Educational guide

IDENTIFYING DATA

2024_25

Subject

OPERATIONS MANAGEMENT

Code

00508012

Study programme

0508 - G.ADMINISTRACIÓN Y DIR.DE EMPRESAS

Descriptors

Credit.

Type

Year

Period

Compulsory

Second

First

Language

Castellano

Prerequisites

Department

DIREC.Y ECONOMIA DE LA EMPRESA

Coordinador

MIGUEL DÁVILA , JOSÉ ÁNGEL

E-mail

jamigd@unileon.es
eacem@unileon.es

Lecturers

MIGUEL DÁVILA , JOSÉ ÁNGEL

ACEBO MORAL , ENRIQUE

Web

http://

General description

The growth and competitiveness of companies involves managing the company's productive resources effectively and efficiently. The administration, management or Direction of Production and Operations is the direction of these productive resources. More specifically, the Operations Department (DO) studies the planning, management and control of the systems responsible for the productive use of materials, workers, equipment, facilities, etc., necessary for the manufacture of a good or the provision of a service. service. In short, we try to offer the student a global, but at the same time concrete, vision of the Production and Operations Department, both in manufacturing and service companies.

Tribunales de Revisión

Tribunal titular
Cargo	Departamento	Profesor
Presidente	DIREC.Y ECONOMIA DE LA EMPRESA	FERNANDEZ GAGO , ROBERTO
Secretario	DIREC.Y ECONOMIA DE LA EMPRESA	MARTINEZ CAMPILLO , ALMUDENA
Vocal	DIREC.Y ECONOMIA DE LA EMPRESA	SANCHEZ GONZALEZ , GLORIA

Tribunal suplente
Cargo	Departamento	Profesor
Presidente	DIREC.Y ECONOMIA DE LA EMPRESA	CABEZA GARCIA , LAURA
Secretario	DIREC.Y ECONOMIA DE LA EMPRESA	GODOS DIEZ , JOSE LUIS DE
Vocal	DIREC.Y ECONOMIA DE LA EMPRESA	MUÑOZ DOYAGUE , MARIA FELISA

Competencias

Code
A19182
A19183
A19184
B5846
B5847
B5848
B5849
B5850
B5852
B5853
B5857
B5858
B5861
C1	CMECES1 That students have demonstrated possession and understanding of knowledge in an area of study that is based on general secondary education, and is usually found at a level that, although supported by advanced textbooks, also includes some aspects that involve knowledge from the cutting edge of their field of study
C2	CMECES2 That students know how to apply their knowledge to their work or vocation in a professional manner and possess the skills that are usually demonstrated through the development and defense of arguments and the resolution of problems within their area of study.

Learning aims

Competences
A19183	B5846 B5852 B5857 B5858	C1
A19184	B5846 B5847 B5848 B5852 B5853 B5857	C1 C2
A19182 A19183 A19184	B5846 B5847 B5848 B5849 B5850 B5852 B5853 B5857 B5858 B5861	C1 C2

Contents

Topic	Sub-topic
The subject is divided into three blocks.	In Block A, which consists of one topic, the basic concepts that are the subject of interest in the subject are analyzed (a brief introduction to Operations Management and its strategic importance to achieve a competitive advantage). In Block B, made up of six topics, the Operations Subsystem is delved into from a strategic position, explaining the generic and transcendental decisions that have to be made in the company to design the production system. Finally, Block C, which consists of three topics, is related to the more operational and management aspects of day-to-day operations.
Block A: Introduction to Operations Management	----------- Unit 1. Operations Management. Introduction (Operations Management. Introduction) 1.1 The Production System in the Company 1.2 Production Management Vs Operations Management 1.3 Evolution of the Operations Department 1.4 Decisions in Operations 1.5 Productivity and Competitiveness 1.6 Supply chain management 1.7 Trading strategy
Block B: Designing Operations	----------- Unit 2. Design of Goods and Services 2.1 Conception of new products 2.2 Stages in product development 2.3 The time factor in the development of new products Unit 3. Process Strategy 3.1 Production process strategies 3.2 Process design 3.3 Selection of equipment and technology Unit 4. Capacity Planning 4.1 Capacity and factors that influence it 4.2 Concepts related to capacity 4.3 Capacity planning Unit 5. Location 5.1 Strategic importance and localization/delocalization factors 5.2 Types of location 5.3 Quantitative methods Unit 6. Floor plan distribution (Layout) 6.1 Basic plant distribution formats 6.2 Plant distribution by product (continuous flow) 6.3 Plant distribution by processes (intermittent flow) 6.4 Analysis of other plant layouts Unit 7. Quality management (Managing Quality) 7.1 Quality and strategy 7.2 Quality Assurance and Total Quality Management 7.3 TQM tools
Block C: Managing Operations	----------- Unit 8. Project Management 8.1 Project planning, programming and control 8.2 Time and cost oriented techniques 8.3 Techniques oriented to time and resources Unit 9. Production Planning and Control 9.1 Aggregate Production Planning 9.2 Master Production Plan Unit 10. Inventory Management 10.1 Typology and functions of inventories 10.2 Independent demand models (deterministic and probabilistic) 10.3 Dependent demand models (MRP) -----------

