Track
Service Management
Duration
30 hours
Skill Level
Advanced
Language
English
About this Course
Manage demand and capacity in service systems to maintain quality and responsiveness.
Learning Mode: Learn at ALC or at Home
Detailed Course Curriculum
Hands-on module breakdown aligned with MKCL production standards and industry requirements.
- What is an Operation Manager
- Right Amount, Right Time
- Right Quality, Right Cost
- Responsibilities in Operations Management
- Skill Sets of Operations Manage
- Introduction - IIFA
- The Industrial Revolution
- The Scientific Management Movement
- 4 Principles of Frederick Winslow Taylor
- Ford Production System
- Time Measurement System
- Founding of Toyota - Just in Time Concept
- Elton Mayo Theory
- Introduction - Pepsico
- Impact of Development of Operations Management on Business
- Upcoming Trends in Operations Management
- Case Study - Zara
- Information on The Tap
- Company Wide Communication
- Safety
- Elevating the Employee Experience
- Getting Demand in Hand
- Managing Customer Service Department
- What is Capacity Management?
- Elements of Service Capacity
- Objectives of Capacity Management
- Scope of Capacity Management
- Process Activities of Capacity Management
- Reactive Activities of Capacity Management
- Factors that Affect Capacity Management
- How can service capacity be measured?
- Service Capacity Measurement
- Decision Levels of Capacity Management
- Basic Concepts of Capacity Management
- Business Capacity Management
- Service Capacity Management
- Resource Capacity Management
- Roles & Functions of Capacity Management
- Capacity Manager
- Challenges of Capacity Management
- Risks of Capacity Management
- Performance Management
- Application Management
- Capacity Management Consultancy
- Strategies for Managing Service Capacity
- Introduction - Tata Sky
- Understanding Service Capacity
- Case Study - Starbucks
- Work Shift Scheduling
- Case Study - McDonald’s
- Case Study - Reliance
- Types of Employee Work Schedules
- Case Study - Apple
- Understanding The Factory Act 1948
- Introduction - FedEx
- Integer Linear Programming
- Case Study - Hewlett Packard
- Increasing Customer Participation
- Case Study - McDonald’s
- Creating Adjustable Capacity
- Cross Training Employees
- Determining Service Level Requirements
- Analysing Current Capacity
- Planning for The Future
- Meeting Your Budget
- How Service Organisations Benefit from Capacity Planning
- Factors Affecting Capacity Planning
- Importance of Capacity Planning
- What is a Queuing System
- Elements of a Queuing System
- Queue Discipline
- Service Mechanism
- Operating Characteristics of Queuing System
- Understanding Average Customer Waiting Time
- Capacity Planning - Coffee Shop
- Introduction - Modern Queuing Theory
- Reasons for Using Queuing Theory
- What is Excessive Waiting
- Economic Trade-off in Capacity Planning
- Probability of Sales Loss Because of Inadequate Waiting Area
- Queue Configuration
- Facility Location
- Need for facility location planning.
- Factors affecting facility location decisions.
- Techniques used for selecting best location.
- Facility Location Models
- Weighted Factor Rating Method
- Load-Distance Method
- Facility layout
- Facility layout Objectives
- Factors affecting facility layout.
- Types of facility layouts
- Process Layout
- Product Layout
- Fixed Position Layout
- Combination Layout
- Cellular Layout
- Difference between office and factory layout
- Introduction - Restaurant Skit
- What is Materials Management
- Restaurant Skit
- Material Cost
- Capital Cost
- Overhead Expenses - Accounting for Cost
- ABC Analysis
- Advantages ABC Analysis
- Supply Chain Management
- Logistics Management
- 5 Key Areas of Supply Chain Management
- Inventory Management System
- Factors of Inventory Management System
- Purchasing Management System
- 8 ‘R’s’ of Purchasing - Quality
- Negotiation
- Supplier Selection
- Discussion Between Management of an Organisation
- Quality and Productivity
- Objectives of Production
- Discussion Between Management of an Organisation 2
- Factors Affecting Productivity
- Technological Factors
- Managerial Factors
- Labour Factors
- External Factors
- Discussion Between Management of an Organisation 3
- Discussion Between Management of an Organisation 1
- What is Quality
- Discussion Between Management of an Organisation 2
- What is Quality Control
- Objectives of Quality Control
- Establishing Quality Standards
- Recommending Corrective Action
- Suggesting Suitable Improvements
- Building Quality Consciousness, and
- Enhancing Reliability
- Causes of Variation
- Assignable Causes of Variation
- Control of Quality Stages
- Design Stage
- Purchasing Stage
- Production Stage
- Delivery and After-Sales Service Stage
- Methods of Quality Control
- Case Study – Apple
- Case Study – Toyota
- Case Study – McDonald’s
- Disadvantages
- Case Study – Kellogg’s
- Precautions
- Case Study – Tesla
- Case Study – Zara
- Why JIT Matters
- Elements of Just In Time Manufacturing
- JIT in Production & Operation Management
- Benefits of Just in Time Manufacturing
- Requirements for Implementing Just In Time Manufacturing
- Potential Risks
- Case Studies – Dell & Harley Davidson
- Quality Management
- Total Quality Management / History
- Total Quality Management Principles
- Step by Step TQM Method
- When does your organization need Total Quality Management?
