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RESULTS-ORITNTED Training Description
Course Duration
3 Days
Training Delivery Method
Classroom (Instructor-Led) or Online (Instructor-Led)
Instructors Languages
English / Arabic / Urdu / Hindi / Pashto
Certification Provider
Tamkene Saudi Training Center - Approved by TVTC (Technical and Vocational Training Corporation)
Certificate Validity
2 Years (Extendable with additional training hours)
Course Average Passing Rate
97%
Competency Assessment Criteria
Practical Assessment and Knowledge Assessment
Post Training Reporting
Post Training Report + Candidate(s) Training Evaluation Forms
Training Design Methodology
ADDIE Training Design Methodology
Certificate of Successful Completion
Certification is provided upon successful completion. The certificate can be verified through a QR-Code system.
Course Overview
Operations management is the discipline that converts organizational strategy into daily operational performance. It governs how resources are planned, processes are designed, quality is assured, capacity is aligned to demand, supply chains are managed, and performance is measured and improved. An organization that manages operations well delivers consistent output, minimizes waste, satisfies customers, and sustains competitive advantage. An organization that manages operations poorly produces variability, rework, delays, cost overruns, and customer attrition — regardless of how strong its strategy or technology may be.
This training course develops comprehensive operations management competency across process design, capacity and demand management, quality systems, supply chain integration, performance measurement, and continual improvement. The course is aligned with ISO 9001:2015: Quality Management Systems — Requirements, which establishes the process approach, risk-based thinking, and performance evaluation framework that underpins effective operations management across all industries. Continual improvement methodology integrates Lean Manufacturing principles — waste elimination through the identification and removal of the eight wastes — and Six Sigma DMAIC — Define, Measure, Analyze, Improve, and Control for data-driven process improvement. The course applies Theory of Constraints — TOC, Total Quality Management — TQM, Overall Equipment Effectiveness — OEE, Balanced Scorecard — BSC, and Plan-Do-Check-Act — PDCA throughout. HSE obligations are integrated per ISO 45001:2018: Occupational Health and Safety Management Systems and Root Cause Analysis — RCA is applied across all operational improvement domains.
Key Learning Objectives
Apply the process approach and risk-based thinking per ISO 9001:2015 to operations management
Design and map operational processes using value stream mapping and process flow analysis
Apply capacity planning and demand management to align resources with production requirements
Identify and eliminate the eight Lean wastes to improve operational efficiency
Apply Six Sigma DMAIC methodology to reduce process variation and defect rates
Apply Theory of Constraints — TOC to identify and manage operational bottlenecks
Develop and monitor operational KPIs using the Balanced Scorecard — BSC framework
Apply Overall Equipment Effectiveness — OEE to measure and improve equipment performance
Manage supplier performance and supply chain risk within the operations framework
Apply PDCA and RCA to drive continual operational improvement per ISO 9001:2015 Clause 10.3
Course Outline
Day 1 — Operations Fundamentals, Process Design, and Capacity Management
1. Introduction to Operations Management
1.1 Scope and Strategic Role
Operations management — transforming inputs into outputs that deliver value to customers
Operations as a strategic function — operational capability determines competitive advantage
Operations management scope — process design, capacity, quality, supply chain, and performance
ISO 9001:2015 process approach — managing operations as interrelated processes with defined inputs, outputs, and owners
Risk-based thinking per ISO 9001:2015 Clause 6.1 — identifying risks and opportunities in operational processes
Key methodologies — Lean, Six Sigma DMAIC, TOC, TQM, OEE, BSC, and PDCA
1.2 Operations Performance Objectives
Five operations performance objectives — quality, speed, dependability, flexibility, and cost
Prioritizing performance objectives — different markets require different operational priorities
Trade-off management — improving one objective may compromise another without process redesign
Operations strategy alignment — operational decisions must support organizational strategic goals
2. Process Design and Value Stream Mapping
2.1 Process Design Principles
Process design — defining the sequence, resources, and controls for each operational activity
