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Operations Management Strategy - Center for Management Development

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Operations Management Strategy

What you thought were buzz words,
have roots that grow profitable organizations.
Come let Dr. Sue guide you on what you use, when you use it,
and how to balance the methodologies for success.

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Numerous companies are investing in improving their operations by starting with the basic question: what is our operations strategy? Regardless if your company is service or manufacturing, private or public, small or big, it is critical to assess your operations strategy to get good performance and experience growth. Without a proper assessment and reassessment of your operations strategy, a company ends up making random and uncoordinated decisions that may help in the short term, but are detrimental in the medium and long run.

This seminar gives you a quick introduction to three key respectable operations-based strategies that have helped many companies become competitive in the global market place.

You will be exposed to the theory, how it is applied in service and manufacturing, common tools, and many other useful topics.

At the end of each strategy, there will be a discussion and an assessment of how the strategy applies to your company. 

What is an operations strategy

  • Why is it important to have one
  • Setting competitive priorities


Three main types of operations strategies

  • Quality-based strategy
    • Is there one definition of quality?
    • Quality and profitability
    • Quality in service vs. manufacturing
    • Dimensions of quality
    • Costs of quality
    • Brief introduction to Six Sigma
    • Common quality tools


  • Lean-based strategy
    • Evolution of lean
    • The seven wastes of lean
    • Logic of pull vs. push
    • Lean in service vs. manufacturing
    • Brief introduction to value stream mapping
    • Common lean tools
    • Related topics: lean supply chain, Lean Six Sigma


  • Theory of Constraints-based strategy
    • Goldratt’s iconic “The Goal” book
    • Watch the movie (based on the book)
    • Learn the steps of Theory of Constraints (TOC)
    • Find the bottleneck in an operation
    • Drum, buffer and rope


Comparison of Six Sigma, Lean and TOC

Role of metrics in operations strategy

“The Operations Management Strategy class was relevant to, not only my company, but any other business seeking to better their position in the highly competitive world we live in. This class covered various strategies and resources to help streamline and troubleshoot processes in order to build both employee and customer loyalty. Dr. Sue is a very knowledgeable speaker who presents in a fashion that is easy to understand. Pertinent examples and group discussion made for an enjoyable day of learning.  Class materials were spot on. Not too much but just enough to cover in the time frame allowed.”

Gary Grochowsky, Dillon Food Stores, Hutchinson, Kansas

“Dr. Sue is great. She is so very knowledgeable in so many areas, yet she knows how to break down the material and explain it in a way that is easy to understand and apply it to my work. I would highly recommend these classes to everyone.”   

Penny Hiebert,  Supply Chain Buyer, Excel Industries, Hesston, Kansas

Good class to explain the various strategies available.  Presented in a way that we can see how our business ties to one or all areas to focus on, questions to ask. Great instructor! Presents in a manner that is conducive to how I learn best.  Great topics and classes to grow my knowledge in my current field, as well as look outside the box at other ways things can be done that I may not have been exposed to.  It’s great to be with those from other fields in the industry as well to see how they operate in order to see what can be incorporated into my day to day work as well. “

Misty Cavanaugh,  Dillon Food Stores, Hutchinson, Kansas

Understanding the difference in methodologies, what tools to deploy in what segment of the business, can mean the difference in increased market share and a dying company.   Every executive, manager, supervisor, and employee can benefit from this seminar.

Substitutions are free and must be done prior to the start of the class or certificate program.

Cancellations or rescheduling must be received in writing and full refunds will be given up to four business days prior to the start of class.

Any cancellation or reschedule submitted with three or less business days notice is subject to a $35 charge on 1 or 2 day classes and a $75 charge on certificate programs.  

No refunds after the first day of the class or certificate program.

Let’s explore the possibilities of having this program at your facility for your teams to participate in so that each tool is used where it needs to be, with clarity and purpose.  Ann.Buckendahl@wichita.edu

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