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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.
Strategic Supply Chain Management Leadership Program
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
continued Appendix: Fabritek.Strategic Supply Chain Management Leadership Program Module Four Operations and Process Management Table of Contents. 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 © Purchasing Management Association of Canada IO – 1 .
there are eight modules which will be delivered over a 36-month period. The SCMP Accreditation Program is the most comprehensive program available in Canada. and six interactive workshops which address higher-level business skills. The education component of the Program consists of eight modules which cover the foundational knowledge of supply chain management. and four modules that are seven sessions in duration. This is the fourth module of the Program – Operations and Process Management. 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. and what they have to look forward to in the coming months. a 13 – session module. Program Modules As stated above. balanced to deliver advanced supply chain management knowledge and high-level business skills. This Program is competency based and takes an integrated approach.Strategic Supply Chain Management Leadership Program Module Four Operations and Process Management General Information About the Program The Strategic Supply Chain Management Leadership Program is PMAC’s SCMP Accreditation Program. Capital Goods and Major Projects © Purchasing Management Association of Canada IO – 2 . This allows candidates to demonstrate their increased knowledge and value to their organizations as they progress through the program. The Program is designed so that learning can be applied immediately in the workplace. There are four modules that are 13 sessions in duration. shifting the focus of the profession from purchasing to strategic supply chain management in order to meet the evolving needs of the marketplace. Below is a listing of all the modules so that candidates can see how they are progressing in the program.
and complete all the assigned readings. Some sessions will require less work. candidates should expect to spend an average of 8 to 10 hours of preparation time for each session. continued Program Philosophy PMAC’s philosophy for all of its modules and interactive workshops is that candidates learn by doing. The session schedule includes the following information: . Schedule This module has twelve sessions and a final exam session. Candidates will receive a session schedule upon enrollment in the module. framework questions and assignments should have no trouble successfully completing the Program. while others may require more.Strategic Supply Chain Management Leadership Program Module Four Operations and Process Management General Information. Please note that the amount of time spent on each session will be influenced by present knowledge and experience. © Purchasing Management Association of Canada IO – 3 .Information on the final exam . as well such factors as reading skills and comprehension skills.Assignment submission instructions . Workload As a general rule.Information on marking Candidates who have not received this information should contact their local provincial or territorial institute. 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.Assignment due dates . Candidates who work thoroughly through the material to develop a good understanding of the concepts and principles presented.
Candidates who do all the required work are prepared for writing the case reports and the module exam. 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.Strategic Supply Chain Management Leadership Program Module Four Operations and Process Management General Information. contribute relevant and timely information that will enhance learning • Assume a strategic point-of-view when doing all readings and assignments © Purchasing Management Association of Canada IO – 4 . Many different assignments and learning activities are provided in this module. in order to increase and reinforce transfer of knowledge. 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. following the instructions provided • Through assignments.
Information gathered in the readings is applied to the assignments throughout the module.Strategic Supply Chain Management Leadership Program Module Four Operations and Process Management Module Overview Introduction Operations and process management concerns the management of the direct resources and value-added activities that transform inputs (e. 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. both strategic and tactical. process flow and bottlenecks (sessions 2 and 3) lead in to a discussion of operations strategy (sessions 9 through 12).g. It is important when reading to focus on how operations management provides value to the organization.. the sessions in this module are interrelated. This module has a large reading list. The articles and cases provide exposure to many facets of operations management. Operations design and management will be examined from the perspective of achieving the organization’s goals. And. managing the quality of a product or service (sessions 4 and 5) has a direct relationship with new product development (session 8). © Purchasing Management Association of Canada IO – 5 . For instance. Operations managers make decisions. 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. energy. material. labour. capital. and skills) into outputs (goods and services). Tactical and strategic operations will be addressed.
and use this to solve projectrelated problems. and operations improvement strategies.Strategic Supply Chain Management Leadership Program Module Four Operations and Process Management Module Overview. Apply appropriate tools to solve product and service quality problems. Apply operations strategy.g. performance frontiers. and write case reports. develop the work breakdown structure and network (and associated critical path) for a project. • • • • © Purchasing Management Association of Canada IO – 6 . capacity strategies. including the management of the prototyping and innovation process. bottlenecks. and elimination of waste in the system. Explain the project planning process. and inventory. philosophies of operations. and process improvement problems. in the context of operational capabilities. candidates should be able to: • • • • • • Analyze case studies. Evaluate operations management at your organization. variability. the Toyota Production System). 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. competitive position. continued Module Objectives Upon completion of this module. Explain the relationships between process flow. Examine issues concerning the process of new product development.. lead time. capacity. Explain the basic elements of a lean production system (e. and value-added activity.
