Manage demand and capacity in service systems to maintain quality and responsiveness.

Capacity Management for Service Excellence
Course Features:
  • Language: English
  • list-box-outline Track: Service Management
  • Duration: 30 hours
  • layers-outline Level: Advanced
  • Learning Mode: Learn at ALC or Learn at Home
  • Jurisdiction: Maharashtra
  • Certificate of Completion

Eligibility
  • Learner should preferably a std. 10th Pass student (Not Compulsory)
  • It is desirable that Learner should have done MS-CIT Course (Not Compulsory)

Introduction

  • Discuss the concept, roles, and responsibilities of Operations Manager
  • Describe the evolution, history, and recent trends of Operation Management
  • Discuss the concepts, elements, scope, and factors involved in service capacity management.
  • Examine the challenges, risks, and strategies in managing service capacity.
  • Explain the theory, reasons, and configuration of queuing theory.
  • Describe the concept of facility location and Techniques used for selecting best location.
  • Explain the different Facility Location Models.
  • Discuss the Factors affecting facility layout and different types of layouts available.
  • Summarise the Purchasing Management System and 8R's of purchasing.
  • Describe the quality, quality control, causes of variation and stages of quality.
  • Discuss the elements, benefits and requirements of Just In Time
  • Examine the steps, principles and case studies of Total Quality Management.
  • Explain the importance of collaboration and communication with clients, team members, and stakeholders.
  • Embrace humanistic, ethical, and moral values in real-life situations.
  • Exercise responsibility for the completion of assigned tasks for self and the group work
  • Predict and cater to own learning needs relating to the assigned task/work.

What you'll learn ?

  • Interpret a multifaceted role of Operational Manager and the concepts revolving around it.
  • Paraphrase complex and dynamic evolution, wide array of strategies, technologies, and methodologies involved in operations management.
  • Interpret the complex interplay of various elements and factors involved in service capacity management.
  • Illustrate effectively managing service capacity by navigating various challenges and risks while implementing strategic approaches.
  • Compare the analysis, modelling, and optimization of various factors and configurations of Queuing theory.
  • Interpret the idea of choosing an optimal site for a facility and the methods employed to determine the most suitable location.
  • Paraphrase the variety of facility location models and scenarios to use them.
  • illustrate the elements influencing the arrangement of a facility and the various layout options that can be utilized.
  • Interpret the Purchasing Management System and 8R's of purchasing.
  • Interpret the stages of quality involving quality control to manage variation and ensure high quality.
  • Diagnose the lean manufacturing approach, benefits and requirements of Just In Time.
  • Review the implementation of principles and systematic steps while incorporating organization's operations using Total Quality Management
  • Assess appropriate solutions for the challenges presented, while practicing humanistic, ethical, and moral values in real-life situations
  • Develop project management skills to efficiently plan and execute projects.
  • make judgement and take decision, based on the analysis and evaluation of information and work scenario.
  • Predict and cater to own learning needs relating to the assigned task/work by accessing appropriate learning resources.
  • pursue self-paced and self-directed learning.

Certification

  • KLiC courses are recognised by Yashwantrao Chavan Maharashtra Open University (YCMOU).
  • MKCL provides certificate to the KLiC learner after his/her successful course completion.
  • Yashwantrao Chavan Maharashtra Open University (YCMOU) provides mark sheet to successfully passed KLiC learners (Jurisdiction: Maharashtra).

Academic Approach

The academic approach of the courses focuses on the “work-centric” education i.e. begin with work (and not from a book!), derive knowledge from work and apply that knowledge to make the work more wholesome, useful and delightful. The ultimate objective is to empower the Learner to engage in socially useful and productive work. It aims at leading the learner to his/her rewarding career as an employee or entrepreneur as well as development of the community to which s/he belongs. Learning methodology:

