14-2291-principles topic outline final

7/25/2019 14-2291-Principles Topic Outline Final

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APICS PRINCIPLES OF

OPERATIONS MANAGEMENT

TOPIC OUTLINECONCEPTS AND APPLICATIONS

About this Topic OutlineThis outline details the concepts and applications coved in all five of the APICS Principles of Operations

Management courses. Professionals interested in Principles will find this is a helpful reference and may

use it to identify the course details and topics for each of the five Principles courses. If you have any

questions, please contact APICS Customer Service at [email protected].


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APICS Principles of Operations Management Topic Outline

Concepts and Applications 2 2014 APICS

I. Principles of Inventory Management (PIM)

Session 1: Operation Management Foundations

Define he science and pracice o operaions managemen (OM)

Answer he quesion why OM should be sudied

Describe how odays business rends are driving operaions managemen

Discuss he role o operaions managemen in he organizaion

Define he value-added aciviies perormed by OM

Describe how OM fis ino he organizaion

Describe he uncions perormed by OM

Describe how OM has changed over he decades

Ouline he role o OM and business sraegy

Ideniy how OM conribues o business sraegy

Discuss how businesses can compee wih OM

Deail he en sraegic decisions o OM

Ideniy career opporuniies in he field o OM Perorm an invenory managemen knowledge sel-assessmen

Session 2: Fundamentals of Inventory Management

Define invenory managemen

Define invenory managemen objecives

Describe he differen classes o invenory

Ideniy he differen levels o invenory managemen

Review he characerisics o invenory in he supply chain

Deail he sraegic invenory managemen process

Describe he elemens o an effecive invenory managemen sraegy Balance demand and supply objecives

Conras he conflicing objecives o invenory managemen among markeing/sales,

finance, and operaions

Undersand invenory rade-off decisions

Describe invenory and demand flows

Define supply chain invenory and demand flows

Describe invenory dynamics

Undersand how invenory provides value

Deermine wheher invenory is an asse or a liabiliy

Assess he impac o cash flow and invenory managemen

Advanced Topics

- Trade-off decisions by iem class

- Subclasses o invenory

- Iem numbering


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Session 3: Purpose and Function of Inventory

Explain why companies carry invenory

Define he five uncions o invenory and describe heir use

Describe he purpose o decoupling invenories

Deail he componens o invenory decision making

Use a simple ormula o esimae invenory hroughpu and cycle and pipeline invenories

Define he elemens o invenory cos

Undersand and calculae invenory carrying coss

Define he elemens o manuacuring and purchasing cosing

Calculae he impac o sockou coss on he operaion

Discuss how excess and obsolee invenories affec invenory managemen

Work wih he five basic mehods o invenory valuaion.

Advanced Topics

- Measuring invenory hroughpu

- Cos o prevening a sockou

- Capaciy associaed coss

- Esimaing invenory values

- Calculaing order coss

- Invenory valuaion mehods

Session 4: Inventory Replenishment Management

Explain he basic uncions o saisical invenory managemen

Undersand he difference beween independen and dependen demand

Define he heory o invenory replenishmen managemen

Describe he difference beween coninuous and periodic invenory review

Describe he invenory replenishmen planning process

Define he seven invenory replenishmen mehods

Work wih he order poin invenory ordering mehod

Calculae saey sock

Calculae he order poin

Calculae a periodic invenory order mehod

Calculae he invenory order quaniy

Calculae he economic order quaniy (EOQ)

Review he invenory planning process

Advanced Topics- Normal disribuion diagram

- Characerisics o order poin managemen

- Periodic review exercise

- EOQ exercise


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Session 5: Additional Inventor y Replenishment Techniques

and Inventory Performance

Work wih several advanced invenory managemen echniques

Couner uncerainy in supplier delivery imes

Undersand and perorm planning using ime-phased order poin (TPOP)

