Manual Summary

Strategic Supply Chain Management Leadership Program
Module Four
Operations and Process Management

Candidate Manual Self Study
Copyright 2011 Purchasing Management Association of Canada. No part of this material in this manual may be reproduced without the prior written consent of the Purchasing Management Association of Canada. 777 Bay Street, Suite 2701, P.O. Box 112, Toronto, Ontario M5G 2C8 Tel: (416) 977-7111 Fax: (416) 977-8886 Web Site: www.pmac.ca. Use of this material is restricted to PMAC and its Provincial/Territorial Institutes for the express purpose of delivering the Strategic Supply Chain Management Leadership Program. No other use is authorized, express, or implied. This material must be used in its entirety.
Module Four Operations and Process Management
Table of Contents
Introduction and Overview . IO 1 General Information.. IO 2 Module Overview.. IO 5 Module Readings... IO 9 Session and Reading Summary. IO 12 Candidate Evaluation. IO 14 Module Evaluation. IO 30 Session One Introduction to Operations and Transformation Systems ...S1 1 Session Two Capacity, Process Flow and Bottlenecks I..............S2 1 Session Three Capacity, Process Flow and Bottlenecks II...............S3 1 Session Four Quality I .................................................................S4 1 Session Five Quality II ........................................................S5 1 Session Six Lean Production / Toyota Production System .............S6 1 Session Seven Project Management ............S7 1 Session Eight New Product Development ...................................................S8 1 Session Nine Operations Strategy I .............S9 1 Session Ten Operations Strategy II .S10 1 Session Eleven Operations Strategy III ...........S11 1 . Session Twelve Operations Strategy IV.......S12 1 Session Thirteen Module Ending Examination........S13 1
Table of Contents, continued
Appendix: Fabritek, 1992 Sample Case and Report Appendix: PowerPoint Slides
Purchasing Management Association of Canada
Introduction and Overview

