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Wallace Hopp

Senior Associate Dean of Faculty and Research; Herrick Professor of Business, Professor of Technology and Operations, Professor of Industrial and Operations Engineering
University of Michigan’s Ross School of Business



Wallace J. Hopp’s research focuses on the design, control and management of operations systems, with emphasis on manufacturing and supply chain systems, innovation processes, and health care systems. He has won a number of awards, including the 1990 Scaife Award (with Mark Spearman, for the paper with the "greatest potential for assisting an advance of manufacturing practice"), the 1998 IIE Joint Publishers Book-of-the-Year Award (for the book Factory Physics), the 2005 IIE Technical Innovation Award, and 2006 SME Education Award, and the 2011 Ross School of Business Senior Research Award. Hopp is a Fellow of IIE, INFORMS, SME, MSOM and POMS, and served as President of the Production and Operations Management Society (POMS) in 2009-10. He is a former Editor-in-Chief of the journal Management Science and is currently a Senior Editor of Production and Operations Management. He is an active industry consultant, whose clients have included Abbott Laboratories, Bell & Howell, Black & Decker, Boeing, Case, Dell, Ford, Eli Lilly, Eaton, Emerson Electric, General Electric, General Motors, John Deere, IBM, Intel, Motorola, Owens Corning, Schlumberger, S&C Electric, Texas Instruments, Whirlpool, Zenith, and others.

Found: 3 Products
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Cases
by William Lovejoy, Wallace Hopp
Product Type: Exercise  Publication Date: 09/2013  Product ID#: 1-429-133  Length: 4pages
This case uses the example of a Hospital’s Emergency Department to introduce Little’s formula of I = RT, a fundamental law in operations management. Through a series of questions, the case guides students through issues of capacity, marginal profits, costs, and inventory.
by Damian Beil, Wallace Hopp
Product Type: Case  Publication Date: 01/2013  Product ID#: 1-429-292  Length: 20pages
Kirk Myers, REI’s manager of corporate social responsibility (CSR), has been tasked with finding a way to optimize the organization’s rental program while minimizing its environmental impacts. After looking at the data, he found that at times the rental program had major queuing problems — equipment was either not available or wait times were too long. He will have to take into consideration customer experience/service, inventory, revenue, waste, and usage implications when crafting his recommendations.
by Wallace Hopp
Product Type: Case  Publication Date: 11/2012  Product ID#: 1-429-293  Length: 8pages
The president and CEO of Alexander & Thurston has expressed the opinion that there is too much spare-parts inventory in the system. He believes that, through better inventory management, inventory can be reduced from its present level while customer service is improved. He has told the manager in charge of the DC in no uncertain terms that his job depends on showing tangible improvements in operating performance over the coming year.
 
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