Deutsche Allgemeinversicherung(Dav)

convention B (specific c atomic number 18er information) r pope frame/Title butt on Management in Manufacturing/ OPIM 656 Program MBA (e. g. MBA or Ph. D. Required or elective Elective Instructor(s) Name and email address Anita Tucker emailprotected upenn. du Number of sectionify sessions in tier 26 continuation of each signifier (minutes) 80 true number of students enrolled in recent 37 course offerings. Textbook Used No Misc. Instructor comments around course OPIM 656 /SYS 522 crop Management in Manufacturing F totally 2004 Monday-Wednesday, 300-430 p. m. (JMHH 255) Revision date 9/7/04 Professor Anita L. Tucker emailprotected upenn. edu JMHH 551 (215) 573-8742 exp atomic number 53 and only(a)nt Hours M 930-1200 W 1030-1200 (or by appointment) Brief Course DescriptionThis 26-session course builds on the c one mpts introduced in OPIM 631 and OPIM 632 to stress how organizations jackpot develop and leverage excellence in turn concern. This course routines a versatile set of result studies from manufacturing and assistance organizations in the United States, Australia, Japan, and Europe. Two modules comprise this course. The low gear 13 sessions focus on out evolutions dodge. In these revisales, we examine what constitutes an employment trading exercises dodge and how organizations mickle create assess by managing complexity, uncertainty, and crossroad development.We also examine sales outlets related to to scaling up a confederations operations and repugns to capturing the value created outweare operations. In the second half of the course, we cont residue recent developments in both manufacturing and service industries, with an emphasis on the importance of bring excellence in achieving and maintaining agonistic advantage. Specifically, we examine initiatives in spirit (i. e. 6-sigma) and magazine-Based Competition/JIT. As applications, the course drives substantial recent advances in opening-wide planning (ERP) brasss, cede chain bring forth and B2B inter poses.These may be viewed as attempts to aline enterprise processes with node require and mart structures and to assure continuous advancement of these processes once designed. In manufacturing, these developments exact led to reclineructuring of the manufacturing and logistics corpse to provide corrective and time-responsive supply bonds, untested harvest-tide development processes and support functions. The results of this on-going restructuring fool important implications for worldwideization of operations.The course is recommended for those interested in consulting or operations c atomic number 18ers, as head as students with an engineering telescope who wish to develop a better(p) understanding of managing the manufacturing process. Prerequisites and Follow-on Courses The course builds on OPIM 631 and 632, which ar prerequisites. Other students must pick out consent of the instructor to enroll . The course is a helpful precursor for OP1M 657, OPIM 658 and OPIM 762. Permission of the instructor is needed to enroll under SYS 522.For either of these, raw material courses in probability and statistics must consider been completed prior to enrollment. Grading Your bulls eye for this course depart be establish on written exercises (10%), two fortune write-ups (20%), discriminate participation (30%), and a choke exam (40%). Written exercises You may work at in groups to prep ar the exercises, but each person must turn in his or her own hard imitate ( non electronically, delight) set of answers. Late exercises depart non be accepted. Date 1 Nov 24thTopic prop Control charts Date 2 fall 1st Topic 6-sigma shimmy Write-upsIn groups of 3 or 4 community (or individually if you prefer), please prepare a theatrical role write up (maximum of 4 pages, including exhibits) for two causal agents that interest you and turn in a hard copy to me at the start of the crystal ise in which we mete out that case. entertain indicate the contribution charter by each individual. Late write-ups get out NOT be accepted. Final examination The final exam will be a compact home case. dilate TBA. Text and Materials for the Course T present is no required text for the course. Most of the readings will be implant in the Course Bulkpack, which will be distributed by means of Wharton Reprographics.The course assignments, lecture nones and various supporting materials ignore be obtained from the WebCafe. Detailed Course abstraction Part I The Concept of trading operations dodge divide 1. Wednesday kinfolk 8 (Introduction to Operations Strategy) This course introduces a roughhewn framework for the bases for operations administration iv competitive priorities of wrong, bore, tractability, and delivery. In the first severalize, we consider the fundamental hesitations What is operations scheme? provide an organization create a competitive advantag e through its all overlapion processes?For class, please read the succeeding(a) articles and be active to establish in class Skinner, W. 1974. The cogitate grinder. Harvard vocation fall over May June 52(3)113. Hayes, R. H. and D. M. Upton. 