MBA Expert: Production and quality management - course 290,000 rub. from the Russian School of Management, training 250 hours, date November 29, 2023.
Miscellaneous / / November 30, 2023
"MBA Expert: Production and Quality Management" includes an in-depth study of the specialization; from strategic management of business processes in production to the implementation of a management system based on TQM and Lean Production.
The purpose of the course is to train highly qualified managers and heads of departments, develop modern competencies for creating and improving production complexes, increasing their competitiveness.
In a programme:
— Specialization from three self-sufficient blocks: increasing production efficiency, quality management, improving the quality of management.
— Leadership: how to manage yourself, others and set up business communications.
— Management: what strategy to choose, how to properly design products and systems, conduct business analysis and where to get ideas for development.
— Marketing: what tasks a marketer faces, what is digital marketing and digital transformation of business, how to develop in a competitive environment.
— Finance: the concept of financial management, what tools for growth exist, how to work with investment projects and risk management.
— Personnel: how to create favorable conditions and unleash the potential of subordinates, manage the life cycle of an employee, form a team and establish a motivation system.
— Projects: how to launch, manage, and establish a project management system in a company.
You will learn to solve production problems, minimize risks, choose production strategies, and develop the competitiveness of production. You will develop key management skills.
MBA teacher at Russian School of Management. Developer of digital transformation programs, designer of complex social systems. Organizational designer, systems engineer.
MBA teacher at Russian School of Management. Developer of digital transformation programs, designer of complex social systems. Organizational designer, systems engineer.
Ph.D., expert practitioner in the field of marketing and strategy, certified business coach. Associate Professor of the Department of Management at the Graduate School of Business of Moscow State University.
Practical techniques for developing a new product in conditions of shortage of funds, personnel, and certainty
• Conceptual apparatus and scope.
• Challenges facing the enterprise: development, development, improvement of products and processes.
• Product life cycle.
• Classic R&D, Design Thinking, Startup Garage.
• Research, generation and selection of ideas, technical specifications.
• Analysis of the reasons for the early death of new products.
• Conducting research on the subject area and related areas.
• Criteria for selecting new products for development and development.
• Combating excessive formalization and bureaucratization of procedures.
• Alternatives to classic expensive research projects.
• Deep immersion into the environment and problems of the Customer.
• Conducting convergent analysis and searching for analogies.
• Modeling, prototyping.
• Prototype production as an indicator of the team's viability.
• Fast, lightweight, etc. layout methods.
• Equipping the R&D base: goals, practical examples and recommendations.
• Deciding on outsourcing or independent execution of the layout/prototype.
• A quick guide to creating an MVP and reducing LEAN cycles.
• Psychology of new product development.
• Rationality and frugality as an internal philosophy.
• Ability to make decisions and act alone.
• Prevention of emotional burnout.
• “Russian management style” and the phenomenon of resistance to innovation.
• Analysis of cases on the development of new products/services from various industries. Demonstration of methods for saving money, time, and resolving technical and administrative problems.
Production and Capacity Management
• Demand calculation, load planning and equipment usage control.
• Identification and elimination of losses. Lean thinking in manufacturing.
• Identifying and eliminating limitations. Theory of system constraints.
• Audit of the state of production facilities, equipment wear monitoring system.
• Organization of scheduled preventive maintenance, repairs based on failures and diagnostics.
• Introduction of more efficient equipment.
Methods for reducing costs and expenses. Reducing production losses
• Reducing losses based on “lean production”.
• Methods for reducing costs for raw materials and supplies. Purchasing and inventory management.
• Optimization of labor costs. Ways to reduce staff.
• Approaches to optimizing the number of personnel in conditions of crisis expectations.
• Integrated management system based on TQM and Lean Production.
• Increasing the efficiency of asset use.
• Enterprise Asset Management concept.
• MRO management methods.
Lean Manufacturing Principles and Techniques
• The car that changed the world or Toyota's philosophy.
• Overview of lean manufacturing. Lean manufacturing tools.
• Value stream. VSM.
• Muda, Mura, Muri.
• Types of losses, methods of reducing losses.
• Visual management. Rules of visibility.
• Total equipment maintenance - TPM.
• Establishing lean order - 5S.
• Involvement of staff and partners.
Production planning and control
• Determination of the optimal enterprise model and choice of production strategy.
• Schemes of planning and production management.
• Structure of the production enterprise.
• Operational production planning.
• Monitoring the implementation of production plans and schedules.
• Dispatcher control over production progress.
• Automation of production planning processes.
Systems thinking and idea generation in turbulent conditions
• System and systems thinking. Areas of use.
• Types of systems, laws and principles in the system.
• Elements and relationships in the system. Properties of the system and its parts.
• Information in systems. Feedback.
• Reinforcing and balancing feedback in systems.
• Cause and effect: error and truth.
• Construction of system models.
• Systems thinking tools.
• Creative and Logical thinking.