General Information Module Overview Module Readings Schedule & Reading Summary Candidate Evaluation Module Evaluation
IO 1
General Information
About the Program
The Strategic Supply Chain Management Leadership Program is PMACs SCMP Accreditation Program. This Program is competency based and takes an integrated approach, shifting the focus of the profession from purchasing to strategic supply chain management in order to meet the evolving needs of the marketplace. The SCMP Accreditation Program is the most comprehensive program available in Canada, balanced to deliver advanced supply chain management knowledge and high-level business skills. The education component of the Program consists of eight modules which cover the foundational knowledge of supply chain management, and six interactive workshops which address higher-level business skills. The Program is designed so that learning can be applied immediately in the workplace. This allows candidates to demonstrate their increased knowledge and value to their organizations as they progress through the program.
Program Modules
As stated above, there are eight modules which will be delivered over a 36-month period. There are four modules that are 13 sessions in duration, and four modules that are seven sessions in duration. This is the fourth module of the Program Operations and Process Management, a 13 session module. Below is a listing of all the modules so that candidates can see how they are progressing in the program, and what they have to look forward to in the coming months.
Module
Title
13 Session Modules 1 2 3 4 Supply Chain Management Procurement and Supply Management Logistics and Transportation Operations and Process Management
7 Session Modules 5 6 7 8 Knowledge Management Global Sourcing Supply Chain Management for the Public Sector Supply Chain Management for Services, Capital Goods and Major Projects
IO 2
General Information, continued
Program Philosophy
PMACs philosophy for all of its modules and interactive workshops is that candidates learn by doing. Candidates who work thoroughly through the material to develop a good understanding of the concepts and principles presented, and complete all the assigned readings, framework questions and assignments should have no trouble successfully completing the Program. Memorization of the materials is not as important as is: careful preparation being able to fully grasp the ideas and concepts presented knowing where to go for the appropriate reference material It is expected that candidates will be able to apply the appropriate concepts or techniques to the correct problem or decision at the right time.
Workload
As a general rule, candidates should expect to spend an average of 8 to 10 hours of preparation time for each session. Some sessions will require less work, while others may require more. Please note that the amount of time spent on each session will be influenced by present knowledge and experience, as well such factors as reading skills and comprehension skills.
Schedule
This module has twelve sessions and a final exam session. Candidates will receive a session schedule upon enrollment in the module. The session schedule includes the following information: - Assignment due dates - Assignment submission instructions - Information on the final exam - Information on marking Candidates who have not received this information should contact their local provincial or territorial institute.
IO 3
General Information, continued
Candidate Responsibilities
In order to be successful in this module it is important for all candidates to do the required work for each session. Candidates who do all the required work are prepared for writing the case reports and the module exam. Many different assignments and learning activities are provided in this module, in order to increase and reinforce transfer of knowledge. To ensure success candidates are expected to:
Do all the required readings for each session prior to completing the assignments Read and prepare the assignments for submission, following the instructions provided Through assignments, contribute relevant and timely information that will enhance
learning
Assume a strategic point-of-view when doing all readings and assignments
IO 4
Module Overview
Introduction
Operations and process management concerns the management of the direct resources and value-added activities that transform inputs (e.g., material, labour, capital, energy, and skills) into outputs (goods and services). Operations managers make decisions, both strategic and tactical, in a variety of contexts: Capacity Facilities Technology Sourcing The workforce Quality Planning and control The Organization
About this Module
The aim of this module to introduce you to the fundamental concepts of operations management from a general management perspective. Tactical and strategic operations will be addressed. Operations design and management will be examined from the perspective of achieving the organizations goals. As a supply chain professional you should understand the scope and complexity of problems faced by operations managers. Like the integrative nature of any given operation, the sessions in this module are interrelated. For instance, process flow and bottlenecks (sessions 2 and 3) lead in to a discussion of operations strategy (sessions 9 through 12). And, managing the quality of a product or service (sessions 4 and 5) has a direct relationship with new product development (session 8). This module has a large reading list. The articles and cases provide exposure to many facets of operations management. It is important when reading to focus on how operations management provides value to the organization. Information gathered in the readings is applied to the assignments throughout the module.
IO 5
Module Overview, continued
Module Objectives
