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Operations Strategy >> Content Detail



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CLASS #TOPICSREADINGS
1Introduction to Operations Strategy
2Process ConceptsHammer, Michael. The Agenda. Crown Business, 2001. Chapters 1 and 5.

Hammer, Michael. Reengineering Work: Don't Automate, Obliterate. Chap. 1 in The Reengineering RevolutionHarvard Business Review, July/August 1990.
3Process Redesign Techniques

Pacific Bell, Siemens Rolm Communications, Bank of America. Order Management at Heatway Cases.

Hammer, Michael and Steven Stanton. The Reengineering Revolution. HarperBusiness, 1995. Chapters 1 and 7.

Hammer, Michael. The Agenda. Crown Business, 2001. Chapter 5.

4Process Redesign Techniques (continued)

Pacific Bell, Siemens Rolm Communications, Bank of America. Order Management at Heatway Cases.

Hammer, Michael and Steven Stanton. The Reengineering Revolution. HarperBusiness, 1995. Chapters 1 and 7.


Hammer, Michael. The Agenda. Crown Business, 2001. Chapter 5.

5Idea Marketplace
6Process Identification and Modeling

Texas Instruments Process Model.

Hammer, Michael. The Agenda. Crown Business, 2001. Chapter 6.

7

Introduction to Clockspeed

Fine, Charles. Clockspeed: Winning Industry Control in the Age of Temporary Advantage. Perseus Books, 1998. Chapters 1, 12, Epilog.

8Supply Chain Dynamics/3-DCE

Fine, Charles. Clockspeed: Winning Industry Control in the Age of Temporary Advantage. Perseus Books, 1998. Chapters 2-7.

9Clockspeed Concepts (continued)Fine, Charles. Clockspeed: Winning Industry Control in the Age of Temporary Advantage. Perseus Books, 1998. Chapters 8-11.
10Process EnterprisesHammer, Michael and S. Stanton. "How Process Enterprises Really Work in The Agenda." Harvard Business Review (November/December 1999).

Majchrzak, A., and Q. Wang. Breaking the Functional Mind-set in Process Organizations. Chapters 4 and 7 in The Agenda. Harvard Business Review (September/October 1996).
11Leading Process RedesignHammer, Michael and Steven Stanton. The Reengineering Revolution. HarperBusiness, 1995. Chapters 3, 6, 8 and 10.
12Process Redesign MethodologyDavenport, Reengineering a Business Process  in Hammer, Michael and Steven Stanton. The Reengineering Revolution. HarperBusiness, 1995. Chapters 2 and 4.
13Process Implementation

Pacific Bell, Siemens Rolm Communications. Order Management at Heatway Cases.

Hammer, Michael and Steven Stanton. The Reengineering Revolution. HarperBusiness, 1995. Chapters 13, 14 and 17.

Hammer, Michael. The Agenda. Crown Business, 2001. Chapter 11.

14Clockspeed Concepts (continued)

Read: Moving a Slow-Clockspeed Business into the Fast Lane: Strategic Sourcing Lessons from Value Chain Redesign in the Automotive Industry.

This is a version of the SMR 2002 paper on Value Chain Design.

15Strategic Positioning

American Connector Company Case.

16Operations Measurement & Improvement

TQM & Measurement Systems Case: Kaplan, Robert S. Texas Eastman Co. HBS Case No. 9-190-039. Boston: Harvard Business School, 1993.

17Operations Measurement & Improvement (continued)

Gendron, Marie. Using the Balanced Scorecard. Boston: Harvard Management Update, October 1, 1997.

18Supplier Relations

Hayes, Robert H. and Gita Mathur. Intel-Ped (A). HBS Case No. 9-693-056. Boston: Harvard Business School, 1994.

19Capabilities Choice

Capabilities Management Case: Pisano, Gary P. Nucleon, Inc. HBS Case No. 9-692-041. Boston: Harvard Business School, 1994.

20Product Process & Supply Chain Design

Pisano, Gary P. BMW: The 7-Series Project (A). HBS Case No. 9-692-083. Boston: Harvard Business School, 2002.

21Standardizing Operations

Pisano, Gary P. and Sharon Rossi. ITT Automotive: Global Manufacturing Strategy - 1994. HBS Case No. 9-695-002. Boston: Harvard Business School, 2001.

22Capabilities Strategy

Pisano, Gary P. CIBA Vision: The Daily Disposable Lens Project (A). HBS Case No. 9-696-100. Boston: Harvard Business School, 2002.

 


 



 








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