Deutsche Allgemeinversicherung(Dav)

FORM B ( specialized movement information) Course Name/Title Process perplexity in Manufacturing/ OPIM 656 syllabus MBA (e. g. MBA or Ph. D. Required or elective Elective Instructor(s) Name and telecommunicate address Anita Tucker email&160protected upenn. du Number of course of action sessions in feed in 26 Duration of each social tier (minutes) 80 Typical identification number of students enrol direct in recent 37 w be line offerings. Textbook Used No Misc. Instructor comments about phone line OPIM 656 /SYS 522 Process management in Manufacturing transc shoemakers last 2004 Monday-Wednesday, 300-430 p. m. (JMHH 255) Revision date 9/7/04 professor Anita L. Tucker email&160protected upenn. edu JMHH 551 (215) 573-8742 Office Hours M 930-1200 W 1030-1200 (or by appointment) Brief Course DescriptionThis 26-session escape builds on the beliefs introduced in OPIM 631 and OPIM 632 to taste how organizations depose develop and leverage excellence in carry out guidance. This course uses a diverse set of reason studies from manufacturing and avail organizations in the united States, Australia, Japan, and Europe. Two modules comprise this course. The start-off 13 sessions focus on trading trading operations scheme. In these layeres, we examine what constitutes an operations strategy and how organizations evict create judge by managing complexity, unsurety, and product increment.We also examine issues related to scaling up a partys operations and argufys to capturing the value created through operations. In the second half of the course, we prove recent developments in twain manufacturing and returns industries, with an emphasis on the importance of edge excellence in achieving and principal(prenominal)taining emulous advantage. Specifically, we examine initiatives in tone of voice (i. e. 6-sigma) and Time-establish Competition/JIT. As applications, the course trains authoritative recent advances in enterprise-wid e planning (ERP) outlines, add chain contracting and B2B inter reflexions.These may be viewed as attempts to align enterprise processes with customer needs and commercializeplace mental synthesiss and to assure continuous improvement of these processes once designed. In manufacturing, these developments beget led to restructuring of the manufacturing and logistics frame to provide adaptive and time-responsive supply chains, naked product development processes and support functions. The results of this on-going restructuring micturate consequential implications for globalization of operations.The course is recommended for those interested in consulting or operations cargoners, as sanitary as students with an engineering mount who wish to develop a better understanding of managing the manufacturing process. Prerequisites and Follow-on Courses The course builds on OPIM 631 and 632, which atomic number 18 prerequisites. Other students must have permission of the instructor to accede. The course is a useful precursor for OP1M 657, OPIM 658 and OPIM 762. Permission of the instructor is required to enroll under SYS 522.For either of these, basic courses in probability and statistics must have been completed prior to enrollment. Grading Your grade for this course give be based on written exercises (10%), dickens fictional character write-ups (20%), division union (30%), and a final exam (40%). Written exercises You may work in mathematical groups to mug up the exercises, but each person must warp in his or her have hard copy (not electronically, please) set of answers. Late exercises lead NOT be accepted. insure 1 Nov 24thTopic Attribute carry charts Date 2 Dec 1st Topic 6-sigma role Write-upsIn groups of 3 or 4 people (or individually if you prefer), please prepargon a skid write up (maximum of 4 rapscallions, including exhibits) for two cases that interest you and turn in a hard copy to me at the start of the variety in which we c ever ywhere that case. occupy indicate the contribution made by each individual. Late write-ups go forth NOT be accepted. last testing The final exam entrust be a sop up ingleside case. Details TBA. Text and Materials for the Course There is no required textbook for the course. Most of the readings will be run aground in the Course Bulkpack, which will be distributed through Wharton Reprographics.The course assignments, lecture notes and various supporting materials pile be obtained from the WebCafe. Detailed Course Outline Part I The archetype of operations Strategy row 1. Wednesday folk 8 (Introduction to Operations Strategy) This course introduces a common framework for the bases for operations strategy foursome militant priorities of speak to, quality, flexibility, and delivery. In the first crystalize, we consider the fundamental questions What is operations strategy? crapper an organization create a competitive advantage through its output signal processes?For clas s, please read the pastime articles and be on the watch to reason in class Skinner, W. 1974. The focused factory. Harvard Business Review May June 52(3)113. Hayes, R. H. and D. M. Upton. 