Itai Gurvich
Itai Gurvich

Associate Professor of Operations

Print Overview

Professor Gurvich joined the faculty at the Kellogg School of Management in 2008, after completing his PhD in the Decision, Risk and Operations department at Columbia University's Graduate School of Business. At Kellogg, he teaches courses in operations management and service operations. His research focuses on the analysis and optimization of service systems, with a focus on the design of processing networks. He has been recently involved in several health-care related projects both at the policy and tactical levels.

Areas of Expertise
Queuing Systems
Service Management

  • Recent Media Coverage

    Economist Intelligence Unit: Executive Briefing: We will be right with you

    Economist Intelligence Unit: Executive Briefing: Firm size and service level: When is it advantageous for a service-oriented firm to differentiate itself along service quality dimensions?

    See all Kellogg in the Media
Print Vita
PhD, 2008, Decisions, Risk and Operations, Columbia University
MSc, 2004, Operations Research, Israel Institute of Technology, Summa Cum Laude
BSc, 2002, Industrial Engineering, Israel Institute of Technology, Summa Cum Laude

Academic Positions
Associate Professor, Kellogg School of Management, Northwestern University, 2012-present
Assistant Professor, Kellogg School of Management, Northwestern University, 2009-2012
Donald P. Jacobs Scholar in Managerial Economics and Decision Sciences, Kellogg School of Management, Northwestern University, 2008-2009

Honors and Awards
1st place (paper: Hospital Readmissions Reduction Program: A Financial and Operational Analysis), 2014 POMS College of Healthcare Operations Management Best Paper Award
NU Excellence in Research, Northwestern University

Editorial Positions
Associate Editor, Management Science, 2014-Present
Associate Editor, Operations Research, 2011-Present

Print Research
Research Interests
Service systems, queueing systems and applied probability

Van Mieghem, Jan A. and Itai Gurvich. Forthcoming. Collaboration and multitasking in networks: Prioritization and Achievable Capacity. Management Science.
Gurvich, Itai and Jan A. Van Mieghem. 2015. Collaboration and multitasking in networks: Architectures, Bottlenecks and Throughput. Manufacturing & Service Operations Management (M&SOM). 17(1): 16-33.
Gurvich, Itai. 2014. Diffusion models and steady-state approximations for exponentially ergodic Markovian queues. Annals of Applied Probability. 24(6): 2527-2559.
Gurvich, Itai, J Huang and Avishai Mandelbaum. 2014. Excursion-based universal approximations for the Erlang-A queue in steady-state. Mathematics of Operations Research. 39(2): 325-373.
Atar, Rami and Itai Gurvich. 2014. Scheduling Parallel Servers in the Non-Degenerate Slowdown Diffusion Regime: Asymptotic Optimality Results. Annals of Applied Probability. 24(2): 760-810.
Gurvich, Itai. 2014. Validity of heavy-traffic steady-state approximations in multiclass queueing networks: The case of queue-ratio disciplines. Mathematics of Operations Research. 39(1): 121-162.
Zhang, J, Eric Park, Itai GurvichJan A. Van Mieghem, Robert S. Young and Mark V. Williams. 2016. Hospital Readmissions Reduction Program: A Financial and Operational Analysis. Management Science. 62(11): 3351-3371.
Gurvich, Itai and Amy Ward. 2013. On the Dynamic Control of Matching Queues. Stochastic Systems.
Ata, Baris and Itai Gurvich. 2012. On Optimality Gaps in the Halfin-Whitt Regime. Annals of Applied Probability. 22(1): 407-455.
Gurvich, Itai and Ohad Perry. 2011. Overflow Networks: Approximations and Implications to Call Center Outsourcing. Operations Research. 60(4): 996-1009.
Deo, Sarang and Itai Gurvich. 2011. Centralized vs. Decentralized Ambulance Diversion: A Network Perspective. Management Science. 57(3): 1300-1319.
Allon, GadAchal Bassamboo and Itai Gurvich. 2011. "We will be Right With you:" Managing Customer Expectations with Vague Promises and Cheap Talk. Operations Research. 59(6): 1382-1394.
Gurvich, Itai and Ward Whitt. 2010. Service-Level Differentiation in Many-Server Service Systems: A solution based on fixed-queue-ratio routing. Operations Research. 58(2): 31-328.
Gurvich, Itai, James Luedtke and Tolga Tezcan. 2010. Staffing Call-Centers With Uncertain Demand Forecasts: A Chance-Constrained optimization approach. Management Science. 56(7): 1093-1115.
Gurvich, Itai and Mor Armony. 2010. When Promotions Meet Operations: Cross Selling and Its Effect on Call-Center Performance. Manufacturing & Service Operations Management (M&SOM) . 12(3): 470-488.
Allon, Gad and Itai Gurvich. 2010. Pricing and Dimensioning Competing Large-Scale Service Providers. Manufacturing & Service Operations Management (M&SOM) . 12(3): 449-469.
Gurvich, Itai and Ward Whitt. 2009. Scheduling Flexible Servers with Convex Delay Costs in Many-Server Service Systems. Manufacturing & Service Operations Management (M&SOM). 11(2): 237-253.
Gurvich, Itai and Ward Whitt. 2009. Queue-and-Idleness-Ratio Controls in Many-Server Service Systems. Math of OR. 34(2): 363-396.
Gurvich, Itai, Mor Armony and Constantinos Maglaras. 2009. Cross-Selling in a Call Center with a Heterogeneous Customer Population. Operations Research. 57(2): 299-313.
Armony, Mor, Itai Gurvich and Avishai Mandelbaum. 2008. Service Level Differentiation in Call Centers with Fully Flexible Servers. Management Science. 54(2): 279-294.
Working Papers
Lariviere, MartinItai Gurvich and Ozkan Can. 2016. Coverage, Coarseness and Classification: Determinants of Social Efficiency in Priority Queues.
Gurvich, Itai, Lu Wang, Jan A. Van Mieghem and Nicholas Dean Soulakis. 2016. Digital and Physical Team Interaction: How Team Size and Stability Determine Hospitalist Productivity..
Van Mieghem, Jan A., L. Wang, Itai Gurvich and Kevin J. O'Leary. 2016. Collaboration, Interruptions and Setup Times: Model and Empirical Study of Hospitalist Workload.
Gurvich, Itai and S. B. Soh. Forthcoming. Call center staffing: Service-level constraints and index priorities.
Gurvich, Itai, Sarang Deo and Eric Park. 2014. Does limiting time on ambulance diversion reduce diversions? Signaling equilibrium and the network effect..
Gurvich, ItaiMartin Lariviere and Antonio Moreno-Garcia. 2015. Operations in the on-demand economy: Staffing services with self-scheduling capacity.
Gurvich, Itai and S. B. Soh. 2014. Duality in staffing problems: Between holding costs and waiting constraints.
Gurvich, ItaiMartin Lariviere and Antonio Moreno-Garcia. 2014. Managing Independent Agents at Maison Service Providers.

