The goal of the course is to integrate and deepen the previous courses Managerial Economics, Management Organization and Production and Inventory Control. Those courses gave an introduction to problems, techniques and methods, especially suited for producing companies.
The course in Production Management is aimed at the study of production from a production economics aspect, especially focusing on the strategic role of the production system and the infrastructure in the companys performance. The success of a company is to a high degree depending on the ability to make the production system interact with the chosen market strategy. The aim of the course is to deepen the understanding of production and strengthen the ability to do deep analysis of production strategies.
The integration of products with both goods and service is gradually more focused. Production of goods is one end of the line and in the other production of service is placed. In-between there is a continuous variation of the content goods and service. In the middle platform, modular and customized products are found. This continuum must be strongly related to the companys strategy, structure, resources and plant layout.
Knowledge and understanding
For a passing grade the student must
Skills and abilities
For a passing grade the student must
Within this course, models for Production Strategy that explains the connection between the production system and the market strategy are studied. As an introduction an overview of the Production Strategic Model of Terry Hill is given. This model serves as the conceptual basis throughout the course. In the start, the concept of order-winning and qualifying criteria as a mean of describing market demands are focused.
As an introduction an overview of the Production Strategic Model of Terry Hill is given. This model serves as the conceptual basis throughout the course. In the start, the concept of order-winning and qualifying criteria as a mean of describing market demands are focused.
Next the choice of production processes is in focus. Different generic production processes are studied and the possibilities and limitations of different production processes are explained. This is linked to market characteristics.
The companys infrastructure (for example reward-systems, MPC-systems, ERP-systems) is discussed from a production strategic point of view. Especially how the infrastructure can enable or stop a company from achieving its goals.
In the later part of this course we walk along the continuous variation of product integration of goods and service. We reflect production of modular, platform products up to customised. We end up this part with a focus on service production with/without supporting systems. We also highlight trends like globalization related to customers need to buy function instead of products with defined performance.
Methods for Product Profiling and other methods for analysis are studied in order to strengthen the analytical ability of the students. The course is based on lectures. Five cases based on existing companies, are used to illustrate the different models of the course. The students are in these cases expected to individually be able to apply the models in the course.
In order to further strengthen the students ability to do independent analyses, two larger mandatory assignments are solved in small groups. They result in a written report and an oral presentation. These assignments are graded.
Furthermore, the concept of Lean Production and Agile Supply Chain is illustrated using the models of the course. The aim is that the students will understand the principles, limitations and applicability of the concepts.
Concurrent research within Production Strategy is also discussed in order to make the students able to deepen their knowledge within this area if necessary.
Two guest lecturers with practical experience of the concepts are also a part of the course. They talk about experiences from their own company.
The course is integrative and models from previous courses are applied in a production strategic context.
Hill, T. Manufacturing Operations Strategy, 3rd edition, 2009.
Kompendium i Produktionsledning, avd för Produktionsekonomi, 2010. (Compendium)
Name: Production Management.
Higher education credits: 6. Grading scale: TH. Assessment: The exam has questions covering all parts of the course, as defined by the literature. There are normally questions on theory and application of the theory covering 2/3 of the credits. 1/3 of the credits are normally a case that should be solved. Contents: The exam is in writing and the maximum credits are 60. In order to pass, 30 credits are required. For higher grading the extra credits from the assignments are added (only the first exam) and to achieve grade 4, 40 credits are required and for grade 5, 50 credits are required. The mandatory assignments must be done in order to participate in the exam.
Higher education credits: 1,5. Grading scale: UG. Assessment: As a part of the course there are mandatory lectures and assignments. There are five mandatory classroom cases. The student must attend at least four of them. There are also two mandatory guest lectures. Finally, there are two mandatory case assignments, solved in groups of four students.The assignments can give 4 extra credits that will be added to the exam credits. Contents: The mandatory lectures and cases approved.