Audrey Bazerghi
Audrey Bazerghi is an Adjunct Lecturer of Operations Management at Kellogg. She received the B.Eng. degree in Engineering Physics from Polytechnique Montréal (Canada) in 2015 and the SM/MBA degrees from the Massachusetts Institute of Technology (USA) as a Leaders for Global Operations fellow in 2020. From 2015 to 2018, she worked at Oliver Wyman as a management consultant advising clients across North America on topics focusing on procurement and logistics. She is currently pursuing a Ph.D. in operations management at Kellogg, working with Professors Jan A. Van Mieghem and Sébastien Martin.
Strategic Decisions in Operations (OPNSX-454-0)
This course builds on the core operations management class with an emphasis on strategic level decisions. It emphasizes the long-term, "big" decisions firms face in structuring their operations. Topics covered range from evaluating flexible technologies to designing supply chains.
Strategic Decisions in Operations (OPNS-454-0)
This course provides a framework and multiple analytic tools to analyze, value, and optimize the strategic asset and process decisions involved in configuring the "operating system" of the firm. Asset decisions include capacity sizing, expansion, flexibility and location. Process decisions include strategic sourcing, operational hedging, new technology and operating model selection. The focus is on value-creating decisions that are grounded in operational reality. A typical week covers one decision introduced first during a lecture, followed by an assignment (some in group, some individual) and then case-discussion. A final group project is due in week 10. There is no final exam.
Designing and Managing Business Processes (OPNS-440-0)
The course focuses on designing and managing business processes to best support the strategic objectives of the organization and the needs of the market segments being served. We will first develop a strategic framework that allows a process designer to understand what the process needs to do particularly well (process competence) based on the needs of the customer being served. We then define key operational metrics - flow time, throughput, inventory, cost and quality - and link them to financial measures of performance. Such a linkage allows a manager to identify operational metrics along which a process needs to excel or improve. We then discuss how various operational metrics can be tracked and measured. The rest of the course then focuses on identifying design and management levers that allow a manager to improve process performance along each of the key operational metrics. Prerequisites: Student must be part of the MMM Program.