1998. Operations- base outline. atomic number 20 Management Review 40(4)8-25. categorise 2. Monday family 13 (A more detailed emotional state at two companies diverse operations strategies within the alike(p) manufacturing) infer Ameri bear connectedness (A), HBS case 9-693-035. end scheme Ameri peck Connector Company and DJC partnership are two companies in the galvanising connector trade which have chosen different competitive and direct strategies.The case focuses on how Ameri stern Connector should move to the potential threat by DJCs entry into the U. S. market. assignment entertain bed to class fain to establish the pastime questions 1. How serious is the threat of DJC to American Connector Company? 2. How big are the damage fights among DJCs plant and ACCs Sunnyvale plant? cypher both DJCs cognitive process in Kawasaki and its potential in the United States. 3. What accounts for these differences? a. How a with child(p) deal is due to the slumping learn in the U. S. (Hint Look at depreciation) b.How a good deal of the difference is inherent in the bearing the two companies compete? (Hint fuel you nigh graph their two competitive positions (x-axis flexibility, y-axis price charged) c. How much is strictly due to differences in the efficiency of the operations? (Hint consider materials, churn, and stock-still cost) 4. What should American Connectors oversight at the Sunnyvale plant do? manakin 3. Wednesday phratry 15 (Three views of operations strategy Tradeoffs, Cumulative capability, Integrative) skim the sideline articles Porter, M. E. 1996. What is Strategy? Harvard Business Review (Nov-Dec 1996)61-78. Hayes, R. and G. Pisano. 1996. Manufacturing Strategy At the Intersection of Two Paradigm Shifts. take and Operations Management 5(1)25-41. engagement revel comply to class nimble to dissertate the pursuance questions 1. What is the main point do by Porter, 1996? Do you agree with him? Is at that place anything in his article you disagree with? 2. evict you reconcile the conflicting views verbalized in Porters 1996 article with those expressed in Hayes and Pisano, 1996? kin 4. Monday September 20 (Tradeoffs The value of focus) Read quick Rewards at souwest Airlines. HBS type panorama 9-602-065 coveringic epitome southwest Airlines had been consistently profit subject every year for 28 years, but with firms stinger back on travel and airlines more and more trying to cut costs and inveigle customers a stylus from competitors, it superpower re speak out its classless strategy. For example, stalk fliers wanted rules miscellanead so they could collect preferential treatment, much(prenominal) as universe guaran teed first boarding regardless of the time they arrived at the airport, and being able to change tickets without paying upgrade fees. The case considers the implications that changing these rules might have on southwestward Airlines operational strategy.Assignment enrapture prepare the spare-time activity questions for case parole. 1. What is Southwest Airlines value proposition? What are Southwests sources of competitive advantage? 2. Consider the economics of the airline persistence. From Exhibit 2 and Exhibits 9-15, what do you see as tearaway(a) the difference in monetary performance across airlines? How important are normal fliers to airline performance? 3. From your experience, how does Southwests service philosophy compare to the rest of the major players in the airline industry? What are the impediments to its successful execution? survey QUESTIONS enthrall answer the avocation questions on the WebCafe poll. 1. Should Southwest save a few low-numbered boarding cards for its virtually frequent fliers? Thought questions for class interchange What is the depict motivation for your opinion? What are the tradeoffs that Southwest must consider in do this finality? 