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MBA Operations & Process Management

MGT-710-051

Course Term: Spring 2019

Course Location: Miller Hall 112

Class hours: Monday 6:20pm – 9:35pm

Instructor: Ron Schulingkamp Sc.D., M.Q.M., M.B.A.

Office Location:

Phone: (504) 390-3888

Email: RonSchulingkamp@gmail.com

Office hours: 4:20-6:20 on Mondays or by appointment

Terms of Use

A student's continued enrollment in this course signifies acknowledgment of an agreement with

the statements, disclaimers, policies, and procedures outlined within this syllabus and elsewhere

in the Blackboard environment. This Syllabus is a dynamic document. Elements of the course

structure (e.g., dates and topics covered, but not policies) may be changed at the discretion of

the professor.

College of Business Mission Statement

In the Ignatian tradition, the mission of the College of Business is to provide a superior value-

laden education that motivates and enables students to become effective and socially responsible

business leaders. We strive to contribute quality research, serve local and intellectual

communities, and graduate students who possess critical thinking skills and courage to act justly

in a global business environment.

Course Description

The aim of this course is designed to ensure College of Business (CoB) MBA graduates are

introduced to the philosophy, theory, practice, and knowledge necessary to create a high-

performing, innovative, sustainable, resilient, highly-reliable, world-class organization. This aim

is a moral imperative.

The students will learn how to diagnose, design and transform an organization with a

focus on the Operations & Process Management using the Baldrige Performance Excellence

Framework.

The course introduces how Operations and Process Management is a function of

leadership, strategy and organizational systems design and operation. Specific areas of study

include productivity, product and service design, strategic capacity planning for products and

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services, decision making, work design and measurement, management of quality and lean

operations, MRP and ERP, inventory and supply chain management, and project management.

Students will develop skills in analyzing how organizational systems design impact the

operational performance, create value and manage flow of information, products and services

across a network of customers, enterprises and supply chain.

Course Prerequisites: None required

Required Course Materials (Text, calculator, etc.)

Required Text: Stevenson, W. (2015). Operations Management, 12th ed.. Irwin/McGraw-Hill

ISBN 978-0-07-802410-8 MHID 0-07-802410-2 Download

http://www.academia.edu/31441282/Operations_Management_12th_Edition_2015_William_J_S

tevenson.pdf Cost: free download (select PDF version)

2019-2020 Baldrige Excellence Framework (PDF - includes the Criteria for Performance

Excellence) Download: https://www-s.nist.gov/bpep_order/product.aspx?type=4

Cost $12

Recommended Reading (Optional)

Senge, Peter (2006). The Fifth Discipline: The Art & Practice of The Learning Organization

(Revised ed.). Doubleday, ISBN-10: 9780385517256, ISBN-13: 978-0385517256

Amazon - https://www.amazon.com/Fifth-Discipline-Practice-Learning-

Organization/dp/0385517254/ref=mt_paperback?_encoding=UTF8&me=

Meadows, Donella (2008). Thinking in Systems: A Primer. Chelsea Green Publishing Company:

White River Junction , VT. ISBN: 978-1-6035-8148-6 https://www.amazon.com/Thinking-

Systems-Donella-H-Meadows/dp/1603580557

Readings from the Baldrige Criteria for Performance Excellence Framework, and business

articles will be required. Students may be assigned topics for research and may be asked to

bring current articles on those topics to share with the class from the publications listed

here and from other sources as appropriate.

Expected Student Course Learning Objectives

1. Understand the Baldrige Performance Excellence Framework and the role of visionary

leadership and strategy in the design of a high-performing, innovative, sustainable, and

resilient organization. (3.1Demonstrate Holistic Stakeholder Perspective & 5: Apply

techniques and theories from various functional areas business situations)

2. Create a leadership system and other KEY interrelated systems focusing on Operations

& Process Management design to create a high-performing, innovative, sustainable,

and resilient organization. (1.3: Communicate Effectively to Stakeholders & 3.4:

Identify a Viable Market a Firm Can Deliver Value)

3. Identify, recognize leadership, Operations & Process Management design theory and

application to create a high-performing, innovative, sustainable, and resilient

organization. (4.1: Successfully Diagnose Organizational Problems in Order to

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Provide Systematic Solutions & 4.2: Be Able to Improve Operations and Supply Chain

Efficiency)

4. Design an organizational level senior leadership ethical decision-making system. (1.1:

Demonstrate Ethical Awareness)

5. Improve ability to “lead change” through the design of a change management and

performance improvement system. (1.2: Understand How to Manage and Grow a

Business & 5: Apply techniques and theories from various functional areas business

situations)

6. Understand the role of International Standards including ISO 9001 Quality

Management System, ISO 14001 Environmental Management System, and the

Occupational Safety and Health Act (OSHA) in improving profitability and creating

value for the stakeholders, including the community. (3.1: Demonstrate Holistic

Stakeholder Perspective & 5: Apply techniques and theories from various functional

areas business situations)

By the end of the course, the student should be able to:

7. Design and analyze a variety of organizational systems, processes, situations and make

decisions about courses of action appropriate for the organizations to improve

organizational performance. (3.1: Demonstrate Holistic Stakeholder Perspective & 5:

Apply techniques and theories from various functional areas business situations)

8. Understand the competing goals and objectives of the functional areas of the

organization and how sub-optimizations destroys the value creation process as silo

drive decisions are made. (3.4: Identify a Viable Market a Firm Can Deliver Value &

5: Apply techniques and theories from various functional areas business situations))

9. Construct valid and measurable MISSION and VISSION statement and understand

the role of VALUES in the performance on an organization. (1.1: Demonstrate Ethical

Awareness & 1.3: Communicate Effectively to Stakeholders)

10. Work with others to set up, plan, and complete a successful project. (4.1: Successfully

Diagnose Organizational Problems in Order to Provide Systematic Solutions)

11. Integrate the skills acquired in prior coursework in analyzing the internal and external

environments of organizations. (5: Apply techniques and theories from various

functional areas business situations.)

