Operations and Service Management Master Class


In recent years, businesses have strived to improve productivity and quality, reduce costs and delivery times, and embrace flexibility and innovation. These strategies are part of the operations management activities that both service and manufacturing companies engage in.

Operations and Service Management Master Class (OSMMC) helps you to understand the role of operations management in a company and to develop abilities to structure and solve operations related problems. This master class will empower you with skills to address important aspects of business operations including capacity, productivity, quality, and supply chain.

Who should enroll:

  • Operations managers, procurement, supply chain, demand planning, team leaders at service companies and lean management professionals who aim to advance their expertise and practice in the field of applied operations and service management through hands-on and interactive learning experience;
  • Decision makers in other functions — such as sales, finance, product management, product development, or general management — who want to work more effectively with their company’s operations team and seek to better understand how to design, manage and to improve their operations;
  • Managers who are practicing the operations and service management role but are lacking formal operations education;
  • Entrepreneurs and company owners who engage in designing, managing, and improving operations for their growing business.


Learn more from the Operations and Service Management Master Class brochure here.

If you are interested in the master class, please register here!

You will understand how operations in an organization are configured and factors that can potentially drive the complexity of managing such operations. We will also introduce concepts like estimating capacity, identifying bottlenecks, and de-bottlenecking. Throughout the master class, you will join us in discussions on productivity improvement methods, development of quality assurance systems and configuration of supply chains.

In this context, major topics to be covered include: designing, managing and improving operations, process analysis, managing quality, supply chain management, lean management and operations strategy. Both topical and practical, this master class will equip you with the right tools, techniques and skills to estimate, compute, analyse and configure key elements of operations management.


Operations and Service Management Master Class provides:

World-class content — each module equipes the participants with Harvard Business School Core Curriculum Readings.

Experiential learning based on Harvard Business Publishing online simulation software - exercise various models and scenarios.

Interactive and engaging side-by-side learning with hands-on facilitators and experienced operations, supply chain professionals as guest speakers.

Strong links to the business reality and applicability in Bulgaria - practical discussions and q&a sessions with experienced practitioners.

An integrated, holistic approach – understanding how strategic and marketing decisions influence company performance and market position, and vice versa.

Module: Managing Quality

3 and 4 June 2016

The long-term success of an organization depends on the methods used to deliberately shape a firm’s approach to maintaining quality standards. While a systematic approach to managing and improving quality using statistical tools can be very effective, attaining high levels of quality often depends on organizational culture and the quality of executive leadership.This module begins with an explanation of the dimensions of quality, focusing on the distinctions between performance quality and conformance quality. Next it explores the issues connected with the cost of quality by exploring the question: How should organizations think about the cost and value of different levels of conformance quality? It concludes with the topic of problem-solving in an operations setting. Fast and effective problem-solving is essential for preventing problems from getting worse over time.

This module is based on the Harvard Business Publishing’s online simulation “Operations Management Simulation: Quality Analytics” and the Harvard Business School Core Curriculum Operations Management Reading “Managing Quality”.

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Module: Process Analysis

10 and 11 June 2016

In this module participants observe an operating process and consider the data that needs to be collected so that they are able to answer key questions. How can a process be described as “doing” well? The answer depends on what the customer promise is and how the firm seeks to create and capture value for its stakeholders.The participants explore concepts in process analysis via a series of problems sets that are paired with simulation models, allowing participants to increase their intuition and understanding of core operations concepts, including: cycle time, yield, use of inventory in processes, capacity management, bottlenecks and constraints, throughput time and rates, machine and labor utilization rates, line and batch processes, parallel sub-assembly processes, cross trained worker processes (multiple variations).

This module is based on the Harvard Business Publishing’s online simulation “Operations Management Simulation: Process Analytics” and the Harvard Business School Core Curriculum Operations Management Reading “Process Analysis”.

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Module: Designing, Managing, and Improving Operations

17 and 18 June 2016

This module expands on the concepts of Process Analysis. It begins with illustrations of generic types of processes: the job shop, the worker-paced line, cellular manufacturing, the machine-pace assembly link, and the continuous flow process. Each process type has different characteristics and key management challenges associated with it. The module continues with an introduction to the impact of variability (in this case, in processing times) on process performance. At the end it covers process improvement with a focus on quality and learning.

This module is based on the Harvard Business Publishing’s online simulation “Operations Management Simulation: Benihana v2” and the Harvard Business School Core Curriculum Operations Management Reading “Designing, Managing, and Improving Operations”.

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Module: Supply Chain Management

16 and 17 September 2016

This module, based on a highly interactive online simulation, allows participants to try their hands at managing the complexities of a global supply chain by putting them in the shoes of the supply chain manager of a mobile phone manufacturer. Participants become responsible for the rollout of two models of mobile phones. The module illustrates key concepts of supply chain management, such as: creating a balanced supply chain across suppliers with different lead times, building flexibility into the supply chain to avoid stock-outs and excess inventory, and evaluating and using demand forecasts. Participants’ success is measured by company profits as well as through a dynamic evaluation process in which participants answer probing questions from the company’s board members.

This module is based on the Harvard Business Publishing’s online simulation “Global Supply Chain Management Simulation” and the Harvard Business School Core Curriculum Operations Management Reading “Supply Chain Management”.

