£2725 + VAT
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 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.