continued Module and Session Organization This module consists of thirteen sessions. This self-study module contains the equivalent workload and content as the instructor-led thirteen-week module. Readings and Cases Manual: articles and cases for this module 3. Candidate Manual (this manual): the guide for the module 2.a brief statement linking information in the session to any previous session (or to the candidate’s experience). Candidates will receive the following materials: 1. 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 session’s format and content • What You Already Know . Each session’s 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).Strategic Supply Chain Management Leadership Program Module Four Operations and Process Management Module Overview. • 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 © Purchasing Management Association of Canada IO – 7 .
com/omc • Online resources (see “Online Resources” further on in this chapter). 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).mhhe. http://www. 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. © Purchasing Management Association of Canada IO – 8 .Strategic Supply Chain Management Leadership Program Module Four Operations and Process Management 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.
D. The Goal: A Process of Ongoing Improvement. and 20. Toronto. 3. © Purchasing Management Association of Canada IO – 9 . "Enlightened Experimentation: The New Imperative for Innovation. 6 and 6 Supplement. North River Press. Operations. 5. Davis.Strategic Supply Chain Management Leadership Program Module Four Operations and Process Management Module Readings Module Readings The module readings are contained in the Readings and Cases Manual. Fundamentals of Operations Management. Here is a list of the readings in the manual: A." Harvard Business Review. No. Robert. Eliyahu and Jeff Cox (1992). Text to be purchased not included in Readings Manual. Chapters 1. Inc. New York. 2. 67-75. Mark.. Gary Pisano. Stephan (2001). Chapter 2. McGraw-Hill Irwin. Boston. C. Vol. McGraw-Hill Ryerson. 8. Hayes. 12. 2nd revised edition. Operations and Supply Management. B. John Wiley & Sons. E. pp. Richard Chase and Nicholas Aquilano (2009). Robert. Janelle Heineke and Jaydeep Balakrishnan (2007). Jacobs. 4. David Upton and Steven Wheelwright (2005). 79. Croton-on-Hudson. 12th edition. Thomke. 2nd Canadian edition. Strategy. NY. Chapters 3. and Technology: Pursuing the Competitive Edge. Chapters 13 to 15. Goldratt.
Harvard Business School Publishing. (Session 5) Stapleton. Richard Ivey School of Business. “Hank Kolb. Boston.” 9A98D006. Here is a list of the cases studied in this module: Tucker. (Session 4) Chandrasekhar. USA. Harvard Business School Publishing.K. “Daewoo Shipbuilding and Heavy Machinery. Stefan and Ashok Nimgade. Boston. (Sess. rev.M. rev. Ivey Management Services. and James Leonard. July 29. Ivey Management Services.” 9B04D011. (Session 11) Upton. rev. 1998.” 9A95D015. Harvard Business School Publishing.Strategic Supply Chain Management Leadership Program Module Four Operations and Process Management Module Readings. 2006. February 5.” 9-681-083. rev October 1. Ontario. Harvard Business School Publishing. (Session 12) © Purchasing Management Association of Canada IO – 10 . USA.” 9-688-122. USA. “IDEO Product Development. “National Cranberry Cooperative (Abridged). (Session 3) Leonard. Ramasastry. Ivey Management Services. “Process Fundamentals. Ontario. 1993. London. “Deutsche Allgemeinversicherung. and Carol Prahinski and John Haywood-Farmer. (Session 2) Gray.S.” 9-696-058. rev. March 17.) Ltd. April 15. Ontario. Dr. continued Module Case Studies The module cases are contained in the Readings and Cases manual. (Session 2) Wright. Richard Ivey School of Business. “Capacity Analysis: Sample Problems. 2002.4) Upton. Fraser and Rob Klassen. Boston. J. “Unicon Concrete Procucts (H. and James Leonard. April 26.” 9-696-023. Boston. Gary with assistance from Sharon Rossi. USA. Director. “Quinte MRI. 1997. USA.” 9-696-084.” 9-695-001. and John Haywood-Farmer. (Session 10) Johnson. Harvard Business School Publishing. Boston. September 14. London. “Dabbawallahs of Mumbai (A). (Session 8) Pisan. Richard Ivey School of Business. Martin and Francis VanderHoven. “H. Boston. rev. London. “American Connector Company (A). rev. rev. 1992. 1995. USA. (Session 2) Gray. David. David and Bowon Kim. 2004. London. 1997. Ontario. Harvard Business School Publishing. 19994. Ann E. USA. Harvard Business School Publishing. 2007. Boston.” 9-600-143. Pinafore.” 9-693-035. Harvard Business School Publishing. USA.” 9B02D024. David and Kevin Saskiw. Frank S. Richard Ivey School of Business. December 7.D. Ivey Management Services. M. Ann E. Boston. 2007. (Session 7) Thomke. Quality Assurance.
