Wisconsin School of Business

Urban Wemmerlöv

Executive Director Erdman Center for Operations & Technology Management, Professor

Professor - Erdman Center for Operations and Technology Management, Operations & Information Management
Kress Family Professor

Urban Wemmerlöv is the Kress Family Professor at the Wisconsin School of Business, where he directs the Erdman Center for Operations and Technology Management.

His teaching and research interests are in the areas of healthcare operations management, cellular manufacturing, focused factories, lean principles, change management, and planning and control systems. Many of his more than 80 publications focus on the design, implementation, and operation of cells, including his book, “Reorganizing the Factory: Competing through Cellular Manufacturing” (with Nancy Hyer; Productivity Press, 2002) which received the 2003 Shingo Prize for Excellence in Manufacturing Research. Recent and ongoing research has been in the areas of health care organization and product design changes.

Wemmerlöv was instrumental in the planning and establishment of the Erdman Center for Operations and Technology Management. In 1994, he was appointed its first director. He has also been actively involved with UW-Madison’s Center for Quick Response Manufacturing and faculty/student field research projects carried out through this center.

He is a certified fellow of the American Production and Inventory Control Society and a fellow of the Decision Sciences Institute. He has been associate editor for the Journal of Operations Management and area editor for Production and Operations Management. Currently, he serves as associate editor for the Decision Sciences journal.

Wemmerlöv holds a B.S. in business, an M.S. in mechanical engineering, and a doctorate in production management (all from Lund University, Sweden), and an M.S. in IEOR (from the University of California-Berkeley).
 

Selected Accepted Journal Articles


Kim, Y., & Wemmerlöv, U. (2013). Does a Supplier’s Operational Competence Translate into Financial Performance? An Empirical Analysis of Supplier-Customer Relationships.
Article AbstractWe conduct an empirical investigation of how a supplier’s operational competence, as reflected by outcomes in the areas of quality, cost, delivery, flexibility and new product development, translates into financial gains from a key customer. In contrast to previous research directed at the firm level, this study focuses on the supplier-customer relationship level. Using survey data from 158 suppliers in the manufacturing industry, we perform structural equation modeling to map out the paths from operational competence to financial performance – via dependencies and cooperative behaviors between suppliers and their customers. This study is the first scholarly attempt to examine the link between suppliers’ operational competencies and financial performance in inter-organizational relationships. It is also an early investigation into operational competence as a source of bi-lateral dependence. Our findings show that the supplier’s operational competences lower its dependence on the customer by enhancing the value of its products/services. However, the resulting increase in the supplier’s power is not leveraged to shape relationship behaviors or capture value from its customer. In contrast, the customer’s existing power as a major buyer plays an important role in shaping cooperative behaviors and affecting the supplier’s financial performance from the customer relationship.
Decision Sciences (forthcoming)