Process types — project, jobbing, batch, mass, and continuous flow — and their design implications
Process layout — fixed position, functional, cell, and line layouts and their efficiency characteristics
Standardization — documenting processes to reduce variation per ISO 9001:2015 Clause 8.1
Error-proofing — Poka-Yoke methods to prevent defects at source
2.2 Value Stream Mapping
Value Stream Mapping — VSM — mapping the full flow of materials and information from supplier to customer
Current state map — documenting the actual process including cycle times, wait times, and inventory
Value-added versus non-value-added activities — classifying each step in the current state map
Future state map — redesigning the process to eliminate waste and improve flow
VSM symbols — production control, inventory triangle, push arrow, pull arrow, and kaizen burst
Takt time — the rate of customer demand that the process must match to avoid overproduction or shortage
3. Capacity Planning and Demand Management
3.1 Capacity Planning
Capacity definition — the maximum output a process can produce in a defined time period
Design capacity versus effective capacity — effective capacity accounts for planned downtime and maintenance
Capacity utilization rate — actual output divided by design capacity expressed as a percentage
Capacity gap analysis — comparing forecasted demand against available capacity to identify shortfalls
Capacity strategies — lead strategy, lag strategy, and match strategy — and their risk and cost profiles
Bottleneck identification per Theory of Constraints — TOC — the constraint that limits total throughput
3.2 Demand Management
Demand forecasting methods — moving average, exponential smoothing, and trend analysis
Demand variability management — safety stock, flexible capacity, and demand smoothing techniques
Aggregate production planning — matching production levels to forecast demand over the medium term
Master Production Schedule — MPS — translating the aggregate plan into specific product schedules
Material Requirements Planning — MRP — calculating material needs from the MPS and bill of materials
Day 2 — Quality Management, Lean, Six Sigma, and Supply Chain
4. Quality Management in Operations
4.1 Quality Systems per ISO 9001:2015
Quality management system — QMS — per ISO 9001:2015 as the operational quality framework
Process approach — each process has defined inputs, outputs, resources, controls, and performance measures
Customer focus per ISO 9001:2015 Clause 5.1.2 — understanding and meeting customer requirements consistently
Nonconforming output management per ISO 9001:2015 Clause 8.7 — identify, contain, and disposition
Corrective action per ISO 9001:2015 Clause 10.2 — eliminate root causes to prevent recurrence
Internal audit per ISO 9001:2015 Clause 9.2 — verifying QMS conformance and effectiveness
4.2 Total Quality Management
Total Quality Management — TQM — organization-wide commitment to quality in every process and function
TQM principles — customer focus, continuous improvement, employee involvement, and process-centered approach
Statistical Process Control — SPC — using control charts to monitor process variation in real time
Control chart types — X-bar and R chart for variables, p-chart and c-chart for attributes
Common versus special cause variation — distinguishing natural process variation from assignable causes
Process capability — Cp and Cpk indices measuring whether the process consistently meets specification
5. Lean Operations
Lean Manufacturing — eliminating all activities that consume resources without adding customer value
The eight wastes — Transport, Inventory, Motion, Waiting, Overproduction, Overprocessing, Defects, and Skills — TIMWOODS
5S methodology — Sort, Set in order, Shine, Standardize, and Sustain — for workplace organization
Just-In-Time — JIT — producing exactly what is needed, when needed, in the quantity needed
Kanban — visual pull system signalling when to produce or replenish material
Kaizen — continuous incremental improvement through small, frequent changes by frontline teams
Single Minute Exchange of Die — SMED — reducing changeover time to increase operational flexibility
Total Productive Maintenance — TPM — involving operators in equipment care to reduce breakdowns
Overall Equipment Effectiveness — OEE — measuring availability, performance, and quality rate combined
6. Six Sigma DMAIC for Operations
Six Sigma DMAIC — Define, Measure, Analyze, Improve, and Control — structured methodology for process improvement
Define phase — project charter, problem statement, scope, and Voice of the Customer — VOC
Measure phase — baseline data collection, process mapping, and measurement system analysis