Upon completion of this module, candidates should be able to: Analyze case studies, and write case reports. Understand the nature of operations management in making tactical and strategic decisions for the organization. Identify and explain operations transformation processes and relate them to operational conditions such as stage in the product life cycle. Explain the relationships between process flow, capacity, bottlenecks, variability, lead time, and inventory. Apply appropriate tools to solve product and service quality problems, and process improvement problems. Explain the basic elements of a lean production system (e.g., the Toyota Production System), and value-added activity, and elimination of waste in the system. Explain the project planning process, develop the work breakdown structure and network (and associated critical path) for a project, and use this to solve projectrelated problems. Examine issues concerning the process of new product development, including the management of the prototyping and innovation process. Apply operations strategy, in the context of operational capabilities, philosophies of operations, performance frontiers, competitive position, capacity strategies, and operations improvement strategies. Evaluate operations management at your organization.
IO 6
Module Overview, continued
Module and Session Organization
This module consists of thirteen sessions. Each sessions workload is equivalent to that of a three-hour instructor-led class. The module objectives are covered in sessions one to twelve and the module ending examination is administered during session thirteen (a four-hour exam). This self-study module contains the equivalent workload and content as the instructor-led thirteen-week module. Candidates will receive the following materials: 1. Candidate Manual (this manual): the guide for the module 2. Readings and Cases Manual: articles and cases for this module 3. Session Schedule: assignment due dates and instructions for submission Each session of this manual will contain the following sections as required: Agenda a guide to each sessions format and content What You Already Know - a brief statement linking information in the session to any previous session (or to the candidates experience). Overview a brief description of the contents of the session Objectives a description of what candidates are expected to learn from the session Required Reading reading assignments for the session Case Preparation indicates the cases to be prepared for written reports Framework Questions questions for framing each case analysis and report Exercises instructions for preparing and submitting exercises Self-Assessment Activities exercises to reinforce knowledge Session Notes notes on the specific concepts or issues covered in the session
Learning Activities
Candidates will achieve learning in this module through the following learning activities: Readings Case studies Written case reports Exercises Self-assessment activities
IO 7
Module Materials
Module Materials
Materials included in this manual: The Introduction and Overview contain the following: General information and module overview Information on readings and materials Information on assignments Guidelines for candidate evaluation Each Session contains the following Agenda for the session (the order of material and assignments in the session) Readings, cases and assignment instructions Session notes on the content and purpose of the session The Appendices contains Sample case and sample case report for written case reports: Fabritek, 1992 Printouts of the PowerPoint slides (from the Instructor-led version of the module) Materials included in the Readings and Cases manual: Articles and cases for all sessions Information included in the Session Schedule: Assignment due dates Assignment submission instructions Information on the final exam Information on marking Other materials: Operations Management Center (McGraw-Hill), http://www.mhhe.com/omc Online resources (see Online Resources further on in this chapter).
IO 8
Module Readings
Module Readings
The module readings are contained in the Readings and Cases Manual. Here is a list of the readings in the manual: A. Davis, Mark, Janelle Heineke and Jaydeep Balakrishnan (2007). Fundamentals of Operations Management, 2nd Canadian edition. McGraw-Hill Ryerson, Toronto, Chapters 1, 3, 5, 6 and 6 Supplement. B. Goldratt, Eliyahu and Jeff Cox (1992). The Goal: A Process of Ongoing Improvement, 2nd revised edition. North River Press, Croton-on-Hudson, NY, Chapters 13 to 15. Text to be purchased not included in Readings Manual. C. Hayes, Robert, Gary Pisano, David Upton and Steven Wheelwright (2005). Operations, Strategy, and Technology: Pursuing the Competitive Edge. John Wiley & Sons, Inc., New York, Chapter 2. D. Jacobs, Robert, Richard Chase and Nicholas Aquilano (2009). Operations and Supply Management, 12th edition. McGraw-Hill Irwin, Boston, Chapters 3, 4, 8, 12, and 20. E. Thomke, Stephan (2001), "Enlightened Experimentation: The New Imperative for Innovation," Harvard Business Review, Vol. 79, No. 2, pp. 67-75.
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Module Readings, continued
Module Case Studies
The module cases are contained in the Readings and Cases manual. Here is a list of the cases studied in this module: Tucker, J. National Cranberry Cooperative (Abridged), 9-688-122, rev. March 17, 2006. Harvard Business School Publishing, Boston, USA. (Session 2) Gray, Ann E. and James Leonard. Process Fundamentals, 9-696-023, rev. September 14, 2007. Harvard Business School Publishing, Boston, USA. (Session 2) Gray, Ann E. and James Leonard. Capacity Analysis: Sample Problems, 9-696-058, rev. July 29, 1997. Harvard Business School Publishing, Boston, USA. (Session 2) Wright, David and Kevin Saskiw, and Carol Prahinski and John Haywood-Farmer. Quinte MRI, 9B02D024. Ivey Management Services, Richard Ivey School of Business. London, Ontario, 2002. (Session 3) Leonard, Dr. Frank S. Hank Kolb, Director, Quality Assurance, 9-681-083, rev. February 5, 1993. Harvard Business School Publishing, Boston, USA. (Session 4) Chandrasekhar, Ramasastry. Dabbawallahs of Mumbai (A), 9B04D011. Ivey Management Services, Richard Ivey School of Business. London, Ontario, 2004. (Sess.4) Upton, David. Deutsche Allgemeinversicherung, 