Course Description:

This course provides an overview of strategic, tactical, and operational decision making environments in service and manufacturing companies. Major topics are process analysis, supply chain management, quality management, service systems management, and operations strategy. These areas are explored through lectures, case studies, assigned readings, and class discussions. The course utilizes concepts of probability, statistics, and optimization commonly applied in operations management tools. It includes a special focus on companies implementing sustainability initiatives in their operations and introduces the new field of Industrial Ecology, which deals with tools and processes for sustainable operations management.

The course is organized around the integration of three key content areas:

  1. Innovation in Operations:  Management of Operations sits at the core of a business.  It is about the mechanisms for meeting demand without surplus or shortage.  Whether or not one is producing a product or a service, operations is a major source of value creation.  It is also the source of much of the environmental and social impact of the organization.  This course demonstrates how more serious consideration of an organization’s environmental and social impact are causing us to look at concepts like quality management and supply chain management in new ways and to redefine these concepts.  It also demonstrates how the power of quantitative tools like probability, statistics, and optimization can bring increased efficiency to the function of operations.

  2. Systems Frameworks:  This course introduces the field of Industrial Ecology, which provides new tools and paradigms for analysis of operations from a whole systems perspective.  The course teaches students how principles of Industrial Ecology can be applied in operations environments.  Examples are one company’s use of another company’s waste as raw material (called “by-product synergy), and the design of supply chain segments for remanufacturing of products at end of life.

  3. Team Effectiveness and Individual Leadership:  Students will have the opportunity to apply competencies learned in this course to an EL project in groups of 3-5 in which they build an operations plan for a company, nonprofit, or government organization.  This will also enable you to practice new competencies you will be learning concurrently in your Leadership for Sustainable Management course in relationship management, and in resilience and adaptability as an individual and as a member of a team.

(4 Units)

This course has Experiential Learning component.

Pre-requisites:

SUS6000: Managerial Accounting

Faculty:

Dwight Collins, PhD

Dennis Gawlik, MS

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