1998. Operations-based strategy. California Management Review 40(4)8-25. crime syndicate 2. Monday September 13 (A more detailed pick up at two companies different operations strategies deep down the alike industry) shagvas American connectedness (A), HBS case 9-693-035. chemise Synopsis American Connector follow and DJC Corporation are two companies in the electrical connexion securities industry which have chosen different competitive and in operation(p) strategies.The case focuses on how American Connector should respond to the capability threat by DJCs entry into the U. S. market. assigning occupy eff to class prepared to discuss the by-line questions 1. How serious is the threat of DJC to American Connector Company? 2. How big are the bell differences between DJCs ingraft and ACCs Sunnyvale go under? Consider both DJCs carrying out in Kawasaki and its potential in the United States. 3. What accounts for these differences? a. How much is due to the slumping demand in the U. S. (Hint understand at depreciation) b.How much of the difference is inherent in the charge the two companies compete? (Hint Can you roughly graph their two competitive positions (x-axis flexibility, y-axis set charged) c. How much is strictly due to differences in the efficiency of the operations? (Hint consider materials, labor, and fixed costs) 4. What should American Connectors trouble at the Sunnyvale plant do? family line 3. Wednesday September 15 (Three views of operations strategy Tradeoffs, additive capability, Integrative) pronounce the followers articles Porter, M. E. 1996. What is Strategy? Harvard Business Review (Nov-Dec 1996)61-78. Hayes, R. and G. Pisano. 1996. Manufacturing Strategy At the Intersection of Two Paradigm Shifts. Production and Ope rations Management 5(1)25-41. concession Please get on to class prepared to discuss the pursuance questions 1. What is the master(prenominal) point made by Porter, 1996? Do you agree with him? Is there anything in his article you disagree with? 2. Can you reconcile the self-contradictory views expressed in Porters 1996 article with those expressed in Hayes and Pisano, 1996? kinfolk 4. Monday September 20 (Tradeoffs The value of focus) Read Rapid Rewards at southwestern United States Airlines. HBS Case 9-602-065Case Synopsis Southwest Airlines had been consistently profitable every course of study for 28 years, but with firms cutting back on travel and airlines more and more trying to cut costs and lure customers away from competitors, it mogul believe its egalitarian strategy. For ex angstrom unitle, frequent fliers wanted rules changed so they could receive preferential treatment, much(prenominal) as being guaranteed first boarding regard little of the time they arriv ed at the airport, and being able to change tickets without paying upgrade fees. The case considers the implications that ever-changing these rules might have on Southwest Airlines operating strategy. designation Please prepare the interest questions for case tidings. 1. What is Southwest Airlines value propose? What are Southwests sources of competitive advantage? 2. Consider the economic science of the airline industry. From Exhibit 2 and Exhibits 9-15, what do you see as parkway the difference in financial performance across airlines? How important are frequent fliers to airline performance? 3. From your experience, how does Southwests armed service ism compare to the rest of the major players in the airline industry? What are the obstacles to its victorful execution?POLL QUESTIONS Please answer the following questions on the WebCafe poll. 1. Should Southwest save a few low-numbered boarding cards for its around frequent fliers? Thought questions for class discussion Wha t is the key motivation for your thought process? What are the tradeoffs that Southwest must consider in making this finale? 2. Should Southwest allow its most frequent fliers who have missed their flights to wear the adjoining available flight with an empty seat or should these customers have to wait for the next available flight with an empty seat within the same fare class? Thought question for class discussionWhat drives your finality? social class 5. Wednesday September 22 (Cumulative view of developing operating capabilities) Read Micom Caribe (A) HBS Case 9-692-002 Case Synopsis Micom Caribe examines both quality improvement and the development of flexibility in a major planet manufacturing unit based in Puerto Rico. This change has been brought about through shipment of the workforce and the adoption of simple, but effective production technologies. The aim of the case is to explore the sources of Caribes improvement. Assignment Prepare the following questions for class discussion of the Micom Caribe Case 1.What accounted for the quality crash in 1987? To what achievement was the geographical location of manufacturing relevant, and what would you have done differently, as MCC, to avoid the crisis? why were people at MCC unable to see your solution? 2. What were the most important steps taken to reconfigure MCCs Puerto Rican manufacturing operation and what capabilities did each build? 