| 授業名 | Operations Management |
|---|---|
| Course Title | Operations Management |
| 担当教員 Instructor Name | KIM Tae-Seok |
| 科目ナンバリングコード Course Numbering Code | GBA105 |
| 授業形態 Class Type | 講義 Regular course |
| 授業形式 Class Format | On Campus |
| 単位 Credits | 2 |
| 言語 Language | EN |
| 学位 Degree | BBA |
| 開講情報 Terms / Location | 2026 UG Nisshin Term2 |
| コード Couse Code | NUC457_N26A |
授業の概要 Course Overview
Mission Statementとの関係性 / Connection to our Mission Statement
Aligning with the NUCB Business School's mission statement, this course aims to nurture innovative, ethical managers who possess a ‘Frontier Spirit’ in managing individuals and teams with professional knowledge, in response to the challenges from contemporary environments.
The course emphasizes the importance of developing students' talents and creating applicable knowledge that advances business and society. It strives to educate our students to become innovative and ethical leaders in our globalized society.
The course emphasizes the importance of developing students' talents and creating applicable knowledge that advances business and society. It strives to educate our students to become innovative and ethical leaders in our globalized society.
授業の目的（意義） / Importance of this course
The course introduces key concepts and tools used to design, operate and improve business processes to produce and deliver tangible goods and intangible services. To create value and better serve customers in any business, managers need to make good decisions in areas including operations strategy, product/process design, quality management, capacity and inventory management, demand and supply forecast, process improvement, and order fulfillment. The course uses the case method to explain theoretical concepts with real-world examples.
学修到達目標 / Achievement Goal
By studying this course, students are expected to be able to:
- Explain the roles of management in business operations and the key challenges.
- Demonstrate an understanding of fundamental operations management concepts and tools in the design and delivery of products and services.
- Optimize operations processes that lead to improvements in cost and quality.
- Analyze the strategic issues in business operations faced by managers.
- Explain the roles of management in business operations and the key challenges.
- Demonstrate an understanding of fundamental operations management concepts and tools in the design and delivery of products and services.
- Optimize operations processes that lead to improvements in cost and quality.
- Analyze the strategic issues in business operations faced by managers.
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
LG6 Managerial Perspectives (BBA)
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
LG6 Managerial Perspectives (BBA)
受講後得られる具体的スキルや知識 Learning Outcomes
On successful completion of the course, students will be able to:
- Use the process thinking approach and an operations management perspective to explain the roles of management in business operations and the key challenges.
- Demonstrate an understanding of fundamental operations management concepts and tools.
- Identify the process bottlenecks and capacity to optimize operations processes that lead to improvements in cost and quality.
- Adopt the approaches of value proposition and competitive priorities to analyze the strategic operations management issues.
- Use the process thinking approach and an operations management perspective to explain the roles of management in business operations and the key challenges.
- Demonstrate an understanding of fundamental operations management concepts and tools.
- Identify the process bottlenecks and capacity to optimize operations processes that lead to improvements in cost and quality.
- Adopt the approaches of value proposition and competitive priorities to analyze the strategic operations management issues.
SDGsとの関連性 Relevance to Sustainable Development Goals
Goal 4 質の高い教育をみんなに（Quality Education）
教育手法 Teaching Method
| 教育手法 Teaching Method | % of Course Time | |
|---|---|---|
| インプット型 Traditional | 0 % | |
| 参加者中心型 Participant-Centered Learning | ケースメソッド Case Method | 100 % |
| 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
The course contents will include lecture handouts, class presentations, case studies, and other discussion materials provided beforehand or brought into the class by the instructor. The format of this course will use the case method to emphasize understanding and evaluation of business operations issues faced by managers.
Readings (cases or discussion materials) are provided beforehand and assigned for each class. Participants are required to prepare for at least three hours per case study in this course. The course emphasizes on student active learning through the application of course contents on case studies and in-class discussions. Active participation and preparation are the key requirements for this course. Constructive feedback will be given to students for their in-class discussion and preparation reports as and when appropriate.
Readings (cases or discussion materials) are provided beforehand and assigned for each class. Participants are required to prepare for at least three hours per case study in this course. The course emphasizes on student active learning through the application of course contents on case studies and in-class discussions. Active participation and preparation are the key requirements for this course. Constructive feedback will be given to students for their in-class discussion and preparation reports as and when appropriate.