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Module: Lean Management

23 and 24 September 2016


A common misperception about Lean is that it focuses mainly on process redesign. In fact, although the ideas underpinning Lean ultimately originated in manufacturing, they encompass far more. Fundamentally, Lean seeks to refine a company’s basic systems to meet changing customer needs more effectively.

In this interactive simulations-based module, the participants will work in a small “production line”, experiencing the problems and applying Lean practices to overcome them. The participants, divided in small teams, will learn the different Lean tools and will experience the effects of applying them. Throughout this module we will also compare the production line scenario with different sectors’ applications and relevancies – analysing their similarities and differences.

Module: Operations Strategy & Execution

30 September and 1 October 2016

Operations Strategy bridges the gap between the strategic plan directed by executives and the emergent strategy that occurs through the many decisions of managers and employees. The goal of operations strategy is to optimize operations’ resources to best fulfill the strategic objectives of the firm.

This module, based on a highly interactive online simulation, allows participants to experience the benefits and challenges of using a scorecard to implement strategic initiatives and monitor firm performance. Small teams of participants work together to choose a strategy for their company, create a strategy map, develop a balanced scorecard, choose initiatives to implement their strategy, and use feedback from the balanced scorecard to adjust their implementation approach.

This module is based on the Harvard Business Publishing’s online simulation “Strategy Simulation: The Balanced Scorecard” and the Harvard Business School Core Curriculum Operations Management Reading “Operations Strategy”.

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Svetlan Stanoev

Founder and Senior Facilitator at The Business Institute. Experienced practitioner in strategy, performance management and financial management. Balanced Scorecard certified and Business Valuation certified. Previously: Corporate Finance consultant at KPMG; CFO at Orbitel; CEO at Ceres Agrigrowth Investment Fund. Svetlan has a Master in Finance. Lecturer, trainer and consultant in corporate finance, strategic management and business modeling since 1999.

Огняна Мирчева
Ognyana Mircheva

Senior Facilitator at The Business Institute. Experienced practitioner in people and team management, organizational behavior and personal efficiency. Previously: Sales Training Manager at AIG Life and at KD
Life; Regional Manager Sales and Training at DSK Garantsia; Sales Unit Manager at AIG Life. Ognyana has a Master in Organisational Psychology. Experienced trainer and consultant in people and team management for more than 14 years.

Tsvetoslava Kyoseva

Associated Facilitator in The Business Institute. А professional with deep knowledge and experience in innovation management, new product development and business process analysis with more than 11 years practical experience.
Currently Tsvetoslava is a Vice President at Methodia, a software development company, responsible for the
business analyses, project and process managementy.

Anelia Grozdeva
Anelia Grozdeva

Associated Facilitator at The Business Institute. Experienced professional in the field of business development,
operations and lean management, business innovation and marketing strategies. Currently Anelia is in the entrepreneurial field: Co-founder and Partner at phiba as well as Business Development for the Kevin Murphy brand. Previously: Business Development Manager and Brand Manager at Unicoms; Business Development and Marketing Manager at Synovate; General Manager at a marketing consulting firm. Master in Marketing Communication.


Emil Lechev

Emil Lechev has an extensive experience in procurement, logistics and operations management. Currently: a Procurement Services Manager at Heineken. He was Technical and Services Buyer at Danone; Commerce, Logistics and Professional Services Buyer at Heineken Zagorka; GPCO Transition Manager at Heineken. A special “niche” of his valuable experience as a guest-speaker is the practical illustration of different methodologies, approaches and tools for procurement analyses and decision-making purposes.

Asen Tarandzhiyski

Asen Tarandzhiyski has a vast and focused experience — more than 15 years — in all operations management related fields: procurement, business process analysis, quality management, supply chain, production planning and information management. Currently at Actavis (now Allergan) as a Procurement, Quality & Information Director, Asen is responsible for a broad operation management functions — procurement, quality management, process management and information management.

Mila Kusheva

With more than 12 years’ experience in telecommunications being part of marketing team of Telenor. Her core role is concentrated in end-to-end product design, customer journey development and go-to-market delivery both
for consumer and corporate customers. After conducting Master degree in International Relations
in UNWE Bulgaria Mila started her professional development as media planner in Zenith Optimedia agency.

Milka Marmarova

A professional with proven experience in lean management, packaging and quality management. Highly skilled practitioner in analyzing and elimination of losses in managing and production processes, planning, organization
and realization of production schedules, team training and motivation. Currently Milka is QHSE Manager in Carlsberg Bulgaria, responsible for the development and maintenance of the company quality, health, safety and environment management system.


The program includes six modules of two sessions each module. The training sessions are two times per
week — Friday (from 14:30 to 19:30) and Saturday (from 9:30 to 14:30) and will be held in The Business Institute, Sofia, 23 A Joliot Curie Str.

The whole program duration is six weeks — split in two seasons — in June and in September.Here are the following sessions:


Dates Module
3 and 4 June Module Managing Quality Module
10 and 11 June Process Analysis
17 and 18 June Designing, Managing, and Improving Operations Module
16 and 17 September Supply Chain Management Module
23 and 24 September Lean Management Module
30 September and 1 October Operations Strategy and Execution Module

Early bird - 30% off

BGN 3 х 800

  • Total: BGN 2400
  • before 1 September
  • 1 participant

Standard fee

BGN 2 x 1700

  • Total: BGN 3400
  • 1 participant

The promotional prices are valid for early booking for 1 participation in the program.