12 Manufacturing courses in Glasgow

OVERVIEW -------------------------------------------------------------------------------- In order to determine if capital investment is beneficial to their organisation, Return on Investment Analysis will provide you with the tools and techniques. This course will teach you the basics of Return on Investment analysis such as estimating future revenues, ongoing expenses, and the initial investment. It will also explore more advanced aspects such as risk, changes in net working capital and the calculation of manufacturing overhead. It then assembles these projected expenses and revenues into a financial - the method experts agree is the best for evaluating capital investments. 

ABOUT THIS TRAINING COURSE Whether you are maintaining an oil rig or processing plant, good quality maintenance is critical to delivering a safe reliable product to your customers. Whatever your level of maintenance experience, this course will equip you with the valuable skills and understanding that will enhance your maintenance career. Too often the maintenance department is seen as the cause of why assets are unavailable, in poor condition yet are costing too much to maintain. By comparison, pace setting companies see maintenance as adding value to their assets and employ an integrated, holistic approach to their maintenance activities. This course will help you move towards that pace setting performance. This course is based on an integrated maintenance model that has been used by leading companies and consultants with success and recognised as best practice. Participants will learn the total impact that maintenance can have on a business, identify key elements (and value) of effective maintenance for their own plants to not only reduce costs but also improve performance. The critical types of maintenance will be covered from day-to-day activities to shutdowns and reliability improvement. The course will break down traditional functional boundaries and encourage a holistic approach to maintenance. With an organisation's maintenance process only as good as its weakest link, this course will guide participants through all the key steps of a maintenance process and its supply chain. Participants will understand what is considered a good standard for each step in the maintenance process, how to identify the weakest links and subsequently how they can accelerate their performance improvement. Participants will have the option of gaining a Bronze Level qualification from the Academy of Turnarounds Operations of Maintenance. For those who obtain a pass, they will receive a Pass certificate and for those who achieve the top quartile score, they will receive a Distinction level pass. This course can also be offered through Virtual Instructor Led Training (VILT) format. Training Objectives By the end of the course, participants will be able to: * Explain the challenges and objectives facing maintenance organisations today * Demonstrate the importance of work order systems and use techniques for time estimations and priority assignments * Prepare a preventive maintenance program * Apply project management techniques to effectively manage major maintenance activities and shut downs * Use capital budgeting techniques to evaluate maintenance capital expenditures * Demonstrate understanding of how to maintain the optimal stock levels of spare parts to ensure operational continuity * Prepare the right Key Performance Indicators (KPIs) to evaluate and improve performance in maintenance Target Audience This course is not just for maintenance professionals. Maintenance teams cannot perform without effective integration with operations and supply chain functions. Availability losses are often caused by operations or design issues and pace setting companies have generated significant benefits by integrating operation and maintenance strategies and working more collaboratively. This course will help all members of the operations and maintenance teams and their supply chain better understand their respective roles in ensuring that maintenance is benefitting and not inhibiting their business. Course Level * Basic or Foundation Trainer Your expert course leader is a highly experienced facilitator in maintenance improvement, change management, continuous improvement and capability development as a management coach and trainer. He has a strong focus on people with an emphasis on developing people and the practicalities of improving maintenance performance rather than just the theory. He has worked internationally across Europe, America, the Middle East and Africa with extensive experience in Oil and Gas, the Chemicals sector and manufacturing as well as working with clients in Steel and Power Generation. As a result, he can bring best practice from a wide variety of sources. He spent the first fifteen years of his career as a specialist trainer working for companies such as Lloyds British Training Services and Rolls Royce. He then went on to work as a Principal consultant for ABB consulting for 15 years. During this time, he refined some of the established improvement tools including how and when to apply them for maximum impact whilst still continuing to develop and deliver training in support of this. Recent work has included improvements to the Work Order to Work Execution processes of Engineering departments and focused on Reliability, Planning and Scheduling. This ongoing field experience has helped him test and refine specialist training in a number of areas. He has been able to use his own experience to contribute with other maintenance specialists to the Carcharodon models of excellence. Its methodologies are recognised as 'Best of the Best' standards providing the inspiration for two books, projects that have won awards such as the prodigious UK Chemical Industries annual Excellence in Engineering award and form the basis of this training. He was recently awarded a national award as coach of the year. He uses the same skills to ensure that he does not just preach maintenance best practice, he discusses it, explains it and ensures that delegates have a much more personal and flexible experience. POST TRAINING COACHING SUPPORT (OPTIONAL) To further optimise your learning experience from our courses, we also offer individualized 'One to One' coaching support for 2 hours post training. We can help improve your competence in your chosen area of interest, based on your learning needs and available hours. This is a great opportunity to improve your capability and confidence in a particular area of expertise. It will be delivered over a secure video conference call by one of our senior trainers. They will work with you to create a tailor-made coaching program that will help you achieve your goals faster. Request for further information post training support and fees applicable Accreditions And Affliations