Define order quaniies by iem class Work wih financial saemens and invenory

Calculae relevan invenory urnover raios

Define invenory perormance managemen ools

Undersand and work wih ABC invenory conrol

Esablish invenory accuracy ools

Undersand and esablish a cycle couning program

Ideniy odays elecronic invenory daa collecion echnologies

Advanced Topics

- Producion noninsananeous receip

- Producs orders and delivered joinly

- Quaniy discoun

Session 6: Mid-Term Exam

Session 7: Lean Inventory - Concept and Practice

Define he conceps o Jus-in-Time (JIT) and lean and how hey apply o he managemen

o invenories

Describe he evoluion o he lean philosophy and echniques

Define he core principles o lean

Describe in deail he hree major sources o operaions wase

Describe he lean oolki o echniques o comba wase

Differeniae value-added work rom wase

Manage invenory effecively in a lean environmen

Deermine lean lo sizes

Esablish a pull sysem

Calculae he number and work wih kanbans/conainers

Describe he benefis o lean on all levels o he organizaion

Advanced Topics- JIT/lean evoluion

- Ten culural and managerial elemens o lean

- Impac o lo size reducion

- Lean ransormaion roadmap


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Session 8: Fundamentals of Purchasing

Define he purchasing uncion

Ideniy purchasing as a key business uncion

Describe he caegories o purchasing

Deail he sraegic responsibiliies o purchasing

Describe purchasings deailed responsibiliies

Undersand he srucure o he purchasing organizaion

Describe purchasings role wih oher business uncions

Undersand he difference beween cenralized and decenralized purchasing

Describe he buyer/planner concep

Manage he make or buy decision

Creae an effecive purchasing sraegy

Advanced Topics

- Purchasing classificaion exercise

- Financial impac o purchasing

Session 9: Sourcing Strategies

Define he sourcing process

Undersand he difference beween acical and sraegic buying

Deail he seps in making he make or buy decision

Develop a cos avoidance analysis

Conduc an effecive spend analysis

Disinguish beween differen ypes o supplier relaionship

Execue a sole or a muliple supplier sourcing sraegy

Effecively score capabiliies and selec he opimal supplier Work wih differen supplier pricing alernaives

Engage in effecive negoiaions wih a supplier

Undersand he elemens o supplier conrac ormulaion

Consruc a collaboraive program ha engages he supplier in produc design

Define supplier relaionship managemen (SRM)

Advanced Topics

- Cos avoidance analysis

- Spend analysis documens

- Pareo char o percenage by caegory

- Supplier selecion comparison- Purchase quaniy discoun

- Supplier relaionship characerisics


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Session 10: PO Management and Performance Measurement

Define he purchasing managemen process

Manage he procuremen daabase

Deail he various purchase order mehods

Trace he purchase order flow rom requiremens idenificaion o purchase order close-ou

Deermine he iming o purchase order release

Using maerial requiremens planning (MRP), reorder poin (ROP), and kanban sysems

or order release

Esablish a vendor managed invenory (VMI) process

Deermine inbound ransporaion acors

Perorm receiving and order closeou

Review purchase order saus reporing

Review supplier and inernal purchase organizaion perormance

Work wih inernaional sourcing

Explore he impac o he Inerne and compuerized echnologies on procuremen

Advanced Topics

- Supplier raing

- Cos o poor qualiy

- e-SRM services

- e-SRM processing

Session 11: Final Exam


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II. Principles of Operations Planning (POP)

