4.32 out of 5
4.32
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Operations Management

Gain fundamental insights to world of Operations Management from award winning Professor Gad Allon
Instructor:
Gad Allon
138,930 students enrolled
English [Auto]

A Faculty Project Course – Best Professors Teaching the World

This course provides a general introduction to operations management. This course aims to (1) familiarize you with the major operational problems and issues that confront managers, and (2) provide you with language, concepts, insights and tools to deal with these issues in order to gain competitive advantage through operations.

This course should be of particular interest to people aspiring a career in designing and managing business processes, either directly (V.P. of Ops, COO) or indirectly (e.g. management consulting). The course should also be of interest to people who manage interfaces between operations and other business functions such as finance, marketing, managerial accounting and human resources. Finally, a working knowledge of operations, which typically employs the greatest number of employees and requires the largest investment in assets, is indispensable for general managers and entrepreneurs.

We will see how different business strategies require different business processes, and vice versa, how different operational capabilities allow and support different strategies to gain competitive advantage. A process view of operations will be used to analyze different key operational dimensions such as capacity management, flow time management, supply chain management, and quality management. We will also discuss developments such as lean operations, just-in-time operations, and time-based competition.

Class is now in session! Enroll now and join in on a discussion with Prof. Allon.

Operations Strategy: What Makes for Good Operations

1
Introduction to Operations Management
2
What's an Improvement
3
Strategic Framework For Operational Decisions
4
Applying the Framework to Southwest vs American Airlines
5
Lecture Slides

Managing Processes

1
Process View of Operations

What's a process? What are the advantages of the process view of operations?

2
Metrics

Where should you target improvement? What metrics matter? What are the most important metrics we need to measure for almost every process?

3
Little 's Law

Are flow Time, inventory and throughput related?

4
Theoretical Flow Time And Critical Path

What are the main drivers of Flow Time? How do you measure Theoretical Flow Time and how do you improve it?

5
Capacity And Bottleneck

What determines the maximal throughput? How can improve capacity? What's a bottleneck?

6
Summary
7
Chapter 2 Slides

Section 3: Lean Operations

1
Introduction to Lean Operations
2
Lean Tool: Quality at the Source
3
Lean Tool: Batch Size Reduction
4
Lean Tool: Pull rather than Push
5
Lean Tool: Cellular Layout
6
Continuous Improvement and Summary
7
Chapter 3 Slides

Managing Service Operations

1
Service Operations
How should we model a service as a process? What are the main metrics?
2
Why do Queues Form?
Why do queues form? What are the main drivers of waiting times?
3
Queueing Theory
Queueing theory: What's the role of utilization and uncertainty?
4
How do Firms Improve Waiting Time?
How do firms improve their customers' waiting time?
5
Section 4 Slides

Supply Chain Management and Wrap Up

1
Intoduction
2
Supply Chain Management
3
Key Challenges
4
Hedging Against Risk
5
Wrap Up
6
Section 5 Slides
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