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C580 Operations Management Summer, 2013

Barbara B. Flynn Richard M. and Myra Louise Buskirk Professor of Manufacturing Management This course will help you to better understand how to manage the operations function in manufacturing and service organizations. We will take both a managerial and analytic perspective, emphasizing the strategic impact of technical operations decisions and the interfaces between operations and other functional areas. You will learn widely accepted theories for managing operations and have an opportunity to discuss how they can be applied in different types of organizations, including your organization. Please see the course introductory video, using the link provided in the Angel announcements, for further information about this course. Overall learning outcomes for the course include: Students will demonstrate an understanding of important operations management terms and concepts, how they relate to one another and how they are applied in operational scenarios (KDPL Goals #1 and 6 1). Students will be able to describe the relationship between cost, quality, dependability, flexibility and speed, and develop an effective operations strategy to support the business strategy (KDPL Goals #2 and 6). Students will be able to describe the relationship between the operations function and the other functional areas of a business, including marketing, finance, accounting, human resource management and information systems, and how they can work together to support the business strategy (KDPL Goal #1). Students will apply process analysis techniques to determine the bottleneck, cycle time, throughput time and capacity of a process (KDPL Goal #3). Students will model a process in their organization and apply process analysis tools to recommend improvements to it (KDPL Goals #3 and 4).

Please see Kelley Direct MBA Program Learning Goals at the end of this syllabus.

Students will design and improve systems to support the operations strategy, using tools such as aggregate project planning, economic order quantity and statistical process control (KDPL Goals #3 and 4). Students will understand the advantages and limitations of operations planning and control systems, including inventory management and supply chain management systems (KDPL Goal #3). Students will be able to describe the tradeoffs inherent in project management and develop strategies for balancing the tradeoffs to achieve maximum performance (KDPL Goals #2 and 3). Students will critically evaluate and apply important state-of-the-art operations management philosophies, such as Six Sigma, the bullwhip effect, JIT and statistical process control (KDPL Goal #3).

Course Materials Cases: Flynn, Barbara B., Cases and Articles for C580 Operations Management. XanEdu Publishing. Available online through TIS Bookstore Text: Jacobs, F.R. and Chase, R.B., Operations and Supply Management: the Core, Third Edition. McGraw-Hill Irwin, 2012. ISBN 978-0-07-352523-5 Simulation Exercises:
Please use this link to register with Harvard Business School Press for the simulations:

. Your registration will be paid for

by Kelley Direct. Benihana Simulation Process Analytics Root Beer Game Project Management: Scope, Resources, Schedule Evaluation The mean grade for the course is likely to be between 3.4 and 3.5. Opportunity Class participation Process analytics exercise Project management exercise Process analysis assignment Process improvement assignment Class Participation Weight 30% 10% 10% 25% 25%

The primary instruction method in this course is discussion of case studies and simulation exercises, which will take place in the discussion forums that are located in ANGEL, under the Communicate tab (KD Customized Forums, listed in the KD e-Learning Tools area). For each case study, you will review an actual company situation and apply technical and managerial skills, particularly those covered in this course, to recommend a course of action. Analyzing the case data will help lead you to an effective decision. For many of the cases, there are Excel spreadsheets of relevant exhibits or process flow diagrams that are provided in ANGEL, under the Lessons tab. It is critical that you are actively involved in the discussion of every case and simulation exercise. The lessons learned using the case method are much more powerful because you discover them yourself. Your case preparation and class discussion are a critical part of the learning experience. As you participate in the discussion forums, try to build your comments on those of others, add to their posts or dispute what someone else has said. Refrain from posting repetitive, me too, or I agree type posts that merely echo what someone else has said previously. Do not feel compelled to answer all the questions that may be outstanding at any one time. Contributing by pursuing selected questions is just fine and will lead to satisfactory assessment of your class participation. However, please be sure to actively participate in the discussion of every case or exercise. You will receive a grade for every discussion; if you dont participate in the discussion of a particular case or simulation exercise, I have no choice but to give you a grade of zero for it. The quality of our discussion depends, in large part, on the participants. We all benefit when as many people as possible put their minds to the task of preparing and sharing their views on the case. When I evaluate your participation, here are the sorts of questions I keep in mind: Are you in command of case facts? Are you taking an active role in the discussion? Do you understand the problem clearly? Do your comments build on the previous comments of others? Have you explored the alternatives? Is your analysis persuasive (thoughtful, integrated, making use of data given)? How complete is your plan of action? Have you used solid analysis to back up your recommendations? Have you examined how changes in critical information could potentially affect the results of your decision (sensitivity analysis)? Have you considered the impact of your recommendation on other functional areas and the competitive strategy of the organization? Have you used an appropriate analytical method, and have you used that method correctly? Are your assumptions reasonable?