Session 1: Operation Management Foundations


Define he science o operaions managemen

Ideniy he decisions made by operaions managers

Explain how operaions managemen is imporan o boh manuacuring and service uncions


Describe operaions managemens role in supply chain managemen

Provide examples o how operaions managemen is a compeiive weapon

Ideniy career opporuniies in he field o operaions managemen

Perorm an operaions planning sel-assessmen review

Session 2: Planning Foundations

Undersand he basics o business planning

Describe he dynamics o business planning

Undersand he differen levels o planning ha occurs wih a business

Undersand he planning and conrol process model

Describe he eaures o a business plan

Undersand how he differen levels o business planning work wih each oher

Work wih a business planning process model

Develop a business mission/vision

Perorm invesmen planning

Perorm profi planning

Perorm asse and capial planning

Develop business uni sraegies

Describe he componens o a planning archiecure model

Advanced Topics

- Generic compeiive values

- Enerprise invesmen plan

- Profi planning

- Asse/capial planning


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Session 3: Forecasting

Define he orecasing uncion

Review o he hree levels o orecasing

Define demand

Explore he universal principles o orecas managemen

Undersand orecas design and parameer issues

Deail he orecasing process

Deail he benefis o orecas accuracy

Describe he general orecasing echniques and daa sources

Review qualiaive, quaniaive, and causal orecasing echniques

Discuss why orecass ail

Advanced Topics

- Selecion o orecasing models

- Pyramid orecasing

- Deseasonalized orecas

- Forecas rend wih exponenial smoohing (Hols model)

- Forecas rend exrapolaion

Session 4: Demand Management

Define demand managemen

Review he componens o demand managemen

Place demand managemen in he MPC sysem

Evaluae orecas perormance

Use he measures o orecas error

Calculae orecas error

Deermine he MAD and sandard deviaion o orecas error

Calculae orecas bias and racking errors

Define cusomer relaionship managemen

Work wih cusomer order managemen

Define cusomer service managemen

Explore demand managemen echnology ools

Define demand managemen perormance

Advanced Topics

- Tracking signal

- Forecas error exercise- Saey sock calculaion

- Cusomer service gap analysis


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Session 5: Sales and Operations Planning (S&OP)

Define sales and operaions planning (S&OP)

S&OP in he MPC sysem

S&OP deailed planning process

Deermine produc amilies

S&OP planning inpus

S&OP hisorical inpu daa

Summary o S&OP oupus

Undersand he S&OP grid

Work wih he make-o-sock (MTS) S&OP grid

Work wih he make-o-order (MTO) S&OP grid

Implemen he monhly S&OP planning meeing

Define he benefis o S&OP

Session 5: Advanced Topics

- Execuing a S&OP level sraegy

- S&OP producion resource planning


Session 7: Aggregate Operations Planning

Review he deailed S&OP process

Undersand he sales and markeing planning processes

Work wih produc lie cycles and delivery nework srucures

Calculae a S&OP produc amily orecas disaggregaion

Undersand he producion planning process

Deermine producion planning sraegies

Calculae he financial impac o he producion plan

Define resource requiremens planning

Develop capaciy and load profiles

Generae a resource requiremens plan

Undersand he invenory planning process

Calculae a producion plan using an invenory arge

Develop he disribuion plan

Deermine ransporaion, warehouse, and equipmen and labor requiremens

Advanced Topics

- Financial decision workorce coss

- Financial decision invenory coss

- Financial decision oal coss


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Session 8: Master Scheduling Foundations

Define maser scheduling principles and conceps

Undersand he role o maser scheduling in he MPC sysem

Deail he objecives o maser scheduling

Undersand maser scheduling and he manuacuring environmen

Work wih maser scheduling approaches

Deail he inpus o maser scheduling

Review he ineracion beween sales and operaions planning (S&OP) and maser scheduling

Esablish planning bills o maerial

Undersand he maser schedule grid

Work wih he maser schedule grid and demand managemen

Calculae he projeced available balance (PAB) in he maser schedule grid

Calculae ne requiremens in he maser schedule grid

Generae MPS orders

Calculae available-o-promise in he maser schedule grid

Work wih MPS ime ences and zones

Advanced Topics

- Managing he rolling maser schedule

- Cumulaive look ahead ATP

Session 9: Master Scheduling Processes

Define he role o he maser scheduler

Review he causes o maser schedule change

Work wih he maser scheduling managemen process

Work wih he orecas Manage order requess

Undersand he use o ime ences

Undersand ypes o maser schedule orders

Work wih acion messages

Work wih saey sock

Discuss capaciy planning mehods

Define he rough-cu capaciy planning process

Calculae he rough-cu capaciy plan

Deail he perormance elemens o a successul maser schedule.

