PRODUCTION MANAGEMENT CERTIFICATION TRAINING COURSE

In the Production Management Certification Training Course, you will learn how to apply management principles such as planning, organizing, directing, and controlling the production process to a factory’s production function.

Questions, please call 24/7 888-632-2093.

Learn production management in-person or online in this three-day class.

Learn industry recommended production management procedures and best practices.
Receive training from a production management professional with 30+ years of experience.
Four ways to learn: public class, webinar, self-study, or on-site training.
Public class and webinar limited to four students for maximum learning.
Certificate issued on completion.
Cost: Three-day class $1,999.00
Available Discounts

What will I learn in the Production Management Certification Training Course?

In Production Management Certification Training Course, you will learn how to apply management principles such as planning, organizing, directing, and controlling the production process to a factory’s production function.

In some companies, production management is called operations management. In this course, you will learn planning and control of industrial processes to ensure they move smoothly at the required level. In manufacturing operations, production management includes responsibility for product and process design, planning and control issues involving capacity and quality, and organization and workforce supervision.

“The prevailing—and foolish—attitude is that a good manager can be a good manager anywhere, with no special knowledge of the production process he’s managing. A man with a financial background may know nothing about manufacturing shoes or cars, but he’s put in charge anyway.”

W. Edwards Deming, American engineer, statistician, professor, author, lecturer, and management consultant who wrote The New Economics for Industry, Government, and Education.

All manufacturing companies’ goal is to maximize profit by utilizing a well-designed production process. You will learn how to continually pursue process improvements and gains in efficiency through solid production management of people, materials, and equipment. You will receive training in five key areas:

production planning
leadership skills
production control
process improvement
predictive maintenance

Overview of Planning and Control

In Module One we take a look at the big picture. The class begins with an analysis of the business environment that influences manufacturing processes like order qualifiers and order winners. We examine how customers influence our business and why they choose us over our competitors. You are then taught how to create a process map to help enable you to identify problems with a particular production line. We then thoroughly examine how technology and new software are changing manufacturing to include Industry 4.0, the smart factory, the Internet of Things (IoT), robotics, blockchain, predictive analytics, virtual reality, 3-D printing, advanced materials, nanotechnology, and cloud computing.

Situational Leadership

In Module Two, you will learn that the definitive leadership style research comes from Paul Hersey and Kenneth Blanchard, which they expressed in their Situational Leadership Model. The Hersey-Blanchard model addresses the key to practical leadership development: the attributes and styles of the followers.

Not everyone is on the same intellectual, maturity, compliance, or motivational level. Different people are motivated by different things, and this must be taken into account if one is to be a great leader. Communications experts consider it critical to tailor your message to your target audience. It is the followers you want to motivate, and you cannot do that if you do not know who you are trying to motivate or influence.

Motivation

The importance of psychology in achieving and maintaining employee motivation is essential. A message can be repeated to a group of employees, but unless they believe it and believe in it, the words are empty. In Module Three, you will learn some of the fundamental psychological theories that help employers produce a motivated workforce.

A Personal Inventory

In 2002, Jossey Bass published a book by James Kouzes and Barry Posner called The Leadership Challenge. Building upon the Hersey-Blanchard model and other transformational leadership models, they went to the heart of what skills are required by the leader to stimulate such a transformation. In Module Four, you will learn the abilities to influence followers and bring them to accept the leader’s vision as their own.

Modeling the Way

Remember, the best leaders are examples of what they want their followers to be. George Washington rode into battle with his troops. You cannot lead from the rear, and sending your followers out to take the heat and face the challenges while you remain in an ivory tower will eliminate any possibility of respect.

In Module Five, you will learn a leader is in the lead, right upfront, ready to take the heat if something goes wrong. If something goes wrong, a true leader never blames his followers even if they failed. A true leader takes the blame and then addresses how to correct the problems that arose.

Inspiring a Shared Vision

In Module Six, you will learn the key to true leadership is to inspire a shared vision among your followers. Before you can convey a vision, however, you have to develop it. You must be clear in your vision, live it before others can see it, and model it from your behavior.

Challenging the Process

Far too often, we cling to what is familiar, even if what we cling to is known to be inadequate. The law of inertia governs most large groups: if it takes effort to change something, nothing will change. In Module Seven, you will learn to search out opportunities to change, grow, innovate, and improve.

However, there is no reward without risk, so you must be willing to experiment, take risks, and learn from any mistakes. Ask questions, even if you fear the answers. Start with the question, “Why?” Why are things the way they are? Why do we do things the way we do?

Enabling Others to Act

As mentioned before, you cannot do your followers’ work for them. Besides, if you do their work, why are they getting paid? You have your work to do. The Hersey-Blanchard Situational Leadership model’s ultimate goal is to develop your followers to the point where you can delegate tasks without a lot of oversight.

In Module Eight, you will learn to be a true leader, you must enable others to act responsibly and not encourage bad worker habits by compensating for them or overlooking them. Simultaneously, you cannot criticize a follower for trying hard but making an honest mistake.

The goal of a leader is to empower others to work.

To the extent you can do this is the extent you will be successful.

Encouraging the Heart

Employees, workers, and followers are not robots. Human beings have intellect and emotions. Failing to deal with them on those levels will ultimately backfire. You cannot program loyalty.

In Module Nine, you will learn if your followers share the work make certain they share in the rewards. If you are going to get a bonus for a successful task, share at least a portion of it with your followers. More than one employee has felt betrayed by leadership when the boss gets a big bonus, and those who do all the work get nothing. You should at least throw them a party, provide a free lunch, or give everyone a pair of movie tickets or a lottery ticket, but do something to show they did not work hard, only to see you take all the credit.

Basic Influencing Skills

In Module Ten, you will learn the best leaders can influence others to do something and think it was all their idea. Do not worry about taking credit for every good thing that happens on your watch. As the leader, you get credit whenever your followers succeed because you created the environment that allowed their success,

Setting Goals

In Module Eleven, you will learn without a goal, your chances of successfully coaching your employee to better performance are low. Defining specific, measurable, attainable, realistic, and time-driven goals will plot a marker on the horizon that acts as your beacon. Without it, you are navigating blindly, causing frustration for both you and your employee because you never seem to make any improvement. It becomes a constant cycle of failing to meet the goal and talking to your employee about it.

Sales and Operations Planning

In Module Twelve, you will learn about sales and operations planning (S&OP). Your company’s mission statement is management’s vision for what the company needs to accomplish. The S&OP is management’s guidance on how to accomplish the mission. In other words, the mission statement tells you what to do, and the S&OP tells you how to do it.

The Master Schedule

In Module Thirteen, you will learn about the master schedule. The master schedule is the tool used to guide production in a make-to-stock environment. It also plays a supporting role in a make-to-order environment.

Inventory Management

In Module Fourteen, you will learn about inventory management to help you understand this vital part of the manufacturing operation.

Production Activity Control

In Module Fifteen, we discuss Production Activity Control (PAC), you will learn how to plan production in the most efficient manner to reduce quality problems such as high defect rates, high return rates, and poor quality; output problems like long lead times, unreasonable production schedules, high inventory rates, and supply chain interruptions; and cost problems such as low efficiency and idle people or machines.

Lean Production and JIT

In Module Seventeen, you will learn about the Theory of Constraints (ToC) and why it is important to question everything!

Theory of Constraints

In Module Eighteen, you will learn partnering activities to promote good relations with purchasing and distribution.

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