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Informatie over DD MSc TOM – NUBS, Newcastle (1,5-jarig)
Hieronder staan het programma en de vakomschrijvingen van DD MSc TOM – NUBS, Newcastle (1,5-jarig) Klik op de naam van een vak in een schema om naar de omschrijving te gaan.
| » Jaar 1 (basisprogramma) | |||||||
| Periode | Type | Code | Naam | Taal | ECTS | Uren | |
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| hele jaar | verplicht | elective DD MSc TOM - NUBS, Newcastle | Engels | 5 | |||
| semester I | verplicht | studie aan NUBS, Newcastle | Engels | 30 | |||
| semester II | verplicht | voorbereiding Master's Thesis | Engels | ||||
| semester II a | verplicht | EBM024A05 | Asset Management | Engels | 5 | 4 | |
| verplicht | EBM208A05 | Data Analysis and Programming for OM | Engels | 5 | 5 | ||
| keuzegroep A | EBM760D05 | Technology-enabled Innovation | Engels | 5 | 4 | ||
| semester II b | verplicht | EBM029A05 | Operations Modelling and Simulation | Engels | 5 | 5 | |
| verplicht | EBM031A05 | Research Methods for TOM | Engels | 5 | 4 | ||
| keuzegroep A | EBM026A05 | Inventory Management | Engels | 5 | 4 | ||
| Opmerkingen | DD-studenten kunnen alleen starten in september. | ||||||
| » Jaar 1 (keuzevak(ken) DD MSc TOM - NUBS, New Castle (1,5 jarig)) | |||||||
| Periode | Type | Code | Naam | Taal | ECTS | Uren | |
| semester II a | keuze | EBM167A05 | Energy Transition & Innovation | Engels | 5 | 3 | |
| keuze | EBM201A05 | Global Supply Chain Man & Sustainability | Engels | 5 | 4 | ||
| keuze | EBM034A05 | Healthcare Operations | Engels | 5 | 4 | ||
| keuze | EBM147A05 | Supply Chain Dynamics | Engels | 5 | 6 | ||
| semester II b | keuze | EBM621A05 | Innovation & Entrepreneurship | Engels | 5 | 1 | |
| keuze | EBM222A05 | Sales and Operations Planning | Engels | 5 | 4 | ||
| » Jaar 2 (basisprogramma) | |||||||
| Periode | Type | Code | Naam | Taal | ECTS | Uren | |
| semester I | verplicht | EBM028A30 | Master's Thesis TOM-DD Newcastle | Engels | 30 | variabel | |
| 1 | Asset Management | EBM024A05 | |||||||||||||||||||||||||||
| Many industrial companies require complex ‘assets’ or ‘capital goods’ in their primary process. Examples can be found in a wide range of industries and include real estate, facilities and infrastructure, manufacturing and production plants and flexible manufacturing systems. The design, proper use, and maintenance of such assets are usually critical for the performance of the company. Complex production assets typically have a long life-span, whereby the total cost of ownership (including e.g. maintenance and renovation costs) may far exceed the initial investment. This course consists of plenary lectures and tutorials related to assignments, during which the stages of the asset-life cycle will be discussed. Investment and design decisions related to manufacturing automation will be discussed. In addition, the following topics will receive attention: quantitative methods in the front-end, the organisation of operations and maintenance, reliability engineering in maintenance and operations, and condition monitoring. Students are asked to exercise with and reflect on these topics by conducting assignments, and do an intermediate exam. The assignments are all preceded by a tutorial/Q&A session. | |||||||||||||||||||||||||||||
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| 2 | Data Analysis and Programming for OM | EBM208A05 | |||||||||||||||||||||||||||
| Quantitative models are powerful and important tools in Operations Management decision making. Examples are inventory models, scheduling heuristics, facility layout design, vehicle routing, and maintenance policies. Organizations collect more and more data through Enterprise Resource Planning systems, Manufacturing Execution Systems, and Internet of Things, giving more opportunities for employing these mathematical models. The descriptions of mathematical models usually presume clear-cut and clean input data. In practice, however, it is difficult to get such data as it is often messy and unclear how to extract data from systems. Consequently, to be useful in mathematical models, manufacturing and demand data need to be extracted, transformed, filtered, linked, analyzed, and visualized. The course Data Analysis and Programming for OM addresses this by combining data science, programming, and mathematical modeling. This involves developing basic mathematical models for OM problems, processing real data, and linking them through programming in Python. The basic skills prepare for and are used in subsequent courses in the TOM program. | |||||||||||||||||||||||||||||
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| 3 | Energy Transition & Innovation | EBM167A05 | |||||||||||||||||||||||||||
| The energy industry has changed, is changing, and must continue to change, in order to become more sustainable. The transition, however, presents faces a number of challenges, such as: (1) social challenges, for example, in terms of social resistance to the change; (2) business challenges, for example, as both emergent green technologies and polluter incumbents look for ways in which to become financially sustainable in the new environment; (3) policy challenges, for example, as governments look for ways in which to incentivise the transition; and (4) marketing challenges, for example, as once niche ideas about sustainability and environmental protection, are mainstreamed. In this course we will explore each of these challenges, we will reflect upon the business opportunities that each creates, and will consider the supporting role of competition and markets. In the process, students will gain knowledge about the challenges and opportunities presented by the transition. | |||||||||||||||||||||||||||||