ABOUT THIS TRAINING COURSE The industry is surrounded with examples of poor Turnarounds, which have injured people and damaged businesses. If Turnarounds are not properly planned, managed and controlled, companies run the risks of serious safety and budget penalties, costly schedule delays and negative impacts on customers. As a consequence, operators are starting to explore Turnaround best practices and establish a more robust methodology. Turnarounds are the highest risk activity that we routinely perform in the industry, but they are also an area of massive variability in approach and outcome. Central to the variability is a lack of written methodologies and training - there are around 1,000 times as many books on maintenance as there are on turnaround management. All too often companies see Turnarounds as something to be survived and therefore it is no surprise that most Turnarounds fail. This 4 full-day course is based upon the Carcharodon 'Best of the Best' model of excellence for shutdown management with inputs from people who have done it from the trenches along with some of the world's most experienced shutdown specialists. All this experience has been condensed into a core methodology - our blueprint for success. It converts Turnarounds from a high-risk nuisance to a business opportunity. It has been used on multiple sites around the world, has been the basis of two books and is also supplemented by a roadmap for building and controlling a successful Turnaround. This is a certificate course where participants will have the option to participate for a short exam on the final day of the course to gain a Certificate in Advanced Turnaround, Shutdown & Outage Management from petroEDGE and the Academy of Turnarounds Operations and Maintenance. The purpose of this course is to equip the participants on the use of the Model of Excellence for Turnarounds and the principles of Challenge Planning to equip attendees with an advanced approach to Turnaround Management. The course is backed by real situations, high levels of interaction, group exercises and multiple case studies. It will explore the underlying mechanisms and levers that shape a Turnaround to demonstrate why we sometimes succeed or fail and introduce new conceptual approaches that can increase our chances of succeeding. Training Objectives Upon completion of this course, the participants will be able to: * Position Turnarounds as part of an overall strategy of improving business performance. * Build the best Turnaround team possible from available resources. * Help senior management build effective steering teams. * Reduce the downtime associated with turnarounds while simultaneously improving safety performance. * Use the Model of Excellence to analyse their own performance, explain key principles to others and build a detailed methodology of their own. * Maximise the benefits of planning and preparation through a proactive challenge planning process where the participants will build a Turnaround from the ground up from concept to execution and review. Target Audience This course has been researched and developed for Experienced Managers, Superintendents, Supervisors, Engineers, Planners, Team Leaders and Coordinators of: * Shutdowns/Turnarounds * Maintenance * Engineering * Reliability * Plant * Outage * Asset Management * Operations/Audit * Safety Course Level * Basic or Foundation Trainer Your expert course leader is a highly experienced facilitator in maintenance improvement, change management, continuous improvement and capability development as a management coach and trainer. He has a strong focus on people with an emphasis on developing people and the practicalities of improving maintenance performance rather than just the theory. He has worked internationally across Europe, America, the Middle East and Africa with extensive experience in Oil and Gas, the Chemicals sector and manufacturing as well as working with clients in Steel and Power Generation. As a result, he can bring best practice from a wide variety of sources. He spent the first fifteen years of his career as a specialist trainer working for companies such as Lloyds British Training Services and Rolls Royce. He then went on to work as a Principal consultant for ABB consulting for 15 years. During this time, he refined some of the established improvement tools including how and when to apply them for maximum impact whilst still continuing to develop and deliver training in support of this. Recent work has included improvements to the Work Order to Work Execution processes of Engineering departments and focused on Reliability, Planning and Scheduling. This ongoing field experience has helped him test and refine specialist training in a number of areas. He has been able to use his own experience to contribute with other maintenance specialists to the Carcharodon models of excellence. Its methodologies are recognised as 'Best of the Best' standards providing the inspiration for two books, projects that have won awards such as the prodigious UK Chemical Industries annual Excellence in Engineering award and form the basis of this training. He was recently awarded a national award as coach of the year. He uses the same skills to ensure that he does not just preach maintenance best practice, he discusses it, explains it and ensures that delegates have a much more personal and flexible experience. POST TRAINING COACHING SUPPORT (OPTIONAL) To further optimise your learning experience from our courses, we also offer individualized 'One to One' coaching support for 2 hours post training. We can help improve your competence in your chosen area of interest, based on your learning needs and available hours. This is a great opportunity to improve your capability and confidence in a particular area of expertise. It will be delivered over a secure video conference call by one of our senior trainers. They will work with you to create a tailor-made coaching program that will help you achieve your goals faster. Request for further information post training support and fees applicable Accreditions And Affliations