- Using the 5 senses
- Sense of Taste
- Principles of total quality management
- The Hotel Industry
- Bird’s Eye View – Food Processing Unit
- Plan Act Check Do – The History - how it happens.
- Mahindra Tractors Case Study
- Talking Heads Section – Customers, Suppliers and Employees
Eligibility Criteria
• Basic knowledge of computers and keen desire to build skills in this field.
• Open to students, job seekers, and working professionals.
• Open to students, job seekers, and working professionals.
Official Certification
• Official MKCL KLiC Certificate upon successful completion of the course and evaluations.
Work-Centric Learning Approach
• Step 1: Learners are given an overview of the course and its connection to life and work
• Step 2: Learners are exposed to the specific tool(s) used in the course through the various real-life applications of the tool(s).
• Step 3: Learners are acquainted with the careers and the hierarchy of roles they can perform at workplaces after attaining increasing levels of mastery over the tool(s).
• Step 4: Learners are acquainted with the architecture of the tool or tool map so as to appreciate various parts of the tool, their functions, utility and inter-relations.
• Step 5: Learners are exposed to simple application development methodology by using the tool at the beginner’s level.
• Step 6: Learners perform the differential skills related to the use of the tool to improve the given ready-made industry-standard outputs.
• Step 7: Learners are engaged in appreciation of real-life case studies developed by the experts.
• Step 8: Learners are encouraged to proceed from appreciation to imitation of the experts.
• Step 9: After the imitation experience, they are required to improve the expert’s outputs so that they proceed from mere imitation to emulation.
• Step 10: Emulation is taken a level further from working with differential skills towards the visualization and creation of a complete output according to the requirements provided. (Long Assignments)
• Step 11: Understanding the requirements, communicating one’s own thoughts and presenting are important skills required in facing an interview for securing a work order/job. For instilling these skills, learners are presented with various subject-specific technical as well as HR-oriented questions and encouraged to answer them.
• Step 12: Finally, they develop the integral skills involving optimal methods and best practices to produce useful outputs right from scratch, publish them in their ePortfolio and thereby proceed from emulation to self-expression, from self-expression to self-confidence and from self-confidence to self-reliance and self-esteem!
• Step 2: Learners are exposed to the specific tool(s) used in the course through the various real-life applications of the tool(s).
• Step 3: Learners are acquainted with the careers and the hierarchy of roles they can perform at workplaces after attaining increasing levels of mastery over the tool(s).
• Step 4: Learners are acquainted with the architecture of the tool or tool map so as to appreciate various parts of the tool, their functions, utility and inter-relations.
• Step 5: Learners are exposed to simple application development methodology by using the tool at the beginner’s level.
• Step 6: Learners perform the differential skills related to the use of the tool to improve the given ready-made industry-standard outputs.
• Step 7: Learners are engaged in appreciation of real-life case studies developed by the experts.
• Step 8: Learners are encouraged to proceed from appreciation to imitation of the experts.
• Step 9: After the imitation experience, they are required to improve the expert’s outputs so that they proceed from mere imitation to emulation.
• Step 10: Emulation is taken a level further from working with differential skills towards the visualization and creation of a complete output according to the requirements provided. (Long Assignments)
• Step 11: Understanding the requirements, communicating one’s own thoughts and presenting are important skills required in facing an interview for securing a work order/job. For instilling these skills, learners are presented with various subject-specific technical as well as HR-oriented questions and encouraged to answer them.
• Step 12: Finally, they develop the integral skills involving optimal methods and best practices to produce useful outputs right from scratch, publish them in their ePortfolio and thereby proceed from emulation to self-expression, from self-expression to self-confidence and from self-confidence to self-reliance and self-esteem!
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