Advanced Topics- Environmenal characerisics

- Wha is advanced planning and scheduling (APS)?

- Assemble-o-order (ATO) maser scheduling


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Session 10: Operations Systems

Explore he imporance o inormaion echnology

Deail he role o inormaion echnology

Analyze he echnology sraegic riangle

Explore echnology organizaion ramework assumpions

Ouline operaions planning sysem assumpions

Explore how sysem echnology benefis planning

Define enerprise resources planning

Trace he evoluion o ERP sysems

Analyze he componens o odays ERP sysem

Compare ERP and bes o breed sofware soluions

Deail he requiremens or ERP and sysem hinking

Ouline he ERP organizaional mauriy model

Review ERP and enerprise compeiive developmen

Deail he benefis o applying ERP sysems o he managemen o he business.



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III. Principles of Manufacturing Management (PMM)

Session 1: Operations Management Foundations









Perorm a manuacuring managemen sel-assessmen review

Session 2: Introduction to Manufacturing Management

Define manuacuring

Review he componens o manuacuring managemen

Review produc manuacuring choices

Undersand he impac o volume, variey, and lead ime

Explore produc manuacuring choice posiioning

Deail manuacuring process choices

Explore produc and process choice posiioning

Review process layou opions

Explore process layou posiioning

Deail seps or developing a manuacuring sraegy

Ouline manuacuring srucural and inrasrucural choices

Undersand produc profiling Explore bach versus flow and push versus pull manuacuring echniques

Deail job conen and operaor asks

Advanced Topics:

- Produc profiling

- Producion plan issues

- Layou characerisics exercise

- Perormance objecives exercise

- Process selecion uni coss

- Process selecion leas cos


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Session 3: Manufacturing Product Structures

Define he produc srucure

Define he bill o maerial

Define he process rouing

Produc srucure managemen process

Bill o maerial uses

Basic bill o maerial ormas

Achieving bill o maerial accuracy

Define work ceners

Work cener uilizaion and efficiency

Processing ime elemens

Esablishing he process rouing

Manuacuring cos overview

Produc srucure cos developmen

Sandard cos example

Advanced Topics

- Modular bills o maerial

- Engineering change conrol managemen

- Advanced process rouing exercise

- Aciviy based cosing

Session 4: Basics of Material Requirements Planning (MRP)

Undersand he requiremens o plan and make a produc

Define he criical invenory quesion

Define he wo basic order mehods: sock replenishmen and maerial requiremens planning (MRP)

Undersand he difference beween independen and dependen demand

Deail he problems wih sock replenishmen echniques

Compare sock replenishmen and MRP echniques

Undersand he concep o ime phasing

Define MRP

Map he flow o MRP

Deail MRP objecives and uncions

Work wih MRP inpus and oupus

Use bills o maerial, lead ime offseting, and exploding

Work wih he MRP planning grid calculaions

Advanced Topics

- Advanced ime phasing conceps

- Daes and ime-buckes

- Problem o lumpy demand


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Session 5: Managing with MRP

Perorm he MRP BOM explosion process

Define he role o he MRP planner

Undersand he causes o MRP change

Deail he MRP planning process

Define he prerequisies or MRP

Work wih he MRP generaion

Undersand he ypes o MRP supply orders

Deail MRP sysem acion messages

Perorm MRP acion message aciviies

Define MRP perormance policies and mehods

Ideniy MRP problem indicaors

Develop MRP perormance measuremens

Advanced Topics

- Planning or scrap and wase

- Lowe level coding overview

- MRP pegging

- MRP and service order managemen

- MRP in he make-o-order environmen


Session 7: Capacity Planning and Management

Define capaciy managemen

Deail he elemens o capaciy managemen

Undersand he relaionship beween planning and conrolling prioriies and capaciies

Undersand he our levels o capaciy managemen

Define capaciy requiremens planning (CRP)

