Master of Studies in Manufacturing

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1 University of Cambridge: Programme Specifications Every effort has been made to ensure the accuracy of the information contained in this programme specification. At the time of publication, the programme specification has been approved by the relevant teaching Faculty or Department. It is, however, natural for courses to develop and change over time and we reserve the right, without notice, to withdraw, update or amend this programme specification at any time. Master of Studies in Manufacturing 1 Awarding Body University of Cambridge 2. Teaching Institution University of Cambridge 3. Accreditation Details None 4. Name of Final Award Master of Studies 5. Programme Title Manufacturing Leaders Programme 6. UCAS Code n/a 7. Benchmark Statement(s) Business and Management 8. Qualifications Framework Level M 9a. Date of Revision June b. Last Reviewed March 2008 Educational Aims of the Programme The Manufacturing Leaders Programme is a two-year part-time Masters degree course. It is designed for experienced managers from within manufacturing and related sectors identified by their companies as having the potential for leadership positions at a level where a total business perspective is critical for success. The aims of the programme are 1. to provide managers in manufacturing businesses with a personal development opportunity, which in turn will provide them with a platform for further development within their organisations; 2. to develop a rounded understanding of manufacturing business, and to provide the knowledge and tools for decision making in a manufacturing business situation; 3. to encourage, through group learning and guided reflection on the meaning of leadership and the individual s personal leadership style, the development of the necessary skills and understanding for leading change; 4. to provide an opportunity for the structured application of theory into practice within the participants own companies. Programme Outcomes Successful completion of the programme will lead to the following outcomes. Knowledge and Understanding i. Systems Approach the behaviour of complex dynamic systems and the importance of adopting an holistic systems approach to manufacturing business improvement; the application of the Cambridge Manufacturing Model in this context. ii. Operational Excellence awareness of global standards of performance and the core concepts and techniques for delivering operational excellence. Page 1 of 5

2 iii. iv. Developing and Implementing Strategy what strategy is and the key concepts and approaches; processes and techniques for developing strategy, combining contextual forces, market and competence approaches; concepts and processes for developing functional strategies. International Manufacturing Business international manufacturing networks; developing international manufacturing capability; different forms of inter-firm collaboration. v. The Corporate Business Context corporate finance including company reporting and key business ratios; mergers and acquisitions; the role of city institutions; corporate governance; industry policy; scenario planning; contemporary issues, e.g. business ethics, and sustainable development. vi. Leadership working with individuals, groups, teams and organisations; personality types; organisation cultures; leading and managing; models of leadership and their application; the importance and implications of intent; personal leadership development. Teaching and Learning Methods The knowledge and understanding outcomes are developed principally in taught classes, given during the three 3-week residential modules in Cambridge and during the collaborative study tour. i. and vi. are addressed throughout the programme as running themes. The others items are the focus of specific modules as follows ii. module one Operational Excellence iii. module two Strategy iv. module three International (study tour) v. module four The Corporate Context Classes are small and there are frequent discussions and activities in small groups to clarify and embed understanding and to explore the practical application of techniques and concepts. Participants are all experienced managers and they benefit considerably from sharing experiences in both plenary and small group situations. Classes are supported by directed reading and case studies. Interactive computer-based training packages, videos and business simulations are used as appropriate. The essential link between theory and practice is developed through interaction of the taught material and the parallel in-company project stream. Skills The programme develops skills in leadership and change management; the application of theory, models and techniques; and researching and presenting of ideas. Participants are also encouraged to develop personal reflection processes, as a counter to their natural proactivity. i. Leadership and change management understanding self to understand others; self worth, preferences, motives and values; interpersonal relationships; self development and action plans; personal reflection; coaching; implementing change including identifying stake holders, enrolling others, planning and initiating the change and handling emergent issues. Page 2 of 5

