Posted by MIT Sloan Executive Education - 1 year and 5 months and 27 days ago
“Intellectual work is different," says Don Kieffer, Senior Lecturer in Operations Management at MIT and Managing Partner of ShiftGear Work Design. "But contrary to the argument that process improvement ‘only works in the factory,’ my experience is that, when properly applied, the concepts and principles underpinning Toyota and Lean methods produce more powerful results and far more quickly in the office.”
Posted by MIT Sloan Executive Education - 1 year and 10 months and 30 days ago
The current challenge facing operations across the globe can be summarized as follows: Make an increasing variety of products, on shorter lead times with smaller runs, but with flawless quality. Improve our return on our investment by automating and introducing new technology in processes and materials so we can cut prices to meet local and foreign demand. Mechanize – but keep your schedules flexible, your inventories low, your capital costs minimal, and your work force contented.1
While these words succinctly address the majority of challenges companies are trying to address with the Industrial Internet of Things (IIoT), it should be noted that they come from Wickham Skinner's 1966 Harvard Business Review article, "Production Under Pressure."
Advances into IIoT and initiatives such as Industry 4.0 may seem to operations executives to be more of a threat to defend against rather than an opportunity. Perhaps this is why a 2016 Cisco survey found leaders skeptical regarding investment in IIoT2. As expressed by Daryl Miller, vice president of engineering at Lantronix, "Companies need to keep the IoT simple by adapting their existing systems to become compatible with the IoT."3
In other words, the introduction of a new technology often reveals a lack of understanding of the current system, rather than that of the new technology. Therefore, adoption of IIoT is primarily a systems problem, rather than a technological one.
Posted by MIT Sloan Executive Education - 2 years and 3 months and 6 days ago
American consumers love a bargain. In fact, consumers will often choose a bargain over ideals; this past spring an Associated Press-GFK poll found that, "when it comes to purchasing clothes, the majority of Americans prefer cheap prices over a Made in the USA label." This, despite decades of political rhetoric about the need to bring manufacturing jobs back to America.
But there's a bigger, hidden cost behind our love of a deal—particularly our love of cheap clothing. In today's market, there's no shortage of options for buying amazingly inexpensive, yet trendy clothing, including big box stores, "fast fashion" stores such as H&M and Primark, and off-shore clothing retailers advertising on Facebook. Some of the messaging inherent in these brands is that the items are so cheap, it's OK to purchase them for only one wear. You can buy that novelty sweater for the "ugly sweater holiday party" or any other frivolous clothing item for a one-time event. After all, it cost less than a night out, or even an entrée at many restaurants.
However, the dirty little secret that these retailers, manufacturers, and their supply chains don't share is the true cost of the disposable clothing industry. According to the Environmental Protection Agency, "15.1 million tons of textile waste was generated in 2013, of which 12.8 million tons were discarded." According to MSNBC, "10 percent of the world's total carbon footprint comes from the fashion industry, and apparel is the second largest polluter of fresh water globally."
The fast fashion industry not only generates textile waste, but the economics behind it demand the clothes be produced using massive amounts of cheap material and cheap labor. This means relying on the laborers at the very lowest end of the wage spectrum in countries with few protections for workers. While the fashion industry on the whole is a job creator, many of those equate to low wages, forced labor, unhealthy and dangerous working conditions, and even child labor, which is now rampant through apparel supply chains.
Posted by MIT Sloan Executive Education - 2 years and 7 months and 23 days ago
MIT Sloan Executive Education recently hosted the latest in its INNOVATION@WORKTM webinar series, entitled “The New Frontier in Price Optimization," with MIT Professor David Simchi-Levi. The webinar, now available on demand, which drew hundreds of attendees from across the world, presented recent breakthroughs in the development of models that combine machine learning and optimization for pricing that significantly improve revenue and reduce inventory risks
During the webinar, Simchi-Levi presented a case study on Rue La La—an online retailer with whom he worked that offers invitation-only flash sales—to answer the question: “How can we generate an effective forecast for a product we’ve never sold before?” His second example, Groupon, a daily deal website and mobile application offering things to do, see, eat, and buy, focused on how to combine forecasting with learning on the fly to understand the probability that a customer will purchase a product at a specific price. Simchi-Levi’s third case-in-point was the story of B2W Digital, the leading e-commerce company in Latin America, which took price optimization even further by leveraging forecasting, learning on the fly, and optimization.
The event included a live question and answer session and was immediately followed by a Facebook chat with the webinar audience. Recently we spoke with Professor Simch-Levi to dig deeper into the topic of pricing optimization.