Undersand he flexibiliy o capaciy and scheduling

Lis he objecives o capaciy planning

Deail he inpus ino capaciy managemen

Describe he seps o effecively managing he capaciy process

Deail o he componens o capaciy managemen

Calculae work cener capaciy

Calculae work cener load Schedule work cener operaions

Manage he load versus capaciy repor

Manage excesses and shorages in capaciy

Advanced Topics

- Calculaing efficiency and uilizaion

- Finie and infinie loading

- Manuacuring environmens and capaciy

- Process flow scheduling


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Session 8: Production Activity Control

Define producion aciviy conrol (PAC)

Deail he goals o producion aciviy conrol (PAC)

Deail he characerisics o PAC sysems

Undersand he linkage beween PAC and he planning sysem

Work wih PAC daabase files

Work wih he major aciviies o he PAC sysem

Deail he manuacuring order release process

Deail PAC scheduling aciviies

Explore PAC scheduling prioriy rules

Deail PAC daa collecion and monioring aciviies

Undersand he purpose o PAC conrol and eedback aciviies

Deail order disposiion and closeou aciviies

Advanced Topics

- PAC conrol and eedback process seps

- Types o manuacuring order

- Characerisics o good PAC perormance measuremen

- Relaionship o PAC wih oher uncions

Session 9: Advanced Scheduling

Deail he wo ypes o scheduling

Define MRP-push sysem and lean-pull sysem scheduling

Define scheduling componens

Work wih MRP-based scheduling inpus

Manage order schedules

Work wih scheduling uncions

Undersand planner order release and scheduling

Use he dispach lis

Deail he seps in he rescheduling process

Resolve schedule conflics

Work wih order saus and work cener load repors

Use operaion overlapping and lo-spliting echniques

Schedule botleneck work ceners

Manage scheduling wih inpu/oupu reporing

Advanced Topics- Producion planners planned order display

- Capaciy check, scheduling, and release

- Theory o consrains (TOC) scheduling


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Session 10: Lean Production Management

Define lean and jus-in-ime (JIT) conceps and pracices

Trace he evoluion o he lean concep

Deail he advanages o implemening lean

Undersand he srucure o lean manuacuring

Define he concep o process wase

Use lean o sandardize manuacuring processes

Explore he elemens o lean hinking

Define employee involvemen and empowermen

Explore he componens o lean producion conceps and pracices

Work wih lean plan layou design

Undersand he basics o he lean producion pull sysem

Define kanban producion echniques

Execue a wo-card kanban producion flow

Undersand he connecion beween MRP and lead scheduling echniques

Use lean o develop he cusomer-ocused organizaion.

Advanced Topics

- Calculaing ak ime

- Calculaing kanban cards

- MRP push-based versus lean pull based sysems



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IV. Principles of Distribution and Logistics (PDL)










Perorm a disribuion and logisics sel-assessmen review

Session 2: Introduction to Distribution and Logistics

Define disribuion managemen

Demonsrae he componens o he supply and disribuion channel

Deail a channel design ree srucure

Describe he various ypes o channel inermediaries

Ideniy he need or disribuion channels

Deail he roles perormed by he disribuion uncion

Define logisics managemen

Describe he uncions o logisics managemen

Explain he componens o logisics operaions

Undersand he concep and pracice o reverse logisics

Deail he componens o an effecive logisics sraegy

Explore he guidelines or creaing a logisics sraegy Undersand he role o he logisics uncion in supply chain managemen

Advanced Topics

- The organizaion o logisics

- The disribuion soring process

- Value-added role o logisics

- Reverse logisics financial workshee


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Session 3: Channel Network Design

Define he aciviies involved in channel nework design

Explain he reasons or supply and disribuion channels

Deail criical channel nework design consideraions

Undersand channel nework design acors

Ouline levels o channel nework dependency

Work wih he channel configuraion atribue marix

Describe several differen channel nework design opions

Compare disribuion nework design opion perormance

Deploy a ramework or channel nework design

Discuss he micro decisions influencing disribuion channel design

Use he acor-raing mehod or channel nework design

Use he cener-o-graviy mehod or channel nework design

Deail channel demand and capaciy.

