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HARVARD UNIVERSITY JOHN F. KENNEDY SCHOOL OF GOVERNMENT
OPERATIONS MANAGEMENT
MLD-601 SYLLABUS
Fall 2014
T/Th 8:40 a.m.—10:00 a.m.
Room: L-140
Recitation Options:
F 10:10 a.m. – 11:30 a.m. Room: T-275
F 11:40 a.m. – 1:00 p.m. Room: RG-20
Instructor:
Mark Fagan, T-368, 617-947-2586, [email protected]
Office Hours:
Tuesdays and Thursdays 10:15 to 11:30, 2:00 to 4:00
or by appointment
Faculty Assistant: Veronica Chapman
Email: [email protected] Version: 8/26/2014
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 Cambridge,
Children’s Hospital, Massachusetts Department of Youth Services, 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, addressing demand peaks, applying lean
concepts and delivering services through a supply chain.
Performance Measurement
How do you know you are improving operations? This section provides tools and
management techniques for assessing effectiveness and efficiency.
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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 such as rapid response to disasters, scaling up and distributed
delivery of services. 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. Two sessions are offered: 10:10-11:30 and 11:40-1:00.
You can select either session to attend. (You can switch times as you wish.) 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 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.
Capacity Analysis 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 24 at 2:00
PM and due no later than Sunday October 26 at 6:00 PM. (It should take 2-3 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
weeks before the end of term. Second is a final paper that details your work. (The client might
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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 designated “discussion catalyst” for no more than two classes
during the semester. In this role you may be called upon to start, foster, and/or synthesize class
discussion that day.
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
A- 20-25 percent
B+ 30- 40 percent
B 20-25 percent
B- or below 5-10 percent
Materials Total Quality Management in Human Service Organizations, Lawrence L. Martin.
Russell Sage, New York. (Book available on reserve at the HKS Library. Individual
chapters are on the course page.)
Course materials are available through the course page.
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 will be posted on the course
page.
Class Ground Rules
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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 September 4, 2014
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/cracow04/2Annex-
Younger.pdf
Organizations: Rational, Natural and Open Systems, W. Richard, Scott, (Boston: Prentice-Hall,
Inc. 1987), pp. 20-24.
“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?
6. Which of Scott’s organizational systems best describes the TSA? How does that characterization
impact the ability of TSA to create value?
Friday September 5, 2014 – Recitation #1: Calculating Public Value
*** Note: Special Time and Place 4:10-5:30 Bell Hall***
***Note: Bring laptops***
2. Tuesday September 9, 2014
Quality Operations Required Preparation:
Total Quality Management in Human Service Organizations, Martin, Lawrence L., (Thousand
Oaks: Sage Publications 1993), "Quality Management: The New Managerial Wave", pp. 1-9.
Total Quality Management in Human Service Organizations, Martin, Lawrence L., (Thousand
Oaks: Sage Publications 1993), "What is Total Quality Management (TQM)?", pp. 10-19.
Total Quality Management in Human Service Organizations, Martin, Lawrence L., (Thousand
Oaks: Sage Publications 1993), "TQM as a Philosophy of Management", pp. 20-25.
Total Quality Management in Human Service Organizations, Martin, Lawrence L., (Thousand
Oaks: Sage Publications 1993), "Quality as an Organizational Goal", pp. 26-35.
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Total Quality Management in Human Service Organizations, Martin, Lawrence L., (Thousand
Oaks: Sage Publications 1993), "Collecting and Using Customer Quality Data", pp. 36-52.
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?
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 11, 2014
Process Mapping: Starting Point for Quality Required Preparation:
“Process Fundamentals”, HBS, 9-696-023, 1999.
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, 2007, http://www.apsc.gov.au/publications-and-media/current-
publications/streamlining-recruitment
Process mapping software example: http://office.microsoft.com/en-us/visio/
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?
September 12, 2014 – Recitation #2: “Consulting 101”, “Teams 102”
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4. Tuesday September 16, 2014
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
Pre-class Video 4b: System Dynamics Application to Slippery Rail (optional)
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 18, 2014
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-space-
shuttle-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?
Note: The Columbia material will be the focus for the Root Cause Analysis Recitation.
Friday September 19, 2014 – Recitation #3: Root Cause Analysis
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6. Tuesday September 23, 2014
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
“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. Thursday September 25, 2014
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.