Planning

Methodologies :: Tests
	Class hours	Hours outside the classroom	Total hours
Lecture	17	17	34

Problem solving, classroom exercises	30	30	60
Case study	7	7	14
Assignments	0	15	15

Personal tuition	1.5	0	1.5

Extended-answer tests	2	10	12
Practical tests	2	11	13
	0.5	0	0.5

(*)The information in the planning table is for guidance only and does not take into account the heterogeneity of the students.

Methodologies

Methodologies ::

	Description
Lecture	The development of the subject is structured over 15 weeks, in two weekly sessions of 1.5 hours, accompanied by another tutorial session. For the most part, the topics will be developed in theoretical-practical sessions, whose contents will be related, without separating what is theory from practice. To achieve the skills and learning results mentioned above, In-Person Classes are proposed, which will have a total of 60 hours and will consist of participatory theoretical-practical classes. For each topic, the teacher will: (1) present its main objectives (making the student available in advance of the material that the teacher presents in class, as well as possible readings that allow him or her to delve deeper into the study of the topics); (2) present and explain the most important aspects of it; (3) it will motivate the active participation of the students, trying to intersperse the use of their words with intervals of teacher-student dialogue. This active participation will come from two areas; on the one hand, of possible doubts or comments that may arise from the student as a consequence of the teacher's explanation and, on the other, it will be the teacher himself who can also ask questions to the audience (about reasoning about the theoretical contents explained or about real or close to reality situations directly related to the content of the topic), trying to get answers and generate debate in order to enrich the presentation; (4) will comment on the recommended bibliography and supporting material to complete and prepare it. Finally, (5) students must complement the teacher's explanations with the systematic study of the bibliography and support material recommended in each of the topics.
Problem solving, classroom exercises	Problems and exercises will be proposed to promote diverse learning and contribute to the development of various skills. Thus, they will be resolved sometimes inside the classroom and sometimes outside; some will be done individually and others in groups; some will be delivered in writing and others will be resolved orally during the class; all of this being susceptible to being part of the continuous evaluation of the subject.
Case study	The cases invite you to discuss real situations in the business world, in which the student is intended to improve their analytical skills, producing quantitative and qualitative evidence to support arguments and recommendations. In this method, the student will first have to work on it individually, to later discuss the case with his classmates and draw conclusions, delivering his resolution of the case to the teacher. In addition, and whenever possible, videos or documentaries related to the topic under study will be shown, so that the student can analyze and understand the main Operations Management problems that commonly arise in the business world, as well as appreciate clearly the main strategic and tactical decisions that must be made to resolve them. At the end of each screening, a brief discussion with the student would be encouraged to achieve a high degree of assimilation of the contents of each topic.
Assignments	Monographic team work: Students will be grouped into teams of 5 people. Each team must choose a specific real company to prepare a monographic team project. This work will be related to the theoretical contents of the subject program and will consist of its application to a company. The work will be carried out outside the classroom - a non-face-to-face activity - by the members of the team, so that, when deemed appropriate, they will be presented in writing and presented by all the members of the group, seeking to promote teamwork. debate and discussion, and give a vision of how to address the various strategic and tactical decisions of Operations Management.
Personal tuition	Tutoring sessions will be held in the classroom (scheduled in the official calendar) and may be mandatory. They will mainly monitor how many activities are requested, and will also be able to resolve possible doubts, monitor the monographic work in progress carried out by the different teams, carry out their presentation or even carry out certain performance tests. assessment.

Personalized attention

Personal tuition

Lecture

Problem solving, classroom exercises

Case study

Assignments

Description

Regardless of the face-to-face tutoring sessions, which will be carried out compulsorily in the classroom (scheduled in the official calendar) in which all the activities requested of the students will be monitored, they will also be able to carry out tutoring sessions virtual through the forum of the institutional Moodle platform, in which students can raise questions or make queries.