12. Analyze the strengths, weaknesses, opportunities, threats, organizational complexities

and enterprise risk. (5: Apply techniques and theories from various functional areas

business situations.)

13. Formulate strategies that will create a globally recognized to create a high-performing,

innovative, sustainable, and resilient organization. (1.2: Understand How to Manage

and Grow a Business)

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Criteria for Assigning Course Grade and Grading Scale

The course grade will be awarded according to the scale below.

93% - 100% A 90% - 92.99% A-

87% - 89.99% B+ 83% - 86.99% B

80% - 82.99% B- 77% - 79.99% C+

73% - 76.99% C 70% - 72.99% C-

67% - 69.99% D+ 63% - 66.99% D

60% - 62.99% D- Below 59.99% F

Course grade will be based on scoring a total of 100 points with the following composition:

Assignments & Grading

Exams (Mid-Term and Final 15% each) 30%

Discussion Board Participation, Quizzes, Homework 20%

Course final project (deliverable) 50%

Final Project s

These Final Project is aligned to the Loyola Strategic Plan and designed for fostering

critical thinking and creativity incorporating best-practices to enhanced learning. The

deliverables are designed to develop practical applications that can immediately be applied to

each student’s chosen profession or business:

To design or create a system, use the design model found at Organization Design

Studio™ Ltd https://organizationdesignstudio.com/design/

Examples of “systems” can be found on the Baldrige Program web-site in Baldrige applications

See Baldrige Award Recipients Listing https://www.nist.gov/baldrige/award-recipients

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For specific examples see

2010 K&N Management at

https://www.nist.gov/sites/default/files/documents/2017/10/11/2010_K%26N_Management_Aw

ard_Application_Summary.pdf

2015 Casey Casey Comprehensive Care Center for Veterans Case Study

https://www.nist.gov/baldrige/2015-casey-comprehensive-care-center-veterans-case-study

(based on the 2015-2016 Baldrige Excellence Framework and Criteria) at

https://www.nist.gov/document/2015caseycase-studypdf

Written Assignment: Final Project Deliverable for the class:

Each student will complete a Baldrige Performance Excellence Framework

Organizational Profile (5 page limit) and Design Report summary with image and description of

7 key systems (1–2) pages and appendix with each of the 7 systems design template for each of

the 7 systems (8 – 12 pages). You will be provided templates for the sections of the Final Project.

Report Structure Pages (range)

Cover Page 1

Organizational Profile 5 singe spaced pages using the template

(maximum)

Key Organizational Systems with description 7 systems (1 to 2 pages each – double spaced)

Appendix with the design template of each

system

7 systems (8 to 14 pages each - double

spaced)

Total Page count 70 to 100 pages

SPECIFIC INSTRUCTIONS WILL BE GIVEN IN CLASS!

You are required to provide specific “systems” based on theories or actual Baldrige

applications (http://www.baldrige.nist.gov/Contacts_Profiles.htm).

NOTE: The specifics and templates will be described in class. The assignment should

not include any proprietary financial or competitive information, which would be sensitive to the

organization.

Specific writing style and format will be provided in class.

Assistance with writing assignments

See instructor

No late deliverables will be accepted. Late is defined as one minute following the time

assigned. Only under the rarest circumstance will any variance be given and will only be

considered when the instructor is notified beforehand. If permission is granted to provide a late

assignment, the student will automatically be penalized one full grade for that assignment.

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Grading Written Papers

Criteria for grading written papers include:

1. depth of demonstrated learning;

2. number, strength, and accurate use of references to relevant literature;

3. abilities to integrate accurately and deeply theories and ideas from course discussions and

readings;

4. clarity, quality, and organization of writing and analysis; and

5. quality and quantity of learning about your own approach(es) to change management.

Grading Philosophy

This course is designed with a focus on professional development whereby each student

has an opportunity to evolve as a professional and/or leader. To evolve, one must master new

knowledge – but one must also demonstrate an ability to listen, to develop one’s personal

credibility to a point where one’s considered and stated opinions are heard and respected, to

engage in constructive and positive discourse about contentious issues, to contribute

substantively and positively to your current team’s assignment, and to contribute meaningfully to

decisions about your organization’s future. For these reasons, the degree earned is not simply

about the mastery of content – it is also about full-fledged development as a professional and/or

leader.

Thus, a grade for a course is much more than a reflection of demonstrated new

knowledge - it is also a reflection of our assessment of the candidate’s potential to assume a

professional and/or leadership role in an organization. To assist this process of professional

evolution, within each course the students are expected to participate in discussions (in-class,

Blackboard, audio or video) to that altogether permit students to evolve and showcase their

evolution. Thus, by incorporating evidence from all of these venues, the grade awarded is a

reflection of how the professor and peers for team projects have perceived not only the student’s

mastery of new knowledge, but also mastery of professional conduct.

Note: Peer evaluations will be used in calculating your team project grades and will

impact your course grade.

Attendance Policy & Participation Expectations

This class combines assigned text readings with lectures, case discussion, and

experiential exercises to assure the most complete learning process is available to the student.

Thorough preparation before coming to class and enthusiastic participation during each class are

essential for every student. It is only through prior preparation that you will be able to

participate meaningfully in the in-class discussion of each topic. You will be graded on the

quality of your participation.

For purposes of this course, participation consists of, but is not limited to, (1) discussing

class materials aloud, (2) offering new or additional facts and/or observations that move the class

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forward in understanding the subject being discussed, (3) participating in the learning process by

bringing to class current published articles that shed light on the notes being given in the lectures

and on the textbook readings assigned, and (4) sharing personal experiences that are pertinent to

the subject under discussion and that illuminate the topic for the class.

Because of the importance of classroom experience to the course, class attendance is

required. Unexcused absences will be reflected in your final grade and three (3) unexcused

absences will qualify the student for a failing grade.