For additional information about preparing for the discussion forums, please see the Tips for Discussion Forums video, under the Lessons tab. All necessary background material is contained entirely in the assigned reading in the textbook and articles. There is no need to consult other sources or surf the web looking for solutions or techniques. Please rely on the definitions and frameworks provided in the assigned reading as you discuss the cases. Process Analytics Simulation Exercise The Process Analytics exercise will help you understand and develop intuition about product flow in different operating processes and master the concepts that underlie the calculation of key process-performance metrics. These are important concepts in process analysis, and we will be applying them throughout the course. The Process Analytics exercise consists of a set of seven problems, with a series of questions that you will be asked to respond to for each problem. The problems begin with some very simple questions and move to more complicated scenarios and questions, as you progress through the exercise. In responding to some of the more advanced questions, you will do some experimentation in determining your response. Most of the problems can be run in two modes. In the Calculation Mode, the simulation model calculates the cycle time, process capacity, labor utilization and throughput time. Using this mode is fine for the simpler problems. However, if you are having trouble understanding why Calculation Mode gave the answers that it did, please go to the Animation Mode. This mode shows the actual process flow, so that you can see the details of the process. Although it is slower to run than Calculation Mode, you may find it very helpful in understanding why the process behaves as it does. After you have completed each problem, make sure that you press the Submit button. You should complete all of the problems by 11:00 pm EDT on June 30, 2013. Please submit a blank Word document to the KD Handin system when you have completed this exercise, so that I can give you feedback after I grade it. Project Management Simulation Exercise For this exercise, you will assume the role of a senior project manager at Delphi Printers & Peripherals, a small electronics and computer peripheral manufacturer, using the Project Management: Scope, Resources, Schedule simulation. You will assemble and direct a product design team for developing a new consumer printer. In the various simulation challenges, you will determine the type of printer to design, develop a schedule, choose a staff size and skill level, outsource, schedule meetings, provide various types of team support and engage in other relevant activities.

Each of the scenarios presents progressively more difficult challenges. Simulation A is a practice simulation, which you may do on your own. Simulations B-E are required. You will be graded on your best performance for Simulations B-E in the following areas, which are scored by the simulation software: Project Scope: Did you deliver a competitive printer that met or exceeded senior managements expectations? Project Schedule: Did you deliver on time to meet senior managements schedule requirements? Were your schedule estimates consistently met during the project? Project Resources: Did you complete the project within senior managements budget objective? Team Morale: Did you maintain a consistently high level of team morale throughout the project?

The simulation challenges will be open according to the following schedule. You may complete each of the challenges at any time during the period that it is open. Make sure that you participate in each of the simulation challenges when it is open. Simulation B July 8-10 Simulation C July 11-13 Simulation D July 14-16 Simulation E July 17-19 Process Analysis Assignment The Process Analysis assignment provides you with an opportunity to describe and analyze a service or manufacturing process in your work or personal life. Please watch the Process Analysis Assignment video, located on the Lessons tab, for a description of what is expected for this assignment. Select a real-world process that you know through either direct involvement or as an observer. Make sure your process meets the following criteria: It must be a repeatable process, not a project. For example, the process could be the monthly close of your companys books, making donuts with your family or the production of a subassembly. It must have at least three steps. Each step in the process must be done by a different person.

Which process you select is much less important than your analysis of it, as long as it meets these criteria. In your write-up, please do the following:

1. Describe the process as it currently exists. Provide sufficient background so that I can understand the steps in the process and the role of the process in your organization. 2. Using the Create Problem function in Process Analytics, set up the process. You will need to start with the Process Analytics problem that most closely resembles your process, then modify it. Include a Process Analytics screen shot that illustrates the current process and shows the process metrics for an 8-hour simulation of the process, as it currently operates. Because Process Analytics is limited to a single eight-hour run, you may need to transform your data to conform to this limitation (for example, one actual day=one simulated hour). Briefly summarize your insights about the current process and what your process analysis revealed, as well as opportunities for improvement. 3. Using Process Analytics, simulate two different improvements to the process, using 8-hour simulations. Include the Process Analytics screen shots of both of the improvements. You should simulate only one change in each improvement; if you combine them, it will be difficult to isolate the effects of each change. 4. Discuss the implications of your findings and make a recommendation for your organization. Questions to reflect upon in your discussion may include, but are not limited to: What insights do the process metrics for each of the simulations provide? Which improvement yielded the best results? Why? Which improvement is most appropriate for your organization? Why? Note that this may not necessarily be the improvement that yielded the best simulation results. What are the expected benefits to your organization of implementing this improvement? What challenges and barriers would be associated with making this improvement in your organization? What are the expected costs to your organization of implementing this improvement? On what basis would you sell this improvement in your organization? The total length of your Process Analysis write-up will be 6-7 single-spaced pages: 1 page 1 page Description of the current process Process Analytics screen shot of the current process and process metrics (please make sure that this is large enough that

