ES2H8-15 Manufacturing Management
Introductory description
This module provides students with an in-depth introduction to the role of the manufacturing manager as a strategic actor within engineering and industrial organisations. Drawing on principles from engineering, management science, and operations strategy, the module examines how manufacturing managers contribute to the effective and efficient delivery of products in complex organisational and supply chain contexts.
Particular emphasis is placed on the integration of human and organisational factors in operational performance, including employee motivation, performance management, recruitment, and skills development.
The module explores the interdependence between strategic objectives derived from macroenvironmental analysis and the design of manufacturing operations. It positions manufacturing management as a discipline concerned not only with technical systems but also with the alignment of people, processes, and organisational goals.
Through this lens, students will develop a critical understanding of how manufacturing strategies are translated into operational realities, and how the role of the manager spans both micro-level operational control and macro-level strategic implementation. The module underscores the significance of managerial decision-making in shaping effective, responsive, and sustainable manufacturing systems.
Module aims
The principal aim of this module is to equip students with the knowledge and analytical skills required to understand and perform the role of a manufacturing manager within engineering-led organisations. The module develops students’ ability to plan, coordinate, and manage manufacturing operations in alignment with wider organisational strategy and macroenvironmental objectives.
It aims to:
- Provide a systems-level understanding of manufacturing operations, including production planning, supply chain coordination, and factory-level decision-making.
- Examine the strategic responsibilities of manufacturing managers in translating organisational objectives into operational outcomes.
- Develop critical awareness of the human and organisational dimensions of manufacturing management, including performance management, motivation, recruitment, and skills planning.
- Foster the ability to evaluate and respond to complex challenges in manufacturing contexts through the integration of technical knowledge, operational insight, and management practice.
Outline syllabus
This is an indicative module outline only to give an indication of the sort of topics that may be covered. Actual sessions held may differ.
This is an indicative module outline only to give an indication of the sort of topics that may be covered. Actual sessions held may differ.
Manufacturing Management focuses on the strategic and operational role of manufacturing managers in engineering contexts. The module draws upon knowledge from operations management, systems thinking, and organisational behaviour to examine how managers plan, coordinate, and improve manufacturing systems. It explores how macroenvironmental forces shape strategic decisions, and how human and organisational factors influence operational effectiveness.
Indicative topics covered in this module may include the following areas:
- Strategic Operations Design – Translating macroenvironmental objectives into operational systems and priorities
- The Role of the Manufacturing Manager – Responsibilities, scope, and cross-functional decision-making
- Operations Design and Control – Understanding the interdependencies between inventory management, capacity planning, scheduling, and resource constraints in production systems
- Supply Chain Collaboration – Exploring the strategic role of suppliers in operational planning and decision-making
- Decision-Making in Manufacturing Management – Structured approaches and influencing factors
- People in Manufacturing Systems – Roles, skills, workforce planning and development
- Motivation and Performance Management – Applying theory to support engagement and productivity
- Recruitment and Skills Management – Matching people capability with operational need
- Human and Organisational Factors – Safety, communication, structure, and informal systems
- Continuous Improvement and Sustainable Growth – Approaches to driving operational improvement and innovation aligned with long-term organisational development and sustainability goals
- Managerial Communication and Influence – Presenting decisions and aligning teams to strategy
- Group Decision Processes and Reflection – Working collaboratively and understanding team dynamics
Learning outcomes
By the end of the module, students should be able to:
- Analyse how macroenvironmental business objectives shape strategic operations design in manufacturing, using appropriate analytical frameworks (C5, M5 , C6 , M6, C7, M7).
- Evaluate how manufacturing managers align operational decisions with organisational strategy, incorporating consideration of priorities, resource constraints, and performance indicators (C8,M8, C9, M9, C13, M13, C16, M16, C18, M18).
- Explain human and organisational factors relevant to manufacturing management, and apply appropriate theories to assess approaches to performance management, motivation, recruitment, and workforce planning (C7, M7, C8, M8).
- Analyse managerial decision-making in manufacturing contexts, using structured frameworks to evaluate impacts on operational performance and workforce-related outcomes (C8,M8, C9, M9).
Indicative reading list
Hill, Terry, and Alex Hill. Operations Strategy : Design, Implementation and Delivery [online], Bloomsbury Publishing Plc, 2017
Heizer, J & Render, B (2014) "Operations Management", 11th ed; Pearson Education UK
Krajewski, L.J; Ritzman, L.P. & Malhotra, M.K. (2013) "Operations Management", 10th ed. Pearson Education UK
Slack, N; Brandon-Jones, A & Johnston, R. (2016) "Operations Management" [online], 8th ed; Pearson Education, UK
Malakooti, B. (2013) Operations and Production Systems with Multiple Objectives [online] 1st edn. Wiley. a
Mitchell, J.S. (2015) Operational Excellence : Journey to Creating Sustainable Value [online] Hoboken, New Jersey : Wiley
Rüttimann, Bruno G. (2018) Lean compendium : introduction to modern manufacturing theory [online], Cham : Springer
Interdisciplinary
This module is inherently interdisciplinary, drawing on principles from engineering, operations management, engineering strategy, and organisational behaviour. It integrates technical understanding of manufacturing systems with managerial and human-centred perspectives, enabling students to operate effectively at the interface of engineering and enterprise.