2. Should Southwest have its close to frequent fliers who have missed their flights to take the neighboring available flight with an set down seat or should these customers have to remain for the next available flight with an clear seat within the same amount class? Thought question for class reasonionWhat drives your decision? section 5. Wednesday September 22 (Cumulative view of developing operating capabilities) Read Micom caribe (A) HBS gratuityic 9-692-002 model epitome Micom Caribe examines both fibre improvement and the development of flexibility in a satellite manufacturing unit based in Puerto Rico. This change has been brought to the highest degree through commitment of the workforce and the adoption of simple, just effective harvest-homeion technolo gies. The aim of the case is to explore the sources of Caribes improvement. Assignment raise the pastime questions for class questionion of the Micom Caribe Case 1.What accounted for the case wane in 1987? To what extent was the geographical mess of manufacturing relevant, and what would you have done differently, as MCC, to exclude the crisis? why were people at MCC ineffectual to see your upshot? 2. What were the most important locomote taken to reconfigure MCCs Puerto Rican manufacturing operation and what capabilities did each build? 3. What specific capabilities does Caribe right off have, and, as Moshetti, how would you develop MCCs manufacturing strategy? stupefy apart 6. Monday September 27 (Using capabilities to enable entry into new markets) Case Australian Paper Manufacturers (A) HBS 9-691-041Case lineation Australian Paper Manufacturers (APM) dominated the domestic root packaging market in a long-standing industry relationship that divided the Australian pap er market neatly and cordially among the countrys terzetto main paper companies. In 1987, APM invaded the fine paper market, once the bushel domain of the Paper Company of Australia (PCA). obsessed by its environmental record, PCA initially found itself paralyzed, unable to modernize and expand contentedness to repel its new rival. By celestial latitude 1991, mass McRae, APMs group everyday manager, was considering his options, like a shot that APM had established a reputation for quality and nvironmental sensitivity in the fine papers market. Assignment Please behave to class prompt to discuss the interest questions 1. What opportunities and risks did Ken McRae face as he contemplated pickings APM into the fine papers market? Be specific with respect to technological, operations, and capital enthronisation (as well as new(prenominal)wise considerations). 2. As Ken McRae, what technology and operations strategy options are available? Which do you come back he ought to pursue? Why? classify 7. Wednesday September 29 (Summary discussion) Read the attach toing articles in preparation for class discussion Wheelwright, S. C. and K. B.Clark. 2003. Creating Project Plans to focus return development. Harvard Business Review September 2-15. Thomke, S. and D. Reinertsen. 1998. Agile product development Managing development flexibility in uncertain environments. California Management Review 41(1) 8-30. Part II Creating and Capturing Value descriptor 8. Monday October 4 (Managing invigorated Product Development) Case Weve got rhythm Medtronics bay windows cardiac pacemaker work. HBS Case 9-698-004 Case compendium Medtronics manufactures implantable cardiac pacemakers. The caller-outs market care has eroded from about 70% in the early seventies to under 30% in 1986.The decline stems from the way the federations executives managed the process of specify and developing new products. The case outlines the steps the caller-up took to try to reb uild its product development capabilities and market share. Assignment Please get along with to class prepared to discuss the undermentioned questions 1. What are the reasons behind why Medtronic nearly lost its position as market leader in the 1970s and 1980s? 2. Which of the improvements in the new product development process that the Medtronic counsel squad implemented strike you as having been specially crucial to turning the company round? . What do the concepts product line architecture and train schedule mean in the pacemaker personal credit line? What are the costs and benefits of having implemented these concepts as the Medtronic management team up has done? What elements of Medtronics approach could be applied in very different business settings? 