Print Teaching
Teaching Interests
Operations Management
Full-Time / Evening & Weekend MBA
Operations Management (OPNS-430-0)
1Ys: This course is typically waived through the admissions process or the equivalent course Operations Management (Turbo) (OPNS-438A) was completed during the Summer term. MMMs: This course is equivalent to the MMM core course Designing and Managing Business Processes (OPNS-440) Operations management is the management of business processes--that is, the management of the recurring activities of a firm. This course aims to familiarize students with the problems and issues confronting operations managers, and to provide the language, concepts, insights and tools to deal with these issues to gain competitive advantage through operations. We examine how different business strategies require different business processes and how different operational capabilities allow and support different strategies to gain competitive advantage. A process view of operations is used to analyze different key operational dimensions such as capacity management, cycle time management, supply chain and logistics management, and quality management. Finally, we connect to recent developments such as lean or world-class manufacturing, just-in-time operations, time-based competition and business re-engineering.

Service Operations (OPNS-482-0)
Services are playing an ever-increasing role in the American and world economies. Consequently, it is important for a manager to understand how services differ from manufacturing operations and how traditional operations' management techniques can be applied to services. (For example, how do insights from lean operations apply to service settings?) This course applies concepts from the core operations class, extending the discussion of managing variability and customer waits. The impact of priorities, pricing and employee staffing are considered in this setting. Additional topics include evaluation of service productivity, management of service quality and recovery, the impact of human resource policies and techniques for revenue management. The course examines service operations in healthcare, retail environments and airlines, among other settings.

Service Design (OPNS-980-0)

Queueing Networks: Performance Analysis (OPNS-522-0)
The course is to introduce the basic methods that are often used for analyzing performance in queueing network models. The students will learn how to characterize various queueing performance measures and apply to managerial decision making. Students should have familiarity with Markov process.