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William Lovejoy

Raymond T. J. Perring Family Professor of Business Administration; Professor of Technology & Operations; University of Michigan’s Ross School of Business

Professor William S. Lovejoy is the Raymond T. Perring Family Professor of Business Administration, Professor of Technology and Operations in the University of Michigan’s Ross School of Business, and holds a joint appointment in the School of Art and Design. Professor Lovejoy received his B.S. in Industrial Engineering and M.E. in Nuclear Engineering from Cornell University, and a Ph.D in Operations Research from the University of Delaware. He has worked in the private and public sectors (for General Electric and the National Marine Fisheries Service), and since starting his academic career he has been on the business school faculties at Georgia Tech, Stanford University and now the University of Michigan. Professor Lovejoy has worked with companies on new product development, the management of innovation, and process assessment and improvement; and with hospitals and clinics on health care operations. He has taught courses at all levels from bachelors to Ph.D. and Executives, and his new product development course (which he teaches jointly with the College of Engineering and the School of Art and Design) has enjoyed coverage by CNN, the Wall Street Journal, the New York Times, and Businessweek. He is currently the faculty co-director for the University of Michigan’s Master of Entrepreneurship degree.

His past editorial activities include Department Editor for the Operations and Supply Chains department of the academic journal Management Science, and Senior Editor for Manufacturing and Services Operations Management.

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William Lovejoy has 10 products available, viewing 1-10.

Middletown General Hospital: Emergency Department Observation Unit Analysis
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…
Publication Date: 09/16/2013 Product ID: 1-429-133
Lewis Stone Inc.
Lewis Stone is a small, Midwestern company that manufactures plastic parts. The company has been hit hard by the 2008 recession and must move its headquarters to a region with…
Publication Date: 06/14/2011 Product ID: 1-429-130
LanServe Corporation (A)
This case explores the LanServe Corporation, a company that focuses on manufacturing low to mid-range network servers. As a low cost server provider, LanServe is facing a series of decisions…
Publication Date: 12/17/2010 Product ID: 1-429-127
LanServe Corporation (B)
This case builds upon LanServe Corporation (A). LanServe, a company that designs low to midrange servers, is facing increased demand for its services and has to choose between lines and…
Publication Date: 12/03/2010 Product ID: 1-429-128
Midco Pharmaceuticals
This case follows Laura Milanes as she defines the problems facing Midco Pharmaceuticals, a leading manufacturer of store brand over-the-counter (OTC) drugs and vitamins. Students analyze Midco’s new-product development (NPD)…
Publication Date: 12/03/2010 Product ID: 1-429-129
Autoprime Corporation
The case describes the frustrating experiences of Alice Reinhart who is hired by Autoprime as a production foreman to help their Ohio manufacturing plant transition to Just-in-Time (JIT) production. More…
Publication Date: 12/03/2010 Product ID: 1-429-131
Highland Hospital Operating Room Scheduling
This case uses the example of a hospital operating room to teach students how to make decisions based on a quantitative operational analysis. Students are asked to consider issues with…
Publication Date: 12/03/2010 Product ID: 1-429-132
Note on Variability, Buffers, and Inventory
Most production systems are faced with the problem of variability. Customer demand for finished products may vary over time, as may the availability of raw materials and the processing capacity…
Publication Date: 05/24/2010 Product ID: 1-429-081
A Taxonomy of Process Types
This note describes the spectrum of process types, focusing on two pure cases in detail, flow shops, and job shops. Specifically it describes characteristics, operations, and opportunities for competitive advantage,…
Publication Date: 05/24/2010 Product ID: 1-429-083
Note on Capacity Management
Production capacity can be defined as the maximum rate at which a productive system can convert inputs into outputs. Capacity is typically measured as output per unit of time, that…
Publication Date: 05/14/2010 Product ID: 1-429-082