Releasing The Power Of Your Value Chain For Profits
Operating within a manufacturing and operations environment and having control over the wide range of manufacturing activities that take place within a typical manufacturing or process industry is a competitive advantage in today’s dynamic economy. Gaining this competitive advantage requires being able to identify the various operations within manufacturing and operations, and in turn recognizing the need to initiate and implement a number of continuous improvement initiatives to reduce operating costs and increase throughput.
The program covers the role of manufacturing and operations in the 21st century, how manufacturing forms the “engine” of the supply chain, the role of planning and scheduling in manufacturing, the various manufacturing strategies and engineering materials, and the materials management and industrial engineering support functions. Each presents a challenge to those who are engaged in the field of manufacturing and operations.
WHY It Matters?
Just because you know how to bend metal, assemble a product or mix ingredients, doesn’t mean you understand manufacturing and operations. It doesn’t mean you fully understand the role of manufacturing. Success comes from a blend of theory and practice so a person can see how the whole manufacturing and supply chain dynamics weave together and interact. Only in CPIA do we have them coming together. Operations management, materials management industrial engineering functions supply chain operations and management-employee interface all come together in this dynamic program. It does it in a way that makes you feel that you are right there. It is the only course I’ve seen that puts the combination together. It’s made for those who want to learn and lead a manufacturing group.
The Certified Production and Inventory Analyst (CPIA) program is one of the best certification programs in the field of supply chain management. This program helps employers to provide an exceptional kick-start to transform both new and current employees to a work-to-do professional status to reach a high level of productivity in a very short time.
The CPIA Program provides the learners with a practical hands-on platform on which to develop their skills, both in the classroom and in the workplace. We left the theory at the door!
CPIA program enable employers to identify where the knowledge and training gaps are within their organization. Having a well-qualified and certified staff is a great competitive advantage and branding tool for a world-class business.
Introduction To Manufacturing And Operations Management
1.1 Business Formation and Business Strategy
1.2 Business Functions and Activities
1.4 Supply Chains and Customer Service
- Name the objectives a business would establish for its operations;
- Distinguish between unincorporated businesses and incorporated businesses; give examples of each;
- Name the four primary functions of management; provide a brief explanation of each function;
- Define supply chain and supply chain management; with the aid of a diagram, show how demand, supply and information flows through the supply chain;
- Distinguish between the roles of strategic, tactical, and operations planning in supply chain management;
- Name the four leadership styles and give examples of where each leadership style would be the most appropriate;
- Define customer service; explain the importance of customers to a business;
- Outline the steps to be taken to ensure a successful communication process both within an organization and with the outside world.
Operations Planning And Scheduling
2.1 Forecasting and Demand Management
2.2 Planning and Scheduling
2.3 Materials Planning
2.4 Capacity Planning
- Distinguish between qualitative forecasting techniques and quantitative forecasting techniques;
- Explain the importance of tracking forecast error and making adjustments to a forecast when demand exceeds forecast by a large degree;
- Compare long-range, medium-range, and short-range planning; give examples from each category;
- Distinguish between planning and scheduling; with the aid of examples describe a number of planning and scheduling tools;
- Give a description of the master scheduling process; explain the role of rough-cut capacity planning in master scheduling;
- Give the purpose of materials planning and capacity planning in a manufacturing environment;
- With the aid of a flow diagram, give an explanation of the materials planning process;
- Give an explanation of how capacity planning is used to balance load with capacity at one or more work centers.
3.1 Purchasing and Warehousing
3.2 Inventory Management and Materials Handling
3.3 Transportation and Distribution
- Define materials planning; give the role of materials planning in the supply chain;
- Describe the purchasing cycle; outline the requirements when selecting a supplier;
- Give the role of warehousing in the supply chain; describe a number of warehouse activities;
- Explain what inventory is, and why it is necessary to hold inventory at various points along the supply chain;
- Distinguish between the various types, functions and costs of inventory; give examples from each, outline the importance of managing each;
- Name and give an explanation of each category of materials handling equipment;
- Discuss the role of transport and transportation in the distribution of goods to customers;
- Explain the process of physical distribution; distinguish between carriers and the modes of transportation;
Manufacturing And Manufacturing Processes
4.1 Manufacturing and Technology
4.2 Manufacturing Strategies
4.3 Types of Production
4.4 Manufacturing Processing, and Manufacturing Materials
- Name the major groups of knowledge in business; give a brief explanation of each;
- Name and give a brief explanation of each of the components of a representative technological transformation system;
- With the aid of a diagram, give an explanation of the volume-variety matrix;
- Explain the importance of teaming up with suppliers and customers at each level in the supply chain;
- Distinguish between primary sector industries, secondary sector industries and tertiary sector; give examples from each sector;
- Name the different types of production systems; give examples of the products produced by each;
- Name the manufacturing processing families; indicate the significant differences between them;
- Distinguish between engineering materials and non-engineering materials; give examples from each category.
Manufacturing And Operations Support Functions
5.1 Industrial Engineering and Productivity Improvement
5.2 Quality, Inspection, Metrology, and Maintenance
5.3 Lean and Waste Management
5.4 Continuous Improvement
- Explain the role of industrial engineering in a manufacturing environment;
- Define productivity; name the resources, and discuss how productivity influences the wealth of a nation;
- Name the component parts of work study; briefly describe the procedure for a work study investigation;
- Distinguish between quality, inspection, and metrology; explain why quality is everyone’s responsibility?
- Name and give a brief explanation of the types of plant maintenance activities in a manufacturing organization;
- Describe the lean process; explain how lean is used to increase the productive use of a company’s resources;
- Identify the types of waste; give examples of each waste from the workplace;
- With the aid of sketches, give an explanation of the seven basic quality tools; give one example of the application of each.