9-696-084, rev. April 15, 1997. Harvard Business School Publishing, Boston, USA. (Session 5) Stapleton, Martin and Francis VanderHoven, and John Haywood-Farmer. H.M.S. Pinafore, 9A95D015. Ivey Management Services, Richard Ivey School of Business. London, Ontario, 1995. (Session 7) Thomke, Stefan and Ashok Nimgade, M.D. IDEO Product Development, 9-600-143, rev. April 26, 2007. Harvard Business School Publishing, Boston, USA. (Session 8) Pisan, Gary with assistance from Sharon Rossi. American Connector Company (A), 9-693-035, rev. December 7, 1992. Harvard Business School Publishing, Boston, USA. (Session 10) Johnson, Fraser and Rob Klassen. Unicon Concrete Procucts (H.K.) Ltd. 9A98D006. Ivey Management Services, Richard Ivey School of Business. London, Ontario, 1998. (Session 11) Upton, David and Bowon Kim. Daewoo Shipbuilding and Heavy Machinery, 9-695-001, rev October 1, 19994. Harvard Business School Publishing, Boston, USA. (Session 12)
IO 10
Module Readings, continued
Supplementary Resources
Here are some further resources which are not required reading for this module: Operations Management Center (McGraw-Hill), http://www.mhhe.com/omc Hayes, Robert, Gary Pisano, David Upton and Steven Wheelwright (2005). Operations, Strategy, and Technology: Pursuing the Competitive Edge. John Wiley & Sons, Inc., New York. Meredith, Jack R. and Shafer, Scott M. 2007. Operations Management for MBAs, 3rd ed. New York: John Wiley & Sons, Inc. Noori, Hamid and Radford, Russell (1995). Production and Operations Management: Total Quality and Responsiveness. McGraw-Hill, Inc., New York. If you wish to learn more about the theory of operations management as discussed in sessions 9 to 12: Schmenner, Roger W. and Swink, Morgan L., 1998. Journal of Operations Management, 17 (1): pp. 97-113.
IO 11
Session and Reading Summary
Introduction
The table below provides a summary of all the readings, topics and activities in this module. A more detailed listing of the readings can be found on the preceding pages.
Session 1
Topics and Activities Introduction to Operations and Transformation Systems Introduction to Course Individual Exercise: Transformation Systems Capacity, Process Flow and Bottlenecks I Case Reading: National Cranberry Cooperative Case Process Fundamentals Individual Exercise: Process Fundamentals and Capacity Analysis Problems Capacity, Process Flow and Bottlenecks II Individual Case Report: Quinte MRI Synchronous Operations Quality I Case Reading: Hank Kolb Case Case Reading: Dabbawallahs of Mumbai (A) Case Quality II Individual Case Report: Deutsche Allgemeinversicherung Individual Exercise: Quality Improvement Tools Lean Production / Toyota Production System Lean Production Project Management Individual Case Report: HMS Pinafore Case Self-assessment Activity: Project Management New Product Development Case Reading: IDEO Product Development Case Individual Exercise: Product Development Process
Readings A: Chapters 1 and 3 and D: Chapter 8 A: Chapter 5
D: Chapter 20 and B A: Chapter 6
A: Chapter 6 Supplement D: Chapter 12 D: Chapter 3
D: Chapter 4 and E
IO 12
Session and Reading Summary, continued
Session 9
Topics and Activities Operations Strategy I Introduction Operations Strategy Individual Exercise: Operations Strategy Operations Strategy II Developing Operational Capabilities Case Reading: American Connector Company (A) Case C
Readings
(Review C)
10
Operations Strategy III Capacity Strategy 11 Individual Case Report: Unicon Concrete Products (H.K.) Ltd. Individual Exercise: Capacity Strategy Operations Strategy IV Operations Improvement Case Reading: Daewoo Shipbuilding and Heavy Mach. Case Module Ending Examination Content-based Module Examination (4 hours)
(Review C)
12 13
(Review C) Review all readings
Important Note
The module exam in session 13 is 4 hours long. The marker reserves the right to vary this schedule in order to complete the required content and assignments.
IO 13
Candidate Evaluation
Introduction
Candidates will be evaluated on individual performance using a variety of methods. These include exercises, written case reports, and a module ending examination. Below is a breakdown of the mark allocation, as well as a description of each evaluation method.
Mark Allocation
The following table shows the allocation of marks for the different methods of evaluation used in this module. All work is to be submitted and evaluated on an individual basis. Individual Activities Exercises (6) Written Case Reports (4) Module Ending Examination Total 30% 45% 25% 100%
Exercises
There are a total of six marked exercises. The exercises are in various forms. Generally, the exercises require candidates to apply the concepts and tools learned in the session to their own organizations, or to a given situation. Each of the marked exercises will be worth 5 percent of the candidates total mark. The six marked exercises are: 1. Transformation Systems (Session 1) 2. Process Fundamentals and Capacity Analysis (Session 2) 3. Quality Improvement Tools (Session 5) 4. Product Development Process (Session 8) 5. Operations Strategy (Session 9) 6. Capacity Strategy (Session 11) Please see the Exercise section of each session for detailed exercise instructions. Candidates are provided with a separate session schedule with assignment due dates upon course enrolment. This schedule will indicate when each exercise is due.
IO 14
Candidate Evaluation, continued
Case Preparation
There are four cases to prepare as written case reports. The following are quick tips for reading case studies prior to writing case analyses: 1. Read the opening and closing paragraphs to identify issue(s) and challenges. 2. Examine tables and figures in the exhibits to determine what information is useful in the decision-making process. 3. Examine the headings in the case to determine what information is available for analysis. 4. Review the framework questions provided in each session of this module. 5. Read the first sentence of each paragraph, scanning for decisions made and alternatives available. 6. Read closely, highlight issues, and make notes to gain a full understanding of the case. 7. Decide what you would do if you were the decision maker in the case. Preparing for cases will be reviewed in the session notes for session two.
