Checking date: 10/06/2021

Course: 2021/2022

Operations Management
Study: Dual Bachelor in Computer Science and Engineering, and Business Administration (233)

Coordinating teacher: ALVAREZ GIL, MARIA JOSEFA

Department assigned to the subject: Department of Business Administration

Type: Compulsory
ECTS Credits: 6.0 ECTS


Development of individual learning routines via the analysis of relevant texts and the collection and analysis of recent real evidence. . Development of group-based learning routines via group-based discussion and the oral and written presentation of work by teams. . Development of verbal and written communication skills. . Develop the ability to raise questions and answer them Knowledge: - Know and understand the objectives and strategies of the Operations Management. - Know and understand the main concepts and models associated with quality. - Know and understand the foundation of the design and development processes of goods and services. - Know and understand the processes of generation of goods and services and the corresponding distribution in plant of the facilities. - Know and understand decisions about location and capacity. - Know the planning of the necessary resources in the generation of goods and services. - Apply all the previous points to problem solving. Abilities: - Ability to make decisions. - Ability to work individually, prioritizing the accuracy and precision of the results. - Capacity for teamwork. - Ability to relate to others. - Ability to adapt to new situations. - Ability to accept other points of view. Attitudes: - Ability to search and curiosity. - Have an enthusiastic attitude to solve problems. - Defend and justify certain actions.
Skills and learning outcomes
Description of contents: programme
The objective of the course is to introduce students to the Strategic Decision Making Processes related to the Operations Management area. For this purpose, the strategies of the Operations Department are studied and analyzed; the strategic decisions that accompany the different processes of generation of goods and services are presented as well as the strategic decisions of location, capacity and distribution of the facilities. To help in these decision-making processes, the knowledge that students may have previously acquired regarding demand estimation and project management is reinforced. In accordance with the demands of society, some final chapters on sustainability, industry 4.0, SDGs and Circular Economy in Spain and Europe are included. 1. Introduction to Operations Management. 2. Strategic Operations Decisions 3. Project Management 4. Strategic decisions on total quality management (CHapter 6 ) 5. Strategic decisions on process design,Industry 4.0, and Capacity (Chapters 7 and 7s) 6. Strategic decisions on location and lay-outl )chapetrs 8 and 9) 7. Design of goods and services. Sustainability, and SDGs (Chapters 5 and 5s) 8.- Circular Economy
Learning activities and methodology
Af1: theoretical-practical classes. In them we present the knowledge that we hope students acquire. The students will receive the class notes and will have basic reference texts to facilitate the preparation of the virtual classes (flipped classroom approach) and their follow-up and development of the subsequent continuous assessment work. In the small group sessions, questions will be answered about the exercises proposed by the teacher and workshops and assessment tests will be enabled to facilitate the acquisition of the necessary skills. AF2: tutoring. Individualized and group assistance through specific open sessions through blackboard collaborate. AF3: individual or group work of the student MD1: Theory Class: classroom lectures by the lecturer (virtual on the covid19 stage) in which the main concepts of the subject are developed and materials and bibliography are provided to complement student learning. MD2: Practices: resolution of mini-practical cases, exercises, readings, viewing of videos proposed by the lecturer to be carried out individually and in work teams. MD3: Tutorials: 4 hours per week are dedicated, upon request of the student, which are developed with the virtual computer applications provided by the Carlos III University of Madrid. It is personalized and in-group assistance.
Assessment System
  • % end-of-term-examination 10
  • % of continuous assessment (assigments, laboratory, practicals...) 90
Calendar of Continuous assessment
Basic Bibliography
  • Heizer, Jay; Render, Barry,. Dirección de la producción y de operaciones. Decisiones estratégicas, 11a edición. pearson. 2015
  • David Bamford and Paul Forrester . Essential Guide to Operations Management. Wiley. 2012
Additional Bibliography
  • Alfalla Luque, R. García Sánchez, R., Garrido Vega, P., González Zamora, MM., Sacristán Díaz.. Introducción a la dirección de operaciones táctico-operativa. Delta Publicaciones. 2008
  • Andrew Greasley. Operations Management, 2nd Edition. Wiley. 2009
  • Chase, Jacobs, Aquilano. Administración de Operaciones, Producción y Cadena de Suministros. McGraw Hill. 2009
  • David Bamford, Paul Forrester . Essential Guide to Operations Management: Concepts and Case Notes. Wiley. 2009
  • Domínguez Machuca, Alvarez Gil, García González, Domínguez Machuca y Ruiz Jimenez.. Dirección de Operaciones: aspectos estratégicos en la producción y en los servicios. McGraw Hill. 1994
  • Fernández E., Avella, L., Fernández, M.. Estrategia de Producción. McGraw Hill. 2003
  • Jack R. Meredith . Operations Management, 4th Edition. Wiley. 2010
  • Jack R. Meredith, Samuel J. Mantel. Project Management: A Managerial Approach, 7th Edition. Wiley. 2009
  • John Mangan, Chandra Lalwani, Tim Butcher.. Global Logistics and Supply Chain Management. Wiley. 2008
  • Miranda González, Rubio Lacobna, Chamorro Mera, Bañegil Palacios. Manual de Dirección de Operaciones. Thomson. 2005
  • R. Dan Reid, Nada R. Sanders. Operations Management: An Integrated Approach, 4th Edition. Wiley. 2010
  • Roberta Russell. Operations Management: Creating Value Along the Supply Chain, 7th Edition. Wiley. 2011
  • Samuel J. Mantel.. Project Management in Practice. Wiley. 2011

The course syllabus may change due academic events or other reasons.

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