Data analysis translates numbers and data into information that can be used to solve problems or track business performance. Data analysis produces graphs, charts, tables and reports. Data analysis is in high demand across all sectors, such as finance, consulting, manufacturing, pharmaceuticals, government and education. The ability to pay attention to detail, communicate well and be highly organised are essential skills for data analysts. They not only need to understand the data but be able to provide insight and analysis through clear visual, written and verbal communication. This course provides the knowledge and skills to help you hone your data analysis skills.

In today's competitive business world firms are under unprecedented pressure to deliver value to their shareholders and other key stakeholders. Senior executives in all parts of the organisation are finding that they need some degree of financial know how to cope with the responsibility placed on them as business managers and key decision-makers; monitoring and improving business performance, investing in capital projects, mergers and acquisitions: all require some degree of financial knowledge. The key financial skills are not as difficult to learn as many people believe and in the hands of an experienced senior executive they can provide a formidable competitive advantage. After completing this course delegates will be able to: * Understand fundamental business finance concepts; understand, analyse and interpret financial statements: Profit Statement, Balance Sheet and Cashflow Statement * Understand the vital difference between profit and cashflow; identify the key components of working capital and how they can be managed to generate strong cashflow * Evaluate pricing decisions based on an understanding of the nature of business costs and their impact on gross margin and break-even sales; managing pricing, discounts and costs to generate strong business profits; understand how lean manufacturing methods improve profit * Use powerful analytical tools to measure and improve the performance of their own company and assess the effectiveness of their competitors * Apply and interpret techniques for assessing and comparing investment opportunities in capital projects, business acquisitions and other ventures; understand and apply common methods of business valuation * Understand the role of business finance in formulating and implementing competitive business strategy; the role of budgeting as part of the planning process and the various approaches to budgeting and performance measurement 1 BASIC PRINCIPLES * Delivering value to key stakeholders * Accounting concepts, GAAP, IFRS and common terms * Understanding and using the balance sheet * Understanding and using the profit statement * Recognising the vital difference between profit and cashflow * Understanding and using the cashflow statement * What financial statements can and cannot tell us 2 MANAGING AND IMPROVING CASHFLOW * Sources of finance and their advantages and disadvantages * What is working capital and why is it so important? * Managing stocks, debtors and creditors * Understanding how working capital drives business growth * Understanding and avoiding the over-trading trap * Unlocking the funds tied up in fixed assets: asset backed loans and leasing 3 MANAGING AND IMPROVING PROFIT * Understanding how profits generate cashflow * The fundamental nature of costs: fixed and variable business costs * Understanding gross margin and break-even * How common pricing methods affect gross margin and profit * Effective strategies to improve gross margin * Using value chain analysis to reduce costs * Lean manufacturing methods * Understanding Just-in-time, 6 Sigma and Kaizen methods * Improving profit * Effective and defective strategies 4 MEASURING AND MANAGING BUSINESS PERFORMANCE * Measures of financial performance and strength * Investor behaviour: the risk and reward relationship * Return on investment (ROI): the ultimate measure of business performance * How profit margin and net asset turnover drive return on net assets * Why some companies are more profitable that others * Understanding competitive advantage: cost and differentiation advantage * Why great companies fail * What happened to Kodak? * Using a 'Pyramid of Ratios' to improve business performance * Using Critical Success Factors to develop Key Performance Indicators 5 BUDGETING AND FORECASTING METHODS * Using budgets to support strategy * Objectives and methods for effective budgets * Using budgets to monitor and manage business performance * Alternative approaches to budgeting * Developing and implementing Balanced Scorecards * Beyond Budgeting * Forecasting methods and techniques * Identifying key business drivers * Using rolling forecasts and 'what-if' models to aid decision-making

