Lecture 1: Introduction to the Module

In this lecture, we briefly described the definition and goals of operations and information
technology management. We elaborated on the concept of operations management and
why it is important to grasp it in order to support the achievement of organizational
objectives. The principles implemented were the Central ideas or concepts:
transformation model that indicates the various processes or steps to turn in put in terms
of material, labor and energy into output in terms of goods, service, and results. It was
also highlighted that one of the key goals of organizations must be the generation of
value for customers.

We identified the roles of an operations manager, which encompassed the overseeing and
organizing of activities that are a component of the manufacture of products and/or
delivery of services, as well as planning and managing for performance enhancement of
the operations process. The lecture was aimed at outlining key roles of operations
managers that directly or indirectly involves with other managers of organization and its
functions like marketing, finance, accounting and engineering departments.

Key Quotes and References:

 "Operations management is critical to organizational success" - Surarshan, F.

(2024) Lecture Notes.

 Slack, N., Brandon-Jones, A., & Johnston, R. (2016). "Operations Management,"

8th edition, Pearson.

External Resources:

 OpenLearn: Understanding operations management: OpenLearn Link

 MIT Sloan Management Review: MIT Sloan Link

Lecture 2: Operations Environment

This lecture was centered on operation environment and factors that affect it. We
discussed the four Vs of operations management: Volume which is needed to classify the
amount of work, variety that shows the range of tasks, variation that is used to estimate
the spread of intensity, and visibility which enables to determine the extent of various
kinds of operation. The four basic concepts include volume, which is the amount of
products or services marketers produce, then there is variety, which explains the kind of
products or services the marketers produce, then there is variation, which implies changes
in the level of demand and finally visibility, which is the extent to which customers get to
witness the marketers’ operations.
Such external factors as competition, technology, regulations, structure, and internal
factors where also discussed in the lecture in the perspective of operations management.
Knowledge of these factors is necessary in formulating strategies and decision-making to
improve operation performance.

Key Quotes and References:

 "Operations transform resources or data inputs into desired goods, services,

and/or results." - Surarshan, F. (2024) Lecture Notes.

 Hattangadi, V. (2021). "Understanding the four Vs of operations management,"

Financial Express.

External Resources:

 Financial Express: Understanding the four Vs

 OpenLearn: The Transformation Model

Lecture 3: Adequacy of Existing Systems

In this lecture, an evaluation of the sufficiency of system in an organization was made

out. In this case, we talked about different methods to discern whether the current
systems satisfy the required objectives and about the concept of systems’ constant
enhancement. Areas covered comprised the tools of system assessment like
benchmarking, gap analysis, and performance measures.

We also outlined typical shortcoming and irrationalities of the existing solutions and
ways how to approach them. Concentrating on system performance increase, the place of
technology was underlined with an accent on how the development of information
technologies facilitates the work, improves the quality of results obtained, and increases
the speed of processes performed.

Key Quotes and References:

 "Continuous improvement is essential for maintaining the adequacy of existing

systems." - Surarshan, F. (2024) Lecture Notes.

 Harrington, H. J. (1995). "Total Improvement Management," McGraw-Hill.

External Resources:

 Harvard Business Review: Continuous Improvement

 Gartner: System Evaluation Techniques

Lecture 4: Quality Management

In this particular lecture I highlighted the aspects of the quality management and its
practices. From this discussion, the significance of quality in products and services as
well as other features of quality and the tools and techniques used in quality management
was established. Some of the areas of significant interest were Total Quality Management
(TQM), Six Sigma, and functions of quality assurance and quality control in
organizations.

Exploring how the development of quality management systems can foster an increase in
the consumers’ satisfaction, decrease the consumption costs and advance the overall
organization’s performance. Actual scenarios and real-life situations were utilized to
demonstrate effectiveness of the quality management and its positive effects on the
performance of an organization.

Key Quotes and References:

 "Quality is not an act, it is a habit." - Aristotle, referenced in Surarshan, F. (2024)

Lecture Notes.

 Evans, J. R., & Lindsay, W. M. (2014). "Managing for Quality and Performance
Excellence," Cengage Learning.

External Resources:

 American Society for Quality (ASQ): Quality Management

 International Organization for Standardization (ISO): ISO 9000 Standards

Lecture 5: Supply Chain Management

In this lecture, essential information about supply chains and the strategic principles of
supply chain management where introduced. The strategies for supply chain management
and risks involved and how supply chain management can help in increasing efficiency,
cutting costs, and improving satisfaction to customers was also described. Major issues
covered were purchasing and sourcing, materials management and distribution, as well as
the use of IT in supply chain.

We also looked into the types of supply chain management approaches which include
JIT, Lean and Agile supply chain and how they are used in different fields. The essence
of coordination among the supply chain entities was a key aspect, which the lecture
focused on.

Key Quotes and References:

  "Supply chain management is an integral part of any organization." - Surarshan,
F. (2024) Lecture Notes.

 Chopra, S., & Meindl, P. (2015). "Supply Chain Management: Strategy, Planning,
and Operation," Pearson.

