Deutsche Allgemeinversicherung(Dav)

FORM B (specific ladder information) Course Name/Title shape Management in Manufacturing/ OPIM 656 Program MBA (e. g. MBA or Ph. D. Required or elective Elective Instructor(s) Name and email address Anita outfox emailprotected upenn. du Number of grad sessions in course 26 Duration of each descriptor (minutes) 80 Typical number of students enrolled in recent 37 course offerings. Textbook Used No Misc. Instructor comments about course OPIM 656 /SYS 522 Process Management in Manufacturing Fall 2004 Monday-Wednesday, 300-430 p. m. (JMHH 255) Revision date 9/7/04 Professor Anita L. Tucker emailprotected upenn. edu JMHH 551 (215) 573-8742 Office Hours M 930-1200 W 1030-1200 (or by appointment) Brief Course DescriptionThis 26-session course builds on the concepts introduced in OPIM 631 and OPIM 632 to examine how organizations give the axe develop and supplement excellence in process management. This course uses a diverse set of case studies from manufacturing and s ervice organizations in the United States, Australia, Japan, and Europe. Two modules comprise this course. The first 13 sessions focus on trading operations schema. In these castes, we examine what constitutes an operations strategy and how organizations can create value by managing complexity, ambivalentty, and product development.We also examine issues cerebrate to scaling up a companys operations and challenges to capturing the value created through operations. In the second half of the course, we discuss recent developments in twain manufacturing and service industries, with an emphasis on the importance of process excellence in achieving and maintaining competitive advantage. Specifically, we examine initiatives in property (i. e. 6-sigma) and Time-Based Competition/JIT. As applications, the course considers key recent advances in enterprise-wide planning (ERP) systems, supply mountain range contracting and B2B interfaces.These may be viewed as attempts to align enterp rise processes with customer needs and market structures and to meet continuous pro ensure of these processes once designed. In manufacturing, these developments arouse led to restructuring of the manufacturing and logistics system to provide adaptive and time-responsive supply chains, innovative product development processes and support functions. The results of this on-going restructuring watch important implications for globalization of operations.The course is recommended for those interested in consulting or operations cargoners, as well as students with an engineering background who wish to develop a give understanding of managing the manufacturing process. Prerequisites and Follow-on Courses The course builds on OPIM 631 and 632, which are prerequisites. Other students must(prenominal) have permission of the instructor to enroll. The course is a useful precursor for OP1M 657, OPIM 658 and OPIM 762. consent of the instructor is anticipated 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 go out be based on written exercises (10%), twain case write-ups (20%), crystallize participation (30%), and a final exam (40%). Written exercises You may take a shit in groups to prepare the exercises, but each person must turn in his or her give hard copy (not electronically, please) set of answers. Late exercises will NOT be accepted. Date 1 Nov 24thTopic Attribute Control charts Date 2 Dec 1st Topic 6-sigma slip of root word Write-upsIn groups of 3 or 4 people (or individually if you prefer), please prepare a case write up (maximum of 4 foliates, including exhibits) for two cases that interest you and turn in a hard copy to me at the start of the break in which we c over that case. cheer indicate the contribution made by each individual. Late write-ups will NOT be accepted. Final Exam The final exam will be a take home case. Det ails TBA. Text and Materials for the Course on that point is no required text for the course. Most of the readings will be found in the Course Bulkpack, which will be distributed through Wharton Reprographics.The course assignments, lecture notes and confused supporting materials can be obtained from the WebCafe. Detailed Course Outline Part I The Concept of trading operations Strategy partitioning 1. Wednesday September 8 (Introduction to Operations Strategy) This course introduces a common framework for the bases for operations strategyfour competitive priorities of cost, role, flexibility, and delivery. In the first class, we consider the fundamental questions What is operations strategy? depose an organization create a competitive advantage through its production processes?For class, please read the interest articles and be prepared to discuss 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. Class 2. Monday September 13 (A more detailed look at two companies different operations strategies within the same indus travail) Read American Connector (A), HBS case 9-693-035. effect Synopsis American Connector Company and DJC Corporation are two companies in the electrical connector market which have chosen different competitive and operating strategies.The case focuses on how American Connector should act to the potential threat by DJCs entry into the U. S. market. engagement enthral deal to class prepared to discuss the following questions 1. How serious is the threat of DJC to American Connector Company? 