Process Management 2600-DSMz2ZOP

LECTURES:
1. The essence and conditions of operational management:
• The concept and essence of operational activity
• The essence of operational management
• Principles of operational management and business design
2. Architecture of the organization management system:
• The essence of organizational architecture
• Operation architecture;
• Information architecture
• Social architecture
• Organizational architecture
• Financial architecture
• Shaping the architecture of the organization
3. The essence and application of the balanced scorecard in operational management:
• The essence of the balanced scorecard method
• Planes of organization analysis
• Stages of procedure in the BSC method
• Implementation of an organization system based on the BSC method
4. Methods of slimming the organization and reducing management structures:
• The essence of organizational weight loss methods
• Organizational slimming and process management
• Lean management
• Outsourcing
• Business process reengineering (BPR)
• Benchmarking
5. Methods of systemic production and supply control:
• Just-in-time
• Kanban
• Production and delivery control in the logistics chain
6. The essence and conditions of time management:
• The essence of time management
• Principles and methods of time management
• Time-based management as an organization design tool
7. Total quality management:
• The essence of comprehensive quality management
• Tools and systems supporting TQM
• The concept of kaizen in quality management

EXERCISES:
1. Introduction to Operations Management:
• Discussion of the program, the method of conducting classes and the rules of passing
• Scope of operational management
• Specificity of operational management in various types of organizations and industries
2. Process management:
• The concept of a system
• The concept of process
• Relationships between processes in systems
• Components of processes
3. Organizational processes and project management:
• Programs and projects
• Work breakdown structure (WBS)
• Planning of project works: Gantt chart, cost estimate, material and financial schedule
• Methods of optimizing the costs of project activities
• Project risk: ACAT model (Avoid, Control, Accept, Transfer)
4. Identifying processes in the organization:
• Setting the purpose of processes
• Internal and external conditions of processes;
• Process decomposition;
• Management by objectives (MBO)
• Process owners, process indicators
5. Changes in the organization's operational strategy:
• Dimensions of organizational competitiveness
• Organizational operational excellence model – sand cone model
• Ability to meet diverse customer requirements: trade-off and trade-up relationships
6. Analysis and evaluation of processes in the organization:
• Process diagram, processes and organizational structures
• Graphical presentation of processes: business process modelling notation (BPMN), business process execution language (BPEL)
• Value added analysis
7. Production management and process limitations:
• The concept of bottlenecks in processes: bottleneck, theory of constraints (TOC), J. Little's law
• Method of planning and optimizing the production process: optimized production technology (OPT), drum - buffer - rope method, queuing theory.
8. Inventory management of product groups:
• Fixed batch size (fixed order quantity, FOQ)
• Economic order quantity (EOQ)
• Costs of replenishing and maintaining stocks, stocktaking)
9. Systems for controlling the company's operational activities:
• Push production system, pull production system, just in time
• Planning and control systems in operational management
• Production scheduling and calculation of supply volumes, kanban
• Total preventive maintenance (TPM)
• Minimization of production changeover times (SMED method)
10. Supply chain in the organization:
• Analysis of the relationships between individual links in the supply chain
• The importance of information flow
• The role of cooperation between departments and enterprises in the supply chain
11. Quality documentation in the organization:
• Quality management system procedures
• Development of a map of the organization's processes implementing a management system compliant with the ISO 9001 standard
• Development of a complete procedure for the indicated process
12. Basic quality management tools:
• Six Sigma
• Pareto-Lorenz diagram
• Ishikawa cause and effect diagram (fishbone diagram)
• Shewhart control charts
13. Instruments for measuring service quality:
• SERVQUAL method
• Critical events method (CIT)
• Mystery shopping
• Customer satisfaction index (CSI) method
14. Redesigning processes and value streams:
• PDCA improvement cycle
• "Lean" management
• Radical process redesign: business process reengineering (BPR)
• Benchmarking.
15. Improving processes in the organization based on the kaizen methodology:
• The concept of kaizen
• Kaizen and innovation
• Effects of implementing kaizen in the organization
• 5W2H
• 5S campaign
• 7 types of production losses (7M)