🗓️ Week-by-Week COO Training Program
Week 1: Understanding the Role of a COO
Objectives:
Define the responsibilities of a COO across various industries
Distinguish between CEO, COO, and CFO roles
Activities:
Read case studies on high-impact COOs (e.g., Sheryl Sandberg, Tim Cook pre-CEO)
Interview a current or former COO if possible
Journal: "What kind of COO do I want to be?"
Week 2: Business Acumen & Strategic Thinking
Objectives:
Develop a deep understanding of company operations and value chains
Practice long-term strategy formulation
Activities:
Analyze 2–3 business models (canvas + SWOT)
Simulate a 5-year strategic plan for a sample business
Participate in a business strategy game or simulation
Week 3: Operational Excellence & Metrics
Objectives:
Learn key operations frameworks: Lean, Six Sigma, OKRs
Understand how to build and interpret dashboards
Activities:
Case study on operational turnaround (e.g., Toyota Production System)
Create an OKR dashboard for a hypothetical organization
Design a performance metric scorecard
Week 4: Financial Fluency for COOs
Objectives:
Read and analyze financial statements
Understand cost structures, budgeting, forecasting
Activities:
Mini-course on managerial finance
Review an annual report (Apple, Amazon, etc.)
Conduct a break-even analysis
Week 5: People, Culture, and Organizational Leadership
Objectives:
Learn how COOs impact team performance and culture
Study leadership styles, conflict resolution, and performance management
Activities:
Create a cultural values document
Practice difficult conversations and 360-degree feedback
Take a leadership style assessment
Week 6: Technology & Digital Operations
Objectives:
Understand how digital tools streamline operations
Study the role of COOs in tech transformation
Activities:
Explore ERP, CRM, and digital workflow platforms
Analyze a digital transformation case (e.g., Netflix, Nike)
Draft a digitization roadmap
Week 7: Crisis Management & Risk Mitigation
Objectives:
Learn how to lead during economic turbulence or PR crises
Build risk frameworks (operational, reputational, financial)
Activities:
Run a tabletop crisis simulation
Draft a company risk register
Review postmortems of past real-world company crises
Week 8: Board & Cross-Functional Collaboration
Objectives:
Learn how to work with CEOs, Boards, and other departments
Practice influence without authority
Activities:
Simulate a board presentation with KPIs and initiatives
Draft a strategic memo from the COO’s perspective
Conduct a stakeholder power mapping exercise
Week 9: Capstone Week – Executive Simulation & Reflection
Objectives:
Integrate everything learned into a real-world scenario
Create a personal development plan for the COO journey ahead
Activities:
Lead a mock executive team meeting or strategic review
Present a full operational transformation initiative
Reflect on key learnings and plan next steps for growth
🏭 COO Training Program – Manufacturing Industry Focus
Week 1: Understanding the Role of a COO in Manufacturing
Book: The Toyota Way by Jeffrey Liker (a classic on operations leadership)
Podcast: Manufacturing Happy Hour – Episodes with plant leaders and COOs
Tool: COO Manufacturing Role Profile + RACI Chart for Production Leadership
Week 2: Strategic Thinking for Industrial Operations
Book: The Goal by Eliyahu Goldratt (lean principles in novel format)
Podcast: Lean Blog Interviews – Ops experts discussing strategy
Tool: Strategic Value Stream Mapping Toolkit (specific to manufacturing)
Week 3: Production Systems & KPIs
Book: Lean Thinking by Womack & Jones
Template: Daily Gemba Walk Checklist + Plant Performance Dashboard
Video Resource: MIT OpenCourseWare – Supply Chain & Production Management
Week 4: Manufacturing Finance
Book: Cost Accounting for Dummies (focus on COGS, capacity, margins)
Template: Factory Cost Structure Worksheet (fixed vs. variable costs)
Course: Coursera’s “Accounting for Decision Making” by Wharton
Week 5: Workforce & Shift Leadership
Book: The Advantage by Patrick Lencioni
Tool: Labor Scheduling Template (multi-shift plant setup)
Podcast: ShopFloor Podcast (on team management in factories)
Week 6: Automation, Technology & Industry 4.0
Book: Designing the Future by James Morgan & Jeff Liker (Lean + Digital)
Podcast: Manufacturing Tomorrow – Automation, IoT, AI in factories
Tool: Industry 4.0 Maturity Model Self-Assessment
Week 7: Supply Chain & Disruption Response
Book: Supply Chain Management by Chopra & Meindl
Case Study: COVID-19 impact on global supply chains (Harvard Publishing)
Template: Supply Chain Risk Register + Resilience Scenario Planner
Week 8: Cross-Functional Plant Leadership & ESG
Book: Making Sustainability Work by Marc Epstein
Podcast: ESG Insider (episodes on industrial ESG metrics)
Tools: ESG Compliance Tracker + Manufacturing Scorecard Template
Week 9: Capstone Leadership Challenge – Factory Turnaround
Case Exercise: Simulate a plant turnaround or expansion scenario
Deliverables: Ops Transformation Plan, Factory KPIs, Leadership Reflection
Tool: COO Development Plan Template (PDF + Editable Google Docs)
🛠️ Core Vision: The Architect of Operational Excellence
> “Empowering people, perfecting systems, driving growth.”