Selected Published Journal Articles


Hyer, N., Wemmerlöv, U., & Morris, J. (2009). Performance Analysis of a Focused Hospital Unit: The Case of an Integrated Trauma Center. Journal of Operations Management (27), 203-219. doi: 10.1016/j.jom.2008.08.003.
Hua, S., & Wemmerlöv, U. (2006). Product Change Intensity in the Personal Computer Industry: A Study of Firm-Supplier Innovation. IEEE Transactions on Engineering Management (53), 1-13. doi: 10.1109/TEM.2006.878108.
Hua, S., & Wemmerlöv, U. (2006). Product Change Intensity, Product Advantage, and Market Performance: An Empirical Investigation of the PC Industry. Journal of Product Innovation Management (23), 316-329. doi: 10.1111/j.1540-5885.2006.00204.x.
Johnson, D., & Wemmerlöv, U. (2004). Why Does Cell Implementation Stop? Factors Influencing Cell Penetration in Manufacturing Plants. Production and Operations Management (13), 272-289. doi: 10.1111/j.1937-5956.2004.tb00512.x.
Wemmerlöv, U., & Johnson, D. (2000). Empirical Findings of Manufacturing Cell Design. International Journal of Production Research (38), 481-507. doi: 10.1080/002075400189275.
Wemmerlöv, U., & Johnson, D. (1997). Cellular Manufacturing at 46 User Plants: Implementation Experiences and Performance Improvements. International Journal of Production Research (35), 29-49. doi: 10.1080/002075497195966.
Johnson, D., & Wemmerlöv, U. (1996). On the Relative Performance of Functional and Cellular Layouts: An Analysis of the Model-Based Comparative Studies Literature. Production and Operations Management (5), 309-334. doi: 10.1111/j.1937-5956.1996.tb00403.x.
Vakharia, A., & Wemmerlöv, U. (1995). A Comparative Investigation of Hierarchical Clustering Techniques and Dissimilarity Measures Applied to the Cell Formation Problem. Journal of Operations Management (13), 117-138. doi: 10.1016/0272-6963(95)00017-M.
Park, Y., & Wemmerlöv, U. (1995). A Comparative Study of Cell Formation Techniques: Experimental Findings on Data Dependency and Solution Quality. Decision Sciences (26), 475-502. doi: 10.1111/j.1540-5915.1995.tb01437.x.
Park, Y., & Wemmerlöv, U. (1994). A Shop Structure Generator for Cell Formation Research. International Journal of Production Research (32), 2345-2360. doi: 10.1080/00207549408957072.

Practitioner-Oriented Publications


Hua, S., & Wemmerlöv, U. (2006). Product Change Intensity, Product Advantage, and Market Performance: An Empirical Investigationof the PC Industry. (23), 316-329.
Wemmerlöv, U. (2006). Product Change Intensity in the Personal Computer Industry: A Study of Firm-Supplier Innovation. (53), 1-13.
Hyer, N., & Wemmerlöv, U. (2004). Cellular Manufacturing: The Hard Part is to Get the People in Step with the Program. Mechanical Engineering, 14-16.
Hyer, N., & Wemmerlöv, U. (2003). Cells: The Foundation of Product-Focused Teams. Vanderbilt Magazine, 2.
Hyer, N., & Wemmerlöv, U. (2003). Getting Cells in Place. Manufacturing Engineering (130), 89-97.
Hyer, N., & Wemmerlöv, U. (2003). Cellular Manufacturing: The Hard Part is to Get the Soft Side in Step with the Program. Mechanical Engineering Online, 4.
Hyer, N., & Wemmerlöv, U. (2002). The Office that Lean Built. IIE Solutions, 37-43.
Hyer, N., & Wemmerlöv, U. Cellular Manufacturing: The Hard Part is to Get the People in Step with the Program. , 14-16.

Presentations


"Challenges and Opportunities in ME, IE, and Management" ( 2012 ) Invited PlenaryTalk at the international conference in Bangalore, India: "Challenges and Opportunities in ME, IE, and Management." See more at http://www.thehindu.com/todays-paper/tp-features/tp-educationplus/article3671163.ece?textsize=large&test=1

Decision Sciences Institute (DSI) ( 2011 ) Investigating the Effects of Operational Capabilities and Cooperative Activities on the Supplier's Financial Performance

Production and Operations Management Society (POMS) ( 2011 ) The Effect of Power on Cooperation and Financial Performance: Supplier's Perspective

20th Annual North American Research and Teaching Conference on Purchasing and Supply Chain Management ( 2010 ) The Effect of Operations Strategy on Supplier-Customer Relationships and Suppliers’ Financial Performance (this paper was the Best Paper Award for the conference)


Undergraduate Courses


Production Planning and Control (OIM 654), Spring 2002.

Production Planning and Control
Course DescriptionThe role of materials and capacity planning and control in business operations. Manufacturing Resource Planning Systems: aggregate planning, material requirements planning, capacity planning, operations scheduling. Procedures for cellular manufacturing systems. Costing issues in modern planning and control systems.
(OIM 654), Spring 2001.



