8316 – 607 Developing Excellence in Operations

Operational excellence is the central idea of the unit. Dr Joseph M. Juran first proposed the idea in the early 1970s when educating corporate executives on how to enhance quality. The idea was formalized in numerous countries throughout the world years later. The framework adopts specific concepts to develop an excellent culture inside a specific organization. In conclusion, the concept’s real goal is to make sure that employees can understand, provide, and enhance the flow of value to a client. The four main subcategories of operational research are process excellence, high-performing teams, performance management, and strategy deployment. It may be argued that the world is more competitive than ever. Therefore, having strong managerial abilities is essential for every organization’s sustainability. An organization needs imaginative, adaptable, and inventive leadership that is focused on the long term and the future if it is to thrive in the current environment. These abilities are essential for the company’s performance in a variety of areas, including employee and customer loyalty. The “Developing Excellence in Operations” course offered by ILM is a crucial first step for managers and executives looking to advance their understanding of the aforementioned topics.

How does Developing Excellence in Operations Unit work?

Business leaders from all around the world are constantly creating and implementing new frameworks to boost organizational performance. As a manager, improving your knowledge and abilities in the present global market is one of the best strategies to boost your performance. Managers who are interested to learn more about organizational behaviour or performance concerning current and potential clients, sponsors, and competitors will find this unit to be very useful. As was already mentioned, the world is changing more quickly than it ever has. It is now crucial for managers to understand new frameworks to spot changes in both customer behaviour and rivals’ business practices. Recent events, such as the COVID-19 pandemic rise, have caused a significant shift in consumer behaviour. Multiple organizations have experienced significant operational adjustments as a result of this. Additionally, this course gives students the knowledge and abilities to assess an organization’s capacity to satisfy present and future customer, partner, and sponsor needs. This is crucial, especially given how quickly markets are shifting right now. The ability to recognize examples of operational excellence, and best practices, and assess their value to the organization is also provided to learners. Finally, the students have the skills necessary to recognize operational performance gaps and chances for innovation and development, as well as to compare their performance to that of competitors.

Why should you study this unit?

The needs of customers, sponsors, and partners are changing quickly. You must modify your knowledge and abilities to recognize, comprehend, and appropriately address these needs. You will be given the knowledge and abilities necessary to recognize and conceptualize various behaviours and trends, which might be essential for influencing the operations of the organization. Additionally, this unit will give you the information necessary to recognize various operational excellence models and how they might benefit the organization. Enrolling in this unit also gives you the knowledge necessary to put emergency plans in place for handling risk assessment. This will help you react to various scenarios.

Outcomes of the learning

The following list of potential results that a learner might exhibit after completing the course is provided:

• Capability to determine the demands of sponsors or customers, both current and potential.
• The capacity to spot trends in performance and behaviour.
• The capacity to assess their organization’s capacity to satisfy both present and future client needs.
• The capacity to recognize various operational excellence models and their potential value to their company.
• The capacity to consider several possibilities for advancements.
• The capacity to develop a justification for carrying out a backup plan or any other suggested strategy.

What are the requirements for entry?

The ILM level 6 unit titled “Developing Excellence in Operations” falls under category B. A minimum of 30 credits from Group B are required from learners. The student must have earned significant credits in ILM level 5 units to be eligible for this course and other Level 6 modules. The candidate must have completed 6 of the 12 credits needed to be eligible for the award. It’s crucial to remember that credits earned in Level 5 can be applied toward Level 6. An applicant must also have taken part in at least one hour of orientation and at least three hours of instructional support. The candidate must have completed a minimum of 13 credits and 3 hours of contact instruction time to be eligible for the final award. The candidate must obtain 37 points and pass a two-hour timed orientation to properly graduate.

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Reference

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 Research, 3(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 Excellence, 30(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 Review, 1(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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