operations management mld-601 syllabus - Harvard Kennedy School

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This course is an introduction to Operations Management with a focus on the public ... with a look at the role of technology and operations management in the  ...
HARVARD UNIVERSITY

JOHN F. KENNEDY SCHOOL OF GOVERNMENT

OPERATIONS MANAGEMENT MLD-601 SYLLABUS Fall 2017 T/Th 1:15—2:30 Room: L-230 Recitation: Fri 10:15-11:30 1BR 401 Fri 11:45-1:00 1BR 401

Instructor: Mark Fagan, L-102, 617-947-2586, [email protected] Office Hours: Tuesdays and Thursdays 2:30 to 5:30 or by appointment Faculty Assistant: Veronica Chapman Email: [email protected] Version: 8/21/2017

Course Objectives and Overview Have you noticed…the provision of inefficient and/or poor quality public services? Have you thought…there must be a better way. Then this is the course for you!

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This course is an introduction to Operations Management with a focus on the public sector. It teaches how managers create public value by delivering services effectively and efficiently. We will examine value considering public welfare and safety, social equity, and resource utilization across a range of services from healthcare to education to transportation. Our examination of effectiveness is based on the ‘rights’ – right service, right quality, right time and place. Efficiency centers on lowest total cost – direct provider costs, direct recipient costs, indirect societal costs and optimal use of resources. The course begins with a look at value creation in the public sector. Next, quality service delivery will be explored followed by techniques for efficient delivery of services. With this foundation, performance measurement and management will be examined. The course continues with a look at the role of technology and operations management in the developing world. At the end of the course students will be able to: 1. See opportunities to improve operations. 2. Diagnose the problems and barriers to creating value. 3. Design effective and efficient solutions. 4. Apply concepts to solve client issues. The course features experiential learning through a consulting project with a local government agency or non-profit organization. Students work in teams of 4-6 classmates to tackle a real operations management issue facing a client. Past clients have included the City of Boston, Boston Public Schools, Children’s Hospital, Massachusetts Department of Youth Services, Massachusetts Department of Revenue, and Rose Kennedy Greenway Conservancy. The projects begin the second week of classes and culminate in a presentation to the class and client as well as a formal report at the end of term. The course will focus on the provision of services. As such it will be unlike traditional courses in Operations Management that focus on manufacturing products. Rather students will learn how organizations provide services and information to produce public value.

Course Outline The course will be taught using a blend of cases, theoretical and practical readings, and interactive simulations exercises. The major topics covered in this course are: • Value Creation We will begin the course by looking at how operations management creates public value. • Quality Service Delivery This section covers key concepts for delivering quality services including TQM, moments of truth, process mapping, quality via reengineering, and quality via employee engagement. • Efficient Service Delivery This section of the course shows you tools and techniques for greater efficiency in the delivery of services: organizing workflows, managing capacity/throughput/utilization/bottlenecks, optimizing queues, addressing demand peaks, applying lean concepts and delivering services through a supply chain.

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Performance Measurement How do you know you are improving operations? This section provides tools and management techniques for assessing effectiveness and efficiency. Role of Technology This section addresses the fundamental question all managers should ask when introducing a new technology into their organization: What value does the technology add? We examine this question through a number of cases, looking at the operational and strategic benefits of IT. Operations Management in the Developing World Operations managers in developing counties often face issues that push the basic concepts to the edge. As we wrap up the class we will explore how managers can navigate these challenges.

Audience The course will serve both general managers and consultants who want an understanding of how to maintain, improve or change their organization’s operations, as well as managers with specific responsibility for day-to-day operations. There is no formal course prerequisite but previous exposure to management courses is recommended.

Friday Recitation Recitation class is held on most Fridays at 10:15-11:30. The sessions are an opportunity for students to apply the classroom concepts and tools to real world problems. A few sessions are for special topics such as an overview of consulting prior to beginning the client projects. Recitation attendance is not mandatory but highly recommended.