4. Evaluate the nature of elder management involvement in Medtronics death penalty of its product development placement. Which elements of the system does senior management need to be intimately involved in, and which c an it ascribe or pay less circumspection to? Class 9. Wednesday October 6 (Managing Uncertainty)Case Delamere Vineyard HBS 9-698-051 Case Synopsis Delamere Vineyard is a small, unified wine making business in Tasmania. Richard Richardson, Delameres winemaker and owner, confronts a choice among three potential quality improvement fuddles, the merits about which customers and industry experts offer conflicting advice. Assignment Please coiffure to class prepared to discuss the pursuance questions 1. What are Delameres strengths and weaknesses? What does it deliver to customers that other vineyards do not? What does it take to be outstanding in the wine business? 2. What types of uncertainty does Richardson face? . What does quality mean in winemaking? 4. What principle and concepts should one apply to amend a production system such as winemaking? 5. What should Richardson do? How will his experience and personality shape his decision? Class 10. Monday October 11 (Managing Compl exity) Case Ellis Manufacturing. HBS Case 9-682-103 Case Synopsis Ellis, a direct producer of small kitchen appliances has seen its market share steadily eroding over the last few years, and internally has experienced change magnitude conflict among sales and production groups over control condition of production for local markets.James Cassals, the top operations executive at Ellis has been asked to trim down the multiplant network. Assignment Please come to class prepared to discuss the following questions 1. What problems does EMC face? What are the causes of these problems? 2. What is the cost of producing an average mixer at the Barnstable plant? At Georgetown? At Flower Springs? What insights do these calculations provide as to how product lines should be assigned to plants? 3. How should EMCs multiplant network be organized? Class 11. Wednesday October 13 (Capturing Value Scalability) Read mellisonant Connections HBS Case 5-600-108Case Synopsis impudent Connections i s a start-up food manufacturing business that hopes to exploit the maturation enthusiasm of Americans for home meal transpositions, prepared food purchased in supermarkets and eaten in the home. A startup invigorated Connections could manage operations on an order-by-order foothold, as it grows the company finds it needs more formalized systems. But which system should they adopt? Assignment Please come to class prepared to discuss the following questions 1. What are the most important operating and strategic issues facing Fresh Connections? (Hint decide to estimate how many new products are developed each month. 2. Which segment(s) of the prepared foods business do you think is most benignant for Fresh Connections? 3. What choices must Fresh Connections make in developing an operations strategy? What is the effect of complexity on Fresh Connections operations? (Hint Try to estimate the cost of having to change over amongst every batch as opposed to being able to make long ru ns of the same product, which wouldnt require complete clean-outs between batches. ) 4. How will growth impact Fresh Connections operations? 5. What capabilities should Fresh Connections emphasize in its strategy? Class 12.Monday October 18 (Value detain versus Value creation) Case McDonalds Corporation (Abridged) HBS Case 9-603-401 Case Synopsis McDonalds is rightly seen as one of the great growth stories in American business history. The company offered outstanding consistency, service speed, and price to its customers. For almost half a century, the form seemed unbeatable. But in the 1990s growth had stalled. new-fangled competitors entered the fast-food industry, and were apparently better able than McDonalds to react to shifting customer preference. mint McDonalds meet this challenge while keeping its operating system intact?Assignment Please come to class prepared to discuss the following questions 1. What characteristics of McDonalds production system have been most impor tant in expression its record of success and growth in the industry? 2. What are the downsides of their operating strategy? (i. e. what things does McDonalds NOT do well) 3. What are the primary new challenges McDonalds faces at the start of the 21st century? 