Manufacturing Systems and Operations Management Training Course

Participants can define ERP process scope and ownership for a manufacturing operating model.

• Make-to-stock, make-to-order, assemble-to-order and engineer-to-order operating models
• Process ownership assigns accountable roles for planning, execution and exception resolution
• SIPOC analysis defines suppliers, inputs, process steps, outputs and customers
• Value-stream maps identify waiting, rework, inventory and information-flow constraints
• Business requirements distinguish mandatory controls from local working preferences
• RACI matrices allocate decision rights for master data and transactions

Participants can establish item-master and product-structure standards that support reliable planning.

• Item master attributes govern planning, purchasing, costing, storage and traceability
• Material groups support purchasing analysis, inventory reporting and approval workflows
• Bills of materials define components, quantities, scrap factors and effectivity dates
• Phantom assemblies simplify planning for non-stocked intermediate production structures
• Engineering change control manages revision status, effective dates and released structures
• Data-quality rules detect duplicate items, invalid units and incomplete planning fields

Participants can structure routings and work-centre data for accurate scheduling and cost collection.

• Routings sequence operations, setup times, run times and transfer quantities
• Work centres represent labour, machines, tooling and constrained production resources
• Standard times distinguish setup, run, queue, move and post-production activities
• Capacity calendars define shifts, breaks, planned downtime and available hours
• Alternate routings accommodate qualified equipment, methods and production contingencies
• Work-centre rates connect labour and machine consumption with standard costing

Participants can translate customer demand into controlled ERP demand signals and promise dates.

• Demand management reconciles sales orders, forecasts, promotions and contract commitments
• Available-to-promise calculations allocate uncommitted inventory and planned supply
• Capable-to-promise checks consider material availability, capacity and supplier lead times
• Forecast consumption prevents duplicate demand from forecasts and customer orders
• Demand time fences protect near-term schedules from uncontrolled order changes
• Order-priority rules manage allocation during constrained supply conditions

Participants can design inventory transactions and controls that preserve stock-record accuracy.

• Inventory status codes separate available, quality-hold, blocked and consignment stock
• Goods receipts update quantity, value, inspection status and supplier-document references
• Cycle counting applies ABC classification, count frequencies and variance investigation
• Lot and serial tracking support recall readiness, expiry control and genealogy
• Bin-location structures govern put-away, picking, replenishment and stock transfers
• Inventory adjustments require reason codes, approval limits and audit trails

Participants can set and assess MRP parameters for material availability and inventory control.

• MRP explosion converts independent demand into time-phased component requirements
• Planning parameters define lead times, safety stock, lot sizes and reorder points
• Lot-sizing methods compare lot-for-lot, fixed-order quantity and economic order quantity
• Netting logic offsets gross requirements against on-hand stock and scheduled receipts
• Planning time fences control automatic changes to near-term supply proposals
• Exception messages highlight shortages, reschedule proposals and excess supply

Participants can interpret capacity loads and select appropriate responses to production constraints.

• Capacity requirements planning translates planned orders into work-centre load profiles
• Rough-cut capacity planning tests aggregate feasibility before detailed scheduling
• Finite scheduling respects work-centre capacity, calendars, sequence and priority rules
• Dispatch lists sequence released orders using due dates and operational priorities
• Bottleneck management applies drum-buffer-rope concepts to constrained production resources
• Load levelling evaluates overtime, subcontracting, alternate resources and schedule changes

Participants can control production-order release, execution reporting and order closure within ERP.

• Production orders consolidate material, routing, quantity, dates and cost information
• Order release verifies component availability, capacity readiness and document completion
• Backflushing posts component consumption using predefined bill-of-material quantities
• Operation confirmations record labour, machine time, yield, scrap and completion status
• Variance codes classify material, labour, routing and yield deviations
• Order closure prevents late postings and triggers variance review procedures

Participants can connect purchase planning, supplier controls and receiving processes to ERP demand.

• Purchase requisitions convert MRP proposals into controlled sourcing requirements
• Source lists identify approved suppliers, contracts, lead times and allocation rules
• Purchase orders define quantity, price, delivery date and quality requirements
• Three-way matching reconciles purchase order, goods receipt and supplier invoice
• Supplier schedules communicate forecast releases, firm commitments and delivery changes
• Vendor performance measures delivery reliability, quality acceptance and price variance

Participants can specify ERP quality records and disposition workflows for controlled material release.