Graduate Courses


PhD Reading & Research
Course DescriptionIndividual work suited to the needs of Ph.D. students may be arranged both during regular sessions and during the intersession periods.
(OTM 999 Section 058), Spring 2008.

PhD dissertation
Course DescriptionIndividual work to complete dissertation requirement of Ph.D. program.
(OTM 990 Section 058), Fall 2008.

PhD Thesis
Course DescriptionIndividual work to complete dissertation requirement of Ph.D. program.
(OTM 990), Spring 2009.

PhD Thesis
Course DescriptionIndividual work to complete dissertation requirement of Ph.D. program.
(OTM 990), Summer 2009.

Reorganizing the Factory: Competing through Cellular Manufacturing
Course DescriptionDesign and analysis of manufacturing systems.
(OIM 875), Spring 2002.

Reorganizing the Factory: Competing through Cellular Manufacturing
Course DescriptionDesign and analysis of manufacturing systems.
(OIM 875), Spring 2003.

Reorganizing the Factory: Competing through Cellular Manufacturing
Course DescriptionDesign and analysis of manufacturing systems.
(OIM 875), Spring 2005.

Smr-Operations & Tech Mgmt/Reorganizing the Factory
Course DescriptionOrganizing manufacturing operations into cellular manufacturing and Focused Factories.
(OTM 875 Section 1), Spring 2010.

Seminar in OTM
Course DescriptionDesign and analysis of manufacturing systems.
(OTM 875 Section 1), Spring 2007.

Smr-Operations & Tech Mgmt
Course DescriptionDesign and analysis of manufacturing systems.
(OTM 875 Section 1), Spring 2008.

Reading & Research
Course DescriptionIndividual work suited to the needs of graduate students may be arranged both during regular sessions and the intersession periods.
(OTM 799 Section 058), Spring 2008.

Reading and Research-Operations and Information Management
Course DescriptionIndividual work suited to the needs of graduate students may be arranged both during regular sessions and the intersession periods.
(OIM 799), Spring 2006.

Contemporary Topics/Healthcare Operations Management (OTM 765 Section 4), Spring 2011.

Contemporary Topics/Healthcare Operations Management (OTM 765 Section 4), Spring 2012.

Managing Technological and Organizational Change
Course DescriptionOverview of computerized manufacturing technologies and their managerial implications. Manufacturing systems. Definitions and design aspects. Manufacturing planning and control. CAD/CAM, flexible automation, group technology, and other technologies. Integration aspects. Manufacturing strategies. Performance measures. Adoption considerations. Human aspects and implementation issues. International outlook.
(OTM 758 Section 1), Fall 2008.

Managing Technological Change in Mfg Systems
Course DescriptionOverview of computerized manufacturing technologies and their managerial implications. Manufacturing systems. Definitions and design aspects. Manufacturing planning and control. CAD/CAM, flexible automation, group technology, and other technologies. Integration aspects. Manufacturing strategies. Performance measures. Adoption considerations. Human aspects and implementation issues. International outlook.
(OIM 758), Fall 2001.

Managing Technological Change in Mfg Systems
Course DescriptionOverview of computerized manufacturing technologies and their managerial implications. Manufacturing systems. Definitions and design aspects. Manufacturing planning and control. CAD/CAM, flexible automation, group technology, and other technologies. Integration aspects. Manufacturing strategies. Performance measures. Adoption considerations. Human aspects and implementation issues. International outlook.
(OIM 758), Fall 2002.

Managing Technological Change in Mfg Systems
Course DescriptionOverview of computerized manufacturing technologies and their managerial implications. Manufacturing systems. Definitions and design aspects. Manufacturing planning and control. CAD/CAM, flexible automation, group technology, and other technologies. Integration aspects. Manufacturing strategies. Performance measures. Adoption considerations. Human aspects and implementation issues. International outlook.
(OIM 758), Fall 2003.

