Operations Systems Excellence Course

Lesson 1 • Defining Operations Systems

Establishes the core definition of an operations system and its boundaries. Connects system thinking to real-world operational environments.

Lesson 2 • Operations Performance Dimensions

Introduces the five classic performance objectives: quality, speed, dependability, flexibility, and cost. Links each dimension to measurable operational outcomes.

Lesson 3 • Systems Thinking in Operations

Applies systems thinking principles to diagnose operational problems holistically. Prepares students to avoid siloed analysis in later chapters.

Lesson 1 • Identifying Process Steps and Flows

Teaches how to decompose a process into discrete steps and trace material or information flows. Builds the analytical foundation for waste identification.

Lesson 2 • Measuring Process Performance

Introduces cycle time, throughput, and utilisation as core process metrics. Connects measurement to the performance objectives introduced in Chapter 1.

Lesson 3 • Detecting Waste and Bottlenecks

Applies the seven classic waste categories to mapped processes and locates bottleneck constraints. Prepares students for improvement work in later chapters.

Lesson 4 • Process Documentation and Governance

Establishes standards for maintaining, versioning, and governing process documentation. Ensures maps remain accurate and actionable over time.

Lesson 1 • Statistical Process Control

Teaches control charts and process capability analysis to monitor and maintain process stability. Connects statistical signals to operational decision-making.

Lesson 2 • Root Cause Analysis Methods

Covers structured techniques for identifying the true causes of quality failures. Builds on waste analysis from Chapter 2 to drive targeted corrective action.

Lesson 3 • Quality Assurance vs. Quality Control

Distinguishes proactive assurance activities from reactive control inspections. Guides students in designing balanced quality systems.

Lesson 4 • Building a Quality Management System

Integrates quality principles, tools, and governance into a cohesive management system. Prepares students to align quality systems with broader operational strategy.

Lesson 1 • Demand Forecasting Techniques

Covers quantitative and qualitative forecasting methods to anticipate customer demand. Accurate forecasting underpins all inventory and capacity decisions.

Lesson 2 • Supplier Relationship Management

Develops skills for evaluating, selecting, and managing supplier performance. Strong supplier relationships reduce supply chain risk and improve quality.

Lesson 3 • Supply Chain Structure and Strategy

Maps the end-to-end supply chain and aligns its design with competitive strategy. Builds on systems thinking from Chapter 1 to view supply chains holistically.

Lesson 4 • Supply Chain Risk and Resilience

Identifies sources of supply chain disruption and builds strategies for resilience. Prepares students to design systems that recover quickly from shocks.

Lesson 1 • Lean Philosophy and Principles

Establishes the five lean principles and their philosophical roots in respect for people and continuous improvement. Frames lean as a management system, not just a toolkit.

Lesson 2 • 5S and Visual Management

Implements 5S workplace organisation and visual controls to sustain operational standards. Visual management makes abnormalities immediately visible to all staff.

Lesson 3 • Flow and Pull Systems

Teaches one-piece flow, pull production, and kanban systems to eliminate overproduction. Connects flow design to inventory reduction and lead time compression.

Lesson 4 • Standard Work and Error Proofing

Develops standard work documents and poka-yoke devices to lock in improvements and prevent defects. Integrates lean tools with quality management from Chapter 3.

Lesson 1 • Master Scheduling and MRP

Introduces master production scheduling and material requirements planning logic. Translates aggregate plans into detailed resource and material schedules.

Lesson 2 • Capacity Concepts and Measurement

Defines design, effective, and actual capacity and explains how each is measured. Establishes the vocabulary for all capacity planning decisions.

Lesson 3 • Aggregate Planning Methods

Teaches chase, level, and mixed aggregate planning strategies to balance workforce and output. Connects aggregate plans to inventory and supply chain decisions.

Lesson 4 • Short-Term Scheduling Techniques

Applies priority rules and sequencing methods to optimise daily job scheduling. Reduces tardiness and idle time in production and service environments.

Lesson 1 • Performance Measurement Frameworks

Introduces balanced scorecard, OEE, and other multi-dimensional frameworks for measuring operations. Connects measurement design to the performance objectives from Chapter 1.

Lesson 2 • Data Collection and Integrity

Covers methods for collecting reliable operational data and ensuring its integrity. Accurate data is the prerequisite for all analysis and improvement work.

Lesson 3 • Designing Effective KPIs

Teaches criteria for designing KPIs that are specific, measurable, and actionable. Poor KPI design is identified as a root cause of misaligned operational behaviour.

Lesson 4 • Using Metrics to Drive Improvement

Applies performance data to identify gaps, set targets, and trigger improvement cycles. Closes the loop between measurement and the lean and quality tools from earlier chapters.

Lesson 1 • Managing Operational Change

Applies change management principles to operational improvement initiatives. Addresses resistance, communication, and stakeholder engagement as critical success factors.

Lesson 2 • Continuous Improvement Methodologies

Compares PDCA, DMAIC, and kaizen as structured improvement methodologies. Selects the right methodology based on problem complexity and organisational context.

Lesson 3 • Strategic Operations Review and Renewal

Establishes a cadence for reviewing and renewing operational strategy in response to market shifts. Ensures the operations system remains aligned as business conditions evolve.

Lesson 4 • Building an Improvement Culture

Identifies the leadership behaviours and organisational conditions that sustain continuous improvement. Culture is positioned as the multiplier of all technical improvement tools.