World-class Operations Management Course (Accra, Ghana - March 3-5, 2020) - ResearchAndMarkets.com

DUBLIN--()--The "World-class Operations Management" training has been added to ResearchAndMarkets.com's offering.

To perform this function effectively, Operations Managers have a number of responsibilities, for examples:

  • Aligning the operation's strategy to the company strategy - developing a clear vision of how the operations should support the company's long-term objectives; it also means translating goals into implications for performance objectives in terms of quality, speed, dependability, flexibility, and cost.
  • Deploying the operations strategy - operations management is often characterized by the need to make decisions both frequently and quickly, so it is necessary to have a framework to guide decision making; that is the role of operations strategy.
  • Designing the company's services and processes - in the service sector, the product is often a process, the design of which, often, falls into the domain of operations management. In manufacturing sectors processes are designed to prepare a product for the market.
  • Planning and controlling the operation - is the activity of deciding what the operation's resources should be doing, then making sure they do it and as efficiently as possible.
  • Improving the performance of operations - continuous improvement is the responsibility of all operations managers with a focus on improving quality and reducing costs.

The overall aim of this course is to provide delegates with insights into the role of an operations manager, allow delegates to explore key aspects of operations management and help them improve their impact as an operations manager.

Top Learning Objectives

  • Explain the purpose of operations management and how to align operations management strategies with organization's strategy (operational excellence)
  • Outline the approach for aligning the operation to meet the needs and expectations of the customer both internal and external (service excellence)
  • Demonstrate the ability to use a number of tools and techniques to improve the performance of key business processes (process excellence)
  • Identify the roles and responsibilities of operations managers in different organisational contexts
  • Describe several approaches to improve the effectiveness of operations management (performance excellence)
  • Outline alternative organisational structures to deliver improved customer service while delivering greater efficiency (organizational excellence)
  • Discover and understand the nature and best practices of operation management
  • Apply the transformation model' to identify the inputs, transformation processes, and outputs of an organisation

Key Topics Covered:

REGISTRATION BEGINS AT 08:00. COURSE SESSIONS WILL START PROMPTLY AT 08:30 AND END AT 16:30. THERE WILL BE TWO SHORT BREAKS AT APPROPRIATE TIMES FOR REFRESHMENTS AND LUNCH BREAK WILL BE FROM 12:30 TO 13:30.

DAY 1

Administration, introductions, course objectives and methodology Operations Management

  • Exercise: what is operations management?
  • Review of Exercise
  • Establishing the operation's vision and mission
  • Operations management responsibility for process management
  • The prime activities of operations management
  • The model of operations management

The Strategic Role of Operations Management

  • The role of the operations function
  • The operations performance objectives

Operations Improvement

  • Exercise: simulating a business process
  • Review of Exercise
  • The 7 classic wastes + 6 more

The Toyota Production System

  • The foundations of the system: line balancing, standard work, total productive maintenance and the value stream, which leads to operational stability;
  • The three pillars of the Toyota Production System

Lean Operations

  • The Lean philosophy and the ve principles of Lean Operations
  • Specifying value and the value stream
  • The bene ts of process mapping
  • The process of mapping a business process
  • Exercises: SIPOC mapping, Process Sequence mapping, Spaghetti mapping, and Value stream mapping
  • Review of Exercises
  • Single minute exchange of die

A System for Workplace Organisations

  • The 5S system
  • Exercise: developing a product and creating a process to build it
  • Review of Exercise

Action planning: exploring how to transfer learning to the workplace

DAY 2

Quality Planning and Control

  • How is quality de ned?
  • Special cause and common cause variation;
  • Exercise: how to calculate standard deviation;
  • Review of Exercise
  • Introduction to the Case Study company
  • Deploying control charts to monitor business processes in the Case Study company
  • Data collection and sampling tools
  • Exercise: constructing a control chart using data from the Case Study company
  • Review of Exercise
  • Calculating process capability and sigma scores

Process Improvement

  • Feedback systems to inform improvement activities
  • Establishing improvement priorities
  • Exercises: deploying tools and techniques to deliver business improvement
  • Review of Exercise.

Action planning: exploring how to transfer learning to the workplace

DAY 3

Capacity Planning and Control

  • What is capacity?
  • Planning and controlling capacity
  • Measuring demand and capacity
  • Alternative capacity plans
  • Choosing a capacity planning and control approach
  • Capacity planning as a queuing problem

Supply Chain Planning and Control

  • What is supply chain management?
  • The activities of supply chain management
  • Types of relationships in supply chains
  • Supply chain behaviour

The Human Side of Operations Management

  • Understanding the drivers of performance
  • The purpose of Performance Appraisal
  • The contributions of Industrial Psychology to management thinking
  • The key to motivating people at work
  • Exploring alternative approaches to people management;
  • How to manage culture, commitment, competence and productivity of the operations team.

Inventory Planning and Control

  • What is inventory?
  • The volume decision - how much to order
  • The timing decision - when to place the order
  • Inventory analysis and control systems

Job Design and Work Organisation

  • What is job design?
  • The key factors to consider when designing operations jobs
  • How to identify the primary job characteristics of operations roles
  • Developing guidelines for job redesign
  • How ergonomics and environmental conditions inform job design

Action planning: exploring how to transfer learning to the workplace

For more information about this training visit https://www.researchandmarkets.com/r/b4d3dz

Contacts

ResearchAndMarkets.com
Laura Wood, Senior Press Manager
press@researchandmarkets.com
For E.S.T Office Hours Call 1-917-300-0470
For U.S./CAN Toll Free Call 1-800-526-8630
For GMT Office Hours Call +353-1-416-8900

Contacts

ResearchAndMarkets.com
Laura Wood, Senior Press Manager
press@researchandmarkets.com
For E.S.T Office Hours Call 1-917-300-0470
For U.S./CAN Toll Free Call 1-800-526-8630
For GMT Office Hours Call +353-1-416-8900