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| 4 | Global Supply Chain Man & Sustainability | EBM201A05 | |||||||||||||||||||||||||||
| Globalization has changed the world and has certainly changed supply chain management. Collaboration and coordination across multiple tiers of manufacturers, suppliers, and service providers located in different countries constitute substantial challenges. Geographical distances, cultural discrepancies, institutional differences, laws and tax issues, among others, add to the complexity of global supply chain management. Additionally, the emergence of sustainability as a competitive priority poses an important additional challenge for the management of supply chains. On the one hand because substantial tensions might exist between sustainability and traditional supply chain targets like costs, delivery, quality, and flexibility. On the other hand, growing concerns about the environment might well lead to another period of drastic changes in many globalized supply chains (e.g. distributed manufacturing). This course aims to enable our students to understand, analyze, and develop strategies to cope with the challenges in designing and managing global supply chains. The course covers the following five main topics: 1. A (historical/economical) perspective on the emergence, the nature and the future of global supply chains 2. Global supply chains: drivers and trends including Offshoring and Reshoring 3. Management of global supply chains (e.g. retail distribution in emerging megacities, relationship with international suppliers) 4. Managing sustainability in multi-tier supply chains 5. Paradoxes and tensions in sustainable supply chain management | |||||||||||||||||||||||||||||
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| 5 | Healthcare Operations | EBM034A05 | |||||||||||||||||||||||||||
| Healthcare operations refer to a wide range of health related services provided by various parties, for example, general practitioners, hospitals, clinics, emergency medical services, nursing homes, and home care. Depending on their care needs patients traverse the network made up by respective parties. The performance of healthcare systems can be measured by different aspects like patient centeredness, patient safety, effectiveness, efficiency, timeliness, and equity. Healthcare systems have distinct characteristics because of high clinical, flow and professional variability. Students will learn how healthcare providers cope with these kinds of variability in improving performance by adjusting their staff and resources, and their planning and control. It will be shown how decisions made differ for elective patients, for whom service provision can be planned beforehand, acute patients, for whom no a-priori planning of services is possible, and chronic patients, who make a recurring appeal to health care systems. Relevant approaches, methods and techniques for operations management decision making will be discussed in this course. The main focus is on secondary care, in particular the phases of diagnostics tests and the treatment processes within hospitals. So far, research on healthcare operations has been dominated mainly by unit (departmental) approaches. We will explore how chain and network approaches may help in delivering integrated care. | |||||||||||||||||||||||||||||
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| 6 | Innovation & Entrepreneurship | EBM621A05 | |||||||||||||||||||||||||||
| The general objective of this course is to provide students with a full understanding of the process of successfully engaging in innovation/entrepreneurial activities. Upon completion of the course the student is able to: 1. Define the concepts of innovation and entrepreneurship and explain their interrelationships. 2. List a number of criteria to determine the success of innovation and entrepreneurial activities and to determine which ones are most relevant in a specific context. 3. Describe the different stages in innovation management processes and entrepreneurial processes and how different factors during these stages may influence the success of innovations and entrepreneurial activities. 4. Develop a theoretical framework distinguishing factors that influence the success of an innovation/entrepreneurial activity. 5. Assess the validity of the theoretical framework in a real business setting by analyzing secondary data on a specific case (i.e. a specific innovation/entrepreneurial activity). 6. Logically, clearly, carefully express his/her own activities, opinions and research findings to the lecturer and fellow students. The course consists of two parts that run parallel. The first is the theoretical part in which existing theories on innovation and entrepreneurship are discussed. In the second part, the students will apply these theories to concrete organizational settings by studying particular practical cases. Guest lectures provide the students with first hand insights on how processes of innovation and entrepreneurship take place in practice. | |||||||||||||||||||||||||||||
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| 7 | Inventory Management | EBM026A05 | |||||||||||||||||||||||||||
| The course provides the students with the necessary knowledge and skills to analyze, improve, design, and manage inventory systems. The topics that are discussed include inventory systems, performance measures, demand forecasting, inventory control policies, and policy improvement. In particular, there is an emphasis on applying inventory control models to improve performance. | |||||||||||||||||||||||||||||
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| 8 | Master's Thesis TOM-DD Newcastle | EBM028A30 | |||||||||||||||||||||||||||