  • Step -1: Learners are given an overview of the course and its connection to life and work.
  • Step -2: Learners are exposed to the specific tool(s) used in the course through the various real-life applications of the tool(s).
  • Step -3: Learners are acquainted with the careers and the hierarchy of roles they can perform at workplaces after attaining increasing levels of mastery over the tool(s).
  • Step -4: Learners are acquainted with the architecture of the tool or tool map so as to appreciate various parts of the tool, their functions, utility and inter-relations.
  • Step -5: Learners are exposed to simple application development methodology by using the tool at the beginner’s level.
  • Step -6: Learners perform the differential skills related to the use of the tool to improve the given ready-made industry-standard outputs.
  • Step -7: Learners are engaged in appreciation of real-life case studies developed by the experts.
  • Step -8: Learners are encouraged to proceed from appreciation to imitation of the experts.
  • Step -9: After the imitation experience, they are required to improve the expert’s outputs so that they proceed from mere imitation to emulation.
  • Step-10: Emulation is taken a level further from working with differential skills towards the visualization and creation of a complete output according to the requirements provided. (Long Assignments)
  • Step-11: Understanding the requirements, communicating one’s own thoughts and presenting are important skills required in facing an interview for securing a work order/job. For instilling these skills, learners are presented with various subject-specific technical as well as HR-oriented questions and encouraged to answer them.
  • Step-12: Finally, they develop the integral skills involving optimal methods and best practices to produce useful outputs right from scratch, publish them in their ePortfolio and thereby proceed from emulation to self-expression, from self-expression to self-confidence and from self-confidence to self-reliance and self-esteem!

Syllabus

  • What is an Operation Manager
  • Right Amount, Right Time
  • Right Quality, Right Cost
  • Responsibilities in Operations Management
  • Skill Sets of Operations Manage
  • Introduction - IIFA
  • The Industrial Revolution
  • The Scientific Management Movement
  • 4 Principles of Frederick Winslow Taylor
  • Ford Production System
  • Time Measurement System
  • Founding of Toyota - Just in Time Concept
  • Elton Mayo Theory
  • Introduction - Pepsico
  • Impact of Development of Operations Management on Business
  • Upcoming Trends in Operations Management
  • Case Study - Zara
  • Information on The Tap
  • Company Wide Communication
  • Safety
  • Elevating the Employee Experience
  • Getting Demand in Hand
  • Managing Customer Service Department
  • What is Capacity Management?
  • Elements of Service Capacity
  • Objectives of Capacity Management
  • Scope of Capacity Management
  • Process Activities of Capacity Management
  • Reactive Activities of Capacity Management
  • Factors that Affect Capacity Management
  • How can service capacity be measured?
  • Service Capacity Measurement
  • Decision Levels of Capacity Management
  • Basic Concepts of Capacity Management
  • Business Capacity Management
  • Service Capacity Management
  • Resource Capacity Management
  • Roles & Functions of Capacity Management
  • Capacity Manager
  • Challenges of Capacity Management
  • Risks of Capacity Management
  • Performance Management
  • Application Management
  • Capacity Management Consultancy
  • Strategies for Managing Service Capacity
  • Introduction - Tata Sky
  • Understanding Service Capacity
  • Case Study - Starbucks
  • Work Shift Scheduling
  • Case Study - McDonald's
  • Case Study - Reliance
  • Types of Employee Work Schedules
  • Case Study - Apple
  • Understanding The Factory Act 1948
  • Introduction - FedEx
  • Integer Linear Programming
  • Case Study - Hewlett Packard
  • Increasing Customer Participation
  • Case Study - McDonald's
  • Creating Adjustable Capacity
  • Cross Training Employees
  • Determining Service Level Requirements
  • Analysing Current Capacity
  • Planning for The Future
  • Meeting Your Budget
  • How Service Organisations Benefit from Capacity Planning
  • Factors Affecting Capacity Planning
  • Importance of Capacity Planning
  • What is a Queuing System
  • Elements of a Queuing System
  • Queue Discipline
  • Service Mechanism
  • Operating Characteristics of Queuing System
  • Understanding Average Customer Waiting Time
  • Capacity Planning - Coffee Shop
  • Introduction - Modern Queuing Theory
  • Reasons for Using Queuing Theory
  • What is Excessive Waiting
  • Economic Trade-off in Capacity Planning
  • Probability of Sales Loss Because of Inadequate Waiting Area
  • Queue Configuration
  • Facility Location
  • Need for facility location planning.
  • Factors affecting facility location decisions.
  • Techniques used for selecting best location.
  • Facility Location Models
  • Weighted Factor Rating Method
  • Load-Distance Method
  • Facility layout
  • Facility layout Objectives
  • Factors affecting facility layout.
  • Types of facility layouts
  • Process Layout
  • Product Layout
  • Fixed Position Layout
  • Combination Layout
  • Cellular Layout
  • Difference between office and factory layout
  • Introduction - Restaurant Skit
  • What is Materials Management
  • Restaurant Skit
  • Material Cost
  • Capital Cost
  • Overhead Expenses - Accounting for Cost
  • ABC Analysis
  • Advantages ABC Analysis
  • Supply Chain Management
  • Logistics Management
  • 5 Key Areas of Supply Chain Management
  • Inventory Management System
  • Factors of Inventory Management System
  • Purchasing Management System
  • 8 'R's' of Purchasing - Quality
  • Negotiation
  • Supplier Selection
  • Discussion Between Management of an Organisation
  • Quality and Productivity
  • Objectives of Production
  • Discussion Between Management of an Organisation 2
  • Factors Affecting Productivity
  • Technological Factors
  • Managerial Factors
  • Labour Factors
  • External Factors
  • Discussion Between Management of an Organisation 3
  • Discussion Between Management of an Organisation 1
  • What is Quality
  • Discussion Between Management of an Organisation 2
  • What is Quality Control
  • Objectives of Quality Control
  • Establishing Quality Standards
  • Recommending Corrective Action
  • Suggesting Suitable Improvements
  • Building Quality Consciousness, and
  • Enhancing Reliability
  • Causes of Variation
  • Assignable Causes of Variation
  • Control of Quality Stages
  • Design Stage
  • Purchasing Stage
  • Production Stage
  • Delivery and After-Sales Service Stage
  • Methods of Quality Control
  • Case Study – Apple
  • Case Study – Toyota
  • Case Study – McDonald’s
  • Disadvantages
  • Case Study – Kellogg’s
  • Precautions
  • Case Study – Tesla
  • Case Study – Zara
  • Why JIT Matters
  • Elements of Just In Time Manufacturing
  • JIT in Production & Operation Management
  • Benefits of Just in Time Manufacturing
  • Requirements for Implementing Just In Time Manufacturing
  • Potential Risks
  • Case Studies – Dell & Harley Davidson
  • Quality Management
  • Total Quality Management / History
  • Total Quality Management Principles
  • Step by Step TQM Method
  • When does your organization need Total Quality Management?
  • Using the 5 senses
  • Sense of Taste
  • Principles of total quality management
  • The Hotel Industry
  • Bird’s Eye View – Food Processing Unit
  • Plan Act Check Do – The History - how it happens.
  • Mahindra Tractors Case Study
  • Talking Heads Section – Customers, Suppliers and Employees