授業スケジュール Course Schedule
第1日（Day1）
Introduction to OM- Reliable and sustainable operations
- Vertical Integration vs Strategic Outsourcing
- Quality control
- Supplier relationship management
●使用するケース
McDonald’s China: The Expired-Meat Scandal (HBP)第2日（Day2）
Demand and revenue forecast- Total cost of ownership
- Operational efficiency
- Strategic facility location
●使用するケース
McDonald’s China: The Expired-Meat Scandal (HBP)Youreka Hotel, Amritsar (HBP)
第3日（Day3）
- Process flow analysis- Muda, takt time, cycle time, utilization rate, bottlenecks
- Lean process improvement
●使用するケース
Kamaths Ourtimes Ice Creams: Eliminating the Bottleneck Effect (HBP)第4日（Day4）
- Process structure- Capacity utilization
- Demand variability
- Cost and benefits analysis
●使用するケース
Sam's Pizzeria: Managing Peak Demand第5日（Day5）
- Project Management- Critical Path Analysis
- Activity-on-Node (AoN) Network
●使用するケース
Maruyama Accessories 2022第6日（Day6）
- Deming's quality- Run chart
- Control chart
- Types of process variation
- Continuous Improvement
●使用するケース
Maruyama Accessories 2022Pilot Deviation and a Near Miss on Fight 1489 (TCC)
第7日（Day7）
- Corporate Social Responsibilities (CSR) practices and expectations- Offshore and outsourced operations
- Managing and monitoring suppliers
●使用するケース
Apple and its suppliers: CSR (HBP)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 | 20 % |
| 授業内での挙手発言 Class Contribution | 50 % |
| クラス貢献度合計 Class Contribution Total | 70 % |
| 予習レポート Preparation Report | 10 % |
| 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 | 0 % |
| 最終レポート Final Report | 20 % |
| 期末試験 Final Exam | 0 % |
| 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
Student participants are expected to do the home reading and examine the case questions thoroughly before the classes. It is crucial for students to actively engage in class discussion; present their ideas and thoughts as well as reflect on their learning experiences.配布教材と教室における電子機器の利用マナーについて Guidelines for Classroom Technology and Proper Use of Course Materials
- ケースメソッド教育の中核は、積極的な参加と知識の共有です。この教育を支えるため参加者は授業中の電子機器（例：スマートフォン、ノートパソコン）の使用を制限するよう求められます。許可を得た場合でも、教室内では電子機器は、ケース討議に資する目的でのみ使用してください。授業中は、たとえケース討議に関連していても、検索エンジンや生成AIの使用は避けて下さい。
- 配布教材（ケースを含む）は指定された授業への参加以外の目的で利用しないで下さい。著者の権利、著作権、特定情報の機密性を保護するため、許可なく教材を個人や組織（生成AI を含む）に提供することはできません。このルールは、印刷物・電子教材のいずれにも適用されます。
- 詳細は「教室における電子機器の利用マナー・教材の適切な利用に関するガイドライン」を確認のうえ、教員の指示に従い、責任をもって遵守してください。
- Active participation and shared learning is at the core of the case method learning.Participants are asked to limit their use of electronic devices (e.g., laptops, smartphones) during classroom sessions in support of this model. Even with permission granted, devices should only be used in the classroom in service to the case discussion. Online searches and generative AI tools, even if related to the case discussion, are discouraged while class is in session.
- Students are prohibited from using the course materials (including cases) distributed by the university for any purpose other than participation in the designated class.Students must not input, process or test course materials with any artificial intelligence (AI) tools, bots, software, or platforms without the author’s permission. These actions violate the terms of use for the course materials and may also constitute copyright infringement.
- Please refer to the "Classroom Technology Guidelines / Guidelines for Properly Using Course Materials” for details, and follow the instructor’s directions. You are expected to comply with these guidelines responsibly.
教科書 Textbook
- NA「NA」NA（NA）
参考文献・資料 Additional Readings and Resource
Additional reading materials will be provided as and when appropriate.
授業調査に対するコメント Comment on Course Evaluation
Previous participants appraised the course design had a balanced distribution among cases, theories, and discussions. They also enjoyed the class sessions with positive feedback on the interactive teaching and learning approaches.
担当教員のプロフィール About the Instructor
Tae-Seok (Brian) Kim is an Associate Professor at NUCB Business School. He earned his PhD in Management from Emory University in the United States. His research focuses on strategic management and organization theory, utilizing diverse methodologies such as social network analysis and natural language processing. His research explores the factors influencing organizational actions and their outcomes, with a particular emphasis on internationalization, sustainability, and innovation.
（実務経験 Work experience）
Before joining NUCB, Tae-Seok (Brian) Kim served as an Assistant Professor at Waseda University School of Commerce.
Refereed Articles
- (2025) Recombination for Resilience: Corporate R&D Teams and Climate Innovations. R&D Management
- (2025) Beyond tokenism: a contingency model of board gender diversity and environmental innovation in Korean and Japanese firms. Asia Pacific Business Review
- (2024) Overcoming Uncertainty in Novel Technologies: The Role of Venture Capital Syndication Networks in Artificial Intelligence (AI) Startup Investments in Korea and Japan. Systems 2079-8954
- (2023) Mapping the Landscape of Blockchain Technology Knowledge A Patent Co-Citation and Semantic Similarity Approach. Systems 2079-8954
- (2023) A Structural Topic Modeling Approach to Exploring E-Commerce and Online Startups during COVID-19. E-Trade Review 21(1): 3022-8042
Refereed Proceedings
- (2024). Client Conflict as Barriers to Interfirm Mobilities in Professional Services Industry. Academy of Management Proceedings .The 84th Annual Meeting of the Academy of Management. 1. 2. Chicago, USA
- (2022). Foreign Firms' Outsiderness, Status, and Cross-Border Tie Formation Through Local Intermediaries. Academy of Management Proceedings .The 82nd Annual Meeting of the Academy of Management. 1. 2. Seattle, USA (Hybrid)
- (2021). Hazardous Connections: Conflictual Ties, Common Intermediary, and Tie Dissolution. Academy of Management Proceedings .The 81st Annual Meeting of the Academy of Management. 1. 2. Virtual