Student Assessment 1-on-1 Reengineered Process -- 25% Identify, analyze, and solve an operations management issue/problem you find interesting. Your work will be communicated during a 15 minute 1-on-1 meeting with the instructor. You are welcome to use visuals to help convey your story. Feedback and your grade will follow immediately after the discussion. Analytical Exam -- 20% You will analyze a short case study to determine the capacity, throughput and resulting quality of a service delivery process. You will then provide recommendations on how to improve the efficiency and effectiveness of the delivery process. This is an open book, take home exam. The exam may NOT be discussed with anyone. It will be handed out on a Friday October 20 at 2:00 PM and due no later than Monday October 23 at 6:00 PM. (It should take 4-7 hours to complete.) Client Project – 40% You will work in a team of 4 to 6 people on one of the client projects. The projects will involve real problems that government agencies and non-profit organizations need solved. Your task is to significantly progress the client’s issue. The final output consists of two deliverables. First is a work-in-progress presentation to the class and client which highlights the issue, your analysis and your preliminarily ideas for resolving the challenge. The presentations are during class, two 3

weeks before the end of term. Second is a final paper that details your work. (The client might also request a briefing memo or internal presentation that you will work out with them directly.) You will have bi-weekly status meetings with our CA or me to review progress. Your grade may be adjusted up or down a ½ grade based on a 360-degree assessment of you by your team and the client’s assessment of your team’s performance. Class Participation -- 15% Class participation is essential to the course since much of what you learn will come through conversations with your colleagues. Your participation grade is based on in class comments/discussion. You will be “discussion catalyst” for one class during the semester. In this role you will receive a pre-class assignment and may be called upon to start, foster, and/or synthesize class discussion that day. You will sign up for the class you would like to be catalyst for on a first come basis.

Expectations of Professionalism Note on Ethics: You are expected to abide by the University policies on academic honesty and integrity. Violations of these policies will not be tolerated and are subject to severe sanctions up to and including expulsion from the University. Note on Attendance: Punctual attendance is also part of your overall grade. If you miss more than 3 classes, your final grade will be reduced by half a letter grade; a full grade if you are absent 5 or more times. You must provide a written response to the Discussion Questions for any missed classes. If you are late more than 3 times, your final grade will be reduced by half a letter grade.

Grading I will assign grades according to the following HKS-recommended distribution: A: 10-15 percent A20-25 percent B+ 30- 40 percent B 20-25 percent B- or below 5-10 percent

Materials    

Course materials are available through the course page on Canvas. Pre-class videos: I will record some lectures for viewing prior to class. This will enable us to maximize time devoted to problem solving. These are posted on the course page. Slides used during class are provided in hard copy at the beginning of each class. The frameworks/concepts used are provided (hard copy and electronically in Canvas) in a toolkit format after each class.

Class Ground Rules 4

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Start on time; end on time If you can not be there…email me Prepare and participate I cold call Expect polite pushback; you may do the same No multitasking ergo No Electronics Do not understand? Ask. Frustrated? Tell me. I can not spel – no laughing

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CLASS SCHEDULE (PRELIMINARY, SUBJECT TO CHANGE) 1. Thursday August 31, 2017 Value Creation Through Operations Required Preparation: • TSA: Creating Public Value...at a Cost, Fagan, Mark, (Cambridge: 2011), pp. 1-18. • Creating Public Value: Strategic Management in Government – Moore, Mark, (Cambridge: Harvard University Press 1995), Chapter 2 “Defining Public Value”, pp. 27-56. • Pre-class Video 1a: Creating Public Value • Pre-class Video 1b: Who/What Framework • Pre-class Video 1c: TSA Case Context Supplementary Readings: • “The Accenture Public Sector Value Model”, http://www.issa.int/pdf/cracow04/2AnnexYounger.pdf • “Value of Improved Public Services: An Application of the Choice Experiment Method to Estimate the Value of Improved Wastewater Treatment Infrastructure in India, Birol and Das”, 2010, http://www.mse.ac.in/pub/working%20paper%2051.pdf Discussion Questions: 1. What value does TSA’s airport screening operations create? What are the associated costs? Is this an attractive value proposition for the air traveler? The public? 2. How does the organization define and deliver quality service? 3. How efficiently does TSA screen passengers? 4. How does the agency utilize technology and human insight? 5. How does TSA measure its success?

