BIC PRACTICES IN OPERATIONS MANAGEMENT
The course focuses on 15 key objectives that first address how Operations Management interfaces with Supply Chain Management (SCM) and then from the top down move from the Strategic Plan to the Business Plan and then the planning tools as noted above with fundamental exercises and case studies.
Operations Management is the area of management concerned with overseeing, designing, and controlling the process of production and redesigning business operations in the production of goods or services. Regardless if your firm produces products, offers services or a combination of both, utilizing BIC-Best-In-Class practices in Operations Management is the key to survival. It all starts at the top and the age-old adage applies that communication must be clear and effective from the top down, but feedback must also occur from the bottom up. A firm must first have a clearly developed “Strategic Plan” which answers the question: WHAT business(es) do we want to be in? As an example, the YUM corporation who is the parent of the Taco Bell, Pizza Hut, and KFC restaurants decided to move into other offerings and as a result acquired A&W Rootbeer and Long John Silvers. Years later, YUM subsequently sold off these last two divisions. This was due to a change in their Strategic Plan. Next, a “Business Plan” is required which answers the question: HOW do we support the Strategic Plan? Again, considering YUM, prior to being acquired, Long John Silvers was a family run operation based in Lexington, Kentucky. When they got acquired, how they did business drastically changed based on different expectations higher up. For each business unit/division, they will have their own Sales & Operations (S&OP). If a company manufactures furniture, this could be expressed as “families” of tables, “families” of chairs or “families” of beds. It should be a cross-functional approach to coordinate sales (the wants) with operations (the cans). This plan becomes a major input into the Master Production Schedule (MPS) which takes the families down to end items. In the furniture example, families of tables could become large wood tables or medium metal tables. Lastly, Material Requirements Planning (MRP) would transition the end items into components through a process called “explosion.” In our furniture example, each wooden table would require one table top. For each level of planning – S&OP, MPS, and MRP, they would require a capacity check (do we have enough space,
Upon completion of the BIC Practices in Operations Management course, the participant will: •learn how Operations Management interfaces with Supply Chain Management (SCM) •compare and contrast the five key operating environments vs. the five internal delivery strategies •review the Strategic Plan and the role of both vision and mission statements •note the key Business Plan elements how it relates to goal setting •convert the S&OP into Production Plan including the three types of production strategies •transition into the MPS with key grid exercises •incorporate the Bill of Resources into this process with examples •calculate Available-to-Promise (ATP) as part of the MPS process •transition into MRP with key grid exercises •understand the Where-Used and Pegging functions of MRP •review the concept of Firm Planned Orders •note the four step capacity planning process •understand how RRP works with the Strategic and Business Plan •transition RRP into RCCP including key exercises •transition RCCP into CRP including how it supports MRP
Depending on the learning style of the participant, this course is designed to be approximately 15 hours in the e-Learning – virtual classroom. Additionally, at the end of the course – you will take an on-line quiz to make sure you have grasped the key points.
Upon completion of the BIC Practices in Operations Management course, the participant will receive a certificate of completion with 15
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