🧭 Leadership Identity
Visionary yet grounded in plant-floor reality
Lead by example with integrity and resilience
Bridge between executive strategy and shop floor execution
Adaptable, calm under pressure, focused on sustainable outcomes
🏭 Manufacturing Mastery
Lean manufacturing and Six Sigma champion
End-to-end supply chain visibility and agility
Digital factory transformation — AI, IoT, smart systems
Predictive maintenance, quality control, and continuous improvement
📊 Operational KPIs I Will Drive
OEE: Target > 90%
First Pass Yield: 98%+
On-Time Delivery: > 99%
Inventory Turnover: 8x annually
CO2 emissions per unit: -25% by Year 3
🤝 People & Culture
Zero-incident safety mindset
Engaged workforce with cross-skilled teams
Transparent communication — daily Gemba walks
Recognized employer of choice in the region
🌐 Strategic Growth Outlook
Multi-site operations across continents
Launch 3+ new production lines or facilities
Spearhead sustainability initiatives (ISO 14001, circular manufacturing)
Partner with CTO/CIO on digital maturity roadmap
📘 Inspirations
Sheryl Sandberg (leadership presence)
Taiichi Ohno (lean system design)
Tim Cook (ops strategy and execution excellence)
Rosa Santana (Latina pioneer in industrial operations)
🔍 Additional Insights for Week 1
🧠 The COO in Context
A manufacturing COO is more than a production overseer—they’re:
The execution partner to the CEO
The conductor of the supply chain orchestra
The guardian of safety, quality, and throughput
The translator of boardroom strategy into plant-floor action
🏗️ Role Differentiation by Company Stage
Startups/Scale-ups: Focus on building processes and teams from scratch
Mid-size firms: Harmonizing functions, growing cross-border capabilities
Enterprises: Orchestrating global operations, risk mitigation, digitization
Understanding where your organization sits helps frame your COO strategy accordingly.
📌 Bonus Activities
Role Benchmarking Exercise
Collect 3–5 job descriptions of manufacturing COOs on LinkedIn or Glassdoor.
Highlight recurring themes: ERP expertise? Experience with lean transformations? Global supply chain leadership?
Create a “Top 5 Capabilities Matrix” based on your findings.
360° Value Chain Mapping
Map a basic product lifecycle from raw materials to post-sale servicing.
Annotate which COO touchpoints exist along the way—from procurement to logistics to customer satisfaction.
This builds awareness of the scope and leverage of the COO function.
Mini Case Study: COO Impact Story
Research someone like Tim Cook at Apple (pre-CEO days), Jim Loree at Stanley Black & Decker, or Indra Nooyi during her PepsiCo ops days.
Write 1 paragraph on how their operational leadership shaped the company’s trajectory.
⚠️ Potential Pitfalls to Avoid as a New COO
Over-indexing on efficiency while ignoring culture and safety
Misunderstanding the interplay between tech investment and workforce readiness
Becoming a firefighter instead of a strategic builder
If you’re journaling through this journey, here’s a thought prompt: > “If I took over operations tomorrow, what 3 things would I assess in the first week—and why?”
🎯 Week 2 Theme: Strategic Thinking for Industrial Operations
🔍 Learning Objectives
By the end of this week, you’ll be able to:
Think like a COO: align operational planning with company-wide strategy
Apply strategic frameworks like Theory of Constraints and Value Stream Mapping
Identify cost, capacity, and competitive opportunities within your manufacturing setup
Communicate strategy with impact to cross-functional stakeholders
🧠 Core Concepts
Strategic vs Tactical vs Operational decisions
Cost of complexity in product portfolios
Bottleneck identification and prioritization
How operational strategy feeds business models (e.g., Made-to-Order vs Just-in-Time)
📚 Key Resources
Type | Resource |
---|---|
📖 Book | The Goal by Eliyahu M. Goldratt – Learn about bottlenecks and continuous improvement through an engaging manufacturing novel |
🎧 Podcast | Lean Blog Interviews – Focus on episodes with plant leaders and strategy consultants |
🛠️ Tool | Value Stream Mapping Kit (Excel + Templates) for end-to-end process visualization |
📹 Video | MITx Micromasters: “Supply Chain Fundamentals” – Strategy modules (optional enrichment) |
🗓️ Day-by-Day Breakdown
Day 1: Introduction to Strategic Ops Thinking
Read selected chapters of The Goal (focus on Herbie, bottlenecks, flow)
Journal Prompt: What are the current bottlenecks in your value stream? Are they resource-, process-, or policy-driven?