New York. Russell (1995). New York: John Wiley & Sons. and Shafer. Noori. David Upton and Steven Wheelwright (2005). New York. Production and Operations Management: Total Quality and Responsiveness. Robert. 17 (1): pp. continued Supplementary Resources Here are some further resources which are not required reading for this module: Operations Management Center (McGraw-Hill). Inc. 97-113. McGraw-Hill. and Technology: Pursuing the Competitive Edge. and Swink. Jack R. Strategy. Operations. © Purchasing Management Association of Canada IO – 11 . 1998. 3rd ed. Operations Management for MBAs.Strategic Supply Chain Management Leadership Program Module Four Operations and Process Management Module Readings.. If you wish to learn more about the theory of operations management as discussed in sessions 9 to 12: Schmenner.com/omc Hayes. Gary Pisano. Journal of Operations Management. Inc.mhhe. Roger W. John Wiley & Sons. Scott M.. Morgan L. Hamid and Radford.. http://www. Meredith. Inc. 2007.
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 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 2 3 D: Chapter 20 and B A: Chapter 6 4 5 A: Chapter 6 Supplement D: Chapter 12 D: Chapter 3 6 7 8 D: Chapter 4 and E © Purchasing Management Association of Canada IO – 12 . Process Flow and Bottlenecks I Case Reading: National Cranberry Cooperative Case Process Fundamentals Individual Exercise: Process Fundamentals and Capacity Analysis Problems Capacity. topics and activities in this module.Strategic Supply Chain Management Leadership Program Module Four Operations and Process Management Session and Reading Summary Introduction The table below provides a summary of all the readings.
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.) Ltd. • Individual Exercise: Capacity Strategy Operations Strategy IV – Operations Improvement • Case Reading: Daewoo Shipbuilding and Heavy Mach.Strategic Supply Chain Management Leadership Program Module Four Operations and Process Management Session and Reading Summary.K. 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. © Purchasing Management Association of Canada IO – 13 .
Each of the marked exercises will be worth 5 percent of the candidate’s total mark. Quality Improvement Tools (Session 5) 4. Generally. 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. or to a given situation. Process Fundamentals and Capacity Analysis (Session 2) 3. and a module ending examination. Product Development Process (Session 8) 5. Below is a breakdown of the mark allocation.Strategic Supply Chain Management Leadership Program Module Four Operations and Process Management Candidate Evaluation Introduction Candidates will be evaluated on individual performance using a variety of methods. This schedule will indicate when each exercise is due. Candidates are provided with a separate session schedule with assignment due dates upon course enrolment. Mark Allocation The following table shows the allocation of marks for the different methods of evaluation used in this module. The exercises are in various forms. Transformation Systems (Session 1) 2. All work is to be submitted and evaluated on an individual basis. These include exercises. written case reports. Capacity Strategy (Session 11) Please see the Exercise section of each session for detailed exercise instructions. The six marked exercises are: 1. as well as a description of each evaluation method. Operations Strategy (Session 9) 6. the exercises require candidates to apply the concepts and tools learned in the session to their own organizations. © Purchasing Management Association of Canada IO – 14 .
