47 publications classées par:
type de publication
: Revue avec comité de lecture
Articles Avanzi B., Bicer I., de Treville S. & Trigeorgis L. (in press). Real Options at the Interface of Finance and Operations: Exploiting Embedded Supply Chain Real Options to Gain Competitiveness. European Journal of Finance. [doi] [web of science]
de Treville, Schuerhoff N., Trigeorgis L. & Avanzi B. (in press). Optimal Sourcing and Lead-Time Reduction under Evolutionary Demand Risk. Production and Operations Management. [doi] [url] [web of science]
de Treville S., Bicer I., Chavez-Demoulin V., Hagspiel V., Schuerhoff N., Tasserit C. & Wager S. (in press). Valuing Lead Time. Journal of Operations Management. [url]
de Treville S., Petty J.S. & Wager S. (in press). Economies of Extremes: Lessons from Venture-Capital Decision Making Suzanne de Treville, Jeffrey S Petty and Stefan Wager. Journal of Operations Management. [doi] [url] [web of science]
de Treville S., Bicer I., Chavez-Demoulin V., Hagspiel V., Schurhoff N., Tasserit C. & Wager S. (2014). Valuing lead time. Journal of Operations Management, 32(6), 337-346. [doi] [pdf] [web of science] [abstract]
When do short lead times warrant a cost premium? Decision makers generally agree that short lead times enhance competitiveness, but have struggled to quantify their benefits. Blackburn (2012) argued that the marginal value of time is low when demand is predictable and salvage values are high. de Treville et al. (2014) used real-options theory to quantify the relationship between mismatch cost and demand volatility, demonstrating that the marginal value of time increases with demand volatility, and with the volatility of demand volatility. We use the de Treville et al. model to explore the marginal value of time in three industrial supply chains facing relatively low demand volatility, extending the model to incorporate factors such as tender-loss risk, demand clustering in an order-up-to model, and use of a target fill rate that exceeded the newsvendor profit-maximizing order quantity. Each of these factors substantially increases the marginal value of time. In all of the companies under study, managers had underestimated the mismatch costs arising from lead time, so had underinvested in cutting lead times.
de Treville S. & Trigeorgis L. (2010). It May Be Cheaper to Manufacture at Home. Harvard Business Review, 88(10), 84-87. [url] [web of science]
Hüttmeir A., de Treville S., van Ackere A., Monnier L. & Prenninger J. (2009). Trading Off between Heijunka and Just-in-Sequence. International Journal of Production Economics, 118(2), 501-507. [doi] [web of science] [abstract]
The concept of heijunka-controlling the variability of the job arrival sequence to permit higher capacity utilization-plays an integral role in lean production theory. In situations where the customer defines the delivery sequence, however, scheduling production to maximize utilization becomes more challenging and requires a subsequent reordering. The cost of the extra work and space required by this reordering needs to be traded off against the value of the higher utilization. We present the results of a stylized simulation-based model of the two approaches inspired by a BMW engine plant.
de Treville S., Edelson N. M., Kharkar A. N. & Avanzi B. (2008). Constructing useful theory : The case of Six Sigma. Operations Management Research, 1(1), 15-23. [doi]
de Treville S., Bendahan S. & Vanderhaeghe A. (2007). Manufacturing Flexibility and Performance: Bridging the Gap between Theory and Practice. International Journal of Flexible Manufacturing Systems, 19(4), 334-357. [doi] [abstract]
How firms scan and interpret their environments has implications for the flexibility strategy that they choose, as well as for the performance of that strategy. We extend Daft and Weick's (Acad Manage Rev 9(2):284-295, 1984) model of firms as interpretation systems into a theoretical model of flexibility performance through extended iterations between observations of a failed flexibility initiative and relevant literature. We test the model using well-known teaching cases. We argue that the use of an iterative process that involves cases and theory both stimulates creativity in integrating theory and lays an initial foundation for evidence-based practice.
de Treville S. & Antonakis J. (2006). Could lean production job design be intrinsically motivating? Contextual, configurational, and levels-of-analysis issues. Journal of Operations Management, 24(2), 99-123. [doi] [abstract]
Are lean production jobs intrinsically motivating? More than 20 years after the arrival of lean production, this question remains unresolved. Generally accepted models of job design such as the Job Characteristics Model (JCM, (Hackman, J.R., Oldham, G.R. 1976. Motivation through the design of work: test of a theory. Organizational Behavior and Human Performance 16, 250?279.)) cannot explain the occurrence of worker intrinsic motivation in the context of lean production. In this paper, we extend the JCM to the lean production context to explain the theoretical relationship between job characteristics and motivational outcomes in lean production. We suggest that a configuration of lean production practices is more important for worker intrinsic motivation than are independent main effects, and that motivation may be limited by excessive leanness. We conclude that lean production job design may engender worker intrinsic motivation; however, there are likely to be substantial differences in intrinsic motivation under differing lean production configurations.
