Operations & Technology Management

  • QST OM 323: Operations Management
    Undergraduate Prerequisites: QST AC221; AC222; MO221; QM221; QM222 or BA222; SM131; SM132; SM275
    Component of QST SM323, The Cross Functional Core. Focuses on the elements of operations management that are of particular importance in the context of new product development. These include: product and process design, process analysis, supply chain configuration, inventory management, and capacity and production planning. A semester-long business plan explores the interaction between operations management and marketing, information systems, and finance decisions.
  • QST OM 353: Project Management
    Undergraduate Prerequisites: QST SM131 and sophomore standing
    Formerly OM453. Focuses on project management from two perspectives. First, the course explores management of projects on a day-to-day basis at the functional, operational level, dealing with the management of tasks, resources, risks and timelines within an individual project. The course also covers project management on a more strategic level, program management, which identifies linkages between and among a portfolio of projects at the business unit or firm level. The course covers the tools, techniques, roles, and responsibilities that are critical in managing programs effectively and managing projects to completion.
  • QST OM 365: Improving Quality: Six Sigma Certification
    Undergraduate Prerequisites: QST QM221 or equivalent
    Formerly OM456. Six Sigma quality programs help companies deliver near-perfect products and services. People trained as Six Sigma experts are highly sought after on the job market. This course makes students proficient in Six Sigma including its underlying philosophies, tools (for example, statistical process control), and implementation. This course certifies students as Six Sigma Green Belts and is also designed to prepare students so that when they complete one or more quality improvement projects in a post-BU career, they will be ready to test for a "Black Belt."
  • QST OM 440: Operations Strategy
    Undergraduate Prerequisites: QST QM323
    Explores the ability of an organization's operations to satisfy its strategic requirements by investigating the influence of decisions made about the structure capacities, facilities, technology, and vertical integration and infrastructure workforces, quality, production planning and control, and organization of an organization's operations and its capabilities. These decisions are considered in the context of different types of performance improvement plans organizations use: quality management, lean, reengineering, supply chain management, strategic alliances, and performance management. 4 cr.
  • QST OM 441: Operations Analysis
    Undergraduate Prerequisites: QST QM323
    Presents tools and modeling frameworks that are relevant to solving today's supply chain problems. The class is a mixture of case discussions, lectures, games, and outside speakers. Case discussions cover subjects including designing new-product supply chains, optimizing inventory levels, quick response, and capacity management. Lectures provide the theoretical foundation for the course; the major subjects are inventory theory and forecasting. Although the course is not overly focused on mathematics, enough detail will be provided so that students can apply the material in practice. Games including the distribution game, the OPT game, and the Beer Game reinforce the concepts in a constructive way. Finally, outside speakers present real-world examples of how supply chain models are being developed in practice. This course is designed for students that will be working in consulting or supply chain management after graduation. For students majoring in areas like Finance or Marketing, it is a solid exposure to an area that is integral to any product-focused company. 4 cr.
  • QST OM 447: Operations Management in Service Sector
    Undergraduate Prerequisites: QST QM323
    Introduces students to the special challenges of designing and managing service operations. The course focusses on the problems and opportunities presented by the presence of the customer in the operation which creates and delivers the service; on professional service operations; and on systematic ways to improve performance in service operations. Students carry out a small project developing a new service and the operation which will deliver it. The course demonstrates that a service manager must combine operations, marketing, and human resource skills into an integrated service system general manager approach. The course incorporates the following topics: service strategy, service system design, service quality, professional service operations, improvement programs in services, and multisite service operations.
  • QST OM 451: Environmentally Sustainable Supply Chains
    Undergraduate Prerequisites: QST BA222, QST QM222, CAS MA116, CAS MA214, CAS EC204, CAS EC304, ENGME366, or ENG EK381
    This course explores initiatives that enable a company to reduce its environmental impact. We will study the initiatives based on where the impact occurs in the supply chain: within the four walls of the company, at extended suppliers, in logistics, and at customer or use phase. We will start with making a business case for sustainability, learning about the complex structure of supply chains, and different ways to assess environmental impact. In addition, we will cover food waste, sustainable agriculture, green product design, eco-labeling, sustainable business models, and supply chain risk management. 4 cr.
  • QST OM 467: Global Supply Management
    Undergraduate Prerequisites: QST QM323
    Develops an understanding of the nature of international problems associated with the supply, distribution, and sourcing of products. Issues such as the operational support of market development in foreign countries, international sourcing, country analysis, and the management of supply and distribution activities are covered. A team project is required. 4 cr.
  • QST OM 498: Directed Study in Operations and Technology Management
    Directed study in Operations and Technology Management. 2 or 4 cr. Application available on Undergraduate Program website.