Friday September 1, 2017 – Recitation #1: Calculating Public Value *** Note: Special Time 4:15-5:30 *** ***Note: Bring laptops*** 2. Tuesday September 5, 2017 Quality Operations Required Preparation: • Total Quality Management in Human Service Organizations, Martin, Lawrence L., (Thousand Oaks: Sage Publications 1993), pp. 1-52. • Service Operations Management: Strategy, Design, and Delivery, Hope, Christine and Alan Muhlemann, (Danvers: Prentice Hall 1997), "Marketing Interface", pp. 99 - 110, 114 - 117. • Pre-class Video 2a: Total Quality Management -TQM • Pre-class Video 2b: The Ultimate Question • Pre-class Video 2c: Martin Redux (optional) • **Bring to class three examples of “quality” organizations. What are the attributes that make them high quality?

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Supplementary Readings: • Zen and the Art of Motorcycle Maintenance, Pirsig, Robert, (New York: William Morrow and Company 1974), “Chapter 17”, pp. 202-209. • “Summary: The Ultimate Question: Driving Good Profits and True Growth by Fred Reichheld,” Fagan, Mark. Discussion Questions: 1. What is quality? 2. What characteristics describe quality service delivery? 3. Is quality free? 4. What are the requirements to create a quality culture? 5. How is quality measured when delivering public services? How does quality create value?

3. Thursday September 7, 2017 Process Mapping: Starting Point for Operations Required Preparation: • “Process Fundamentals”, HBS, 9-696-023, 2009 • Background Note, Business Process Mapping, Landel and Snyder, 2010. • Total Quality Management in Human Service Organizations, Martin, Lawrence L., (Thousand Oaks: Sage Publications 1993), pp. 59-60, Figure 6.3 and Table 6.2. . Supplementary Readings: • “Better Faster: Streamlining Recruitment in the APS”, Australian Public Service Commission, Australian Government, http://www.apsc.gov.au/publications-and-media/archive/publicationsarchive/streamlining-recruitment • Process mapping software examples: https://www.smartdraw.com/business-processmapping/process-mapping-software.htm?id=49244&gclid=CjwKEAjwiMe8BRD0ts3VtvohWgSJAAZurk1losr9mUuV-8ZeDAqJHd15koTUQOcyyxJ_ZW0ApYcOhoCmrLw_wcB https://ardoq.com/business-process-mapping-software/?gclid=CjwKEAjwiMe8BRD0ts3VtvohWgSJAAZurk1uDYAeMR97Txa33J_ACtV0pdqPvjPd2yaInt95rBM2hoC11Lw_wcB Discussion Questions: 1. What is the value of mapping processes? 2. What is the difficulty of mapping processes? 3. Beyond the process steps what additional information can be incorporated into the map? 4. What does the TSA passenger screening process map look like? From the passengers perspective? From TSA’s perspective?

Friday September 8, 2017 – Recitation #2: “Consulting 101”, “Teams 102” Monday September 11, 2017 Movie Night: The Big Short 4. Tuesday September 12, 2017 Mapping with Interrelationships and Feedback– System Dynamics Required Preparation: • Business Dynamics: Systems Thinking and Modeling for a Complex World, Sterman, John, (New York: Irwin McGraw-Hill, 2000), pp. 3-39. • Pre-class Video 4a: System Dynamics Basics

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Pre-class Video 4b: System Dynamics Application to Slippery Rail (optional) Pre-class Video 4c: US Housing Crisis

Supplementary Readings: • System Dynamics Methods: A Quick Introduction, Craig Kirkwood, Arizona State University, 1998. http://www.public.asu.edu/~kirkwood/sysdyn/SDIntro/SDIntro.htm Discussion Questions: 1. What is the power of causal loop mapping? 2. What is an example of a virtuous cycle? Vicious cycle? 3. How could system dynamics modeling be used to understand the 2007/8 Great Recession?

