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Provided by: True North Consulting, LLC Execution Control of OperationsSupply Chain Management |
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Certificate Program
Provided by True North Consulting, LLC
This course focuses on the areas of prioritizing and sequencing work, executing work plans and implementing controls. Topics include: techniques for scheduling and controlling production processes, quality initiatives and continuous improvement, inventory control, authorizing and reporting activities for push and pull systems, evaluating performance and providing feedback.
This course will be taught by certified APICS instructor David Carter, using APICS proven course curricula designed to prepare operations professionals for the CPIM certification exams.
APICS: the Association for Operations Management, is the global leader and premier source of the body of knowledge in operations management, including production, inventory, supply chain, materials management, purchasing, and logistics. Since 1957, individuals and companies have relied on APICS for its superior training and internationally recognized certifications.
CPIM stands for Certified in Production & Inventory Management. Today it is the leading professional certification for supply chain professionals with over 70, 000 world-wide.
Instructor:
David Carter, CPIM, CPA, CMA
David has over 18 years of director level supply chain experience in tier 1 automotive and aerospace companies. As Vice President of ACTIS Manufacturing, he started up Toyota's first remanufacturing plant. As Materials Director at Bosch s largest North American plant, he led a complete Lean transformation. Heading the supply chain function at Eaton Aerospace's lead plant he co-chaired the division s supply chain improvement team.
He served as Materials Management Director and Business Process Director at Sanden International, a $300M Japanese automotive supplier. David began his career in Finance as a Controller and believes his financial background helps him engage all business stakeholders.
David is President of True North Consulting, LLC, and President of the South Central Mississippi chapter of APICS. He holds a BBA in Accounting & Marketing and is certified in production and inventory control, a certified public accountant, and a certified management accountant.
General Information
Cost: $525 per course ($475 for APICS members). Cost includes APICS student workbook for each course (an $85 value)
Class Times: 8: 30AM 4: 30PM
Lunch is provided
24 CEUs per course
Location:
Holmes Community College
Workforce Development Center
412 West Ridgeland Ave.
Ridgeland, MS 39157
To Register Contact:
David Carter
601. 707. 5022
dcarter envisiontruenorth. com
Related Awards, Degrees or Certifications: CPIM
Related Jobs or Careers: Supply Chain Manager,Materials Manager,Master Scheduler,Inventory Planner,Inventory Analyst
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Execution Control of Operations Seminar Schedule
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Execution Control of Operations
This course is often held over three consecutive Fridays.
Execution and Control of Operations
Course Outline
1. Planning, Execution, and Control Overview
a. The Manufacturing Planning and Control System
i. Closed-Loop System
ii. Planning and Control Process
iii. Primary Objectives of Planning and Control Processes
b. Manufacturing Planning and Control Activities
i. What Are Interfaces?
ii. Planning Interfaces
iii. Execution Interfaces
c. Facility Layout
i. Layout
2. Scheduling Production and Process Operations
a. Definition of a Schedule
i. Objectives of Scheduling
b. Establishing a Schedule
i. Selection of Scheduling Approaches
ii. Inputs Necessary for Effective Scheduling
iii. Scheduling Guidelines
c. Production Scheduling
i. Capacity Plans
ii. Material Plans
d. Scheduling Production and Process Operations
i. Production Scheduling
ii. Operations Scheduling
iii. Project Scheduling
e. Managing the Operations Schedule
i. Input/ Output Control Technique
ii. Prioritizing
f. Improving the Flow
i. Bottleneck Identification and Management
ii. Lead Time
iii. Reducing Lead Times
iv. Maintenance
3. Authorizing, Executing, and Reproting Activities for Push Systems
a. Definition of a Push System
i. Push Methodology
ii. Shop Floor Control (SFC)
iii. Job Shops
iv. Weaknesses of a Push System
b. Authoring Activities
i. Availability Checking
ii. Checking Requirements and Availability