Written Case Reports: an Introduction
The four cases to be submitted as written case reports are Quinte MRI (session 3, worth 10%) Deutsche Allgemeinversicherung (session 5, worth 10%) HMS Pinafore (session 7, worth 10%) Unicon Concrete Products (H.K.) Ltd. (session 11, worth 15%)
Each written case report is an individual effort. Case reports are worth, in total, 45% of the candidates mark for the module. Candidates will be evaluated on their ability to analyze and present information according to the Written Case Report Guidelines (see next section). For further reference, a sample case, Fabritek, 1992, and a sample case report have been provided in the Appendix of this manual.
IO 15
Written Case Reports: an Introduction (continued)
Each of the cases present a supply chain or operations situation in which a decision must be made in a particular context, and in light of a number of tradeoffs and alternatives. While there are no right answers to a case, there are definite approaches that address the issues and recognize the trade-offs involved. For each of the cases there will be framework questions. These questions aid in discovering the important aspects of the case, and guide the preparation of the written case report. Candidates should be prepared to address these questions in the written report itself. It is important for the candidate to adopt the role of decision maker, and to address the real issues: "What should be done and why?", and How do I plan to resolve the situation? Candidates are provided with a separate session schedule with assignment due dates upon course enrolment. This schedule will indicate when each case report is due.
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Overview of Case Study Report
Case Study Report Format The case study report format focuses on the language, style, layout and overall comprehensiveness of the report. A standard written report format includes: Title Page Table of Contents Executive Summary Body of the Report Conclusion References, Exhibits and Appendixes For the purpose of this module your report format will also be graded on: Format: Written Communication, Language and Style Case Study Report Content The case report study content refers specifically to the content or message of the written report. It goes beyond the style and format and is defined by the strategic nature and thoroughness of its analysis, recommendations, implementation and general cohesiveness of thought and application. A well written case study report includes: Executive Summary Issue Identification Environmental and Root Cause Analysis Alternatives or Options Recommendation(s) and Implementation Monitor and Control For the purpose of this module your report content will also be graded on: Overall Strategic Perspective Judgment and Integration Critical to a well written report is that it meets the requirement of both format and content. When writing a report, connecting threads between thoughts must be present. For example issues, analysis, recommendations and implementation must flow from each other. Ideally all recommendation(s) will fall in line with the identified strategy. The main recommendation(s) should be aimed at fixing the system not the symptoms. The following section outlines the written and content requirements for a case report. For further reference, A sample case, Fabritek, 1992, and a sample case report marking sheet have been provided in the Appendix for your reference.
IO 17
Case Study Written Report Format
The written case report should follow these guidelines: Audience: You will normally be writing your report to a specific person. Assume this person is already familiar with the facts of the case. Do not simply repeat the facts. Rather, use them, as required, to support your position. Style: Your report must be typed and double spaced. It must have at least 2.5 cm margins on all edges; and, it must be printed on white paper, complete with page numbers. Write in complete sentences. Do not use point form, except when providing a coherent list in a wider context. Resist the temptation to use too many new "tools" (e.g., clip art, colour printing). Black-on-white is all that is required. Font: The minimum acceptable font is 12-point for the report and 10-point for exhibits. Length: You are limited to a maximum of 1500 words; this does not include the title page, table of contents, executive summary, or exhibits. You may have a maximum of three pages of exhibits. Your report should contain: Title Page: This is a separate page that contains the name of the case, the module title, your instructors name, your name and candidate number, and the date you submitted the report. Table of Contents: This page lists the heading and page number of each section and helps the reader to navigate through the sections of the report. Executive Summary: This is a one-page statement of the problem, the purpose of the communication, and a summary of the results, conclusions, and recommendations. For a report to be considered complete it must contain an executive summary. Additional detail is provided in the case study content section outline. Body of the Report: This portion of the written report analyzes the data and answers the questions: Why is there a problem? and What should be done to solve the problem? It contains both the analysis and solution. Conclusion: It emphasises the message of the report. Exhibits: Exhibits may be used for such things as drawing process flow diagrams or showing detailed calculations. Remember that the report should stand alone; the exhibits provide supporting information only. An exhibit should be used when there are more than a few lines of quantitative material in the body of the report.
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Case Study Written Report Format
The diagram below illustrates thes the flow of the written report.
