オペレーションズ･マネジメント応用研究
平成16年度前期
担当教員：松尾博文
概要
日本の製造業の設計・生産技術は、世界のトップ水準にある。しかし、企業間あるいは顧客に届く
までのものの流れには、惨憺たるものがみうけられる。一方、サービス産業におけるサービスオペレ
ーションの効率と効果にも疑問符が打たれる。企業のオペレーションが統合的に把握されておらず、
何が強み弱みであるかという分析はない。現状維持のオペレーションが企業の競争力を弱め、グロー
バライゼーションへの対応を阻害しており、そのオペレーションがそのまま最新の情報技術で固定化
されている事例も多い。
オペレーションズ・マネジメントの授業では、企業の「ものづくり」と「ものの流れ」、「サービ
スづくり」と「サービスのうけわたし」のプロセスを中心に学習する。本授業では、この「プロセス
づくり」をプロセスの評価、分析、改善、改革、設計という観点から学ぶ。プロセスの評価は、主に
コスト、時間、品質、顧客満足度、可変性、学習能力というような、オペレーションの基準で行う。
授業は、講義とケース討論よりなる。講義のトピックはプロセス分析の基礎、オペレーション戦略、
サービス・オペレーション管理、サプライチェーン・マネジメントからなり、米国の事例を中心に、
コンセプトと分析手法を習得する。企業の活動をプロセスとしてとらえ、その改善と改革を行うこと
の重要性と考え方、さらに、企業戦略、あるいは、経営情報システムとの関連を理解することと、問
題解決の切り口と手法を取得することが本講義の目標となる。
教材
教科書は指定しない。授業に必要な教材は、教官が事前に配布する。Harvard Business School
Publishingの教材を多数使うので、必要な著作権料は学生から、2回目の授業時に徴収する。なお、教
材のコピー費用は徴収しない。この授業への参加は、この著作権料の支払いに同意することを前提と
する。個人的に教材をHarvard Onlineより購入することは、可能であるが、一括して、学割を利用す
るほうが、全体では安いので、この講義への参加者は、例外なく、この支払いに同意すること。
成績評価の方法
成績評価は次の重み付けに従い、行われる。
―
―
―
―
―
グループによる事例レポートと発表
グループによる事例レポート
個人による事例レポート(2回)
プロジェクトレポート
ディスカッションへの貢献度
20%
10%
30%
20%
20%
担当教官について
1
79年京都大学工学部数理工学修士終了、84年マサチューセッツ工科大学スローンスクールより
Ph.D.(management)を収得、同年テキサス大学オースチン校のビジネススクール経営学科助教授、89
年同準教授、95年同教授、97年同Fred H. Moore Professorship in International Management、 99年筑波大
学社会工学系教授、04年より神戸大学大学院経営学研究科教授。93-94 年ペンシルバニア大学ウォー
トンスクール客員準教授、98年マサチューセッツ工科大学客員教授。テキサス大学とウォートンスク
ールでは、MBA、Executive MBAプログラムにおいて、オペレーションズ・マネジメントの授業を担
当。サプライチェーンの最適化と経営、生産計画、スケジューリング、在庫/流通管理、需要管理、
サービスオペレーション管理、eビジネスモデルの研究に従事。Dell、IBM、Motorola、AMD、Applied
Materials、HP、Frito-Lay、日立製作所、ルネサステクノロジ、全日空等と共同研究。INFORMSの会
員。86-95年Operations Research、89-95年Management Science のAssociate Editor、現在Production and
Operations Management の Area Editor、Manufacturing & Service Operations Management と ECR Journal
のEditorial Board.
Didactic Methods
Language Requirements: The classroom lectures and discussions are conducted in Japanese.
Writings on board are primarily in English. Almost all reading and case materials are in
English. Students can submit the required assignments either in Japanese or in English.
Project Report: The purpose of the individual semester report is to internalize and deepen your
process perspective on business. Your semester project report is expected to identify and
address process related issues in your organization. You should select a process in your
organization the improvement of which has a significant financial impact.
Examples of possible project topics are:
•
Process improvement project (Select a business process or a physical process, map the
process, write case for action, analyze root causes of problems, recommend short and long
term action plans, and provide a financial justification - no implementation of your
recommendation is expected for class purposes.)
•
Identify a key business process in your organization, discuss how the change of the process
affects the unit's strategies, and recommend changes. Note that the first example is specific
and places emphasis on improvement in short term while this second example focuses on
issues in the next five years.
•
Improvement in the process of producing and delivering quality products and service in your
organization
•
Improvement in other business processes such as product/process development, supplier
relationship, customer relationship, supply chain as a whole
•
Research on how the internet affects the service products and delivery processes.
2
•
Research on financial justification of a business process improvement.