Examine the headings in the case to determine what information is available for analysis.K. Read closely. 7. For further reference. in total. © Purchasing Management Association of Canada IO – 15 . 2. scanning for decisions made and alternatives available. and a sample case report have been provided in the Appendix of this manual. worth 10%) HMS Pinafore (session 7. Read the first sentence of each paragraph. a sample case. 45% of the candidate’s mark for the module. Preparing for cases will be reviewed in the session notes for session two. worth 10%) Deutsche Allgemeinversicherung (session 5.) Ltd. 4. Decide what you would do if you were the decision maker in the case. worth 10%) Unicon Concrete Products (H. Written Case Reports: an Introduction The four cases to be submitted as written case reports are • • • • Quinte MRI (session 3. Case reports are worth. continued Case Preparation There are four cases to prepare as written case reports. Read the opening and closing paragraphs to identify issue(s) and challenges. Fabritek. 6. 1992. The following are quick tips for reading case studies prior to writing case analyses: 1. 3. and make notes to gain a full understanding of the case.Strategic Supply Chain Management Leadership Program Module Four Operations and Process Management Candidate Evaluation. Examine tables and figures in the exhibits to determine what information is useful in the decision-making process. 5. Review the framework questions provided in each session of this module. highlight issues. (session 11. worth 15%) Each written case report is an individual effort. Candidates will be evaluated on their ability to analyze and present information according to the Written Case Report Guidelines (see next section).
and “How do I plan to resolve the situation?” Candidates are provided with a separate session schedule with assignment due dates upon course enrolment. © Purchasing Management Association of Canada IO – 16 . Candidates should be prepared to address these questions in the written report itself. and to address the real issues: "What should be done and why?". and in light of a number of tradeoffs and alternatives. and guide the preparation of the written case report. there are definite approaches that address the issues and recognize the trade-offs involved. While there are no right answers to a case. These questions aid in discovering the important aspects of the case. For each of the cases there will be framework questions.Strategic Supply Chain Management Leadership Program Module Four Operations and Process Management Candidate Evaluation. It is important for the candidate to adopt the role of decision maker. This schedule will indicate when each case report is due. continued 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.
style. © Purchasing Management Association of Canada IO – 17 . Exhibits and Appendixes For the purpose of this module your report format will also be graded on: Format: • Written Communication. Fabritek. 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. The following section outlines the written and content requirements for a case report. It goes beyond the style and format and is defined by the strategic nature and thoroughness of its analysis. and a sample case report marking sheet have been provided in the Appendix for your reference. When writing a report. Ideally all recommendation(s) will fall in line with the identified strategy. recommendations. The main recommendation(s) should be aimed at fixing the system not the symptoms. For further reference. A sample case. recommendations and implementation must flow from each other. analysis. A standard written report format includes: • Title Page • Table of Contents • Executive Summary • Body of the Report • Conclusion • References. layout and overall comprehensiveness of the report. implementation and general cohesiveness of thought and application. 1992.Strategic Supply Chain Management Leadership Program Module Four Operations and Process Management Candidate Evaluation. Language and Style Case Study Report Content The case report study content refers specifically to the content or message of the written report. connecting threads between thoughts must be present. continued Overview of Case Study Report Case Study Report Format The case study report format focuses on the language. For example issues.
and. Assume this person is already familiar with the facts of the case. Do not simply repeat the facts. this does not include the title page. • Exhibits: Exhibits may be used for such things as drawing process flow diagrams or showing detailed calculations. Rather. It must have at least 2. Black-on-white is all that is required. Style: Your report must be typed and double spaced. except when providing a coherent list in a wider context. • Executive Summary: This is a one-page statement of the problem. © Purchasing Management Association of Canada IO – 18 . executive summary. You may have a maximum of three pages of exhibits. continued 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. colour printing). Length: You are limited to a maximum of 1500 words. the module title. conclusions. • 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. your name and candidate number. Resist the temptation to use too many new "tools" (e. or exhibits.Strategic Supply Chain Management Leadership Program Module Four Operations and Process Management Candidate Evaluation. and a summary of the results. Remember that the report should stand alone.5 cm margins on all edges. For a report to be considered complete it must contain an executive summary. to support your position. use them. • Conclusion: It emphasises the message of the report. Font: The minimum acceptable font is 12-point for the report and 10-point for exhibits. your instructor’s name. Your report should contain: • Title Page: This is a separate page that contains the name of the case. the exhibits provide supporting information only.g. it must be printed on white paper. as required. Additional detail is provided in the case study content section outline. and recommendations. complete with page numbers. the purpose of the communication. table of contents. clip art. and the date you submitted the report.. An exhibit should be used when there are more than a few lines of quantitative material in the body of the report. Write in complete sentences. • 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. Do not use point form.
