Level 5 Manufacturing Production and Operations Management

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The Level 5 Manufacturing and Production course allows students to develop production management in order to support career development and operational efficiency. During this level 5 manufacturing qualification you will study and explore how to improve planning performance, control management systems and the organisational challenges the manufacturing and supply chain industry faces.

*Through completion of the Level 5 Manufacturing Production and Operations Management you will receive certification from IoSCM and also a regulated qualification, Level 5 in Supply Chain and Operations, via our partnership with SFEDI Awards as the Ofqual regulated Awarding Organisation.

Course Delivery

By enrolling with IoSCM, you’ll gain access to a customised learning platform in which you can take mock tests, utilise a huge library of resources and interact with other students across the globe. As well as unlimited first-class materials, there is self-assessments available online show the results immediately to give you direction on what you’re doing well and what you might need to take another look at.

You can take and retake the practise self-tests as many times as you like. By doing this, we’re increasing your confidence in your ability to succeed and therefore, also ensuring you pass the first time.

Because IoSCM qualifications can be studied entirely online, you can study in your own time and in the comfort of your own home. You can revisit materials and resources as often as required, simply log in to your personal learning platform.

We do, however, offer free monthly face to face or online workshops for you to attend if necessary. We understand that every individual is different, so we encourage you to learn at your own pace and in a way that suits you.

Course Requirements

The IoSCM Level 5 in Manufacturing Production and Operations Management can be studied to four levels, Award, Certificate, Diploma or Advanced Diploma, depending on how many units you wish to study.

  • For the Level 5 Manufacturing Production and Operations Management Award, you will be required to complete 1 elective unit
  • For the Level 5 Manufacturing Production and Operations Management Certificate, you will need to choose 1 elective unit and 2 optional units
  • For the Level 5 Manufacturing Production and Operations Management Diploma, complete 1 elective unit and 3 optional units
  • For the Level 5 Manufacturing Production and Operations Management Advanced Diploma, complete 1 elective unit and 6 optional units

Core Units

  • Production planning: Sales and operations planning; Demand management programme; Master production schedule; Materials requirement planning; Production control; Settlement; Materials management; Profitability and productivity; Production in the supply chain; Customer service
  • Production planning, sales planning and forecasting: Budgeting methods; Predicting demand; Demand management
  • Master Scheduling terminology: Master production schedule; Capacity planning; Materials requirement planning; Rough cut capacity planning; Production control
  • Development of manufacturing and control systems: Planning principles; Production planning systems
  • Improve planning performance: Benchmarking; Quality; Total quality management; Planning performance objectives; Production planning and control; Performance measures; Lean manufacturing
  • Operations management: Inputs and outputs, Volume, variety, variation and visibility, Managing operations and operations functions, Performance objectives, Planning and control, Macroeconomic factors, Implementation of business strategy, Judging performance against competitors, The operation’s contribution
  • Operations processing: Operations management four generic processes, Process mapping, Materials requirement planning (MRP), Supply and demand, Supply network, Outsourcing, Process technologies
  • Relationship between operations management and strategic planning: Strategic decisions, The balanced scorecard, Operations strategy, Quality, Speed, Dependability, Flexibility & Cost, Performance measurement systems
  • Operations improvement techniques: Cost leadership strategy, Focus strategy, Value chain, Performance measurements, Performance standards, Benchmarking, Lean manufacturing, Agile manufacturing, Total quality management, PESTLE analysis, Business excellence models
  • Organisational challenges: Globalisation, Social responsibility, Environmental responsibility, Technology