iii. Capacity Shortages
iv. Material Shortages
v. Other Resource Shortages
vi. Adjust Schedules
vii. Order Release Exercise
viii. Documentation
c. Executing Activities
i. Hidden Hurdles
ii. Staging/ Kitting
iii. Dispatching
iv. Work Assignment
v. Expediting/ De-Expediting
vi. Human Interaction in Push Systems
d. Reporting Activities
i. Material Reporting
ii. Material Reporting
iii. Data Collection Techniques
4. Authorizing, Executing, and Reporting Activities for Pull Systems
a. Definition of a Pull System
i. Pull System Objectives
ii. Pull Methodology
iii. Differences between push and Pull Systems
iv. Pull System Applicability
v. Advantabes and Disadvantages of a Pull System
vi. Pull System characteristics
vii. Pull Production Systems
b. Authorizing Activities
i. Two-Bin Systems
ii. Visual Reorder Point Systems
iii. KANBAN
iv. Documentation
c. Executing Activities
i. The Principles of Synchronized Production
ii. Flexibility
iii. Worker Flexibility and Skills
d. Reporting Activities
i. Data collection Techniques
ii. Count Points
iii. Work In Process
iv. Immediate Feedback
5. Communication Customer-Supplier Information and Controlling
a. Communicating Customer-Supplier Information
i. Building Commitment
ii. Maintaining Commitment
b. Sharing Information
i. Supplier Interfaces
ii. Integrating Suppliers
c. Data Communication
i. Inter-Enterprise Systems (IES)
ii. Scheduling and Control of Suppliers
iii. Electronic Data Interchange (EDI)
iv. Bar Coding
v. Fax
vi. Internet
d. Controlling Storage and Movement of Materials
i. Identifying Inventory Items
ii. Storage and Location
iii. Transportation
6. Quality and Continuous Improvement initiatives Basic Concepts
a. Executing Quality initiatives, Eliminating Waste, and Implementing Continuous improvement Plans
i. Quality Initiatives
ii. Eliminating Waste
iii. Implementing Continuous Improvement Plans
b. Quality and Continuous Improvement Tools
i. Quality Improvement Tools
ii. Continuous Improvement Tools
c. Developing, Evaluating, and Rewarding People
i. Developing People
ii. Evaluating People
iii. Rewarding People
7. Quality and Continuous Improvement Initiatives Making It Happen
a. Process Improvement
b. Methods of Process Improvement
i. Addressing Sporadic and Chronic Quality Problems
ii. One Less at a Time
c. Methods of Eliminating Waste
i. Move/ Transit Time Reduction
ii. Setup Time Reduction
iii. Lot Size Reduction
iv. Throughput and Lead Time Reduction
v. Paperwork and Transaction Reduction
vi. Workplace Organization
8. Quality Management Processes
a. Quality Management Processes
i. Quality Perspectives
b. Concept of Variation
i. Special- and Common-Cause Variation
c. Statistical Quality Control
i. Acceptance Sampling
ii. Statistical Process Control (SPC)
iii. Summarizing Data
iv. Distribution Curve
d. Statistical Process Control Charts
i. Steps in Setting Up a Control Chart
ii. Interpreting SPC Charts
iii. Run Charts
iv. Advantages of Statistical Process Control
e. Process Capability Analysis
i. Uses for Process Capability Information
ii. The Assumption of Statistical Control and Its Effects on Process Capability
f. Incoming Inspection
i. Product Acceptance
ii. Disposition of Nonconforming Product
iii. Inspection Planning
iv. Automated Inspection
v. How Much Inspection is Necessary?
vi. Inspection Accuracy
g. Monitoring Supplier Performance
i. Assess
ii. Audit
iii. Customer Survey
9. Evaluating Performance of Production Operations
a. Evaluating Performance of Production Operations
i. Data Sources and Requirements
b. Accuracy of Inventory Records
i. Key Inventory Information
ii. Inventory Stock Status
iii. Auditing Inventory Records
c. Performance Reporting
i. Adherence to Schedule
ii. Costs
iii. Productivity
iv. Throughput Time
v. Work in Process
vi. Inventory
vii. Quality measures
d. Evaluating Cost of Operations
i. Job Costing
ii. Product Costing
iii. Process Costing
iv. Transaction Costing
v. Inventory Costs
e. Audits and Reporting
i. Cross-Checking Databases
ii. Reconciling Database Errors
iii. Checklist for Planning and Control Systems
iv. The Planning and control System Audit Process
f. Quality Audits
i. Systems Audit
ii. Product Audit
Execution and Control of Operations
Course Outline
1. Planning, Execution, and Control Overview
a. The Manufacturing Planning and Control System
i. Closed-Loop System
ii. Planning and Control Process
iii. Primary Objectives of Planning and Control Processes
b. Manufacturing Planning and Control Activities
i. What Are Interfaces?