Analyze phase — root cause identification using Fishbone diagram, 5 Whys, and Pareto analysis
Improve phase — solution development, piloting, and validated improvement implementation
Control phase — control plan, SPC monitoring, and standardization to sustain the improvement
Six Sigma performance target — 3.4 defects per million opportunities — DPMO
Lean Six Sigma — combining Lean waste elimination with Six Sigma variation reduction
7. Supply Chain and Procurement Operations
7.1 Supply Chain Management
Supply chain scope — from raw material sourcing through production to customer delivery
Supply chain integration — aligning information flow and material flow across all supply chain tiers
Make or buy decision — determining which activities to perform internally versus outsource
Supplier evaluation per ISO 9001:2015 Clause 8.4 — capability, quality, delivery, and financial stability
Supplier performance KPIs — on-time delivery, quality acceptance rate, and cost variance
7.2 Supply Chain Risk Management
Supply chain risk categories — supply disruption, demand volatility, logistics failure, and geopolitical risk
Risk mitigation strategies — dual sourcing, safety stock, supply chain mapping, and business continuity planning
Bullwhip Effect — demand signal amplification upstream causing inventory volatility and cost inefficiency
Supply chain resilience — building the ability to detect, respond to, and recover from disruptions
Day 3 — Performance Management, HSE Integration, and Case Studies
8. Operations Performance Measurement
8.1 Key Performance Indicators
KPI framework — leading and lagging indicators covering quality, delivery, cost, safety, and people
On-Time-In-Full — OTIF — rate as the primary customer delivery performance KPI
First Pass Yield — FPY — percentage of units completing the process without defect or rework
Cost of Poor Quality — COPQ — internal failure, external failure, appraisal, and prevention costs
Overall Equipment Effectiveness — OEE — target of 85% as the world-class manufacturing benchmark
Labour productivity — output per person-hour as a workforce efficiency measure
8.2 Balanced Scorecard
Balanced Scorecard — BSC — performance measurement across four perspectives: financial, customer, internal process, and learning and growth
Strategy map — linking BSC objectives across all four perspectives in a cause-and-effect chain
BSC in operations — translating organizational strategy into operational KPIs at each process level
Management review using BSC — presenting operational performance at executive level per ISO 9001:2015 Clause 9.3
9. Theory of Constraints in Operations
Theory of Constraints — TOC — every system has at least one constraint that limits total throughput
Five focusing steps — Identify, Exploit, Subordinate, Elevate, and Repeat
Identify the constraint — find the process step with the lowest throughput rate
Exploit the constraint — maximize output from the existing constraint before adding capacity
Subordinate all other processes — align all non-constraint processes to support the constraint
Elevate the constraint — invest to increase constraint capacity only after exploitation is maximized
Drum-Buffer-Rope — DBR — scheduling method that paces the system to the constraint rate
TOC in service operations — identifying the constraint in knowledge-work and service delivery processes
10. Continual Improvement Systems
Continual improvement obligation per ISO 9001:2015 Clause 10.3 — improving suitability, adequacy, and effectiveness of the QMS
PDCA — Plan-Do-Check-Act — the universal continual improvement cycle underpinning all improvement methodologies
Kaizen events — focused short-duration improvement workshops targeting a specific process problem
Applying RCA — Root Cause Analysis to operational nonconformances — Five Whys, Fishbone, and Pareto
Benchmarking — comparing operational performance against industry leaders to identify improvement gaps
Improvement roadmap — prioritizing improvement projects by impact, resource requirement, and strategic alignment
Change management in operations — engaging frontline teams in improvement to ensure sustained adoption
11. HSE Integration in Operations Management
Operations HSE management per ISO 45001:2018 Clause 8.1 — operational planning and control for HSE risks
Integrating HSE into process design — hazard identification built into new process design, not added afterward
Safe production principle — HSE performance and operational performance are complementary, not competing
HSE KPIs as leading indicators — near-miss frequency, unsafe act observation rate, and safety inspection compliance
Operational HSE nonconformance management — applying ISO 9001:2015 Clause 10.2 corrective action to HSE failures
Management review integration — HSE performance presented alongside operational KPIs per ISO 45001:2018 Clause 9.3
