| 授業名 | Technology & Operations Management |
|---|---|
| Course Title | Technology & Operations Management |
| 担当教員 Instructor Name | Bin Jiang |
| コード Couse Code | GLP115_G19N |
| 授業形態 Class Type | 講義 Regular course |
| 単位 Credits | 2 |
| 言語 Language | EN |
| 学位 Degree | |
| 開講情報 Terms / Location | 2019 GSM Nagoya Spring |
授業の概要 Course Overview
Misson Statementとの関係性 / Connection to our Mission Statement
授業の目的（意義） / Importance of this course
This course will teach students the fundamental principles of managing the production of goods and services effectively. The course sequence allows students to customize their individual track to focus on quality, technology or supply chain management. The emphasis in the course is on the quantitative and behavioral tools and techniques used by managers to make decisions related to the analysis and control operation functions
到達目標 / Achievement Goal
本授業の該当ラーニングゴール Learning Goals
*本学の教育ミッションを具現化する形で設定されています。
LG1 Critical Thinking
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
LG5 Executive Leadership (EMBA)
LG6 Innovative Leadership (MBA)
LG7 Global Perspective (GLP)
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
LG5 Executive Leadership (EMBA)
LG6 Innovative Leadership (MBA)
LG7 Global Perspective (GLP)
受講後得られる具体的スキルや知識 Learning Outcomes
By the end of the course, you will be able to:
• Understand technology management in operations and supply chains
• Analyze capacity decision
• Understand process cycle time and apply it to balance operation processes
• Make inventory decisions and optimize supply chain architecture
• Understand technology management in operations and supply chains
• Analyze capacity decision
• Understand process cycle time and apply it to balance operation processes
• Make inventory decisions and optimize supply chain architecture
教育手法 Teaching Method
| 教育手法 Teaching Method | % of Course Time | |
|---|---|---|
| インプット型 Traditional | 40 % | |
| 参加者中心型 Participant-Centered Learning | ケースメソッド Case Method | 60 % |
| フィールドメソッド Field Method | 0 % | 合計 Total | 100 % |
事前学修と事後学修の内容、レポート、課題に対するフィードバック方法 Pre- and Post-Course Learning, Report, Feedback methods
Since this course is very skill- and technique- oriented, I will deliver lectures, provide demonstrative exercises, and conduct interactive discussions using cases, movies and reading materials.
Basic quantitative skills and advanced oral English capabilities are required. It is also recommended that students take Statistical Analysis in Business before taking this course, because we will use basic statistical skills to learn and analyze operations management decisions.
At least three hours of preparation is required for each case.
A lap top is required in class.
Basic quantitative skills and advanced oral English capabilities are required. It is also recommended that students take Statistical Analysis in Business before taking this course, because we will use basic statistical skills to learn and analyze operations management decisions.
At least three hours of preparation is required for each case.
A lap top is required in class.
授業スケジュール Course Schedule
第1日（Day1）
Day 1 / June 29:Case #1 report is due at the beginning of class.
Morning
• Theme: Introduction of Technology and Operations Management
• Case: Case #1 Why Giants Changed Their Minds?
• Content: Supply Chain Management
• Movie: A Japanese Supplier’s Story: Nisshin Precise Mold Co.
• Teaching Method: bidirectional class discussion, lecturing
Afternoon
• Theme: Business Process
• Movies: China Blue
• Content: Business Process
Teaching Method: watching movie, bidirectional class discussion, lecturing
●使用するケース
Case #1: Why Giants Changed Their Minds? Sony and Matsushita’s Business StrategiesAssignment:
1. There are 3 groups of questions: Introductory, Decision-Forcing, and Challenge.
2. Introductory Questions help you understand the case. If you can answer all of them, you are ready to take further analysis of this case. DO NOT answer them in your case report.
3. Decision Forcing Questions help you analyze Matsushita’s and Sony’s problems and solutions. You MUST answer these questions in your case report.
4. Challenge Questions help you evaluate Matsushita’s and Sony’s different supply chain management strategies. You MUST answer these questions in your case report.
a. Introductory Questions
• What bad news had Mr. Yukio Shohtoku (managing director of Matsushita) been hearing?
• What is the “eradicating and creating” strategy of Matsushita?
• Why does Mr. Yoshihiro Taya (vice president of Sony MECS) worry about the “cycle time” of Sony’s digital camera and camcorder products?
• How did Sony reengineer its supply chain to reduce the lead-time of its digital camera and camcorder production?
b. Decision Forcing Questions
• What are the differences between Matsushita and Sony’s products?
• What are the differences between Matsushita and Sony’s supply priorities?
• Why did Matsushita and Sony’s former supply chains mismatch their product characteristics with their supply priorities?
• What are the advantages of manufacturing in China? What are the disadvantages of manufacturing in China?
c. Challenge Questions
• Whose supply chain reengineering strategy is a short-term solution and whose is a long-term solution?
• What are the pros and cons of these strategies?
Deadline: Before the class begins on Day 1 (June 29th, 2019)
Submission method: Deliver by hand to the lecturer in the classroom. At least one sheet A4, single space, one inch margins, and #12 font.
第2日（Day2）
Day 2 / June 30:Case #2 report is due at the beginning of class.