An ideal and standard project identifies and addresses a key business process in your
organization: It states clearly case for action and costs of inaction to your organization. It
relates well to course materials. The process is mapped. Data are collected and analyzed
systematically. Interviews and brainstorming sessions are conducted to collect qualitative data.
Please submit to the instructor one page proposal for your semester project by June 10.
If you are not sure about what you should address, please contact the instructor before June 10.
The proposal typically should include (a) a description of a key business process you are going to
address (There can be exceptions. For example, if you want to study in detail the selection of the
most important business process out of many business processes, then describe a set of
processes.), (b) preliminary statement of case for action and your vision for improvement (If
your proposal is a research project, state why this research is important for your organization and
what sort of outcomes you will expect), and (c) the time table of your project and possible
methodologies you will use. The proposal is to make sure you are on the right track regarding
this project.
The semester project report will be due on August 31. The report should be up to 8 type
written pages with up to 1,200 characters per page and 10.5 MS明朝 font, excluding exhibits
attached. The main text should start with an executive summary (which is part of the 8 pages).
The exhibits should be quoted in the main text and be self-explanatory.
Group Write-ups: Students will be asked to form groups in the first class session for two case
write-ups and one presentation. Each study group is required to submit a written analysis of the
issues in two cases: Each case write-up accounts for 10% of the total grade. Each writeup
should be up to 8 type written pages with up to 1,200 characters per page and 10.5 MS明朝 font,
excluding exhibits No executive summary should be attached. Organize each report so that
you include case for action, short and long term recommendation, and analysis in the main text,
and the exhibits at the end which are properly quoted in the main text and self-explanatory. It
should be handed in to the instructor by the start of the class in which the case is discussed.
Group Presentation: Each student who does not present a case is expected to study each case
for two to three hours, and do a reasonable back-of-the-envelop type analysis in advance. Since
the cases we study in this course require thorough and/or numerical analysis to understand the
subtlety of operational decision makings, it often exceeds two to three hours time limit for you to
feel completely prepared for class discussions.
In order to resolve this conflict, we use the following format of group presentation.
Each study group will be assigned to a case to present their analysis during the semester. Each
group is expected to act as hired analysts for senior managers (i.e. the rest of students in the
class) of the organization described in the case. Each group is expected to prepare up to
two-page executive summary. Each group presents their analysis and recommendations in
precisely 25 minutes (This is a criterion for performance evaluation.). After the presentation
completes, the rest of students will ask clarification questions. Thereafter, each student will be
asked to evaluate the performance of the presentation group in terms of how much help they
3
have provided to analyze the case. Each student will be asked to assign a point out of 10, and to
provide brief reasons for his/her evaluation. At the end of the semester, the instructor converts
the total points each group has gained to a standardized score which should account for 10% of
the total grade. The instructor also evaluates the quality of each student's evaluation on group
presentation, and the result will be factored into class participation.
Each presentation group is expected to submit their executive summary to the rest of the
students and a copy of transparencies for presentation to the instructor at the beginning of the
class session that the case is discussed.
Class Participation: The class participation component of your grade will be determined by
your comments and contributions to case and lecture discussions. The purpose of the case
discussions is to develop, as a group, a complete analysis of the situation and to address the full
range of problems and issues presented. Your contributions to the class discussions will be
evaluated based on a number of criteria. We will in particular be interested in the following:
1. Relevance: Are your points linked and integrated with the comments of others and to the
particular case?
2. Content: Do your comments show evidence of analysis of the case?
3. Originality: Do your comments contain more than a repetition of the case facts or the points
raised by others?
4. Clarity: Do your comments highlight the important points made so far and do they help to
communicate the basic concepts, issues, and themes of the case?
5. Productivity: Is the amount of contribution made by your comments per minute high?
More Details:
•
You are expected to prepare for class discussions. If you are uncomfortable with being called
on in a particular class session, please say so to me in advance of the class. You can exercise
this waver once per semester.
•
I will circulate a seat chart on April 15. Please sit in the same seat in each class.
•
Late submission of papers is in principle not acceptable except for medical emergency. If you
cannot attend the class in which you are required to submit an assignment, please submit
yours by e-mail to the instructor by the start of the class.
4
Guidelines For Preparing Sessions
1. Process Fundamentals
1. Introduction and Supply Chain Management (April 8)
(1) Read:
松尾、SCMのための統合モデリング
Stalk, Evans and Schulman, Competing on Capabilities: The New Rules of Corporate Strategy.
Hill, Order-winners and Qualifiers
2. Process Fundamentals and Service Operations Management (April 15)
(1) Read
Bitran and Lojo, A Framework for Analyzing Service Operations
(2) Analyze Benihana of Tokyo (HBS 9-673-057).
Preparation Questions:
1. Compare the operating figures of a typical restaurant with those of Benihana based on the
following factors: food and beverage costs, payroll, and rent. What do you think enables
Benihana to be more competitive than the typical restaurant? For example, what are the
reasons for lower food cost at Benihana than at a typical restaurant?
2. What is the Benihana’s “service concept”?
3. Analyze the production system at Benihana. Based on your analysis, explain the design
choices that facilitate the serving of a meal in less than an hour.
3. Just-in-Time System (April 22)
No additional reading. Please catch up with your reading assignments and just bring yourself to
the class.
4. Process Analysis (May 6)
(1) Read
Matsuo, Teaching Note on Process Analysis.
(2) Analyze Donner Company (HBS 9-689-030).
This case provides students with opportunities to analyze process in detail. The
objective of the learning is to understand basic concepts and analytical tools necessary to grasp
and diagnose the state of a manufacturing shop. First, read once or twice the case. Next, read
“Teaching note on process analysis.” Then, try to answer the following questions before you
come to class. You should not hand in your solutions to the instructor. These questions are
covered in detail in class.
5
Preparation Questions:
1. Make sure that the description on inventory turn in page 2 of “Process Analysis”
corresponds to Exhibits 1a and 1b (to be handed out). This will be reviewed in class.
2. What is the annual cost of inventory?
3. What are the annual costs of reworking and scrapping?
4. What is the utilization rate of each operation in Exhibit 2. Assume that 160 hours were
available in the September. Which operations in Exhibit 2 is the bottleneck?
5. Think what Exhibit 4 reveals.
6. What specific actions should Mr. Plummer take to solve these problems?
2. Process Improvement
5. Business Process Reengineering (May 13)
(1) Read:
Hammer, Reengineering Work: Don't Automate, Obliterate
Johansson et al., Understanding Processes
Shapiro, Rangan, and Sviokla, Staple Yourself to an Order
(2) Analyze Manzana Insurance - Frutvale Branch (Abridged)
Preparation Questions:
1. Does Manzana have adequate capacity to process the demand for requests? If, yes, why are
the turnaround times averaging 5-6 days when the standard processing times are in hours? In
Exhibit 3, the TAT is calculated for instance as follows. In RUNs/Distribution, 0.25=1.0
hour/4 persons, and 32.0=0.25x128.1. The total throughput time for Distribution is
(32.0+80.9+17.0+118.8)/(7.5 hours x 60minutes/hour)=0.6.
2. How important are policy renewals to Manzana's future? How is the demand for RERUNS
different from that of all other requests?
3. Recommend a process redesign that will compete with the one working day turnaround
guarantee offered by Golden Gate. Support with appropriate analysis.
6. Manufacturing Strategy (May 20)
(1) Read
Fine and Hax, Manufacturing Strategy: A Methodology and an Illustration.
Hayes and Upton, Operations-based Strategy.
McIvor, Martin, Matsuo, and Ng, Profiting from Process Improvement in the New
Semiconductor Manufacturing Environment.
Bordoloi, Cooper, and Matsuo, Flexibility, Adaptability, and Efficiency in Manufacturing
Systems.
6
(2) Analyze Whistler Corporation (A) (HBS 9-690-011).
Preparation Questions:
1. What has been Whistler’s traditional approach to manufacturing?
2. What are the implications of each manufacturing option with regard to cost, quality, the
company’s ability to introduce new products, and responsiveness to market demand?
3. What risk is associated with each of these options?
4. What problem is Charles Stott likely to face in the next five years and how should operations
be configured to deal with them?
3. Service Operations Management
7. Service Quality (May 27)
(1) Read
Lovelock, Enhancing Value by Increasing Quality and Productivity
8. Service Operations Strategy (June 3 – Individual Case Write-up Due)
(1) Read
Haskett, Sasser, Jr., and Hart, Developing a Vision of Business and Focusing and Positioning the
Service.
(2) Analyze Shouldice Hospital Limited
Preparation Questions:
1. How successful is the Shouldice hospital? Compare its cost of delivering services to that of its
competitor's. How do you explain this cost differential.
2. What are the reasons for huge patient backlog in the system? What short term and long term
measures would you recommend to reduce the patient backlog in the system. Support your
analysis.
3. How would you implement the changes you propose?
9. Revenue Management (June 10 – Semester Research Project Proposal Due)
(1) Read
Cross, Revenue Management: The Core Concepts of Revenue Management.
Bitran and Mondschein, Managing the Tug-of-War Between Supply and Demand in the Service
Industries.
(2) Analyze Parker House
Preparation Questions:
1. Evaluate the segmentation strategy adopted by the Parker House. What is its implication?
2. What is the nature of the personal selling task at the Parker House?
3. What is the significance of “selective sell targets” and the Group Room Control Log?
4. What is the nature of the marketing relationship among the Parker House, the Berkshire Place,
and the Ambassador East?
5. What are the financial implications of the TransAm Bookings?
6. What action would you recommend to Messrs. McIntosh and Murphy on the TransAm Tours
request for room bookings?
7
4. Supply Chain Management
10. Supply Chain Management and Inventory Management (June 17)
(1) Read Chase, Aquilano, and Jacobs, Production and Operations Management, Chapter 15.
.
(2) Analyze Hewlett-Packard: Deskjet Printer Supply Chain
Preparation Questions:
1. What has caused the so-called inventory/service crisis?
2. What are the industry characteristics, the product characteristics, and the supply chain
characteristics?
3. How would you evaluate various alternatives available to Brent Cartier to address the
inventory and service problem?
11. Matching Supply with Demand (June 24)
(1) Read
Fisher, Hammond, Obermeyer, and Raman, Making Supply Meet Demand in an Uncertain
World
Cohen, Ho, and Matsuo, Operations Planning in the Presence of Innovation-Diffusion Dynamics.
Kurawarwala and Matsuo, Forecasting and inventory management of short-life cycle products.
(3) Analyze Supply Chain Management at World Co.
Preparation Questions:
1. How does the World achieve two week replenishment times when lead times at other
apparel companies have been shown to be in excess of six months?
2. How do shorter lead times impact the company’s performance? How do they help the
company compete?
3. Can we explain the World’s poor performance on ROA (i.e. return on asset) and ROE (i.e.
return on equity)?
4. Can other apparel companies replicate the World’s responsiveness? What are the features
of the World that other apparel companies should not adopt from?
12. Supplier Management and Vendor Managed Inventory (July 1)
(1) Read:
McMillan, Organizing a Network of Subcontractors.
Quinn and Hilmer, Strategic Outsourcing.
(2) Analyze Barilla SpA (A)
Preparation Questions:
1. Diagnose the underlying causes of the difficulties that the JITD program was crated to solve.
What are the benefits and drawbacks of this program?
2. What conflicts or barriers internal to Barilla does the JITD program create? What causes
these conflicts? As Giorgio Maggiali, how would you deal with these?
3. As one of Barilla’s customers, what would your response to JITD be? Why?
8
13. Global Supply Chain Management (July 8 – Individual Case Write-up Due)
(1) Read
Magretta, Fast, Global, and Entrepreneurial: Supply Chain Management, Hong Kong Style: an
Interview with Victor Fung.
Bartmess and Cerny, Building Competitive Advantage through a Global Network of
Capabilities.
Huchzermeier, The Real Option Value of Operational and Managerial Flexibility in Global
Supply Chain Networks.
(2) Analyze Lucent Technologies: Global Supply Chain Management
Preparation Questions:
1. Outline the factors that explained why the original supply chain network strategy used by Lucent
in Asia was adequate prior to 1996.
2. What were the factors that drove the necessary changes in Asia in 1996? What did you see as the
benefits from these changes?
3. What internal and external factors had changed from 1996 to 2000, which necessitated a revisit of
the supply chain strategy for Lucent? What would you recommend Lucent to respond to the new
challenges?
14. e-Supply Chain Management and Summary (July 15)
(1) Read
Takeda and Matsuo, ECR: a ‘Fresh’ Look from Japan
小野、松尾、ｅビジネスモデルの実例と研究事例の分類調査
Semester Research Project Report is due on August 31.
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オペレーションズ･マネジメント応用研究
平成16年度
Course Schedule
Date
# Topics
Case
1. Process Analysis
4/8
1 Introduction and SCM
4/15
2 Process Fundamentals & Service OM Benihana
4/22
3 Just-in-Time System
5/6
4 Process Analysis
Donner Company
2. Process Improvement
5/13
5 Business Process Reengineering
5/20
6 Manufacturing Strategy
3. Service Operations Management
5/27
7 Service Quality
6/3
8 Service Operations Strategy
6/10
9 Revenue Management
Manzana Insurance
Whistler Corporation
Assignment
group write-up
group write-up
Shouldice Hospital
Individual Write-up Due
Parker House
group write-up
Semester Research Project Proposal Due
4. Supply Chain Management
6/17
10 SCM and Inventory Management
6/24
11 Matching Demand with Supply
7/1
12 Supplier Management & VMI
7/8
13 Global SCM
7/15
14 e-SCM and Summary
8/31
Hewlett-Packard
World Co.
Barilla
Lucent Technologies
group write-up
group write-up
group write-up
Individual Write-up Due
Semester Research Project Write-up Due
10
Operations Management
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11
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