5. Thursday September 14, 2017 Moments of Truth and Root Cause of Failure Required Preparation: • United Breaks Guitars, Deighton and Kornfeld, Harvard Business School, 2010. • NASA’s Moments of Truth, Fagan, 2011 • At America’s Service: How Corporations Can Revolutionize the Way They Treat Their Customers, Albrecht, Karl, (New York: Down Jones-Irwin 1988), “Service Management,” pp. 20-42 • Total Quality Management in Human Service Organizations, Martin, Lawrence L., (Thousand Oaks: Sage Publications 1993), pp. 74-76. • “Root Cause Analysis Using Five Whys”, NHS Institute for Innovation and Advancement, http://www.institute.nhs.uk/quality_and_service_improvement_tools/quality_and_service_improv ement_tools/identifying_problems_-_root_cause_analysis_using5_whys.html • Pre-class Video 5: Root Cause Analysis Techniques (optional) Supplementary Readings: • Columbia Accident Investigation Board Report Excerpts at http://www.space.com/19475-spaceshuttle-columbia-disaster-investigation-report.html • Columbia Accident Investigation Board Final Report at: http://govinfo.library.unt.edu/caib/news/report/pdf/vol1/full/caib_report_volume1.pdf Discussion Questions: 1. What were the United and NASA’s moments of truth? 2. How well did the organization perform? (Consider the Zone of Tolerance) 3. What were the proximate and root causes of the broken guitar and the Columbia disaster? (Use the 4Ps framework) 4. What are the 5 whys and answers that explain the why the Challenger disaster did not prevent the Columbia accident? 5. Why is culture so hard to change? How can it be done?

Friday September 15, 2017 – Recitation #3: Root Cause Analysis and Pot Holes

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6. Tuesday September 19, 2017 Quality via Process Reengineering Required Preparation: • Preventing Another Madoff: Reengineering the SEC’s Investigation Process, Fagan, 2010 • Testimony of Harry Markopolos before the U.S. House of representatives, Committee on Financial Services, February 4, 2009. http://www.scribd.com/doc/11622010/Markopolos-Testimony and/or watch Markopolis hearing at https://www.youtube.com/watch?v=uw_Tgu0txS0 • • •

“Leading Change: Why Transformations Efforts Fail”, Kotter, John, Best of HBR, reprint Ro701J. “Business Process Reengineering in the Public Sector: The Case of the Housing Development Board in Singapore”, Thong, James Y. L. and Chee-Sing Yap et al, Journal of Management Information Systems, 17(1), (Armonk: M. E. Sharpe, Inc, 2000), pp. 245-270. Pre-class Video 6: Reengineering in the Public Sector

Supplementary Readings: • Text of Bernard Madoff’s court statement, March 12, 2009 http://www.npr.org/templates/story/story.php?storyId=101816470 • “Investigation of Failure of the SEC to uncover Bernard Madoff’s Ponzi Scheme”, Office of Investigations, SEC, August 31, 2009. Executive Summary. http://www.sec.gov/news/studies/2009/oig-509.pdf Discussion Questions: 1. What was the SEC’s process for investigating allegations of misconduct? 2. What gaps in the process enabled Madoff to escape discovery? 3. What was the role of “culture” and human psychology in the process failure? 4. How would you re-engineer the SEC process to prevent another Madoff? 5. Do you agree with Thong et al that public sector reengineering is more challenging than in the private sector? Why? 6. Why was the Singapore Housing reengineering effort so successful? 7. How do you make change stick?

7. Thursday September 21, 2017 Quality via Employee Engagement Required Preparation: • "The 'Learning Bureaucracy': New United Motor Manufacturing, Inc.", Adler, Paul S., Research in Organizational Behavior, 15, (Greenwich: JAI Press, Inc., © 1993), pp. 111-160. • “Toyota’s Recall Crisis: What Have We Learned?” Liker, Jeffrey, February 11, 2011, http://blogs.hbr.org/cs/2011/02/toyotas_recall_crisis_full_of.html • “Learning from Toyota’s Stumble”, Spear, Steven, January 28, 2010, http://blogs.hbr.org/cs/2010/01/learning_from_toyotas_stumble.html • Introducing KAIZEN in Africa, GRIPS Development Forum, October 2009, Chapter1 http://www.grips.ac.jp/forum/pdf09/Introducing_KAIZEN_in_Africa.pdf Supplementary Readings: • Competitive Advantage Through People, Unleashing the Power of the Workforce, Pfeffer, Jeffrey, (Watertown: Harvard Business School Press 1994), “What Effective Firms do with People”, pp. 27-65.