Advanced Topics

- Global channel aciliies

- Delivery nework aciliaors

- Locaion break-even analysis

Session 4: Inventory Management

Define he invenory managemen uncion

Ideniy he uncions o invenory

Ouline he sraegic invenory managemen process

Undersand he characerisics o invenory in he disribuion channel

Trace channel invenory and demand flows

Ideniy he componens o invenory replenishmen

Describe replenishmen ordering echniques

Undersand he order poin model

Calculae order poin saey sock

Deermine he replenishmen order quaniy

Ideniy he componens o invenory carrying cos

Calculae he EOQ

Work wih minimum/maximum invenory conrols

Deail he replenishmen planning process

Advance Topics- The periodic review sysem

- Normal disribuion diagram

- Measuring invenory perormance

- Calculaion order poins wih supplier lead ime uncerainy

- Cycle couning processing


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Session 5: Distribution Requirements Planning (DRP)

Describe disribuion channel dependencies

Deail Push sysem uncions

Deail Pull sysem uncions

Decide wha o choose: reorder poins or DRP?

Define disribuion requiremens planning (DRP)

Explore ime phasing he hear o DRP

Undersand he DRP planning grid

Calculae he projeced available balance (PAB) and he DRP grid

Calculae ne requiremens and he DRP grid

Review he DRP planned order generaion

Perorm PAB and ne requiremens recalculaion

Explore DRP and he bill o disribuion (BOD)

Ouline he DRP planning process

Perorm a ull DRP calculaion

Advanced Topics

- Fair share allocaion

- Using saey sock in DRP

- Using DRP or logisics capaciy planning

- Developing a warehouse capaciy plan

- Exploring disribuion resources planning (DRP II)

- Session 6: Mid-Term Exam

Session 7: Warehouse Management

Define warehouse managemen

Deail warehouse uncions maerial handling, produc sorage, order managemen,

and inormaion ranser

Describe he differen ypes o warehouse privae, public, conrac, and inransi

Explore he basic objecives o warehousing

Review warehousing sraegic decision componens

Use o hird pary logisics (3PL) service providers in warehousing sraegy

Deail he warehouse operaional managemen process

Discuss he imporance o warehouse work sandards

Describe he warehouse receiving flow

Examine he uncions o warehouse socking aciviies

Illusraing he componens o successul warehouse invenory ransacion managemen Ouline he order picking and shipping flow

Emphasize he imporance o warehouse perormance measuremens

Advanced Topics

- Specialized warehousing services

- Warehouse sraegy seps

- Developing warehouse ime sandards

- Annual physical invenory and cycle couning

- Approaches o measuring logisics perormance


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Session 8: Packaging and Material Handling

Define warehouse design and layou objecives

Deermine warehouse size and capaciy

Describe basic warehouse layous

Undersand warehouse layou developmen

Deail warehouse design layou principles

Lis he key principles o maerials handling

Classiy he ypes o sorage sysems

Ouline large-iem or large-volume produc sorage

Review small-iem or low-volume produc sorage

Review auomaed sorage sysems

Discuss socking invenory in warehouse locaions

Describe dock maerials handling equipmen

Describe mobile maerials handling equipmen

Define he role o packaging and uniizaion

Lis he key drivers o warehouse auomaion Deail he componens o warehouse auomaion

Advanced Topics

- Cube uilizaion and accessibiliy

- The cross-docking warehouse

- Advanced dock door managemen

- Warehouse space calculaion

- Shipping conainers

- Environmenal impac o packaging

Session 9: Transportation Management

Define ransporaion managemen

Undersand he undamenal principles o ransporaion

Deail he principles o ransporaion operaions

Describe ransporaion paricipans

Ouline he load ranspor aspecs o ransporaion services

Ouline he produc sorage aspecs o ransporaion services

Explain he relaionship o ransporaion o oher business uncions

Classiy he modes o ransporaion: moor railroad, air, waer, pipelines, and inermodal

