Operations Management A-Z: Business Processes and Systems

Course Curriculum

Chapter 1: Introduction to Operations Management

Lecture 1: Cake Charity Chaos 1

Lecture 2: Cake Charity Chaos 2

Lecture 3: Welcome to the Course

Lecture 4: What is Operations Management

Lecture 5: Much Obliged!

Lecture 6: Inputs, Processes and Outputs

Lecture 7: A Simplified Operations / Manufacturing System

Lecture 8: Introduction to Operations Management – Summary

Chapter 2: Operations Strategy & Structure

Lecture 1: Operations Strategy – Introduction

Lecture 2: What is Operations Strategy?

Lecture 3: Relationship between Business and the Functions' Strategy

Lecture 4: Operations Strategy – Big Picture

Lecture 5: Objectives of Operations: External and Internal

Lecture 6: Roses Are Red

Lecture 7: Big Strategic Decisions

Lecture 8: How to Compete, The sliding scale of choices, Kano

Lecture 9: The Kano Model: Relative Importance of Competitive Factors

Lecture 10: The 4Vs: The Dimensions of Operations

Lecture 11: Manufacturing / Operations Process Types: The Product Process Matrix

Lecture 12: Volume vs Variety – Process Characteristics

Lecture 13: Service Process Matrix

Lecture 14: Push-Pull : Operations Strategy Options

Lecture 15: Trade-Off Decisions

Lecture 16: Summary – Operations Strategy

Chapter 3: Inventory Management

Lecture 1: Inventory – Introduction

Lecture 2: What is Inventory?

Lecture 3: Types of Inventory

Lecture 4: Why do we Need Inventory?

Lecture 5: Costs of Inventory

Lecture 6: Basic Inventory Dynamics 1

Lecture 7: Basic Inventory Dynamics 2

Lecture 8: Summary – Inventory

Chapter 4: Forecasting Demand

Lecture 1: Forecasting – Introduction

Lecture 2: What is a Forecast?

Lecture 3: Why do we Need a Forecast?

Lecture 4: What Can Be Forecast?

Lecture 5: Forecasting Methods

Lecture 6: Forecasting – Summary

Chapter 5: Summary Test 1

Chapter 6: Demand & Capacity Management

Lecture 1: Demand & Capacity Management – Introduction

Lecture 2: Soggy Supply, Drenched in Demand (Waterfall / Cups Video)

Lecture 3: What is Demand Management?

Lecture 4: What is Capacity Management?

Lecture 5: Actual vs Theoretical Capacity

Lecture 6: Dangers of Balancing Capacity with Demand

Lecture 7: Causes of Variation in Demand and Capacity

Lecture 8: External Demand Management

Lecture 9: Internal Demand Management

Lecture 10: Milking It

Lecture 11: Changing Capacity: If & How

Lecture 12: Summary – Demand & Capacity Management

Chapter 7: Sales & Operations Planning (S&OP)

Lecture 1: S&OP – Introduction

Lecture 2: What is Sales and Operations Planning? (S&OP)

Lecture 3: Wedding Planner Example

Lecture 4: Sales and Operations Planning (S&OP) Structure & MRP

Lecture 5: Materials Requirements Planning (MRP) Overview

Lecture 6: Master Production Schedule – MPS

Lecture 7: Living on a Prayer – Blooper

Lecture 8: S&OP / MRP and Software Systems

Lecture 9: Enterprise Resource Planning – ERP

Lecture 10: Summary – S&OP

Chapter 8: Scheduling & Planning

Lecture 1: Scheduling and Planning – Introduction

Lecture 2: What is Scheduling?

Lecture 3: What Do Schedulers Do?

Lecture 4: A Scheduling Scenario – Printer

Lecture 5: Scheduling Sequencing Options

Lecture 6: Scheduling Optimisation for Different Objectives

Lecture 7: Production Planning

Lecture 8: Planning / Volume Matrix

Lecture 9: Summary – Scheduling and Planning

Chapter 9: Metrics / KPIs

Lecture 1: Metrics / KPIs & Performance Management – Introduction

Lecture 2: What are Metrics / KPIs?

Lecture 3: Why do we need KPIs?

Lecture 4: Business Perspective of Organisational Performance

Lecture 5: Operations Perspective of Organisational Performance

Lecture 6: Essential Operations Metrics – Key Areas

Lecture 7: Good Metrics

Lecture 8: Summary – Metrics / KPIs & Performance Management

Chapter 10: Business Operations Improvement

Lecture 1: Performance Improvement – Introduction

Lecture 2: What is Operations Improvement?

Lecture 3: Types of Improvement: Continuous vs Breakthrough

Lecture 4: Improving Productivity & Efficiency

Lecture 5: Trade-offs vs Real Improvement : Performance Frontiers

Lecture 6: Most improvement ideas should NOT be done

Lecture 7: Throughput, Inventory & Operating Expense

Lecture 8: What to Improve? : Sales Constrained or Operations Constrained

Lecture 9: What to Improve? – Sales Constrained & the Importance / performance Matrix

Lecture 10: What to Improve? – Operations Constrained

Lecture 11: Prioritization Matrix – Deciding Which Actions to Do

Lecture 12: Local vs System Improvement