Quality management integration — ISO 9001 and ISO 45001 managed as an integrated system per ISO High Level Structure
12. Case Studies and Group Discussions
Case studies from operations management failures and successes in Middle East manufacturing, oil and gas, construction, and logistics environments including production losses from unmanaged bottlenecks, quality failures from absent SPC programs, and supply chain disruption from single-supplier dependency — and the importance of structured operations management competency in sustaining operational performance
Group discussion on operations management challenges in regional environments including applying Lean in GCC manufacturing and logistics operations with multicultural workforces, managing OEE improvement in high-temperature industrial environments, and integrating ISO 9001 and ISO 45001 management systems in complex Middle East petrochemical facilities
Integrated operations improvement exercise — teams receive a presented operations scenario with a defined bottleneck, elevated defect rate, and supply chain risk — applying VSM, TOC five focusing steps, DMAIC, and PDCA to develop an integrated improvement plan for facilitator and peer review
Day 1 — Operations Fundamentals, Process Design, and Capacity Management
1. Introduction to Operations Management
1.1 Scope and Strategic Role
Operations management — transforming inputs into outputs that deliver value to customers
Operations as a strategic function — operational capability determines competitive advantage
Operations management scope — process design, capacity, quality, supply chain, and performance
ISO 9001:2015 process approach — managing operations as interrelated processes with defined inputs, outputs, and owners
Risk-based thinking per ISO 9001:2015 Clause 6.1 — identifying risks and opportunities in operational processes
Key methodologies — Lean, Six Sigma DMAIC, TOC, TQM, OEE, BSC, and PDCA
1.2 Operations Performance Objectives
Five operations performance objectives — quality, speed, dependability, flexibility, and cost
Prioritizing performance objectives — different markets require different operational priorities
Trade-off management — improving one objective may compromise another without process redesign
Operations strategy alignment — operational decisions must support organizational strategic goals
2. Process Design and Value Stream Mapping
2.1 Process Design Principles
Process design — defining the sequence, resources, and controls for each operational activity
Process types — project, jobbing, batch, mass, and continuous flow — and their design implications
Process layout — fixed position, functional, cell, and line layouts and their efficiency characteristics
Standardization — documenting processes to reduce variation per ISO 9001:2015 Clause 8.1
Error-proofing — Poka-Yoke methods to prevent defects at source
2.2 Value Stream Mapping
Value Stream Mapping — VSM — mapping the full flow of materials and information from supplier to customer
Current state map — documenting the actual process including cycle times, wait times, and inventory
Value-added versus non-value-added activities — classifying each step in the current state map
Future state map — redesigning the process to eliminate waste and improve flow
VSM symbols — production control, inventory triangle, push arrow, pull arrow, and kaizen burst
Takt time — the rate of customer demand that the process must match to avoid overproduction or shortage
3. Capacity Planning and Demand Management
3.1 Capacity Planning
Capacity definition — the maximum output a process can produce in a defined time period
Design capacity versus effective capacity — effective capacity accounts for planned downtime and maintenance
Capacity utilization rate — actual output divided by design capacity expressed as a percentage
Capacity gap analysis — comparing forecasted demand against available capacity to identify shortfalls
Capacity strategies — lead strategy, lag strategy, and match strategy — and their risk and cost profiles
Bottleneck identification per Theory of Constraints — TOC — the constraint that limits total throughput
3.2 Demand Management
Demand forecasting methods — moving average, exponential smoothing, and trend analysis
Demand variability management — safety stock, flexible capacity, and demand smoothing techniques
Aggregate production planning — matching production levels to forecast demand over the medium term
Master Production Schedule — MPS — translating the aggregate plan into specific product schedules
Material Requirements Planning — MRP — calculating material needs from the MPS and bill of materials
Day 2 — Quality Management, Lean, Six Sigma, and Supply Chain