Optional Units

  • Quality management systems: Definition of quality, Quality management techniques
  • Advantages of quality management systems: Total quality management, Organisation wide processes, Achieving customer satisfaction
  • Tools and techniques: Quality control, Flowcharts and diagrams, Available resources, Standardisation, Troubleshooting, Failure modes, Effects analysis, Six Sigma
  • Improve organisational performance: Continuous improvement, Steps to quality improvement, Standardisation, Total quality management, Suggestion schemes, Communication and barriers to communication
  • Principles of project management: Purpose and principles of project management; Project lifecycle; Key principles; Responsibilities of project managers; Interpersonal skills; Judging project success; Problems in organisation, implementation & control
  • Justification of a project: Identifying areas for investigation; Physical environment; Business case; Aims, objectives and scope of a project; Work Breakdown Structure; Expected outcomes of a project; Activity sequencing; Activity duration estimation; Schedule development tools and techniques; Schedule control
  • Research and analyse data: Sources of data for a project; Analyse data and recommend a course of action; Monitoring progress of the project; Risk management; Data analysis; Project evaluation
  • Monitor, review and evaluate: Assess performance of project; Ways to disclose performance of project; The review process; Performance reporting; Project evaluation
  • Principles of Master Scheduling Techniques: Planning and scheduling; Competitive advantage
  • Scope of Master Scheduling Techniques: Environment; Bill of material; Advantages of Master Scheduling Techniques; Master scheduling
  • Monitoring and controlling Master Scheduling Techniques: Standardisation; Monitoring; Gantt charts; Benchmarking; Total Quality Management; Lean techniques; Total productive maintenance; Six Sigma; Performance measures
  • Management Information System (MIS): Principles of management; Interpersonal, informational & decisional roles; Information management; Management information systems; Types of information; Functions of management information systems; Quality of information; Decision making
  • Role of a Management Information System: Application of management information systems; Systems development; Advantages of MIS; Risk; Disadvantages of MIS; Competitive advantage
  • MIS and business strategy: Business strategy; Monitoring business strategy
  • MIS and organisation change: Types of information; Types of reports; Change management; Operational excellence
  • MIS and business performance: Enterprise Resource Planning (ERP); Marketing information systems; Manufacturing information systems; Financial information systems; Human resources information systems; Decision support systems; Information technology
  • Purpose of inventory management: Inventory, Inventory management, Competitive advantage
  • Fixed period & fixed quantity models: Plan inventory requirements, Forecasting, Qualitative & quantitative techniques, Fixed order or continuous review system, Order quantity models, Economic Ordering Quantity
  • Effect of inventory management on supply chain   : A-B-C approach, Economic Ordering Quantity model, Fixed order or continuous review system, Quantity discount model, Continuous inventory systems, Periodic inventory systems, Quantitative and qualitative forecasting
  • Modern inventory systems: Inventory control systems, Contemporary logistics strategies, Performance indicators, Increase operational efficiency, Increase customer service satisfaction
  • Minimising stock level: Inventory allocation, Material requirements planning, Distribution requirements planning, Single period / multi-period inventory systems
  • Environmental issues in manufacturing: What is meant by environmental issues in relation to manufacturing; Examples of environmental issues in manufacturing
  • The factors that influence environmental issues in manufacturing: Environmental Regulations and Legislation that impacts on Manufacturing; The policies within an organisation in relation to environmental issues; The advantages of an organisation having environmental policies; Key performance indicators (KPIs) in relation to environmental issues
  • The importance of organisational infrastructure requirements for environmental issues in manufacturing: Infrastructural requirements in dealing with environmental issues within an organisation; The importance of infrastructural requirements; The equipment requirements in order to deal with environmental issues within manufacturing; The importance of equipment requirements
  • Monitoring and controlling the impact of manufacturing on the environment: The importance of monitoring performance in relation to environmental issues in manufacturing; Techniques to monitor performance in relation to environmental issues in manufacturing; The benefits of effective operational performance in relation to environmental issues
  • Customers: Internal customers, External customers, Customer Service cycle, Customer needs and Expectations, Moments of truth model
  • Standards: Customer Service Excellence, Measuring quality customer service, Customer feedback
  • Improvements: Using feedback to improve
  • Policies and procedures: Handling Customer Complaints, Service failure, Product failure, Handling Complaints
  • Barriers to dealing with customer complaints: Taking customers for granted, Ignoring customers, Saying it is not my fault, Failing customer expectations, Failing to respond positively, Being rude to customers, Forgetting the internal customer
  • Warehouse policies: Benefits of warehousing, Types of warehouses, Warehouse policies and procedures, Warehouse exit strategy – in house, Warehouse exit strategy – outsourcing
  • Requirements: Warehouse activity, Storage system design, Warehouse layout, Product layout, Material flows, Resource planning, Material handling, Warehouse personnel
  • Inventory strategy: Integrated supply chain, Supply chain management, Supply chain measurement, Performance evaluation, Quality management, Supply chain performance measures, Supply chain strategy, Product life cycle, Service levels, Transportation, Inventory and planning control
  • Legislation: Health and safety legislation, Prevention, Risk assessment, Manual Handling Regulations, Licencing and permits, Training, Insurance
  • Technology advances: Warehouse Management System, Materials Requirement Planning, Manufacturing Resource Planning, Information Communications Technology, Automated Storage and Retrieval Systems, Conveyor systems, Barcode technology, Radio Frequency Identification Technology, Electronic Data Interchange (EDI), Electronic Point of Sale (EPOS), Key performance indicators, Inventory reduction
  • Financial systems: Budgeting, Performance measurement, Warehouse costs, Activity based costing (ABC), Payback period, Rate of return, Performance indicators, Balanced scorecard
  • Nature and purpose of transport planning: Demand for goods movement, Demand for travel, Types of transport, Journey planning and modal choices, Access and mobility requirements
  • Land use: Land density, Transport infrastructure, Brown field developments
  • Sustainability: Planning strategy and process, Environmental issues in transport provision, Sustainability, The role of central Government, Four stage transport plan
  • Transport demand: Demand for movement, Demand for travel, Demand drivers, Warehousing, Hazardous goods, Forecasting demand, Future of transport planning
  • Movement of freight: Freight operations, Environmentally sustainable transport, Conventional and emerging issues in transport
  • Effective management and control: Supply chain management, Supply chain risks and strengths, Strategic factors, Provide competitive advantage, Operations management
  • Physical and information flows: Product and information flows, Supply chain objectives, Supply chain integration and harmonisation
  • Why supply chain may not function correctly:  Barriers and risk, Forecast methods, Supply chain drivers, Strategic fit, Benchmarking
  • Strategic and operational planning: Supply chain planning decisions, Operations strategy, Supply chain improvement models, ISO 9000, Agility, The seven wastes
  • Impact of technology: Technological advances in supply chain, Data processing systems, Improvements towards agility, Information systems infrastructure, Communication
  • Key roles of management: Purchasing management, Purchasing cycle, Market analysis, Porters Five Forces, Stakeholder analysis
  • Impact of legislation: Breach of contract, Consumer law
  • Working relationships with suppliers: Supplier risk management, Supplier appraisal, Risks and barriers in supplier relationships, Supplier Relationship Spectrum
  • Effective negotiating skills: Tools and techniques for effective negotiating, Supplier management
  • Shipping and international trade: Ships and the shipping system, Tramp & liner service markets, International trade patterns, International maritime passages
  • Business strategy in shipping: Corporate strategy for shipping, Financial strategy for shipping, Costs, Bargaining power of buyers and suppliers, International shipping law, Regulation and finance, Maritime laws
  • Port operations management: Terminals, Physical flows in a port, Product and information flow, Terminal performance indicators, Productivity, utilisation and service measures
  • Agile ports: Characteristics of an agile port, Lean logistics
  • Port development: Containerisation, concentration, collaboration and competition, Emerging trends
  • Principles and Practices in relation to the Movement of Goods: Definition of the movement of goods, What is Logistics, Modes of Transport used to move goods (Air, Road, Rail, Sea)
  • The characteristics of goods and the impact on their handling: Types and characteristics of Goods, Handling of different types of goods, Safety and Security measures relating to the different types of goods, Unitisation of goods
  • The considerations that influence the flow of goods: Supply and Demand, Variations in Demand for goods, Load planning, Resource planning, Modal planning and Scheduling, The use of Third Party Logistics (3PL)
  • Logistical requirements of a supply chain: What is logistics?, Who is the customer?, The supply chain, The large player, Integration, Networks, Deregulation and privatisation
  • Customer needs: E-logistics, Electronic data interchange (EDI), Scheduling methods & issues, Planning framework, PESTLE analysis, Planning
  • Optimise use of logistics: Inventory management systems, Factors in the use of resources, Measuring and managing logistics performance, The balanced scorecard, The Supply Chain Operations Reference Model, Key performance indicators
  • Modes of transport: Rail, Road, Air, Sea
  • Technology, Information & communication technology, Evolution of technology, Improvements in technology
  • Quality: Outsourcing, Reverse logistics, Green logistics, Total quality management, Quality inspections, Continuous improvement strategy

