Introduction & Operations strategy (Week #1) o Session 1 & 2 Key Points from Syllabus Role of Operations and

nd its relationship to other functional areas Discuss operations and supply chain strategy and their components Order Winners and Order Qualifiers Project Descriptions and Introduction to A3 thinking Key Takeaways from Slides Can operations create a sustainable competitive advantage? Distinctive Competence in operations (resource based view) o Patents (3M) o Proprietary Processes (Hutchinson technology) o Employee skills/culture (Toyota) o Organizational knowledge (McKinsey & Co.) Alignment between operations, business, and other functional strategies Elements of operations strategy how are they related? Competing Through Operations and Process Selection (Week #2) o Session 1 Competing Through Operations Key Points from Syllabus (McDonalds Case Discussion Questions) What characteristics of McDonalds production system have been most important in building its record of success and growth in the industry? What are they key types of flexibility that McDonalds operations strategy needs to support? Which does it support and how? Which does it not support well and why? How should McDonalds respond to changing market conditions? Key Points from Slides (McDonalds Issues) Losing focus by mixing volume and variety? Saturated markets in the fast food industry Trying to grow under different umbrellas? Turning into Wal-Mart while managing franchises/outlets? International expansion may be riskier than it seems? How do you think McDonalds will be known in the next ten years? Key Points from Slides (Taken from throughout Process Choice Slide Deck) Engineer to Order Make to Order Assemble to Order Make to Stock Process Selection Decisions & Mass Customization (Week #3) o Session 1 Key Points from Syllabus Case Discussion Questions:

o What are the major problems faced by Eastern Gear? o What action should Rhodes take to solve his problems? Key Takeaways from Slides You cannot be all things to all people Do not mix volume and variety in the same process How to compete along multiple dimensions Plant Within Plant (or Split the Organization) o Session 2 Mass Customization Key Points from Syllabus Mi Adidas case discussion questions o Has the mi adidas: mass customization initiative been successful to date? Why and why not? o What potential problems and opportunities does the current initiative present? o Which of the three alternative do you recommend and why? Key leaning concepts o How to manage volume and variety o Extending the Product Process matrix to Service Operations o Understand economies of scale and scope o Advantages and disadvantages of mass customization o Design for mass customization o Extending customization to service Key Takeaways from Slides Lessons from Module 1 (last week) o Lin between corporate, business, operations and other functional strategies o Operations strategy and its elements o The sand cone how to sequentially improve on your operational objectives (e.g. McDonalds) o What are your order winners and order qualifiers? How do you choose your order winners? o Process choice selection decisions The Product Process matrix. When/how to move away from the diagonal? o Mass Customization (MC) and Operational requirements for MC Part 2 (from next week) o Measuring your process o Value Stream Mapping o Measuring quality o Six Sigma and Service Quality o Innovation vs. Quality Lean Principles and Introduction to VSM (Week #4)

Session 1 Lean Principles [Just note on the readings for this week here in the Syllabus] Session 2 Introduction to VSM (Current State) Key Points from Syllabus Understand Toyota production system concepts Understand how to accomplish lean operations Be familiar with examples of lean concepts applied to service systems Understand and develop the current state of a process Compute processing time, lead time, and utilization for a given process Key Points from Slides Value Stream Mapping o What it is: Linking all areas and people to create a lean enterprise A process to ensure that lean is sustained A way for everyone to understand lean Creating an actual implementation plan Capabilities up o What it isnt Just creating maps Holding kaizen events and then expecting results Having only lean coordinators responsible for results Forming teams Cost out Value Stream Mapping and Quality Tools (Week #5) o Session 1 Value Stream Mapping These are just notes on the Burton group current state vs. future state o Session 2 Introduction to Quality Tools Key Points from Syllabus Identifying wasteful activities Comparing the current state and future state maps and evaluating the benefits Common Cause versus Special Cause of Variation Control Charts Process Capability (Cpk) and their application Key Points from Slides Questioning Process for X Bar and R Charts o Is the variability of the process in control? Analyze the R chart o Is the estimate of sigma valid? o Is the level of the process in statistical control? Analyze the X bar chart

o o

Can the existing control limits be used to monitor future process output? o What actions do we take? Process Capability o Control Limits = Voice of Process (VoP) o Specification Limits = Voice of Customer (VoC) Service Quality and Introduction to 6 Sigma (Week #6) o Session 1 Service Quality Syllabus: Northwest Airlines Case Discussion Questions Why all this fuss? How bad was this situation? Exactly what occurred? Did this have to happen? What could NWA have done differently? What should NWA do about this situation? American Airlines Thunderstorm, Did learning ever occur? Slides: (No slides on this topic from Carmen) o Session 2 Introduction to Six Sigma Syllabus Items Six Sigma at 3M, case Discussion Questions o How should the functional areas in the organization be included in the Six Sigma initiative? o What role should six sigma play in the corporate strategy? o How will Six Sigma affect the innovation culture at 3M? o Is Six Sigma a threat to innovation? Comment. Learning Concepts o Dimensions of Service Quality o Developing contingency plans o Six Sigma/DFSS o Productivity Dilemma Items from Slides Key Six Sigma Definitions o Unit the item of interest (denoted by N) o Defect occurs when a customer specification is not met. D denotes the number of defects o Defect Opportunity an aspect of a unit where it is possible for a defect to occur. O denotes the number of defect opportunities per unit o Yield the percentage of non-defect units out of the total number of defect opportunities o DPMO defects per million opportunities o Process Sigma a measure of process performance determined by using DPMO and a normal distribution table

Managing Innovation & Innovation Strategy (Week #7) o Session 1 Innovation & Product Development Syllabus Items none other note on reading Key Points from Slides Types of Innovation o Incremental o Radical o Architectural Innovation entails changing the overall design of the system or the way the components interact Most require component changes as well Can be well led in an operational/manufacturing environment o Component Innovation (or Modular Innovation) entails changes to one or more components of a product system without significantly affecting the overall design Can be well led in an operational/manufacturing environment o Disruptive Innovation Innovation that is often considered inferior to the current product/technology, but slowly displaces the current product/technology Requires a different environment from component/architectural/modular innovation. Case of 3M creating ambidextrous organization to foster disruptive/radical innovation o Session 2 Innovation Strategy Syllabus Key Learning Concepts Understanding product development Types of innovation Innovation strategy and process Open Innovation & Collaboration Key Takeaways from Slides Innovation Journey o Initiation period Shocks trigger innovation efforts Innovation teams formed and funded based on plan o Development period Activities proliferate Setbacks and mistakes occur Innovation goals and criteria change Lock in development paths and relationships o Implementation period

Creating the innovative infrastructure Bringing the innovation out to the market Innovation Funnel o Successful innovation requires using appropriate tools and methods to detect and weed-out bad ideas Stage-Gate Process Design for Six Sigma o DMADV Define, Measure, Analyze, Design, Verify o IDOV Identify, Design, Optimize, Verify