Module Description:

This module provides an overview of operations management in a modern day business context, covering foundational concepts, core functions and strategic models. Students evaluate efficiency in operations, production, and delivery concerning processes such as supply chains, total quality management (TQM) systems, inventory control systems, and resource management. Within the context of service, much attention is paid to the applications in the tourism and hospitality industries. This module is also completely online, with rich interactive materials, case studies, and numerous digital forums which help hone the learners’ practical and analytical skills to achieve specified operational benchmarks and strategic business goals (250 Hours).

Learning Outcomes:

Competences:

At the end of the module/unit the learner will have acquired the responsibility and autonomy to:

  • Strategic foresight in designing and overseeing the deployment of workflows congruent with the objectives of an organization.
  • Critical and analytical thinking in the functions of an organization for the purposes of planning, scheduling, and resource management.
  • Interpreting and leveraging operational metrics for improvement and proactive decision engineering.
  • Project management and control of cost, time and resources, along with maintaining quality standards.
  • Managing the quality systems, including but not limited to Total Quality Management (TQM) and Six Sigma.
  • Responding and adapting to technological shifts regarding operations and the supply chain.
  • Interdisciplinary collaboration for teams, and the management of change processes.

Knowledge:

At the end of the module/unit the learner will have been exposed to the following:

  • Define and critically discuss ‘operations’ and ‘operations management’.
  • Recall the role of supply chain management in operations management and define related terms such as ‘value chain, procurement, upstream and downstream, raw material, forecasting, inventory, order taking, order generation, and carrying cost’.
  • Identify the best approaches to designing and developing operations.
  • Define and critically analyse ‘planning and control’.
  • Recall and critically discuss ‘lean operations’.
  • Identify how project management is critical in ensuring the implementation of lean operations.
  • Describe the need for quality and continuous improvement in any given organisation.

Skills:

At the end of the module/unit the learner will have acquired the following skills:

  • Demonstrate effective time management and problem-solving skills.
  • Exhibit understanding of project management and its role in effective operations management.
  • Discuss the need for identifying and implementing realistic goals.
  • Use various planning tools such as the RACI chart, the Gantt Chart and other tools.
  • Communicate effectively with different members of the organisation and the supply chain management.

Core Topics and Subtopics :

Foundations of Operations

  • What operations really perform in an organisation
  • How to sort tasks into operation types
  • Goals that measure success in operations

Strategic Role of Operations

  • Tying daily work to the company plan
  • Picking strengths that beat rivals
  • Checking if operations deliver the bottom line

Designing Operational Processes

  • Job, batch, line and project layouts
  • Drawing clear process maps
  • Spotting slow points and fixing them

Developing Products and Services

  • Steps from idea to launch
  • Steering products from birth to retirement
  • Keeping fresh ideas flowing

Planning Capacity and Demand

  • Balancing space, time and tools
  • Smarter forecasts of what customers will buy
  • Matching skills to future needs

Managing the Supply Chain

  • How work and goods move upstream
  • Practical transport and storage tips
  • Sourcing that builds trust and saves cost

Controlling Inventory - Classic models

  • EOQ, JIT, safety stock
  • Real-time checks that flag trouble early
  • Simple systems that stop excess or shortage

Lean Management and Six Sigma

  • The five lean principles in practice
  • Seeing waste and cutting it fast
  • DMAIC and other Six Sigma tools

Ensuring Quality

  • From TQM basics to ISO standards
  • Checklists and metrics that guard quality
  • A team habit of constant improvement

Service Operations

  • Special traits of service delivery
  • Designing for short wait times
  • Measuring service moments that matter

Digital Tools in Operations

  • Software that connects every step
  • Real examples from manufacturing and service
  • Risks and rewards of going digital

Managing Projects

  • Simple scheduling tools that fit the team
  • Charting the critical path and balancing resources
  • Keeping timelines on track and spotting risks early

Ethics and Sustainability

  • Avoiding unnecessary waste while practicing environmental mindfulness
  • Selecting suppliers that comply with listed ethical guidelines and practices
  • Exercising social responsibility internally as well as externally