Day 2: Mapping the Value Stream
Identify a product line or process to analyze
Use VSM templates to map current-state and identify non-value-add activities
Conduct a basic Process Time vs Lead Time comparison
Day 3: Cost-Capacity-Complexity Matrix
Create a 2x2 or 3x3 matrix of SKUs/product lines:
High/Low Margin
High/Low Volume
High/Low Operational Complexity
Prioritize which SKUs align with the company’s strategic focus—and which may need reevaluation
Day 4: Operational Scenarios & Decision Trees
Brainstorm 3 “what-if” scenarios:
Demand spike
Raw material disruption
Equipment breakdown
Use simple decision-tree logic to explore strategic responses and second-order effects
Day 5: Strategy Storytelling
Summarize your week’s work into a 3-minute “COO’s Strategic Briefing”
Practice articulating:
The current challenge
Your diagnostic insights
The recommended strategic response
🧰 Bonus Activities
Benchmark 3 Industrial Strategy Models: Choose companies like Toyota, GE, Bosch—compare how they align operational capabilities with customer value
Participate in a Simulation Game: Try free access to supply chain simulations like Beer Game or MIT’s Littlefield
Join a LinkedIn Group or Forum: Ask a real-world manufacturing ops leader for tips on long-term planning
⚠️ Watchouts for New COOs
Mistaking speed for strategy: It's not about doing everything fast—it’s about doing the right things methodically
Failing to engage finance and marketing early in strategic decisions
Rigid thinking: In manufacturing, adaptability is part of strategic strength
🗂️ Kanban Task Tracker – Week 2
📌 TO DO
[ ] Read selected chapters of The Goal (Goldratt)
[ ] Download and review Value Stream Mapping (VSM) templates
[ ] Collect SKU data for cost-capacity-complexity matrix
[ ] Brainstorm 3 operational "what-if" scenarios
[ ] Draft outline for COO’s Strategic Briefing
🚧 IN PROGRESS
[ ] Map current-state value stream of a selected product/process
[ ] Identify process bottlenecks and classify root causes
[ ] Create complexity/cost-volume matrix for top 10 products
[ ] Design simple decision trees for what-if scenarios
🧐 REVIEW
[ ] Analyze key takeaways from your VSM and bottleneck exercise
[ ] Peer or mentor feedback on strategic briefing draft
[ ] Compare your ops insights to a benchmarked company like GE or Toyota
✅ DONE
[ ] Journaled insights from The Goal
[ ] Identified and documented 3+ strategic decision points
[ ] Practiced strategic storytelling (3-minute summary)
⚙️ Week 3: Operational Excellence & Metrics (Manufacturing Focus)
🎯 Learning Objectives
Grasp foundational principles of Lean, Six Sigma, and Total Productive Maintenance (TPM)
Understand how to build actionable dashboards and performance scorecards
Apply real metrics like OEE (Overall Equipment Effectiveness), First Pass Yield, and Takt Time
Learn how to drive daily continuous improvement on the plant floor
📘 Key Resources
Type | Resource |
---|---|
Book | Lean Thinking by James Womack & Daniel Jones |
Podcast | The Ops Authority – Especially episodes on metric-driven leadership |
Template | KPI Dashboard Template (Excel/Sheets) + Daily Gemba Walk Checklist |
Video | Intro to Six Sigma (Free on Coursera or YouTube) – basic DMAIC principles |
🗓️ Day-by-Day Breakdown
Day 1: Lean, Six Sigma & TPM Fundamentals
Read introductory chapters from Lean Thinking
Watch: Overview of Lean vs Six Sigma vs TPM (15-min YouTube module)
Activity: Write down 5 wastes in your current (or hypothetical) production system
Day 2: KPI Deep Dive
Learn to calculate: OEE, FPY, Takt Time, Downtime %
Populate sample data in provided KPI dashboard template
Journal: Which metric do you think is most critical to your role as COO—and why?
Day 3: Gemba Walks & Tiered Daily Meetings
Use Gemba Walk Checklist to simulate or run a morning walk-through
Study examples of tiered plant-floor huddles (Shift > Cell > Department)
Note: What are frontline employees solving vs escalating?
Day 4: Building the Dashboard
Build your own dashboard: use dummy data to visualize trends (output, scrap rate, uptime, etc.)
Choose 3 leading and 3 lagging indicators you’d track weekly as COO
Optional: Try out a free BI tool like Power BI or Google Data Studio
Day 5: CI Culture & Reflection
Case Study: Read about Kaizen at Toyota or Danaher
Develop 3 micro-improvement projects you’d launch in your plant
Final task: Draft a one-page “Ops Excellence Manifesto” defining your philosophy as a COO
🗂️ Kanban Task Tracker – Week 3
📌 TO DO
[ ] Read selected chapters from Lean Thinking (Womack & Jones)
[ ] Download KPI Dashboard Template + Gemba Walk Checklist
[ ] Watch Lean vs Six Sigma vs TPM comparison video
[ ] Collect sample plant data (or simulate) for KPI practice
[ ] Research Kaizen success story (Toyota, Danaher, etc.)
🚧 IN PROGRESS
[ ] List and eliminate 5 types of waste (TIMWOOD framework)
[ ] Populate KPI dashboard (OEE, FPY, Downtime %, etc.)
[ ] Conduct or simulate Gemba Walk using checklist
[ ] Draft plant-floor dashboard with leading/lagging indicators
[ ] Write 3 small-scale CI (Continuous Improvement) project ideas
🧐 REVIEW
[ ] Compare metrics across shifts or departments for insights
[ ] Share “Ops Excellence Manifesto” with peer or mentor for feedback
[ ] Review dashboard against strategic goals: is it driving insights?
