Eric Von Hippel

Sloan School of Management

This work has been selected by scholars as being culturally important, and is part of the knowledge base of civilization as we know it. This work was reproduced from the original artifact, and remains as true to the original work as possible. Therefore, you will see the original copyright references, library stamps (as most of these works have been housed in our most important libraries around the world), and other notations in the work. This work is in the public domain in the United States of America, and possibly other nations. Within the United States, you may freely copy and distribute this work, as no entity (individual or corporate) has a copyright on the body of the work.As a reproduction of a historical artifact, this work may contain missing or blurred pages, poor pictures, errant marks, etc. Scholars believe, and we concur, that this work is important enough to be preserved, reproduced, and made generally available to the public. We appreciate your support of the preservation process, and thank you for being an important part of keeping this knowledge alive and relevant.

The Design Side of Mass Customization

Toolkets for User Innovation

Max H. Bazerman

Henry S. Farber

This is a reproduction of a book published before 1923. This book may have occasional imperfections such as missing or blurred pages, poor pictures, errant marks, etc. that were either part of the original artifact, or were introduced by the scanning process. We believe this work is culturally important, and despite the imperfections, have elected to bring it back into print as part of our continuing commitment to the preservation of printed works worldwide. We appreciate your understanding of the imperfections in the preservation process, and hope you enjoy this valuable book.

An Empirical Analysis of Conventional and Final-Offer Arbitration - Primary Source Edition

The General Basis of Arbitrator Behavior

Papers given at a symposium in the M.I.T. Sloan School of Management.

A Symposium

The International Corporation

Mark Latham

This work has been selected by scholars as being culturally important, and is part of the knowledge base of civilization as we know it. This work was reproduced from the original artifact, and remains as true to the original work as possible. Therefore, you will see the original copyright references, library stamps (as most of these works have been housed in our most important libraries around the world), and other notations in the work. This work is in the public domain in the United States of America, and possibly other nations. Within the United States, you may freely copy and distribute this work, as no entity (individual or corporate) has a copyright on the body of the work. As a reproduction of a historical artifact, this work may contain missing or blurred pages, poor pictures, errant marks, etc. Scholars believe, and we concur, that this work is important enough to be preserved, reproduced, and made generally available to the public. We appreciate your support of the preservation process, and thank you for being an important part of keeping this knowledge alive and relevant.

Doubling Strategies, Limited Liability, and the Definition of Continous Time

Max H Bazerman

The Relevance of Kahneman and Tversky's Concept of Framing to Organization Behavior

Massachusetts Institute of Technology. Engineering Systems Division

Paul Millerd (M.B.A.)

Leaders for Global Operations Program

Many companies have implemented lean and six sigma programs over the past twenty years. Lean has been a proven system that has eliminated waste and created value at many companies throughout the world. Raytheon IDS's lean program, "Raytheon Six Sigma" became a top priority in the past ten years at the Integrated Air Defense Center (IADC) in Andover, MA. However, as Raytheon's corporate goals state, they want to take this further and bring "Raytheon Six Sigma" to the next level, fully engaging customers and partners. A focus of this continuous improvement effort was the Electronics Assembly Rack manufacturing cell, which was experiencing high levels of cycle time variability. To help reduce cycle times within the cell, a continuous improvement project was undertaken to improve the material flow process. A current state analysis of the process showed an opportunity to improve process standardization and prioritization while lowering inventory levels. In addition to working with managers from EA to evaluate the material flow process, a kitting cart was developed with a cross functional project team to serve as a tool to help improve the process. Although the improvements were not rolled out to the entire cell during the project, a successful pilot was conducted that helped improve engagement with operators and create a path for future success.

Driving Cycle Time Reduction Through an Improved Material Flow Process in the Electronics Assembly Manufacturing Cell

Ravindra K Ahuja

Thomas L Magnanti

This work has been selected by scholars as being culturally important and is part of the knowledge base of civilization as we know it. This work is in the public domain in the United States of America, and possibly other nations. Within the United States, you may freely copy and distribute this work, as no entity (individual or corporate) has a copyright on the body of the work. Scholars believe, and we concur, that this work is important enough to be preserved, reproduced, and made generally available to the public. To ensure a quality reading experience, this work has been proofread and republished using a format that seamlessly blends the original graphical elements with text in an easy-to-read typeface. We appreciate your support of the preservation process, and thank you for being an important part of keeping this knowledge alive and relevant.

Network Flows

Thomas A. Kochan, Professor

The MIT Sloan School of Management, as conceived by the legendary General Motors chairman Alfred P. Sloan, was founded in 1952 to draw on the scientific and technical resources of MIT and approach the problems of management with the rigorous research practices for which MIT was famous. Fifty years later, the Sloan School gathered international leaders in business and management, MIT faculty, students, and alumni to address again the basic principles that should guide business and management. This book presents the papers prepared by student-faculty teams, speeches by business and world leaders, and summaries of the discussions from this special convocation; taken together, they offer a guide to the future of management based on the hallmarks of MIT and Sloan—creativity and innovation. The topics considered coalesced around three main themes. First, and paramount, is the necessity of building and maintaining trust by means of openness, transparency, and accountability; this was addressed in speeches by Kofi Annan and Carly Fiorina and exemplified by the case study presented of Nike?s efforts to rebuild the trust of customers. The increasingly complex conditions of the modern global economy emerged as another recurring theme, as the participants considered the effect of the growing spectrum of stakeholders on issues of corporate governance. The third common theme was the inescapability of technological and scientific change, from the Internet as a marketing tool to the organizational impact of information technology.

Sloan School of Management

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