L6 Operations Management Specs

UNIT 03: OPERATIONS MANAGEMENT
Unit Reference Number M/616/2736

Unit Title Operations Management
Unit Level Level 6
Total Qualification Time (TQT) 200 Hours
Guided Learning Hours (GLH) 80 Hours
Number of Credits 20
Mandatory / Optional Mandatory
Unit Grading Structure Pass / Fail
Unit Aims
The aim of this unit is to provide learners with an understanding of the production/operations
management function in both manufacturing and service industries and to introduce key
issues and techniques in operations management.
Learning Outcomes and Assessment Criteria
Learning Outcome – Assessment Criterion –

The learner will: The learner can:
1 Understand the nature and 1.1 Explain why operations management is
importance of operations important for organisations.
management.
1.2 Analyse the operations functions of a selected
organisation.
1.3 Evaluate the operations management process of
a selected organisation using relevant models.
2 Be able to evaluate the link 2.1 Appraise the importance of the ‘Three Es’ to
between operations organisations.
management and strategic
2.2 Assess the impact of the tension between cost
planning.
minimisation and quality maximisation.
2.3 Evaluate the significance of the five performance
objectives that underpin operations management
to organisation.
3 Be able to assess how to 3.1 Assess how linear programming adds value to a
organise a typical production given production process.
process.
3.2 Evaluate critical path analysis and network
planning.
3.3 Analyse the need for operational planning and
control in a selected production process.
4 Be able to apply relevant 4.1 Produce a set of clearly defined operational
techniques to the production of outcomes for a selected organisation.
an operational plan for an 4.2 Produce a network plan indicating the resultant
organisation. critical path.
4.3 Assess how quality management techniques are
applied to improve operations in a selected
organisation.
Indicative contents
Topic Course Coverage

Learning Outcomes 1  Operations management: a definition of Operations
and 2 Management (OM) and its key elements; importance of OM
Nature and importance of for all organisations; impact on OM of changes in the
operations management business environment and in achieving strategic objectives;
activities of core functional areas and their interrelationships;
differences and similarities between services and products
Learning Outcomes 1, 2  Operations function: the management of resources for the
and 3 production and delivery of goods or services; the role of OM
Operations functions and in achieving strategic objectives; activities of core functional
processes areas and their interrelationships; differences and similarities
between services and products; impact of environmental
issues; impact of ethical behaviour; role of the supply chain;
 Processes: input-transformation-output process; processes
hierarchy; characteristics of operations processes e.g. four
Vs – volume, variety, variation, visibility; business process
modelling, lean management techniques, integration of
supply chain e.g. Just in Time (JIT);
Learning Outcomes 2  The 3 Es: economy; efficiency and effectiveness
and 3  Time, resources, budgets; external analysis, e.g. PESTLE;
Operational efficiency and links and differences between operations management and
strategic operations strategic planning; the paradox: efficiency (thrift) versus
effectiveness (quality)
 The five OM performance objectives: cost; dependability;
flexibility; quality and speed; internal and external benefits of
excelling in each performance objective; trade-offs between
objectives
Learning Outcomes 3  Linear programming - definition and applications in planning
and 4 and production; Critical Path Analysis; flow charts, network
Operational techniques, planning; activities involved in capacity planning; inventory
planning and control planning; project management and quality assurance/control
Learning Outcomes 3  Using planning techniques, e.g. Critical Path Analysis,

and 4 meeting the requirements; Outcome determination: the five
Operational plan, performance objectives
monitoring and control  Quality assurance and quality control mechanisms, fish
bones; quality circles; variance analysis, six sigma, product
quality and service quality, benchmarking; best practice; self-
assessment; vision; continuous improvement; quality
characteristics; importance of quality
Assessment
To achieve a ‘pass’ for this unit, learners must provide evidence to demonstrate that they have
fulfilled all the learning outcomes and meet the standards specified by all assessment criteria.
Learning Outcomes Assessment criteria Assessment type Word count

to be met covered (approx. length)
All 1 to 4 All ACs under LO 1 to 4 Coursework 3500 words
Indicative Reading list

Chaffey, D. (2009) E-business and e-commerce management: Strategy, implementation and
practice. Harlow: Financial Times/Prentice.
Greasley, A. (2007) Operations Management. Hampshire, United Kingdom: John Wiley and Sons
Hugos, M. H. (2011) Essentials of Supply Chain Management. Chichester: Wiley.
Mahadeva, B. (2010) Operations Management: Theory and Practice. New Delhi: Dorling Kindersley
(pvt.) Limited.
Sheffi, Y. (2005) The Resilient Enterprise: Overcoming Vulnerability for Competitive Advantage.
Cambridge, MT: MIT Press.
Slack, N. (2006) Operations Management. 5th edition. London: FT/Prentice Hall
Stadtler, H. and Kilger, C. (2008) Supply Chain Management and Advanced Planning: Concepts,
Models, Software and Case Studies. Hamburg: Springer.
Turban, T., Lee, J. K., King, D., Liang, T. P. and Turban, D. (2010) Electronic Commerce 2010: A
Managerial Perspective. 6th Edition. New York: Pearson Education.

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UNIT 03: OPERATIONS MANAGEMENT

Unit Reference Number M/616/2736

Learning Outcomes and Assessment Criteria

Learning Outcome – Assessment Criterion –

Topic Course Coverage

Learning Outcomes 3  Using planning techniques, e.g. Critical Path Analysis,

Learning Outcomes Assessment criteria Assessment type Word count

Indicative Reading list

Slack, N. (2006) Operations Management. 5th edition. London: FT/Prentice Hall

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