Module 1: The Strategic Role of Operations in the Modern Enterprise

• From Craft Production to Strategic Operations
• Operations as a Source of Competitive Advantage
• The Operations Strategy Hierarchy: Corporate, Business, and Functional
• Order Winners, Order Qualifiers, and the Voice of the Customer

Module 2: Operational Excellence as a Strategic Capability

• Productivity, Cost, Quality, and Reliability Focus
• Efficiency Versus Effectiveness Versus Excellence
• Process and System Thinking
• The Pathway to and Sustaining Excellence

Module 3: Aligning Operations with Strategy and Customer Value

• Why Strategy Fails to Reach the Frontline
• Translating Strategy into Operational Reality
• Defining Strategic Priorities and Value Stream Objectives
• Establishing Process Metrics and Assigning Roles

Module 4: Competitive Priorities and the Operations Value Proposition

• The Five Competitive Priorities
• The Trade-Off Model Versus Cumulative Capabilities
• The Sand-Cone Model and Building Capabilities in Sequence
• Focus, Fit, and the Danger of Straddling

Module 5: Diagnosing Process Losses, Bottlenecks, and Systemic Waste

• Delays, Waiting, Rework, and Quality Failures
• Handoff Failures, Bottlenecks, and Overprocessing
• SIPOC and Framing the Critical Process
• Mapping Process Steps and Identifying Value

Module 6: Mapping Value Streams and End-to-End Process Architecture

• Value Streams as the Unit of Improvement
• Reading and Building a Value Stream Map
• Process Architecture and the Enterprise Process Model
• Metrics of Flow: Lead Time, Cycle Time, and Value-Added Ratio

Module 7: Integrating Lean, Six Sigma, TPM, TOC, and Process Management

• Lean: The Eight Wastes, Flow, and Pull
• Six Sigma: Variation, DMAIC, and Process Capability
• TPM and Asset Reliability
• Theory of Constraints and the Five Focusing Steps

Module 8: Improving Flow, Reliability, Productivity, and Quality

• Value Stream Analysis in Practice
• Identifying Flow Barriers and Wastes
• Standard Work, Visual Management, and Daily Management
• Reliability, Losses, and Overall Equipment Effectiveness

Module 9: Building Operational Dashboards and Tiered Governance

• Selecting the Right Dimensions and SQDCP Balance
• Leading Versus Lagging Indicators
• Avoiding Bad KPIs and Vanity Metrics
• Visual Dashboard Best Practices

Module 10: Managing Capacity, Inventory, and Supply Chain Operations

• Demand Forecasting and Capacity Planning
• Inventory Types, Costs, and Control Models
• Sales and Operations Planning
• Managing Variability, Queues, and Buffers