Policy relative to exams and deliverables

Make-up Exam/Late Papers: No make-up exams will be given and no late papers will be

accepted.

Academic Integrity

Violations of the University's academic code include but are not limited to: possession of

or use of unauthorized materials during exams; providing information to another student.

Violations may result in academic penalties, including receiving an "F" in this course.

Plagiarizing the work of others is a violation of the code that is of particular concern in this

course. Please do your own work and give credit to others when you quote or otherwise use their

work. (http://2016bulletin.loyno.edu/academic-regulations/academic-honesty-and-plagiarism)

All written work is expected to include citations of any referenced work. For the proper

format of citations, please follow the American Psychological Association Publication Manual.

For the proper format of citations, please follow the American Psychological Association

Publication Manual Information for electronic citations may be found at

http://www.apastyle.org/elecsource.html. Failure to cite sources will result in a failing grade in

the assignment. All written assignments are expected to be turned in on time. Late assignments

will not be accepted and students who miss assignments will be awarded no credits for the

assignments.

Failure to cite sources will result in an “F” for the project or assignment. Materials copied

directly from internet sources without citation are plagiarized. Don't do it!

Emergency Statement / Evacuation Statement

The Academic Affairs Continuity of Operations Plan (formerly called the Academic

Affairs Emergency Preparedness and Recovery Plan) primarily addresses contingencies for

suspension of on campus operations for periods of up to two weeks, with some strategies for

addressing longer evacuation periods.

Coursework and Schedule

2018 Fall Operations and Process Management Tentative Course Outline v2 (2018-08-22) The following course outline is extremely tentative and may be altered as the course develops.

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Week Date Assignments

01/07/2019 Immersion Week

1 01/14/2019 Session 1: Objectives - Course Introduction and Review

the Design and Operation of High-Performing Organizations - Systems

Thinking

Reading Assignment

2009 -2010_Business_Nonprofit_Criteria (provided free for class – see

fplder below titled “Baldrige Criteria and K&N Management Case Study”)

2019- 2020_ Business_Nonprofit_Criteria (purchase from NIST for $12)_

https://www.nist.gov/baldrige/publications/baldrige-excellence-

framework/businessnonprofit)

Lecture Material: Presentation posted on Blackboard

1. Review Class syllabus and expectations

2. Loyola Mission, College of Business Mission, Loyola Strategic Plan

Review Loyola Mission, http://www.loyno.edu/mission-statements/

Loyola College of Business Mission, http://www.loyno.edu/mission-

statements/colleges/business.php

Loyola Strategic Plan

http://strategicplan.loyno.edu/?utm_source=loyola_navbar&utm_me

dium=website&utm_campaign=loyola_homepage_navbar_strategic_

plan

3. Intro to Course - Big Picture Models: Deming’s Theory of Profound

Knowledge, Baldrige, Deming Prize, EFQM. Preparing for the next

economy.

Discussion Board

1. Student Introductions on the Discussion Board. introduce yourself to

your classmates in this discussion board forum. Be sure to include:

Your Name, areas of interest, link to your social media.

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Videos The following videos provide the foundation of understanding the “systems-

based” Criteria

Baldrige Core Values and Concepts by Michael Voss of PYXIS

https://youtu.be/hHnERf2qqsQ

Baldrige Criteria Framework by Michael Voss of PYXIS

https://youtu.be/CVqccfNsLA8

Organizational Design Studio: Systems Thinking -

https://www.drjohnlatham.com/challenges-video/

Systems, Ego, Curiosity

Getting Results https://www.youtube.com/watch?v=fCLmQ6ROw7s

Why Deming, Why Now?

https://youtu.be/hkOoE5CfFX8

W. Edwards Deming - Part 1

https://www.youtube.com/watch?v=GHvnIm9UEoQ

W. Edwards Deming - Part 2

https://www.youtube.com/watch?v=mKFGj8sK5R8

W. Edwards Deming - Part 3

https://www.youtube.com/watch?v=6WeTaLRb-Bs

W. Edwards Deming: The 14 Points

https://www.youtube.com/watch?v=zySQZcf6wOs&list=PLYx9CyYYxUr

O9cGhIZ1-rD1GUtsN-_lMU

Deming's System of Profound Knowledge Part 1

https://www.youtube.com/watch?v=xKv--YA8XJE

Deming System of Profound Knowledge Part II

https://www.youtube.com/watch?v=gRbX1GLKs5k

If Japan Can, Why Can't We? 1:16:38

https://www.youtube.com/watch?v=vcG_Pmt_Ny4

On June 24, 1980, Americans widely viewed a NBC documentary called “If

Japan Can… Why Can’t We.” The program, part of NBC’s White Paper

series, prominently featured Dr. W. Edwards Deming. Produced by Clare

Crawford-Mason and narrated by Lloyd Dobyns, this documentary has been

unavailable for public viewing for the past 35 years.

1 01/14/2019 Session 2: Objective – Introduction to Systems Principles

Reading Assignment

2009 -2010 Performance Excellence Criteria for Business &

Nonprofit (Baldrige Criteria)

Read Pages 4, 5, 6 questions for the Organization Profile

K&N Management Baldrige application case study (K&N)

K&N Case Study - Organization Profile (pages i - v)

The Organizational Profile is WHAT the organization does to create

value and will be integrated throughout the “systems” defined in the

K&N application. It is the CONTEXT of the organizations.

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Lecture Material: Presentation posted on Blackboard

Discussion Board

1. Explain as described in the K&N application, Figure P.1 K&N

Management Performance Excellence Model (page i)

2. Explain the relationship (linkage) between Figure P.3 Mission,

Vision, Values KBDs, Figure P.5 Key Guest Requirements, and

Figure P.6 Performance Improvement System, and Figure 1.1

Leadership Performance Excellence System. Write 1 to 2 pages

explaining the linkages and/or build a table identifying how the

Figures are linked.