4. Quality Management in Operations
4.1 Quality Systems per ISO 9001:2015
Quality management system — QMS — per ISO 9001:2015 as the operational quality framework
Process approach — each process has defined inputs, outputs, resources, controls, and performance measures
Customer focus per ISO 9001:2015 Clause 5.1.2 — understanding and meeting customer requirements consistently
Nonconforming output management per ISO 9001:2015 Clause 8.7 — identify, contain, and disposition
Corrective action per ISO 9001:2015 Clause 10.2 — eliminate root causes to prevent recurrence
Internal audit per ISO 9001:2015 Clause 9.2 — verifying QMS conformance and effectiveness
4.2 Total Quality Management
Total Quality Management — TQM — organization-wide commitment to quality in every process and function
TQM principles — customer focus, continuous improvement, employee involvement, and process-centered approach
Statistical Process Control — SPC — using control charts to monitor process variation in real time
Control chart types — X-bar and R chart for variables, p-chart and c-chart for attributes
Common versus special cause variation — distinguishing natural process variation from assignable causes
Process capability — Cp and Cpk indices measuring whether the process consistently meets specification
5. Lean Operations
Lean Manufacturing — eliminating all activities that consume resources without adding customer value
The eight wastes — Transport, Inventory, Motion, Waiting, Overproduction, Overprocessing, Defects, and Skills — TIMWOODS
5S methodology — Sort, Set in order, Shine, Standardize, and Sustain — for workplace organization
Just-In-Time — JIT — producing exactly what is needed, when needed, in the quantity needed
Kanban — visual pull system signalling when to produce or replenish material
Kaizen — continuous incremental improvement through small, frequent changes by frontline teams
Single Minute Exchange of Die — SMED — reducing changeover time to increase operational flexibility
Total Productive Maintenance — TPM — involving operators in equipment care to reduce breakdowns
Overall Equipment Effectiveness — OEE — measuring availability, performance, and quality rate combined
6. Six Sigma DMAIC for Operations
Six Sigma DMAIC — Define, Measure, Analyze, Improve, and Control — structured methodology for process improvement
Define phase — project charter, problem statement, scope, and Voice of the Customer — VOC
Measure phase — baseline data collection, process mapping, and measurement system analysis
Analyze phase — root cause identification using Fishbone diagram, 5 Whys, and Pareto analysis
Improve phase — solution development, piloting, and validated improvement implementation
Control phase — control plan, SPC monitoring, and standardization to sustain the improvement
Six Sigma performance target — 3.4 defects per million opportunities — DPMO
Lean Six Sigma — combining Lean waste elimination with Six Sigma variation reduction
7. Supply Chain and Procurement Operations
7.1 Supply Chain Management
Supply chain scope — from raw material sourcing through production to customer delivery
Supply chain integration — aligning information flow and material flow across all supply chain tiers
Make or buy decision — determining which activities to perform internally versus outsource
Supplier evaluation per ISO 9001:2015 Clause 8.4 — capability, quality, delivery, and financial stability
Supplier performance KPIs — on-time delivery, quality acceptance rate, and cost variance
7.2 Supply Chain Risk Management
Supply chain risk categories — supply disruption, demand volatility, logistics failure, and geopolitical risk
Risk mitigation strategies — dual sourcing, safety stock, supply chain mapping, and business continuity planning
Bullwhip Effect — demand signal amplification upstream causing inventory volatility and cost inefficiency
Supply chain resilience — building the ability to detect, respond to, and recover from disruptions
Day 3 — Performance Management, HSE Integration, and Case Studies
8. Operations Performance Measurement
8.1 Key Performance Indicators
KPI framework — leading and lagging indicators covering quality, delivery, cost, safety, and people
On-Time-In-Full — OTIF — rate as the primary customer delivery performance KPI
First Pass Yield — FPY — percentage of units completing the process without defect or rework
Cost of Poor Quality — COPQ — internal failure, external failure, appraisal, and prevention costs
Overall Equipment Effectiveness — OEE — target of 85% as the world-class manufacturing benchmark
Labour productivity — output per person-hour as a workforce efficiency measure
8.2 Balanced Scorecard
Balanced Scorecard — BSC — performance measurement across four perspectives: financial, customer, internal process, and learning and growth
