2. Operational Excellence A company that has achieved operational excellence is one which:  continually does better than its competitors by ensuring that it can always deliver the right quality product, on time, at the right price  focuses on profitability and growth to improve the quality of life for all stakeholders  develops empowered and motivated employees who are able to continually improve the way they work so as to win orders.

3. PROFIT = INCOME – COSTS Profit Formula

4. What customers want COST QUALITY AVAILABILITY FLEXIBILITY SERVICE What customers want

5. Sam Walton Quote “The external customer is the only boss because he can fire everybody in the company from the chairman down, simply by spending his money somewhere else.” Sam Walton Wal-Mart Stores

7. Globalisation Knowledge work [a shift in the definition of ‘jobs’] Information overload Skill shortages [the war on talent] More demanding customers [they want: better, more, faster, different] Impact of technology 7

8. The shift from domestic to global competition The shift from manpower to techno-power The shift from company-led to consumer-driven market forces The shift from manufacturing to service-dominated economies The demographic transformation of the work force and the resulting shifts in employer/employee relations These events have turned ‘a once predictable landscape into a place where constant instability is the only uncertainty’. 8

9.  The replenishment cycle is defined in the diagram below: Seven rules are defined for managing the replenishment cycle in SABMiller, as listed below and discussed on the following pages: 1.Manage and optimise the performance of the value chain as an integrated unit 2.Maximise visibility along the supply chain 3.Reduce the replenishment cycle 4.Match replenishment processes to forecast accuracy (demand driven) 5.Adhere to plan on short planning horizons 6.Balance flows not capacity 7.Reduce Inventory to increase responsiveness

10.  The design, execution, and control of operations that convert resources into desired goods and services, and implement a company's business strategy.  the set of activities that creates value in the form of goods and services by transforming inputs into outputs

11.  This course aims to develop knowledge, understanding and skills in Operations Management.  The modules cover the relevant fundamental theory and practices for these key functions and gives an insight into the diversity of the functions and what the key issues and concerns are related to strategy, design, planning and control and improvement.

12. Upon completion of this course, students will be able to analytically evaluate:  Explore the nature and significance of Operations Management as an organizational practice  Review the role and typical responsibilities of the Operations Manager  Analyze key theories relevant to Operations and Apply them in various contexts  Assess the impact of Organizational pressures and other external forces on the Operations Management function (including understanding the pressures for ethical and sustainable behaviors).  Imagine/Generate/Design innovation management in this context.  Identify potential job roles and Synthesize information garnered from this module for application in those roles.  Assess the opportunities for sustainability and ethical decisions along the value chain and adequately prepare to make the right decisions.

13. Upon completion of this course students will be able to:  analyze and critique contemporary issues in operations and supply chain management  apply relevant operations and supply chain management theories and models to a range of organizational contexts Transferable skills:  communicate effectively  work within a team

14.  INTRODUCTION AND OVERVIEW  HERITAGE & EVOLUTION OF OM  DESIGN TO EXECUTION – THE TRANSFORMATION PROCESS  PROCESS AND CAPACITY DESIGN  LOCATION SELECTION AND LAYOUT DESIGN  HUMAN RESOURCE MANAGEMENT AND JOB DESIGN  SUPPLY CHAINS – PLANNING, INVENTORIES AND SCHEDULING  QUALITY MANAGEMENT  MAINTENANCE  KEY PERFORMANCE INDICATORS, BENCHMARKING & OPERATIONAL EXCELLENCE  ETHICS AND SUSTAINABILITY IN MANAGING OPERATIONS

15. Main Text  Heizer Jay; Render Barry, Rajashekhar Jagadeesh (2009), Operations Management, Ninth Edition, Pearson Supplementary Text:  Additional readings would be given in class

17. Conduct that shall not be tolerated include, but not limited to the following:  Absenteeism, Lateness and unwarranted walkouts.  Using a mobile phone or allowing your phone or alarm set to ring while class is in session and using a computer in class for browsing or for purposes other than authorized class exercises.  Eating in class  Late submission of assignment  Academic Dishonesty

18. OPERATIONS MANAGERS OR ANYBODY BEING TRAINED TO RUN ESPECIALLY A WORLD CLASS OPERATION DOES NOT REQUIRE A SET OF RULES TO DO WHAT IS RIGHT, THESE PEOPLE ARE WIRED IN A WAY THAT JUST SMACKS OF EXCELLENCE. THEY ARE THE BENCHMARK

20. When an Organisation is viewed as one integrated system, all the blocks in the system learn to understand how to work together.

21. http://www.rba.gov.au/about-rba/structure/organisational.html