4. How would you adapt the system to accommodate these changes in the U. S.? 5. How can McDonalds lay the basis for rising growth? Class 13. Wednesday October 20 (Summary discussion)Read the following papers enterprise Resource supplying (ERP), HBS Technical stigmatise 9-699-020. T. H. Davenport, Putting the Enterprise into the Enterprise System, Harvard Business Review, July-August 1998 Assignment For a company of your choice, think through the costs, benefits and risks of implementing an ERP-based solution to providing the transactions-based infrastructure for materials management, manufacturing and distribution in the company. Monday October 25 Break Part trinity Managing the operations supply chain Class 14. Wednesd ay October 27 (Implementing Enterprise Resource Planning, ERP) Read cisco Systems Implementing ERP. HBS Case 9-699-022 Case Synopsis Upon arriving at cisco in 1993, the Chief discipline Officer, Pete Solvik, recognized that the manufacturing systems that were unstable and needed replacement Although initially hoped to replace the suite of legacy systems at a slower, more turn over rate, the instability of the companys systems were an obstacle to sustaining the rapid growth of the company. Thus, Pete and his fellow managers acutely attacked the problem with an ERP approach. Assignment Please come to class prepared to discuss the following questions 1.At the start of the case, lake herrings information systems are failing, yet no one steps forward to lead the motion to replace them. Why is this? Why were no managers eager to take on this fox? 2. cisco was highly successful with its enterprise resource planning (ERP) effort. What accounts for this success? What were the most imp ortant things that Cisco did correctly? 3. Did Cisco do anything wrong on this project? If so, what? 4. We often hear that senior management commitment is important for projects like Ciscos ERP carrying out, but senior management commitment to do what?What can top managers do to maximize chances for success here? 5. Cisco went live with ERP in a big bang fashion, which is inherently risky. How did Cisco mitigate this risk? 6. Was Cisco keen or lucky with its ERP implementation? Class 15. Monday November 1 ( return cosmic string Management and Design) The next two sessions provide a general introduction to and review of the following strategies busy in designing supply chains for flexibility, time and cost performance Read H. Lee, V. Padmanabhan, S. Whang, The Bullwhip event in Supply bondage. Sloan Management Review, Spring 1997, pp. 93 102. David Simchi-Levi, Philip Kaminsky and Edith Simchi-Levi, Supply Chain Integration, Chapter 5 in Designing & Managing the Supply Chain, 2nd Edition, McGraw-Hill Irwin, New York, 2003, pp. pp. 119-142. Assignment Please come to class prepared to discuss the following questions 1. What is the Bullwhip or Whiplash Effect in industries, can you give some additional examples other than those cited in the Lee et al. paper? fit in to Lee et al. , what are the causes of the Bullwhip Effect? Do you agree or disagree? Can you think of additional causes other than those discussed in the paper? . Why information strain brings inefficiencies in Supply Chains? What do you think of the value of information share? What are the benefits of supply chain coordination? Can you give us some angelical examples from reality? How can we mitigate the Bullwhip Effect? What are additional mechanisms you think can be used for Supply Chain Coordination? 3. Based on the previous question (2), how can ERP and Business Intelligence applied science be used to develop an electronic supply chain? 4. What are the emerge business opportunities f or B2B marketplaces (see Lee 2001, Simchi-Levi et al. 2003)? Class 16. Wednesday November 3 (Business-to-business supply chains) Read Quantum Corporation supply Chain Group. HBS Case 9-601-099 Assignment Please come to class prepared to discuss the following questions 1. What are the biggest challenges facing HDDO? How can Information Technology help with these? 2. Why is time so critical in this business? What efforts should the eSupplyChain group advocate to allow Quantum to reduce the lead-time for its products? 3. How should the eSupplyChain group best get its mission within Quantums organisational structure? 4.How should Quantum and HDDO use the new eHITEX pond? If we think of the adoption of eHitex by sophisticated companies as a kind of implementation process, what kinds of pitfalls with this implementation face? 5. The new IT-enabled product allocation process, which is exposit on p. 12 of the case, has the potential to be an improvement over the current one. What diffi culties, if any, do you think on that point will be in mournful to the new process? What organisational groups might not be enthusiastic about moving to the new process? 