Developing Excellence in Operations 8316 – 607

What is Excellence in Operations?

The unit revolves around the concept of “operational excellence.” The concept was first introduced in the early 1970s by Dr Joseph M. Juran while equipping business leaders with knowledge on how to improve quality. Years later, the concept was formalised in many nations across the globe. The framework embraces certain principles to create a culture of excellence within a given organisation. In summary, the true purpose of the concept is to ensure employees can see, deliver, and improve the flow of value to a customer. Operational research comprises four major categories: strategy deployment, performance management, top performance teams, and process excellence. Arguably, we are living in a more competitive globe than ever. Effective management skills are hence vital for the survival of any given organisation. For an organisation to survive in the current situation, it is important to have visionary, agile, and innovative leadership that is focused on end results and the future. These skills are vital for the organisation’s success in multiple dimensions, such as customer retention and employee loyalty. ILM’s “Developing Excellence in Operations” is an important step for managers and leaders wishing to upscale their knowledge in the areas defined above.

What does Developing Excellence in Operations Unit Entail?

Business leaders across the globe work round the clock to develop and adopt new frameworks to improve business performance. As a manager, one of the best ways to upscale your performance is to advance your knowledge and skills in the current global market. This unit is very resourceful for the managers willing to acquire knowledge to investigate and identify any trends in organisational behaviour or performance regarding existing and potential clients, sponsors, and competitors. As stated earlier, we are living in a more fast-changing world than before. As a result, it has become vital for the managers to learn new frameworks to identify developments not only in customer behaviour but also in the competitors’ operations. Recent developments, such as the emergence of the COVID-19 pandemic, have resulted in a massive shift in consumer behaviours. This has resulted in massive operations changes across different organisations. This unit also equips learners with knowledge and skills to evaluate the organisation capability to meet current and future consumers, partners, and sponsors’ needs. This is vital, particularly in the current rapid-changing markets. Learners are also equipped with the knowledge to identify models of operational excellence and best practices as well as evaluate their contribution to the company. Lastly, the learners are equipped with the knowledge to identify and compare operational performance to those of competitors as well as any opportunities for innovation and improvement.

Why Study this Unit?

Consumers’, sponsors’, and partners’ needs are rapidly evolving. It is important that you adapt knowledge and skills to identify, understand, and respond to these needs appropriately. This unit equips you with knowledge and skills to identify and conceptualise different behaviours and trends, which can be vital for shaping the organisation’s operations. In addition, this unit will equip you with the knowledge to identify different operational excellence models and how they can positively contribute to the organisation. Moreover, enrolling in this unit equips you with the knowledge to implement contingency plans for dealing with risk assessment. This will aid you in responding to different situations.

Learning Outcomes

Below is a list of possible outcomes that a learner is expected to portray once through with the course:

  • Ability to identify existing and potential customers’ or sponsors’ needs.
  • Ability to identify trends in behaviour and performance.
  • Ability to evaluate their organisation’s ability to meet current and future customer needs.
  • Ability to identify different operational excellence models and their potential contribution to their organisation.
  • Ability to review possible options for improvements.
  • Ability to prepare a rationale for implementing a contingency plan or any proposed strategy.

What are the Entry Requirements?

“Developing Excellence in Operations” falls under category B of the ILM level 6. Learners are expected to score a minimum of 30 credits from Group B. To qualify for this course, among other Level 6 units, the learner needs to have scored substantial credits across ILM level 5 units. To successfully qualify for the award, the candidate needs to have taken 6 of the 12 required credits. It is important to note that credits scored in Level 5 can be carried to Level 6. Additionally, a candidate must have participated in at least one-hour orientation as well as a minimum of 3 hours of tutorial support. To receive the final reward, the candidate needs to have taken a minimum of 13 credits and participated in 3 hours of contact tutorial. To fully graduate, the candidate needs to earn 37 points and sit through a two-hour timed orientation.

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Key Resources for this Unit

There are numerous scholarly works on developing excellence in operations. Below is a list of key scholarly works on the unit:

Abid, M., 2008. Operation research for management. Global India Publications.

Asif, M., Fisscher, O.A., de Bruijn, E.J. and Pagell, M., 2010. Integration of management systems: A methodology for operational excellence and strategic flexibility. Operations Management Research3(3), pp.146-160.

Carvalho, A.M., Sampaio, P., Rebentisch, E., Carvalho, J.Á. and Saraiva, P., 2019. Operational excellence, organisational culture and agility: the missing link?. Total Quality Management & Business Excellence30(13-14), pp.1495-1514.

Goel, A. and Agarwal, R., 2021. Operation Research. Technical Publications.

Kumar, P., 2009. Operation research endorsing the social transformation with management and information technology convergent. Kumar, Puneet.(2009). OPERATION RESEARCH ENDORSING THE SOCIAL TRANSFORMATION WITH MANAGEMENT AND INFORMATION TECHNOLOGY CONVERGENT. IIMT Business Review1(1), pp.1-9.

Oakland, J.S., 2014. Total quality management and operational excellence: text with cases. Routledge.

Pyzdek, T. and Keller, P., 2013. Handbook for quality management: A complete guide to operational excellence. McGraw-Hill Education.

Saxena, A., Kumar, V., Verma, M.P.K. and Kumar, M.P., A Study on the Role of Operation Research.

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