• 5 stages of the creative process. Warm up. Generating ideas (Brainstorming Tool). "Ripening" of ideas. Evaluation and selection of ideas. Final analysis.
• How to “pump up” your mind.
Business model. Strategic, tactical and operational management of business processes
• The company's business model in the representation of a set of business processes.
• Definition of a complete set of business processes of the organization and their detailing into components.
• Identification of factors of non-optimality and inconsistency of business processes.
• Designing target performance indicators for each component (process).
• Transformation of goals and to the process level.
• Application of the matrix of distribution of powers and responsibilities in the business process management system.
• Synthesis of target (innovative) business models and business processes taking into account: development strategy, performance targets, available resources and operational technologies.
• Implementation of targeted (innovative) business models and business processes.
• Forecasting and planning (tactical, operational).
• Synchronization of business processes through the development of a system of tactical and operational planning.
• Design and implementation of an interconnected planning system: in volumetric (quantitative), nomenclature, financial parameters.
• Identification of problem areas in the system of tactical and operational planning of one's own organization.
• Designing an organization model in the form of “technological stages”.
• Transformation of strategic level plans to the tactical level.
• Synchronization of tactical and operational level plans.
• Introduction of a system of interconnected forecasting and planning.
• Strategic Development Service. Company development platform. Functions and resources of the development director.
• Development and implementation of company strategy.
• Unified system of strategic management of the company.
• Strategic session. Stages and format of the strategic session. Planning a strategic session (case studies). Preparatory and organizational work. Information Support. Conducting a strategic session. Materials of the strategic session. Session results.
Processing session results.
• Strategy formulation. Development of strategic decisions. Hierarchy of company strategies.
Agile for business. Customer development
• Customer Development.
• Features of projects for the development of new products (services).Process of Product Development and Customer Development.
• Basic ideas that need to be taken into account when developing a new product (service).
• Lean Start-up.
• Feedback cycle “create-evaluate-learn”. Minimum working product (service). Setting basic growth indicators.
• Does the product (service) need “Virage”? When should you make a “Turn”? Types of "Virage".
• Metrics in a startup. Split testing. Cohort analysis.
• Agile philosophy. Agile Manifesto.
• Popularity of different Agile approaches.
• What is Scrum? Roles in Scrum.
• Product owner. Its functions and required skills. Scrum master. Its functions and required skills. Team members. Requirements for team members
• Documents in a Scrum project.
• Structure of requirements for the project product. Product backlog. Approximate view of the magazine. Sprint backlog. How is it developed? Burndown chart. The meaning of the chart and how it is updated.
• Events in Scrum.
• The concept of Sprint. Sprint planning. Considering team performance during sprint planning. Estimating the complexity of tasks using the poker planning method.
• What is a daily Scrum meeting. Rules for its conduct.
• Sprint Review. Who is present and how to conduct it?
• Sprint Retrospective. Why is this necessary and how to implement it?
• Implementing Scrum: What challenges will you face? How to solve these problems?
Project management - from charter to reports
• Introduction to project management.
• Project initiation. Preparing for an effective start.
• Building an organizational structure.
• Project scope management.
• Deadline management.
• Creation of a project management system in the organization.
• Management of risks.
• Project control and monitoring/change management.
Description, regulation and optimization of business processes
• Concept of business process management.
• Concept Process.
• Description and optimization of processes.
• Regulation and controlling of processes.
• Organization of process management.
Process design and diagnostics
• Reasons for the emergence of the process approach.
• Good process approach practices.
• Key process output characteristics. Identification measurement and analysis.
• Sources of risks inherent in the process and its key operations.
• Reasons for failure of key process operations.
• Management of key operations.
• Risk-based approach for the Marketing process and for the Purchasing process. Examples.
Problem Solving Process (PSP)
• Problem Solving Process and PDCA Cycle. Introduction and examples.
• Good practices (international standards and guidelines) and types of problem solving process. Implementation problems.
Practice of implementing the process approach and international standards. Process audit
• Documentation of process information.
• Sequence of implementation of QMS processes according to the requirements of ISO 9001:2015.
• Internal audit of the effectiveness of processes and management systems. What is an audit?
• What is a management system.
• Understanding of ISO 9001 text. Relationship between objective evidence and ISO 9001 requirements.
• What should be checked during the process and how? ISO 19011:2021. Guidelines for auditing management systems.
• Audit program.
• Conducting an audit.
• Competence of auditors. Psychological aspects of audit.
Leader and team
• What is the meaning of Leadership.
• The Leader's Path.
• How to develop leadership qualities.
• Power and influence of the Leader.
• Leader's personal effectiveness.
• How to stay on track.
• Leader and team.
• Systematic view of the team.
• Team management styles.
• Improving the efficiency of teams.
• Motivating employees and teams.
Leader and employees
• What does a Leader need for effective management.
• Purposefulness and result orientation.
• Forecasting and planning.
• Control and self-control.
• Making decisions.
• Problem solving.
• Delegation.
• Communication with employees.