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Total Quality Management in Human Service Organizations, Martin, Lawrence L., (Thousand Oaks: Sage Publications 1993), pp. 68-103.

Discussion Questions: 1. What are the core tenets of Toyota’s quality management? How are they operationalized? 2. Why was NUMMI successful in implementing the Toyota system at a former GM plant? What barriers were overcome? Which were not? 3. What was the role of employee engagement? How was it built? 4. Why did Toyota’s quality culture stumble in 2010? 5. What actions would you take to correct and then prevent quality failures? 6. What is the role of continuous improvement (kaizen) in process improvement?

Friday September 22, 2017 – Recitation #4: Change Management Tutorial 8. Tuesday September 26, 2017 Organizing Work Flows Required Preparation: • “Reading Rehabilitation Hospital: Implementing Patient-Focused Care”, HBS, 9-898-172, Rev. 2000. • Pre-class Video 8: Work Flow Taxonomy Supplementary Readings: • Production and Operations Management, Starr, Martin K., (Belmont: Atomic Dog Publishing 2004), “Process Configuration Strategies”, pp. 142-167. Discussion Questions: 1. What are the alternative ways to organize workflows? 2. When are each appropriate, especially in the public service context? 3. What do the performance measures at Reading indicate about efficiency and quality of current patient services? 4. What are the disadvantages of the service line approach? 5. How would you change the Reading model to meet the CEO’s objective of “finding the balance between mission and real world business practice…”? 6. How effectively did the CEO adopt the Deming Cycle?

9. Thursday September 28, 2017 Queuing Required Preparation: • Out Foxing the Flu, Fagan and Perez, HKS Case # 2046 • “Psychology of Waiting Lines”, Maister, HBS, 9-684-064, rev. 1984. • “What really drives you crazy about waiting in lines,” Ana Swanson, Washington Post, November 27, 2015. • A Primer for Policy Analysis, Edith Stokey and Richard Zeckhauser, Norton. 1978, Chapter 5, Queues. pp. 74-88. • Pre-class Video 9: An Introduction to Queuing Theory Supplementary Readings: • Humans are not Machines: Impact of Queuing Design on Service Time, Shunko, Neideroff, and Rosokha, Operations Management eJournal, 2014.

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“What You Hate Most About Waiting in Line”, Seth Stevenson, Slate.com, 06/2012

Discussion Questions: 1. What are the challenges of managing lines? 2. Why is conventional optimization not optimal? 3. What are the core drivers of queuing application? 4. How can Logan officials reduce lines? (Bring a spreadsheet answering the case questions.)

Friday September 29, 2017 – Recitation #5: Queuing Theory Practice Queuing Theory to the Rescue: Managing Security Screening Lines at Logan Airport, Perez and Fagan, HKS Case No. 2049, 2015.

Reengineered Process Assignment 1-on-1 Meetings October 2-7, 2017 10. Tuesday October 3, 2017 Waiting Times and Work Processing Strategies Required Preparation: • The Goal: A Process of Ongoing Improvement, Goldratt, Eliyahu and Jeff Cox, (New Haven: North River Press, Inc. 1992), pp. 94-119. Discussion Questions: 1. What determines the speed of a process? 2. How does workflow impact inventory and output? 3. What aspects of Herbie’s “production” were problematic and how were they solved? 4. What are the implications of waiting in lines on work processing design? 5. What defines the capacity of a process? How is it calculated? How much is just right?

