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Process Management for Sustainable Business Development
Study Course Description
Course Description Statuss:Approved
Course Description Version:4.00
Study Course Accepted:02.02.2024 12:31:00
| Study Course Information | |||||||||
| Course Code: | SBUEK_183 | LQF level: | Level 6 | ||||||
| Credit Points: | 4.00 | ECTS: | 6.00 | ||||||
| Branch of Science: | Economics; Other economic and management sub-sectors | Target Audience: | Business Management | ||||||
| Study Course Supervisor | |||||||||
| Course Supervisor: | Jekaterina Pankova | ||||||||
| Study Course Implementer | |||||||||
| Structural Unit: | Faculty of Social Sciences | ||||||||
| The Head of Structural Unit: | |||||||||
| Contacts: | Dzirciema street 16, Rīga, szf rsu[pnkts]lv | ||||||||
| Study Course Planning | |||||||||
| Full-Time - Semester No.1 | |||||||||
| Lectures (count) | 11 | Lecture Length (academic hours) | 2 | Total Contact Hours of Lectures | 22 | ||||
| Classes (count) | 9 | Class Length (academic hours) | 2 | Total Contact Hours of Classes | 18 | ||||
| Total Contact Hours | 40 | ||||||||
| Part-Time - Semester No.1 | |||||||||
| Lectures (count) | 8 | Lecture Length (academic hours) | 2 | Total Contact Hours of Lectures | 16 | ||||
| Classes (count) | 6 | Class Length (academic hours) | 2 | Total Contact Hours of Classes | 12 | ||||
| Total Contact Hours | 28 | ||||||||
| Study course description | |||||||||
| Preliminary Knowledge: | Basic understanding of the principles of microeconomics. | ||||||||
| Objective: | To introduce students to the process management in contemporary business environment with different production and operations activities that take place in companies and organisations, and to examine how strategic and tactical decisions are made to create sustainable business development. | ||||||||
| Topic Layout (Full-Time) | |||||||||
| No. | Topic | Type of Implementation | Number | Venue | |||||
| 1 | Lean game “Process improvement opportunities” (quick wins, process re-engineering) | Lectures | 1.00 | auditorium | |||||
| Classes | 2.00 | auditorium | |||||||
| 2 | Business process modelling based on BPMN notation | Lectures | 1.00 | auditorium | |||||
| Classes | 2.00 | auditorium | |||||||
| 3 | Business process analysis methods | Lectures | 1.00 | auditorium | |||||
| Classes | 2.00 | auditorium | |||||||
| 4 | Business process strategy and decision analysis | Lectures | 2.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 5 | Managing Supply chain relationships in business processes | Lectures | 3.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 6 | Continuous improvement of business process management in sustainable work environment | Lectures | 2.00 | auditorium | |||||
| 7 | Process improvement opportunities, implementation and benefit review | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| Topic Layout (Part-Time) | |||||||||
| No. | Topic | Type of Implementation | Number | Venue | |||||
| 1 | Lean game “Process improvement opportunities” (quick wins, process re-engineering) | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 2 | Business process modelling based on BPMN notation | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 3 | Business process analysis methods | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 4 | Business process strategy and decision analysis | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 5 | Managing Supply chain relationships in business processes | Lectures | 2.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 6 | Continuous improvement of business process management in sustainable work environment | Lectures | 1.00 | auditorium | |||||
| 7 | Process improvement opportunities, implementation and benefit review | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| Assessment | |||||||||
| Unaided Work: | Preparation for classes, proactive participation and contribution during the classes (discussions, group work, feedback). The minimum attendance or participation requirements – 50% of all classes. Individual and group work: • Preparation for classes, reading information, which is available under each class topic (on time and according to the requirements). • Working on eight essays (on time and according to the requirements). • Development of an individual project (on time and according to the requirements). By the end of the course, students will need to develop and present following individual projects: 1. Process “As Is” analysis, identification of wastes and non-value added tasks. 2. Process “As Is” VA/NVA/NNVA analysis. 3. Process “As Is” cost estimation. 4. Evaluation of process improvement opportunities (quick wins), developmet of “To Be1” process. 5. Evaluation of process improvement opportunities (process re-engineering), developmet of “To Be2” process. 6. Comparison of processes “To Be1” and “To Be2”: benefits, implementation costs, time and risks. | ||||||||
| Assessment Criteria: | 1. Attendance of seminars, tests, group work – mandatory. 2. Preparation of practical situations (case study), presentation – 30%. 3. Preparation of Essays – 20%. 4. Exam – 50%. | ||||||||
| Final Examination (Full-Time): | Exam (Written) | ||||||||
| Final Examination (Part-Time): | Exam (Written) | ||||||||
| Learning Outcomes | |||||||||
| Knowledge: | On completion of the study course, students will be able to explain definitions: business processes, business efficiency, wastes, process risks and main process improvement methods; interpret and use basic BPMN elements; create: X-Functional Process Map, VA/NVA/NNVA analysis, SIPOC, Voice of the customer, Cause-and-effect diagram, Failure modes and effect analysis; discover and choose process improving opportunities. | ||||||||
| Skills: | On completion of the study course, students will be able to analyse business processes and identify wastes and non-value added tasks; model business processes using Business Process Model and Notation (BPM; estimate business process costs, compare and elaborate process improving opportunities; identify and analyse process risk, formulate risk mitigation actions, and build new process scenarios, which allow to improve business efficiency. | ||||||||
| Competencies: | 1. Analytical thinking. 2. Management of business change processes for strategic profit and efficiency improvement: re-engineering and automatization of processes, development of new processes workflows. | ||||||||
| Bibliography | |||||||||
| No. | Reference | ||||||||
| Required Reading | |||||||||
| 1 | Shaffie S., Shahbazi S. 2012. Lean Six Sigma. The McGraw-Hill. | ||||||||
| 2 | Pyzdek T. 2003. The Six Sigma Handbook. The McGraw-Hill Companies, Inc. | ||||||||
| 3 | Havey M. 2005. Essential Business Process Modeling. O’Reilly Media, Inc | ||||||||
| 4 | Kenneth R. 2005. Project Quality Management. J.Ross Publishing, Inc. | ||||||||
| 5 | Ohno T., Bodek N. 1988. Toyota Production System: Beyond Large-Scale Production, USA: Productivity Press. | ||||||||
| 6 | Heizer, J., Render, B. 2011. Operations Management, 10th Ed. USA: Prentice Hall. | ||||||||
| 7 | Jacobs, R.F., Chase, R.B., Aquilano, N.J. (2009). Operations and Supply Management, 12th Ed. New York: McGraw-Hill. | ||||||||
| Additional Reading | |||||||||
| 1 | Miller J., Wroblewski M., Villafuerte J. 2013. Creating a Kaizen Culture: Align the Organization, Achieve Breakthrough Results, and Sustain the Gains. USA: McGraw-Hill Education | ||||||||
| 2 | Ries E. 2011. The Lean Startup. USA: Crown Publishing Group. | ||||||||
| 3 | Womack J.P., Jones D.T. 2010. Lean Thinking. New York: Free Press. | ||||||||
| 4 | Byrne A., Womack P. J. 2012. The Lean Turnaround: How Business Leaders Use Lean Principles to Create Value and Transform Their Company, USA: McGraw-Hill Education | ||||||||
| 5 | Imai M. 2012. Gemba Kaizen: A Commonsense Approach to a Continuous Improvement Strategy, Second Edition. USA: McGraw-Hill Education | ||||||||