Assessment

	Description	Qualification
Case study	Continuous evaluation, in which the student's interest and motivation towards the subject is sought. The aspects to consider would be the following: • Resolution of cases. • Attendance and active participation of the student in face-to-face classes. • Realization and degree of quality of the various activities proposed throughout the course, both in class and through online means. • Participation in the debates proposed in the sessions dedicated to the presentation of the final works of the rest of the classmates.	It will account for 15% of the grade (as long as there is a participation greater than 80%). This grade will be taken into account once the exams have been passed.
	Assessment of the completion and presentation of a Final Project and in which the aim is for students to acquire an overall vision of the subject, with special assessment of the following aspects: • Analysis of the different strategic and tactical decisions of the company that has been assigned. • Breadth and depth of the information collected, as well as its originality and timeliness. • Work structure. • Presentation and defense of the work done by any member of the group.	It will account for 25% of the grade. This grade will be taken into account once the exams have been passed.
Practical tests	Final written test at the end of the semester, which must be passed by the student, and the exam must be compensated. The objective pursued is the assimilation of the various contents of the subject and the achievement of the learning objectives set forth with it. This test will be eminently practical and will include practical cases and numerical exercises.	It will account for 30% of the grade.
Extended-answer tests	A partial written test will be held in the classroom. This test will allow you to eliminate material if you obtain a grade higher than 7 out of 10.	Their joint assessment in the final grade for the subject will be 30%.

Other comments and second call
Both in the second call and in the December one, the student must pass the corresponding exam, adding the corresponding part of the other activities that have been carried out throughout the course (in the same terms referred to in the ordinary evaluation ). It is prohibited to handle any material during the development of the tests, with the exception of scientific calculators and that permitted by the teacher. Likewise, the possession and use of mobile and/or electronic devices during the tests is strictly prohibited. The student's possession of unauthorized notes, books, folders, mobile and/or electronic devices, etc., during the evaluation tests, will result in immediate withdrawal from the exam, expulsion from the exam and qualification as a fail. _____________ In the event that future circumstances require, both the teaching programming and the evaluation and grading systems may be modified, with students being notified sufficiently in advance through the usual means. Additionally, the evaluation and grading systems may be subject to exceptional situations that will be appropriately assessed by the teacher.

Sources of information

Access to Recommended Bibliography in the Catalog ULE

Basic
	The material of the whole syllabus will be made available to the student at the beginning of the session so that in these classes he/she will be limited to attend, assimilate and associate concepts of Operations Management, in such a way that they can be participative. For this purpose, it is recommended that the student comes to the session with some previous knowledge derived from a preliminary reading. The Moodle platform will serve as a support for teaching and also as a means of agile communication and sending the required material to the student. Teaching books: MIGUEL-DÁVILA, J.A. y AGUILAR-OLAVES, G. (2012): Fundamentos estratégicos de Dirección de Operaciones . Pearson, Madrid. ARIAS, D. y MINGUELA, B. (Coords.) (2018) (2023) : Dirección de la producción y operaciones. Decisiones Estratégicas. Pirámide. Madrid. ARIAS, D. y MINGUELA, B. (Coords.) (2018) (2023) : Dirección de la producción y operaciones. Decisiones Operativas. Pirámide. Madrid. FERNÁNDEZ, E.; AVELLA, L. y FERNÁNDEZ, M. (2020): Administración de la producción: enfoque estratégico. Pirámide. Other teaching books: DAVIS, M.M.; AQUILANO, N.J. y CHASE R.B. (2001): Fundamentos de Dirección de Operaciones. McGraw-Hill. Madrid. FERNÁNDEZ, E.; AVELLA, L. y FERNÁNDEZ, M. (2003) (2006): Estrategia de producción. McGraw-Hill. Madrid. HEIZER, J. y RENDER, B. (1997) (2001) (2007): Dirección de la Producción. Decisiones estratégicas. Prentice Hall. Madrid. HEIZER, J. y RENDER, B. (1997) (2001) (2007): Dirección de la Producción. Decisiones tácticas. Prentice Hall. Madrid. MIRANDA, F.J. et al. (2005): Manual de Dirección de Operaciones. Thomson. Madrid. About cases, exercises and assumptions: ALFALLA, R.; GARCÍA, M.R.; GARRIDO, P.; GONZÁLEZ, M. M. y SACRISTÁN, M. (2008): Introducción a la dirección de operaciones táctico-operativa. Un enfoque práctico . Delta publicaciones. Madrid. CARNERO MOYA, C. (2013): Problemas resueltos de Administración y Dirección de Empresas. Paraninfo. Madrid. España. MAQUIRA, J.M., MOYANO, J., NÚÑEZ-CACHO, P., MAQUIRA, J.L. (2020): Estudio de casos en formato cómic sobre decisiones estratégicas de dirección de operaciones. Pirámide. MARTÍN, M.L. (Coor.) (2003): Dirección de la producción. Problemas y ejercicios resueltos . Pearson Prentice Hall. España. Reading books: CUATRECASAS, L. (2003): Volver a empezar . Gestión 2000. Barcelona. GOLDRATT, E.M. y COX, J. (1986): La meta: Un proceso de mejora continua . Ediciones TAULAR. Madrid. GOLDRATT, E.M. (1995): No es cuestión de suerte . Díaz de Santos. Madrid.
Complementary

Recommendations

Subjects that it is recommended to have taken before

PRINCIPLES OF BUSINESS ADMINISTRATION / 00508003