Strategy map — linking BSC objectives across all four perspectives in a cause-and-effect chain
BSC in operations — translating organizational strategy into operational KPIs at each process level
Management review using BSC — presenting operational performance at executive level per ISO 9001:2015 Clause 9.3
9. Theory of Constraints in Operations
Theory of Constraints — TOC — every system has at least one constraint that limits total throughput
Five focusing steps — Identify, Exploit, Subordinate, Elevate, and Repeat
Identify the constraint — find the process step with the lowest throughput rate
Exploit the constraint — maximize output from the existing constraint before adding capacity
Subordinate all other processes — align all non-constraint processes to support the constraint
Elevate the constraint — invest to increase constraint capacity only after exploitation is maximized
Drum-Buffer-Rope — DBR — scheduling method that paces the system to the constraint rate
TOC in service operations — identifying the constraint in knowledge-work and service delivery processes
10. Continual Improvement Systems
Continual improvement obligation per ISO 9001:2015 Clause 10.3 — improving suitability, adequacy, and effectiveness of the QMS
PDCA — Plan-Do-Check-Act — the universal continual improvement cycle underpinning all improvement methodologies
Kaizen events — focused short-duration improvement workshops targeting a specific process problem
Applying RCA — Root Cause Analysis to operational nonconformances — Five Whys, Fishbone, and Pareto
Benchmarking — comparing operational performance against industry leaders to identify improvement gaps
Improvement roadmap — prioritizing improvement projects by impact, resource requirement, and strategic alignment
Change management in operations — engaging frontline teams in improvement to ensure sustained adoption
11. HSE Integration in Operations Management
Operations HSE management per ISO 45001:2018 Clause 8.1 — operational planning and control for HSE risks
Integrating HSE into process design — hazard identification built into new process design, not added afterward
Safe production principle — HSE performance and operational performance are complementary, not competing
HSE KPIs as leading indicators — near-miss frequency, unsafe act observation rate, and safety inspection compliance
Operational HSE nonconformance management — applying ISO 9001:2015 Clause 10.2 corrective action to HSE failures
Management review integration — HSE performance presented alongside operational KPIs per ISO 45001:2018 Clause 9.3
Quality management integration — ISO 9001 and ISO 45001 managed as an integrated system per ISO High Level Structure
12. Case Studies and Group Discussions
Case studies from operations management failures and successes in Middle East manufacturing, oil and gas, construction, and logistics environments including production losses from unmanaged bottlenecks, quality failures from absent SPC programs, and supply chain disruption from single-supplier dependency — and the importance of structured operations management competency in sustaining operational performance
Group discussion on operations management challenges in regional environments including applying Lean in GCC manufacturing and logistics operations with multicultural workforces, managing OEE improvement in high-temperature industrial environments, and integrating ISO 9001 and ISO 45001 management systems in complex Middle East petrochemical facilities
Integrated operations improvement exercise — teams receive a presented operations scenario with a defined bottleneck, elevated defect rate, and supply chain risk — applying VSM, TOC five focusing steps, DMAIC, and PDCA to develop an integrated improvement plan for facilitator and peer review
Group Exercises
Operations improvement planning workshop — teams apply VSM, TOC, Lean waste analysis, and BSC KPI framework to a presented operational scenario with defined performance gaps — developing a prioritized improvement roadmap for facilitator and peer review
Operational nonconformance investigation exercise — groups apply RCA using Five Whys and Fishbone to a presented recurring production defect, identify root causes across process design, materials, equipment, and management system, and develop corrective actions per ISO 9001:2015 Clause 10.2
Gained Core Technical Skills
Ability to apply the ISO 9001:2015 process approach and risk-based thinking to design, control, and improve operational processes
Proficiency in constructing Value Stream Maps — current and future state — identifying Takt time, waste categories, and improvement opportunities
Competency in applying capacity planning methods — design versus effective capacity, utilization rate, and TOC five focusing steps for bottleneck management