Format Written Communication: Format, Language and Style: A report should contain titles, sentences and point form lists. It should demonstrate a professional tone and be free of spelling and grammatical errors.
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Case Study Written Report Content
While format supports the flow of the report the content forms the core of the report. The content allows the writer to demonstrate their understanding of the issues and provide an in depth analysis, recommendation, implementation and follow-up plan. Outlined below are the content requirements for a case study written report. Executive Summary: The executive summary appears as a requirement for both the format and the content components of the report. This does not suggest that it be duplicated but rather that it serves to meet the requirements for both sections. A written report cannot be considered complete from a formatting perspective if it does not include an executive summary. Simply including an executive summary however is not sufficient. The content must include a comprehensive summary of the details included in the report and introduce the strategic perspective that will be demonstrated throughout the report. The reader should be able to read your executive summary and understand the direction to be taken in implementing your decision. You may briefly outline relevant background and other issues. Issue(s) Identification: This section requires you to identify the short / long term issues and sort them by importance. As the decision maker in the case, explain what you see as the main issue(s) to be addressed. Explain, with reference to the data of the case, why the issue is important and/or sensitive. Demonstrate how the external and internal environments faced by the organization influence the issue. Identify one or more primary issues, do not just provide a long list of all the issues. Environmental and Root Cause Analysis: This section presents the economic environment. It contains a detailed analysis of the situation (supported by quantitative arguments) and identifies the root causes of the issues. It contains NO proposed solutions.Your analysis should consist of outlining why your decision best addresses the issue(s) you have identified. Your analysis should flow logically, and rely on the facts of the case, and the criteria you have identified. A good analysis will consist of both qualitative and quantitative evidence. Quantitative (i.e. numerical) data more than a few lines long should be placed in an exhibit. Then, in the body of the report, be sure to explain the importance of the exhibit. Do not expect the reader to scan the exhibit for meaning. Alternatives and/or Options You are not required to present and analyze multiple alternatives. Many cases do not have mutually exclusive alternatives. Rather, they consist of complex problems, all of which may require attention (e.g., quality problems, supplier problems, employee problems, competitive problems, and etc.). Your analysis should argue for your chosen direction for any or all of these problems and include a pro/con analysis with quantitative support. However, some cases clearly require an analysis of mutually exclusive alternatives (e.g., purchase an automated line or hire more manual labour). For these cases, you should present and analyze the alternatives.
IO 20
Written Case Report (continued)
Recommendation and Implementation: Based on your analysis of the options, state what you would do (recommendation); then, outline the specific steps to be taken (implementation). Your analysis has explained why you made the decision, now provide the short and long-term implementation details (who, what, where, when, and how). Set priorities or a timeline for a specific action, where applicable. Then, explain how you intend other stakeholders to buy into your decision; and how you intend to deal with any negative consequences of your decision; and how you intend to protect yourself from critical changes in the environment. The acid test is this: could your action plan be implemented without further study? (For example, an action plan is not complete if it recommends that a consultant or other expert determine the details of how to implement the decision.) Monitor and Control: State, where feasible, the method(s) you will use to determine if your recommendation and implementation plans are working. Some examples are use of budgets, regularly scheduled meetings, or scheduled reviews. The approach you use will depend on the nature of the recommendation. In additon to the components listed above the overall content of the report must meet the requirements listed below: Overall Content Strategic Perspective: Your report should demonstrate your ability to synthesize the strategic information, to make assumptions on the strategic direction of the company described in the case, and to prove your understanding of the competitive environment. The strategic perspective is not a section on its own , it is demonstrated throughout the report and easily identified within the executive summary and detailed analysis, recommnedation and implementation plan. Examples of strategic perspective are identified in the Fabritek sample report located in the Appendix. Judgement and Integration: Pay close attention to the logic, structure and clarity of the analysis. Is there a connecting thread or a sequence in the analysis or is it a mix of ideas and calculations? Is your judgement sound and based on facts? How well have knowledge and concepts learned throughout the SSCMLP (concepts such as controls and procedures to be addressed, spending authority, information systems to facilitate data transfer, role and accountability of Supply Chain Management in organizational structure) been integrated?
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Written Case Report (continued)
The diagram illustrates the flow of the content of the report and summarizes each section.
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Format and Content: Putting it all Together