3. What specific capabilities does Caribe now have, and, as Moshetti, how would you develop MCCs manufacturing strategy? soma 6. Monday September 27 (Using capabilities to enable entry into un tried markets) Case Australian Paper Manufacturers (A) HBS 9-691-041Case Synopsis Australian Paper Manufacturers (APM) dominated the domestic theme packaging market in a long-standing industry relationship that dual-lane the Australian paper market neatly and cordially among the countrys trio principal(prenominal) paper companies. In 1987, APM invaded the fine papers market, once the sole subject of the Paper Company of Australia (PCA). Haunted by its environmental repose, PCA initially found itself paralyzed, unable to modernize and expand capacity to repel its cutting rival. By celestial latitude 1991, heap McRae, APMs group general manager, was considering his options, now that APM had established a reputation for quality and nvironmental sensitivity in the fine papers market. Assignment Please come to class prepared to discuss the following questions 1. What opportunities and risks did Ken McRae face as he contemplated taking APM into the fine papers market? Be specific with respect to technological, operations, and capital investment (as rise up as former(a)wise considerations). 2. As Ken McRae, what technology and operations strategy options are available? Which do you think he ought to pursue? Why? Class 7. Wednesday September 29 (Summary discussion) Read the following articles in preparation for class discussion Wheelwright, S. C . and K. B.Clark. 2003. Creating Project Plans to focus product development. Harvard Business Review September 2-15. Thomke, S. and D. Reinertsen. 1998. Agile product development Managing development flexibility in uncertain environments. California Management Review 41(1) 8-30. Part II Creating and Capturing Value Class 8. Monday October 4 (Managing New Product Development) Case Weve got rhythm Medtronics Corporations cardiac pacemaker business. HBS Case 9-698-004 Case Synopsis Medtronics manufactures implantable cardiac pacemakers. The companys market share has eroded from about 70% in the early 1970s to below 30% in 1986.The decline stems from the way the companys executives managed the process of defining and developing new products. The case outlines the steps the company took to try to rebuild its product development capabilities and market share. Assignment Please come to class prepared to discuss the following questions 1. What are the reasons behind why Medtronic nearly lost its position as market leader in the 1970s and 1980s? 2. Which of the improvements in the new product development process that the Medtronic heed team implemented beam you as having been particularly crucial to turning the company around? . What do the concepts product line architecture and train schedule mean in the pacemaker business? What are the costs and gain grounds of having implemented these concepts as the Medtronic management team has done? What elements of Medtronics approach could be applied in very different business settings? 4. Evaluate the nature of senior management involvement in Medtronics execution of its product development system. Which elements of the system does senior management need to be intimately involved in, and which can it delegate or pay less attention to? Class 9. Wednesday October 6 (Managing Uncertainty)Case Delamere Vineyard HBS 9-698-051 Case Synopsis Delamere Vineyard is a small, integrated wine making business in Tasmania. Richard Ric hardson, Delameres winemaker and owner, confronts a choice among three potential quality improvement h out of dates, the merits about which customers and industry experts offer conflicting advice. Assignment Please come to class prepared to discuss the following questions 1. What are Delameres strengths and weaknesses? What does it deliver to customers that other vineyards do not? What does it take to be outstanding in the wine business? 2. What types of uncertainty does Richardson face? . What does quality mean in wine making? 4. What principle and concepts should one put one over to improving a production system such as winemaking? 5. What should Richardson do? How will his experience and personality shape his decision? Class 10. Monday October 11 (Managing Complexity) Case Ellis Manufacturing. HBS Case 9-682-103 Case Synopsis Ellis, a steer producer of small kitchen appliances has seen its market share steadily eroding over the last few years, and internally has experienced i ncreasing conflict among gross sales and production groups over determine of production for local markets.throng Cassals, the top operations executive at Ellis has been asked to rationalize the multiplant communicate. Assignment Please come to class prepared to discuss the following questions 1. What problems does EMC face? What are the causes of these problems? 2. What is the cost of producing an middling mixer at the Barnstable plant? At Georgetown? At Flower Springs? What insights do these calculations provide as to how product lines should be assigned to plants? 3. How should EMCs multiplant electronic network be organized? Class 11. Wednesday October 13 (Capturing Value Scalability) Read fresh Connections HBS Case 5-600-108Case Synopsis Fresh Connections is a start-up food manufacturer that hopes to work the growing enthusiasm of Americans for home meal switchments, prepared food purchased in supermarkets and eaten in the home. A startup Fresh Connections could manage operations on an cast-by-order basis, as it grows the company finds it needs more formalized systems. But which system should they adopt? Assignment Please come to class prepared to discuss the following questions 1. What are the most important operating and strategic issues facing Fresh Connections? (Hint submit to estimate how many new products are authentic each month. 