NOTE - Do not respond to this post. Start your own thread with your initial post. Post your initial response to the discussion question(s). Respond to at least one of your colleagues' post by Sunday@ 11:59pm.

Videos Organizational Design Studio: What is Great?

https://www.drjohnlatham.com/what-is-great/

23rd Annual Quest For Excellence - K&N Management

https://www.youtube.com/watch?v=9qI1ID40yKc

K&N Management: The Love of Excellence

https://www.youtube.com/watch?v=sW0W_FTMRV4&t=164s

Keynote - Ken Schiller, K&N Management

https://www.youtube.com/watch?v=AXsKiB2ykv4

FISH philosophy - WFJ SEASON 3 EPISODE 1-World Famous (Pike Place

Fish and Creative Business Futures, Inc.)

https://www.youtube.com/watch?v=L8cFSzaclXU

Peter Senge Introduction to Systems Thinking

https://www.youtube.com/watch?v=eXdzKBWDraM

Dr. Russ Ackoff had given a TED Talk...

https://www.youtube.com/watch?reload=9&v=OqEeIG8aPPk&t=3s

The Value of Systems Thinking - CDC Centers for Disease Control and Prevention (CDC)

https://www.youtube.com/watch?v=Fo3ndxVOZEo

Systems Theory of Organizations

https://www.youtube.com/watch?v=1L1c-EKOY-w

Systems Theory Overview

https://www.youtube.com/watch?v=GRnkggRSIDY

Criteria for Performance Excellence Framework

https://www.youtube.com/watch?v=CVqccfNsLA8

The Iceberg Model for Systems Thinkers

https://www.youtube.com/watch?v=9I5YvLm5KXI

Model For Improvement Clip 1

https://www.youtube.com/watch?v=SCYghxtioIY

Model For Improvement Clip 2

https://www.youtube.com/watch?v=6MIUqdulNwQ

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Schedule activity 1 -Start working on the Organizational Profile (5-page

limit – see template) This may take 4 to 6 weeks to complete.

01/21/2019 MLK Holiday

2 01/28/2019 Session 3: Objective – Understanding the Leadership Systems Design

Principles

Reading Assignment

Leadership Framework -

https://www.drjohnlatham.com/frameworks/leadership_framework/

K&N Management Case Study - Category 1 Leadership (pages 1-9) &

7.6 (pages 49-50)

Read The Dawn of Systems Leadership By Peter Senge, Hal Hamilton, and

John Kania, Stanford Social Innovation Review, Winter

2015. https://ssir.org/articles/entry/the_dawn_of_system_leadership

Organizational Design Studio links Leadership Framework -

https://www.drjohnlatham.com/frameworks/leadership_framework/

The Leadership Challenge

https://organizationdesignstudio.com/introduction/

Applications Lab - https://organizationdesignstudio.com/leadership/

Free Studio Membership - https://organizationdesignstudio.com/free-studio-

membership/

Lecture Material: Presentation posted on Blackboard

Discussion

1. The Dawn of Systems Leadership article questions Identify and

describe three inter-related concepts from the article that you

found the most useful. Describe how you can apply those

connected concepts to your own approach to leadership in your

organization. Describe the expected results and/or benefits you

would expect to see in your organization if you were successful.

Include your rationale.

For Example:

• Openings – Mind, Heart, Will

• Humility and Service to Others – Eco vs. Ego-centric

• Culture of Trust

• Collaborative and collective leadership – Peacekeeping Circles

+ Across Boundaries

• See the BIG Picture - Larger System

• Redirecting Attention

• Reacting to problems vs proactively co-creating the future

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• Longer-term vs. Immediate

• Ladder of Inference

• Learning and the Utilization of Tools – Helping people to think

differently

• LISTENING even when we don’t agree…

2. Explain as described in the K&N application, Figure P.1 K&N

Management Performance Excellence Model (page v)

3. Explain the relationship (linkage) between Figure P.3 Mission,

Vision, Values, KBDs, Figure P.5 Key Guest Requirements, and

Figure P.6 Performance Improvement System and Figure 1.1

Leadership Performance Excellence System. Write 1 to 2

paragraphs explaining the linkages and/or build a table

identifying how the Figures are linked.

NOTE - Do not respond to this post. Start your own thread with your initial post. Post your initial response to the discussion question(s). Respond to at least one of your colleagues' post by Sunday@ 11:59pm.

Videos FDR Second Bill of Rights Speech Footage

http://www.youtube.com/watch?v=3EZ5bx9AyI4

This is FDR's proposed second Bill of Rights that was filmed after he

delivered his State of the Union Address via radio on January 11, 1944.

Ten Leadership Theories in Five Minutes

https://www.youtube.com/watch?v=xB-YhBbtfXE

John Lathan’s research identified Baldrige leaders are: Transformational,

Servant and Spiritual theories.

R. Edward Freeman: A New Story for Business

https://www.youtube.com/watch?v=v7yjQzRcf-U

Elis and Signe Olsson Professor R. Edward Freeman speaks to an executive

audience about the role of business in society

The following videos provide the foundation of understanding the “systems-

based” Criteria

Co-Creating the Future: The Dawn of System Leadership Case Solution &

Analysis

https://www.youtube.com/watch?v=XeQejUB3Ie4

Systems Thinking and Leadership

https://www.youtube.com/watch?v=6bwk58sZnpI

PLATO ON: The Allegory of the Cave

https://www.youtube.com/watch?v=SWlUKJIMge4

Plato's Allegory of the Cave (Explained & How to use it in day to day life)

https://youtu.be/ok6BJO6UTOA

Nietzsche In Twelve Minutes

https://www.youtube.com/watch?v=S4baePsCT_E

Organizational Design Studio: Stakeholders – What’s in it for them?

https://organizationdesignstudio.com/stakeholders-whats/

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Organizational Design Studio: Organization Design Community,