3 ii. iii. iv. Application of models, theories and techniques analysing business situations; selecting appropriate models and techniques; applying processes appropriately involving others where necessary; managing creativity processes. Researching and presenting ideas identifying an appropriate body of knowledge using library, internet and other sources; creating and evaluating options; collecting and analysing data; determining action plans; organising material and presenting in a structured and clear style. Personal reflection participants are required to produce weekly reflection statements during the residential modules capturing their thoughts on the taught input and their own personal development. Teaching and Learning Methods The skills outcomes are developed throughout the taught modules and required in-company project work. The mentoring provided by project supervisors is an important element in the programme. The programme uses psychometrics and the inquiry method to explore issues of personal style and leadership and there is substantial peer group feedback. Small group work practises the application of models and techniques. There is input on the use of research facilities and report writing. The skills are further developed during the preparation of assessed coursework for which there is individual supervision support. Assessment Four pieces of work are submitted for formal assessment 1. Business Audit completed after module 1 max 5000 words 2. Change Project Part 1, Design Phase completed after module 2 max 5000 words 3. Change Project Part 2, Implementation completed after module 3 max 5000 words 4. Research thesis completed after module 4 max words Participants are required to demonstrate evidence of professional engagement in action, and a marrying of theory and practice. This is only possible if they bring to the programme significant experience and maturity and are operating in a senior position within their sponsoring company. All assessed work is marked and second marked. To qualify for the MSt award participants must obtain a minimum of 65% in each of the assessed items, which will be presented as an A or B grade. At the discretion of the examiners a borderline in one assessment may be compensated for by distinguished performance in the others. The final degree is not graded and no marks are published. Programme Structure and Features Participants attend for three residential modules in Cambridge, each of 3 weeks duration. The modules focus on Delivering Operational Excellence, Developing and Implementing Strategy and The International and Corporate Context respectively. There is also an international study tour which enables an in-depth study of best practice in a topic selected by the participants. Page 3 of 5

4 The in-company project work is a key feature of the programme and runs throughout the two years. The taught modules are seen as enabling and supporting this project work. At each stage written work is submitted before the start of the next module. The overall programme structure is therefore as follows Year One March April August September October January February March Module One Delivering Operational Excellence Complete Business Audit Module Two Developing and Implementing Strategy Strategic Change Project, Part 1 Design Phase Start Strategic Change Project, Part 2 Implementation Year Two April Module Three - International Study Tour May June Complete Strategic Change Project, Part 2 July Module Four The International and Corporate Context August January Research Thesis March Viva voce examinations and examiners meeting. May Board of Graduate Studies approval for award of degree The programme is limited to company-sponsored participants to ensure a proper focus on the application of knowledge and to ensure support for the in-company change projects. Learning Support All participants matriculate as members of Wolfson College, and have access to university and faculty libraries. They also have access to the Judge Institute for Management for reading and research purposes. This access is available on-line when working in company. The programme is administered by a dedicated resource within the Institute for Manufacturing, including programme management and administration. Teaching is delivered by senior researchers within the Institute for Manufacturing, the wider university, and external specialists. Projects are supervised by senior researchers and experienced industrialists. Projects and thesis are scoped in discussion with the director of studies during modules to ensure inter-module work is appropriate for the award. There is regular contact between participants and personal tutors and initial drafts are commented on prior to final submission. Each participant is given a course handbook containing details of the programme, timetables for submission, marking keys, and information about the university and facilities available. Evaluating and Improving Quality Participants complete weekly reflection documents including personal learning and development issues, highlights and lowlights of the week and suggestions for improvement. They also assess each session in terms of content and delivery. Within the Institute for Manufacturing the dedicated Programme Director is responsible for ensuring continuous improvement to the programme s content and delivery, and there is an Page 4 of 5

5 industrial advisory group at which all Institute teaching programmes are discussed with senior representatives of industry. An external examiner reports annually. Within the Engineering Department there is a Joint Academic Degree Sub Committee with specific responsibility for the programme on behalf of the Degree Committee, and the programme is represented on the Graduate Teaching Committee. Within the University the programme is represented on the MSt Committee of the Institute for Continuing Education. All admissions are approved by the Board of Graduate Studies. Page 5 of 5

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