2. Which segment(s) of the prepared foods business do you think is most gentle for Fresh Connections? 3. What choices must Fresh Connections make in developing an operations strategy? What is the effect of complexity on Fresh Connections operations? (Hint Try to estimate the cost of having to change over between every green goddess as opposed to being able to make long runs of the same product, which wouldnt require complete clean-outs between batches. ) 4. How will appendage sham Fresh Connections operations? 5. What capabilities should Fresh Connections emphasize in its strategy? Class 12.Monday October 1 8 (Value Capture versus Value creation) Case McDonalds Corporation (Abridged) HBS Case 9-603-401 Case Synopsis McDonalds is rightly seen as one of the outstanding growth stories in American business history. The company offered outstanding consistency, service speed, and price to its customers. For almost half a century, the formula seemed unbeatable. But in the 1990s growth had stalled. New competitors entered the fast-food industry, and were apparently better able than McDonalds to react to shifting customer preference. Can McDonalds meet this challenge while keeping its operating system intact?Assignment Please come to class prepared to discuss the following questions 1. What characteristics of McDonalds production system have been most important in building its record of victor and growth in the industry? 2. What are the downsides of their operating strategy? (i. e. what things does McDonalds NOT do well) 3. What are the primary new challenges McDonalds faces at the start of t he 21st century? 4. How would you adapt the system to halt these changes in the U. S.? 5. How can McDonalds lay the basis for future growth? Class 13. Wednesday October 20 (Summary discussion)Read the following papers Enterprise Resource planning (ERP), HBS Technical Note 9-699-020. T. H. Davenport, Putting the Enterprise into the Enterprise System, Harvard Business Review, July-August 1998 Assignment For a company of your choice, think through the costs, benefits and risks of implementing an ERP-based solution to providing the transactions-based infrastructure for materials management, manufacturing and dispersal in the company. Monday October 25 Break Part III Managing the operations supply chain Class 14. Wednesday October 27 (Implementing Enterprise Resource Planning, ERP) Read lake herring Systems Implementing ERP. HBS Case 9-699-022 Case Synopsis Upon arriving at Cisco in 1993, the foreland Information Officer, Pete Solvik, recognized that the manufacturing systems that were unstable and needed supplantment Although initially hoped to replace the suite of legacy systems at a slower, more deliberate rate, the dissymmetry of the companys systems were an obstacle to sustaining the rapid growth of the company. Thus, Pete and his fellow managers precipitously attacked the problem with an ERP approach. Assignment Please come to class prepared to discuss the following questions 1.At the start of the case, Ciscos information systems are failing, yet no one steps forward to lead the effort to replace them. Why is this? Why were no managers eager to take on this project? 2. Cisco was highly successful with its enterprise resource planning (ERP) effort. What accounts for this success? What were the most important things that Cisco did correctly? 3. Did Cisco do anything unlawful on this project? If so, what? 4. We often hear that senior management commission is important for projects like Ciscos ERP implementation, but senior management commitment to do what?What can top managers do to maximize chances for success here? 5. Cisco went live with ERP in a big bloom fashion, which is inherently risky. How did Cisco mitigate this risk? 6. Was Cisco smart or lucky with its ERP implementation? Class 15. Monday November 1 ( fork out Chain Management and Design) The next two sessions provide a general introduction to and review of the following strategies employed in designing supply chains for flexibility, time and cost performance Read H. Lee, V. Padmanabhan, S. Whang, The Bullwhip stamp in Supply Chains. Sloan Management Review, Spring 1997, pp. 93 102. David Simchi-Levi, Philip Kaminsky and Edith Simchi-Levi, Supply Chain Integration, Chapter 5 in Designing & Managing the Supply Chain, 2nd Edition, McGraw-Hill Irwin, New York, 2003, pp. pp. 119-142. Assignment Please come to class prepared to discuss the following questions 1. What is the Bullwhip or eyelash Effect in industries, can you give or so extra examples other than t hose cited in the Lee et al. paper? According to Lee et al. , what are the causes of the Bullwhip Effect? Do you agree or disagree? Can you think of extra causes other than those discussed in the paper? . Why information distortion brings inefficiencies in Supply Chains? What do you think of the value of information share? What are the benefits of supply chain coordination? Can you give us some fresh examples from reality? How can we mitigate the Bullwhip Effect? What are additional mechanisms you think can be used for Supply Chain Coordination? 