Strategic Supply Chain Management Leadership Program Module Four Operations and Process Management Candidate Evaluation. sentences and point form lists. Language and Style: A report should contain titles. © Purchasing Management Association of Canada IO – 19 . It should demonstrate a professional tone and be free of spelling and grammatical errors. continued Case Study Written Report Format The diagram below illustrates thes the flow of the written report. Format Written Communication: Format.
. Do not expect the reader to scan the exhibit for meaning. employee problems. do not just provide a long list of all the issues. Your analysis should argue for your chosen direction for any or all of these problems and include a pro/con analysis with quantitative support. all of which may require attention (e. Demonstrate how the external and internal environments faced by the organization influence the issue. continued Case Study Written Report Content While format supports the flow of the report the content forms the core of the report. Alternatives and/or Options You are not required to present and analyze multiple alternatives. why the issue is important and/or sensitive. As the decision maker in the case. numerical) data more than a few lines long should be placed in an exhibit. Quantitative (i. A written report cannot be considered complete from a formatting perspective if it does not include an executive summary.Your analysis should consist of outlining why your decision best addresses the issue(s) you have identified. It contains NO proposed solutions. recommendation. The reader should be able to read your executive summary and understand the direction to be taken in implementing your decision. and etc. Identify one or more primary issues. competitive problems. some cases clearly require an analysis of mutually exclusive alternatives (e. and rely on the facts of the case. Environmental and Root Cause Analysis: This section presents the economic environment.). Executive Summary: The executive summary appears as a requirement for both the format and the content components of the report. in the body of the report. You may briefly outline relevant background and other issues. For these cases. © Purchasing Management Association of Canada IO – 20 . 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. implementation and follow-up plan. A good analysis will consist of both qualitative and quantitative evidence. The content allows the writer to demonstrate their understanding of the issues and provide an in depth analysis.. However. Then. Outlined below are the content requirements for a case study written report.g. they consist of complex problems. quality problems. purchase an automated line or hire more manual labour).Strategic Supply Chain Management Leadership Program Module Four Operations and Process Management Candidate Evaluation. Explain. This does not suggest that it be duplicated but rather that it serves to meet the requirements for both sections. Simply including an executive summary however is not sufficient. you should present and analyze the alternatives. It contains a detailed analysis of the situation (supported by quantitative arguments) and identifies the root causes of the issues.e.g. Issue(s) Identification: This section requires you to identify the short / long term issues and sort them by importance. Rather. explain what you see as the main issue(s) to be addressed. with reference to the data of the case. and the criteria you have identified. supplier problems. Your analysis should flow logically. Many cases do not have mutually exclusive alternatives. be sure to explain the importance of the exhibit.
continued Written Case Report (continued) Recommendation and Implementation: Based on your analysis of the options. an action plan is not complete if it recommends that a consultant or other expert determine the details of how to implement the decision.Strategic Supply Chain Management Leadership Program Module Four Operations and Process Management Candidate Evaluation. outline the specific steps to be taken (implementation). role and accountability of Supply Chain Management in organizational structure) been integrated? © Purchasing Management Association of Canada IO – 21 . where applicable. Judgement and Integration: Pay close attention to the logic. regularly scheduled meetings. Set priorities or a timeline for a specific action. The acid test is this: could your action plan be implemented without further study? (For example. and to prove your understanding of the competitive environment. Examples of strategic perspective are identified in the Fabritek sample report located in the Appendix. spending authority. explain how you intend other stakeholders to buy into your decision. to make assumptions on the strategic direction of the company described in the case. structure and clarity of the analysis. 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.) Monitor and Control: State. and how you intend to deal with any negative consequences of your decision. where feasible. or scheduled reviews. recommnedation and implementation plan. what. now provide the short and long-term implementation details (who. Your analysis has explained why you made the decision. where. The approach you use will depend on the nature of the recommendation. Then. state what you would do (recommendation). it is demonstrated throughout the report and easily identified within the executive summary and detailed analysis. Some examples are use of budgets. information systems to facilitate data transfer. The strategic perspective is not a section on its own . and how). the method(s) you will use to determine if your recommendation and implementation plans are working. when. 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. then. and how you intend to protect yourself from critical changes in the environment.
