Max Zornada B.E. (Mech), Hons. M.B.A.

Max is a Management Educator and Consultant with extensive experience teaching MBA, Executive Education (since 1993) and Management Development Seminars and as a hands-on practitioner, consulting to major corporations on issues related to the achievement of Operational Excellence, throughout Australia, the US, Middle East, UK, Western Europe and Asia.

Max Zornada is an Adjunct Lecturer in the University of Adelaide Business School where he currently teaches the Operations Management and Business Performance Improvement in the MBA Program.  He has also taught Quality Management, E-Business, Project Management and Managing Innovation and Technology, and Statistical and Quantitative Analysis Subjects. He also delivers the Yellow Belt Advanced modules in the Professional Management Program and the Lean Six Sigma Yellow Belt Advanced, Green Belt and Black Belt Public Programs.

He has also presented in MBA programs for the University of New South Wales, Southern Cross University and Politecnico di Milano.

Max is also the Director of the Australian based Management Consulting and Education firm Henley Management Group. In this capacity he has presented many in-house Executive Programs for major corporations on Operational Excellence related topics such as Six Sigma, Lean Thinking, Lean Six Sigma, The Balanced Scorecard, Business Process Improvement, Project Management, Work Management both throughout Australia and internationally in Asia, the US, UK, Italy and the Middle East.

Prior to founding HMG, Max spent several years with the London based international management and technology consultancy PA Consulting Group, after holding various managerial and professional engineering positions in the chemicals processing and petrochemicals industry with Adelaide and Wallaroo Fertilisers, ICI and Santos.

From his base in Adelaide, South Australia, Max maintains an active local, Australian and International consulting and Management Education practice, with a focus on capital intensive (petrochemical, energy and chemicals) businesses, and back-office operations in financial services and services organisations. In recent years, a major focus of his consulting activity has been Lean Six Sigma and Process Improvement implementation in Aerospace, Mining and Insurance industry contexts.

Max Zornada may be contacted at

The University of Adelaide Business School

Level 9 10 Pultney Street, Adelaide, 5005, South Australia.

Tel: +61 8 8313 5525/ Fax: +61 8 8223 4782.

Email: max.zornada@adelaide.edu.au

Office Location: Room 9.20 10 Pulteney Street

1. An overview of Service and Operations Management as management function in general.
2. An understanding of the impact Operational Capability has on decision making and options in Business Strategy and the linkage to Operations Strategy.
3. An understanding of the different types of operations process types on which operational capability can be based and the strategic implications of the process choice decision.
4. An understanding of the relationship between Business Strategy, Operations Strategy, Process Type, Organisation and Control structures the impacts these have on managerial decision making and choices.
5. An understanding of the key operations strategy factors addressed in points 2-4 specifically applied to Service Operations.
6. Knowledge and understanding of the key operational levers that can be applied to the management of service operations and the proactive management of customer experience.
7. Knowledge and understanding of how an operations strategy is implemented, including facility location, process design and process layout decisions.
8. Knowledge and skills in the application of key operations strategy implementation tools and techniques including work and time analysis, development of standard times, development of process layout and assembly line balancing.
9. An appreciation of the role of strategic operations planning and skill in constructing and optimising a strategic operations plan.
10. An appreciation of the key inventory and materials management techniques applied in operations including independent demand methods (EOQ) and dependent demand methods (MPR, MRP II and ERP);
11. An appreciation of the role of IT systems such as MRP II and ERP in operations.
12. Knowledge and skills required to determine and optimal inventory management policy.
13. Knowledge and skills in the application of key operations scheduling methods to various types of processes.
14. An understanding of Lean Thinking, concepts, tools and techniques including Toyota Production System concepts/Just in Time manufacturing.
15. Knowledge and understanding of the application of strategic and value based approaches to procurement.
16. Knowledge and understanding of key issues pertaining to Supply Chain Management, including the “Bull Whip Effect”
17. Knowledge and understanding of key concepts, tools and techniques pertaining to the management of transaction based service processes.
18. Knowledge, understanding and skills in the development of an Acceptance Sampling based Quality Control strategy.
19. An overview and appreciation of statistical process control.
20. An overview and appreciation of approaches to improving business performance through operations.

        There will be no prescribed text for this course. A comprehensive student manual will be provided, supplemented by relevant handouts and the lecturer's powerpoint slides.

Powerpoint slides and additional resources in the form of spreadsheet models, additional readings and worksheets in support of the lecture session activities during the intensive sessions will be made available for download in softcopy from myUni.