• Development of employee potential.
Business system
• Attention management.
• Intellectual capital management.
• Resource balance.
• Strategy.
• Modern company design.
• VUCA world and requirements for companies.
• Systems and structures.
• Resource-target modeling.
• Management.
• Smart management in the digital world.
• Uncertainty and its impact on management.
Systems design
• Complexity management tools.
• 3 useful analysis tools.
• Method of scientific search for solutions to problems.
• Matrix of tools for designing control systems.
• Development of a value proposition.
• Digital transformation of business.
• Digital transformation team.
• Digital maturity scale.
• Competencies of top managers.
• Digital transformation technologies.
Marketing system and opportunity search
• Marketing functions. The evolution of marketing thought. Formation of value.
• Modern marketing: strategy, tactics, trends.
• Marketing management.
• Working with marketing information. Calculation of market capacity.
• Concentration index. Expert methods. Low-budget ways to analyze the market.
• Marketing research. Objectives of the task. Implementation specifics.
• WEB analytics. End-to-end analytics.
• Marketing research scenario. Construction of CJM.
• Algorithm for developing a new product. Generation of ideas. Design thinking.
• Blue ocean strategy. Value innovation. Innovative business models.
Creating and promoting value
• Positioning. Points of differentiation. Positioning niches.
• Positioning: algorithm for generating and constructing a map.
• Branding: development algorithm and identity.
• Naming. Name development. Registration of trademarks in the Russian Federation.
• Brand design. Packaging is a brand differentiation strategy. Brand KPIs.
• Brand strategy. Growth in the value of private label (private label). Brand portfolio optimization.
• Methods of setting prices. Psychology of price. Dynamic pricing.
• Strategy and tactics in communications. Algorithm for developing creative and media strategy.
• Integrated Internet marketing. Internet marketing tools.
Human Resource Management Strategy
• The company's human capital. HR function audit.
• HR strategy.
• HR analytics.
• Personnel cost management: budget formation.
• Personnel cost management: cost optimization methods.
• Corporate culture of the company.
• Organizational change management: development / preparation for implementation.
• Organizational change management: dealing with resistance/maintaining change.
• Personnel marketing. Employer value proposition.
• Promotion of the HR brand when working with different generations of employees.
Key technologies in the field of human resource management
• Competency model.
• Personel assessment.
• Recruitment.
• Personnel adaptation. Mentoring.
• Personnel training and development.
• Theories of motivation.
• System of material motivation.
• Fixed part of remuneration. Grading.
• Variable part of remuneration. Management by objectives.
• Internal research into the state of human resources.
Financial instruments for increasing efficiency
• Budgeting as an effective technology for company management.
• Unit economics as a basis for financial modeling.
• Determining the profit zone when scaling a business.
• Identification of infrastructural limitations of the business development model.
• Forecasting business performance based on the budget of income and expenses.
• Formation of a balanced business development plan based on the cash flow budget.
• Formation of investment policy based on CFS indicators.
• Forecasting the need for resources and possible sources of business financing based on the forecast balance.
• Internal business assessment based on three key methods. Application of terminal value to increase business value.
• Business valuation based on economic added value.
Construction of a financial management system. Analysis of investment projects and risk management
• Practical application of existing reporting systems for company management tasks.
• Fundamental analysis of the company. Dashboard of operational analysis of the company.
• Key methods for diagnosing the financial condition of a business: historical, vertical, plan-fact.
• Increased efficiency through identification of immobilized assets. Asset turnover.
• Methodology for making management decisions based on the analysis of indicators of the cash cycle model.
• Performance analysis based on the financial results statement.
• Methodology for a comprehensive analysis of factors affecting the efficiency of operating activities.
• Key success factors when analyzing internal and external investment projects.
• Risk management as the basis of a business management system. Creating a risk matrix. Risk management methods.
• Analysis of the sensitivity of investment projects based on risk management and development of project implementation scenarios.
Flexible project management in business
• The place of flexible design approaches in business. Product Development, Customer Development and Lean Startup.
• Business model of the project and business.
• MVP. A minimally working product to find a solution.
• Pivot: when and how a decision or strategy should be changed.
• Agile in project management. Popularity of different Agile approaches.
• Scrum. The concept of Sprint. Roles in Scrum.
• Team members. Functions and required skills.
• Documents in the project: Product backlog. Sprint backlog. Burndown chart.
• Processes: Sprint planning, review and retrospective. Scrum meeting.
• Implementation of Scrum. Problems and solutions.
Classic or “planned” approach to projects
• 5-phase project life cycle. Participants and their roles according to PMBoK.
• Effective project launch. Stakeholder requirements and Charter.
• Project content. Hierarchical work structure (WBS).
• Calculation of task durations and project schedules.
• Calculation of the cost of work and the project budget.
• Risk identification and mitigation.
• Project execution management.
• Control of project deadlines, budget and content.
• Change management system.
• Project reporting. Project closure and lessons learned.