✅ DONE
[ ] Completed KPI calculations and dashboard visuals
[ ] Identified and removed at least 1 process waste
[ ] Drafted a one-pager on “My COO Ops Excellence Philosophy”
💰 Week 4: Financial Fluency for COOs (Manufacturing Focus)
🎯 Learning Objectives
By the end of Week 4, you will:
Confidently read and analyze manufacturing-specific financial statements
Understand cost structures (direct, indirect, fixed, variable, overhead)
Build accurate budgets, forecasts, and cost-benefit analyses for operations
Link operational metrics to financial outcomes (e.g., OEE to profitability)
📘 Resources for the Week
Type | Resource |
---|---|
📖 Book | Financial Intelligence for Managers by Karen Berman & Joe Knight |
📹 Course | Coursera – “Managerial Accounting Fundamentals” (Wharton) |
📄 Template | Break-even Analysis Model + Factory Cost Structure Worksheet |
🧮 Tool | Sample Budget Planning Template (Google Sheets/Excel) |
🗓️ Day-by-Day Breakdown
Day 1: Financial Statements Decoded
Review the 3 core statements: Income Statement, Balance Sheet, Cash Flow
Apply these to a real manufacturing company’s annual report (e.g., Ford, Caterpillar)
Task: Trace how raw material purchases move through the P&L
Day 2: Cost Structures & COGS
Define and classify costs: Direct Labor, BOM costs, Depreciation, etc.
Populate a cost structure worksheet using sample manufacturing data
Journal Prompt: “Which cost type has the highest ROI potential for optimization—and why?”
Day 3: Budgeting & Forecasting
Build a simple monthly production budget: variable vs fixed costs
Explore forecasting methods (historical trend, regression, driver-based)
Try a “what-if” scenario: How does a 5% scrap rate reduction affect EBIT?
Day 4: Operational Metrics to Financial Impact
Link KPIs to dollars: How does OEE improvement affect throughput + margins?
Create a mini dashboard with cost per unit, labor utilization %, and machine efficiency
Use scenario modeling to simulate profit impact from operational changes
Day 5: Decision-Making with Financial Lens
Study a CapEx decision (e.g., buy vs lease new equipment)
Apply NPV and Payback Period tools using provided templates
Wrap-up Reflection: "What numbers should a COO know cold—and what should they delegate?"
🧰 Bonus Challenges
Factory P&L Simulation: Use mock data to manage a monthly plant P&L—track production costs vs revenue
Create a CapEx Business Case: Draft a pitch for a $500K automation upgrade, with ROI model
Finance Role Interview: Chat with a controller or CFO about how they collaborate with Ops teams
🗂️ Kanban Task Tracker – Week 4: Financial Fluency for COOs
📌 TO DO
[ ] Read key chapters from Financial Intelligence for Managers
[ ] Download Break-even Analysis & Cost Structure Templates
[ ] Review 3 key financial statements of a manufacturing firm
[ ] Set up sample monthly production budget in Excel or Sheets
[ ] Study a CapEx decision-making framework
🚧 IN PROGRESS
[ ] Fill out cost structure worksheet with sample COGS/overhead data
[ ] Populate budget with variable/fixed costs by department
[ ] Practice linking operational metrics to dollar outcomes (OEE → Profitability)
[ ] Simulate a “what-if” scrap rate scenario in spreadsheet
[ ] Draft CapEx ROI case with NPV & Payback analysis
🧐 REVIEW
[ ] Share P&L or dashboard insights with peer/mentor
[ ] Finalize your list of “COO Numbers to Know”
[ ] Review your own financial blind spots and set 2 learning goals
✅ DONE
[ ] Completed sample factory P&L simulation
[ ] Submitted CapEx proposal worksheet (mock or real)
[ ] Reflected on your financial decision-making style
📊 Customizable Finance Dashboard Template (Manufacturing Focus)
Here’s what you can include in your spreadsheet dashboard (build in Excel or Google Sheets):
📁 Tabs/Sections
Summary Dashboard
Gross Margin %
Total Throughput
OEE Trend
Cost per Unit
Labor Utilization %
Monthly P&L Snapshot
Revenue by SKU/Plant
COGS breakdown
Gross vs Operating Profit
Variance from Budget
Cost Structure Analysis
Fixed vs Variable
Direct vs Indirect
Overhead Allocation (per machine, per shift)
CapEx Tracker
Project Description
Budgeted vs Actual
Payback Period
ROI % and NPV Summary
Break-even Analysis
Break-even Volume (units)
Contribution Margin
Sensitivity to price/cost changes
💡 Bonus Tip: Use conditional formatting for variances (green = below cost, red = over budget) and pivot tables for monthly trend views.
📊 Finance Dashboard Structure – Excel Workbook
🔹 Tab 1: KPI Summary Dashboard
A snapshot of key metrics, designed for visual trends and quick decision-making.
Columns/Fields:
Metric | Target | Actual | Variance | Status |
---|---|---|---|---|
Gross Margin % | =(Revenue - COGS)/Revenue | — | =C2-B2 | Conditional Formatting |
OEE % | >90% | Input | Auto-calc | Traffic Light System |
Cost per Unit | Input | =Total Costs/Units Produced | — | — |
Labor Utilization % | =Actual Labor Hours / Scheduled Hours | — | — | — |
Tips: Use =IF()
formulas to color-code variance or flag metrics outside range.
🔹 Tab 2: Monthly P&L
Profit & Loss snapshot for the plant or business unit.
