This document provides an introduction and overview of the PGBM03 Operations Management course. It discusses how the course is structured over 10 lectures and 9 seminar classes. Students will complete a 3,000 word management report assessing the operational methods of an organization. To do well, students must address all learning outcomes, critically assess strategies and processes, and make recommendations. The document then defines operations management as the activities that transform inputs like materials, information, and customers into outputs like products and services. It provides examples of operations in a bakery and HR department. Finally, it discusses the different levels of analysis in operations management and the responsibilities of operations managers in designing, delivering, directing operations to achieve strategic objectives and competitive position.

1. PGBM03 Operations Management
Session 01
Introduction to Operations
Management
Module Leader: Peter Coleman

2. PGBM03 Operations Management
How the course is
structured?

3. PGBM03 Operations Management
How is the course
assessed?

4. PGBM03 Operations Management
What do I need to do to
achieve a good grade?

5. PGBM03 Operations Management
What is Operations
Management?

6. PGBM03 Operations Management
What are the
responsibilities and
activities of an Operations
Manager?

7. PGBM03 Operations Management
How do those activities
impact on the strategy of
the business?

8. PGBM03 Operations Management
What are the different
levels of analysis within
Operations Management?

9. PGBM03 Operations Management

10. How is the course structured?
• 10 x Lectures
– Attendance of lectures and seminars is compulsory
– Lecture will introduce a topic
– Take selected notes
– Further reading is ALWAYS necessary
• 9 x Seminar Classes
– Do the pre-reading and case studies
– Be prepared to engage, contribute and debate
• 1 x Assignment Support Session

11. How is the course assessed?
• An individual critical assessment of the
operational methods and strategies adopted
by an organisation of your choice, to provide
the products and or services in a way that
gives maximum satisfaction to it’s customers
or clients.
• 3,000 word management report
• Submission FRIDAY 15th January 2015

12. How to get a good grade?
• Address all of the knowledge and skills
learning outcomes. You must do this to pass
• A good answer will:
– Identify who the customers are and what their
satisfaction criteria are
– Define the principle operational tasks that are
used to satisfy these criteria
– Critically assess the operations strategies and
operational processes employed
– Draw critical conclusions and make necessary
recommendations for improvement (Including an
implementation plan)

13. Best Advise
• Start NOW
• Choose a local organisation that you can get
REAL access too
• AVOID organisations that you can only
research on the internet
• APPLY operations management techniques to
the creation of your PRODUCT (assignment) to
meet the satisfaction of your CUSTOMER
(university)

14. What is Operations Management?
Inputs Outputs
Activities and processes that
turn Inputs into Outputs
Inputs that will be
transformed within the
operation or process
• Material
• Information
• Customers
Products
and/or
Services
Inputs that do the
transforming within the
operation or process
• People
• Facilities (technology,
buildings, etc.)
“Operations management is the activity of
managing the resources which are devoted
to the production and delivery of products
and services.” (Slack et al, 2010)

15. Example of a Bakery Business Operation
Inputs Outputs
Inputs that will be
transformed within the
operation or process
• Flour
• Water
• Yeast
• Customers
Bread and
Happy
Customers
Inputs that do the
transforming within the
operation or process
• Baker
• Ovens
• Shop

16. Example of a HR Operation within a Business
Inputs Outputs
Inputs that will be
transformed within the
operation or process
• Records
• Potential recruits
• Employees Management
Information
• Payroll
• Training
• PDPs
Inputs that do the
transforming within the
operation or process
• Staff
• Office
• Computers

17. Levels of Operational Analysis
Flow between operations
The level of the
Supply Network
The level of the
Operation
Flow between processes
The level of the
Process
Flow between resources

18. What Operations Managers do and why they do it?
Inputs Outputs
Design
Deliver
Direct
Customers
Strategic
Objectives
Develop
“The staff of the organization who have
particular responsibility for managing some
or all of the resources which comprise the
operation’s function.” (Slack et al, 2010)
Competitive
Position

19. Core Text

20. PGBM03 Operations Management
Session 01
Thankyou
Module Leader: Peter Coleman