3. Based on the previous question (2), how can ERP and Business Intelligence engineering science be used to develop an electronic supply chain? 4. What are the emerging business opportunities for B2B marketplaces (see Lee 2001, Simchi-Levi et al. 2003)? Class 16. Wednesday November 3 (Business-to-business supply chains) Read Quantum Corporation supply Chain Group. HBS Case 9-601-099 Assignment Please come to class prepared to discuss the following questions 1. What are the biggest challenges facing HDDO? How can Information Technology help with these? 2. Why is time so overcritical in this business? What efforts should the eSupplyChain group advocate to allow Quantum to reduce the lead-time for its products? 3. How should the eSupplyChain group best accomplish its mission within Quantums organizational structure? 4.How should Quantum and HDDO use the new eHITEX consortium? If we think of the adoption of eHitex by high technology companies as a kind of implementation process, what kinds of pitfalls with this implementation face? 5. The new IT-enabled product allocation process, which is described on p. 12 of the case, has the potential to be an improvement over the current one. What difficulties, if any, do you think there will be in moving to the new process? What organizational groups might not be enthusiastic about moving to the new process? 6. How much financial benefit will a 1-day TOO step-down realize for HDDG?Class 17. Monday November 8 (Management of process technology in a global plant network) Read ITT Automotive. HBS Case 9-601-099 Assignment Please come to class prepared to discuss the following questions 1. What are the implications for both cost and flexibility of automation? Do you agree with the assertion made by one of the managers in the case If you automate, you stagnate? 2. What are your recommendations regarding the issue of standardizing process technology across all plants? Are there motives behind this proposal, other than those stated in the case? 3.As Juergen Geissinger, how would you go about implementing your recommendation? How would you reduce resistence from the plants? As Steve Dickerson, the plant manager at Asheville, North Carolina, what line of cogitate would you use to convince senior management that full automation is the less desirable alternative? 4. As Klaus Lederer, what option would you like to see pursue? How do various options fit into the b roader corporate strategy of ITT Automotive? Class 18. Wednesday November 10 (Vertical integration) Read Nucleon, Inc. HBS Case 9-692-041 Case Synopsis Nucleon is a five-year old biotechnology company whose first harmaceutical product, CRP-1, is almost ready to be tested in human beings. The company has focused entirely on R&D since its founding and thus has no manufacturing capabilities of its own. It must ascertain whether or not to build a small-scale pilot plant to manufacture CRP-1 for early phases of clinical trials. Assignment Please come to class prepared to discuss the following questions 1. What are your recommendations regarding the manufacturing of CRP-1 for variant I and Phase II clinical trials? What are your recommendations regarding manufacturing for Phase III clinical trials and commercialization? . How would you justify your recommendation to would-be investors in the company? 3. What is your recommendation regarding Nucleons long-term manufacturing strategy? What should this company look like in 10 years (e. g. an R&D boutique, an R&D boutique with pilot scale manufacturing capabilities, or an integrated manufacturing enterprise)? Class 19. Monday November 15 (Outsourcing strategies) Read David Simchi-Levi, Philip Kaminsky and Edith Simchi-Levi, Procurement and Outsourcing Strategies, Chapter 7 in Designing & Managing the Supply Chain, 2nd Edition, McGraw-Hill Irwin, New York, 2003, pp. p. 119-142. Solectron. Stanford Case GS-24 Assignment Please come to class prepared to discuss the following questions 1. Why did IBM decide to use a contract manufacturer? Do you think there were any risks associated with their decision? 2. What strengths did Solectron have that made it an appropriate contract manufacturer for IBM? 3. What made Solectron a successful contract manufacturer in general? Note funk manufacturing and outsourcing have become vital ingredients of both high-tech sectors (e. g. aircraft manufacturing and electronics) as well as medium- and low-tech manufacturing, including that in emerging economies. Use the reading and the Case discussion to think through the basic ingredients (internal and external) for a company to run low and prosper using outsourcing and off-shoring. Class 20. Wednesday November 17 (Managing a global network of suppliers) Case Li & Fung (Trading) Ltd. HBS 5-396-386 Case Synopsis Li & Fung is one of the largest trading companies specializing in low-cost, labor-intensive consumer goods from suppliers throughout east Asia.Its main work is to connect Asian factories with U. S. and European retailers and manufacturers who have their own designs for production and need them turned into physical product. The case poses two decisions for students a Li & Fung division manager must decide which supplier can best handle a particular customer order and the Managing music director must determine whether or not to restructure all of the emollient goods (textile products) di visions in a way that might dramatically change its service to its customers. Assignment Please come to class prepared to discuss the following questions 1.How does Li & Fung create value for its customers and suppliers? How do international differences in labor costs play into this value? 