de Treville S., Smith I., Rölli A. & Arnold V. (2006). Applying operations management logic and tools to save lives: A case study of the World Health Organization's Global Drug Facility. Journal of Operations Management, 24(4), 397-406. [url] [abstract]
In the field of operations management, theory concerning lead-time reduction is well developed. The application of lead-time reduction theory to the not-for-profit operations context, however, has been limited. We present an illustrative case study of a not-for-profit operation in which long lead times cause a substantial increase in unnecessary deaths from tuberculosis and hinder the efforts of the World Health Organization to eradicate tuberculosis globally. The case study suggests that lead-time reduction theory may be as effective in not-for-profit (service) operations as it has been in manufacturing operations. Our results also illustrate how use of sophisticated but ?user-friendly? queuing theory-based modeling tools can facilitate the acceptance and transfer of operations logic to a not-for-profit intergovernmental organization setting.
de Treville S. & van Ackere A. (2006). Equipping Students to Reduce Lead Times: The Role of Queuing-Theory-Based Modeling. Interfaces, 36(2), 165-173. [doi] [abstract]
Time is power. A company that gets products to its customers faster than its competitors strengthens its market position; therefore management students should learn how to reduce lead times. The counterintuitive mathematical principles that drive lead time and the complex system dynamics of operations management make the skills of reducing lead times difficult to teach. Mathematical modeling (queuing-theory or simulation-based) is an effective tool for teaching these skills. In evaluating modeling approaches in the classroom, it is important to consider model quality and student affective outcomes, such as motivation and empowerment. Queuing-theory-based models increase students' abilities to reduce lead times more than simulation-based models. Using a classic teaching case, we compare the two approaches.
Antonakis J., de Treville S. & Edelson N.M. (2005). Can standard operating procedures be motivating? Reconciling process variability issues and behavioral outcomes. Total Quality Management & Business Excellence, 16(2), 231-241. [doi] [url] [abstract]
It is generally agreed that requiring employees to perform their tasks according to Standard Operating Procedures (SOPs) can improve production outcomes in the context of repetitive manufacturing. Attempts to link SOP use to intrinsic motivation ? a requirement for creativity ? have, however, resulted in controversy. In this paper, we discuss the relationship between required SOP use and worker creativity, as mediated by worker intrinsic motivation, and suggest that the relationship between required SOP use and intrinsic motivation and creativity is moderated by (a) availability of accurate process documentation and (b) employee participation in developing of process documentation.
de Treville S., Shapiro R.D. & Hameri A.-P. (2004). From Supply Chain to Demand Chain: The Role of Lead Time Reduction in Improving Demand Chain Performance. Journal of Operations Management, 21(6), 613-627. [doi] [url] [abstract]
To improve demand chain performance, is it better for parties in a supply chain to focus first on lead time reduction, or instead concentrate on improving the transfer of demand information upstream in the chain? Even though the theory of supply and demand chain management suggests that lead time reduction is an antecedent to the use of market mediation (i.e., adjusting production to fit actual customer demand as it materializes) [Harvard Business Rev. 75 (2) (1997) 105] to reduce transaction uncertainty in the chain, which can be conceptualized as the primary goal of supply chain management [J. Operat. Manage. 11 (3) (1993) 289], demand chain parties often are observed in practice to begin with information transfer improvement, ignoring the problem of long lead times. In this paper, we propose a framework for prioritizing lead time reduction in a demand chain improvement project, using a typology of demand chains to identify and recommend trajectories to achieve desirable levels of market mediation performance.
De Treville S., Smith I., Rölli A. & Arnold V. (2003). Reducing lead times: Using operations management tools to reach global targets for tuberculosis control. Journal of Operations Management.
de Treville S. & Vanderhaeghe A. (2003). How to Fail at Flexibility. Supply Chain Forum: An International Journal, 4(1), 64-67. [pdf] [abstract]
Flexibility plays a key role both in supply chain management and in manufacturing strategy. Increasing flexibility, however, tends to be difficult for many organizations, and all too often ends in failure. In this paper, we take a humorous approach to summarizing managerially-relevant findings from the academic literature on flexibility.
de Treville S. & Vanderhaeghe A. (2003). Losing the fight with flexibility. Supply Chain Forum: An International Journal, 4(1), 67-73. [pdf] [abstract]
One area where supply chains constantly get into trouble is that of flexibility: when is it correct to respond to customer requests for increased flexibility, and when is it wise to refuse in the name of process consistency? This issue's case will probably feel very familiar to most readers, as it describes a situation that is all too common.
de Treville S., Edelson N. M. & Watson R. (1995). Getting Six Sigma back to basics. Quality Digest, 15, 42-47.