External Resources:

 Supply Chain Management Review: Supply Chain Basics

 Council of Supply Chain Management Professionals (CSCMP): CSCMP

Resources

Lecture 6: Outsourcing and Role of Outsiders

This lecture brought out the ideas of outsourcing and the involvement of the outside
agents in operations management. From this we considered the dynamics of outsourcing,
the advantages of it, and the disadvantages that one can be skewed too in seeking to
outsource their organizational activities. Some of the covered areas were partner selection
in outsourcing situations, outsourcing relationship management, and quality and
performance management via service level agreement.

Examples of effective and ineffective outsourcing strategies were described based on

real-life companies’ experience. We also reviewed the factors of this paper, ethical and
strategic outlooks of outsourcing arrangements.

Key Quotes and References:

 "Outsourcing can provide significant benefits but must be managed carefully." -

Surarshan, F. (2024) Lecture Notes.

 Lacity, M. C., & Willcocks, L. P. (2014). "Outsourcing: All You Need To Know,"
White Plume Publishing.

External Resources:

 Deloitte: Global Outsourcing Survey

 Gartner: Outsourcing Trends

Lecture 7: Operations Strategy and Innovation

Currently this lecture was on Operations Management and it covered issues on how to
create Operation strategies and encouraging innovation. Some of the topics that were
covered include the connection between operations strategy and grand business strategy
and the contribution of innovation to sustained competitive advantage. Some of the
discussed issues were on strategic management, process improvement, and the
application of technology on innovation.

There are other frameworks/models that applied on strategic operations management

including, the balanced scorecard and the strategic alignment model. Leadership and
organizational culture involved in driving innovation and the culture of improvement was
also discussed in the lecture.

Key Quotes and References:

 "Innovation is the ability to see change as an opportunity, not a threat." - Steve

Jobs, referenced in Surarshan, F. (2024) Lecture Notes.

 Heizer, J., Render, B., & Munson, C. (2017). "Operations Management:

Sustainability and Supply Chain Management," Pearson.

External Resources:

 Harvard Business Review: Operations Strategy

 MIT Sloan Management Review: Innovation Management

Lecture 8: Use of ICT in Operations

To recap, this lecture focused on how Information and communication technology (ICT)
is relevant in operations management. I also outlined how Information, Communication
and Technology can integrate to increase productivity, boost interaction, and share data
within a company in the shortest time possible. Some of the core subjects covered were
ERP, CRM, and influence of big data and analytics.

Challenges and opportunities of different types of ICT tools and technologies used in the
operation were analyzed including supply chain management systems, manufacturing
execution systems, and business intelligence systems among others. The content of the
lecture was dedicated to the necessity of the ICT implementation in business to reach the
indicated goals.

Key Quotes and References:

 "ICT is a critical enabler of effective operations management." - Surarshan, F.

(2024) Lecture Notes.

 Laudon, K. C., & Laudon, J. P. (2016). "Management Information Systems:

Managing the Digital Firm," Pearson.

External Resources:
  TechRepublic: Role of ICT in Operations

 CIO: ICT in Business

Lecture 9: Human-Computer Interaction (HCI)

These are the following topics which has been discussed in this particular lecture: –
Fundamentals of human computer interaction Human computer interaction in operations
management I provided an explanation on how ideologies of proper HCI design can
enhance usability, efficiency, and minimize mistakes. These were some of the topics
related to, and thus encompassing HCI such as User Interface design, Usability tests and
the Business Turnaround of Organizations.

This report discussed different approaches to HCI and usability principles that were
useful in the creation of friendly interfaces for users. In the lecture, the topic of
accessibility and inclusive design that deals with interfaces for people with different
abilities was also discussed.

Key Quotes and References:

 "Good design is as little design as possible." - Dieter Rams, referenced in

Surarshan, F. (2024) Lecture Notes.

 Shneiderman, B., & Plaisant, C. (2017). "Designing the User Interface: Strategies
for Effective Human-Computer Interaction," Pearson.

External Resources:

 Nielsen Norman Group: HCI Resources

 ACM SIGCHI: HCI Resources

Lecture 10: Self Reflection and Problem Log

In this final lecture, we concentrated on the reflection on yourself and keeping a problem
log. We reflected on what was said about how the view of past can be used as a source of
improvement of the future. That is why the problem log was noted to lose its focus and
become the tool to monitor issues and patterns as well as to generate solutions.

This included writing journals, peer feedback and reflecting via specified models and
patterns. Concerning the uses of the problem logs, the lecture also embraced their usage
in one’s own life and in the professional world to increase learning and problem solving
skills.

Key Quotes and References:

  "Reflection is one of the most underused yet powerful tools for success." -
Richard Carlson, referenced in Surarshan, F. (2024) Lecture Notes.

 Moon, J. A. (2004). "A Handbook of Reflective and Experiential Learning:

Theory and Practice," Routledge.

External Resources:

 MindTools: Reflective Practice

 Harvard Business Review: Reflection in Management