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34 Videos (6h 20m)
    • Introduction to Operations Management

      5:00
    • What's an Improvement

      6:44
    • Strategic Framework For Operational Decisions

      4:53
    • Applying the Framework to Southwest vs American Airlines

      8:02
    • Operations Strategy: What Makes for Good Operations

      12:00
    • Process View of Operations

      6:15
    • Metrics

      6:20
    • Little's Law

      6:32
    • Theoretical Flow Time And Critical Path

      5:55
    • Capacity And Bottleneck

      6:56
    • Summary

      2:53
    • Managing Processes 1/2

      22:00
    • Managing Processes 2/2

      21:50
    • Introduction to Lean Operations

      7:56
    • Lean Tool: Quality at the Source

      5:37
    • Lean Tool: Batch Size Reduction

      4:56
    • Lean Tool: Pull rather than Push

      3:30
    • Lean Tool: Cellular Layout

      5:27
    • Continuous Improvement and Summary

      7:44
    • Lean Operations 1/2

      32:30
    • Lean Operations 2/2

      32:20
    • Service Operations

      6:10
    • Why do Queues Form?

      6:55
    • Queueing Theory

      5:05
    • How do Firms Improve Waiting Time

      9:07
    • Managing Service Operations 1/3

      28:40
    • Managing Service Operations 2/3

      28:40
    • Managing Service Operations 3/3

      28:30
    • Introduction to Supply Chain Management and Wrap Up

      2:10
    • Supply Chain Management

      4:40
    • Key Challenges

      5:00
    • Hedging Against Risk

      6:40
    • Wrap Up

      5:45
    • Supply Chain Management and Wrap Up

      27:00

About This Class

A Faculty Project Course - Best Professors Teaching the World

This course provides a general introduction to operations management. This course aims to (1) familiarize you with the major operational problems and issues that confront managers, and (2) provide you with language, concepts, insights and tools to deal with these issues in order to gain competitive advantage through operations.

This course should be of particular interest to people aspiring a career in designing and managing business processes, either directly (V.P. of Ops, COO) or indirectly (e.g. management consulting). The course should also be of interest to people who manage interfaces between operations and other business functions such as finance, marketing, managerial accounting and human resources. Finally, a working knowledge of operations, which typically employs the greatest number of employees and requires the largest investment in assets, is indispensable for general managers and entrepreneurs.

We will see how different business strategies require different business processes, and vice versa, how different operational capabilities allow and support different strategies to gain competitive advantage. A process view of operations will be used to analyze different key operational dimensions such as capacity management, flow time management, supply chain management, and quality management. We will also discuss developments such as lean operations, just-in-time operations, and time-based competition.

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Gad Allon

Kellogg School of Management, Northweste