Through the analysis of macroenvironmental factors, decision-making frameworks, and people management practices, students engage with tools and concepts from systems thinking, industrial engineering, human resource management, and strategic planning. The module develops the capacity to understand engineering operations not only as technical systems but also as socially and economically embedded processes requiring balanced, informed, and ethical management decisions.
This interdisciplinary foundation prepares students to contribute meaningfully to cross-functional teams and to engage with the complexities of contemporary manufacturing environments in both technical and leadership roles.
Subject specific skills
On successful completion of this module, students will be able to:
Apply systems thinking to analyse the structure and coordination of manufacturing operations within complex engineering environments.
Interpret macroenvironmental business drivers and assess their implications for the design and implementation of manufacturing strategies.
Evaluate the role of manufacturing managers in aligning operational processes with strategic objectives, resource constraints, and performance targets.
Use structured decision-making frameworks to examine and justify managerial choices in operational contexts.
Apply relevant organisational behaviour and motivation theories to assess and improve workforce performance and capability in manufacturing settings.
Demonstrate awareness of ethical, organisational, and sustainability considerations in the management of people, processes, and operations within engineering-led organisations.
Communicate technical and managerial information effectively, including through team-based presentation and professional reporting formats.
Work collaboratively in teams to evaluate operational challenges, coordinate roles, and reflect on group performance and outcomes.
Transferable skills
On successful completion of this module, students will be able to:
Communicate complex ideas clearly and effectively in both written and oral forms, tailored to technical and non-technical audiences.
Collaborate productively in team environments, demonstrating the ability to contribute to group tasks, share responsibilities, and reflect on team performance.
Apply analytical and decision-making techniques to evaluate complex scenarios, balancing competing objectives and stakeholder needs.
Engage in independent learning and critical reflection to support personal and professional development.
Manage time and resources effectively to meet project deadlines and deliver structured outputs under real-world constraints.
Demonstrate adaptability and professional awareness when working across diverse roles and organisational contexts.
Interpret and synthesise information from a range of sources to support evidence-based reasoning and problem-solving.
Study time
| Type | Required |
|---|---|
| Lectures | 10 sessions of 1 hour (7%) |
| Seminars | 7 sessions of 2 hours (9%) |
| Online learning (independent) | 6 sessions of 1 hour (4%) |
| Private study | 120 hours (80%) |
| Total | 150 hours |
Private study description
Guided independent learning based on provided materials to support the flipped and blended approach
Learning required to complete the assessments.
Costs
No further costs have been identified for this module.
You must pass all assessment components to pass the module.
Assessment group A1
| Weighting | Study time | Eligible for self-certification | |
|---|---|---|---|
Assessment component |
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| Group presentation with reflections & Peer assessment | 40% | No | |
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The group will deliver a 15-minute presentation analysing a strategic or operational challenge within a manufacturing context, demonstrating the ability to apply relevant frameworks, communicate decisions effectively, and engage with the dynamics of manufacturing management. In addition, each student will submit a 500-word individual reflective piece discussing their personal contribution to the group task, insights into the group working process. The reflection should also consider how their skills would need to develop in order to make similar decisions effectively in a real-world professional setting. |
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Reassessment component |
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| Resit report | Yes (extension) | ||
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This individual written report requires students to analyse a design of strategic or operational challenge within a manufacturing context, demonstrating the ability to apply relevant frameworks and evaluate managerial decision-making. |
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Assessment component |
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| Written Report | 60% | Yes (extension) | |
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Students will complete an individual written report, that explores a management decision involving human and organisational factors within a manufacturing context. The report should demonstrate an understanding of key concepts such as motivation, performance management, recruitment, and workforce planning, as well as apply structured decision-making frameworks to evaluate the impact of managerial choices on operational and workforce outcomes. The assignment requires students to support their analysis with appropriate academic literature and relevant examples, showing awareness of both theoretical and practical dimensions of people management in manufacturing operations. |
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Reassessment component is the same |
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Feedback on assessment
Formative feedback given during seminar classes.
Summative feedback on Group presentation with reflections and Written Report.
Courses
This module is Core for:
- Year 2 of UESA-H335 BEng Automotive Engineering
- Year 2 of UESA-H161 BEng Biomedical Systems Engineering
- Year 2 of UESA-H216 BEng Civil Engineering
- Year 2 of UESA-H63W BEng Electronic Engineering
- Year 2 of UESA-H113 BEng Engineering
- Year 2 of UESA-HN15 BEng Engineering Business Management
- Year 2 of UESA-HH75 BEng Manufacturing and Mechanical Engineering
- Year 2 of UESA-H315 BEng Mechanical Engineering
- Year 2 of UESA-HH35 BEng Systems Engineering
- Year 2 of UESA-H336 MEng Automotive Engineering
- Year 2 of UESA-H163 MEng Biomedical Systems Engineering
- Year 2 of UESA-H217 MEng Civil Engineering
- Year 2 of UESA-H63X MEng Electronic Engineering
- Year 2 of UESA-H114 MEng Engineering
- Year 2 of UESA-HH76 MEng Manufacturing and Mechanical Engineering
- Year 2 of UESA-H316 MEng Mechanical Engineering
-
UESA-HH31 MEng Systems Engineering
- Year 2 of HH31 Systems Engineering
- Year 2 of HH35 Systems Engineering
- Year 2 of UESA-H605 Undergraduate Electrical and Electronic Engineering
- Year 2 of UESA-H606 Undergraduate Electrical and Electronic Engineering MEng