- Measuring demand and capacity
- Setting the operation’s base capacity
- Ways of coping with mismatches between demand and capacity
- How operations understand the consequences of their capacity decision
Supply Chain Management
- How supply chains compete
- Managing relationships in supply chains
- Managing the supply side
- Managing the demand side
- The dynamics of supply chains
- Why should there be any inventory?
- Order quantity – the volume decision
- When to place an order – the timing decision
- Controlling inventory
Planning and Control Systems
- What are planning and control systems?
- ERP and how it developed into the most common planning and control system
- Implementing planning and control systems
Materials Requirements Planning (MRP)
- Master production schedule
- The bill of materials (BOM)
- Inventory records
- The MRP netting process
- MRP capacity checks
- What is lean?
- How lean eliminates waste
- Applying lean throughout the supply network
- Comparing lean with other approaches
- The importance of improvement in operations management
- Key elements of operations improvement
- Broad approaches to improvement
- Improvement techniques
- Managing the improvement process
- What is quality?
- The importance of quality
- Steps that lead towards conformance of specification
- What is total quality management (TQM)
Managing Risk and Recovery
- What is risk management?
- Assessing the potential causes and consequences of failure through operations
- Preventing failures
- Mitigating the effects of failure through operations
- Recovering operations from the effects of failure
- What is project management?
- Planning projects
- Controlling projects
- Chief operations officers
- Operations directors and managers
- Heads of departments
- Senior operations executives, officers and staff
- Those who wish to learn how to plan and control the delivery of the operations process.
- Those who wish to learn how to develop the capabilities of their operation’s processes to improve process performance.
Upon completion of this course, you will be able to understand:
- How operations need to decide how to vary their capacity (if at all) as demand for their products and services fluctuates.
- How operations relate to each other in the context of a wider network of suppliers and customers, and how these relationships can be managed.
- How transformed resources accumulate as inventories as they flow through processes, operations or supply networks.
- How systems are needed to manage the very large amounts of information required to plan and control operations, and how enterprise resource planning (ERP) is used to do this.
- Materials requirements planning (MRP) as an approach to calculating how many parts or materials of particular types are required and what times they are required.
- The concepts that underlie one of the most influential sets of ideas to impact operations management.
- How managers can make their operation perform better through the use of the many elements of new (and not so new) improvement approaches.
- Some of the ideas of quality management and how they can be used to facilitate improvement.
- How operations managers can reduce the risk of things going wrong and how they can recover when they do.
- How managers can project manage (among other things) improvement activities to organise the changes that improvement inevitably requires.
To explore LBTC’s Strategic Operations Management course, click the link below:
£5125 + VAT