The written report format and content work together to form a complete report. The CASE ANALYSIS CONTENT section identifies the required sections that need to be included in the body of the report. The OVERALL REPORT section identifies how the report will be assessed based on how well it meets the requirements for all sections and how well each is intergraded into the overall report. Note that the Strategic Perspective and Judgment and Integration are not headings within the report but rather criteria for overall assessment of the report. Lastly the grading for FORMAT is assessed based on grammar, language and style. Grading: The case studies will be graded and each section will carry an approximate weighting as indicated below. A completed is sample is available in the Appendix of the manual.
CASE ANALYSIS CONTENT MARKS AVAILBLE 5 10 20 15 10 10 10 MARK
EXECUTIVE SUMMARY ISSUE(S) IDENTIFICATION ENVIRONMENTAL AND ROOT CASE ANALYSIS ALTERNATIVES AND/OR OPTIONS RECOMMENDATIONS IMPLEMENTATION MONITOR AND CONTROL OVERALL REPORT STRATEGIC PERSPECTIVE JUDGMENT AND INTEGRATION FORMAT WRITTEN COMMUNICATION: FORMAT WRITTEN COMMUNICATION: LANGUAGE AND STYLE CASE TOTAL
5 9
3 3
100
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Format and Content: Putting It All Together, continued
The diagrams below further illustrate how the format and content of a report work together to form a complete report. Written Report Format Link to Case Study Content and the Marking Form (1) As illustrated below the body of the report is made up of the content sections of issue identification through to monitor and control. The overarching executive summary is common to both sections. The grading is assigned based how thoroughly the report meets the requirements of each section.
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Format and Content: Putting It All Together, continued
Written Report Format Link to Case Study Content and the Marking Form (2) The next diagram illustrates how grading is assigned to the overall report. Its focus is not on a specific section but rather on how well the overall report demonstrates the ability to synthesize the strategic information and on how well the knowledge and concepts learned have been integrated. Grades are also given based on spelling and grammar and the overal the professional tone and style of the paper.
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The Fabritek Case Study report is provided in the Appendix of the manual and provides an Fabritek example of a report that meets the format and content requirements previously outlined. The next few pages reference specific examples within the sample report that demonstrate how the Case described requirements have been applied. Study Report Refer to the page references below for examples of how the written report format is demonstrated in the Fabritek case.
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Fabritek Case Study Report
Refer to the page references below for samples of the how the case study report content is demonstrated within the Fabritek sample.
Strategic Perspective which presents the strategy of the company (including assumptions). is demonstrated throughput the report and can be found on the pages noted below.
Note: The sample report was not written under exam conditions.
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RACI Model Overview
The RACI model is tool used to identify roles and responsibilities of individuals and is often used by organizations when dealing with change management. The tool applies a responsibility assignment methodology that works by assigning a level of accountability to individuals. This model is an important strategic tool to use both when creating and presenting a procurement plan of action.
RACI Model
The roles within the model consist of: R= Responsible, the person who is responsible for the problem/decision/plan A= Accountable, the person who must sign-off or approve a decision/plan C= Consulted- the person who provides required information I= Informed- this person typically needs to be informed of a decision/plan The model is typically accompanied by a chart as illustrated below. Finance Supplier Selection Contract Approval A R IT C I Legal R A HR I C
The model should be applied as you work through the various stages of your proposal to ensure that you have incorporated both internally and externally (vendor), the various people, departments and factors that should play a role in your assessment and final recommendation.
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Self-Assessment Activities
Candidates will have the opportunity to review, test and reinforce their knowledge through self-assessment activities. These activities are not marked. Generally, the activities require candidates to apply the concepts and tools learned in the session to their own organizations, or to a case study. Candidates are strongly encouraged to complete the self-assessment activities, as these activities provide further coverage of the module content. There are a total of five self-assessment activities. The self-assessment activities are: Hank Kolb Case session 4 Project Management session 7 IDEO Product Development Case session 8 American Connector Company (A) Case session 10 Daewoo Shipbuilding and Heavy Machinery Case session 12
Module Ending Examination
A four-hour module ending examination testing knowledge of module content will be administered during the final session (session 13) of this module. This examination is worth 25% of the total mark for the module. Please see session 13 for details. Contact your provincial or territorial Institute to arrange to take this examination.
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Module Evaluation
Module Evaluation Form
At the end of the module, candidates are required to submit an evaluation form, rating the module content and format. The marker and/or your provincial or territorial Institute will provide you with the evaluation form, and instructions for submission.
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Strategic Supply Chain Management Leadership Program

