EMAGISTER CUM LAUDE
EMAGISTER CUM LAUDE
London Business Training & Consulting

Operations Strategy - Level 1

5.0 excellent 2 opinions
London Business Training & Consulting
À London (England)
  • London Business Training & Consulting

2965 
HT
*Prix indicatif
Montant original en GBP :
£UK 2675
FORMATION À LA UNE

Infos importantes

Typologie Short course
Lieu London (England)
Durée 1 Week
Début 01/04/2019
autres dates
  • Short course
  • London (England)
  • Durée:
    1 Week
  • Début:
    01/04/2019
    autres dates
Description

Emagister recently added a new course in Operations Strategy!

Thanks to this programme, divided in two levels, you will be able to understand: the meaning of operations strategy and how to judge the performance of operations!

Also, you will have a broad approach to assessing operations performance at a societal level that uses the ‘triple bottom line’ to judge an operation’s social, environmental and economic impact.

In addition, through this course, you will discover how operations performance can be judged in terms of how it affects an organization’s ability to achieve its overall strategy and how performance levels can be reached by focusing on a limited set of objectives and exploiting the trade-offs between objectives.

Some ‘new approaches’ to operations and the extent to which they can be seen as ‘strategic’, as well as how they fit into operations strategy, will be given to you during your Operations Strategy - Level 1 course.

Do you want to get to know more about this short course? Contact Emagister.co.uk now!

Infos importantes
Cette formation est-elle faite pour moi?

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 organisation’s sustained success.

Installations (1)
Où et quand
Début Lieu
01 avr. 2019
05 août 2019
09 nov. 2019
London
Seven Pancras Square 7 King’s Boulevard Kings Cross London N1C 4AG, London, England
Voir plan
Début 01 avr. 2019
05 août 2019
09 nov. 2019
Lieu
London
Seven Pancras Square 7 King’s Boulevard Kings Cross London N1C 4AG, London, England
Voir plan

Opinions

5.0
excellent
Évaluation de la formation
97%
Recommandé
4.8
excellent
Évaluation du Centre

Opinions sur cette formation

D
DAVID O
28/05/2018
Le meilleur de la formation: The arrangements were good and so was the delivery.
À améliorer: nothing to improve
Formation effectuée: Mai 2018
Recommanderiez-vous cette centre de formation ?: oui
K
Khalid Al Fahdi
03/05/2018
Le meilleur de la formation: At LBTC, the consultants are wonderful and learning materials are excelent too!
À améliorer: nothing to improve
Formation effectuée: Mai 2018
Recommanderiez-vous cette centre de formation ?: oui
* Opinions recueillies par Emagister et iAgora

Qu'apprend-on avec cette formation ?

Operations Management
Quality
Supply
Purchasing
Planning
Strategic Planning
Teamwork
Strategy Development
Management of Risk
Operational Risk
Quality Training
Trade
Development methodology definition
Development
Operations Strategy

Programme

Developing Resources and Processes for Strategic Impact
  • Why is operations excellence fundamental to strategic impact?
  • What is operations strategy and how is it different from operations management?
  • What is the ‘content’ of operations strategy?
  • The operations strategy matrix
  • What is the ‘process’ of operations strategy?
Operations Performance
  • Operations performance can make or break any organisation
  • Judging operations performance at a societal level
  • Judging operations performance at a strategic level
  • Judging operations performance at an operational level
  • The relative importance of performance objectives changes over time
  • Trade-offs – are they inevitable?
  • Targeting and operations focus
Substitutes for Strategy
  • Fads, fashion and the ‘new’ approaches to operations
  • Total quality management (TQM)
  • Business process reengineering (BPR)
  • Six Sigma
  • Some common threads
Capacity Strategy
  • The overall level of operations capacity
  • The number and size of sites
  • Capacity change
  • Location of capacity
Purchasing and Supply Strategy
  • Do or buy? The vertical integration decision
  • Contracting and relationships
  • Which type of arrangement?
  • Supply network dynamics
  • Managing suppliers over time
  • Purchasing and supply chain risk