2. How big are the cost differences between DJCs plant and ACCs Sunnyvale plant? Consider both DJCs performance 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 Look at depreciation) b.How much of th e difference is inherent in the way the two companies compete? (Hint abide you roughly graph their two competitive positions (x-axis flexibility, y-axis price charged) c. How much is strictly due to differences in the efficiency of the operations? (Hint consider materials, labor, and glacial costs) 4. What should American Connectors management at the Sunnyvale plant do? Class 3. Wednesday September 15 (Three views of operations strategy Tradeoffs, Cumulative capability, Integrative) Read the following 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 Operations Management 5(1)25-41. Assignment recreate shape up to class prepared to discuss the following questions 1. What is the main point made by Porter, 1996? Do you agree with him? Is there anything in his article you disagree with? 2. Can you oblige the conflicting views expressed in Porters 1996 article with those expressed in Hayes and Pisano, 1996? Class 4. Monday September 20 (Tradeoffs The value of focus) Read fast Rewards at souwest Airlines. HBS Case 9-602-065Case Synopsis Southwest Airlines had been consistently profitable every year for 28 years, but with firms cutting back on decease and airlines increasingly trying to cut costs and lure customers away from competitors, it efficiency re conceptualize its egalitarian strategy. For example, frequent fliers wanted rules changed so they could receive preferential treatment, much(prenominal) as being guaranteed first embarkation regardless of the time they arrived at the airport, and being able to change tickets without paying upgrade fees. The case considers the implications that changing these rules might have on Southwest Airlines operating strategy.Assignment Please prepare the following questions for case discussion. 1. What is Southwest Airlines value proposition? What are Southw ests sources of competitive advantage? 2. Consider the economics of the airline industry. From Exhibit 2 and Exhibits 9-15, what do you see as driving the difference in pecuniary performance across airlines? How important are frequent fliers to airline performance? 3. From your experience, how does Southwests service philosophy compare to the rest of the major players in the airline industry? What are the obstacles to its productive execution?POLL QUESTIONS Please answer the following questions on the WebCafe poll. 1. Should Southwest save a few low-numbered boarding cards for its most frequent fliers? Thought questions for class discussion What is the key motivation for your opinion? What are the tradeoffs that Southwest must consider in do this determination? 2. Should Southwest allow its most frequent fliers who have missed their flights to take the next 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 conclusiveness? 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 advance and the development of flexibility in a satellite manufacturing unit based in Puerto Rico. This change has been brought about through commitment of the workforce and the adoption of simple, still 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 extent 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 etymon? 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? Class 6. Monday September 27 (Using capabilities to enable entry into reinvigorated markets) Case Australian Paper Manufacturers (A) HBS 9-691-041Case Synopsis Australian Paper Manufacturers (APM) dominated the domestic report packaging market in a long-standing industry relationship that divided the Australian report card market neatly and cordially among the countrys three main paper companies. In 1987, APM invaded the fine papers market, once the sole domain of the Paper Company of Australia (PCA). Haunted by its environmental videotape, PCA initially found itself paralyzed, unable to renew and expand capacity to repel its new rival. By December 1991, Ken McRae, APMs group general manager, was considering his options, now that APM had established a reputation for quality and nvironmental sensib ility in the fine papers market. Assignment Please line up to class prepared to discuss the following questions 1. What opportunities and assays did Ken McRae face as he contemplated pickings APM into the fine papers market? Be specific with respect to technological, operations, and capital investment (as well as otherwise 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 breeding 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 shelter Class 8. Monday October 4 (Managing New Product Development) Case Weve g ot rhythm Medtronics Corporations cardiac pacemaker task. HBS Case 9-698-004 Case Synopsis Medtronics manufactures implantable cardiac pacemakers. The companys market share has eroded from about 70% in the early mid-seventies to below 30% in 1986.The decline stems from the way the companys administrators 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 roughly 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 management group implemented strike you as having been particularly crucial to turning the company around? . What do the concepts product line architecture and train schedule slopped in the pacemaker business? What are the costs an d benefits 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 precedential management involvement in Medtronics implementation 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 winemaking business in Tasmania. Richard Richardson, Delameres winemaker and owner, confronts a choice among three potential quality improvement visualizes, 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 winemaking? 4. What rationale and concepts should one apply 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 leading producer of small kitchen appliances has seen its market share steadily eroding over the last few years, and internally has experienced increasing conflict among sales and production groups over control of production for local markets.James Cassals, the top operations executive at Ellis has been asked to rationalize the multiplant network. 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 o f producing an average 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 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 exploit the growing enthusiasm of Americans for home repast successors, prepared food purchased in supermarkets and eaten in the home. A startup Fresh Connections could manage operations on an order-by-order basis, as it grows the company finds it needs more formalised 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 Try to suppose how many new products are developed each month. 