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Description:

This is a bundled training package. It contains training for each of the bundled items below:

Course Price
Operations Management and the Organization $74.95
Operations Management: Product and Service Management $74.95
Operations and Supply Chain Management $74.95
Operations Management: Inventory Management $74.95
Operations Management: Forecasting and Capacity Planning $74.95
Operations Management: Operations Scheduling $74.95
Operations Management: Management of Quality $74.95
Operations Management: Facilities Planning and Management $74.95

Bundle Price: $289.00
Total Savings: $310.60


Operations Management and the Organization

Operations management plays a vital role in producing and delivering goods and services to customers. It involves designing, planning, directing, and controlling the organization's resources and processes required to transform capital, skills, and materials into products and services. It is important that any operations strategy be aligned with the overall organizational business strategy for its success. This course intends to help learners gain a basic understanding of the key concepts, functions, and goals of operations management in the services and manufacturing sectors. It introduces key functions that are part of operations in every organization and decisions associated with them. This course also walks you through some characteristics of operations strategies and different types of transformations of inputs into goods and services in a variety of industries.
  • match key functional areas of operations with the type of decisions they are typically involved in
  • identify key differences between service and manufacturing organizations
  • match each phase of the process used to formulate organizational strategy with actions typically performed at that phase
  • identify characteristics of manufacturing and service operations strategies
  • categorize different types of transformation

Operations Management: Product and Service Management

Product and service management is the process of designing, creating, and maintaining a product or service through all stages of its lifecycle. It involves a wide range of operations, marketing, and sales related activities. These activities encompass the entire range of product life cycle – from the conception of a new product or service idea, to its design and launch, and later through its growth, maturity, and decline stages. Operations aspects of product management are very vital to the success of new and existing products and services. Every organization conducts product management activities, whether knowingly or unknowingly, that integrate operations, marketing, and sales functions to deliver desired products and services to customers. This course provides a broad overview of the product and service management functions from an operations management perspective. More specifically, it walks you through the phases of product life-cycle and stages of new product development. This course also introduces some examples of strategies for managing existing and mature products and services.
  • match phases of the product life cycle to actions that should be taken at each phase
  • sequence the stages of the new product development process
  • match current best practices in new product development with their description
  • match strategies used to manage existing and mature products and services with examples of the ways they are used

Operations and Supply Chain Management

The supply chain is a network of operations running across an organization, which are needed to design, make, deliver, and service products or services for customers. Production, inventory, location, transportation, and information are performance drivers that can be managed to produce the capabilities for a given supply chain. As a part of their overall strategy, organizations also employ many supply chain strategies to survive and compete in a dynamic and competitive marketplace. However, it is also essential from an organization's point of view to use effective performance measures to ensure continuous improvement of the supply chain and also to set directions of its current supply chain strategies. This course provides a basic understanding of supply chain management in manufacturing and service organizations. Key characteristics of common supply chain strategies and criteria for their selection are also presented. This course also introduces key performance metrics for supply chain management.
  • sequence the components of the supply chain
  • identify the key drivers of supply chain management
  • identify the characteristics of supply chain management in service organizations
  • match supply chain strategies of service organizations with their key characteristics
  • identify criteria for selecting and combining different supply chain strategies
  • match supply chain areas with key indicators of their performance

Operations Management: Inventory Management

Inventories include an organization's raw materials, work in process, supplies used in operations, and finished goods. A major part of organization's capital and costs are involved in maintaining and managing inventories. Consequently, organizations work to achieve an ideal size of inventory to reduce costs and improve the bottom line while ensuring their ability to make products and services available to their customers. Although inventory management is commonly associated with the manufacturing sector, many of its concepts and tools can also be applied to the service industry. This course deals with the key aspects of inventory management in a manufacturing or a service organization. It walks the learner through the valuation of inventories and the most common costs associated with ordering and holding inventories. The course also covers how to determine an economic order quantity and the reorder point for inventories. Finally, the course provides a basic overview of some common inventory management systems such as, material resource planning and just-in-time management.
  • match types of inventory with their description
  • identify key characteristics and challenges of inventory management in service organizations
  • match inventory valuation methods with their descriptions
  • classify examples of inventory costs as being procurement, holding, or stock-out costs
  • calculate the economic order quantity and the reorder point in a given inventory management scenario
  • identify key characteristics of ABC analysis, MRP, ERP, and JIT

