Accelerate your manufacturing career The MSc in Manufacturing Leadership
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EDUCATE
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Creating manufacturing leaders of the future
The MSc in Manufacturing Leadership is a unique programme designed to develop high-calibre manufacturing leaders with the ability to champion enterprise, create wealth and build the essential knowledge required to develop a world-class manufacturing business.
Benefits to the student
Benefits to the company
• Development of the essential leadership skills required to create global competitive advantage
• An elite programme designed by manufacturers who understand world-class operations and delivered by module convenors from several of the UK’s elite universities
• Understand how to make ideas work, establish effective communication and managerial processes and methodologies
Developed by industry leaders and delivered by a team of global experts, the MSc is accredited by the triple-accredited, world-ranked Lancaster University Management School, and aimed at those with the highest potential for achievement within the industry.
• Identify and analyse problems and work out how to resolve them
• Bringing the best in global thinking from over 30 consultancies and manufacturing companies including United Biscuits, James Walker and Linpac
• A rare opportunity to share best practice and ideas with other manufacturers and top achievers
• Implementation of seven in-house business improvement projects
• Understand the critical management abilities required to drive the innovation process and best practice approaches to new product development
• Significant financial benefits expected through the application of new skills • Introduction of new thinking, approaches, tools and techniques into the workplace • Development of a multi-disciplinary approach to manufacturing enterprise management in order to create wealth.
Who is the course designed for? The MSc is designed for current or future business leaders in small and large companies. Typical students include middle or senior managers, directors and CEOs.
Entry requirements Applicants must have several years of relevant manufacturing experience, preferably backed by a degree or relevant professional qualification, although this is not essential. Applicants who demonstrate the enthusiasm and ability to study at Masters level will be considered.
Web Delivered Core Learning
Programme Structure
Core-knowledge Case studies Periodicals Research papers
The course is taught part-time over two years, followed by a further eight months to complete a dissertation based on research into a real problem or issue faced by the delegate’s business. The programme comprises six modules, each led by a senior academic or industrialist. Modules contain four workshops and three facilitated action learning sets.
Assessment In-company projects
Action Learning Sets
Workshops Four (one-day) per module
Factory Visits
Workshops Normally four one-day workshops will take place per module. Led by a module convenor, each workshop provides the opportunity for intensive learning and discussion. Additional keynote speakers will participate, including experienced and highly-trained practitioners, consultants and subject experts.
Action learning sets
Web-delivered core learning
These are delivered between workshops and are designed to deal with the individual manufacturing problems and issues raised by students. Through facilitator-led discussion, action learning sets enable students to better understand the core learning materials and how to transfer what has been learnt to identify in-company problems.
Knowledge and understanding are developed through directed self-learning via web access to interactive core learning materials written by the industry’s foremost practitioners and experts. Web-based media is also used to deliver both generic and industry-specific case studies.
Assessment The assessment will be based on a task which is an integrated part of a delegate’s working portfolio. The outcome will demonstrate how ‘module knowledge’ has been constructively applied to a problem resulting in a real business benefit.
Factory visits (optional) Factory visits will help students to understand how theory works in practice, by examining the issues key to effective implementation of new processes or techniques.
Module outlines “The MSc course has given me a greater awareness and understanding of upto-date thinking, which has made me much more rounded as a result. My assignments and dissertation have already been incorporated into several business improvement projects.� Steve Bamber, Head of Astute Operations, BAE Systems
Module 1
Leadership
The focus of the first module is to develop an understanding of the major issues confronting leaders and the personal impacts of the leadership role in manufacturing. Under examination are the key ingredients of compelling visions and the key communication processes surrounding their successful delivery. It aims to develop a greater understanding of personal development issues and their vital importance in business development from coaching and mentoring to presentation and time management skills. Indicative topics include:
• Underlying psychological concepts, psychometric tools and theory • Developing self awareness/understanding
Module Convenor – Prof David Bamford Prof David Bamford is an experienced industrialist/ academic who is currently a Professor of Operations Management at the University of Huddersfield. David’s current academic activities are underpinned by a strong industrial and commercial background which, following an initial qualification in mechanical engineering and an Honours degree in Management, culminated in
• Emotional intelligence – motivation and influencing skills
the position of Operations Manager (Pharmaceutical) for
• Managing performance and performance measures
Courtaulds Packaging in Wrexham.