Framework, and Sustaining the Gains! -

https://www.drjohnlatham.com/organization-design-community-framework-

sustaining-gains/

Mindwalk - Discussion of Descartes

https://www.youtube.com/watch?v=zO9HDvWt0dU

Episode 6 Descartes

https://www.youtube.com/watch?v=wP3Sa_evVxU

Category 1 – Leadership

Transformational Leadership Theory

https://www.youtube.com/watch?v=o2S4xMUGilY

Business Strategy - Core Competencies

https://www.youtube.com/watch?v=M9Rot4AWOWY

Schedule Activity 2 – Performant Improvement System for your

organization

3 02/11/2019 Session 4- Objective – Introduction to Systems of Profound Knowledge

(W. Edwards Deming)

Lecture Material: Presentation posted on Blackboard

Videos Videos

Culture is critical to improving any organization and the most difficult

to change! Ritz Carlton- Culture

http://www.youtube.com/watch?v=W_iFSAAoQ-A

Deming The Man

https://www.youtube.com/watch?v=tDu47czfwiI

Values, Leadership, and Implementing the Deming Philosophy

https://www.youtube.com/watch?v=bu7JMAQggfo

Dr. Deming - The 5 Deadly Diseases 1984

https://www.youtube.com/watch?v=ehMAwIHGN0Y

Dr. Deming added 2 diseases to the lists after this video. He was always

learning and updating his thoughts and recommendations. As we have stated

earlier, this blog attempts to continue that practice by examining Dr.

Deming’s ideas and also looking at how those ideas have evolved as they

have been applied.

List of the 7 deadly diseases of western management (the last 2 were added

after this video):

1. Lack of constancy of purpose

2. Emphasis on short term profits

3. Annual rating of performance “it is purely a lottery”

4. Mobility of management

5. Use of visible figures only

6. Excessive medical costs

7. Excessive legal damage awards swelled by lawyers working on

contingency fees

Important systems video (Fishermen - Salmon Story)

Deming 101 - Getting a Systems View

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https://www.youtube.com/watch?v=K4d-jSp-Kvg

3 02/11/2019 Session 5- Objective - Understanding Organizational Change and

Transformation

Lecture Material: Presentation posted on Blackboard

Videos Kotter's 8 Step Organizational Change Model Fc

https://www.youtube.com/watch?v=LxtF4OXzhyI

Change Management vs. Change Leadership — What's the Difference?

https://www.youtube.com/watch?v=2ssUnbrhf_U

What type of leaders are you? What is TRANSFORMATIONAL

LEADERSHIP? https://www.youtube.com/watch?v=60O2OH7mHys

Transformation Leaders 1) Vision )2 Authenticity 3) Personal development

and recognize individual efforts, 4) Creativity and allow for risk

What is the difference between Change Management and Transformation?

https://www.youtube.com/watch?v=G150mppgDv4

McKinsey on Change Management

https://www.youtube.com/watch?v=k69i_yAhEcQ

Interview with Harvard Business Change Management Center

https://www.youtube.com/watch?v=aMjAcGLdoQQ

Dan Cohen on Transformation using John Kotter’s 8 Step Model

https://www.youtube.com/watch?v=jJ20eIe_jog

4 02/18/2019 Session 6: Objective – Understanding the Strategy Development and

Implementation System

Reading Assignment

K&N Management Case Study - Category 2 Strategic Planning (pages

9-14) & 7.3 (pages 43-44)

Mele, Pels, and Polese: A Brief Review of Systems Theories and Their

Managerial Aapplications Service Science 2(1/2), pp. 126 - 135, © 2010

SSG

Lecture Material: Presentation posted on Blackboard

Discussion

K&N Management Case Study - Category 2 Strategy Systems

Please answer Part A, Part B, and Part C

Part A

Explain the relationship (linkage) between Figure P.3 Mission, Vision,

Values KBDs, Figure P.5 Key Guest Requirements, and Figure P.6

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Performance Improvement System, Figure 1.1 Leadership Performance

Excellence System, and Figure 2.1 K&N Management Strategic Planning

Process (SPP). Write 1 to 2 paragraphs explaining the linkages and/or build

a table identifying how the Figures are linked.

Part B

Strengths and Opportunity for Improvement (OFI)

Category 2 has 2 sections

2.1 Strategy Development - Figure 2.1 K&N Management Strategic

Planning Process (SPP)

2.2 Strategy Deployment

Please write 1 Strength for 2.1 and 1 Strength for 2.2

A Strength statement is several sentences as to how well K&N answered

the Baldrige question.

Then write 1 OFI for either section.

Part C - (See attached Baldrige Maturity SCORING file)

What would your SCORE Catagory 2.1 (scoring band)

What would your SCORE Catagory 2.2(scoring band)

To score, open the attached file and start at the scoring band 50%, 55%,

60%, or 65%

For example the range of

50%, 55%,

60%, or

65%

• An effective, systematic approach, responsive to the overall requirements of the item,

is evident. (A) 50%

• The approach is well deployed, although deployment may vary in some areas or work

units. (D) 55%

• A fact-based, systematic evaluation and improvement process and some

organizational learning, including some innovation, are in place for improving the

efficiency and effectiveness of key processes. (L) 60%

• The approach is aligned with your overall organizational needs as identified in

response to the Organizational Profile and other process items. (I) 65%

70%, 75%,

80%, or

85%

• An effective, systematic approach, responsive to multiple requirements in the item,

is evident. (A) 70%

• The approach is well deployed, with no significant gaps. (D) 75%

Version 2 Page 16 of 24 2019-01-14

• Fact-based, systematic evaluation and improvement and organizational

learning, including innovation, are key management tools; there is clear evidence of

refinement as a result of organizational-level analysis and sharing. (L) 80%

• The approach is integrated with your current and future organizational needs as

identified in response to the Organizational Profile and other process items. (I) 85%

90%, 95%,

or 100%

• An effective, systematic approach, fully responsive to the multiple requirements of

the item, is evident (A) 90%

• The approach is fully deployed without significant weaknesses or gaps in any

areas or work units. (D) 95%

• Fact-based, systematic evaluation and improvement and organizational learning

through innovation are key organization-wide tools; refinement and innovation,

backed by analysis and sharing, are evident throughout the organization. (L) 100%

• The approach is well integrated with your current and future organizational needs as

identified in response to the Organizational Profile and other process items.