11. Thursday October 5, 2017 Inventory Management Required Preparation: • Fagan, “Determination of Safety Stock: A Practical Approach For Service Industries” • Pre-class Video 11: Inventory Basics Supplementary Readings: • Production and Operations Management, Martin Starr, 2004, P. 506-538 Discussion Questions: 1. What value does inventory create? 2. What costs are incurred? 3. What is the optimal inventory level of turnover items?

Friday October 6, 2017 – Recitation #6: Inventory Practice Inventory Management – Overview, Formulas and Problem Set

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12. Tuesday October 10, 2017 Capacity Utilization Required Preparation: • Improving the Flow of People: Victoria Station Redesign, Fagan and Stuart, 2011. • Pre-class Video 12: Victoria Station Context Supplementary Readings: • Service Operations Management: Strategy, Design and Delivery, Hope, Christine and Alan Muhlemann, (Danvers: Prentice Hall 1997), “Resource Management and Planning”, pp. 261-274. Discussion Questions: 1. What is the process for inbound passengers at Victoria? 2. What are the capacities and utilizations of each process stage? 3. Where is the bottleneck? 4. Is there sufficient space on the platform to accommodate demand? 5. What strategies can improve the flow of passengers through Victoria station?

13. Thursday October 12, 2017 Managing Demand Peaks Required Preparation: • CSX and the Fall Peak, Fagan, Mark (Cambridge: 2005), pp. 1 -14. (Note: Watch video 1st) • “Peak Management”, International Journal of Production Research, 39(14), Ronen, B. and A. Coman, et al, (London: Taylor and Francis Group, 2001), pp. 3183-3193. • Pre-class Video 13a: CSX and The Fall Peak • Pre-class Video 13b: Structuring Your Analysis Discussion Questions: 1. What are the opportunities and challenges of peak demand? 2. What are effective response strategies? 3. What type of peak does CSX face based on the Ronen et al framework? 4. Are locomotives a binding constraint at CSX? 5. Why is the CSX CEO so focused on Amgrain?

Friday October 13, 2017 – Recitation #7: Victoria and CSX Review 14. Tuesday October 17, 2017 A Test Run/Putting It All Together Required Preparation: Bring a warm coat for fieldwork

15. Thursday October 19, 2017 Service Delivery in a Supply Chain – Beer Game Required Preparation: • Supply Chain, Wikipedia: http://en.wikipedia.org/wiki/Supply_chain • “How the Three-Tiered Beer Distribution System Works”, Fermentarium, http://www.fermentarium.com/industry/how-the-three-tiered-beer-distribution-system-works/

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“Humanitarian Aid Logistics: Supply Chain Management in High Gear”, L.N. Van Wassenhove, The Journal of the Operational Research Society, Vol. 57, No. 5, May 2006, pp. 475-489. http://proquest.umi.com.ezpprod1.hul.harvard.edu/pqdweb?did=1031726191&Fmt=7&clientId=18857&RQT=309&VName= PQD&cfc=1 Pre-class Video 15: Beer Game Basics

Discussion Questions: 1. What are supply chains? 2. What are the complexities of managing supply chains? 3. Why is coordination of supply chains so critical? 4. In what ways are public sector supply chains more difficult to manage than those in the private sector? 5. What is your favorite beer? What is your response when your local store is out of stock?

Friday October 20, 2017 – Recitation #8: Capacity Analysis Review Capacity Analysis Exam, October 20-23, 2017 16. Tuesday October 24, 2017 Role of Information in Operations Required Preparation: • “Emergency Logistics Issues Affecting the Reponses to Katrina”, Jose Holguin-Veras et al, Transportation Research Record, No. 2002, 2007, pp. 76-82 http://www.metapress.com.ezpprod1.hul.harvard.edu/content/xg2g8588147k8437/ Discussion Questions: 1. How did you feel during the beer game? 2. Did you seek to maximize your own outcome or that of the supply chain? 3. What information was lacking? 4. What would the outcome have been if there had been complete information visibility? 5. How does Systems Thinking facilitate supply chain management? 6. What insights do you draw from the responses to Hurricane Katrina?