1 page 2 pages 1-2 pages

I will be able to read the results) Discussion of current process Process Analytics screen shots of proposed improvements and process metrics for each (please make sure that these are large enough that I will be able to read the results) Discussion of your findings

You should turn in a single document that includes both the text and the screen shots; do not embed links, as I may not be able to open them. There is a grading rubric posted in the Handin System. Please use it to evaluate your Process Analysis Assignment before you hand it in, to make sure that it conforms to my expectations. The Process Analysis Assignment is due in the Handin System by 11:00 EDT pm on July 14, 2013. Process Improvement Assignment The focus of this assignment is on analytical problem solving, using statistical process control, inventory management or aggregate project planning. Please see the Process Improvement Assignment video, located under the Lessons tab, for the expectations for this assignment. In the first part of the write-up, you should briefly describe the situation and problem, while in the second part, you should work out your solution, using statistical process control, inventory management or aggregate project planning. A better write-up will describe the problem relatively quickly, allocating the bulk of the space to the solution methodology and managerial recommendations. The assignment should be individual, original work (not receiving credit in any other course or already implemented in your organization). Be as complete as you can, while restricting your write-up to a maximum of 2000 words. If you include diagrams or other material, please integrate them into the write-up, so that you have a single document to hand in. Do not embed any links, as I may not be able to open them. The Process Improvement assignment is due in the KD Handin System by 11:00 pm EDT on August 18, 2013. The Case Method of Instruction The case studies that will be discussed are field-based, detailing actual company situations. Some of the case studies are quite new, while others are old classics that are unsurpassed for getting across key ideas. The names and numbers may be disguised, but the stories behind the cases are real. Most cases have a protagonist, with whom you should feel free to identify, and solving this persons managerial problems is generally at the heart of the case. A typical case includes data, some of which is crucial, and some of which is extraneous, just as the data that the protagonist faces is. The key issue is always, What should the

protagonist do, and why? Be sure to move beyond shooting from the hip to support your recommendations with analysis. Case analysis provides a number of advantages. Much good management lies in the identification of the real problem in a business situation. Cases can help hone skills in problem identification. Cases can also provide a means by which technical skills can be learned. More importantly, cases can lead us to wisdom that is, appreciation for a situation and its background and importance, clear assessment of the alternatives, far-sightedness with the implications, and decisiveness. Here are some tips as you prepare for the case discussions: 1. Start by reading the case quickly, to find out whats going on, who the protagonist is and what the dilemma may be. 2. Once you have an idea of what the case is about, re-read it more carefully. Identify what in the case is relevant and what is fluff. 3. Try to craft some analysis to attack the problem, making whatever assumptions you think you need to make. Think about the analytical approaches described in the modules reading and how they can be applied. Dont get bogged down because the data isnt staring you in the face go for the method of analysis, at least. 4. Review the analysis and quickly test your assumptions versus the text, exhibits and footnotes. 5. Develop a plan of action that you would like to champion during class discussion. Expect to be frustrated with the cases, especially early in the course that is part of the learning process. Dont be concerned about this, however, unless you are unable to follow what took place during our discussions and work it out for yourself afterward. Expect to put a substantial amount of time into preparation. You should budget 6-12 hours preparing the materials in each module, prior to the discussion, and at least six hours for the discussion. Conduct of the Course The discussion forums are organized into modules. As you begin each module, please view the introductory video posted on the Lessons tab. Ordinarily, we will prepare and discuss the cases within a module over a period of roughly two weeks, with three cases or simulation exercises under discussion simultaneously. Note that, in the residential MBA program in the Kelley School, discussing four cases and associated readings over a period of two weeks (one per class session, two class sessions per week) is the norm, so you are actually being asked to do somewhat less preparation than you would in the residential MBA program. Each module has three components:

The first few days are for preparation for the discussion. Please spend this time reading the textbook, articles and cases and working on analysis of the cases and completing any assigned exercises. There is no online discussion during the preparation period. The next week or so is for discussing the cases and consolidating our learning. The discussion forums will close at midnight on the day before the end of the module. Please see the Angel calendar and the syllabus for the detailed schedule. A Summary of Module discussion forum will be available starting on the day before the end of the module. It is dedicated to summarizing and synthesizing the learning from the module, as well as considering how what you learned can be applied to your job. This discussion forum will close at midnight on the last day of each module. Please feel free to email me your Summary of Module post in advance, if you will not be available during the time when this discussion forum is open.

