Corporate Business Alliance

CBA-COM · Study material

Contents

The complete contents of the CBA Certified Operations Manager study material: every chapter and lesson, the reading time of each, and where the assessed workbooks fall. One lesson is open to read in full.

Lessons

93

Reading time

5 hours

Workbooks

18

Words

64,165

These figures are counted from the material itself. The reading time assumes a steady pace and no re-reading, and does not include the time spent building the workbooks.

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The changeover, which is not a capacity problem, from Process Design and Improvement, as a candidate reads it, slides included.

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Contents

6 chapters, 93 lessons. Lessons marked workbook carry a spreadsheet you build and submit, marked against the published tolerance. The award requires 4 of the 18 completed to that tolerance.

Introduction

1 lesson · 2 min

  1. CBA-COM Study Guide2 min

01Process Design and Improvement

17 lessons · 58 min

  1. What this chapter covers2 min
  2. Seeing the work as a process, not a set of departments2 min
  3. Three ways to see a process: the walk, the flowchart and the value streamworkbook5 min
  4. Value-adding, necessary non-value-adding, and waste2 min
  5. The eight wastes, on a chilled line4 min
  6. Measuring the process before you change itworkbook5 min
  7. Where an hour is worth more than an hour3 min
  8. Finding the problem before you choose the solution5 min
  9. Structured improvement: define, measure, analyse, improve, control3 min
  10. Root cause tools that work, and how each one failsworkbook6 min
  11. Designing a process that holds: standard work and error proofingworkbook4 min
  12. The changeover, which is not a capacity problemFree4 min
  13. Proving it worked2 min
  14. What the numbers are worth: service, penalties and the cost of quality5 min
  15. Gross and net: the discipline that keeps you credible2 min
  16. Common pitfalls2 min
  17. Chapter summary2 min

02Capacity, Demand and Flow

17 lessons · 53 min

  1. What this chapter covers2 min
  2. Capacity is a system property, and the 4,200 is not it4 min
  3. Finding the constraint, and the two rules that follow from it4 min
  4. Rennick's three capital requests, and the one that was deferred4 min
  5. Utilisation: the measure that makes stock instead of output3 min
  6. Overall equipment effectiveness, computed properly and read honestly4 min
  7. Changeover is capacity you already own4 min
  8. What the 4.1% waste actually costs, and where3 min
  9. The cost of quality in four categories3 min
  10. Demand: weekly forecast, daily call-off, and the variability you make yourself3 min
  11. Queues: why 90% is a different plant from 70%workbook3 min
  12. Flow, batch size and lead timeworkbook2 min
  13. Bottlenecks that moveworkbook3 min
  14. Levelling, and capacity planning with an eight-day shelf life4 min
  15. What the service gap is worth2 min
  16. Common pitfalls3 min
  17. Chapter summary2 min

03Quality Management and Lean Fundamentals

19 lessons · 61 min

  1. What this chapter covers2 min
  2. Built in against inspected in: what Rennick's 4.1% is actually telling you7 min
  3. The constraint changes the price of every defect and every lost minute2 min
  4. The cost of quality, and why the cheapest failure is the earliestworkbook4 min
  5. Specification, capability and control are three different questions4 min
  6. Common cause and special cause, and the cost of confusing them2 min
  7. Reading a control chart as a managerworkbook5 min
  8. Sampling and inspection, and the limits of both3 min
  9. Error proofing: making the wrong thing impossible rather than detectable3 min
  10. Standard work is the baseline that improvement is measured against, not the enemy of it3 min
  11. Changeover as a quality problem as well as a capacity oneworkbook3 min
  12. The five S discipline and what it is actually for2 min
  13. Total productive maintenance: breakdown, planned and autonomous3 min
  14. Service level is a quality outcome, and it has a price2 min
  15. Supplier quality: you cannot inspect a supplier's process from your goods-in bay3 min
  16. A control system, taught through food safety principlesworkbook4 min
  17. Continuous improvement as a system, and why suggestion schemes die3 min
  18. Common pitfalls3 min
  19. Chapter summary3 min

04Performance Measurement and Operational Data

19 lessons · 58 min

  1. What this chapter covers2 min
  2. Forty-seven measures, and the three that matter3 min
  3. Leading measures and lagging measures3 min
  4. Defining a measure so that two people compute it the same way3 min
  5. Overall equipment effectiveness, and the loss it hidesworkbook3 min
  6. Not every hour costs the same3 min
  7. Pricing a loss where it is found, not where it entered2 min
  8. Changeover: the measure that pays twice3 min
  9. Service level, and the arithmetic of a penalty clauseworkbook3 min
  10. The cost of quality, in four categories3 min
  11. The measure that gets gamed3 min
  12. Targets, and the target set without a capability study3 min
  13. Three reports, three audiences3 min
  14. Visual management on the floor3 min
  15. Reading data critically4 min
  16. Analysis a manager should do unaidedworkbook5 min
  17. Escalation thresholds, and making a measure trigger an action3 min
  18. Common pitfalls3 min
  19. Chapter summary3 min

05Leading Teams and Delivering Change

20 lessons · 65 min

  1. What this chapter covers4 min
  2. The leader's arithmetic6 min
  3. Giving the shift a number worth chasing5 min
  4. Leading across shifts3 min
  5. Handover as a controlled process3 min
  6. Briefings that transmit rather than announce3 min
  7. Building a supervisor, and why nights has had four in two years4 min
  8. Absence at 8.4%: understanding it before addressing itworkbook3 min
  9. Skills, cover, and the matrix that is only a wall chartworkbook2 min
  10. Delegation, and the manager who cannot leave the floor3 min
  11. Performance conversations, including the difficult one3 min
  12. Engagement that is not a survey2 min
  13. Delivering change in an operation that cannot stop4 min
  14. Sequencing, piloting on one line, and the cutoverworkbook3 min
  15. Resistance, and the objection nobody answered2 min
  16. Stakeholders inside and outside the site4 min
  17. Benefits realisation, and the project declared a success because it finishedworkbook3 min
  18. Safety leadership as the foundation of everything else3 min
  19. Common pitfalls3 min
  20. Chapter summary2 min

What the material is

The study material is written to the discipline’s domains and learning objectives, chapter by chapter, with worked examples and unscored checks in the lessons and assessed workbooks where the level requires applied work. It does not contain a bank of practice questions matching the examination; the specimen paper shows the style and standard of the examination, with a written rationale for every option.

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