Sample Layout:
Category | Jan | Feb | Mar | Q1 Total |
---|---|---|---|---|
Revenue | Input | Input | Input | =SUM(B2:D2) |
COGS | Input | Input | Input | =SUM(B3:D3) |
Gross Profit | =B2-B3 | ... | ... | =SUM(E2:E4) |
Operating Expenses | Input | Input | Input | — |
EBITDA | =Gross Profit - OpEx | — | — | — |
🔹 Tab 3: Cost Structure Worksheet
Breaks down fixed and variable costs.
Categories & Examples:
Cost Type | Fixed/Variable | Amount | Notes |
---|---|---|---|
Direct Labor | Variable | Input | Per unit/hour |
Depreciation | Fixed | Input | Monthly machinery amort. |
Utilities | Semi-Variable | Input | Includes base + volume |
Raw Materials | Variable | Input | Driven by BOM |
Maintenance | Fixed/Variable | Input | Classify based on setup |
🔹 Tab 4: CapEx Tracker
Analyze investments and returns.
Columns:
Project | CapEx (₹) | NPV | Payback Period (years) | ROI % | Status |
---|---|---|---|---|---|
New CNC Line | ₹5,00,000 | =NPV(rate, cash flows) | =Years till breakeven | =(Total Return-CapEx)/CapEx | In Review |
🔹 Tab 5: Break-even Analysis
Classic volume-profit planning.
Key Calculations:
Break-even Units:
=Fixed Costs / (Price per Unit - Variable Cost per Unit)
Contribution Margin:
=(Selling Price - Variable Cost) / Selling Price
Profit Forecasting:
=Units Sold × (SP - VC) - Fixed Costs
🗂️ Kanban Task Tracker – Week 4: Financial Fluency
📌 TO DO
[ ] Read selected chapters from Financial Intelligence for Managers
[ ] Download/duplicate Factory Cost Structure & Break-even Analysis templates
[ ] Collect sample P&L or budget data from a real or mock plant
[ ] Watch Coursera/YouTube series on Managerial Accounting basics
[ ] Review definitions: EBITDA, COGS, Fixed vs Variable Costs, Contribution Margin
🚧 IN PROGRESS
[ ] Populate Cost Structure Worksheet with plant-specific cost categories
[ ] Draft Monthly Ops Budget (fixed, variable, and overhead lines)
[ ] Perform Break-even Analysis for a selected product line
[ ] Build mini dashboard: OEE vs Cost per Unit vs Scrap Rate impact
[ ] Model CapEx ROI: NPV, Payback, and Justification Summary
🧐 REVIEW
[ ] Peer or mentor reviews of dashboard or CapEx pitch
[ ] Finalize your “Financial KPI Command List” (COO must-know metrics)
[ ] Reflect on which financial levers you control directly in your current (or target) role
✅ DONE
[ ] Completed financial statement walk-through of a manufacturing firm (e.g., Siemens, Tata Steel)
[ ] Simulated profit impact using “what-if” scenarios
[ ] Drafted a 2–3 slide summary: “How Ops KPIs Drive Financial Value”
Now let’s power into Week 5: People, Culture & Organizational Leadership—one of the most underestimated (and high-impact) pillars of COO success, especially in manufacturing where workforce engagement directly affects output, quality, and safety.
👥 Week 5: People, Culture & Organizational Leadership (Manufacturing Focus)
🎯 Learning Objectives
By the end of this week, you will:
Understand the COO’s role in shaping frontline leadership and engagement
Master shift planning, labor balancing, and cross-training strategies
Learn how to conduct feedback, resolve conflicts, and build high-performing teams
Assess and influence organizational culture through measurable tools
📘 Key Resources
Type | Resource |
---|---|
📖 Book | Leaders Eat Last by Simon Sinek – Building trust-based leadership |
🎧 Podcast | WorkLife with Adam Grant – Especially episodes on culture and motivation |
🛠️ Tools | Labor Shift Planner (Excel), 360° Feedback Form, Culture Audit Checklist |
🎯 Bonus Tool | Employee Engagement Pulse Survey (Google Forms or Typeform) |
🗓️ Day-by-Day Breakdown
Day 1: Culture as a Strategic Lever
Read key takeaways from Leaders Eat Last or watch his TED Talk
Complete a Culture Audit (sample questions: “What behaviors are rewarded?” “How is conflict handled?”)
Journal Prompt: What kind of culture would your best operators thrive in—and how would you build it?
Day 2: Shift Structures & Workforce Design
Build a 3-shift labor model with skill overlap (A, B, and C shifts with flex roles)
Define performance expectations by role/tier
Optional: Add EHS roles or part-time swing crews to model
Day 3: Feedback & Coaching Systems
Practice writing a feedback script using the SBI model (Situation, Behavior, Impact)
Draft a Conflict Conversation Playbook: 3 tough scenarios + response plans
Review: How does your leadership style influence how people respond to correction?
Day 4: Engagement, Recognition & Retention
Launch a sample Employee Pulse Survey
Analyze results and brainstorm 3 retention or morale-boosting initiatives
Case Study: How does Danaher or Toyota build leadership at the frontline?
Day 5: Personal Leadership Philosophy
Collect anonymous 360° input (or simulate using self-assessment rubric)
Draft your People-First Leadership Manifesto: What do you believe, prioritize, and model?