(I) 100%

I am NOT asking for specific NUMBER just the scoring band for 2.1 and

2.2

Finally, why did you pick that scoring band?

NOTE - Do not respond to this post. Start your own thread with your initial post. Post your initial response to the discussion question(s). Respond to at least one of your colleagues' post by Sunday@ 11:59pm.

Videos The Importance of Learning in Organizations HBR Video:

http://www.youtube.com/watch?v=lUP4WcfNyAA&feature=fvw

An interview with David Garvin and Amy Edmondson, Professors, Harvard

Business School. Learning organizations generate and act on new

knowledge. The ability to do this enables companies to stay ahead of

change and the competition

Organizational Design Studio: Keys to Success –

https://www.drjohnlatham.com/keys-to-success-video/

Michael Porter - The Five Competitive Forces That Shape Strategy

https://www.youtube.com/watch?v=mYF2_FBCvXw

What is strategy? Michael Porter explains common misunderstandings.

https://www.youtube.com/watch?v=3Hd88eBgkw0

Robert Kaplan Communicating Strategy with the Balanced Scorecard

https://www.youtube.com/watch?v=QM9SLX4icu0&list=PL4pqY0N7PHPa

F5VWDZ_NUBEqfN702cfOM&index=5

The Balanced Scorecard - Harvard Business Review

https://www.youtube.com/watch?v=biyGxEix5Zs

Strategic Performance Measurement Systems

Version 2 Page 17 of 24 2019-01-14

https://www.youtube.com/watch?v=rWIGoerTpIA

Baldrige Award Program Director Interview

https://www.youtube.com/watch?v=geMzmq_wV0g

Schedule Activity 3 – Leadership System for your organization

5 02/25/2019 Session 5: Objective - Understanding Stakeholders (Customers)

Relationship Management System

Reading Assignment

K&N Management Case Study - Category 3 Customer (pages 14-22)

Focus & 7.2 (41-43)

Putting the Service-Profit Chain to Work by: Heskett, James L.; Jones,

Thomas O.; Loveman, Gary W.; Sasser, Jr., W. Earl; Schlesinger, Leonard

A. Harvard Business Review. Jul/Aug2008, Vol. 86 Issue 7/8, p118-129.

11p.

https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=3270900

6&site=ehost-live

Service-Profit Chain Audit by: Heskett, James L.; Jones, Thomas O.;

Loveman, Gary W.; Sasser Jr., W. Earl; Schlesinger, Leonard A. Harvard

Business Review. Mar/Apr94, Vol. 72 Issue 2, p170-174. 5p.

https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=9405100

930&site=ehost-live

Lecture Material: Presentation posted on Blackboard

Discussion

1. Putting the Service-Profit Chain to Work

2. K&N Management Case Study - Category 3 Customer (pages

14-22) Focus & 7.2 (41-43)

K&N Management Case Study - Category 3 Customer Focus (pages 14-22)

& 7.2 (41-43)

Identify Strengths

Category 3 has 2 sections

3.1 Customer Engagement

3.2 Voice of the Customer

Please write 1 Strength for 3.1 and 1 Strength for 3.2

Then write 1 OFI for either section.

Version 2 Page 18 of 24 2019-01-14

A Strength statement is several sentences as to how well K&N answered

the Baldrige question.

Part B

Strengths and Opportunity for Improvement (OFI)

Category 2 has 2 sections

2.1 Strategy Development - Figure 2.1 K&N Management Strategic

Planning Process (SPP)

2.2 Strategy Deployment

Please write 1 Strength for 2.1 and 1 Strength for 2.2

Then write 1 OFI for either section.

Part C - (See attached Baldrige Maturity SCORING file)

What would your SCORE Catagory 2.1 (scoring band)

What would your SCORE Catagory 2.2(scoring band)

To score, open the attached file and start at the scoring band 50%, 55%,

60%, or 65%

For example the range of

50%, 55%,

60%, or

65%

• An effective, systematic approach, responsive to the overall requirements of the item,

is evident. (A) 50%

• The approach is well deployed, although deployment may vary in some areas or work

units. (D) 55%

• A fact-based, systematic evaluation and improvement process and some

organizational learning, including some innovation, are in place for improving the

efficiency and effectiveness of key processes. (L) 60%

• The approach is aligned with your overall organizational needs as identified in

response to the Organizational Profile and other process items. (I) 65%

70%, 75%,

80%, or

85%

• An effective, systematic approach, responsive to multiple requirements in the item,

is evident. (A) 70%

• The approach is well deployed, with no significant gaps. (D) 75%

• Fact-based, systematic evaluation and improvement and organizational

learning, including innovation, are key management tools; there is clear evidence of

refinement as a result of organizational-level analysis and sharing. (L) 80%

• The approach is integrated with your current and future organizational needs as

identified in response to the Organizational Profile and other process items. (I) 85%

Version 2 Page 19 of 24 2019-01-14

90%, 95%,

or 100%

• An effective, systematic approach, fully responsive to the multiple requirements of

the item, is evident (A) 90%

• The approach is fully deployed without significant weaknesses or gaps in any

areas or work units. (D) 95%

• Fact-based, systematic evaluation and improvement and organizational learning

through innovation are key organization-wide tools; refinement and innovation,

backed by analysis and sharing, are evident throughout the organization. (L) 100%

• The approach is well integrated with your current and future organizational needs as

identified in response to the Organizational Profile and other process items.

