Credits: 5

Schedule: 09.01.2020 - 07.04.2020

Contact information for the course (applies in this implementation): 

Pekka Töytäri

pekka.toytari@aalto.fi

Teaching Period (valid 01.08.2018-31.07.2020): 

III-IV spring (2018-2019, 2019-2020)

Learning Outcomes (valid 01.08.2018-31.07.2020): 

The student learns 1) how to analyze industrial service operations from both the service user and service provider perspectives; 2) how to design industrial service operations that effectively improve asset management and productivity for both service users and providers.

Content (valid 01.08.2018-31.07.2020): 

Service systems, service adoption, industrial services, asset management, service supply networks, performance management, service planning and fulfillment, information systems, digital service operations. Variable contents: visiting lectures, updated article selection.

Details on the course content (applies in this implementation): 

The course focuses on the analysis and design of service systems. For this purpose, the course develops the knowledge and skills needed to manage and develop operations in a world of service- and value-based business exchange. The key contents include understanding contemporary multi-actor value creation, service-based business relationships, management of differentiated customer experience, ecosystem-based value creation, customer-focused value innovation map, institutional change of business logic, and through-life performance management.


Assessment Methods and Criteria (valid 01.08.2018-31.07.2020): 

Case assignments, exam and term paper.

Elaboration of the evaluation criteria and methods, and acquainting students with the evaluation (applies in this implementation): 

5 Cr (the work consists of pre-reading and participation in meetings, completion of assignments, a course essay in a group of 2 students, and an individual learning diary, exam.

Online learning diary (respond to four questions about a lecture meeting after the lecture). Weight in grading = 30%

Article reviews (in-class activity in groups of 4). Weight in grading = 10%.

Course essay (individual activity in groups of 2). Weight in grading = 30%.

Final exam (answer 3 of 4 essay type of questions). Weight in grading = 30%.

Manufacturing game (in-class activity in groups of 15). Included in the exam.




Workload (valid 01.08.2018-31.07.2020): 

Lectures 32 h.

Details on calculating the workload (applies in this implementation): 

Pre-reading assignments: 36h

Lecture meetings: 24h

Online learning diaries: 12h

Article review preparation & presentation: 5H

Manufacturing game: 4h

Final exam: 20h

Study Material (valid 01.08.2018-31.07.2020): 

Lecture material, articles, cases.

Substitutes for Courses (valid 01.08.2018-31.07.2020): 

Replaces courses TU-22.1321/2/5,TU-E2010 and TU-E2011.

Prerequisites (valid 01.08.2018-31.07.2020): 

TU-A1100 Tuotantotalous 1/TU-A1200 Grundkurs i Produktionsekonomi. Other industrial management courses are recommended.

Registration for Courses (valid 01.08.2018-31.07.2020): 

Participation requires that the course is included in the personal study plan of the student (HOPS) - the more extensive course version must be in included in either 1) major or 2) minor studies of the student. The number of the participants can be limited on these grounds.

Details on the schedule (applies in this implementation): 

SERVICE-BASED VALUE CREATION

Theoretical perspective: service systems & resources: assets – capabilities –external resources and resource integration; interaction for value creation. Empirical examples: Case Siemens 

 CUSTOMER EXPERIENCE MANAGEMENT

Customer experience as a holistic measure of service quality. Customer experience realization & managementTheoretical perspective: market & customer orientation; customer experience. Empirical examples: Case healthcare. 

VALUE ECOSYSTEMS

Ecosystem-based value creation; activity systems; business models; resource integration. Theoretical perspective: Ecosystem-based value creation:  Business models and value propositions. Empirical examples: CASE KONE

VALUE INNOVATION

Value innovation process. Theoretical perspective: value innovation for service. Customer-focused process for value innovation. Empirical examples: Case Digital Innovation.

INSTITUTIONAL CHANGE

The change of business logic, beliefs, and mindset in service transformation. Theoretical perspective: institutional change. Empirical examples: CASE Construction industry


SERVICE PERFORMANCE MANAGEMENT

Asset management and through-life performance management through industrial services. Theoretical perspective: Through-life performance management by industrial services. Empirical example: Manufacturing game.

Description

Registration and further information