17. Thursday October 26, 2017 Resource Allocation Required Preparation: • Assigning Boston Public Schools’ Students: Can Everyone Be Happy,? Jonathan Hui, 2016. Supplementary Readings: • Boston Public Schools – Learn About Your School Choices, http://www.bostonpublicschools.org/domain/29 • Simulating Alterative School Choice Options in Boston – Main Report, Pathak and Shi, MIT, 2013, http://economics.mit.edu/files/9245 Discussion Questions 1. What are the core tradeoffs that must be made? 2. How do you weight the factors?

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3. What assignment policy would you design?

Friday October 27, 2017 – Recitation #9: Client Presentation and Reports 18. Tuesday October 31, 2017 Performance Measurement Basics Required Preparation: • “Performance Measurement and Business Excellence: The Reinforcing Link for the Public Sector”, Kanji, Gopal and Patricia Moura E Sa, Total Quality Management, Vol. 18, Nos. 1-2, pp. 49-56. http://ezpprod1.hul.harvard.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=heh&A N=24152887&site=ehost-live&scope=site • “‘Good Enough’ Performance Measurement: a Trade-off between Activity and Action”, R. Johnson, S. Brignall, and L. Fitzgerald, Journal of the Operational Research Society, 2002, pp. 256-262. http://ezp1.harvard.edu/login?url=http://proquest.umi.com.ezp• •

prod1.hul.harvard.edu/pqdweb?did=110489446&Fmt=6&clientId=18857&RQT=309&V Name=PQD “The 7 Deadly Sins of Performance Measurement and How to Avoid Them”, Hammer, Michael, MIT Sloan Management Review, 2007, Vol. 48 NO 3, pp. 19-28. http://www.sail.co.in/Growth_May08.pdf Pre-class Video #18: Performance Measurement and Management

Supplementary Readings: • “Improving Cancer Care Through Public Reporting of Meaningful Quality Measures”, Tracy Spinks et al, Health Affairs 30, NO.4 (2011), pp. 664-672.

http://ezp1.harvard.edu/login?url=http://proquest.umi.com.ezpprod1.hul.harvard.edu/pqdweb?did=2333069421&sid=1&Fmt=4&clientId=18857&RQT =309&VName=PQD Discussion Questions: 1. What measures effectively assess: delighting the customer, managing by fact, managing people, and continuously improving? 2. What are the hallmarks of innovative performance measurement systems? 3. How much measurement is enough measurement?

19. Thursday November 2, 2017 Prospective Performance Measurement Required Preparation: • “The Charlson Comorbidity Index Can Be Used Prospectively to Identify Patients Who Will Incur High Future Costs,” Charlson et al, PLOS One, 2014. • Tracking the Flu with Technology and Twitter, Heather Kelly, CNN http://www.cnn.com/2013/01/30/tech/social-media/flu-tracking-twitter/ • The Parable of Google Flu: Traps in Big Data Analysis, Lazer et al, Science, March 14, 2014, http://www.uvm.edu/~cdanfort/csc-reading-group/lazer-flu-science-2014.pdf • Pre-class Video 19: Forward Looking Performance Measurement

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Discussion Questions: 1. What is the value of forward-looking measurement? 2. In what ways is the Charlson Index forward looking? 3. What are the limitations for the index?

4. Is data mining social media a viable tool? 5. What are the risks of using social media? Friday November 3, 2017 – Recitation #10: Statistical Process Control 20. Tuesday November 7, 2017 Technology for Quality and Efficiency Required Preparation: • Introducing Technology at Transport for London: Oyster’s Multiple Pearls (A) and (B), Fagan and Stuart, 2009. • Process Innovation, Davenport, Thomas H., (Watertown: Harvard Business School Publishing 1993), “Information Technology as an Enabler of Process Innovation”, pp. 37-70.

Supplementary Readings: • “Core Capabilities for Practitioners in Achieving E-Business Innovation”, Lin and Hsia, Computers in Human Behavior, 27 (2011) pp. 1884-1891. http://www.sciencedirect.com.ezpprod1.hul.harvard.edu/science/article/pii/S0747563211000781 Discussion Questions: 1. How does information technology facilitate process reengineering? 2. How does IT act as an enabler and as an implementer of new process design? 3. What were the motivators for the Oyster card development? 4. What were the critical success factors for the Oyster card deployment? 5. What benefits did Oyster yield? 6. What might be the next generation of fare collection technology at TFL?