Posted by MIT Sloan Executive Education - 2 years and 9 months and 18 days ago
There is much talk as of late over the lack of women working in and leading organizations in the technology industry. For example, a report by the American Association of University Women concluded that women made up just 26% of computing professionals in 2014, a substantially smaller proportion than 25 years ago and about the same percentage as in 1960. Women in engineering roles in the US are even less represented, making up 12% of working engineers.
MIT Sloan Executive Certificate holder and U.S. Innovation Leader at PricewaterhouseCoopers, Mitra Best, may have said it best in her recent blog post on CIO Dashboard: "It is ironic that while technology has broken many barriers to innovation, barriers to women’s engagement are rising." Mitra recalls her time as an undergraduate in computer science in the late 80s, when approximately 30% of computer graduates were women. She had assumed at that time that we’d reach parity in 10 to 15 years and was recently disappointed to learn that, in 2015, only 18% of computer graduates in the US were women.
Unfortunately, the underrepresentation of women in tech is, for the most part, a global phenomenon. In the U.K., women represent only 17.5% of computing professionals, and only 8.2 percent of engineers. In Israel, known for itsthriving tech scene, women composeonly 12% of PhD graduates in engineering and only 15% of professors in STEM subjects.
There is hope. Female scientists, technologists, engineers, and mathematicians worldwide are breaking barriers and making incredible contributions to their fields, despite the odds. Projects likeThe Internet of Women, an upcoming book and global community to support women in technology founded by leaders fromCisco and New York Institute of Technology, prove that there are exciting cultural shifts taking place around the globe. Some of these achievements, particularly in the Middle East and Africa, are in part driven by the UN's Sustainable Development Goals and Millennial Development Goals, which emphasize gender equality and technology education for girls, respectively.
Posted by MIT Sloan Executive Education - 3 years and 4 months and 8 days ago
A new book, System Architecture: Strategy and Product Development for Complex Systems, by Bruce Cameron, Director of the System Architecture Lab at MIT and a Lecturer in Engineering Systems, focuses on modern complex systems and the science behind them. It is the result of 20 years of research by Cameron and his fellow co-authors Edward F. Crawley, President of the Skolkovo Institute of Science and Technology in Moscow and Daniel Selva, a Professor of Mechanical and Aerospace Engineering at Cornell.
At the highest level, Cameron explains how to look at system architecture as a series of decisions that can be actively sorted and managed. Readers are provided with examples of good architectures and the modes of thinking required to analyze system architectures. The case studies presented range from building farm equipment to the International Space Station.
Posted by MIT Sloan Executive Education - 3 years and 5 months and 6 days ago
Commonality, or the reuse and sharing of components, manufacturing processes, architectures, interfaces, and infrastructure across the members of a product family, is a strategy targeted at improving corporate profitability. Companies from Toyota to GE use product platform strategies to deliver more variety to their customers and compete more effectively. For example, Black and Decker uses shared motors and batteries across a range of power tools. Volkswagen models such as the Jett and TT share similar underbody components and other aspects.
Typical benefits of a commonality, or a product platform strategy, include:
Shared development costs
Common testing procedures
Production economies of scale
Amortized fixed costs
By definition, commonality seems like an obviously good thing. Why incur the cost of making different parts for different products if the parts do the same thing? Because as it turns out, commonality is not always the right thing to do. And even when it is right, it can be difficult to achieve.
Dr. Bruce Cameron is a lecturer in MIT's Engineering Systems Division and a consultant on platform strategies. His research at MIT uses a healthy dose of systems thinking to tease out when commonality makes sense and how to get companies to pull it off. Cameron oversaw the MIT Commonality Study, which closely examined 30 firms over eight years. The study was the first work to uncover that many firms fail to achieve their desired commonality targets, showing weaker investment return on their platform investments. "That type of behavior and phenomenon is seen in studies that we did in automotive, consumer products, and transport," says Cameron.
Posted by MIT Sloan Executive Education - 3 years and 8 months and 12 days ago
A decade ago, Commonwealth Bank of Australia--the largest retail bank on the continent--had been grappling with an IT operation that was costly, inefficient, and sometimes unreliable. Back then, the bank was determined to transform itself into an operation that was #1 in customer service with the lowest costs in class.
With that goal in mind, Michael Harte, a forward-thinking executive who joined CBA as CIO in 2006, connected with the MIT Center for Information Systems Research (CISR). (CISR develops concepts and frameworks to help executives and their organizations address IT-related challenges.) Soon after, MIT Sloan faculty and program designers from the Executive Education office collaborated to create a custom program that would help transform CBA's IT leaders from functional managers to strategic thinkers.
"We designed a program around what the bank needed to achieve in three to five years. It had three components that today's banks must have to be successful–one was effectively managing digitization or IT; second was strategy options for the company; and the third was organizational change," says Peter Weill, Senior Research Scientist and Chair of CISR.
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