Define your top 3 leadership development goals over the next 12 months
🧰 Bonus Activities
Shadow a shift supervisor for one day (if accessible) or interview a plant HR head
Build a recognition dashboard: birthdays, milestones, top performers, safety heroes
Analyze historical absenteeism or turnover data to look for patterns
🗂️ Kanban Task Tracker – Week 5: People, Culture & Organizational Leadership
📌 TO DO
[ ] Read Leaders Eat Last (key insights or TED Talk)
[ ] Download 360° Feedback Template & Culture Audit Checklist
[ ] Create sample 3-shift labor plan with cross-training matrix
[ ] Draft employee pulse survey (5–7 quick questions)
[ ] Identify 3 industrial companies with strong cultures (e.g., Toyota, Danaher)
🚧 IN PROGRESS
[ ] Complete Culture Audit & identify behavior mismatches
[ ] Practice SBI feedback model with mock scenarios
[ ] Simulate conflict-resolution dialogues for 3 manufacturing cases
[ ] Launch and analyze a sample engagement survey
[ ] Start drafting your People-First Leadership Manifesto
🧐 REVIEW
[ ] Review anonymous 360° feedback or self-reflection rubric
[ ] Workshop labor schedule with a mentor/HR peer
[ ] Finalize leadership development goals for the next 12 months
✅ DONE
[ ] Wrote plant culture vision statement
[ ] Completed skill matrix and shift coverage table
[ ] Identified 2 retention or morale-boosting ideas for your team
[ ] Shared leadership philosophy with a trusted peer or coach
🧠 Week 6: Technology & Digital Operations (Industry 4.0 Focus)
🎯 Learning Objectives
Understand the COO’s role in technology enablement and digital transformation
Evaluate ERP, MES, CRM, and automation systems with strategic insight
Create a digital maturity roadmap tailored for your plant or organization
Explore how AI, IoT, robotics, and data analytics transform modern factories
📘 Resources
Type | Resource |
---|---|
Book | Designing the Future by Jeff Liker & James Morgan |
Podcast | Manufacturing Tomorrow – Focus on automation & industrial AI |
Tools | Digital Operations Audit Template, Industry 4.0 Maturity Model (Excel), ERP Feature Comparison Matrix |
🗓️ Day-by-Day Breakdown
Day 1: The COO's Tech Mandate
Watch: Intro to Industry 4.0 (McKinsey/BCG short videos)
Map digital priorities across operations: supply chain, quality, energy, workforce
Reflect: What’s your plant’s current digital pain point—and what’s the opportunity?
Day 2: ERP, MES, and Data Systems
Compare 2–3 ERP platforms (SAP, Oracle, Odoo, Epicor) using feature matrix
Define the link between ERP, MES, and real-time decision-making
Activity: Create a flowchart of your factory’s “data to decision” pathway
Day 3: Automation & Smart Machinery
Explore technologies like CNC automation, cobots, condition-based monitoring
Case Study: Read how Bosch or Foxconn used robotics to scale quality & speed
Optional Exercise: Estimate ROI of automating one process or cell
Day 4: Building a Digital Roadmap
Complete the Digital Maturity Self-Assessment
Draft a 12–18 month roadmap with milestones: pilot → scale → integrate
Consider risks: cybersecurity, change management, training gaps
Day 5: Communicating Tech Strategy
Draft a 2-slide summary: “What Technology Will Enable Our Ops in the Next 3 Years?”
Pitch your tech vision to a hypothetical CEO/CIO—what’s the impact in cost, quality, agility?
Final Task: Identify 2 tech priorities you will champion as COO
🗂️ Kanban Task Tracker – Week 6: Technology & Digital Ops
📌 TO DO
[ ] Watch Industry 4.0 overview videos (e.g., McKinsey, BCG explainer)
[ ] Download Digital Maturity Model & ERP Feature Comparison templates
[ ] Read case studies from Bosch, Foxconn, or Unilever on digital factory initiatives
[ ] Collect info on current ERP/MES platforms (real or hypothetical)
[ ] Review basic architecture of smart manufacturing systems (IoT, AI, cloud)
🚧 IN PROGRESS
[ ] Score your plant/organization on Digital Maturity Self-Assessment
[ ] Compare 2+ ERP vendors using feature matrix (SAP, Oracle, Odoo, Epicor)
[ ] Map current “Data → Decision” flow in your operations
[ ] Draft roadmap: Pilot → Scale → Integrate (12–18 months)
🧐 REVIEW
[ ] Validate priorities with stakeholder input (e.g., maintenance, IT, supply chain leads)
[ ] Estimate ROI for automating 1 production process or work cell
[ ] Peer review of “Tech in Ops” 2-slide strategy pitch
✅ DONE
[ ] Completed Digital Audit & Maturity Scoring
[ ] Finalized Top 2–3 Digital Ops Priorities as COO
[ ] Built a visual or slide deck summarizing tech investment impact (cost, quality, agility)
🚨 Week 7: Crisis Management & Risk Mitigation
🎯 Learning Objectives
By the end of this week, you’ll be able to:
Identify and categorize operational risks across manufacturing value chains
Develop proactive response plans for disruptions (supply chain, labor, compliance, tech)
Lead with resilience during crisis events through structured communication
Build a company-wide risk register and mitigation strategy
📘 Key Resources
Type | Resource |
---|---|
Book | Crisis Management: Planning for the Inevitable by Steven Fink |
Case Study | Harvard Publishing – Supply Chain Failure (e.g., Toyota’s chip shortage) |
Templates | Crisis Playbook, Risk Register (Excel), Communication Framework (RACI + escalation trees) |
Podcast | Coaching for Leaders – Episodes on resilience and leading under pressure |
🗓️ Day-by-Day Breakdown
Day 1: Mapping Risks
Use PESTLE + value chain model to brainstorm operational risks: geopolitical, supplier failure, labor walkouts, machinery failure, etc.
