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 process that converts inputs (in the forms of materials, labor, and energy) into outputs (in the form of goods and services)
To perform this function effectively, Operations Managers have a number of responsibilities, for examples:
- 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 characterized 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 the market.
- Planning and 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 as an operations manager.
This course is specially designed for professionals who are involved and manages operation, operational process and for those who want to acquire operational excellence for their organization:
It is not only operations managers or factory managers who run operations, but all managers in all sectors who also run some form of operation for example: Finance Department Manager–invoice processing and other financial transactions, HR Manager–the recruitment process and, if you are responsible for the management of processes then you are an operations manager. This course then is designed for senior managers, middle managers, first line managers and supervisors in all sectors of the economy.
The trainer is an international corporate management trainer and consultant with over 30 years of experience working in the service sector. He has a passion for operational excellence and is an expert in developing and deploying business improvement strategies including Lean and Six Sigma. In the early years of his career, he was a highly successful corporate trainer who led several initiatives to establish world-class corporate training capabilities for his employers. Today, he can draw on that experience when designing, developing and delivering corporate training programs for his international clients. Later in his career, he became an advocate of Quality Management and, therefore, led a number of initiatives to introduce quality management strategies for his employer. This interest resulted in his appointment to a role as General Manager, an appointment he used to demonstrate the many business benefits of adopting quality management and operational excellence strategies. His experience during this time forms the foundation of the case studies he uses today to illustrate quality management and operational excellence strategies during his training programs. The success of his approach was demonstrated when the division he led won several awards, including:
- The Digital Quality Award (1993)
- The Quality Scotland Prize for Business Excellence (1994)
- The Quality Scotland Award for Business Excellence (1996)
His final appointment in his corporate sector career was as Head of Quality Policy & Strategy, a head office role that gave him responsibility for deploying Business Excellence strategies throughout an organization that employed over 86,000 staff. During this period, he launched initiatives that today have resulted in his ex-employer becoming one of the leading practitioners of Lean Six Sigma in the UK.