Guía docente de Dirección de Operaciones (M56/56/1/26)

The main aim of this course is the analysis of the different processes and types of decisions that constitutes the management of a firm’s operations, with a focus on service firms. Innovation is nowadays a main source for competitive advantage as well as for firm survival, therefore this course will encompass the study of innovation strategies, both at the internal and external level (outsourcing). Specifically for those students interested in develop future research, this course will offer an overview of research opportunities in operations management and innovation.

No previous compulsory course.

• Obtain bibliographic information about the state of the art in management research.
• Apply and extend the theories to solve real problems.
• Plan and organize empirical studies.
• Program and set specific software for data analysis.
• Solve technical and practical problems related to the design of empirical studies.
• Solve technical and practical problems related to the analysis and presentation of data from a study.
• Give support in research projects.
• Give support in consultancy projects.
• Elaborate scientific papers.
• Presentation and defense of his/her own work.

1. Lean Production
2. Supply Chain Management
3. Knowledge management
4. Operations Management in service companies
5. Servitization
6. Research lines in Operations Management

Different case studies and papers will be provided during the course in order to get practical knowledge about the contents.

• BAINES, T. S., LIGHTFOOT, H. W., BENEDETTINI, O., & KAY, J. M. (2009). The servitization of manufacturing: A review of literature and reflection on future challenges. Journal of Manufacturing Technology Management, 20(5), 547–567.
• EATON, M. (2013): The lean practitioner’s handbook. Chapter 2
• FITZSIMMONS, J.A., & FITZSIMMONS, M.J. (2014). Service Management. McGraw‐Hill, 8th edition.
• HEIZER, J., RENDER, B., & MUNSON, C. (2017). Operations Management.  Sustainability and Supply Chain Management. Pearson Education, 12th edition.
• KUMAR et al. (2019): Industry 4.0. Development towards the Fourth Industrial Revolution. Chapter 1: Intelligent Manufacturing, pp. 1-17. (https://link.springer.com/book/10.1007%2F978-981-13-8165-2)
• OLIVA, R. & KALLENBERG, R. (2003). Managing the transition from products to services, International Journal of Service Industry Management, 14 (2), 160-172.
• ROOS, D., WESTON, F., & STEPHEN, W. (2010): Introduction to Supply Chain Management Technologies, Taylor & Francis, Boca Ratón, Fl. Chapter 1. Pg. 1-33.
• VANDERMERWE, S. & RADA, J. (1988). Servitization of Business: Adding Value by adding Services, European Management Journal, 6(4), 314-324.
• VENDRELL-HERRERO, F., BUSTINZA, O., PARRY, G., & GEORGANTZIS, N. (2017). Servitization, digitization and supply chain interdependency, Industrial Marketing Management, 60, 69–81.
• WANG, J.X. (201). Lean manufacturing. Business Bottom-Line based. CRC Press. Chapter 1, pp. 1-21.

• ARIAS ARANDA, D.; MINGUELA RATA, B. (2018): Dirección de la Producción y Operaciones: Decisiones Estratégicas, Ed. Pirámide
• ARIAS ARANDA, D.; MINGUELA RATA, B. (2018): Dirección de la Producción y Operaciones: Decisiones Operativas, Ed. Pirámide
• CHASE, R., AQUILANO, N., & JACOBS, F.R. (2000). Administración de la Producción y Operaciones. McGraw-Hill.
• DAVIS, M., AQUILANO, N., & CHASE, R. (2001). Fundamentos de Dirección de Operaciones, 3ª edición, McGraw-Hill.
• FERNÁNDEZ SÁNCHEZ, E., AVELLA CAMARERO, L., & FERNÁNDEZ BARCALA, M. (2003). Estrategia de la Producción. McGraw-Hill.
• FERNÁNDEZ SÁNCHEZ, E. (1993). Dirección De La Producción: I Fundamentos Estratégicos. Civitas, Madrid.
• FERNÁNDEZ SÁNCHEZ, E.; & VÁZQUEZ ORDAS, C.J. (1994). Dirección De La Producción: II Métodos Operativos. Civitas, Madrid.
• FITZSIMMONS, J.A., & FITZSIMMONS, M.J. (1998). Informations Technology, Irwin-McGraw – Hill
• HILL, T. (1994). Manufacturing Strategy: Text and Cases, 2ª edición, Irwin, Homewood, IL.
• NAHMIAS, S. (2000). Análisis de la Producción y las Operaciones. McGraw – Hill.
• SCHROEDER R. J., KNOD, E.M. JR. (1997). Operations Management – Customer- Focused Principles, McGraw – Hill.

• https://hbr.org/topic/supply-chain
• https://hbr.org/2016/03/lean-strategy
• https://hbr.org/topic/business-services-sector
• https://hbr.org/topic/consumer-services
• https://hbr.org/topic/operations-strategy
• https://hbsp.harvard.edu/operations-management/
• https://www.strategyzer.com/

Article 17 of the UGR Assessment Policy and Regulations establishes that the ordinary assessment system (evaluación ordinaria) will preferably be based on the continuous assessment of students, except for those who have been granted the right to a single final assessment (evaluación única final, which is an assessment method that only takes a final exam into account).

In the continuous assessment system:

• Class attendance is mandatory in at least 70% of the sessions in order to pass the course in the ordinary call, being necessary an active participation in the sessions. Failure to comply with this requirement will prevent the course from being approved in its ordinary call and the qualification of the course will be “not presented”.
• In addition, it is also necessary to pass the written tests to pass the course.

Covered these two requirements, the final grade in the course is obtained from the weighting of the following assessment items (the weight of each item in the final assessment is shown in parentheses):

• Written tests (20%)
• Oral presentation (45%)
• Resolution and/or commentary of exercises-discussions-reports (20%)
• Attendance and active participation in sessions (15%)

Article 19 of the UGR Assessment Policy and Regulations establishes that students who have not passed a course in the ordinary assessment system (evaluación ordinaria) will have access to an extraordinary assessment session (convocatoria extraordinaria), in which they will have the opportunity to obtain 100% of their mark by means of single exam.

The assessment in this exam will comprise:

• Exam with objective questions referred to the theoretical content (50%). The exam is considered passed with a mark equal to or above 5 (out of 10).
• Resolution of a case study (50%). This part is considered passed with a mark equal to or above 5 (out of 10).

Article 8 of the UGR Assessment Policy and Regulations establishes that students who are unable to follow continuous assessment methods due to justifiable reasons shall have recourse to a single final assessment (evaluación única final).

In order to opt for a single final assessment (evaluación única final), students must send a request, using the corresponding online procedure (https://sede.ugr.es/procs/Gestion-Academica-Solicitud-de-evaluacion-unica-final/), to the coordinator of the master’s programme, in the first two weeks of the course or in the two weeks following their enrolment (if the enrolment has taken place after the classes have already begun). The coordinator will communicate this information to the relevant teaching staff members, citing and verifying the reasons why the student is unable to follow the continuous assessment system.

For students authorized to do a single final assessment, the final single assessment will comprise:

• Exam with objective questions referred to the theoretical content (50%). The exam is considered passed with a mark equal to or above 5 (out of 10).
• Resolution of a case study (50%). This part is considered passed with a mark equal to or above 5 (out of 10).

In the case of students with disabilities or other specific educational support needs (NEAE), the tutoring system will be adapted to these needs, following the recommendations of the inclusion area at the University of Granada. Departments and centers will establish appropriate measures to ensure that tutorials take place in accessible locations. Additionally, at the request of faculty, support can be requested from the competent unit at UGR for special methodological adaptations.