(I) 100%

Videos Organizational Design Studio: What is Organization Design Part 1: Why is

it Important?

https://www.drjohnlatham.com/organization-design-part-1-important-video/

Michael Porter: Why business can be good at solving social problems

https://www.youtube.com/watch?v=0iIh5YYDR2o

Relationship Management Theory https://www.youtube.com/watch?v=3-

pnYmgv0Fs

7 Steps for Leading Service Profit Change

https://www.youtube.com/watch?v=ojOFQ8lywSk

James L. Heskett, Co-Founder, The Service Profit Chain Institute, Professor

of the Graduate School of Business, Harvard University

(1) Gap, (2) Vision, People in right job (Hire for attitude, train for

skills), (3) Design a Winning Game Plan that Can Scale, (4)

Engineering Self-Sustaining Momentum Through Early Wins, (5)

Creating a “Cycle of Success” for Employees and Customers, (6)

Rebuilding a Culture that Performs, (7) Locking in Continued

Success

Service Profit Chain https://www.youtube.com/watch?v=uYQYLIaDaEE

FISH philosophy https://www.youtube.com/watch?v=-ZKiJejNRtw

WFJ SEASON 3 EPISODE 1-World Famous (Pike Place Fish and Creative

Business Futures, Inc.)

https://www.youtube.com/watch?v=L8cFSzaclXU

How to give great customer service: The L.A.S.T. method

https://www.youtube.com/watch?v=dnpMqQnt8WY

Evolution of Quality

https://www.youtube.com/watch?v=9dQBsheGHQU

Consumer Motivational Theories - Thorndike and Alderfer

https://www.youtube.com/watch?v=LoJ4EsIXChE

Motivating Consumer Behavior.wmv

https://www.youtube.com/watch?v=wPZ5R6UWiaY

Martha Rogers: Customer Relationship Management (CRM) Strategy

Expert and Keynote Speaker

https://www.youtube.com/watch?v=_PgVXs6h3qc&t=216s

Version 2 Page 20 of 24 2019-01-14

Creating Customer Value & Customer Relationship

https://www.youtube.com/watch?v=KDsnbT0eQaU

Relationship Management Theory https://www.youtube.com/watch?v=3-

pnYmgv0Fs

03/04/2019 Mardi Gras Holiday

03/11/2019 Immersion week

7 03/18/2019 Measurement, Analysis, and Knowledge Management

Reading Assignment

A Practice Theory for Organizational Learning by John Shibley, The

Systems Thinker V16N2M

K&N Management Case Study - Category 4 Measurement, Analysis,

and Knowledge Management (pages 22-26)

Lecture Material: Presentation posted on Blackboard

1. A Practice Theory for Organizational Learning by John Shibley,

The Systems Thinker V16N2M

2. K&N Management Case Study - Category 4 Measurement,

Analysis, and Knowledge Management (pages 22-26)

Videos Organizational Design Studio: Learning & Innovation: Combining Science

& Creativity https://www.drjohnlatham.com/learning-innovation-

combining-science-creativity/

Analytic Epistemology - https://youtu.be/RZS-uMFPZaE

Leadership and the New Science by Margaret J. Wheatley (BK Business

Book) https://www.youtube.com/watch?v=cYtu9HMNIFc

Understanding and managing variation (Deming – SoPK)

https://www.youtube.com/watch?v=kvkIEnJ5GP4

Understanding Variation In Processes -

https://www.youtube.com/watch?v=BQ1Z87Wit2g

Lec 1 | MIT 2.830J Control of Manufacturing Processes, S08

https://www.youtube.com/watch?v=kC2SEiGaqoA

The Chain Theory

http://www.youtube.com/watch?v=FbX9kQa-_eQ&feature=related

An overview of Theory Of Constraints's Chain Theory, and part of the

Drum-Buffer-Rope scheduling system.

Quality Variation and Nelson's Funnel Experiment

https://www.youtube.com/watch?v=cgGC-FPgPlA

Knowledge about Variation' helps us do something meaningful and result in

genuine learning. Stable system, results are predictable.

Lars Kolind, Father of Knowledge-based Organization | Knowledge

Management Guru

https://www.youtube.com/watch?v=iSxVTvwH8Gg

Version 2 Page 21 of 24 2019-01-14

Knowledge Management Primer

https://www.youtube.com/watch?v=ZnSS_PrLu1c

Difference Between Organizational Learning and Knowledge Management

https://www.youtube.com/watch?v=INwclWL2N_k

Schedule Activity 4 –Strategy System for your organization

8 03/25/2019 Session 7: Objective – Understanding the Workforce Focus System

Reading Assignment

K&N Management Case Study - Category 5 Workforce Focus (pages

27-34) & 7.4 (pages 45-47)

Lecture Material: Presentation posted on Blackboard

Discussion

Gallup Workforce Engagement has been between 30& – 33% over the past

10 years.

K&N Management Team Member (TM) - Engagement TM

engagement/satisfaction processes (Figure 5.2) Shown in Figures 7.4-10;

7.4-11; 7.4-12; 7.4-14; 7.4-16; 7.4-17; 7.4-18.

Category 5 – Workforce

Classical Management Theory

https://www.youtube.com/watch?v=d1jOwD-CTLI&t=67s

Mayo's Hawthorne Effect (Employee Motivation) - Simplest Explanation

ever

https://www.youtube.com/watch?v=UUMYVN-4wFw

Maslow's Hierarchy of Needs | Episode 21

https://www.youtube.com/watch?v=wx3qR3gLh60

Human relations approach & Hawthorne experiments (explained in great

detail!)

https://www.youtube.com/watch?v=JPIgh7feCpM

Personal Transformation… [Often] Required -

https://www.drjohnlatham.com/personal-transformation-often-required/

Harvard Business Review - Get Your Employees Engaged

https://www.youtube.com/watch?v=9buGE_vKxcc

Silkworm FiSH! Philosophy

https://www.youtube.com/watch?v=F4mUP_jC75I

The Bright Idea Box: A Proven System to Drive Employee Engagement and

Innovation

https://www.youtube.com/watch?v=eHnmDOESIaQ

Appreciation of Psychology 9Demin SoPK)

Human Dynamics International Peter Senge

https://www.youtube.com/watch?v=hFo8fRDeH7E

Stephen Covey Video on Choosing Success

https://www.youtube.com/watch?v=U8LM4C1l70U&feature=related

From Good to Great: What Defines a Level V Leader?