• Inspection plans define sampling methods, characteristics, tolerances and recording requirements
• Quality lots link incoming, in-process and finished-goods inspections with inventory status
• Nonconformance reports record defects, containment actions, disposition and corrective actions
• Material review boards approve rework, scrap, return or use-as-is decisions
• Corrective-action records apply five-whys analysis and cause-and-effect diagrams
• Certificate-of-analysis requirements connect test results with customer shipment documentation

Participants can connect maintenance planning and asset events to manufacturing capacity and materials.

• Equipment master records identify assets, locations, maintenance classes and criticality
• Preventive maintenance plans schedule inspections, servicing tasks and replacement parts
• Maintenance work orders reserve labour, spare parts and equipment downtime
• Downtime codes separate planned maintenance, breakdowns, changeovers and operational losses
• Overall equipment effectiveness combines availability, performance and quality loss measures
• Capacity calendars reflect maintenance shutdowns before production scheduling runs

Participants can explain how manufacturing transactions affect inventory valuation, variances and financial reporting.

• Standard costing assigns material, labour and overhead costs to manufactured items
• Actual costing captures transaction values, purchase-price differences and production variances
• Work-in-process accounting records incomplete production orders at period end
• Inventory valuation methods distinguish standard cost, moving average and FIFO approaches
• Variance analysis separates price, usage, rate, efficiency and volume effects
• Period-close controls reconcile inventory subledgers, production orders and general ledger

Participants can design operational reports and KPI definitions from ERP transaction data.

• KPI dictionaries define formulas, sources, owners, refresh frequency and thresholds
• Schedule adherence compares planned completion dates with actual production confirmations
• Inventory turns link annualised cost of goods sold with average inventory value
• First-pass yield measures accepted output without rework or additional processing
• Exception dashboards prioritise shortages, overdue orders, quality holds and late receipts
• Pareto analysis ranks recurring operational losses by frequency, quantity or cost

Participants can establish governance and control requirements for manufacturing ERP data and transactions.

• Data owners approve item, supplier, customer, routing and bill-of-material changes
• Segregation of duties separates master-data maintenance, approvals and transaction posting
• Role-based access controls restrict functions according to job responsibilities
• Audit trails retain user, timestamp, old value and new value
• Control matrices link operational risks with preventive and detective controls
• Periodic access reviews remove inactive users and conflicting system privileges

Participants can define integration requirements between ERP and manufacturing execution, warehouse and data systems.

• Interface maps identify source systems, target systems, messages, triggers and owners
• MES integration transfers production orders, routings, confirmations and quality results
• Barcode scanning improves goods movement accuracy, traceability and transaction timeliness
• API specifications define fields, validation rules, error handling and retry logic
• Master-data synchronisation prevents mismatched items, units, revisions and locations
• Interface monitoring identifies failed messages, duplicate transactions and delayed updates

Participants can plan business readiness activities for a manufacturing ERP deployment or major process change.

• Implementation governance defines sponsors, process owners, workstreams and decision forums
• Data migration maps legacy fields, transformation rules, validation and sign-off
• Conference-room pilots validate end-to-end scenarios before detailed configuration completion
• User acceptance testing traces requirements through scripts, evidence and defect resolution
• Cutover plans sequence opening balances, master data, transactions and user access
• Hypercare support triages incidents, stabilises processes and tracks recurring defects

Participants can prepare adoption actions that improve transaction discipline and business ownership after deployment.

• Stakeholder analysis identifies affected roles, concerns, influence and communication needs
• Role-based training maps ERP tasks to job-specific transaction responsibilities
• Standard operating procedures document triggers, steps, controls, exceptions and records
• Super-user networks provide local support, escalation routes and feedback channels
• Adoption metrics track transaction timeliness, error rates and procedure compliance
• Resistance management addresses process impacts through evidence, coaching and sponsorship

Participants can diagnose ERP-enabled operating problems and prioritise corrective improvement actions.

• Problem statements quantify the gap between required and actual operational performance
• Five-whys analysis tests causal chains behind recurring planning and inventory failures
• Fishbone diagrams examine people, methods, materials, machines, measurements and systems
• Process mining concepts reconstruct transaction paths from ERP event-log timestamps
• Failure mode and effects analysis ranks risks by severity, occurrence and detection
• Improvement backlogs prioritise actions by operational impact, effort and control risk

Participants can build, review and present a complete manufacturing ERP operating model for a selected plant scenario.

• Operating model integrates process maps, roles, master data and transaction controls
• Planning design documents demand signals, MRP parameters and capacity response rules
• Execution workflows cover purchasing, production, inventory, quality and maintenance transactions
• KPI pack specifies measures, formulas, data sources, thresholds and review cadence
• Control matrix addresses data ownership, approvals, access and reconciliation requirements
• Phased action plan presents priorities, dependencies, accountable owners and milestones