Operations and Process Management

Strategic Supply Chain Management Leadership Program

Module Four Operations and Process Management

Strategic Supply Chain Management Leadership Program

Module Four Operations and Process Management

Table of Contents, continued

Purchasing Management Association of Canada

Introduction and Overview

Purchasing Management Association of Canada

Strategic Supply Chain Management Leadership Program

Module Four Operations and Process Management

About the Program

Purchasing Management Association of Canada

Strategic Supply Chain Management Leadership Program

Module Four Operations and Process Management

General Information, continued

Purchasing Management Association of Canada

Strategic Supply Chain Management Leadership Program

Module Four Operations and Process Management

General Information, continued

Assume a strategic point-of-view when doing all readings and assignments

Purchasing Management Association of Canada

Strategic Supply Chain Management Leadership Program

Module Four Operations and Process Management

About this Module

Purchasing Management Association of Canada

Strategic Supply Chain Management Leadership Program

Module Four Operations and Process Management

Module Overview, continued

Purchasing Management Association of Canada

Strategic Supply Chain Management Leadership Program

Module Four Operations and Process Management

Module Overview, continued

Module and Session Organization

Purchasing Management Association of Canada

Strategic Supply Chain Management Leadership Program

Module Four Operations and Process Management

Purchasing Management Association of Canada

Strategic Supply Chain Management Leadership Program

Module Four Operations and Process Management

Purchasing Management Association of Canada

Strategic Supply Chain Management Leadership Program

Module Four Operations and Process Management

Module Readings, continued

Module Case Studies

Purchasing Management Association of Canada

Strategic Supply Chain Management Leadership Program

Module Four Operations and Process Management

Module Readings, continued

Purchasing Management Association of Canada

Strategic Supply Chain Management Leadership Program

Module Four Operations and Process Management

Session and Reading Summary

Readings A: Chapters 1 and 3 and D: Chapter 8 A: Chapter 5

D: Chapter 20 and B A: Chapter 6

A: Chapter 6 Supplement D: Chapter 12 D: Chapter 3

Purchasing Management Association of Canada

Strategic Supply Chain Management Leadership Program

Module Four Operations and Process Management

Session and Reading Summary, continued

(Review C) Review all readings

Purchasing Management Association of Canada