Version 2 Page 22 of 24 2019-01-14

https://www.youtube.com/watch?v=q-KyQ90XByY

Midway USA Highlights and Results with Baldrige

https://www.youtube.com/watch?v=uDb_rWrl7cc&t=99s

Missiles and Fire Control Receives Baldrige Award

https://www.youtube.com/watch?v=be3YW6tonI8

Rethinking the Way We Measure and Drive Organizational Success

https://www.youtube.com/watch?v=NkfxqifodRs&list=PL3ouxavww63SSH

mrkqt6lv01hRkFdF6Ti&index=3

Basic Building Blocks of Performance

https://www.youtube.com/watch?v=gfbfXymIq9Y

Schedule Activity 5–Workforce System for your organization

9 04/01/2019 Operations or Process Management – Operational Thinking

Reading Assignment

K&N Management Case Study - Category 6 Operations or Process

Management (pages 35-39) & 7.1 (pages 40-41) and 7.5 (pages 47-49)

Management System Design for Sustainable Excellence: Framework,

Practices and Considerations by John Latham, Quality Management

Journal. (2012) Vol 19 Iss 2

Download at: http://www.drjohnlatham.com/management-system-design/

Lecture Material: Presentation posted on Blackboard

Discussion

1. K&N Management Case Study - Category 6 Operations or

Process Management (pages 35-39) & 7.1 (pages 40-41) and 7.5

(pages 47-49)

2. Management System Design for Sustainable Excellence:

Framework, Practices and Considerations by John Latham

Category 6 - Operations

MIT High Performance Work Systems - MIT OpenCourseWare Published

on Mar 7, 2017

https://www.youtube.com/watch?v=C-n3hyz-sSY

Southwest Airlines, WalMart vs Costco,

Stanford Webinar - Apply Design Thinking in Your Work

https://www.youtube.com/watch?v=U499U4TcyY8

QDC1 - Chapter 7 Design of Work Systems

https://www.youtube.com/watch?v=vDJGMfCXVWo

Design of Work Systems

https://www.youtube.com/watch?v=WRZYcCJl1ds

Management Theories Part 1

https://www.youtube.com/watch?v=EryyxLI4IK8

Management Theories Part 2 https://www.youtube.com/watch?v=b-

1owvqyaP8

Version 2 Page 23 of 24 2019-01-14

Schedule Activity 6 Operations Management System for your

organization

10 04/08/2019 Chapter 1 -Introduction to Operations Management

Operations Management, Twelfth Edition. 2015 by William J. Stevenson,

Introduction to Operations Management pgs 2- 39

Operations Management Video Series

Prof. Bussom - Widener University – 50 videos

introduction

https://www.youtube.com/watch?v=Hn7V0lclJfQ&list=PLwcu5sBq_fM4R

kvjDoEOAHPmwCRppS4jX

Process Basics (Video 2)

https://www.youtube.com/watch?v=vkGcJypSBXg&index=2&list=PLwcu5

sBq_fM4RkvjDoEOAHPmwCRppS4jX

10 04/08/2019 Chapter 2 -Competitiveness, Strategy, and Productivity pgs 41 - 70

Michael Porter on competitiveness

https://www.youtube.com/watch?v=Ul_kXIFdwQE

Michael Porter, Professor, Harvard University he Five Competitive Forces

That Shape Strategy

https://www.youtube.com/watch?v=mYF2_FBCvXw&t=116s

Operations Strategy and Competitiveness

https://www.youtube.com/watch?v=gnS-nZmJriI

04/15/2019 Easter Break

04/22/2019 Easter Break

11 04/29/2019 Chapter 3 – Forecasting pgs 74 - 132

Forecasting - https://www.youtube.com/watch?v=uV4g9p08nXg

How to do forecasting with Excel 2016 -

https://www.youtube.com/watch?v=-jx8dOkrG5g

Create Advanced Forecasting Models using Excel & Machine Learning

https://www.youtube.com/watch?v=jS1cmzeiaDk

Chapter 4 Product and Service Design pgs 134 - 183

Product and Service Design Part I

https://www.youtube.com/watch?v=iMO8OeEv54U&t=114s

Product & Service Design Part II – Quality Functional Deployment www.

ASQ.org

https://www.youtube.com/watch?v=A6DbJBwkHSE

Final Project due 04/22/2019

Chapter 5 Strategic Capacity Planning for Products and Services 184

SUPPLEMENT TO CHAPTER 5: Decision Theory 216

Warren Buffett - The World's Greatest Money Maker 2017

https://www.youtube.com/watch?v=w-eX4sZi-Zs

What is DECISION THEORY? What does DECISION THEORY mean?

DECISION THEORY meaning & explanation

https://www.youtube.com/watch?v=vJjue8Zx0bs

Decision Analysis 1: Maximax, Maximin, Minimax Regret

Version 2 Page 24 of 24 2019-01-14

https://www.youtube.com/watch?v=NQ-mYn9fPag

Operations Research 11: Decision Trees & Decision Making under

Uncertainty - https://www.youtube.com/watch?v=jByMfFG0Ak4

11 Chapter 7 Work Design and Measurement 288

Design of Work Systems -

https://www.youtube.com/watch?v=pwUFis8Y6j4&t=73s 05/06/2019 FINAL EXAM