6. How much financial benefit will a 1-day TOO reduction realize for HDDG?Class 17. Monday November 8 (Management of process technology in a global plant network) Read ITT Automotive. HBS Case 9-601-099 Assignment Please come to class prepared to discuss the following questions 1. What are the implications for both cost and flexibility of automation? Do you agree with the presumption made by one of the managers in the case If you automate, you stagnate? 2. What are your testimonys regarding the issue of standardizing process technology across all plants? Are there motives behind this proposal, other than those stated in the case? 3.As Juergen Geissinger, how would you go about implementing your tribute? How would you overcome resistence from the plants? As Steve Dickerson, the plant manager at Asheville, mar riage Carolina, what line of reasoning would you use to incite senior management that full automation is the less desirable alternate? 4. As Klaus Lederer, what option would you like to see engage? How do various options fit into the broader collective strategy of ITT Automotive? Class 18. Wednesday November 10 (Vertical integration) Read Nucleon, Inc. HBS Case 9-692-041 Case Synopsis Nucleon is a five-year old biotechnology company whose first harmaceutical product, CRP-1, is almost ready to be tested in human beings. The company has center entirely on R&D since its founding and thus has no manufacturing capabilities of its own. It must decide whether or not to build a small- scale master copy plant to manufacture CRP-1 for early phases of clinical trials. Assignment Please come to class prepared to discuss the following questions 1. What are your recommendations regarding the manufacturing of CRP-1 for Phase I and Phase II clinical trials? What are your recommendations rega rding manufacturing for Phase III clinical trials and commercialization? . How would you justify your recommendation to would-be investors in the company? 3. What is your recommendation regarding Nucleons long-term manufacturing strategy? What should this company look like in 10 years (e. g. an R&D boutique, an R&D boutique with pilot scale manufacturing capabilities, or an integrated manufacturing enterprise)? Class 19. Monday November 15 (Outsourcing strategies) Read David Simchi-Levi, Philip Kaminsky and Edith Simchi-Levi, Procurement and Outsourcing Strategies, Chapter 7 in Designing & Managing the Supply Chain, 2nd Edition, McGraw-Hill Irwin, New York, 2003, pp. p. 119-142. Solectron. Stanford Case GS-24 Assignment Please come to class prepared to discuss the following questions 1. Why did IBM decide to use a contract manufacturer? Do you think there were any risks associated with their decision? 2. What strengths did Solectron have that made it an appropriate contract manufa cturer for IBM? 3. What made Solectron a successful contract manufacturer in general? Note Contract manufacturing and outsourcing have become springy ingredients of both high-tech sectors (e. g. aircraft manufacturing and electronics) as well as medium- and low-tech manufacturing, including that in uphill economies. Use the reading and the Case discussion to think through the basic ingredients (internal and external) for a company to survive and prosper apply outsourcing and off-shoring. Class 20. Wednesday November 17 (Managing a global network of suppliers) Case Li & Fung (Trading) Ltd. HBS 5-396-386 Case Synopsis Li & Fung is one of the largest trading companies specializing in low-cost, labor-intensive consumer goods from suppliers throughout eastern Asia.Its main work is to connect Asian factories with U. S. and European retailers and manufacturers who have their own designs for product and need them turned into physical product. The case poses two decisions for students a Li & Fung partition manager must decide which supplier can best exceedle a particular customer order and the Managing director must determine whether or not to restructure all of the soft goods (textile products) fragments in a way that might dramatically change its service to its customers. Assignment Please come to class prepared to discuss the following questions 1.How does Li & Fung create value for its customers and suppliers? How do international differences in labor costs play into this value? 2. Should Charles Ho (Li & Fungs division manager) send Classiques order to Qingdao, China, or the Philippines? If he sends the order to China, should he ask the HV division to deal it? If he sends it to China and has his own supply supervise it, how many visits should they make to the factorytwo, three, or four? Consider the division managers personal interests, as well as those of the customer and of Li & Fung. 3.Assess Li & Fungs internal structure, including its organizationa l structure and the ways in which it motivates its employees. How does it reorient employees interests with both customer satisfaction and Li & Fungs financial performance? 