£480 + VAT
- 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
- 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:
- 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.