Rhedir gan Bangor Business School

10.000 Credyd neu 5.000 Credyd ECTS

Semester 1

Trefnydd: Prof John Ashton

Operations Strategy is the highest level of Operations Management that deals with plans and decisions that shape the long-term capabilities of any organisation in the course of designing, producing and distributing products and services.

This module aims to:

1. Critically evaluate the impact and role of Operations Strategy
2. Define the key dimensions of Competitiveness and how Operations Strategy can contribute Using case studies to equip students to evaluate, perform analysis of, and make proposals for the enhancement of overall Organisational Strategies and more specific for the Operations Strategy.

Operations Strategy is the highest level of Operations Management that deals with plans and decisions that shape the long-term capabilities of an organization in the course of designing, producing and distributing products and services. The themes that will be explored in the module include predominantly strategy within the firm for improving operations. Initially, we will cover an introduction to operations management and focus on competitiveness and the five respective factors that make you survive and thrive: cost, quality, speed, dependability, and flexibility. Tools like the 4V diagram and the generic model of OM/OS in a company will be extensively discussed and used. there will be an emphasis on linking operations strategy to competitiveness. Further, we will discuss innovation, design & technology strategy. We will conclude with critically reflecting on lean, logistics & location strategies and the overall Supply Chain Strategy.

da

B- to B+ (60-69%): Very good performance Most of the relevant information accurately deployed. Good grasp of theoretical/conceptual/practical elements. Good integration of theory/practice/information in pursuit of the assessed work's objectives. Evidence of the use of creative and reflective skills.

trothwy

D- to D+ (40-49%): No major omissions or inaccuracies in the deployment of information/skills. Some grasp of theoretical/conceptual/practical elements. Integration of theory/practice/information present intermittently in pursuit of the assessed work's objectives.

ardderchog

A- to A+ (70%+): Outstanding performance. The relevant information accurately deployed. Excellent grasp of theoretical/conceptual/practice elements. Good integration of theory/practice/information in pursuit of the assessed work's objectives. Strong evidence of the use of creative and reflective skills.

C- i C+

C- to C+ (50-59%): Much of the relevant information and skills mostly accurately deployed. Adequate grasp of theoretical/conceptual/practical elements. Fair integration of theory/practice/information in the pursuit of the assessed work's objectives. Some evidence of the use of creative and reflective skills.

1. Discuss and debate issues associated with inventory control, material requirements planning, and scheduling especially at the strategic level.

2. Undertake case study analysis .

3. Explain the contributions that operations strategy makes to, and the impacts it has on, organisations.

4. Analyse supply chains in different business sectors.

Math	Enw	Disgrifiad	Pwysau
	Assignment		40.00
	Examination		60.00

		Oriau
Practical classes and workshops	2 x 2h practical session scheduled n weeks 3 and 8 of a standard 10-week delivery block Drop-in sessions to support case study analysis and the development of skills in business analysis	4
Lecture	Lectures (suggested 2 hours per week for a fixed block of 10 weeks) covering all the main theoretical developments in Operations Strategy and mini-case studies of 30 min max to discuss	20
Private study	Students have to do their own self-study following the 2h lectures every week - 6h hours of self-study to read the respective material in the book and do research on the internet of respective similar events in the industry. That time should also be enough in order to do their 50% assignment. An extra 16 h of study goes after the two practical drop-in sessions, 8h for each session in order to find relative material to the topic discussed in the drop in and read and digest articles provided	76

• Llythrennedd - Medrusrwydd mewn darllen ac ysgrifennu drwy amrywiaeth o gyfryngau
• Rhifedd - Medrusrwydd wrth ddefnyddio rhifau ar lefelau priodol o gywirdeb
• Defnyddio cyfrifiaduron - Medrusrwydd wrth ddefnyddio ystod o feddalwedd cyfrifiadurol
• Hunanreolaeth - Gallu gweithio mewn ffordd effeithlon, prydlon a threfnus. Gallu edrych ar ganlyniadau tasgau a digwyddiadau, a barnu lefelau o ansawdd a phwysigrwydd
• Archwilio - Gallu ymchwilio ac ystyried dewisiadau eraill
• Adalw gwybodaeth - Gallu mynd at wahanol ac amrywiol ffynonellau gwybodaeth
• Sgiliau Rhyngbersonol - Gallu gofyn cwestiynau, gwrando'n astud ar atebion a'u harchwilio
• Dadansoddi Beirniadol & Datrys Problem - Gallu dadelfennu a dadansoddi problemau neu sefyllfaoedd cymhleth. Gallu canfod atebion i broblemau drwy ddadansoddiadau ac archwilio posibiliadau
• Ymwybyddiaeth o ddiogelwch - Bod yn ymwybodol o'ch amgylchedd a hyder o ran cadw at reoliadau iechyd a diogelwch
• Cyflwyniad - Gallu cyflwyno gwybodaeth ac esboniadau yn glir i gynulleidfa. Trwy gyfryngau ysgrifenedig neu ar lafar yn glir a hyderus.
• Gwaith Tîm - Gallu cydweithio'n adeiladol ag eraill ar dasg gyffredin, ac/neu fod yn rhan o dîm gweithio o ddydd i ddydd
• Dadl - Gallu cyflwyno, trafod a chyfiawnhau barn neu lwybr gweithredu, naill ai gydag unigolyn neu mewn grwˆp ehangach
• Hunanymwybyddiaeth & Ystyried - Bod yn ymwybodol o'ch cryfderau, gwendidau, nodau ac amcanion eich hun. Gallu adolygu ,cloriannu a myfyrio'n rheolaidd ar eich perfformiad eich hun ac eraill.

• Analysis, deduction and induction. Economic reasoning is highly deductive, and logical analysis is applied to assumption-based models. However, inductive reasoning is also important. The development of such analytical skills enhances students' problem-solving and decision-making ability.
• People management: to include communications, team building, leadership and motivating others.
• Problem solving and critical analysis: analysing facts and circumstances to determine the cause of a problem and identifying and selecting appropriate solutions.
• Research: the ability to analyse and evaluate a range of business data, sources of information and appropriate methodologies, which includes the need for strong digital literacy, and to use that research for evidence-based decision-making.
• Commercial acumen: based on an awareness of the key drivers for business success, causes of failure and the importance of providing customer satisfaction and building customer loyalty.
• Innovation, creativity and enterprise: the ability to act entrepreneurially to generate, develop and communicate ideas, manage and exploit intellectual property, gain support, and deliver successful outcomes.
• Numeracy: the use of quantitative skills to manipulate data, evaluate, estimate and model business problems, functions and phenomena.
• Networking: an awareness of the interpersonal skills of effective listening, negotiating, persuasion and presentation and their use in generating business contacts.
• Ability to work collaboratively both internally and with external customers and an awareness of mutual interdependence.
• Ability to work with people from a range of cultures.
• Articulating and effectively explaining information.
• Building and maintaining relationships.
• Communication and listening including the ability to produce clear, structured business communications in a variety of media.
• Conceptual and critical thinking, analysis, synthesis and evaluation.
• Self-management: a readiness to accept responsibility and flexibility, to be resilient, self-starting and appropriately assertive, to plan, organise and manage time.
• Self reflection: self-analysis and an awareness/sensitivity to diversity in terms of people and cultures. This includes a continuing appetite for development.

Gorfodol mewn cyrsiau:

• N223: BSc Industrial Management year 2 (BSC/IM)