Login
English
Nederlands
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 | |
|---|---|---|---|---|---|---|---|
| hele jaar | verplicht | keuzevak(ken) DD MSc TOM - NUBS | Engels | 10 | |||
| 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 | |
| keuzegroep A | EBM760D05 | Technology-enabled Innovation | Engels | 5 | 4 | ||
| semester II b | verplicht | EBM029A05 | Operations Modelling and Simulation | Engels | 5 | 6 | |
| 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 | 2 | |
| » 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. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 2 | Energy Transition & Innovation | EBM167A05 | |||||||||||||||||||||||||||
| The shift towards renewable energy requires innovation in technologies and social behavior. The energy industry has changed and is changing dramatically. Once an oligopolistic structure, the industry is rapidly changing and incumbent businesses face threats from disruptive innovation. Similarly, newcomers face high levels of uncertainty about future demand, technological trajectories, and governmental policies. What does this mean for the established players and new start-ups? And what is the role of renewable energy innovation to be competitive in this industry? The purpose of this course is to give students an advanced understanding of these topics, using current academic research on strategy and innovation, to understand how collaboration and innovation can be used in this industry to adjust to change. We consider the complex transition towards sustainable energy, and will focus on the role of government-industry and industry-industry collaborations. In the process, students gain knowledge about how to realize and align partnerships in the transition of traditional (fossil fuels) to more sustainable sources of energy (wind, solar, biomass, tidal power). This course is part of the focus area 'Energy'. When you focus your MSc on energy subjects you will be awarded an official acknowledgement on your diploma, improving and broadening your career opportunities in the energy sector. Prerequisites are mentioned in the Teaching and Examiniation Regulations: 'Focus areas in the master programmes'. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 3 | 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 | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 4 | 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. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 5 | 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. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 6 | 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, applying inventory control models to improve company performance is important. Throughout the course, modeling skills are essential. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 7 | 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. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 8 | 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 model building, experimentation, and output analysis 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 and input analysis, model coding, verification and validation, and decision support, i.e. reporting study findings. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 9 | 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. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 10 | 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. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 11 | Technology-enabled Innovation | EBM760D05 | |||||||||||||||||||||||||||
| This course combines regular lectures 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. Lectures follow the course book, extended with selected subjects in service innovations and technological developments. Understanding will be tested in an individual written exam. Teams will apply this 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. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||