Dublin, Oct. 25, 2023 (GLOBE NEWSWIRE) -- The "Operations Management in Chainring Times" conference has been added to ResearchAndMarkets.com's offering.
Operations management is an area of business concerned with the production of goods and services and involves the responsibility of ensuring that business operations are efficient in terms of using as little resource as needed and effective in terms of meeting customer requirements. It is concerned with managing the processthat converts inputs (in the forms of materials, labour and energy) into outputs (in the form of goods and services).
Overall Aim
To perform this function effectively, Operations Managers need to fulfil a number of responsibilities, for example:
- Aligning the operation's strategy to the company strategy - developing a clear vision of how the operations should support the company's long-term objectives; it also means translating goals into implications for performance objectives in terms of quality, speed, dependability, flexibility and cost.
- Deploying the operations strategy - operations management is often characterised by the need to make decisions both frequently and quickly, so it is necessary to have a framework to guide decision making; that is the role of operations strategy.
- Designing the company's services and processes - in the service sector the product is often a process, the design of which, often, falls into the domain of operations management. In manufacturing sectors processes are designed to prepare a product for market.
- Planning & controlling the operation - is the activity of deciding what the operation's resources should be doing, then making sure they do it and as efficiently as possible.
- Improving the performance of operations - continuous improvement is the responsibility of all operations managers with a focus on improving quality and reducing costs.
The overall aim of this course is to provide delegates with insights into the role of an operations manager, allow delegates to explore key aspects of operations management and help them improve their impact and value as an operation manager in current fast changing times.
Learning Objectives
By the end of the programme, you will be able to:
- Explain the purpose of operations management and how to align operations management strategies with the organisation's strategy (Operational Excellence)
- Outline the approach for aligning the operation to meet the needs and expectations of the customer both internal and external (Service Excellence)
- Demonstrate an ability to use a number of tools and techniques to improve the performance of key business processes (Process Excellence)
- Describe a number of approaches to improve the effectiveness of the human resource (Performance Excellence)
- Appreciate alternative organisational structures to deliver improved customer service while delivering greater efficiencies (Organisational Excellence)
Certificate of Attendance
On successful completion of this course you will be awardedCertificate of Attendancebearing the signatures from both the Trainer and the Organizer. This Certificate will testify your endeavour and serve towards your professional advancement.
Who Should Attend:
It is not only for operations managers or factory managers who run operations; all managers in all sectors run some form of operation, for example: a finance manager's operation processes invoices and other financial transactions, an HR manager's operation processes recruitment, so if you are responsible for the management of processes then you are an operations manager. It is designed for all managers: senior, middle, first line and supervisors in all sectors including: manufacturing, energy, financial services, healthcare, government departments, etc
Agenda:
Day One
Administration, introduction, course objectives & methodology
Operations Management
- Exercise: what is operations management?
- Establishing the operations vision and mission;
- Operations management responsibility for process management;
- The prime activities of operations management;
- The model of operations management
The Strategic Role of Operations Management
- The role of the operations function in developing and executing strategy
- The operations performance objectives;
Operations Improvement
- Exercise: simulating a business process;
- Review of the Exercise;
- The 7 classic wastes + 6 more
The Toyota Production System
- The foundations of the system: line balancing, standard work, total productive maintenance and the value stream, which leads to operational stability;
- The three pillars of the Toyota Production System:
- Just in Time (JIT)
- How to use Takt Time to control production
- Exercise: Calculating Takt time;
- Demonstration: Pull versus Push systems;
- Demonstration: How to achieve one-piece flow
- Jidoka
- Automatic and manual line stops;
- Managing the integration of people and machines;
- Error proofing systems;
- Andon - visual control systems
- Culture - the critical role of organisational culture
- Just in Time (JIT)
Day Two
Lean Operations
- The Lean philosophy and the five principles of Lean Operations;
- Specifying value and the value stream;
- The benefits of process mapping;
- The process of mapping a business process;
- Exercise: SIPOC mapping, Process Sequence mapping, Spaghetti mapping and Value stream mapping;
- The application of Single Minute Exchange of Die to your business processes
A System for Workplace Organisations
- The 5S system
- Exercise: developing a product and creating a process to build it
- The Deming Cycle
Quality Planning and Control
- How is quality defined?
- Special cause and common cause variation;
- Exercise: how to calculate standard deviation;
- Introduction to the Case Study company;
- Deploying control charts to monitor business processes in the Case Study company;
- Data collection and sampling tools;
- Exercise: constructing a control chart using data from the Case Study company;
- Calculating process capability and sigma scores
Process Improvement in the Case Study Company
- Feedback systems to inform improvement activities;
- Establishing improvement priorities;
- Exercise: deploying tools and techniques to deliver business improvement;
- Action Planning: Exploring how to transfer learning to the workplace
Day Three
Manpower Planning & Control - The Human Side of the Enterprise
- Understanding the drivers of performance;
- The purpose of Performance Appraisal;
- The contributions of Industrial Psychology to management thinking;
- The key to motivating people at work;
- Exploring alternative approaches to people Management - examples from the case study company
Job Design and Work Organisation for Operations Managers
- What is job design?
- Key factors to consider designing operations jobs;
- How to identify the primary job characteristics of operations roles;
- Developing guidelines for job redesign;
- How ergonomics and environmental conditions inform job design
Action Planning: Exploring how to transfer learning to the workplace
For more information about this conference visit https://www.researchandmarkets.com/r/noo01k
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