| With the Master thesis you give proof of your academic ability. This last phase of the study offers you the opportunity to produce an academic piece of work in the area of Operations Management and to explore this area in depth. In your thesis, you demonstrate and report in a systematic, objective and verifiable way, on the knowledge you have acquired and contributions you made in line with academic research. Writing a clear research proposal is the first essential step in this course. Guidance is offered related to all components of a successful scientific proposal, such as defining the problem definition and research questions, stating the significance of the research, critically discuss the literature, selecting and motivating the appropriate research design to answer the research questions, and planning of the project. The next step is to actually undertake the research (collect, analyse, and interpret quantitative and/or qualitative data with appropriate techniques) and draw conclusions, make recommendations, generalise findings and identify limitations. You will report on all aspects mentioned by means of a master thesis and presentations. For this course, a set of research themes will be formulated. | |||||||||||||||||||||||||||||
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| 9 | Operations Modelling and Simulation | EBM029A05 | |||||||||||||||||||||||||||
| Models are commonly used vehicles to describe, analyse and (re)design industrial and service operations. This course focuses on the development and use of conceptual models and coded models within simulation studies. Conceptual models capture the relevant model objectives, scope, and level of detail, starting from a defined problem and set of project objectives. Essentially, they offer an explicit, documented representation of a real-world, or proposed real-world system. Next, coded simulation models build on conceptual models and serve as a tool for quantitative analysis. A sound setup and analysis of experiments links the use of the coded model to decision support for operations (re)design. The first part of the course familiarises students with coding and experimentation by exploring and applying a simulation tool. The second part of the course relates simulation use to industrial practice, assuming a simulation study to be part of a project. Key issues addressed concern the definition of a conceptual model, data collection, input and output analysis, model coding, verification and validation, and decision support, i.e. reporting study findings. | |||||||||||||||||||||||||||||
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| 10 | Research Methods for TOM | EBM031A05 | |||||||||||||||||||||||||||
| The course focuses on research methods used in the field of technology and operations management. Students have to do two modules, these modules provide in-depth knowledge and skills, first in the design science research method (DSRM), and second in the analytical quantitative research (AQR) method. Both modules are mandatory. | |||||||||||||||||||||||||||||
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| 11 | Sales and Operations Planning | EBM222A05 | |||||||||||||||||||||||||||
| Sales and Operations Planning (S&OP) is a much applied approach to align demand and supply in manufacturing companies. As a main tool for tactical planning it is often assumed to be rather fixed in its processes, organisation and decision-making processes. Moreover, as being oriented at the tactical level of decisions, it relates to decisions on inventory, maintenance planning, capacity allocation, and usually, within S&OP in case of risks and uncertainties scenario planning. will be conducted Increasingly, it is realized that the often promoted uniform design of S&OP is not fitting real life situations and that a contextual approach is best. This course provides contemporary knowledge and coverage of S&OP literature, which offers insights into how S&OP can be employed in supply chains. | |||||||||||||||||||||||||||||
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| 12 | Supply Chain Dynamics | EBM147A05 | |||||||||||||||||||||||||||
| Transportation systems are dynamic in nature and they need to be changed and adapted to new market situations or, for example, new technology advances. Typical strategic, tactical and operational decisions for this framework are introduced. Then, the attention is put on under-performing logistic systems and on the way to improve them by means of strategic and tactical decisions. The student is provided with different tools (graphical modeling, simulation tools) that he/she can use to analyze the current system and to assess new alternatives: tweaking some parameters of the system or evaluate new configurations in order to reach a certain performance target. Finally, mathematical modeling techniques and classical models are used to describe operational decisions. The possible applications of the models are shown by means of an industrial solver. | |||||||||||||||||||||||||||||
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| 13 | Technology-enabled Innovation | EBM760D05 | |||||||||||||||||||||||||||
| This course combines academic knowledge of innovation processes with a team effort under pressure in which a concept for new products, services or systems is developed, in conjunction with a company. Teams are coached on their progress by the lecturers. The course follows the phases of an innovation process as provided by the course book, extended with selected subjects in service innovations and technological developments. Understanding will be tested in an individual exam. Teams will apply their knowledge and understanding in an actual product, service or system development activity, covering relevant business, technical and organizational aspects. Toll-gate reports and pitches are the deliverables of this team effort. | |||||||||||||||||||||||||||||
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