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Operations Management is concerned with the creation of the products and services upon which we all depend. Organisations exist to create in this way, and the role of the operations manager is, therefore, a significant one. After all, they, holds the key to customer satisfaction, which is imperative to the organisation’s success. This workbook explores different aspects of this vast topic including the strategic role of operations within the wider organisation, balancing demand with capacity and resource availability.
- Middle and Senior Managers
- Post Grad and/or Post experience Managers
Anybody wanting to develop skills and knowledge in a particular management field at postgraduate or post experience level.
Developing operational strategy, Vertical alignment of strategy, Five performance objectives, Types of operation, Deriving operational strategy from organisational strategy Appraising operational strategies, Linking across the organisation, Positioning operations in the organisation, The importance of links, Avoiding potential conflict between functions, The responsibility for links, Identifying links using the supplier-customer chain, Identifying links using information flows, Formal links across the organisation, Why links may not be made
Using the supply chain, The supply chain, Managing the supply chain, Global operations, Supply chain models Identifying added value in the supply chain ,Other aspects of value, Issues in the supply chain, Identifying customer requirements, Customers and suppliers in the supply chain, Identifying customer requirements, Analysing customer satisfaction, Setting quality standards Analysing operational processes, Flow charting a process, Setting operational, product and service quality standards, Controlling processes, The implications of SPC for a department or organisation, Creating and documenting procedures for systems Communicating quality, The role of people, Empowering people, The five Ss – Seiri, Seiton, Seiso, Seiketsu and Shitsuke, The concept of quality of information, Managing communication within the operation, Managing capacity to meet demand, Some key concepts and issues, Forecasting resource requirements, Approaches to meeting resource requirements, Using new technology – the ‘push’ approach of MRP, Reducing waste – the ‘pull’ approach of JIT, Managing resources, Managing people – the human resource, Ways of creating flexibility in human resources, Managing inventory – the material resource
Managing equipment and facilities – the capital resource,
Reflecting on the whole operation, Planning and scheduling operations, Planning and control in context, Capacity planning, The master production schedule (MPS), The materials requirements plan (MRP) for push systems, Scheduling, Contingency planning, Reducing waste, Cost versus waste reduction, The concept of waste, Reducing waste, Identifying cost savings, Managing innovation, The importance of design, Creating a climate for innovation, Creating multi-disciplinary design teams, Involving customers in the design process.
(Publisher: Select Knowledge)
(Normally delivered within 5-10 days) |
