Strategy gets the credit; operations decides whether it happens. This module covers what operations management is, how an operation turns inputs into a delivered service, and how its everyday decisions either enable a strategy or quietly undermine it, along with the priorities every operation competes on. You come away able to see the operation behind any service and judge what it is built to do.

Most problems in an operation are process problems in disguise. This module teaches you to see work as end-to-end processes, map how one actually runs, classify it, and find the value and the waste in it, including process mining, which reconstructs the real process from the digital trail it leaves. You finish able to map a process and pinpoint where it breaks down.

Why does the queue keep growing when everyone is working flat out? This module uses ideas such as Little’s Law and the Theory of Constraints to show how work flows through an operation, where bottlenecks form, how to match capacity to changing demand that never sits still, how to turn that into a schedule of who works when, and why running at full utilisation makes waiting worse rather than better. You come away able to diagnose a flow or capacity problem and ease it.

Consistency is harder than occasional brilliance. This module covers what quality means in a service, how to reduce the variation that undermines it, and the Lean and Six Sigma methods for improving a process, plus why improvement sticks only when it is built into the culture rather than run as a one-off. You finish able to improve a process and keep it improving.

Recent years taught every operation that the cheapest supply chain is often the most fragile. This module covers how operations reach beyond the organisation, why small swings in demand amplify into large ones upstream, how much stock to hold and when to reorder, and the shift from squeezing cost to building resilience. You come away able to spot where a supply chain is exposed and how to strengthen it.

Every operation is being told to add AI. Far fewer are being told how to make it pay. This module covers the digital operation, the spectrum from simple automation to AI agents, how people and machines work together, and the honest reason most technology investments underdeliver: value comes from redesigning the operation, not from buying the tool. You finish able to judge where automation and AI genuinely fit.

A metric changes the behaviour it measures. This module covers measuring an operation against what actually matters, the difference between KPIs, SLAs and OKRs, the traps that make a dashboard lie, and how analytics moves from explaining the past to predicting what is next. You come away able to build a measurement system that drives the right behaviour.

Operations are more exposed, and more accountable, than they have ever been. This module covers managing operational risk, keeping running through disruption, and making sustainability an operational reality rather than a report, including the circular economy. You finish able to assess an operation for resilience and sustainability and improve both.

The course builds to a project where you take a supplied operation, diagnose what is holding it back across process, flow, quality and capacity, decide where technology genuinely helps, and set out a plan to improve it and measure the result. Over two weeks you produce the kind of work an operations manager is hired to do.