Categorize risks by likelihood and impact (2x2 Risk Matrix)
Journal Prompt: Which 3 risks keep me up at night, and why?
Day 2: Building the Risk Register
Populate a real or simulated company-wide Risk Register:
Category
Root Cause
Likelihood
Impact
Mitigation Plan
Owner
Activity: Identify which risks need redundancy vs monitoring
Day 3: Crisis Scenarios & Tabletop Exercises
Choose 1–2 scenarios to simulate:
Cyberattack on MES
Fatal accident on the floor
3-day logistics shutdown
Map decisions, escalation paths, and internal/external communication
Day 4: Recovery & Continuity
Draft your Business Continuity Plan (BCP) outline:
People
Process
Technology
Backup Facilities
Reflect: What’s the recovery Time Objective (RTO) for your ops?
Day 5: Crisis Communication & Leadership
Complete the “COO Under Pressure” challenge:
2-minute impromptu media response or stakeholder message
Build a Crisis Comms Toolkit (pre-approved statements, contact lists, escalation charts)
Final Task: Identify 2 systemic improvements to reduce future crisis probability
🧰 Bonus Activities
Interview your plant’s EHS or compliance officer
Analyze a real factory incident report and identify learnings
Review your country’s disaster preparedness acts and how they relate to manufacturing (e.g., India’s Factory Act)
🗂️ Kanban Task Tracker – Week 7: Crisis Management & Risk Mitigation
📌 TO DO
[ ] Read excerpts from Crisis Management: Planning for the Inevitable
[ ] Download Risk Register & Crisis Playbook templates
[ ] Watch case study video on Toyota’s chip shortage or similar disruptions
[ ] Identify 5–10 potential risks to your operations using PESTLE & value chain
🚧 IN PROGRESS
[ ] Populate Risk Register with manufacturing-specific risks (e.g., supplier failures, machinery breakdown, labor strikes)
[ ] Draft mitigation strategies and assign risk owners
[ ] Select and simulate at least one crisis scenario (e.g., cyberattack, fire, transport strike)
[ ] Build outline of your Business Continuity Plan (people, process, tech)
🧐 REVIEW
[ ] Review escalation flow and communication plan with peers or mentors
[ ] Complete 2-minute “Under Pressure” communication challenge
[ ] Identify improvements to reduce exposure to 2–3 major risks
✅ DONE
[ ] Finalized Risk Register and mitigation plans
[ ] Created customized Crisis Comms Toolkit
[ ] Wrote a post-crisis reflection or lessons-learned memo
📋 Pre-Filled Templates
✅ 1. Risk Register Template (Manufacturing Focus)
Risk ID | Category | Description | Likelihood (1–5) | Impact (1–5) | Mitigation Strategy | Owner | Status |
---|---|---|---|---|---|---|---|
R-001 | Supply Chain | Sole supplier of critical component may delay shipments | 4 | 5 | Identify 2 alternative vendors; keep safety stock | Procurement | Open |
R-002 | Equipment | Key CNC machine subject to high downtime | 3 | 4 | Preventive maintenance every 100 hrs | Maintenance | Active |
R-003 | Labor | Labor union may strike over new policy | 2 | 5 | Engage HR early; prepare contingency crews | Plant Manager | In review |
R-004 | Cybersecurity | MES may be exposed to ransomware | 3 | 5 | IT audit + staff awareness training | IT Lead | Active |
> You can use color-coding for risk heat maps based on Likelihood × Impact scores.
✅ 2. Crisis Playbook Template (Quick Deployment)
Section A – Crisis Identification
Trigger Event: Example – Explosion in warehouse
Time/Date Detected:
Initial Assessor: Shift Supervisor John R.
Section B – First Response
Evacuation Protocol: Initiated (Assembly Point B)
Emergency Services Contacted: [Yes/No]
Internal Crisis Team Activated: [Yes/No]
Section C – Escalation Matrix
Role | Contact Name | Escalation Time | Backup Contact |
---|---|---|---|
COO | [Your Name] | Immediately | [Alternate] |
Plant Head | — | 15 minutes | — |
EHS Officer | — | 5 minutes | — |
Section D – Communication Strategy
Internal Comms: Notify all shift leaders and HR
External Comms: Appoint media spokesperson, draft holding statement
Channels: Phone, Email, Slack, PA System
Section E – Post-Crisis Recovery
Debrief: 24 hrs after
Investigation Lead:
Root Cause Analysis Due By:
Lessons Learned Archive Updated: [Y/N]
🏛️ Week 8: Board & Cross-Functional Collaboration
🎯 Learning Objectives
By the end of this week, you’ll be able to:
Engage effectively with the CEO, board members, and department heads
Build influence and trust beyond your direct authority
Present strategic operations updates in an executive-ready format
Drive alignment across Finance, IT, HR, Sales, and Supply Chain
📘 Key Resources
Type | Resource |
---|---|
Book | The Five Dysfunctions of a Team by Patrick Lencioni – How trust, commitment, and accountability affect leadership teams |
Podcast | The Modern Manager – Cross-functional influence & executive alignment episodes |
Tools | Stakeholder Mapping Matrix, Executive KPI Brief Template, Strategic Memo Builder |
Bonus | Board Presentation Slide Guide (storytelling + impact metrics) |
🗓️ Day-by-Day Breakdown
Day 1: Understanding Board Expectations
Research what boards care about in COO updates (KPIs, risks, strategic levers)
Read real-world board minutes (public company filings) to identify themes
Journal Prompt: What 3 messages would I want the board to remember about my operations?
