Process Technology Strategy
- Process technology should reflect volume and variety
- The product-process matrix
- The challenges of information technology (IT)
- Evaluating process technology
- 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 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.