£3850 + VAT
Developing Resources and Processes for Strategic Impact
- Why is operations excellence fundamental to strategic impact?
- What is operations strategy and how is it different from operations management?
- What is the ‘content’ of operations strategy?
- The operations strategy matrix
- What is the ‘process’ of operations strategy?
- Operations performance can make or break any organisation
- Judging operations performance at a societal level
- Judging operations performance at a strategic level
- Judging operations performance at an operational level
- The relative importance of performance objectives changes over time
- Trade-offs – are they inevitable?
- Targeting and operations focus
Substitutes for Strategy
- Fads, fashion and the ‘new’ approaches to operations
- Total quality management (TQM)
- Business process reengineering (BPR)
- Six Sigma
- Some common threads
- The overall level of operations capacity
- The number and size of sites
- Capacity change
- Location of capacity
Purchasing and Supply Strategy
- Do or buy? The vertical integration decision
- Contracting and relationships
- Which type of arrangement?
- Supply network dynamics
- Managing suppliers over time
- Purchasing and supply chain risk
Process Technology Strategy
- Process technology should reflect volume and variety
- The product-process matrix
- The challenges of information technology (IT)
- Evaluating process technology
- Operations improvement
- Setting the direction
- Importance-performance mapping
- Developing operations capabilities
- Deploying capabilities in the market
Product and Service Development and Organisation
- Innovation, design and creativity
- The strategic importance of product and service development
- Product and service development as a process
- A market requirements’ perspective on product and service development
- An operations resources perspective on product and service development
The Process of Operations Strategy – Formulation and Implementation
- Formulating operations strategy
- What is the role of alignment?
- Maintaining alignment over time
- What analysis is needed for formulation?
- The challenges to operations strategy formulation
- How do we know when the formulation process is complete?
- What is operations strategy implementation?
The Process of Operations Strategy – Monitoring and Control
- What are the differences between operational and strategic monitoring and control?
- How is progress towards strategic objectives tracked?
- How can the monitoring and control process attempt to control risks?
- How does learning contribute to strategic control?
- Chief operations officers and chief executive officers
- Operations directors and managers
- Heads of departments
- Senior operations executives, officers and staff
- Those who wish to gain a comprehensive understanding of the interaction between operational resources and market requirements.
- Those who wish to transform their companies’ prospects through the way they manage their operations resources strategically, turning their operations capabilities into a formidable asset.
- Those who wish to use operations strategy as a major source of competitive advantage in for-profit businesses or the route to achieving social welfare in not-for-profit enterprises.
- Those who appreciate operations strategy as central, ubiquitous and vital to any organisation’s sustained success.
Upon completion of this course, you will be able to understand:
- The meaning of operations strategy and how all parts of the business can use perspectives on operations strategy to establish a connection between strategy and operational processes and resources.
- How to judge the performance of operations.
- A broad approach to assessing operations performance at a societal level that uses the ‘triple bottom line’ to judge an operation’s social, environmental and economic impact.
- How operations performance can be judged in terms of how it affects an organisation’s ability to achieve its overall strategy.
- The more directly operational level aspects of performance – quality, speed, dependability, flexibility and cost.
- Three related aspects of performance that are fundamental to understanding operations strategy: how the relative importance of different aspects of performance changes over time; how performance objectives trade off against each other (do improvements in some aspects of performance necessarily mean a reduction in the performance of others?); and how exceptional performance levels can be reached by focusing on a limited set of objectives and exploiting the trade-offs between objectives.
- Some ‘new approaches’ to operations and the extent to which they can be seen as ‘strategic’, as well as how they fit into operations strategy.
- The principles behind how operations configure, and reconfigure, their capacity.
- Purchasing and supply decisions as a critical set of operations strategy decisions.
- The analytical dimensions for identifying the technical, managerial and ‘operations strategy’ characteristics of technology.
- The technology options that exist, ‘why’ potential investments in process technology investments work in practice, and ‘how’ to make such investments work in practice.
- The risks associated with implementation due to the number of high-profile failures and claims of waste that seem to go hand-in-hand with such investments.
- The more general issues of how companies can shape the routines that encourage the ongoing developments of their operations.
- Product and service development as a core issue for operations strategy.
- The formulation and implementation of the process of operations strategy.
- The monitoring and control of the process of operations strategy.