  • QST OM 725: Creating Value Through Operations and Technology
    This MBA core course is case-oriented and focuses on topics of use to managers in any environment: process analysis, process improvement, supply chain management, and strategic operations decision-making. The course emphasizes the importance of effectiveness and efficiency and evaluates the potential trade-offs between them.
  • QST OM 726: Ops/Technology
    Graduate Prerequisites: OB712/713/715, AC710/711/712, QM711/716/717 (Recommended: MK713/723/724, FE717/721/722)
    This course description is currently under construction.
  • QST OM 832: Blockchain and Social Impact
    Graduate Prerequisites: OM725/726, QM716/717
    Blockchain technology is transforming societies by decentralizing institutional systems and reducing the need for intermediaries. This course aims to help students understand blockchain technology and the unique business models it enables in various industries. Students will learn how blockchains work, and how their properties enable business models that have never previously been possible. Through an analysis of current programs with existing use cases as well as future models, the course will prepare students to implement models today while anticipating the changes that newer models will bring to the sector
  • QST OM 840: Managing and Improving Quality: Lean Six Sigma Green Belt Certification
    Graduate Prerequisites: OM710/725/726, QM711/716/717
    Lean and Six Sigma are powerful improvement methodologies that promote process improvement, cost reduction and significant enhancement of bottom-line profitability. The purpose of this course is to thoroughly examine the concept of quality, to define it in terms that are useful for managers, to survey the ideas of major quality thinkers and theorists, to develop proficiency in the use of quality tools, and to consider the challenges of quality program implementation in real business situations. Throughout the course we will investigate similarities and differences between quality management in manufacturing and service contexts. The course has three major objectives. The first goal is to define quality and explore important philosophies and useful frameworks for managers or consultants. The second goal is to focus on the Lean and Six Sigma tools available for the pursuit of lasting quality improvements. The third is to bring the experiences of Lean Six Sigma practice into the classroom. We'll benefit from the expertise and experience of Lean and Six Sigma professionals who will help us to understand the challenges of Lean and Six Sigma implementations and analyze the lessons they have learned from projects they have undertaken.
  • QST OM 851: Environmentally Sustainable Supply Chains
    This course examines supply chain practices that reduce environmental impact for a firm These include eco-efficiency initiatives such as reduction in waste, energy and water usage, green logistics, product design for recycling, and supplier management. It covers additional topics such as complexity of supply chains, environmental impact assessment, the circular economy, food waste, eco- labeling, and sustainable business models (e.g., through servicing).
  • QST OM 855: Project Management
    Graduate Prerequisites: OM710/725/726
    Projects are increasingly the way that work gets done in companies of all types and sizes. In this new course you will learn the strategic dimensions of project management, including critical aspects of project selection, definition, planning, execution, and monitoring. Concepts and approaches for dealing with complexity, uncertainty, vague mandates, temporary staff, partners, stakeholders, dynamic risk, and time-critical deadlines are emphasized. Cases and readings cover a wide range of industry and organizational contexts. This course requires that students apply these topics and considerations to a real project of their choice either by analysis of publicly available information or direct field study. Many MBAs are tested on the job through tough assignments in project settings. Your performance there is highly visible. Doing especially well can accelerate your subsequent career opportunities. Prepare now for success in strategic project management by developing the skills and perspectives covered in OM855!
  • QST OM 880: Product Design and Development
    Graduate Prerequisites: OM710/725/726
    This course explores central managerial challenges in the effective design, development, and introduction of new products. Topics covered include reducing the time to market while meeting cost and quality targets; managing cross-functional projects and inherent technological risks while keeping a focus on customer requirements; and integrated problem-solving by industrial designers, engineers, manufactures, and marketing specialists. [Case studies, readings, guest lecturers, field project]
  • QST OM 898: Directed Study: Operations and Technology Management
    Graduate Prerequisites: Consent of instructor and the department chairman
    Graduate-level directed study in Operations and Technology Management. 1, 2, or 3 cr. Application available on the Graduate Center website.
  • QST OM 899: Directed Study: Operations and Technology Management
    Graduate Prerequisites: Consent of instructor and the department chairman
    Graduate-level directed study in Operations and Technology Management. 1, 2, or 3 cr. Application available on the Graduate Center website.
  • QST OM 921: App Prob Mdls
  • QST OM 922: Theory of Technology and Operations Management
    This seminar's objective is to expose the students to the traditional research associated with Operations Management. Early work done in the areas of inventory, scheduling, facility layout and logistics are generally considered the foundation on which traditional OM research has built. While highly quantitative, the seminar focuses on the means by which the research was (1) conducted, (2) linked to real problems, (3) implemented (or not implemented), and (4) the research opportunities that have been or could be exploited.