Operations Strategy

Readings

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. Hammer, Michael. The Agenda. Crown Business, 2001. Chapter 5.
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. Hammer, Michael. The Agenda. Crown Business, 2001. Chapter 11.
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.