Operations Strategy – Level 2

KEY INFORMATION

  • Course Code: OPM101B
  • Duration: 1 week
  • Fee: £2725

COURSE OUTLINE

Process Technology Strategy

  • Process technology should reflect volume and variety
  • The product-process matrix
  • The challenges of information technology (IT)
  • Evaluating process technology

Improvement Strategy

  • Operations improvement
  • Setting the direction
  • Importance-performance mapping
  • Developing operations capabilities
  • Deploying capabilities in the market

Product and Service Development and Organisation

  • Innovation, design and creativity
  • The strategic importance of product and service development
  • Product and service development as a process
  • A market requirements’ perspective on product and service development
  • An operations resources perspective on product and service development

The Process of Operations Strategy – Formulation and Implementation

  • Formulating operations strategy
  • What is the role of alignment?
  • Maintaining alignment over time
  • What analysis is needed for formulation?
  • The challenges to operations strategy formulation
  • How do we know when the formulation process is complete?
  • What is operations strategy implementation?

The Process of Operations Strategy – Monitoring and Control

  • What are the differences between operational and strategic monitoring and control?
  • How is progress towards strategic objectives tracked?
  • How can the monitoring and control process attempt to control risks?
  • How does learning contribute to strategic control?

Target audience

  • Chief operations officers and chief executive officers
  • Operations directors and managers
  • Heads of departments
  • Senior operations executives, officers, and staff
  • Those who wish to gain a comprehensive understanding of the interaction between operational resources and market requirements.
  • Those who wish to transform their companies’ prospects through the way they manage their operations resources strategically, turning their operations capabilities into a formidable asset.
  • Those who wish to use operations strategy as a major source of competitive advantage in for-profit businesses or the route to achieving social welfare in not-for-profit enterprises.
  • Those who appreciate operations strategy as central, ubiquitous and vital to any organization’s sustained success.

Learning outcomes

Upon completion of this course, you will be able to understand:

  • The analytical dimensions for identifying the technical, managerial and ‘operations strategy’ characteristics of the technology.
  • The technology options that exist, ‘why’ potential investments in process technology investments work in practice, and ‘how’ to make such investments work in practice.
  • The risks associated with implementation due to the number of high-profile failures and claims of waste that seem to go hand-in-hand with such investments.
  • The more general issues of how companies can shape the routines that encourage the ongoing developments of their operations.
  • Product and service development as a core issue for operations strategy.
  • The formulation and implementation of the process of operations strategy.
  • The monitoring and control of the process of operations strategy.

WHAT IS INCLUDED:

  • 30 hours of classroom-based training
  • Apple iPad
Program taught in:
English

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Last updated September 22, 2018
This course is Campus based
Start Date
Apr. 8, 2019
Aug. 12, 2019
Duration
Full-time
Price
2,725 GBP
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