This programme provides an intensive, two-day overview of the key elements of operations management, including an array of practical tips and tools to help managers be more proactive and effective in the operations management environment - whether that's in an industrial manufacturing context or in operational leadership in the service sectors. At the end of the programme, participants will: * Understand the 6Cs approach to operations management * Be able to apply a range of practical tools and techniques to improve their personal effectiveness towards being a more effective operations manager * Be able to prepare an action plan for the critical first (or next) 100 days in their operational leadership role 1 INTRODUCTION * What is Operations Management and where does it fit in? * What makes a successful Operations Manager? * Introducing the 6Cs of Operations Management 2 CONTEXT * Link to business strategy * Making a year plan * Performance measurement 3 CONTROLS * Governance * Reputational controls * Costs and budgets * Quality * Operational 4 CUSTOMERS * Internal * External * Stakeholder management 5 COMMUNICATION * Planning * Meetings * Reporting * Emails * Notices * Networking * Walking the talk 6 CARE * People * Safety, Health, Environment & Security * Assets 7 CONTINUOUS IMPROVEMENT * Process * Product * Proactivity * Link to KPIs and Year Plan 8 PUTTING IT ALL TOGETHER * Action planning for the first (or next) 100 days * Conclusions

NR Medical Training offers the Qualsafe First Response Emergency Care (FREC 3) Level 3 RQF, a nationally accredited qualification ideal for anyone aspiring to be a first responder. This course is tailored for a wide range of professionals, including police officers, firefighters, and event medical staff, as well as roles like Emergency/Community First Responders, Door Supervisors, and Security Guards.

The fundamental tool to identify waste, create effective process flow, reduce process cycle times, and implement process improvement.

What do engineers and project managers need to know of finance? 'Nothing - leave it to the accountants!' No, no, no! Engineers must be conversant with the terminology and statements that accountants use. Technical expertise in projects, service delivery, production or other areas can only really be harnessed if the managers understand the accounting and reporting that drives businesses. This course gives the necessary understanding to project, production and technical managers. It develops their skills in understanding financial and management accounting. Accountants may not always like it but a major part of their work is to be the 'servants of business' and to gather, compile and present your figures. So you must understand the figures - they belong to you, your processes or projects. There are many reasons for maintaining accurate accounts. This course focuses on the strategic issues (those over-used words) - what figures reveal about the drivers of business and what they reveal about the day-to-day issues that accountants bother you with. The course will enhance your understanding of finance and of the accounting issues which affect your projects, production and technical areas of business. This course will help you: * Understand the business world in figures - make sense of what the accountants are telling you * Appreciate what drives business - and how this affects your role in your part of the business * Relate your activities to the success of the business - through figures * Gain the skills to advance in management - financial awareness is a 'must have' if you are to progress in your career 1 WHAT DO ACCOUNTANTS DO? * The finance function, types of accountant, financial v management accounting and the treasury function * Understanding the role of the finance function and how the information you provide may be used 2 THE BASIC FINANCIAL STATEMENTS * Balance sheets and income statements (P&L accounts) * What they are, what they contain and above all what they can reveal - how to read them * The accounting process - from transactions to financial statements * What underpins the statements - accounting systems and internal controls 3 WHY BE IN BUSINESS - FROM A FINANCIAL PERSPECTIVE * The driving forces behind financial information * Performance measures - profitability, asset utilisation, sales and throughput, managing capital expenditure 4 ACCOUNTING RULES - ACCOUNTING STANDARDS * Accounting concepts and the accounting rules: accruals, 'going concern' - substance over form and other 'desirable qualities' * Accruals - why the timing of a transaction is so important to the finance function * Depreciation and amortisation - the concepts and practice * Accounting standards - the role of International Financial Reporting Standards 5 CASH * The importance of cash flow - working capital management * Cash flow statements - monitoring overall cash flows * Raising cash - levels of borrowing, gearing * Spending cash - an outline of capital expenditure appraisal 6 BUDGETING * Why budget? - good and bad practice * Determining why budgets play a key role and should not be simply an annual ritual * Justifying your budgets - the link between the strategic plan and day-to-day budgeting - alignment of company culture * Budgets as motivators - the importance of the right culture * Techniques to improve budgeting - whether day-to-day or capital budgeting 7 COSTING * The type and detail of costing very much depends on your business - eg, manufacturing piston rings is quite different from the construction of a power plant * Issues with overhead allocation * Accounting for R&D 8 READING FINANCIAL STATEMENTS * Annual financial statements - why they are produced, what's in them and what you should look for * Learning what a set of accounts reveals about a company's current situation, profitability and future prospects 9 PERFORMANCE MEASUREMENT - ANALYTICAL REVIEWS AND RATIO ANALYSIS * ROI/ROCE * Profitability, margins and cost control * Sales - asset turnover * Efficiency (asset / stock turnover, debtor / creditor days) * 'City' measures * Investment (interest / dividend cover, earnings per share, dividend yield)