Managing Technological Change in Mfg Systems
Course DescriptionOverview of computerized manufacturing technologies and their managerial implications. Manufacturing systems. Definitions and design aspects. Manufacturing planning and control. CAD/CAM, flexible automation, group technology, and other technologies. Integration aspects. Manufacturing strategies. Performance measures. Adoption considerations. Human aspects and implementation issues. International outlook.
(OIM 758), Fall 2004.

Managing Technological and Organizational Change
Course DescriptionOverview of computerized manufacturing technologies and their managerial implications. Manufacturing systems. Definitions and design aspects. Manufacturing planning and control. CAD/CAM, flexible automation, group technology, and other technologies. Integration aspects. Manufacturing strategies. Performance measures. Adoption considerations. Human aspects and implementation issues. International outlook.
(OTM 758 Section 1), Fall 2009.

Managing Technological Change in Manufacturing Systems
Course DescriptionOverview of computerized manufacturing technologies and their managerial implications. Manufacturing systems. Definitions and design aspects. Manufacturing planning and control. CAD/CAM, flexible automation, group technology, and other technologies. Integration aspects. Manufacturing strategies. Performance measures. Adoption considerations. Human aspects and implementation issues. International outlook.
(OTM 758), Fall 2006.

Managing Technologial and Organizational Change
Course DescriptionOverview of computerized manufacturing technologies and their managerial implications. Manufacturing systems. Definitions and design aspects. Manufacturing planning and control. CAD/CAM, flexible automation, group technology, and other technologies. Integration aspects. Manufacturing strategies. Performance measures. Adoption considerations. Human aspects and implementation issues. International outlook.
(OTM 758 Section 1), Fall 2010.

Managing Technological and Organizational Change
Course DescriptionIssues surrounding strategic decisions to adopt new technologies and modern improvement philosophies, the impact these will have on the organization and its members, obstacles preventing successful implementations, and the effective management of change p
(OTM 758 Section 1), Fall 2012.



Combined Undergraduate & Graduate Courses


Managing Technological and Organizational Change
Course DescriptionOverview of computerized manufacturing technologies and their managerial implications. Manufacturing systems. Definitions and design aspects. Manufacturing planning and control. CAD/CAM, flexible automation, group technology, and other technologies. Integration aspects. Manufacturing strategies. Performance measures. Adoption considerations. Human aspects and implementation issues. International outlook.
(OIM/IEN 758/658), Fall 2005.



Learning/Teaching Oriented Publications


Hyer, N., & Wemmerlöv, U. (2002). Reorganizing the Factory: Competing through Cellular Manufacturing. , 770.

Professional Organizations


Decision Sciences Institute (DSI)

European Operations Management Association (EurOMA)

Production Operations Management Society (POMS)

Production and Operations Management (POMS)

Fourth World Conference on Production & Operations Management


Editorial and Reviewing Activities


Decision Sciences - January 2013 - December 2013
Associate Editor

Production and Operations Management - July 2012 - July 2012
Ad Hoc Reviewer

Decision Sciences - January 2012 - December 2012
Associate Editor

Production Planning and Control - October 2011 - October 2011
Ad Hoc Reviewer

International Journal of Production Research - April 2011 - May 2011
Invited Manuscript Reviewer

Production Planning and Control - March 2011 - April 2011
Ad Hoc Reviewer

Decision Sciences - January 2011 - December 2011
Associate Editor

- January 2011 - December 2011
Ad Hoc Reviewer

International Journal of Production Research - January 2010 - December 2010
Invited Manuscript Reviewer

Int. J. of Operations and Production Management - January 2010 - December 2010
Invited Manuscript Reviewer


Photograph of Urban Wemmerlöv

Urban Wemmerlöv

Executive Director Erdman Center for Operations & Technology Management, Professor
 
Professor | Erdman Center for Operations and Technology Management, Operations & Information Management
Kress Family Professor
(608) 262-0305
3525 Grainger Hall