Total Quality Management in Human Service Organizations, Martin, Lawrence L., (Thousand
Oaks: Sage Publications 1993), "Continuous Quality Improvement Through Teamwork", pp. 68-
79.
Total Quality Management in Human Service Organizations, Martin, Lawrence L., (Thousand
Oaks: Sage Publications 1993), "Top Management Commitment", pp. 80-88.
“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
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), "A Plan for Implementing TQM", pp. 97-103.
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 NUMMI plant close?
5. Why did Toyota’s quality culture stumble in 2010?
6. What actions would you take to correct and then prevent quality failures?
Friday September 26, 2014 – Recitation #4: Project Team Preparation (self directed)
Sunday September 28, 2014, 10 AM – Make Up Session for Those Observing Rosh Hashanah
8. Tuesday September 30, 2014
Organizing Work Flows Required Preparation:
“Reading Rehabilitation Hospital: Implementing Patient-Focused Care”, HBS, 9-898-172, Rev.
2000.
Production and Operations Management, Starr, Martin K., (Belmont: Atomic Dog Publishing
2004), “Process Configuration Strategies”, pp. 142-167.
Pre-class Video 8: Work Flow Taxonomy
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 October 2, 2014
Queuing Required Preparation:
Queuing That Makes Logan Airport’s Customers Smile
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.
Discussion Questions:
1. What are the challenges of managing lines?
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2. Why is conventional optimization not optimal?
3. What are the core drivers of queuing application?
4. How can Logan officials reduce lines?
Friday October 3, 2014 – Recitation #5: Queuing Theory – Running the Numbers
Reengineered Process Assignment 1-on-1 Meetings October 3-10, 2014
10. Tuesday October 7, 2014
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.
“Psychology of Waiting Lines”, HBS, 9-684-064, rev. 1984.
Pre-class Video 10: Push – Pull with Cups
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 9, 2014
Inventory Managment 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 10, 2014 – Recitation #6: The Optimal Number of Generators
12. Tuesday October 14, 2014
Capacity Utilization Required Preparation:
Improving the Flow of People: Victoria Station Redesign
Service Operations Management: Strategy, Design and Delivery, Hope, Christine and Alan
Muhlemann, (Danvers: Prentice Hall 1997), “Resource Management and Planning”, pp. 261-274.
Pre-class Video 12: Victoria Station Context
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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 16, 2014
Managing Demand Peaks Required Preparation:
CSX and the Fall Peak, Fagan, Mark (Cambridge: 2005), pp. 1 -14.
“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 13: CSX Context
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 17, 2014 – Recitation #7: Victoria and CSX Review
14. Tuesday October 21, 2014
Service Delivery in a Supply Chain 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/
“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.ezp-
prod1.hul.harvard.edu/pqdweb?did=1031726191&Fmt=7&clientId=18857&RQT=309&VName=
PQD&cfc=1
Pre-class Video 9: 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?
15. Thursday October 23, 2014
Role of Information in Operations Required Preparation:
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“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.ezp-
prod1.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?
Friday October 24, 2014 – Recitation #8: “Amazon-ing” Supply Chains
Capacity Analysis Exam, October 24-26, 2014
16. Tuesday October 28, 2014
Continuous Improvement - Kaizen Required Preparation:
Introducing KAIZEN in Africa, GRIPS Development Forum, October 2009, Chapter1
http://www.grips.ac.jp/forum/pdf09/Introducing_KAIZEN_in_Africa.pdf
Kaizen within Kaizen Teams: Continuous and Process Improvements in a Spanish Municipality,
Manuel Suarez-Barraza and Tony Lingham, Lund University,
http://www.ep.liu.se/ecp/026/130/ecp0726130.pdf
It’s Time to Rethink Continuous Improvement, Ron Ashkens, HBR Blog Network May 8, 2012,
http://blogs.hbr.org/ashkenas/2012/05/its-time-to-rethink-continuous.html
Supplementary Readings:
Factory Efficiency Comes to the Hospital, Julie Weed, New York Times, July 10, 2010,
http://www.nytimes.com/2010/07/11/business/11seattle.html?pagewanted=all
Audit in Psychotherapy: The Concept of Kaizen, M.M. Feldman, Psychiatric Bulletin 1992,
http://pb.rcpsych.org/content/16/6/334.full.pdf
Discussion Questions 1. What are the key features of Kaizen?