Job title & Salaries

Materials Manager£29,000 – £42,000
Category Manager£35,000 – £49,000
Production Planning Manager£30,000 – £39,000
Warehouse Manager£32,000 – £36,000
Production Manager (Night Shift)£30,000 – £50,000
Manufactring Engineering Manager£29,754 – £61,102
Factory Manager£23,264 – £57,679
Production Manager£30,000 – £50,000
Production Manager (Manufacturing)£21,801 – £47,053
Quality Assurance Manager£28,000 – £45,000
Manufacturing Engineer£22,132 – £39,462
Manufacturing Process Analyst£23,935 – £49,071

*Salaries are based on national averages and may vary depending on location

Business Improvements

  • Increase Inventory turnover rates and turn inventory into revenue
  • Overall Equipment Effectiveness (OEE) is a metric that identifies the percentage of planned production time that is truly productive. By correctly understanding this, production will beome more efficient, by producing only good parts, as quickly as possible and with no down time
  • Reduce the risk of not having the right products, in the right place at the right time
  • Product quality is essential to a business; the better the quality, the less chance there is of products being returned by the customer. Guarantee Customer Satisfaction
  • Ensure that your organisation never runs of of inventory, by ensuring that buffer stocks are held
  • By understanding re-order levels, Inventory can be optimised and thereby avoiding stock outs
  • Efficient Inventory ordering quantity will ensure that the organisation has sufficient inventory to meet the demands of the customer

“I chose to study an IoSCM Level 5 Diploma to improve my knowledge of the industry and to further my career progression. I undertook much research, as I wanted to find the best course to suit my needs, and I felt the choice of units and the flexibility of study provided by the IoSCM was the best option for me.

I have had a very good experience of studying with the Institute of Supply Chain Management; I found the course material to be very helpful and the student support team were fantastic in providing me with guidance and advice to ensure I progressed through my studies with ease.

I would definitely recommend the IoSCM and their courses to others. The optional units have helped me to develop new skills and knowledge that are specific to my job role and will help me to progress me career in future.”

Magloire Muyembe

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