Module outlines
• The responsible employer – best practice in employment law and health and safety
The position was created to manage manufacturing
• Risk taking and dealing with uncertainty
complex logistical relationships with worldwide suppliers,
• Leadership styles and organisational development
contractors and customers. He then gained his PhD from
• Building effective teams – types of team member, roles, recruitment and retention
research into change management and leadership
• Developing awareness and understanding of others tools and techniques. On successful completion of the module students should be able to clearly differentiate between leadership and management practices, implement mechanisms of good communications and appreciate the importance of this being a two-way process. They should feel able to create and inspire a shared vision, recognise personal motivations and their effects on others and understand the importance of continuous self-development and that of the workforce.
and assembly operations and involved establishing
Keele University in 2000 by successfully conducting within a blue chip multinational company. This involved investigating planned and emergent change within highvolume manufacturing environments. David also provides ongoing strategic guidance at board level for a number of manufacturing and service organisations. This role involves being able to elicit key data and information to suggest clearly defined courses of action. The work also involves coaching senior management teams.
Module 2
Global Markets and Future Manufacturing
drivers that impact on manufacturing in the ever-changing marketplace.
Module Convenor – Dominic Oughton
By understanding the major challenges and dilemmas for future manufacturing, the need
Dominic Oughton spent 20 years in
for change, and by exploring the different types of labour model which can be applied, each
leadership roles in manufacturing
delegate will be better placed to implement the necessary methodologies to align business and
industry, prior to joining the Institute
workforce objectives.
for Manufacturing at the University
In this second module the main focus is on attaining knowledge and understanding of the global
Indicative topics include:
• Key drivers/phases of industrial development and manufacturing in the 21st Century • Attributes of trans-global organisations • Global markets and market trends • A global overview of economic development and labour markets • The UK situation and future trends • Situation and environment analysis • Influence of future changes in environment and resources
of Cambridge in 2005. Dominic started his career with PA Consulting Group, developing Manufacturing Strategy and Automation solutions in industries as diverse as pharmaceuticals, food, electronics and metals. He then led the development of a new product range for the Industrial Machinery division of Massey Ferguson, before forming a UK start-up for an off-shore manufacturing group.
• Visionary scenarios of manufacturing for key sectors and the impact of ‘what if` scenarios on each delegate’s company
Over the last 10 years Dominic has held three MD roles, leading profitable
• Identification of generic competitive strategies for the 21st Century
the UK Metering and Environmental Systems Divisions of the global
• Key practical knowledge and skills, effective technology transfer, models, knowledge management and supply
Siemens Group, and most recently led Baxall Limited, market leading
• Change management/influence of future changes in environment/ resources. On successful completion of the module students should be able to assess the likely impact that
growth in businesses in the electronics industry. Dominic managed
CCTV manufacturer, gaining recognition as Best Electronics factory in the Management Today Awards for Manufacturing. Dominic is an alumnus of IfM’s Manufacturing Engineering Tripos, with a first class honours degree and MEng in Manufacturing Engineering.
external influences on manufacturing will have on his or her company and recognise the major challenges for future manufacturing and better understand how to address these. They should
Dominic’s current role is leading projects with partner companies aimed
be able to identify the types of labour models that are needed within their company, recognise
at putting IfM research output into practice. His main focus is on working
that knowledge is key to success, and understand how to acquire and manage this.
with major corporations, governments and public sector bodies to develop
In collaboration with the Leadership module students should also be able to cultivate an environment that understands and accepts the need for change.
insights into the future and clear strategies to respond and succeed.
Module 3
Generating Wealth in Manufacturing
Key aspects of this third module concern the main principles of financial and management accounting and how to identify the best models for future business growth, the entry and exit strategies involved in the process of wealth generation and sourcing secure funding.
Module Convenor – David Murphy David Murphy is a senior
Students will develop an understanding of both micro and macro-economics as well as an ability
teaching fellow at Lancaster
to demonstrate the strategic principles for business merger, acquisition or dispersal to support
University and is the Course
development and new market penetration.
Director for Lancaster’s Executive MBA programme.
Indicative topics include:
• Management and financial accounting basics
He brings to the MSc in Manufacturing Leadership a
• Manufacturing, cost and accounting models ABC, throughput, etc
wealth of experience in economics, finance and accounting.
• Legal and governance issues in starting/developing organisational/ contractual relationships
David is an experienced Chartered Accountant having held numerous
• Different models of finance for company development
positions with well-established accounting firms such as KPMG where he managed the audit work for several public and multinational companies.
• Investment appraisal and DCF methods
He has also been engaged in a variety of lecturing positions encompassing
• Measures of business success and manufacturing performance
undergraduate, professional and postgraduate courses at institutions
• Managing cost drivers
such as the University of Liverpool and Manchester Metropolitan University.