Future Trends in Operations

  • How digital tech reshapes every process
  • Practical uses of AI that assist, not replace
  • Designing systems that adapt fast and bounce back

Weekly Breakdown / Session Plan

Week 1: Introduction to Operations Management

  • Objectives: Gain a clear grasp of what operations mean for any organisation
  • Activities: Brief lecture, open group chat
  • Key Readings: Slack, N., Brandon-Jones, A. (2022). Operations Management, Ch. 1

Week 2: Operations Strategy

  • Objectives: See how an operations plan can support wider business aims
  • Activities: Real-world case, mini strategy workshop
  • Key Readings: Hill, T., & Hill, A. (2011). Essential Operations Management, Ch. 2

Week 3: Process Design

  • Objectives: Compare job shops, assembly lines, and other layouts
  • Activities: Map a flow, then debate with peers
  • Key Readings: Stevenson, W. J. (2020). Operations Management, Ch. 6

Week 4: Capacity Planning and Forecasting

  • Objectives: Comprehend approaches to demand forecasting and capacity management.
  • Activities: Forecasting simulation, quiz
  • Key Readings: Heizer, J., Render, B. (2020). Operations Management, Ch. 4

Week 5: Facility Layout and Location Planning

  • Objectives: Utilise types of layouts and location theories for operational planning.
  • Activities: Location decision case, online calculator tool
  • Key Readings: Slack, N. et al., Ch. 7

Week 6: Inventory Management

  • Objectives: Study essential inventory control systems (EOQ, JIT) and their relevance.
  • Activities: Inventory scenario task, peer review
  • Key Readings: Stevenson, Ch. 13

Week 7: Supply Chain and Logistics Management

  • Objectives: Analyse supply chain dynamics, systems integration, and the application of technology.
  • Activities: Supply chain design game, reading discussion
  • Key Readings: Chopra, S., & Meindl, P. (2021). Supply Chain Management, Ch. 1 & 3

Week 8: Quality Management and Six Sigma

  • Objectives: Comprehend quality control strategies, TQM, and principles of Six Sigma.
  • Activities: Online quiz, case study analysis
  • Key Readings: Evans, J.R., & Lindsay, W.M. (2016). Managing for Quality and Performance, Ch. 5

Week 9: Lean Systems and Operations Improvement

  • Objectives: Study Lean, Kaizen, and other methods of continuous improvement.
  • Activities: Video case review, Lean simulation activity
  • Key Readings: Liker, J. K. (2004). The Toyota Way, selected chapters

Week 10: Sustainable Operations & Course Wrap-up

  • Objectives: Explain the relevance of operations sustainability and innovation; complete the final evaluation.
  • Activities: Final project submission, feedback webinar
  • Key Readings: Slack, N. et al., Ch. 16 

Reading Materials 

Core Textbooks:

  • Books: Operations Management by Nigel Slack & Alistair Brandon-Jones
  • Focus Area: Essential intro to operations concepts.

  • Books: Operations Management by William J. Stevenson
  • Focus Area: Clear alternative for the same core ideas.

  • Books: Operations Management: Sustainability and SCM by Jay Heizer & Barry Render
  • Focus Area:  Adds global and green supply chain angle.

Further Reading:

  • Books: Lean Six Sigma for Service by Michael L. George
  • Focus Area: Speed and quality tools for service settings.

  • Books: Supply Chain Management: Strategy & Planning by Sunil Chopra & Peter Meindl
  • Focus Area: Blueprint for designing resilient chains.

  • Books: Juran's Quality Handbook by Joseph M. Juran
  • Focus Area: Comprehensive reference for quality professionals.

  • Books: PMBOK Guide by Project Management Institute (PMI)
  • Focus Area: Accepted guide to standard project methods.

University Faculty Members:

  • Source: Harvard Business Review by Various HBR contributors
  • Focus Area: Business case studies & operational insights.

  • Source: Academic Journals by Various academic authors
  • Focus Area: Research findings & in-depth case analysis.

  • Source: Various academic authors by University faculty members
  • Focus Area: E-books, lecture videos & course notes.