- Just-in-Time Operations
- Manufacturing Planning Systems
Chris Piper received his undergraduate education at McGill University in his hometown of Montreal. After graduation he served in the Royal Canadian Air Force, where he discovered his strong interest in Operations Management. He entered Ivey's MBA Program in 1967, and joined the faculty upon graduation. Subsequently, he studied operations research and systems sciences at the Graduate School of Industrial Administration at Carnegie-Mellon University, receiving a MS in the former and a PhD in the latter. In 1983, the American Production and Inventory Control Society certified him as a fellow in production and inventory management (CFPIM). He was awarded a life CFPIM by APICS in 2007.
Piper teaches, researches, and writes cases in the operations management area. He has advised companies on manufacturing planning and control, forecasting, lean operations and operations strategy. He has helped design, deliver and direct executive development seminars and management programs in Canada and abroad. He has been a visiting professor at the Rotterdam School of Management, the International University of Japan and the Helsinki School of Economics.
- BSc, McGill
- MBA, Western
- MS, Carnegie-Mellon
- PhD, Carnegie-Mellon
- CFPIM, APICS
Recent Refereed Articles
Sawhney, R.; Piper, C. J.,
2002, "Value Creation Through Enriched Marketing-Operations Interfaces: An Empirical Study In The Printed Circuit Board Industry", Journal of Operations Management, January 20(3): 259 - 272.
Abstract: The paper examines the short-term capacity interface between marketing and operations, i.e. marketing_operations interface (MOI) in relation to customer value. A field study involving 10 firms in the printed circuit board (PCB) manufacturing industry was used to develop a conceptual framework and measures of the constructs. Subsequently, a 180-plant PCB industry survey was used to test the model, finding support for the proposed relationship between MOI effectiveness and customer value.
Piper, C. J.; Vachon, S.,
2001, "Accounting for Productivity Losses in Aggregate Planning", International Journal of Production Research, January 39(17): 4001 - 4012.
Abstract: The aggregate planning literature fails to correctly account for productivity losses incurred by employee layoffs and hires. Moreover, the literature is mostly silent on the productivity losses associated with other capacity changes such as multiple shifts and overtime. In those cases where productivity losses are considered, traditional approaches impute associated costs, but fail to account for lost capacity. It was found that when linear programming formulations have capacity constraints that account for productivity losses, the resulting production plans are superior to those obtained when productivity losses are modelled solely as costs in the objective function. Some avenues for future research are also proposed.
Melnyk, S. A.; Piper, C. J.,
1981, "Implementation of Material Requirements Planning: Safety Lead Times", International Journal of Operations and Production Management, December 2(1): 52 - 61.
Abstract: Because previous systems of production and inventory control have produced excessive inventories, late deliveries, and poor productivity, many firms in the last 10 years have incorporated Material Requirements Planning (MRP) in their production systems. MRP eliminates uncertainty in component level demand and allows the focusing on lead time variability. Manufacturing lead time is the time required from the release of an order to production and its receipt in stock. To protect MRP from outliers' adverse effects, safety lead times can be used by the decision maker. A variety of estimation techniques can be followed, from past observed mean time to that of observing the impact of factors such as the production quantity or number of operations. Adding safety lead times reduces service levels and increases inventory. Safety lead time buffers at the parts level produced more benefits than similar buffers at the sub-assembly level. The principal benefit from MRP implementation is a reduction in element inventory.
- Designed, directed and taught executive programs (1990-2010)
- Director Competitive Excellence through Operations Program. (1995-2007)
- Director Canadian Pacific Railway Executive Learning Program (1996-1999)
- Proposed and helped design the first fully interactive virtual classroom network used by the Ivey Across Canada EMBA program for case teaching by video-conferencing (1995-2000)
- Consultant to organizations in the areas of forecasting, production planning, inventory control, and logistics (1980-present)
- Member University Pension Board (1991-1998)
- University Senate (1998-2004)
- Chair, Ivey Academic Integrity Committee (2004-2007)