OPNS 430-61,62 Lariviere

TERM: Winter 2007

COURSE #:

OPNS 430

SECTION: 61, 62

COURSE NAME: Operations Management

INSTRUCTOR: Martin Lariviere

CASEPACK - YES or NO?:  Yes

FIRST ASSIGNMENT: Welcome to the first class of ops! Required materials are available at the bookstore.

  1. Course Pack: Cases, readings, and overhead slides
  2. The Goal by Goldratt and Cox.
  3. Textbook: MBPF by Anupindi, Chopra,Van Mieghem and Zemel.

Read:          Textbook MBPF: Chapter 1

                  What is Strategy? HBR article by Michael Porter

                  Start reading the Goal

Consider the following questions:

1.       In a Business context what is meant by operations?

2.       What are the competitive priorities faced by a typical business?

3.       What roles does operations play in achieving these?

IS ATTENDANCE AT FIRST CLASS MANDATORY – YES OR NO?:  No

1.  TEXT - REQUIRED or RECOMMENDED?: Required

AUTHOR: Anupindi, Chopra, Deshmukh, Van Mieghem and Zemel

PUBLISHER: Prentice Hall

TITLE: Managing Business Process Flows

ED./DATE: 2nd edition, 2005

2.  TEXT - REQUIRED or RECOMMENDED?: Required

AUTHOR: Eliyahu M. Goldratt and Jeff Cox

PUBLISHER: North River Press

TITLE: The Goal

ED./DATE: 2nd edition or later 1992 or later

OPNS 454-81, 82 Van Mieghem

TERM:

Winter 07

COURSE #: 454

SECTIONS:  81, 82

COURSE NAME:

Operations Strategy

INSTRUCTOR: Jan A. Van Mieghem

  

CASEPACK: YES

  

FIRST ASSIGNMENT:

Check course webpage for updates:

http://www.kellogg.northwestern.edu/faculty/VanMieghem/ftp/454/454CoursePage.htm

Hand-in: a copy of your resume.  (This will help me getting to know you and learn about your experiences.)

Read:                      ·  Chapter 1 of Operations Strategy: Principles and Practice (in case pack)

Prepare:                  · Mini-Case 1: The Swiss Watch Industry, (at end of Ch 1 of Ops Strat)

You will have an opportunity to form groups during the first class and here are some guidelines. Groups should have five students, each of them bringing different strengths to the table.  To increase the learning from the skills and knowledge that each person brings to the group, groups must be balanced.  For example, groups must balance 6Qs, 4Qs, MMMs and TMPs, as well as geographical origins to benefit from cross-learning and multi-disciplinary experiences (TMPs may also have company access for the course project; more on that in class). 

 

1.  TEXT  --  RECOMMENDED: There is no regular published textbook.  Instead, a preprint of the textbook that I am writing will be part of the casepack (separately bound as agreed with the copy shop’s Agatha Collins [a-collins2@northwestern.edu])

  

AUTHOR: J. A. Van Mieghem

PUBLISHER:

  

TITLE: Operations Strategy: Principles and Practice

ED./DATE: Dec. 2006

  

OPNS 912-81 Lariviere

TERM: Winter 2007

COURSE #: OPNS 912

SECTION: 81

COURSE NAME: Service Operations

INSTRUCTOR: Martin Lariviere

CASEPACK - YES or NO?: Yes

FIRST ASSIGNMENT: In the first class, we will consider what separates services from manufacturing.  That is, what is special about services?  What challenges arise in service settings that are less relevant to most manufacturing environments?  Additionally, what insights can we learn from manufacturing environments?

In the readings, the Levitt article is a classic piece that suggests one way of improving service operational performance.  The “Fixing Healthcare” emphasizes lessons from modern manufacturing techniques. The optional Lovelock reading provides some additional background on service.  Finally, we will discuss the OCB case which describes a physician’s attempt to apply manufacturing principles to his practice.

Readings:

“The Industrialization of Service,” Theodore Levitt, Harvard Business Review, Sep-Oct, 1976.

“Fixing Healthcare from the Inside, Today”, Steven J. Spear, Harvard Business Review, Sept., 2005.

Optional Reading:

“A Basic Toolkit for Service Managers,” Christopher H. Lovelock, in Managing Services: Marketing, Operations, and Human Resources, 2nd ed., edited by Christopher H. Lovelock, Englewood Cliffs, NJ: Prentice Hall, 1992, pp 17 – 30.

Case:    Ophthalmic Consultants of Boston and Dr. Bradford J. Shingleton HBS 9-697-080.

Prep questions for the Ophthalmic Consultants of Boston:

Below BJS refers to Dr. Bradford J. Shingleton and OCB refers to Ophthalmic Consultants of Boston.

  1. How does BJS's approach to his work reflect the principles discussed in the Levitt article? How do they reflect lean operating principles?
  2. What characteristics of ophthalmology lend themselves to applying manufacturing techniques? Can lean principles be applied to any services?
  3. How should OCB face the future challenges discussed at the end of the case? Are there limits to BJS's approach or should his techniques be extended to the rest of OCB?

IS ATTENDANCE AT FIRST CLASS MANDATORY – YES OR NO?: No

1.  TEXT - REQUIRED or RECOMMENDED?: None Required

AUTHOR:

PUBLISHER:

TITLE:

ED./DATE: