ISE Operations Management

Gerard Cachon (The Wharton School, University of Pennsylvania) Professor Cachon is the Fred R. Sullivan Professor of Operations, Information, and Decisions and a Professor of Marketing. He teaches a variety of undergraduate, MBA, executive, and PhD courses in operations management. His research focuses on operations strategy, and in particular, on how operations are used to gain competitive advantage.  His administrative responsibilities have included Chair of the Operations, Information and Decisions Department, Vice Dean of Strategic Initiatives for the Wharton School, and President of the Manufacturing and Service Operations Society. He has been named an INFORMS Fellow and a Distinguished Fellow of the Manufacturing and Service Operations Society.  His articles have appeared in Harvard Business Review, Management Science, Marketing Science, Manufacturing & Service Operations Management, and Operations Research. He is the former editor-in-chief of Manufacturing & Service Operations Management and Management Science. He has consulted with a wide range of companies, including 4R Systems, Ahold, Americold, Campbell Soup, Gulfstream Aerospace, IBM, Medtronic, and ONeill.  Before joining The Wharton School in July 2000, Professor Cachon was on the faculty at the Fuqua School of Business, Duke University. He received a PhD from The Wharton School in 1995.  He is an avid proponent of bicycle commuting (and other environmentally friendly modes of transportation). Along with his wife and 4 children he enjoys hiking, scuba diving, and photography. Christian Terwiesch is the Andrew M. Heller Professor at the Wharton School of the University of Pennsylvania. He is a Professor in and the chair of Whartons Operations, Information, and Decisions department, co-director of Penns Mack Institute for Innovation Management, and also holds a faculty appointment in Penns Perelman School of Medicine. His research on Operations Management and on Innovation Management appears in many of the leading academic journals ranging from Management Science to The New England Journal of Medicine.  Professor Terwiesch has been teaching MBA and executive courses for 24 years and has received a number of teaching awards for his Operations Management course. Based on his MBA course and this book, Professor Terwiesch has launched the first Massive Open Online Course (MOOC) in business on Coursera. By now, well over half a million students enrolled in the course.  His first management book, Innovation Tournaments, was published by Harvard Business School Press. The novel, process-based approach to innovation outlined in the book was featured by BusinessWeek, the Financial Times, and the Sloan Management Review and has led to innovation tournaments in organizations around the world. His latest book, Connected Strategies, combines his expertise in the fields of operations, innovation, and strategy to help companies take advantage of digital technology leading to new business models. The book has been featured as the cover story of the Harvard Business Review and has been featured by Bloomberg/BusinessWeek as one of the best books in 2020.  Professor Terwiesch has researched with and consulted for various organizations. From small start-ups to Fortune 500 companies, he has helped companies become more innovative, often by implementing innovation tournament events and by helping to restructure their innovation portfolio. He holds a doctoral degree from INSEAD and a Diploma from the University of Mannheim.  Just like his co-author, he is a passionate cyclists and commutes to Penns campus by bike. Since both authors have a good chunk of their commute in common, large parts of this book have been discussed on bike rides.

Table of Contents

Ch. 1 Introduction to Operations Management
Ch. 2 Introduction to Processes
Ch. 3 Process Analysis
Ch. 4Process Improvement
Ch. 5 Process Analysis with Multiple Flows
Ch. 6 Learning Curves
Ch. 7 Process Interruptions
Ch. 8 Lean Operations and the Toyota Production System
Ch. 9 Quality and Statistical Process Control
Ch. 10 Introduction to Inventory Management
Ch. 11 Supply Chain Management
Ch. 12 Inventory Management with Steady Demand
Ch. 13 Inventory Management with Perishable Demand
Ch. 14 Inventory Management with Frequent Orders
Ch. 15 Forecasting
Ch. 16 Service Systems with Patient Customers
Ch. 17 Service Systems with Impatient Customers
Ch. 18 Scheduling to Prioritize Demand
Ch. 19 Project Management
Ch. 20 New Product Development