Strategic Supply Chain Management Leadership Program Module Four Operations and Process Management Candidate Evaluation. © Purchasing Management Association of Canada IO – 22 . continued Written Case Report (continued) The diagram illustrates the flow of the content of the report and summarizes each section.
The CASE ANALYSIS CONTENT section identifies the required sections that need to be included in the body of the report. language and style. A completed is sample is available in the Appendix of the manual. Lastly the grading for FORMAT is assessed based on grammar. 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 © Purchasing Management Association of Canada IO – 23 . continued Format and Content: Putting it all Together The written report format and content work together to form a complete 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. Grading: The case studies will be graded and each section will carry an approximate weighting as indicated below.Strategic Supply Chain Management Leadership Program Module Four Operations and Process Management Candidate Evaluation. 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.
The overarching executive summary is common to both sections. continued The diagrams below further illustrate how the format and content of a report work together to form a complete report.Strategic Supply Chain Management Leadership Program Module Four Operations and Process Management Candidate Evaluation. © Purchasing Management Association of Canada IO – 24 . continued Format and Content: Putting It All Together. 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 grading is assigned based how thoroughly the report meets the requirements of each section.
© Purchasing Management Association of Canada IO – 25 . 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.Strategic Supply Chain Management Leadership Program Module Four Operations and Process Management Candidate Evaluation. Grades are also given based on spelling and grammar and the overal the professional tone and style of the paper. continued Format and Content: Putting It All Together.
© Purchasing Management Association of Canada IO – 26 . Study Report Refer to the page references below for examples of how the written report format is demonstrated in the Fabritek case.Strategic Supply Chain Management Leadership Program Module Four Operations and Process Management Candidate Evaluation. The next few pages reference specific examples within the sample report that demonstrate how the Case described requirements have been applied. continued 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.
continued 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. Note: The sample report was not written under exam conditions.Strategic Supply Chain Management Leadership Program Module Four Operations and Process Management Candidate Evaluation. is demonstrated throughput the report and can be found on the pages noted below. Strategic Perspective which presents the strategy of the company (including assumptions). © Purchasing Management Association of Canada IO – 27 .
departments and factors that should play a role in your assessment and final recommendation.this person typically needs to be informed of a decision/plan The model is typically accompanied by a chart as illustrated below.the person who provides required information I= Informed. the various people. 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 tool applies a responsibility assignment methodology that works by assigning a level of accountability to individuals.Strategic Supply Chain Management Leadership Program Module Four Operations and Process Management Candidate Evaluation. the person who must sign-off or approve a decision/plan C= Consulted. This model is an important strategic tool to use both when creating and presenting a procurement plan of action. continued 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 person who is responsible for the problem/decision/plan A= Accountable. © Purchasing Management Association of Canada IO – 28 . RACI Model The roles within the model consist of: R= Responsible.
Please see session 13 for details. There are a total of five self-assessment activities. Candidates are strongly encouraged to complete the self-assessment activities. These activities are not marked. as these activities provide further coverage of the module content. © Purchasing Management Association of Canada IO – 29 . or to a case study. the activities require candidates to apply the concepts and tools learned in the session to their own organizations. test and reinforce their knowledge through self-assessment activities. Generally. This examination is worth 25% of the total mark for the module. 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. continued Self-Assessment Activities Candidates will have the opportunity to review.Strategic Supply Chain Management Leadership Program Module Four Operations and Process Management Candidate Evaluation. Contact your provincial or territorial Institute to arrange to take this examination.
© Purchasing Management Association of Canada IO – 30 . rating the module content and format. candidates are required to submit an evaluation form. and instructions for submission.Strategic Supply Chain Management Leadership Program Module Four Operations and Process Management Module Evaluation Module Evaluation Form At the end of the module. The marker and/or your provincial or territorial Institute will provide you with the evaluation form.
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