ii. Planning Interfaces
iii. Execution Interfaces
c. Facility Layout
i. Layout
2. Scheduling Production and Process Operations
a. Definition of a Schedule
i. Objectives of Scheduling
b. Establishing a Schedule
i. Selection of Scheduling Approaches
ii. Inputs Necessary for Effective Scheduling
iii. Scheduling Guidelines
c. Production Scheduling
i. Capacity Plans
ii. Material Plans
d. Scheduling Production and Process Operations
i. Production Scheduling
ii. Operations Scheduling
iii. Project Scheduling
e. Managing the Operations Schedule
i. Input/ Output Control Technique
ii. Prioritizing
f. Improving the Flow
i. Bottleneck Identification and Management
ii. Lead Time
iii. Reducing Lead Times
iv. Maintenance
3. Authorizing, Executing, and Reproting Activities for Push Systems
a. Definition of a Push System
i. Push Methodology
ii. Shop Floor Control (SFC)
iii. Job Shops
iv. Weaknesses of a Push System
b. Authoring Activities
i. Availability Checking
ii. Checking Requirements and Availability
iii. Capacity Shortages
iv. Material Shortages
v. Other Resource Shortages
vi. Adjust Schedules
vii. Order Release Exercise
viii. Documentation
c. Executing Activities
i. Hidden Hurdles
ii. Staging/ Kitting
iii. Dispatching
iv. Work Assignment
v. Expediting/ De-Expediting
vi. Human Interaction in Push Systems
d. Reporting Activities
i. Material Reporting
ii. Material Reporting
iii. Data Collection Techniques
4. Authorizing, Executing, and Reporting Activities for Pull Systems
a. Definition of a Pull System
i. Pull System Objectives
ii. Pull Methodology
iii. Differences between push and Pull Systems
iv. Pull System Applicability
v. Advantabes and Disadvantages of a Pull System
vi. Pull System characteristics
vii. Pull Production Systems
b. Authorizing Activities
i. Two-Bin Systems
ii. Visual Reorder Point Systems
iii. KANBAN
iv. Documentation
c. Executing Activities
i. The Principles of Synchronized Production
ii. Flexibility
iii. Worker Flexibility and Skills
d. Reporting Activities
i. Data collection Techniques
ii. Count Points
iii. Work In Process
iv. Immediate Feedback
5. Communication Customer-Supplier Information and Controlling
a. Communicating Customer-Supplier Information
i. Building Commitment
ii. Maintaining Commitment
b. Sharing Information
i. Supplier Interfaces
ii. Integrating Suppliers
c. Data Communication
i. Inter-Enterprise Systems (IES)
ii. Scheduling and Control of Suppliers
iii. Electronic Data Interchange (EDI)
iv. Bar Coding
v. Fax
vi. Internet
d. Controlling Storage and Movement of Materials
i. Identifying Inventory Items
ii. Storage and Location
iii. Transportation
6. Quality and Continuous Improvement initiatives Basic Concepts
a. Executing Quality initiatives, Eliminating Waste, and Implementing Continuous improvement Plans
i. Quality Initiatives
ii. Eliminating Waste
iii. Implementing Continuous Improvement Plans
b. Quality and Continuous Improvement Tools
i. Quality Improvement Tools
ii. Continuous Improvement Tools
c. Developing, Evaluating, and Rewarding People
i. Developing People
ii. Evaluating People
iii. Rewarding People
7. Quality and Continuous Improvement Initiatives Making It Happen
a. Process Improvement
b. Methods of Process Improvement
i. Addressing Sporadic and Chronic Quality Problems
ii. One Less at a Time
c. Methods of Eliminating Waste
i. Move/ Transit Time Reduction
ii. Setup Time Reduction
iii. Lot Size Reduction
iv. Throughput and Lead Time Reduction
v. Paperwork and Transaction Reduction
vi. Workplace Organization
8. Quality Management Processes
a. Quality Management Processes
i. Quality Perspectives
b. Concept of Variation
i. Special- and Common-Cause Variation
c. Statistical Quality Control
i. Acceptance Sampling
ii. Statistical Process Control (SPC)
iii. Summarizing Data
iv. Distribution Curve
d. Statistical Process Control Charts
i. Steps in Setting Up a Control Chart
ii. Interpreting SPC Charts
iii. Run Charts
iv. Advantages of Statistical Process Control
e. Process Capability Analysis
i. Uses for Process Capability Information
ii. The Assumption of Statistical Control and Its Effects on Process Capability
f. Incoming Inspection
i. Product Acceptance
ii. Disposition of Nonconforming Product
iii. Inspection Planning
iv. Automated Inspection
v. How Much Inspection is Necessary?
vi. Inspection Accuracy
g. Monitoring Supplier Performance
i. Assess
ii. Audit
iii. Customer Survey
9. Evaluating Performance of Production Operations
a. Evaluating Performance of Production Operations
i. Data Sources and Requirements
b. Accuracy of Inventory Records
i. Key Inventory Information
ii. Inventory Stock Status
iii. Auditing Inventory Records
c. Performance Reporting
i. Adherence to Schedule
ii. Costs
iii. Productivity
iv. Throughput Time
v. Work in Process
vi. Inventory
vii. Quality measures
d. Evaluating Cost of Operations
i. Job Costing
ii. Product Costing
iii. Process Costing
iv. Transaction Costing
v. Inventory Costs
e. Audits and Reporting
i. Cross-Checking Databases
ii. Reconciling Database Errors
iii. Checklist for Planning and Control Systems
iv. The Planning and control System Audit Process
f. Quality Audits
i. Systems Audit
ii. Product Audit
About The Training Provider: True North Consulting, LLC
True North Consulting, LLC - True North Consulting's mission is to equip people to transform their supply chain operations through training in supply chain management, lean six sigma and operations management principles. We offer APICS certification (CPIM), Lean Six Sigma, Lean Accounting and other value stream centered courses. We train, assess and coach to accelerate your journey to operational excellence.
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