Skill in identifying and eliminating the eight Lean wastes using 5S, Kaizen, JIT, Kanban, SMED, TPM, and OEE measurement
Ability to apply Six Sigma DMAIC to operational improvement — from problem definition through root cause analysis to control plan implementation
Proficiency in applying SPC control charts to monitor process variation and distinguish common from special cause variation
Competency in developing and monitoring operational KPIs — OTIF, FPY, COPQ, OEE, and labour productivity — structured within the Balanced Scorecard framework
Skill in managing supply chain performance — supplier evaluation per ISO 9001:2015 Clause 8.4, supply chain risk mitigation, and Bullwhip Effect management
Ability to apply RCA, PDCA, and ISO 9001:2015 Clause 10.2 and 10.3 to drive verified, sustained operational continual improvement
Services Geographical Coverage
In Tamkene Training Center or at our client's facility (On-Site), Covering All Saudi Arabia Cities and Locations:
Targeted Audience
Operations managers and production managers responsible for day-to-day operational performance, resource planning, and process efficiency
Quality managers and process improvement engineers responsible for QMS implementation, nonconformance management, and continual improvement programs
Plant managers and facility managers responsible for capacity management, OEE improvement, and supply chain integration
Supply chain managers and procurement professionals responsible for supplier performance and operational supply continuity
Technical managers and engineering leads in manufacturing, oil and gas, and industrial environments who need operations management competency to complement their technical expertise
Any professional whose role involves planning, executing, measuring, or improving operational processes and who needs a structured, multi-framework operations management competency
Practical Assessment
Value Stream Mapping exercise — constructing a current state VSM for a presented operational process, identifying all waste categories, calculating Takt time, and drafting a future state map with improvement actions
OEE calculation exercise — calculating OEE from presented availability, performance, and quality data, comparing against the 85% benchmark, and identifying the dominant loss category requiring priority improvement
DMAIC project charter exercise — completing a Six Sigma DMAIC project charter for a presented operational defect scenario — defining the problem, scope, customer requirement, baseline measure, and improvement target
Knowledge Assessment
Process design and capacity questions — VSM current versus future state distinction, Takt time definition, effective capacity formula, and TOC five focusing steps sequence
Lean and Six Sigma questions — eight wastes — TIMWOODS — identification from a described scenario, DMAIC phase sequence, OEE world-class benchmark, and 5S step sequence
Quality and performance questions — ISO 9001:2015 Clause 8.7 nonconforming output obligation, Cp versus Cpk distinction, OTIF definition, and BSC four perspectives
Supply chain and improvement questions — Bullwhip Effect cause, dual sourcing risk mitigation purpose, PDCA phase for verifying improvement effectiveness, and RCA method selection for a described operational nonconformance
Why Choose This Course
Aligned with ISO 9001:2015, ISO 45001:2018, Lean Manufacturing, Six Sigma DMAIC, Theory of Constraints, Total Quality Management, OEE, and Balanced Scorecard
Integrates six improvement frameworks — Lean, Six Sigma, TOC, TQM, BSC, and PDCA — into a single coherent operations management program rather than teaching each in isolation
VSM, OEE calculation, and DMAIC project charter are practiced under assessment conditions — developing directly applicable improvement skills
ISO 9001:2015 process approach and risk-based thinking are integrated as the operational quality framework — not as a separate compliance module
HSE is integrated as an operational performance dimension — not separated from production performance — reflecting the integrated management system approach required by ISO High Level Structure
Incorporates Middle East operations challenges including Lean application in GCC multicultural manufacturing environments, OEE improvement in extreme heat industrial operations, and ISO 9001 and ISO 45001 integrated system management in regional petrochemical and industrial facilities
Note: This course outline, including specific topics, modules, and duration, can be customized based on the specific needs and requirements of the client.
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The training I received from Tamkene was truly exceptional.
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