Part 2 - Module 4

Bringing business and operational plans into reality.

In this course, learners will define and apply the best techniques to archive operational success. After planning comes execution, and APICS excels at clearly explaining the do's/ and do not's for all Supply Chain Execution. Execution & Control of Operations includes Scheduling Production and Process Operations; Authorizing, Executing and Reporting Systems; Communicating Customer-Supplier Information; Quality and Continuous Improvement Systems; And Evaluating Operations

Objective

ECO focuses on four main topics: execution of operational plans and schedules, control of production work completed and analysis of results, the management of and communication in the workplace, and the importance of utilizing appropriate design principles. The module explains techniques for scheduling and controlling operations within capacity constraints and deals with the execution of quality initiatives, cost management, problem-solving, and optimizing productive resources and continuous improvement activities.

Contents

Section A: Execution of Operations

• Identify the parties involved and responsible for the various planning levels in the manufacturing process

• Identify and describe manufacturing process types and process layouts

• Distinguish the characteristics of batch and flow manufacturing processes

• Distinguish between push and pull approaches to manufacturing process design.

Section B: Scheduling and Authorization

• Describe the scheduling processes for MRP, TOC and lean-based systems

• Describe the input and feedback loop between material and capacity planning and production in pull systems

• Distinguish between the use of scheduling in the push and flow MRP systems

• List the elements to be included in the scheduling in MRP systems

• Provide examples of inputs into the scheduling process in MRP systems

• Describe scheduling techniques in MRP systems (e.g., setback, forward and backward scheduling, load, and sequencing)

• Describe factors that may affect scheduling in MRP systems (e.g., policies, production process design, maintenance requirements)

• List the steps in authorizing work and releasing a work order

• Describe the contents and purpose of a shop packet

• Define a bottleneck in the manufacturing context

• Describe the goals in a TOC approach to scheduling

• List ways to manage bottlenecks

• Outline the components (drum, buffer, rope) and describe their use in a TOC system

• List the steps in TOC scheduling

• List the steps in managing a TOC schedule

• Distinguish between MRP and lean scheduling approaches

• Describe the goals and key elements of a lean scheduling system

• Describe the process of production leveling

• Describe the role of Heijunka scheduling

•  Describe the process for control in MRP-based systems

• Provide examples of control areas and common tools to improve performance in MRP based systems

• Describe the primary focus areas for control in lean-based systems

• Provide examples of control techniques in lean-based systems (e.g., Heijunka scheduling, pace-maker, store, Kanban)

• Describe the use of standards in improving operational control

• Describe the tools used in statistical quality control to assess process performance and capability

• Describe how operations costs are measured and tracked

Section C: Quality, Communication, and Continuous Improvement

• Describe management’s role in implementing quality initiatives within an organization

• Explain how cross-functional teams will work together and use quality tools to analyze and improve processes

• Describe how to correctly use each quality tool and when it’s appropriate

Section D: Design Concepts and Trade-Offs

• Describe the local design principles for creating an efficient production environment.

• Identify the design options and tradeoffs in the design configurations.

• Describe how employee teams can use quality tools and principles to improve the process and product design.

• Explain how an organization can practice good corporate responsibility both locally and globally.

• Describe how relationships with suppliers can be optimized for the long-term.

• Describe how experiments can be designed to measure process variables in the manufacturing environment.

For further information and registration, please email us:

media@cel-consulting.com

CPIM is an APICS certification which is recognized as the international standard for individual assessment in the field of production and inventory management. The CPIM program provides a common basis for individuals and organizations to evaluate their knowledge of this evolving field.

APICS is an international professional organization for operations management. It is the global leader and premier source of the body of knowledge in operations management. Since 1957, APICS has educated more than 100,000 professionals. APICS education and certification programs are recognized worldwide as the standard of professional competence in production and inventory management, operations management and supply chain management.

CEL Consulting presents in Vietnam, Hong Kong, Indonesia and Singapore, is the 1st APICS Authorized Education Provider in Vietnam. CEL philosophy is to deliver practical training with evidence, exercises and case studies drawn from the business. CEL believes that training and people development should be structured to generate tangible value focused on specific business issues.

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Supply Chain & Operations In Emerging Markets 

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