Suri R., Diehl G. W. W., de Treville S. & Tomsicek M. J. (1995). From CAN-Q to MPX: Evolution of queuing software for manufacturing. Interfaces, 25(5), 128-150. [doi] [web of science]
de Treville S. (1994). Improving the innovation process. OR/MS Today, 28-31.
de Treville S. (1994). Using Rapid Modeling to make Kaizen work more effectively. APICS, 78-81.
de Treville S. & Edelson N. M. (1994). Process discipline: Rethinking technology investment. Industrial Engineering, 45-46. [web of science]
de Treville S. (1992). Time is money. OR/MS Today, 30-35.
de Treville S. (1991). Finnish manufacturing systems: Sisu Auto uses MPX to compete based on time. Manufacturing Systems, 9, 14-17.
de Treville S. & Suri R. (1991). Full speed ahead: A timely look at rapid modeling in operations management. OR/MS Today, 24-42.
Suri R. & de Treville S. (1986). Getting from just-in-case to just-in-time: insights from a simple model. Journal of Operations Management, 6(3-4), 295-304. [doi] [abstract]
Many factory managers are hesitant about implementing a just-in-time system due to concern about the dip in productivity that occurs. Here, a simple analytic model is used to study the trade-off between disruption and learning/improvement on a production line. While simple, the model is shown to capture many of the effects of just-in-time mentioned in the literature.¦Using insights from the model, an attempt is made to identify those factors to which successful implementation of just-in-time is most sensitive.
Parties de livre
Chapitre de Treville S., Hoffrage U. & Petty J. S. (2009). Managerial decision making and lead times: The impact of cognitive illusions. In G. Reiner (Ed.), Rapid modelling for increasing competitiveness (pp. 3-14). Springer, London, UK. [doi] [web of science] [abstract]
In this paper, we consider the impact of cognitive illusions on decision making in the operations management field, in areas ranging from product and process development to project management. Psychologists have studied the effects of overconfidence, the planning fallacy, illusions of control, anchoring, confirmation bias, hindsight bias, and associative memory illusions on individual judgment, thinking, and memory in many experiments, but little research has focused on operations management implications of these biases and illusions. Drawing on these psychological findings we discuss several of these cognitive illusions and their impact on operations managers, plant workers, technicians and engineers alike in a variety of operational settings. As in other contexts, these cognitive illusions are quite robust in operations management, but fortunately the impact of selected illusions can be substantially reduced through debiasing techniques. The examples discussed in this paper highlight the need for more operations-management-based research on the impact of cognitive illusions on decision making.
Actes de conférence (partie) Avanzi B. & de Treville S. (2006). Demand estimation through credibility theory. POMS annual conference proceedings (pp. 19).
de Treville S., Hoffrage U. & Petty J.S. (2006). Cognitive illusions in operations management. Proceedings of the 2006 Annual Meeting of the Academy of Management (pp. 17).
de Treville S. & Antonakis J. (2005). Intrinsic motivation in lean production? Contextual, configurational, and levels-of-analysis issues. Academy of Management, Operations Management Division, Honolulu, USA.
de Treville S., Edelson N. M., Kharkar A. N. & Avanzi B. (2005). Can we develop theory around six sigma? Should we care?. POMS annual conference proceedings (pp. 26).
de Treville S., Trigeorgis L. & Crego A. (2005). Rethinking lead time reduction investment: A real options perspective. POMS annual conference proceedings (pp. 22).
Avanzi B., Boisvert C., de Treville S. & Oyon D. (2004, Nov). The Impact of Performance Measurement Systems on Lead Time Reduction. CRITOM Conference.
de Treville S., Antonakis J. & Edelson N. M. (2003, Juin). Reconciling motivation, creativity, and process variability issues in process documentation. EUROMA-POMS Joint International Conference, Como, Italy.
de Treville S., Edelson N. M., Kharkar A. N. & Stutts B. E. (1993). Are there limits to defect reduction?. conference proceedings of the EOQ'93 World Quality Congress, Espoo, Finland.
Edelson N. M., Ellis M. L., Kharkar A. N., Stutts B. E. & de Treville S. (1992). A sequential 3-phase process improvement strategy. Proceedings of the 46th Annual Quality Congress, ASQC, Nashville, TN.
