERING - INGEGNERIA GESTIONALE
096088 - OPERATIONS MANAGEMENT
The objective of the course is to provide students with principles, methodologies and tools to design, analyze and improve manufacturing and service companies' operations, 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:
- classify the different Operations Systems, understand the functioning of such systems and match the system characteristics with its target market segment;
- generate alternative guidelines to improve the system, considering main goals, constraints and evolutionary trends;
- design implement solutions to improve the Operations System through a thorough methodology, sound reasoning and possible, quantitative ananlysis;
- check whether the results are in line with the expected ones and the goals achieved
1. Operations’ objectives and decision areas.
2. Operations in primary processes, and in supporting processes. Operations in industrial companies and in service companies.
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
Servitization: services offered by manufacturing companies.
1. Services supporting the product, pre-sale services, after-sale services.
The following prerequisite are not mandatory (their knowledge can be acquired alongside attending the course) but the following knowledge increase significantly the benefi 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 exam, Assignment (optional)
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 classifi 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 im 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 compl 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 an 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 approa 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 mark 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 seg 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 tw 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 ali performances required by the target merket segment.
Suggestions to improve the present situation are also appreciated
N. Slack , A. Brandon-Jones, R. Johnston, A. Betts, Operations and process management. , Editore: Pearson ed. 4th ed
. J. Womack, D. Jones., Lean thinking, Editore: Free press
. J. Liker, The Toyota Way, Editore: McGraw Hill, Anno edizione: 2005
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Tipo Forma Didattica
Ore di attività svolte in aula
Ore di studio autonome
Laboratorio Di Progetto
Informazioni in lingua inglese a supporto dell'internazionalizzazione
Insegnamento erogato in lingua
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