Survey of information technology covering database modeling, design, and implementation with an emphasis on relational databases and SQL. Internet technologies: http, html, XML, SOAP, security. Brief introduction to components and middleware. Introduction to design and implementation of multi-tier architectures, benchmarks, and performance. Data networking protocols and technologies. Students complete project that covers requirements/design, data model, database implementation, web site, and system architecture. This course is an intensive review of information technology. It covers topics in software development methods, data modeling and databases, application development, Web standards and development, system integration, security, and data communications. Most of the homework sets lead the class through a project in which a database and Web application are designed and constructed, using good software process and addressing security, network and other issues. The project, which is done in two-person teams, provides hands-on experience to complement the lectures and readings. Recitations discuss readings and provide more detailed information on the software tools used. The course goal is to cover the key concepts in the major areas of information technology, to enable students to successfully understand, work with and manage IT efforts as part of supply chain, transportation or civil engineering projects.

Examines the long term effects of information technology on business strategy in the real estate and construction industry. Considerations include: supply chain, allocation of risk, impact on contract obligations and security, trends toward consolidation, and the convergence of information transparency and personal effectiveness. Resources are drawn from the world of dot.com entrepreneurship and "old economy" responses. Taught by case study method and grading is based on class participation and papers.

Addresses some of the important issues involved with the planning, development, and implementation of lean enterprises. People, technology, process, and management dimensions of an effective lean manufacturing company are considered in a unified framework. Particular emphasis on the integration of these dimensions across the entire enterprise, including product development, production, and the extended supply chain. Analysis tools as well as future trends and directions are explored. A key component of this subject is a team project.

Addresses some of the important issues involved with the planning, development, and implementation of lean enterprises. People, technology, process, and management dimensions of an effective lean manufacturing company are considered in a unified framework. Particular emphasis on the integration of these dimensions across the entire enterprise, including product development, production, and the extended supply chain. Analysis tools as well as future trends and directions are explored. A key component of this subject is a team project.

" This course introduces the fundamental Lean Six Sigma principles that underlay modern continuous improvement approaches for industry, government and other organizations. Lean emerged from the Japanese automotive industry, particularly Toyota, and is focused on the creation of value through the relentless elimination of waste. Six Sigma is a quality system developed at Motorola which focuses on elimination of variation from all processes. The basic principles have been applied to a wide range of organizations and sectors to improve quality, productivity, customer satisfaction, employee satisfaction, time-to-market and financial performance. This course is offered during the Independent Activities Period (IAP), which is a special 4-week term at MIT that runs from the first week of January until the end of the month."

Management of Services: Concepts, Design, and Delivery explores the use of operations tools and perspectives in the service sector, including both for-profit and not-for-profit organizations. The course builds on conceptual frameworks and cases from a wide range of service operations, selected from health care, hospitality, internet services, supply chain, transportation, retailing, food service, entertainment, financial services, humanitarian services, government services, and others.

Explores the difference between service and manufacturing operations, and the degree of distinct management skills and tools required. Analyzes cases selected from a variety of service operations with a particular focus on e-commerce. Guest speakers from specific service industries discuss the essence of managing those operations. This course covers organizational, strategic and operational aspects of managing Supply Networks (SNs) from domestic and international perspectives. Topics include alternative SN structures, strategic alliances, design of delivery systems and the role of third party logistics providers. Many of the activities exchanged among enterprises in a SN are of a service nature, and the final output is often a combination of tangible products and services which the end-customer purchases. A series of concepts, frameworks and analytic tools are provided to better understand the management of service operations. Guest speakers share their experiences in managing SNs and services. Restricted to MIT Sloan Fellows in Innovation and Global Leadership.

Our objective in this course is to introduce you to concepts and techniques related to the design, planning, control, and improvement of manufacturing and service operations. The course begins with a holistic view of operations, where we stress the coordination of product development, process management, and supply chain management. As the course progresses, we will investigate various aspects of each of these three tiers of operations in detail. We will cover topics in the areas of process analysis, materials management, production scheduling, quality improvement, and product design. To pursue the course objective most effectively, you will have to: 1. Study the assigned reading materials. 2. Prepare and discuss cases, readings, and exercises in class. 3. Prepare written analyses of cases.

Introduces students to problems and analysis related to the design, planning, control, and improvement of manufacturing and service operations. Includes process analysis, project analysis, materials management, production planning and scheduling, quality management, supply chain management, reengineering, design for manufacturing, capacity and facilities planning, and operations strategy. This course will introduce concepts and techniques for design, planning and control of manufacturing and service operations. The course provides basic definitions of operations management terms, tools and techniques for analyzing operations, and strategic context for making operational decisions. We present the material in five modules: Operations Analysis Coordination and Planning Quality Management Project Management Logistics and Supply Chain Managemen.

Provides unifying framework for analyzing strategic issues in operations and manufacturing companies. Analyzes relationships between manufacturing companies and their suppliers, customers, and competitors. Also covers decisions in technology, facilities, vertical integration, human resources and other strategic areas. Explores means of competition such as cost, quality, and innovativeness as well as emerging topics such as outsourcing, globalization, and the effects of the internet. This course will address operations strategy by building on the concepts of: Reengineering and process design developed by Dr. Michael Hammer. Manufacturing strategy as developed in the literature, primarily by people at HBS. Supply chain design and 3-D concurrent engineering literature as developed in Charles Fine's book, Clockspeed: Winning Industry Control in the Age of Temporary Advantage. Perseus Books, 1999. The concepts there emphasize the necessity of integrating product strategy, manufacturing strategy, and supply chain strategy. As a result, each of these will be touched upon in the course.