Cahiers de recherche Wager S. & de Treville S. (2013). Constant Salvage Value Models: A Source of Systematic Bias in Predicting the Value of Lead-Time Reduction. SSRN - Social Science Research Network. [url] [abstract]
The assumption that unsold goods can be liquidated at a constant salvage value is widespread in inventory theory. We show that, under general mathematical conditions, this modeling assumption will cause companies to underestimate both the value of lead-time reduction and the cost of lead time increases. Our result does not require that companies actively consider the possibility of non-constant salvage values. Rather we show that, in an environment where salvage values are allowed to depend on the amount of overage, a firm that cuts lead times according to a strategy that assumes a constant salvage value will earn more money than predicted from its lead-time reduction.
de Treville S., Trigeorgis L. & Avanzi B. (2008). Rethinking lead time reduction investment: A real options perspective (2008ACTL16). UNSW Australian School of Business. [url]
Thèses Bicer I., De Treville S. (Dir.) (2014). Modeling and mitigation of supply-demand mismatches. Université de Lausanne, Faculté des hautes études commerciales. [abstract]
In this thesis, I develop analytical models to price the value of supply chain investments under demand uncer¬tainty. This thesis includes three self-contained papers. In the first paper, we investigate the value of lead-time reduction under the risk of sudden and abnormal changes in demand forecasts. We first consider the risk of a complete and permanent loss of demand. We then provide a more general jump-diffusion model, where we add a compound Poisson process to a constant-volatility demand process to explore the impact of sudden changes in demand forecasts on the value of lead-time reduction. We use an Edgeworth series expansion to divide the lead-time cost into that arising from constant instantaneous volatility, and that arising from the risk of jumps. We show that the value of lead-time reduction increases substantially in the intensity and/or the magnitude of jumps. In the second paper, we analyze the value of quantity flexibility in the presence of supply-chain dis- intermediation problems. We use the multiplicative martingale model and the "contracts as reference points" theory to capture both positive and negative effects of quantity flexibility for the downstream level in a supply chain. We show that lead-time reduction reduces both supply-chain disintermediation problems and supply- demand mismatches. We furthermore analyze the impact of the supplier's cost structure on the profitability of quantity-flexibility contracts. When the supplier's initial investment cost is relatively low, supply-chain disin¬termediation risk becomes less important, and hence the contract becomes more profitable for the retailer. We also find that the supply-chain efficiency increases substantially with the supplier's ability to disintermediate the chain when the initial investment cost is relatively high. In the third paper, we investigate the value of dual sourcing for the products with heavy-tailed demand distributions. We apply extreme-value theory and analyze the effects of tail heaviness of demand distribution on the optimal dual-sourcing strategy. We find that the effects of tail heaviness depend on the characteristics of demand and profit parameters. When both the profit margin of the product and the cost differential between the suppliers are relatively high, it is optimal to buffer the mismatch risk by increasing both the inventory level and the responsive capacity as demand uncertainty increases. In that case, however, both the optimal inventory level and the optimal responsive capacity decrease as the tail of demand becomes heavier. When the profit margin of the product is relatively high, and the cost differential between the suppliers is relatively low, it is optimal to buffer the mismatch risk by increasing the responsive capacity and reducing the inventory level as the demand uncertainty increases. In that case, how¬ever, it is optimal to buffer with more inventory and less capacity as the tail of demand becomes heavier. We also show that the optimal responsive capacity is higher for the products with heavier tails when the fill rate is extremely high.
Petty J., de Tréville S. (Dir.) (2008). A Study of Venture Capital Decision Making. Université de Lausanne, Faculté de biologie et médecine.
de Tréville S., Hayes Robert (Dir.) (1987). Disruption, Learning, and System Improvement in Just-in-Time Manufacturing. Harvard Business School.
Mémoires Allemann J., de Treville S. (Dir.) (2014). Reducing lead times at GSK Vaccines. Université de Lausanne, Faculté des hautes études commerciales.
Oreiller N., de Treville S. (Dir.) (2014). Implementation of a Postponement Strategy in Bulgary Horlogerie. Université de Lausanne, Faculté des hautes études commerciales.
Crego A., de Tréville S. (Dir.) (2004). Valuation of Manufacturing Flexibility: An Accessible Approach to Practicing Managers. Université de Lausanne, Faculté des hautes études commerciales.
Hüttmeir A., de Tréville S. (Dir.) (2004). Competitive Operations and Trade-Off Analysis. Université de Lausanne, Faculté des hautes études commerciales.
Tan S., de Tréville S. (Dir.) (2003). Worker morale under lean production: An iterative triangulation analysis. Université de Lausanne, Faculté des hautes études commerciales.
Vanderhaeghe A., de Tréville S. (Dir.) (2003). The Opportunities of Manufacturing Flexibility in a Price-Based Competitive Environment: A Case Analysis. Université de Lausanne, Faculté des hautes études commerciales.