BADM 590 Spring 2015 Schedule
University of Illinois, College of Business Administration
BADM 590: Operations Strategy
Schedule of Classes and Assignments for Spring 2015
CLAS #1:
No assigned readings or case discussions. This class is reserved for introductions, familiarization with the syllabus and course policies, and a review of concepts from the core strategy and process management classes.
CLASS #2
Case Questions:
1. Which characteristics of McDonald's production system have been most important in building its record of success and growth?
2. What are the primary new challenges McDonald's faces in the 1990s?
3. How would you adapt the system to accommodate these changes in the U.S.?
4. How can McDonalds lay the basis for future growth?
Readings:
1. Wickham Skinner, “The Focused Factory”, Harvard Business Review, Vol. 52(5), May-June 1974 (p. 113-121).
2. David A. Garvin, “Competing on the Eight Dimensions of Quality”, Harvard Business Review, Vol. 65. November-December 1987 (p. 101-109).
CLASS #3:
Case Questions:
1. Is the emergency order and increased production volume good or bad for the company?
2. As you look at the job shop organization of Fab 12, can you outline some of the simplifying assumptions or heuristics that are used to manage the complexity of operations? What do the managers optimize and what key scheduling assumptions have been made as a consequence?
3. Look at the BEOL box in Exhibit 4 for the N65 and N90 process flows, and the corresponding process times shown in Exhibit 5. What are the implications of a different number of repeats for the Via Layer/Inter-Metal Layer?
4. What are the advantages and disadvantages of the two process flows sharing a majority of the equipment?
5. Exhibit 6 shows the tool utilization based on demand loading, using the process times from Exhibit 5. If you wanted to add capacity to either N90 or N65, what do you think is the least expensive way to do it? Use the Excel spreadsheet (“LC’s Model”) that is provided to experiment
BADM 590: Operations Strategy
Schedule of Classes and Assignments for Spring 2015
CLAS #1:
No assigned readings or case discussions. This class is reserved for introductions, familiarization with the syllabus and course policies, and a review of concepts from the core strategy and process management classes.
CLASS #2
Case Questions:
1. Which characteristics of McDonald's production system have been most important in building its record of success and growth?
2. What are the primary new challenges McDonald's faces in the 1990s?
3. How would you adapt the system to accommodate these changes in the U.S.?
4. How can McDonalds lay the basis for future growth?
Readings:
1. Wickham Skinner, “The Focused Factory”, Harvard Business Review, Vol. 52(5), May-June 1974 (p. 113-121).
2. David A. Garvin, “Competing on the Eight Dimensions of Quality”, Harvard Business Review, Vol. 65. November-December 1987 (p. 101-109).
CLASS #3:
Case Questions:
1. Is the emergency order and increased production volume good or bad for the company?
2. As you look at the job shop organization of Fab 12, can you outline some of the simplifying assumptions or heuristics that are used to manage the complexity of operations? What do the managers optimize and what key scheduling assumptions have been made as a consequence?
3. Look at the BEOL box in Exhibit 4 for the N65 and N90 process flows, and the corresponding process times shown in Exhibit 5. What are the implications of a different number of repeats for the Via Layer/Inter-Metal Layer?
4. What are the advantages and disadvantages of the two process flows sharing a majority of the equipment?
5. Exhibit 6 shows the tool utilization based on demand loading, using the process times from Exhibit 5. If you wanted to add capacity to either N90 or N65, what do you think is the least expensive way to do it? Use the Excel spreadsheet (“LC’s Model”) that is provided to experiment