The discussion forums are accessible under the Communicate tab of ANGEL, denoted as KD Customized Forums in the KD E-Learning Tools area. Click on the name of the case, then use the List View, and make your posts using the New Post to Topic button. This will ensure that the posts appear in chronological order, facilitating our discussion . Do not ever use Reply to Post. The use of Reply to Post creates too many threads to be effectively followed, diluting the discussion of the important questions and issues. In addition, it makes the discussion threads difficult to follow and increases the likelihood that your classmates will not read your posts. Please always use New Post to Topic . Also, if you are referring to an Excel spreadsheet, please attach it to your post. Do not cut and paste anything from Excel , because it will cause the posts that follow to be in a single, very wide line, which is difficult to read. I will hold Breeze sessions toward the end of Modules 1-5, so that you can ask questions in real time and we can summarize and consolidate our understanding. The Breeze sessions will be recorded, so that you can view them at your convenience, if you arent able to participate in real time. The quality of what you say is vastly more important than the quantity, however, please make sure that you move beyond a single post to actively participate in the discussion of every case or simulation exercise . With this in mind, here are some guidelines, so that everyone can benefit and so that we wont have to read needlessly repetitive posts. Please make sure that you post to the discussion of every case and simulation exercise. You are allowed a maximum of eight posts per case or exercise and a maximum of 200 words per post (a total of 1600 words per case or exercise), and ANGEL will cut off your access to the discussion forums

once you have reached your limit. Please carefully consider how you will use your posts over the discussion period. Remember that we are having a discussion, not simply posting solutions. With that in mind, I recommend that you strive to make seven or eight solid, well thought-out posts to each case or exercise discussion forum . This will help to ensure that we have a strong discussion and that you develop a good understanding of the material covered in the module. Your posts do not need to be long; we are striving to have a discussion, not post solutions. Building on points that your classmates have made is an important way to advance the discussion. Please stay current with the discussion do not reiterate a discussion that was resolved several days ago. Its fine if you are late entering a discussion, however, please be sure to start by reading the entire preceding discussion to get up to speed. I will enter the discussion on a regular basis. Please pay attention to what I ask or say, and respond to my comments with your subsequent posts. Each module summary discussion will contain the same three questions. Unlike the other discussion forums, you are required to post to all three summary discussion forums, and it is fine to post just once to each of these. Here are the questions: o What are they key learning points from this module? o What are the common threads among the cases and exercises in this module? o How can you apply key points from this module in your organization?

Topic Module I Process Types

Preparation Discussion Forums Module Summary Preparation Discussion Forums Module Summary Preparation Discussion Forums Module Summary Preparation Discussion Forums Module Summary Preparation Discussion Forums Module Summary Preparation Discussion Forums Module Summary 7/20-7/22 7-23-7/30 7/30-7/31 8/1-8/3 8/4-8/11 8/11-8/12 8/13-8/15 8/16-8/23 8/23-8/24 6/3-6/7 6/8-6/15 6/15-6/16 6/17-6/21 6/22-6/29 6/29-6/30 7/8-7/10 7/11-7/18 7/18-7/19

Cases and Exercises

Benihana Online Simulation Exercise National Cranberry Cooperative Sunshine Builders Process Analytics Online Exercise Process Control at Polaroid (A)

Chapters 1 and 6 None


Module II Process Analysis and Quality Management

Process Fundamentals (posted under the Lessons tab, Module II) Chapters 7 and 10

Process Analytics Exercise: 6/30 (11:00 p.m. EDT)

Module III Project Management and Inventory Management

Deutsche Allgemeinverisicherung Kelley Direct Summer Holiday July 1-7 Project Management Online Simulation Chapters 5 and 11 Creating Project Plans to Focus Le Petit Chef Product Development Blanchard Importing and Distribution

