Monday, December 5 2022


The “Managing operations in times of change” the conference has been added to offer.

The overall goal of this course is to provide delegates with relevant information, enable delegates to explore key aspects of operations management and help them improve their impact and value in today’s rapidly changing environment. . The latest hot topics such as Industry 4.0, Pivoting, FMEA, Workflow and Motivation in dispersed teams, etc. will be discussed.

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 using as few resources as necessary and efficient in meeting customer requirements.

It is about managing the process that converts inputs (in the form of materials, labor and energy) into outputs (in the form of goods and services). Managing risk and maintaining continuity during a crisis such as a pandemic has become more critical in rapidly changing times.

To perform this function effectively, operations managers have a number of responsibilities, for example:

  • Align operation strategy with business strategy – develop a clear vision of how operations should support long term business goals; it also means translating goals into implications for performance goals in terms of quality, speed, reliability, flexibility and cost.

  • Deploy the strategy of operations – management of operations is often characterized by the need to make decisions both frequently and quickly, so it is necessary to have a framework to guide the decision making; this is the role of operational strategy.

  • Designing Business Services and Processes – In the service industry, the product is often a process that is often designed in the realm of operations management. In manufacturing sectors, processes are designed to prepare a product for the market.

  • Planning and controlling the operation – is the activity of deciding what the operation’s resources should do and then ensuring that they do it as efficiently as possible.

  • Improve the performance of operations – continuous improvement is the responsibility of all operations managers with a focus on improving quality and reducing costs.

Learning objectives

At the end of the program, you will be able to:

  • Explain the purpose of operations management and how to align operations management strategies with the organization’s strategy (Operational Excellence)

  • Describe the approach to align the operation to meet both internal and external customer needs and expectations (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 efficiency of human resources (Performance Excellence)

  • Describe alternative organizational structures to provide improved customer service while providing greater efficiency (Organizational Excellence)

Who should be present:

It’s not just for operations managers or plant managers who run operations; it is for all managers in all areas to perform some form of operation, for example, the operation of a finance manager processes invoices and other financial transactions, the operation of a human resources manager deals with recruiting, so if you are responsible for process management, you are a director of operations manager.

It is aimed at all executives: senior, middle, front-line and supervisors in all industries including manufacturing, financial services, health services, government departments, etc.


Day one

Administration, introduction, course objectives and methodology Operations management

  • Exercise: what is operations management?

  • Exercise review;

  • Establish the vision and mission of operations;

  • Responsibility for operations management for process management;

  • The main operations management activities;

  • The operations management model

The strategic role of operations management

  • The role of the operating function;

  • Operational performance objectives;

  • The impact of Industry 4.0 on operational strategy;

  • Prepare to “pivot” when the environment prevents normal business operations, for example, a pandemic

Improved operations

  • Exercise: simulate a business process;

  • Exercise review;

  • The 7 conventional waste + 6 others

Day two

The Toyota production system

  • The fundamentals of the system: line balancing, standard work, total productive maintenance and the value chain, which leads to operational stability;

  • The three pillars of the Toyota Production System:

  • Just in time (JIT)

  • Exercise: Calculate the Takt time;

  • Demonstration: Pull versus Push systems;

  • Demonstration: How to get a monoblock flow

  • Jidoka

  • Automatic and manual line stops;

  • Manage the integration of people and machines;

  • Error checking systems;

  • Creation of a visual control system

  • Culture – the essential role of organizational culture

Action plan: explore how to transfer learning to the workplace

Lean operations

  • Lean philosophy; Five principles of Lean operations;

  • Specification of value and value stream;

  • The advantages of process mapping;

  • The process of mapping a business process;

  • Practice: SIPOC mapping, process sequence mapping, spaghetti mapping and value stream mapping;

  • Implementation of Flow & Pull systems

  • Maintain workflow in a dispersed and remote team;

  • One-minute die exchange;

  • A system for workplace organizations – The 5S system

Day three

Planning and quality control

  • How is quality defined?

  • Variation of special cause and common cause;

  • Exercise: how to calculate the standard deviation;

  • Exercise review;

  • Presentation of the company Case Study;

  • Deploy control charts to monitor business processes in the business of the case study;

  • Data collection and sampling tools;

  • Exercise: construction of a control chart using data from the Case Study company;

  • Exercise review;

  • Calculation of process capability and sigma scores Process improvement

  • Feedback systems to inform improvement activities;

  • Establish priorities for improvement;

  • Exercise: deploy tools and techniques to improve the business;

  • Exercise review

Action plan: explore how to transfer learning to the workplace

Risk management

  • Failure Modes and Effects Analysis (FMEA);

  • Exercise: how to fill in a FMECA matrix;

  • Maintain business continuity in a digitized world

Capacity planning and control

  • What is capacity?

  • Capacity planning and control

  • Measure demand and capacity

  • Alternative capacity plans

  • Choose a capacity planning and monitoring approach

  • Capacity planning as a queue problem

The human side of operations management

  • Understand the drivers of performance;

  • The purpose of performance evaluation;

  • The contributions of industrial psychology to managerial thinking;

  • The key to motivating people at work;

  • Explore alternative approaches to people management;

  • Maintain motivation in remote teams;

  • How to manage the culture, engagement, competence and productivity of the operations team

Task design and work organization

  • What is job design?

  • Key factors to consider when designing operational tasks;

  • How to identify the main professional characteristics of operational roles;

  • Develop guidelines for job redesign;

  • How ergonomics and environmental conditions influence job design

Action plan: transfer learning to the workplace

For more information on this conference, visit



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