4. Should William Fung follow Danny Laus recommendation to extend the restructuring look into to all soft goods divisions? 5. How do business-to-business operate differ from business-to-individual consumer services? Part IV Managing Internal Processes Class 21. Monday November 22 (Introduction to Time Based Manufacturing) Read Hopp, W. J. and M. L. Spearman. 2004. To pull or not to pull What is the question? Manufacturing and assistance Operations Management 6(2)133-48. Spear, S. and H. K. Bowen. 1999. Decoding the deoxyribonucleic acid of the Toyota Production System. Harvard Business Review 77(5)96-106. Class 22. Wednesday November 24 (Attribute Control Charts) Read the following pages out of Gitlow et al, Quality Management, 2005. Skim Chapter 6, pages 169, clxx Chapter 7, pages 184-223. Skim Chapt er 8, pages 254-260 page 293. Assignment Prepare and turn in answers to the problems 7. and 7. 25. Prepare the following questions for class discussion 1. What is the difference between attribute and variable control charts? When would one use one versus the other? 2. What is the difference between n, np, c, and u charts? When would one use one versus the others? 3. What, if anything, are the downsides of using control charts? What are their limitations? Can you think of alternative methods for controlling systems and improving processes? Class 23. Monday November 29 (Application of p-charts ) Read Deutsche Allgemeinversicherung.HBS Case 9-696-084 Case Synopsis Deutsche (DAV) is one of Europes largest damages companies. To defend itself and to regain its traditional leadership position, DAV has begun a new quality initiative, focused primarily on some cay processes it believed could be dramatically improved. Assignment Please come to class prepared to discuss the following quest ions 1. Why is DAV using SPC? What are the primary challenges in applying Statistical Process Control to a service industry compared with manufacturing? 2.If you were to explain the concept of a p-chart to a group of bank tellers without a accentuate in SPC, in about 30 minutes, how would you do it? 3. How large should each standard be for the experiment Schoss and Kluck describe on page 7? 4. The first 12 weeks of the data in Exhibit 4 represent the diagnostic period for the insurance Extension Group. What are the 3-sigma control limits for the process? In which of the subsequent weeks is the process out of control (if any)? 5. Develop specific implementation plans for solving the problems facing Annette Kluck that are described on page 9 of the case. . How would you now begin improving the performance of the operation? Class 24. Wednesday December 1 (6-sigma improvement programs ) Please read Chapter 10 in Evans, James R. and William M. Lindsay. 2005. The management and control of quality. sixth edition. Thomson South-western, Mason, Ohio. Pages 479-513. Dow, D. , D. Samson, and S. Ford. Exploding the myth do all quality management practices contribute to superior quality performance? Production and Operations Management, 8(1), p 1-27. Please prepare the following questions to hand in at the start of class 1.What is a defect? Explain how to enter defects per million opportunities (dpmo). 2. Explain the theoretical basis for six Sigma quality. 3. Problem 1 on page 505. 4. Problem 3 on page 505. Please be prepared to discuss discussion question 1 on page 504. sise-sigma has been criticized because a) The results often dont have any broad impact on company financial statements. (90% of the companies that implement six-sigma dont end up with higher stock values. ) b) whole early adopters can benefit c) Six Sigma focuses on defects, which are hard to objectively determine or service businesses d) Six Sigma cant guarantee that your product will have a market. Class 25. Monday December 6 (Transfer of learning) Read Pisano, G. P. , R. Bohmer, and A. C. Edmondson. 2001. organizational Differences in Rates of training cause from the Adoption of Minimally Invasive cardiac Surgery. Management Science 47(6)752. M. A. Lapre and Luk N. Van Wassenhove, Learning Across Lines The Secret to More efficacious Factories, Harvard Business Review, October, 2002, pp. 107-113. Class 26. Wednesday December 8 (Course Summary) Final Examination Take plate Case Date TBA