Morning
• Theme: Process Improvement
• Case: Shiraishi Garment Co., China Blue
• Content: Introduce of cycle time, line balancing, MRP
• Teaching Method: bidirectional class discussion,lecturing, and exercise.
Afternoon
• Theme: Capacity Management
• Content: Introduce of capacity decisions
Teaching Method: lecturing, and exercise on laptop.
●使用するケース
Case #2 : Attaching the Roots: Shiraishi Garments Co.Assignment:
1. Read the case ‘Attaching the Roots: Shiraishi Garments Company and an Evolving Thicket of Business Ethics in China’.
2. Read the reading material ‘Improving supplier’s situation through supplier cooperation: The case of Xintang jeans town’.
3. Watch the movie ‘China Blue’. The movie provides the first-hand information of the case study.
4. Discuss the following two questions in your case report:
a. What are the operations management problems in that factory in the movie?
b. How can you help Mr. Lam (the owner of that factory in the movie) to improve his operations?
Deadline: Before the class begins on Day 2 (June 30, 2019)
Submission method: Deliver by hand to the lecturer in the classroom. At least one sheet A4, single space, one inch margins, and #12 font.
第3日（Day3）
Day 3 / July 6:Case #3 report is due at the beginning of class.
Morning
• Theme: Capacity Decisions
• Case: Sunset Grill at Blue
• Content: Capacity Management
• Teaching Method: bidirectional class discussion, lecturing, exercise on laptop.
Afternoon
• Theme: Inventory Management
• Content: Inventory Models
Teaching Method: lecturing, exercise
●使用するケース
Case #3 : Sunset Grill at BlueAssignment:
1. Read the case ‘Sunset Grill at Blue’.
2. Please help this restaurant figue out its bottlenecks in its business process and evaluate all possible solutions proposed by Mr. Melhuish,the co-owner of this restaurant.
Deadline: Before the class begins on Day 3 (July 6, 2019)
Submission method: Deliver by hand to the lecturer in the classroom. At least one sheet A4, single space, one inch margins, and #12 font.
第4日（Day4）
Day 4 / July 7:Case #4 report is due at the beginning of class.
Morning
• Theme: Inventory Management
• Case: ATG – Uncovering Value in Supply Chain
• Content: Supply chain architactures
• Teaching Method: bidirectional class discussion, lecturing, exercise on laptop.
Afternoon
Final exam
●使用するケース
Case #4 : AGT – Uncovering Value in the Supply ChainAssignment:
1. Read the case ‘AGT – Uncovering Value in the Supply Chain.
2. Please help Mr. Morgan, the CEO of AGT, evaluate all possible business models the firm may use.
Deadline: Before the class begins on Day 4 (July 7, 2019)
Submission method: Deliver by hand to the lecturer in the classroom. At least one sheet A4, single space, one inch margins, and #12 font.
成績評価方法 Evaluation Criteria
*成績は下記該当項目を基に決定されます。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
| 講師用内規準拠 Method of Assessment | Weights |
|---|---|
| コールドコール Cold Call | 0 % |
| 授業内での挙手発言 Class Contribution | 40 % |
| クラス貢献度合計 Class Contribution Total | 40 % |
| 予習レポート Preparation Report | 20 % |
| 小テスト Quizzes / Tests | 0 % |
| シミュレーション成績 Simulation | 0 % |
| ケース試験 Case Exam | 20 % |
| 最終レポート Final Report | 0 % |
| 期末試験 Final Exam | 20 % |
| 参加者による相互評価 Peer Assessment | 0 % |
| 合計 Total | 100 % |
評価の留意事項 Notes on Evaluation Criteria
教科書 Textbook
- William J. Stevenson「“Operations Management” (Edition 12)」McGraw-Hill Higher Education（2014）9780078024108
参考文献・資料 Additional Readings and Resource
The lecture PPT slides and reading materials, which are available on the Google Classroom, should be sufficient to understand the foundation of operations management. However, since about 70% of the course contents are based on the above textbook, students can use it as a reference to help them understand the lecturing contents better.
Case #1: Why Giants Changed Their Minds? Sony and Matsushita’s Business Strategies.
• Movie ‘A Japanese Supplier’s Story: Nisshin Precise Mold Co.
Case #2: Attaching the Roots: Shiraishi Garments Co.
• Movie ‘China Blue’
• Reading Material: Improving supplier’s situation through supplier cooperation: The case of Xintang jeans town
Case #3: Sunset Grill at Blue (Harvard Business Case)
Case #4: ATG – Uncovering Value in Supply Chain
Case #1: Why Giants Changed Their Minds? Sony and Matsushita’s Business Strategies.
• Movie ‘A Japanese Supplier’s Story: Nisshin Precise Mold Co.
Case #2: Attaching the Roots: Shiraishi Garments Co.
• Movie ‘China Blue’
• Reading Material: Improving supplier’s situation through supplier cooperation: The case of Xintang jeans town
Case #3: Sunset Grill at Blue (Harvard Business Case)
Case #4: ATG – Uncovering Value in Supply Chain
授業調査に対するコメント Comment on Course Evaluation
This year, the course adds in two more business cases to help students apply Operations Management technology/skill to solve real business process problems.