Operations and Process Management
Introduction
Operations and process management concerns the management of the direct resources and value-added activities that transform inputs (e.g., material, labour, capital, energy and skills) into outputs (goods and services). Operations managers make decisions, both strategic and tactical, in a variety of contexts including facilities, technology, capacity, sourcing, and planning and control. The goal of this module is for participants to better understand the strategic role of operations, as well as develop tactical approaches that support the strategy.
About this Module
The aim of this module to introduce you to the fundamental concepts of operations management from a general management perspective. Operations design and management will be examined from the perspective of achieving the organization’s goals. To achieve this, both tactical and strategic operations will be addressed. As a supply chain professional you should understand the scope and complexity of problems faced by operations managers. Like the integrative nature of any given operation, the sessions in this module are inter-related. For instance, process flow and bottlenecks (sessions 2 and 3) lead in to a discussion of operations strategy (sessions 9 through 12). And, managing the quality of a product or service (sessions 4 and 5) has a direct relationship with new product development (session 8). Operations strategy is applied via business cases, interactive lectures and discussions, and activities that focus on the participants’ own organizations.
Module Objectives
Upon completion of this module participants should be able to:
- Analyze, discuss and present case reports
- Understand the role of operations management in tactical and strategic decision making
- Connect operations transformation processes and operational conditions with the product life cycle
- Explain the relationships between process flow, capacity, bottlenecks, variability, lead time and inventory
- Apply appropriate tools to solve product and service quality problems, and process improvement problems
- Explain the basic elements of a lean production system (e.g., the Toyota Production System), value-added activity and elimination of waste in the system
- Explain the project planning process and develop a project plan
- Address issues concerning the process of new product development, including prototyping and innovation
- Apply operational capabilities, capacity strategies, performance frontiers and operations improvement techniques to arrive at an overall operational strategy
Module Topics
- Introduction to Operations and Transformation Systems
- Capacity, Process Flow and Bottlenecks
- Quality
- Lean Production /JIT/ The Toyota Production System
- Project Management
- The New Product Development Process
- Operations Strategy
Review the complete list of Learning Objectives for this module.
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