Introduction

The effective management of processes is crucial for production and process-based organizations. Nowadays, if contemporary organizations want to stay competitive, they are urged to think in terms of process-value added to customers/shareholders. Production planning, scheduling activities, and controlling of processes represent essential activities to be performed and monitored by organizations as they implement their key processes, activities, and operations.  In addressing these issues, this course is relevant for those professionals & analysts facing the difficult challenge of improving performance while reducing the costs of those processes for which they are accountable. By combining techniques analysis, problems, and examples with a real case study the course provides delegates with key skills, which are essential in managing and controlling processes/projects in times of increasing global competition.

Objective

• Think in terms of process-value added to customers and shareholders

• Integrate the organization's strategic planning with production planning and scheduling

• Understand the importance of production planning in a wider context of the overall success of the business

• Explore traditional versus innovative production techniques

• Consider the customer relationship with marketing and production

Course Process

We combine theory and practice. Therefore, besides in-class lectures, discussions, and exercises, we use company examples to illustrate how the techniques presented have been applied in real case studies.

Benefits

• Gain the ability to think beyond the accepted production planning processes

• Incorporate cost-saving measures into the organization

• Contribute to implementing change in the organization.

• Reduce costs in the organization.

Results

• Facilitate the elimination of non-value activities and the reduction of costs within the production process

• Contribute to the achievement of breakthrough improvements in competitiveness

• Contribute to implementing change in the organization.

Competencies

• Master techniques for production planning, scheduling, and the control of processes

• Be able to identify the right processes to redesign in terms of added-value

• Confidently contribute to business process improvement

Outlines

Day 1:

Introduction

• The production/operations function and the organization

• Forecasting the requirements

• Linking the production/operations function with marketing and the wider organization environment

• Production/operations management and financial management

• Production/operations management in manufacturing and service environments

Day 2:

The Product of Services

• Marketing and product/service design

• Product/service; variety and value

• Quality

• Reliability

• Product, service, operations, and competitive strategies

Day 3:

The Process

• Production/operating systems design

• Manufacturing systems design

• Method study

• Work measurement

• Controlling quality through measurement

Day 4:

Scheduling and Control

• Operations control

• Forecasting

• Capacity management

• Operations Scheduling

• Inventory management

Day 5:

Managing the Operation

• Purchasing

• Manufacturing planning and control systems

• Production/operations and people management.