Transcript Technology and Operations Management Electives 2012

Technology and Operations
Management (TOM)
Electives
2014 - 2015
Recall the 5C model of
Operations from our FY course.
We spoke about identifying customer needs,
designing the capabilities to meet those needs,
CUSTOMER
CAPABILITIES
The Operations
Management Process
COORDINATION
then coordinating with our suppliers and
customers along the supply chain.
CONTROL
developing a control system to assure
those needs are met and improved upon,
CONTEXT
All of this is done within the general context of
the environment and our competitors.
TOM Electives by “C” of the 5C Model
•
Customer
–
Developing New Products and Services (Q2)
•
–
Global Innovation and Technology Commercialization (May 2014)
•
•
General Management and Operational Effectiveness (Q1 and Q4)
•
–
–
Landel
Operations Strategy (Q1)
•
Laseter
Managing Innovation and Product Development (Q3)
•
Laseter
Coordination
–
Supply Chain Management (Q2)
•
•
Raz
Capabilities/Control/Performance Improvement
–
•
Chao/Hutchison-Krupat
Raz
Context
–
Emerging Topics in Technology and Operations (Q4)
•
–
Systems Design and Business Dynamics (Q2)
•
–
Weiss
Landel
Management of Service Operations (Q3)
•
Weiss
Developing New Products and
Services
Raul Chao
Jeremy Hutchison-Krupat
• Focus
– Learn how to successfully manage the development of new products
and services by actually experiencing the process
– Teams identify an unmet user need and develop a working prototype
of a new product, service or web-based service.
• Who should take this class?
– Anyone who will be involved in developing new products or services
and those interested in starting their own businesses or who will work
as consultants in the area of product development.
General Management and
Operational Effectiveness
Bob Landel
• Focus
– Performance improvement management through lean thinking, 6sigma and design of experiments
– Emphasis on implementation
– “Hands-on” exercises
• Who should take this class?
– Anyone who will be involved in managing operations either
immediately upon graduation or at a later date, and/or is interested in
management consulting
Operations Strategy
Tim Laseter
• Focus
– Major issues and managerial concepts relating to the strategic
management of the Operations function in today’s global company.
– The course has a particular focus on competitive cost analysis
including scale curves, bottoms-up cost models, parametric cost
models, and the experience curve to assess the strategic implications
of a particular operations strategy in support of the corporate
positioning.
• Who should take this class?
– Prospective general managers and consultants who desire to become
more fluent with the tools and techniques of Operations strategy
Managing Innovation and Product
Development
Tim Laseter
• Focus
– To equip future general managers with the mindset and practical
methods that enable better management of innovation in a corporate
setting, including but not limited to product and service development.
• Who should take this class?
– This course targets the broader population of general management
track students who seek an understanding of the innovation processes
in a corporate context.
Supply Chain Management
Gal Raz
• Focus
– Understanding the strategic role of supply chains in organizations. Provide concepts and
frameworks for analyzing supply chain management problems, evaluating supply chain
performance, and formulating a supply chain strategy taking. The course provides
special focus on supply chain contracts and negotiation and on sustainability issues.
– Teach students to manage a global supply chain with a strategic simulation game that
competes by making timely decisions relating to pricing, ordering, and logistics as well as
supply chain contracts
• Who should take this class?
– Prospective general managers and consultants interested in supply chain issues and
concepts. Finance people who would like to understand supply chain strategy as a
means of valuation of companies
Emerging Topics in Technology and
Operations
Tim Laseter
• Focus
– Expose students to a range of emerging issues and topics in
technology and operations management. Offers students a means to
gain direct exposure to the world of practical affairs by engaging
Darden’s strong and loyal base of alumni.
• Who should take this class?
– Students interested in learning about current best practices and
leading edge thinking in the TOM area as well as interacting with
Darden alumni.
System Design and Business
Dynamics
Bob Landel
• Focus
– Systems thinking as applied to business issues that are characterized
by multiple interactive stakeholders, conflicting goals, and decisions
that often produce unintended consequences
• Who should take this class?
– Students wishing to pursue learning a new skills-set for diagnosing
high level business strategy design and implementation problems and
those who will be charged with analyzing complex situations and
designing new management approaches to chronic business issues
Management of Service Operations
Elliott Weiss
• Focus
– Understanding the unique challenges in managing excellent service operations and
exposure to and mastery of analytical tools specific to service industries. Frameworks
for developing the ability to design and deliver operations to achieve competitive
advantage in services will be introduced.
• Who should take this class?
– The course is designed for students who plan to work as managers of service
organizations or who need to be able to understand and evaluate service organizations
from an external perspective (e.g., consultants and investors).
Darden Independent Studies
One of the benefits of coming to Darden is the
opportunity to interact and work closely with our
world-class faculty. If you have a specific research or
case-writing interest or a topic which you would like
to explore, please contact one of us to check our
availability to work with you. At a minimum, we
might be able to send you to the appropriate
resource.