Describe he ypes o ransporaion carriers

Define he uncions and impac on ransporaion o hird-pary logisics (3PLs) Ouline he various orms o logisics ousourcing models

Deail he challenges acing odays ransporaion indusry

Advanced Topics

- Privae flee managemen

- Choosing a logisics service provider (LSP)

- Advanages and risks o a logisics service provider (LSP)


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Session 10: Transportation Operations

Describe he principles o ransporaion operaions

Review he role o ransporaion adminisraion

Deail he ypes o ransporaion risk

Ouline he componens o he ransporaion managemen process

Classiy he elemens o ransporaion cos

Review he deail componens o ransporaion cos

Undersanding ransporaion raes and pricing

Explain domesic ransporaion erms o sale

Deail he seps in ransporaion mode selecion

Deail he seps in ransporaion carrier selecion

Review ransporaion rouing and scheduling uncions

Review ransporaion documenaion and pos-shipmen processing

Ouline ransporaion perormance managemen

Define ransporaion managemen echnologies

Advanced Topics

- Transporaion risk miigaion - mehodology

- Transporaion raes and pricing

- Transporaion rae negoiaion

- Transporaion conrac esimaing

- Inernaional erms o sale



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V. Principles of Managing Operations (PMO)


Define he science and pracice o operaions managemen (OM)

Answer he quesion why OM should be sudied



Define he value-added aciviies perormed by OM

Describe how OM fis ino he organizaion

Describe he uncions perormed by OM

Describe how OM has changed over he decades

Ouline he role o OM and business sraegy

Ideniy how OM conribues o business sraegy

Discuss how businesses can compee wih OM

Deail he en sraegic decisions o OM

Ideniy career opporuniies in he field o OM Perorm a managing operaions knowledge sel-assessmen

Session 2: Operations and Processes

Define organizaion, operaions, and processes

Define a process

Deail he flow o a process

Undersand he difference beween producs and services

Define an operaion

Deermine he difference beween processes and operaions

Discuss he relaionship o processes and he cusomer Review he place o differen ypes o cusomers in he supply chain

Ideniy cusomer wans and needs

Mach cusomer wans and needs wih process soluions

Deail he scope o process managemen

Undersand he organizaion as a nework o uncional processes

Map he process-driven organizaion

Explain eam-based process neworking

Describe he sraegic impac o processes and operaions

Ouline and work wih he our Vs o processes

Advanced Topics- Evoluion o process and operaions managemen

- The hree levels o processes and operaions


23/27



Session 3: Project Management

Define projec managemen

Lis he componens o a projec

Describe he our objecives o a projec

Deail projec goals dynamics

Conras managing ongoing operaions and projec managemen

Ouline he projec managemen sysem

Define he phases o he projec managemen lie cycle

Review he projec posiioning phase

Review he iniiaion and planning phase

Review projec human resource managemen, roles, and responsibiliies

Consruc a projec schedule

Review he execuion and conrol phase

Review he compleion phase

Undersand he Gant char

Plan projecs wih CPM and PERT Work wih CPM and PERT scheduling examples

Advanced Topics

- Conras ongoing operaions and projecs

- Review EVM Gant char and spreadshee

- Manage projec risk

- Perorm an AON criical pah mehod (CPM) nework schedule exercise

Session 4: Product Design and Development

Describe he lie cycle o producs

Deail he drivers o new produc developmen

Undersand he principles o produc developmen

Describe he produc design organizaional srucure

Review he changing paradigms in produc design developmen

Explore he seps linking produc design and processes

Work wih he produc design process flow

Perorm a break-even analysis

Perorm a make or buy analysis

Define qualiy uncional deploymen (QFD)