Evaluation Pattern

Evaluation Pattern of KLiC Courses consists of 4 Sections as per below table:

Section No. Section Name Total Marks Minimum Passing Marks
1 Learning Progression 25 10
2 Internal Assessment 25 10
3 Final Online Examination 50 20
Total 100 40
4 SUPWs (Socially Useful and Productive Work in form of Assignments) 5 Assignments 2 Assignments to be Completed & Uploaded
YCMOU Mark Sheet

Printed Mark Sheet will be issued by YCMOU on successful completion of Section 1, Section 2 and Section 3 and will be delivered to the learner by MKCL.
YCMOU Mark Sheet will be available only for Maharashtra jurisdiction learners

MKCL's KLiC Certificate

The certificate will be provided to the learner who will satisfy the below criteria:

  1. Learners who have successfully completed above mentioned 3 Sections i.e. Section 1, Section 2 and Section 3
  2. Additionally, learner should have completed Section 4 (i.e. Section 4 will comprise of SUPWs i.e. Socially Useful and Productive Work in form of Assignments)
    • Learner has to complete and upload minimum 2 out of 5 Assignments

Courses Fee Structure from 01 July, 2025 Onwards

KLiC 30 hour course fee applicable from 01 July, 2025 all over Maharashtra

KLiC Course Duration MFO
(Inclusive of GST)
ALC Share
(Service Charges to be collected by ALC)
30 hours Rs. 300/- Rs. 1,500/-
Important Points:
* Above mentioned fee is applicable for all Modes of KLiC Courses offered at Authorised Learning Center (ALC) and at Satellite Center
* Total fee is including of Course fees, Examination fees and Certification fees
* MKCL reserves the right to modify the Fee anytime without any prior notice