Root Beer Game Online Exercise Sport Obermeyer Barilla SpA(A) Playa Dorada Tennis Club Carborundum, Inc. (in Lessons tab) Michigan Manufacturing Sensormatic American Connector Medical Products Corporation

Module IV Supply Chain Management Module V Capacity Planning and Facilities Strategy Module VI Operations Strategy

Chapters 12 and 13 Link Manufacturing Process and Product Life Cycles Chapters 4 and 14 Managing as if Tomorrow Mattered

Project Mgt. Simulation B: 7/8-7/10 C: 7/11-7/13 D: 7/14-7/16 E: 7/17-7/19 Process Analysis Assignment: 7/14 (11:00 p.m. EDT) Root Beer Game: 7/22 (10:00 p.m.), 7/23 (9:00 p.m.) or 7/24 (8:00 p.m.) None

Chapter 2 Competing Through Manufacturing How Should Your Organize Manufacturing?

Process Improvement Assignment: 8/18 (11:00 p.m. EDT)

Preparation Questions
Benihana Online Simulation Exercise In this online simulation, you will be faced with a number of challenges in designing a Benihana restaurant. It provides an introduction to a variety of fundamental operations concepts in a real-life setting. Please complete all six challenges individually, at your convenience. 1. What contributes to the variability of demand at Benihana? What can the restaurant do to respond to this demand variability? 2. What factors contribute to the variability in the time that customers spend at a table at Benihana? What sorts of things can the restaurant do to respond to this processing variability? 3. What is the purpose of the bar at Benihana? What is the ideal size for the bar? National Cranberry Cooperative (abridged) To see what cranberry harvesting and processing looks like, visit 1. What kinds of problems are being experienced? See the diagram of the process flow in the file you can download from ANGEL, under the Lessons tab. 2. Where is the bottleneck? What should be done about it? How can you prove it? What solution is most cost effective? Use the berry build-up graph from ANGEL, under the Lessons tab. Sunshine Builders This classic case looks at efficiencies in construction projects. 1. What kind of process is this? 2. What is the chief problem at Sunshine, and how can it be resolved? Process Analytics Online Exercise In this online simulation, you will be solving seven problems and responding to a number of related questions. Please answer all of the questions and submit your responses using the Process Analytics software prior to 11:00 pm EDT on June 30, 2013. Process Control at Polaroid (A) Although Polaroid has implemented statistical process control, there were some unexpected results. 1. What has happened? 2. What can be done to improve things?

Deutsche Allgemeinversicherung This German insurance services company has adopted several quality management techniques. Consider the following: 1. Why is DAV using statistical process control? Is it an appropriate approach for a service organization like DAV, compared with a typical manufacturing company? 2. Is the process of the Policy Extension Group in control? 3. How would you begin improving performance of the process? Project Management: Scope, Resources, Schedule Please complete Simulation A on your own, for practice. The remaining simulations will be graded and should be completed at your convenience. They will be open according to the following schedule: Simulation B July 8-10 Simulation C July 11-13 Simulation D July 14-16 Simulation E July 17-19 Le Petit Chef Bridgette Gagne, Le Petit Chefs new director of Microwave R&D, is in the process of deciding the product development agenda for next year. She has a pressing deadline to meet the executive board is meeting in Paris tomorrow to review her choices. 1. What should Gagne do? Specifically, which projects should she fund and why? How should she handle the executive meeting? 2. What factors explain Le Petit Chefs poor performance? What actions would you recommend, to remedy the situation? Blanchard Importing and Distribution An MBA student has a summer internship with a liquor distributor. As he works to update the EOQs and ROPs to account for new demand data, he discovers some unexpected problems. 1. Correct the EOQ and ROP quantities for each of the five items mentioned in the case. How do the corrected figures compare with the quantities calculated in 1969 and with production volumes scheduled for the June 1972 bottling run? 2. What are the disadvantages of the formal EOQ/ROP system and the actual system used for scheduling bottling runs at Blanchard? Which system do you prefer? What improvements can be made? 3. What should Hank Hatch recommend to his boss, Toby Tyler? Root Beer Game Online Exercise You will be participating in this real-time game as part of a four-member supply chain (you wont know who the other members of your supply chain are).