Operations Management: Forecasting and Capacity Planning

Customer demand for products and services changes constantly. Forecasting and capacity planning ensure that resource are managed so that customer demand is met in the right amount, at the right time, with the right quality. Demand forecasting helps companies determine the supply of products and services needed to meet customer demand. When the supply requirements are known, an organization can focus on ensuring the availability of appropriate levels of material, workforce, facilities, and financial resources to produce the desired products and services. Any adjustments to the overall capacity of operations are made based on long-range customer demand forecasts and the organization's current capacity to meet them. This course explores the basic concepts related to demand forecasting and capacity planning. It discusses the key characteristics of various demand patterns and the four major demand forecasting variables. It walks you through the typical demand forecasting process applied in manufacturing and service organizations. Finally, the course recognizes the advantages of effective capacity management and explains some basic strategies to manage an organization's capacity.
  • match customer demand trends with the patterns that illustrate them
  • identify the major demand forecasting variables
  • recognize key concepts related to various demand forecasting models and methods
  • sequence the stages in the demand forecasting process
  • recognize the characteristics of strategies used to manage capacity

Operations Management: Operations Scheduling

Operations scheduling involves the distribution and use of an organization’s resources – in other words, its human resources, equipment, and facilities – to produce the goods and services needed to meet forecasted customer demand. Two important activities within the scheduling function are loading and sequencing. Loading means assigning production-related work to appropriate organizational resources. Sequencing establishes the order for performing the work needed to meet production priorities and targets. These scheduling activities enable operations managers to optimize the use of organizational resources during production. This course presents basic concepts about scheduling in both manufacturing and service organizations. It walks you through the main objectives, benefits, and levels of scheduling. Using the example of staff scheduling in a service situation, it explores the practical considerations of scheduling. The course also discusses two approaches to loading work centers and helps you understand how to use various sequencing rules to schedule work orders.
  • identify the main objectives of scheduling
  • identify the key areas with which each level of scheduling is concerned
  • identify the main challenges of scheduling of staff in a service environment
  • calculate the minimum number of employees needed daily and weekly in a given service related scenario
  • match approaches to loading work centers with their characteristics
  • sequence jobs using a variety of sequencing rules

Operations Management: Management of Quality

Quality means different things to different people, organizations, and industries. However, according to quality guru Joseph Juran, quality means "fitness for use," and another quality guru, Philip Crosby, puts it as "conformance to customer requirements." These two important aspects are common to most definitions of quality. Management of quality is critical to two important goals of operations – producing products and services to customers' satisfaction, and helping the organization achieve its financial goals. Operations managers set out performance objectives to achieve these goals and measure the organization's quality-related performance against those objectives. A variety of best practice principles, tools, and techniques are used to manage and control quality to achieve performance objectives and meet organizational goals. This course helps learners gain a basic understanding of quality and its management in a service or manufacturing organization. The course introduces key quality performance objectives and their measures and identifies some quality management principles and how they help organizations achieve their quality-related goals. Finally, the course discusses quality management activities that are typically carried out at each phase in an organization's operations.
  • identify the key differences between quality in manufacturing and service operations
  • match quality performance objectives with indicators that are normally used as their measure
  • identify quality management principles
  • match phases of the transformation model with quality management activities that are typically carried out at each phase

Operations Management: Facilities Planning and Management

Managing facilities plays an important role in integrating employees, work processes, and work locations with an organization's production system. This integration is essential to productivity and customer-focused production. Decisions about facility location must consider access to customers, resources, and utilities. Layout of facilities is determined by the nature of the organization, its production system, and the processes used for creating its products or services. When choosing the location and layout of a facility, service facility managers must be mindful of how products or services are delivered, so that customers leave with a great experience. This course introduces the goals, processes, and strategic considerations of facilities management and discusses what to consider when selecting a facility's location. Examples of different facility layouts are included. Additionally, it examines the specific factors to consider when planning and managing facilities for service organizations.
  • recognize examples of internal and external customers of facilities management
  • identify the definition of churn
  • match types of organizations with their typical facilities management style
  • sequence the process to develop a strategic plan for facilities management
  • identify the most common factors to consider when deciding the location for a facility
  • recognize examples of Fixed Position, Process-oriented, and Production-oriented layouts
  • identify the major factors influencing general area location and particular site location planning decisions in service organizations
  • identify the key environmental factors that should be kept in consideration when planning layout in services environment
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Operations Management e-learning bundle
  • Course ID:
    271457
  • Duration:
    n/a
  • Price:
    $289