• Exit and entry strategies in wealth creation
He has contributed to executive courses for many companies including
• Managing investor/board relationships and expectations/creating value for shareholders
IBM, Corus, ASEA, J.C. Bamford and RSA. He has authored and co-
• Negotiation skills.
authored numerous books in subject areas including Income Tax, Business Taxation, Examining Financial Statements and Professional Examiners.
On successful completion of the module students should be able to assess the current financial
Currently he is assistant examiner for the ICAEW and has also previously
position of their company, determine the revenue flows from different parts of the business
held numerous other professional examinerships such as Regulatory
and identify models of financing best suited for future company development. They should
Framework for the ACCA, Chief Examiner in Financial Statements for
understand how to source and secure funding and other resources for company growth and
the International Stock Exchange and Chief Examiner in Accounting for the
establish measures for business success and manufacturing performance.
Finance Houses Association.
In addition they should be able to demonstrate an awareness of the strategic need to acquire, merge or divest elements of the enterprise to support business development and new market penetration.
Module 4
World Class Manufacturing Practices
The aim of Module 4 is to ensure that students understand the elements of world best practices in terms of the management of the manufacturing function. Key ingredients include an analysis of the variety of manufacturing types commonly employed and the role of lean and agile manufacturing, as well as alternatives, and their introduction in appropriate manufacturing contexts.
Module Convenor – Dr Yiannis Polychronakis Dr Yiannis Polychronakis is Senior Lecturer in Operations, Supply Chains and Project Management at the
The Make vs. Buy decision process is considered as well as best practice in sourcing and
University of Salford, a position he has
supply chain management. The module also considers the significance of technology and IT
held since 2002.
systems investment in manufacturing. Indicative topics include:
In 2005 he received the first Faculty
• The models available and their origins; Shingo Prize, Schönberger, SHEN and EFQM, etc.
Merit Award for exceptional performance
• Benchmark data and cases on world class management of people, processes and systems • Manufacturing types, including alternative shop floor layouts
in teaching, research and academic enterprise. He is also a visiting professor for a number of prestigious university business schools including the Universities of Manchester, Sheffield,
• Principles of lean and agile manufacturing - the lean toolkit
Bordeaux and Tianjin (China).
• Additional tools including Six Sigma, Workload Control, Quick Response Manufacturing and the Theory of Constraints
Yiannis holds degrees in both Manufacturing Management and Quality
• Process analysis and problem solving methodologies
Management and a PhD in supply chain and project management from the University of Salford. As a result of his research activities, Yiannis has
• Push and pull systems in manufacturing and their role
published a wealth of material on the interactions between supply chains
• Understanding technology as an enabler
and project management within City Councils, Primary Care Trusts, SMEs
• Developing an IT strategy that complements the manufacturing strategy.
and hospitality, amongst others.
On successful completion of the module students should be able to benchmark their company
Prior to his academic career, Yiannis facilitated a number of improvement
against world best practices in the management of people, processes and systems, determine
projects in both the North West and overseas within a range of industries
current company strengths and weaknesses and identify areas for process improvement. They
including food and drink, hospitality, aerospace and aluminium.
should be able to identify the type of manufacturing company that they work for and introduce and develop lean and agile manufacturing processes and practices. Students should be able to review and develop supply chain relationships as well as re-evaluate Make vs. Buy decisions for specific components. In addition they should be able to review and plan future technology investment and prepare an IT strategy to support future developments in manufacturing.
He is the only academic member of the Expert Guidance Group, providing guidance on programme and project management for the public sector in the UK.
“From a commercial perspective the MSc has provided me with the invaluable tools, methodologies and strategies to manage the challenges of modern day business whilst delivering real bottom line results. My effectiveness as a manger has increased, enabling me to approach business issues in a more structured way.� Darren Brackwell, Production Manager, Tritech International
Module 5
Manufacturing Enterprise Creation and Development
This module’s prime focus is to develop an understanding of the critical success factors driving business creation/development, expansion into new markets and the practical consequences of differing strategic approaches. It aims to explore and analyse the key elements of business
Module Convenor – Mark Pickering Mark brings to the MSc in
competitive strategy, what gives a company competitive edge and the practical difficulties
Manufacturing Leadership a
encountered when developing and implementing competitive manufacturing strategies and how
wealth of production, operations
to resolve them.