Sport Obermeyer Sport Obermeyer is a high-end fashion skiwear design and merchandising company. Because its product is a fashion item, Sport Obermeyer is faced with some unique challenges in production planning. 1. How many units of each style should Wally Obermeyer order during the initial phase of production? 2. What operational changes would you recommend to Wally to improve performance? 3. How should Obermeyer management think, both short-term and longterm, about sourcing in Hong Kong versus China? Barilla SpA (A) Consumer demand for pasta products in Italy should be quite stable, right? Then why is Barillas supply chain experiencing the order patterns that it does? 1. Why do the order patterns for both the distributors and for Barilla look as they do? 2. What are the benefits and drawbacks of the JITD program? 3. What are the potential arguments against such a program, and how could they be overcome? Playa Dorada Tennis Club Douglas Hall, the recently appointed tennis director at Florida-based Playa Dorada Beach & Resort is facing a growing but season demand for tennis course. He must develop a growth strategy to transform the club into a legitimate profit center. 1. What is the dilemma facing Douglas Hall? What are his options? 2. How many tennis courts will be needed in March, 2007 and April, 2007? How about March, 2008 and April, 2008? Assume the growth rate stays the same. How does that requirement compare to present capacity? 3. What should Douglas Hall do for the coming season? For the next year? 4. What are the implications for the future of tennis at Playa Dorada? Carborundum, Inc. in the Lessons tab

This plant location decision has important strategic implications for a relatively new product in the midst of a highly competitive situation.
1. What criteria would you propose the decision be based on? Examine the alternatives and judge each of them. 2. How does this decision fit with the long-term strategy of Carborundum, Inc.?

Michigan Manufacturing

Management of Michigan Manufacturings Heavy Equipment Division must decide what to do with its Pontiac plant, which is performing below expectations.
1. Why do overhead costs vary so greatly from plant to plant in Michigan Manufacturings system? 2. Why have managers in the Heavy Equipment Division underinvested in the Pontiac plant? 3. Should Noelle Allen close the Pontiac Plant? If so, what should she do with the products currently manufactured in Pontiac? If you believe she should continue to operate the plant, what should she do to transform it into a profitable operation? Sensormatic A small, rapidly growing manufacturer of merchandise security systems is faced with a make-or-buy decision for plastic parts. 1. Should Sensormatic integrate backward into the production of injection molded plastic parts? If so, how? 2. What other advice would you offer Ron Asaf about his manufacturing operation? American Connector Should American Connector be concerned about the possibility of a Japanese manufacturer establishing operations in the US? 1. How serious is the threat of DJC to American Connector Company? 2. How big are the cost differences between DJCs plant and American Connectors Sunnyvale plant? Consider both DJCs performance in Kawasaki and its potential in the United States. 3. What accounts for these differences? How much of the difference is inherent in way each of the two companies competes? How much is due strictly to differences in the efficiency of the operations? 4. What should American Connectors management at the Sunnyvale plant do? Medical Products The European subsidiary of a major US-based producer of hypodermic needles and other health care products is faced with the need to rethink the manufacturing strategy it has been following (at least implicitly) and restructure its European hypodermic plant network. 1. What assumptions, competitive philosophy and human resource processes appear to underlie the evolution of MPCs European plant network for hypodermic products? Are these assumptions, philosophy and processes still appropriate now, in your view? 2. Given the situation existing in March, 1990, what changes would you propose in MPCs European plant network? How much total capacity for syringe production would you provide, how many plants are appropriate,

should the same product be produced at more than one location, and how would you allocate different products to specific plants? 3. What kind of international plant network and management policies are appropriate today for hypodermic products? For example, what kinds of products should be produced in Ireland? In Germany? In Singapore? How should the company go about transferring skills and best practice among its plants?

Kelley Direct MBA Program Learning Goals Goal 1: Internal Structures and Operations Demonstrate a thorough understanding of the internal structures and operations of businesses ranging in size from small to multinational. Goal 2: External Environments Demonstrate a thorough understanding of how the interplay between business and various external forces, both domestic and international (e.g., regulatory, competitive, environmental and non-governmental interest groups) shape management decisions, strategies and outcomes. Goal 3: Integration of Tools and Techniques of Business Integrate and apply the tools and techniques of business, drawing on a broad-based knowledge of the major functions (accounting, economics, finance, information systems, marketing, operations management, and strategy) to solve complex business problems and make sound business decisions in both the domestic and the global arenas. Goal 4: Professional Skills Utilize various human relation skills effectively, both within and across cultures, including 1. leadership; 2. oral and written communication; 3. teamwork and collaboration; and 5. reflective self assessment. Goal 5: Legal and Ethical Considerations Recognize legal and ethical problems that arise in the domestic and international environment and choose and defend solutions to those problems. Goal 6: Internationalization Recognize and reconcile cultural differences when solving complex business problems.