| CLASS # | TOPICS | READINGS |
|---|---|---|
| 1 | Introduction to Operations Strategy | |
| 2 | Process Concepts | Hammer, Michael. The Agenda. Crown Business, 2001. Chapters 1 and 5. Hammer, Michael. Reengineering Work: Don't Automate, Obliterate. Chap. 1 in The Reengineering Revolution, Harvard Business Review, July/August 1990. |
| 3 | Process 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. |
| 4 | Process 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. |
| 5 | Idea Marketplace | |
| 6 | Process 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. |
| 8 | Supply Chain Dynamics/3-DCE | Fine, Charles. Clockspeed: Winning Industry Control in the Age of Temporary Advantage. Perseus Books, 1998. Chapters 2-7. |
| 9 | Clockspeed Concepts (continued) | Fine, Charles. Clockspeed: Winning Industry Control in the Age of Temporary Advantage. Perseus Books, 1998. Chapters 8-11. |
| 10 | Process Enterprises | Hammer, 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). |
| 11 | Leading Process Redesign | Hammer, Michael and Steven Stanton. The Reengineering Revolution. HarperBusiness, 1995. Chapters 3, 6, 8 and 10. |
| 12 | Process Redesign Methodology | Davenport, Reengineering a Business Process in Hammer, Michael and Steven Stanton. The Reengineering Revolution. HarperBusiness, 1995. Chapters 2 and 4. |
| 13 | Process 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. |
| 14 | Clockspeed 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. |
| 15 | Strategic Positioning | American Connector Company Case. |
| 16 | Operations Measurement & Improvement | TQM & Measurement Systems Case: Kaplan, Robert S. Texas Eastman Co. HBS Case No. 9-190-039. Boston: Harvard Business School, 1993. |
| 17 | Operations Measurement & Improvement (continued) | Gendron, Marie. Using the Balanced Scorecard. Boston: Harvard Management Update, October 1, 1997. |
| 18 | Supplier Relations | Hayes, Robert H. and Gita Mathur. Intel-Ped (A). HBS Case No. 9-693-056. Boston: Harvard Business School, 1994. |
| 19 | Capabilities Choice | Capabilities Management Case: Pisano, Gary P. Nucleon, Inc. HBS Case No. 9-692-041. Boston: Harvard Business School, 1994. |
| 20 | Product Process & Supply Chain Design | Pisano, Gary P. BMW: The 7-Series Project (A). HBS Case No. 9-692-083. Boston: Harvard Business School, 2002. |
| 21 | Standardizing Operations | Pisano, Gary P. and Sharon Rossi. ITT Automotive: Global Manufacturing Strategy - 1994. HBS Case No. 9-695-002. Boston: Harvard Business School, 2001. |
| 22 | Capabilities Strategy | Pisano, Gary P. CIBA Vision: The Daily Disposable Lens Project (A). HBS Case No. 9-696-100. Boston: Harvard Business School, 2002. |