21. Thursday November 9, 2017 Technology to Expand Reach Required Preparation: • “The Economics of M-PESA”, Jack, William and Tavneet Suri, August 2010. http://mmublog.org/wp-content/uploads/2011/02/M-PESA_d_15.pdf • “Designing Mobile Transfer Services: Lessons from M-PESA”, Mas, Ignacio and Olga Morawczynski, MIT Innovation Journal, Spring, 2009. http://www.bankablefrontier.com/assets/pdfs/INNOVATIONS-Mpesa%20Service%20Design.pdf Supplementary Readings: • 6th Annual Africa Investment Conference, Safaricom, Ltd. http://www.safaricom.co.ke/fileadmin/Investor_Relations/Documents/Investor_Roadshow6th_Annual_Africa_Investment_conference_London.pdf Discussion Questions: 1. What accounts for M-PESA’s rapid growth? 2. In what ways is technology an enabler? 3. What are logical extensions of cellphone-based technology?

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4. What other ways can technology extend the reach of service providers in developing geographies?

Friday November 10, 2017 – Recitation #11: Scaling Up Water Delivery 22. Tuesday November 14, 2017 Applying the Toolkit – The Lean Farm Required Preparation: • Note on the Lean Farm by Ben Hartman Supplementary Readings: • None Discussion Questions:

1. What enabled the farm to be “leaned?” 2. What tools were most powerful? 3. How could you apply the farm’s use to lean to a public school system? 23. Thursday November 16, 2017 Behavioral Science Insights for Operations Required Preparation: • Pre-class video 23: Behavioral Science and Operations Management Supplementary Readings: • None Discussion Questions: 1. How could TSA use behavioral science to improve service delivery? 2. What behavioral science insights could enhance you client project?

Friday November 17, 2017 – Recitation #12: Client Work-in-Progess Presentations and Feedback (Note: Extended session; mandatory attendence - your team and 2 others)

24. Tuesday November 21, 2017 Scaling Up: Building Organizational Capacity Required Preparation: • Investing in Early Childhood: Peru’s Cuna Mas Program Faces Barriers to Expansion, Datla and Boatwright Wilson, HKS case, 2016. Supplementary Readings: • Scaling Impact, The Evaluation Exchange, HGSE, 2010. http://www.hfrp.org/evaluation/theevaluation-exchange/issue-archive/current-issue-scaling-impact/six-steps-to-successfully-scaleimpact-in-the-nonprofit-sector

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Discussion Questions: 1. What are MSF’s goals for addressing HIV/AIDS in Ethiopia? 2. What are the requirements to meets these goals? 3. How well positioned is MSF to carryout their plans? 4. What organizational challenges does MSF face in implementing their plans; how are they overcome?

Thursday November 23, 2017 Thanksgiving Day – No Class 25. Tuesday November 28, 2017 Operations Management in the “Real World” Required Preparation: • Regulating Death at Coalmine: Changing Mode of Governance in China, Wang Shaoguang, May 2004, http://www.google.com/search?client=safari&rls=en&q=coal+mine+safety+in+China&ie=UTF8&oe=UTF-8 • Shaft of Light, Economist, http://www.economist.com/news/china/21657824-coal-fuels-chinasboom-becoming-less-deadly-extract-shaft-light • Coal Mine Accident Kills 19 Workers in Northern China, Aljazeera, 24 March 2016. http://www.aljazeera.com/news/2016/03/china-mining-accident-160324043801026.html • Sustainable and Responsible Coal Mining: Ideas from Developed Countries, Fagan, 2005. • Pre-Class Video 25: Coal Mine Safety Discussion Questions:

1. If you were responsible for reducing coal-mining deaths in China, what would you do? 26. Thursday November 30, 2017 Wrap-Up Required Preparation: • Come to class with your Top 10 Takeaways from the course

Final Project Papers Due, December 7th at 5pm

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