2. What are the requirements for successful implementation?
3. How can you take the philosophy of continuous improvement and incorporate them into you daily
life?
17. Thursday October 30, 2014
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://ezp-
prod1.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.
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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 #17: Performance Measurement and Management
Note: Guest Lecture: Mayor Curtatone of Somerville on SomerStat
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.ezp-
prod1.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?
Friday October 31, 2014 – Recitation #8: Client Presentations and Reports
18. Tuesday November 4, 2014
Prospective Performance Measurement Required Preparation:
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 14: Looking Around the Bend at CSX (optional)
Discussion Questions:
1. What is the value of forward-looking measurement? 2. Is data mining social media a viable tool?
3. What are the risks of using social media?
19. Thursday November 6, 2014
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:
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“Accepting Contactless Cards for Fares is the Wave of the Future for Transit”, Jackson, Ben,
Prepaid Trends, December 4, 2008. http://www.collectionscreditrisk.com/news/accepting-
contactless-cards-fares-wave-future-2631521-1.html
“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.ezp-
prod1.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?
Friday November 7, 2014 – Recitation #9: Statistical Process Control
20. Tuesday November 11, 2014
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_Roadshow-
6th_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?
4. What other ways can technology extend the reach of service providers in developing
geographies?
21. Thursday November 13, 2014
Scaling Up: Building Organizational Capacity Required Preparation:
Case: “Emergency Response to a Long-Term Crisis? Medecins sans Frontieres and HIV/AIDS in
Ethiopia”, Regina Galang for Guy Stuart, Kennedy School of Government Case Program, CR16-
06-1851.0, 2006.
Supplementary Readings:
World AIDS Day 2004, Doctors Without Borders.
http://www.doctorswithoutborders.org/press/release.cfm?id=371
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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?
Friday November 14, 2014 – Recitation #10: Scaling Up Water Delivery
22. Tuesday November 18, 2018 (8:00 AM Start)
Client Work-in-Progess Presentations
23. Thursday November 20, 2014 (8:00 AM Start)
Client Work-in-Progess Presentations
Friday November 21, 2013 – Recitation #10: Client Presentation Feedback
24. Tuesday November 25, 2014
The “Kitchen Sink” Required Preparation:
Applying Lean Production to the Public Sector, Nina Bhatia and John Drew, McKinsey
Quarterly, June 2006,
https://www.mckinseyquarterly.com/Applying_lean_production_to_the_public_sector_1806
Can Lean Redesign Stick in Health Care?,Nigel Edwards, June 19, 2012,
http://www.kingsfund.org.uk/blog/lean_redesign.html
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=UTF-
8&oe=UTF-8
Tag: Mine Safety, China Digital Times, http://chinadigitaltimes.net/china/mine-safety/
Appropriate Fit: Service Delivery beyond Bureaucracy, Guy Stuart, The State of Access, Jorrit de
Jong and Gowher Rizvi editors, Ash Institute for Democratic Governance and Innovation and
Brookings Institution Press, 2008, pp. 117-134.
How is the electronic health record being used? Use of EHR data to assess physician-level
variability in technology use, J Am Med Inform Assoc amiajnl-2013-002627Published Online
First: 9 June 2014.
Supplementary Readings:
Lean in Healthcare: The Unfilled Promise, Zoe Radnor, Matthais Holweg, Juston Waring, Socail
Science and Medicine, 74 (2012) 364-371. http://www.sciencedirect.com.ezp-
prod1.hul.harvard.edu/science/article/pii/S0277953611000979
Productive Care Case Studies, Institute for Innovation and Improvement, NHS,
http://www.institute.nhs.uk/images//documents/Quality_and_value/productiveseries/Productive%
20Care%20case%20study%20pack%20website.pdf
Discussion Questions:
1. What is unique about “lean?”
2. Why is it a challenge in the public sector in general and in healthcare in particular?
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3. What is the impact of implement operational improvements in harsh conditions?
4. Does distributed delivery have the potential to solve the potable water crisis?
Thursday November 27, 2014
Thanksgiving Day – No Class
25. Tuesday December 2, 2014
A Test Run/Putting It All Together Required Preparation:
Bring a warm coat for field work
26. Thursday December 4, 2014
Wrap-Up
Required Preparation:
Come to class with your Top 10 Takeaways from the course
Final Project Papers Due, December 15th
at 5pm