and manufacturing leadership
Indicative topics include:
experience and has been
• Competitiveness and factors that influence competitiveness
fundamental to the growth and
• Porter and Smith • Exploration of each element of competitiveness/the related practical skills required • Creating value for customers • Case studies of competing models • Value streams • Entry and exit strategies to build competitiveness • Knowing your core competency and its value • Understanding your markets and customers/generating feedback • Understanding the importance of system and service offerings • Persuasion and selling skills. On successful completion of the module students should be able to analyse the competitive position of their enterprise or business unit and formulate a competitive strategy underpinned with clear differentiation from competitors. They should also be able to demonstrate an understanding of how a successful enterprise wins business and delivers customer satisfaction as well as formulate the key processes and procedures that need to be in place to sustain and develop an enterprise.
development of a number of well-known manufacturing organisations across a wide variety of industrial sectors. He has held a number of Operations Director roles including at Mira Showers where he was subsequently promoted to International Sales Director and then Managing Director. Key achievements at Caradon Mira included changing the culture to become customer focused; the introduction of new distributors and improvement of worldwide performance in 25 countries including Japan, the US, Sweden and Australia and achieving UK Best Factory of the Year Award by Management Today. Mark is a Chartered Engineer, Member of the Institute of Electrical Engineers and a Member of the Institute of Directors. In addition Mark’s professional activities include being Vice President of the EEF and acting as an executive coach.
Module 6 The focus of this final module is to develop an understanding of the role
Innovation
management abilities required to drive the innovation process and convert it
Module Convenor – Dr Adegoke Oke
into competitive advantage. It provides practical insights into the
Adegoke Oke is Professor and Associate Director of The Center
management of innovation for the lone entrepreneur and the large company
for Productivity, Innovation and Quality, Arizona State University,
and explores best practice approaches to design and new product
USA. He is also a Research Fellow in Innovation and Operations
development and introduction.
Management at Cranfield School of Management in the UK and
It includes:
additionally a visiting lecturer in the Management of Technology
• Creating a culture for innovation
and Innovation on the MBA programme at the Universiti Teknologi,
• Risk taking/risk management
Malaysia. He has also had engagements with the Universities of
of creativity in business formation and growth as well as the critical
• Idea creation and systems to capture – knowledge management • New product and process introduction systems
Module outlines
• Gaining collaboration and harnessing innovation – external sources of innovation/licensing
De-Montfort, Nene and Greenwich in the UK. Prior to joining Arizona State University Adegoke lectured in Operations and Innovation Management at Cranfield School of Management becoming familiar with both directing and teaching on company-specific Senior Manager Innovation Programmes. He also took the module lead for a module entitled `Managing Innovation
• Project and performance management
Strategy` which is taught on the full-time, Executive and Modular
• Best-practice approaches to design and manufacture/ understanding product liability
Masters of Business Administration elective courses.
• Effective benchmarking
(in both manufacturing and service companies) and Supply Chain
• Innovative organisations best-practice case-studies
Adegoke’s main research interests focus on Innovation Management Management. He became a Frank Batten Scholar of the College of William and Mary in VA, the US, in 2002 and was appointed a UK AIM
• From idea to manufacture – exploiting IPR as a means of wealth generation.
Scholar in 2004 where he was involved in researching the topic of
On successful completion of the module students should be able to
many international conferences. Prior to his more recent academic
understand and manage the innovation life-cycle from R&D, through design to full implementation by examining time, resources, cost, product, process, and systems. They should also be able to develop a capability within the company to create, capture and implement new products and processes to deliver outstanding performance. Students should also appreciate how to convert innovation into competitive advantage as well as understand how to ingrain innovation and strategy within a sustainable organisation.
‘Leadership in Innovation’. He is widely published and has spoken at appointments Adegoke’s industrial experience included Project Management on major engineering and oil and gas projects with the Shell Petroleum Development Company in Nigeria and an Operations Analyst role for Allied Steel and Wire Manufacturing Company based in Cardiff.
About The Manufacturing Institute
The Manufacturing Institute is an independent charity founded to inspire, educate and improve manufacturing companies and their employees. We deliver a wide range of high quality education, training and consultancy services. During the last decade we have helped over 9,000 manufacturers to improve their productivity and delivered performance improvements in excess of ÂŁ1.1bn. Our highly-acclaimed education and training programmes help to create successful leaders and successful manufacturing businesses. They are built on our unrivalled experience of helping over 50,000 manufacturing employees to develop their skills and knowledge.
Find out how we can support your learning: View our full education and training programme at www.manufacturinginstitute.co.uk/courses For a copy of our Education & Training Prospectus call +44 (0)161 875 2459 or email info@manufacturinginstitute.co.uk
INSPIRE
EDUCATE
IMPROVE