R&D work is often carried out in entrepreneurial companies with the aim of developing solutions to scientific or technological problems for a wide range of customers. Projects can include longer term 'frontiers of science' research, medium term product development/manufacturing or more immediate troubleshooting or contract research assignments. In all these contexts, the ability to create innovative solutions in a timely and cost-effective manner is the essence of successful R&D. Whilst R&D groups typically excel in technical expertise, those involved often recognise that there is scope for improving the way that projects are managed. The aim of this training programme is to address this need whilst ensuring that the creative, entrepreneurial spirit that is fundamental to good R&D continues to flourish. MODULE 1: Creating the foundations for success * Off-line video tutorials and exercises * Total time ~ 1 - 1.5 hours VIDEO 1: MAKING THE MOST OF PROJECT MANAGEMENT IN R&D * Characterising R&D projects * Applying project management to R&D work * Exploiting the potential of project management in R&D VIDEO 2: PROMOTING SUCCESS IN R&D PROJECT MANAGEMENT * Modelling successful project management * Evaluating performance and promoting success * The role and skills of the project manager/leader MODULE 2: Initiating and defining R&D projects * Live interactive sessions (via Zoom): * Session 1: 10:00 - 12:00 * Session 2: 14:00 - 15:30 SESSION 1: SELECTING AND INITIATING PROJECTS * Recognising worthwhile opportunities; initiating projects * Identifying stakeholders and their goals * Characterising and engaging stakeholders SESSION 2: DEFINING GOALS AND AGREEING DELIVERABLES * Establishing the full scope of the project * Clarifying and prioritising project deliverables * Defining and agreeing deliverable specifications MODULE 3: Planning R&D projects * Live interactive sessions (via Zoom): * Session 1: 10:00 - 12:00 * Session 2: 14:00 - 15:30 SESSION 1: IDENTIFYING AND ORGANISING ACTIVITIES * Creating effective plans; avoiding planning pitfalls * Identifying tasks and assigning responsibilities * Sequencing tasks and estimating durations SESSION 2: DEVELOPING THE TIMELINE AND RESOURCE PLAN * Identifying the 'critical path'; creating a resource plan * Dealing with estimating uncertainty * Accelerating the programme MODULE 4: Leadership and teamwork in R&D projects * Off-line video tutorials and exercises * Total time ~ 1 - 1.5 hours VIDEO 1: WORKING EFFECTIVELY IN PROJECT TEAMS * Building teamwork in contemporary organisations * Recognising each other's skills; building synergy * Building good working relationships; handling conflict VIDEO 2: THE ROLE OF THE R&D PROJECT TEAM LEADER * Building teamwork: the role of leadership * Creating an effective team culture * Delegating work and motivating team members MODULE 5: Managing uncertainty in R&D projects * Live interactive sessions (via Zoom): * Session 1: 10:00 - 12:00 * Session 2: 14:00 - 15:30 SESSION 1: CHARACTERISING UNCERTAINTY; IDENTIFYING RISKS * Exploring uncertainty; applying risk management * Focusing the risk management process * Identifying and defining risk events SESSION 2: MANAGING AND CONTROLLING RISKS TO THE PROJECT * Evaluating risk events * Selecting between risk strategies; setting contingencies * Updating and controlling exposure to risk MODULE 6: Implementing and controlling R&D projects * Live interactive sessions (via Zoom): * Session 1: 10:00 - 12:00 * Session 2: 14:00 - 15:30 SESSION 1: INITIATING ASSIGNMENTS AND MANAGING CHANGES * Creating a pro-active implementation and control culture * Establishing effective implementation and control procedures * Assigning work and managing changes SESSION 2: MONITORING, MANAGING AND DEVELOPING PERFORMANCE * Adopting meaningful monitoring techniques * Responding to problems; building performance * Managing and controlling multiple project assignments