2. Which segment(s) of the prepared foods business do you think is most attractive(a) 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 batch as opposed to being able to make long runs of the same product, which wouldnt require complete clean-outs between batches. ) 4. How will growth push Fresh Connections operations? 5. What capabilities should Fresh Connections emphasize in its strategy? Class 12.Monday October 18 (Value Capture versus Value creation) Case McDonalds Corporation (Abridged) HBS Case 9-603-401 Case Synopsis McDonalds is rightly seen as one of the great growth stories in American business history. The company offered outstanding consistency, service speed, and price to its customers. For to the highest degree half a century, the formula seemed unbeatable. But in the 1990s growth had stalled. New competi tors 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 success 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 the 21st century? 4. How would you adapt the system to accommodate 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 endeavour 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 distribution 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 Chief Information Officer, Pete Solvik, recognized that the manufacturing systems that were unstable and needed replacement Although initially hoped to replace the suite of legacy systems at a slower, more deliberate rate, the instability of the companys systems were an obstacle to sustaining the rapid growth of the company. Thus, Pete and his pesterer managers aggressively 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, even so 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 wrong on this project? If so, what? 4. We often hear that senior management commitment 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 bang 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 ( bring home the bacon Chain Management and Design) The next two sessions provide a general installation to and review of the following strategies employed in designing supply chains for flexibility, time and cost performance Read H. downwind, V. Padmanabhan, S. Whang, The Bullwhip Effect in Supply arrange. Sloan Management Review, Spring 1997, pp. 93 102. David Simchi-Levi, Philip Kaminsky and Edith Simchi-Levi, Supply Chain Integration, Chapter 5 in innovation & 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 Whiplash Effect in industries, can you give some additional examples other than those 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 additional 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 sharing? 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 Technology 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 critical 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 s hould Quantum and HDDO use the new eHITEX consortium? If we think of the adoption of eHitex by high-tech 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 set forth 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 reduction 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 utter in the case? 3.As Juergen Geissinger, how would you go about implementing your recommendation? How would you overcome resistence from the plants? As Steve Dickerson, the plant manager at Asheville, North Carolina, what line of reasoning would you use to allure senior management that full automation is the less desirable secondary? 4. As Klaus Lederer, what option would you like to see pursued? How do various options fit into the broader 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 o wn. It must decide 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 Phase I and Phase II clinical trials? What are your recommendations regarding manufacturing for Phase III clinical trials and commercialization? . How would you unfreeze 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-H ill 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 Contract 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 survive 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 th e largest trading companies specializing in low-cost, labor-intensive consumer goods from suppliers throughout eastern hemisphere Asia.Its main work is to connect Asian factories with U. S. and European retailers and manufacturers who have their own designs for merchandise 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 Director must regularise whether or not to restructure all of the soft goods (textile products) divisions 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 o rder 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 Danny Laus recommendation to extend the restructuring experiment to all soft goods divisions? 5. How do business-to-business services differ from business-to-individual consumer services? Part IV Managing Internal 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)1 33-48. Spear, S. and H. K. Bowen. 1999. decipherment 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. Skim 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 charts? 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 tralatitious 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 exempt 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 type be for the experiment Schoss and Kluck describe on page 7? 4. The first 12 weeks of the data in Exhibit 4 represent the diagnostic finale 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 implementati on 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? Production 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? rationalise how to compute defects per million 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 ha ve any noticeable impact 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. Organizational Differences in Rates of Learning Evidence from the Adoption of Minimally Invasive Cardiac Surgery. Management acquirement 47(6)752. M. A. Lapre and Luk N. Van Wassenhove, Learning Across Lines The Secret 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