Day 2: Stakeholder Mapping & Influence
Create a Stakeholder Influence Map:
Map by power/influence vs interest
Identify supporters, skeptics, and potential allies
Craft your influence strategy using push vs pull tactics
Day 3: Cross-Functional Partnership Playbooks
Choose one department (e.g., HR, Sales, IT) and map your working interface
Identify misalignments or silos that impact efficiency or morale
Draft 3 improvement initiatives that benefit both functions
Day 4: Executive Communication & Metrics
Build a 1-page KPI snapshot with 3–5 headline metrics (OEE, Scrap Rate, CO2/unit, OTIF)
Practice writing a strategic memo from the COO’s perspective:
What’s the issue?
What do the numbers say?
What’s your ask or initiative?
Day 5: Presenting to the Board
Simulate a 3-minute boardroom update (script + slides)
Focus on clarity, context, and confidence:
What happened?
Why it matters?
What’s next?
Final Task: Reflect on how your leadership narrative evolves from plant to boardroom
🧰 Bonus Activities
Sit in (or simulate) a cross-functional leadership meeting
Interview a CFO or CHRO about how they see Ops contributing to strategic goals
Analyze one company’s board deck (if public) and identify how COOs frame impact
🗂️ Kanban Task Tracker – Week 8: Board & Cross-Functional Collaboration
📌 TO DO
[ ] Read The Five Dysfunctions of a Team or summary notes
[ ] Download Stakeholder Mapping & Executive Brief templates
[ ] Collect 3–5 board-level KPIs used in manufacturing leadership
[ ] Watch a real or simulated board meeting (public company or case study)
[ ] Identify cross-functional gaps between Ops and one partner function (e.g., Sales, HR)
🚧 IN PROGRESS
[ ] Map internal stakeholders by power/influence vs interest
[ ] Draft a cross-functional collaboration improvement plan (targeting one function)
[ ] Build a 1-page executive KPI report using OEE, Scrap Rate, OTIF, etc.
[ ] Write COO memo: summarize an ops challenge and propose an initiative
🧐 REVIEW
[ ] Simulate a 3-minute boardroom update with slides or script
[ ] Peer review: Strategic Memo or KPI Summary for clarity and insight
[ ] Reflect on how your leadership communication style adapts from frontline to boardroom
✅ DONE
[ ] Completed Stakeholder Map + Alignment Strategy
[ ] Delivered a mock strategic update as if presenting to the board
[ ] Wrote your “COO Cross-Functional Charter” to align with all C-suite partners
🏁 Week 9: Capstone Week – Executive Simulation & Reflection
🎯 Learning Objectives
Integrate everything you’ve learned across the past 8 weeks
Simulate leading a company-wide operations review
Present your vision and strategies as a manufacturing COO
Create your personal leadership development plan going forward
📘 Key Resources
Type | Resource |
---|---|
Template | Capstone Simulation Guide + Evaluation Rubric |
Framework | COO Personal Growth Plan – “12-Month Action Map” |
Toolkit | Executive Operations Review Slide Deck (blank) |
Bonus | Leadership Reflection Journal (Daily/Weekly Format) |
🗓️ Day-by-Day Breakdown
Day 1: Capstone Project Brief
Choose a realistic challenge (e.g., new facility ramp-up, supply disruption, digitization rollout)
Draft a summary of goals, constraints, stakeholders, and timeline
Set three KPIs that define success for your initiative
Day 2–3: Strategy Development & Simulation
Build your Capstone Plan:
Situation Overview
Root Cause or Opportunity
Operational Plan & Milestones
Stakeholder Alignment Strategy
Create a simple slide deck and deliver a 5-minute recorded or live mock “COO Executive Update”
Day 4: Personal Growth Blueprint
Complete your COO Growth Plan:
Strengths & Gaps Assessment
3 Personal Development Goals
Resources/Coaches/Programs you’ll pursue
Monthly Checkpoints
Share with a mentor, peer, or future self!
Day 5: Reflection & Closure
Journal Prompt: “How have I evolved over the past 9 weeks as a COO?”
List your 5 most important insights or mindset shifts
Celebrate your completion (maybe even design a “COO Certificate” for fun!)
🧰 Bonus Challenges
Join a panel-style Zoom or peer group for live Capstone feedback
Build a Notion or portfolio page capturing your entire 9-week journey
Share your Capstone Plan with your manager or mentor for real-world feedback