Explore he House o Qualiy

Explore he our Houses o Qualiy Deail produc design echniques

Review service design and developmen

Advance Topics

- Build a new produc base-case financial model

- Explore he Taguchi loss uncion


24/27



Session 5: Process Design Strategies

Define process design

Deail he acors influencing process design

Describe he differen process choices

Ouline ransormaion process ypes

Perorm process design core design srucure

Deermine he cos equalizaion poin (CEP)

Inerpre he cos equalizaion poin (CEP) graphic

Define process layou design

Deail he acors driving process layou design

Lis he various process layou opions

Posiion process choices wih layou choices

Describe hybrid process layous

Invesigae producion cells

Maximize process layou efficiency

Advanced Topics

- Litles Law and process design

- Types o processing equipmen

- Impac o auomaion on processes

- Processing equipmen sysems

- Producion echnology sysems



25/27



Session 7: Total Quality Management

Define qualiy

Discuss why qualiy has become so imporan

Deail he dimension o qualiy

Review he elemens o he cos o qualiy

Discuss he hidden coss o poor qualiy

Inerpre he cos o qualiy graphs

Define oal qualiy managemen (TQM)

Review he qualiy managemen hough leaders

Ouline TQM and sraegy

Deermine he TQM program

Define qualiy conrol

Define coninuous improvemen

Define process managemen

Describe he elemens o design or qualiy

Review he elemens o employee involvemen in qualiy managemen Posiion lean process managemen and TQM

Ouline he componens o he TQM ool ki

Advanced Topics

- Qualiy hough leaders key saemens

- Measuring qualiy coss

- Measuring produc yield and cos

- Qualiy produciviy raio (QPR)

Session 8: Statistical Quality Control

Define saisical qualiy conrol (SQC)

Review he saisical qualiy conrol sysem

Deail he hree sages o saisical qualiy conrol

Undersand he differen ypes o qualiy problems

Explore he range o qualiy problems

Undersand process variance

Describe he paterns o variabiliy

Review process capabiliy raio and index calculaions

Define saisical process conrol (SPC)

Define inspecion

Review he basics o inspecion Review sampling echniques

Develop a sample plan

Undersand how o work wih x-bar and p-conrol chars

Define six sigma qualiy managemen

Advanced Topics

- Probabiliy o process error

- Consrucing an R-char

- Consrucing a c-char


26/27



Session 9: Process Improvement and Performance

Define process improvemen

Process improvemen pahs

Process improvemen dynamics

Elemens o process improvemen

Process improvemen mehodologies

Six sigma qualiy

Tools or six sigma qualiy improvemen

Flow chars

Check shees

Hisograms

Cause-and-effec diagrams

Pareo diagrams

Scater diagrams

Conrol chars

Benchmarking Balanced scorecard

Lean kaizen and process improvemen

Susainabiliy and process improvemen

Advanced Topics

- Design o experimens

- A3 problem solving

- Hoshin managemen

- Obsacles o process improvemen


27/27


Session 10: Organizational Management and Performance

Define he objecives o organizaional design

Deail he principles o organizaional design

Lis he values o organizaional design

Design capable organizaions

Guide he organizaion hrough change

Review change managemen sraegies

Deail he eigh seps o change managemen

Undersand he role o change leadership and managemen

Undersand risk erms and conceps

Manage organizaional resiliency

Deail he ools or managing risk

Ouline workplace managemen goals

Review he job characerisics model

Improve job poenial and moivaion

Work wih work measuremens and sandards Perorm a ime sudy calculaion

Perorm a work sampling calculaion

Advanced Topics

- Ideniying organizaional compeencies

- Compeiive power o an organizaion

- FMEA exercise

- Finding a ime sudy sample size

- Deriving a ime sandard rom work sampling


14-2291-principles topic outline final

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