2. Should Charles Ho (Li & Fungs division manager) send Classiques order to Qingdao, China, or the Philippines? If he sends the order to China, should he ask the HV division to supervise it? If he sends it to China and has his own staff supervise it, how many visits should they make to the factorytwo, three, or four? Consider the division managers personal interests, as well as those of the customer and of Li & Fung. 3.Assess Li & Fungs internal structure, including its organizational structure and the ways in which it motivates its employees. How does it align employees interests with both customer satisfaction and Li & Fungs financial performance? 4. Should William Fung follow Dan ny Laus recommendation to extend the restructuring experiment to all cheeselike goods divisions? 5. How do business-to-business services differ from business-to-individual consumer services? Part IV Managing informal Processes Class 21. Monday November 22 (Introduction to Time Based Manufacturing) Read Hopp, W. J. and M. L. Spearman. 2004. To pull or not to pull What is the question? Manufacturing and Service Operations Management 6(2)133-48. Spear, S. and H. K. Bowen. 1999. decode the DNA of the Toyota Production System. Harvard Business Review 77(5)96-106. Class 22. Wednesday November 24 (Attribute Control Charts) Read the following pages out of Gitlow et al, Quality Management, 2005. hop-skip Chapter 6, pages 169, 170 Chapter 7, pages 184-223. Skim Chapter 8, pages 254-260 page 293. Assignment Prepare and turn in answers to the problems 7. and 7. 25. Prepare the following questions for class discussion 1. What is the difference between attribute and variable control cha rts? When would one use one versus the other? 2. What is the difference between n, np, c, and u charts? When would one use one versus the others? 3. What, if anything, are the downsides of using control charts? What are their limitations? Can you think of alternative methods for controlling systems and improving processes? Class 23. Monday November 29 (Application of p-charts ) Read Deutsche Allgemeinversicherung.HBS Case 9-696-084 Case Synopsis Deutsche (DAV) is one of Europes largest insurance companies. To defend itself and to regain its traditional leadership position, DAV has begun a new quality initiative, focused primarily on some key processes it believed could be dramatically improved. Assignment Please come to class prepared to discuss the following questions 1. Why is DAV using SPC? What are the primary challenges in applying statistical Process Control to a service industry compared with manufacturing? 2.If you were to explain the concept of a p-chart to a group of bank tellers without a background in SPC, in about 30 minutes, how would you do it? 3. How large should each sample distribution be for the experiment Schoss and Kluck describe on page 7? 4. The first 12 weeks of the data in Exhibit 4 represent the symptomatic period for the Policy Extension Group. What are the 3-sigma control limits for the process? In which of the subsequent weeks is the process out of control (if any)? 5. Develop specific implementation plans for solving the problems facing Annette Kluck that are described on page 9 of the case. . How would you now begin improving the performance of the operation? Class 24. Wednesday December 1 (6-sigma improvement programs ) Please read Chapter 10 in Evans, James R. and William M. Lindsay. 2005. The management and control of quality. 6th edition. Thomson South-western, Mason, Ohio. Pages 479-513. Dow, D. , D. Samson, and S. Ford. Exploding the myth do all quality management practices contribute to superior quality performance? P roduction and Operations Management, 8(1), p 1-27. Please prepare the following questions to hand in at the start of class 1.What is a defect? Explain how to compute defects per billion opportunities (dpmo). 2. Explain the theoretical basis for Six Sigma quality. 3. Problem 1 on page 505. 4. Problem 3 on page 505. Please be prepared to discuss discussion question 1 on page 504. Six-sigma has been criticized because a) The results often dont have any noticeable involve on company financial statements. (90% of the companies that implement six-sigma dont end up with higher stock values. ) b) Only early adopters can benefit c) Six Sigma focuses on defects, which are hard to objectively determine or service businesses d) Six Sigma cant guarantee that your product will have a market. Class 25. Monday December 6 (Transfer of learning) Read Pisano, G. P. , R. Bohmer, and A. C. Edmondson. 2001. organisational Differences in Rates of Learning Evidence from the Adoption of Minimally enc roaching(a) Cardiac Surgery. Management Science 47(6)752. M. A. Lapre and Luk N. Van Wassenhove, Learning Across Lines The arcanum to More Efficient Factories, Harvard Business Review, October, 2002, pp. 107-113. Class 26. Wednesday December 8 (Course Summary) Final Examination Take Home Case Date TBA