Curriculum Vitae for Eric P. Jack, Ph.D. - UAB · Curriculum Vitae for Eric P. Jack ... Operations Management ... o Also, developed three faculty assignment/workload tracks for all

Curriculum Vitae for Eric P. Jack, Ph.D.

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Eric P. Jack, Ph.D. Rank: Associate Professor

Title: Interim Dean and Associate Professor of Management Date of Hire: 2001

Department: Management, Information Systems and Quantitative Methods Primary Teaching Area: Operations Management

Biographical Information Dr. Jack is the Interim Dean of the School of Business at the University of Alabama at Birmingham where he has also served as the Associate Dean for Faculty Development and Research from 2008 to 2012. His research interests include operations strategy with special emphasis on flexibility, quality management, and supply chain management. His research has been published in several journals including: Journal of Operations Management, Production and Operations Management, Business Horizons, International Journal of Management Reviews, International Journal of Physical Distribution & Logistics Management, Journal of Marketing Management, Journal of Organizational and End User Computing, Journal of Services Marketing, Quality Management Journal, Managing Service Quality, Management Research News, APICS‐The Association for Operations Management, and in a 1999 text: Quantitative Models for Supply Chain Management. He is a member of Academy of Management (AOM), APICS – The Association for Operations Management, Decision Sciences Institute (DSI), and Production and Operations Management Society (POMS). His work experience also includes 21 years as a US Air Force officer where his responsibilities at various international locations involved facility planning, design, construction, and maintenance.

Academic Background

Ph.D. University of Cincinnati, Cincinnati, Ohio, Operations Management, 2000

M.B.A. Wright State University, Dayton, Ohio, Research and Development Management, 1990

B.S. Georgia Institute of Technology, Atlanta, Georgia, Industrial Engineering, 1981

Certifications

APICS Certified Fellow in Production & Inventory Management (CFPIM), 352***, 2006.

APICS Certified Supply Chain Professional (CSCP), 352***, 2006.

APICS Certified in Production & Inventory Management (CPIM), 352***, 2005.


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Academic Appointments/Experience

Interim Dean, University of Alabama at Birmingham (UAB) School of Business (October, 2012 ‐ present).

Associate Dean, UAB (June, 2008 ‐ September, 2012). Full‐time member of the School's leadership team with responsibilities for faculty development and research.

Interim Chair of the Department of Management, Information Systems, and Quantitative Methods, UAB (2009 ‐ 2010). Implemented a school‐wide restructuring initiative and assumed leadership responsibilities for this new department with 17 full‐time and 6 part‐time faculty.

Visiting Associate Professor, Anshan Normal University, China (2008). Taught classes in Operations Management for 75 students.

Associate Professor, UAB (2007 ‐ present). Full‐time faculty member with responsibilities for teaching (operations management, supply chain management), research and service.

Assistant Professor, UAB (2001 ‐ 2007). Full‐time faculty member with responsibilities for teaching (operations management, supply chain management), research and service.

Visiting Assistant Professor, University of Cincinnati (2000 ‐ 2001). Taught classes in Operations Management and Project Management.

Graduate Teaching Assistant, University of Cincinnati (1997 – 2000). Taught classes in Operations Management.

On‐site Distance Learning Coordinator, General Motors Corporation (1996 ‐ 1997). On‐site moderator for a graduate course in Statistical Quality Control. This course was provided to General Motors employees enrolled in a Master of Science Degree program through Rensselaer Polytechnic Institute. Responsibilities included coordination of lecture materials (printed materials and video tapes) with professors located at Rensselaer. Advised students, explained course content, and administered on‐site exams.

Assistant Professor of Professional Continuing Education, Air Force Institute of Technology (1993 ‐ 1996). Course director for management applications courses for civil engineering managers who were assigned to worldwide locations and responsible for $30 billion in facilities and infrastructure. Taught management application courses in construction management, real estate management, and financial resources management. Planned courses offerings and developed curricula and lesson plans to meet planned educational requirements. Delivered courses via distance learning to personnel assigned to USAF installations across the globe.


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LEADERSHIP EXPERIENCES

Experience as Interim Dean

o Since 10/1/2012, I have been the Interim Dean of University of Alabama at Birmingham’s School of Business which serves approximately 1800 undergraduate students and 400 master level students in three academic departments with 62 full‐time faculty members and a $15M budget.

o In this role, I am the School’s Chief Academic and Executive Officer and I report to the Provost of the University. My key responsibilities are as follows:

Helping build support and visibility for the School of Business within the Birmingham community, the state, and nation

Maintaining a high quality academic environment with a strong appreciation for scholarship and research that is respectful and inclusive

Building and enhancing the tradition of UAB’s interdisciplinary culture

Leading the academic programs and directing the quality of institutional teaching and research programs, students, faculty and academic program staff

Advocating an environment in which shared governance with the faculty thrives

Building consensus among a committed and involved faculty

Communicating key information in a transparent and timely manner

Providing supervision and approval of the annual budget proposal

Experience in working in and leading complex organizations

o I am fortunate to have had a broad range of responsibilities and experiences here at UAB where, I have served in various capacities since 2001: faculty member (12 years), Interim Department Chair (approx. 1.5 years), Associate Dean (4.5 years), and now as Interim Dean (Since 10/1/2012).

o Over the past 5 years, as both Associate Dean and Interim Dean, I have contributed significantly to five key goals: growing student enrollment and credit hours that drive our financials; coordinating and building a core management team of leaders and scholar‐administrators; recruiting approx. 50% of the new faculty scholars who now serve as a strong academic core of our school; building cross‐discipline research opportunities between the SOB and the UAB Academic Medical Center; and building community‐wide support for our School in preparation for the UAB capital campaign to be initiated in 2013.

o During my 21 years of military experiences as a US Air Force Office, I have led various units and served in several capacities including: Executive Officer, Strategic Planner, Construction Planner, Logistics Manager, Chief Industrial Engineer, Construction Manager, Engineering Draftsman and Surveyor.


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Experience managing budget operations and decision making process for resource allocation

o Over the past 3 months I have successfully managed the School’s $15M budget. In addition, for over 4.5 years as Associate Dean, I have worked closely with the Dean to develop the annual budget and to make critical tradeoff decisions to operate within that budget.

o Some of these critical tradeoffs include: administering a 4.5% budget reserve for faculty and staff merit awards; allowing department chairs to manage their own faculty development funds; developing two types of summer research grants to support faculty research; and refocusing the expenditure of $100K per year for research data.

o Over the past four years, despite 30% reductions in state appropriations, the School’s revenues are up 18%, and we have successfully recruited several faculty and staff while maintaining annual surpluses and building cumulative cash reserves of approx. $2.5M.

o We have also successfully managed our finances in a transparent manner where quarterly financials are both posted electronically and presented at faculty and staff meetings.

Leadership/management style and success in fostering an open, collaborative environment

o My collaborative leadership style is to strive for consensus decision‐making by: 1) understanding the concerns and motivations of key individuals in the organization, and then, 2) engaging them in discussions about our shared vision, strategy and implementation plans to get things done. If, despite my best efforts, we can’t get to consensus on key issues, then I will diplomatically direct actions as necessary.

o For over 5 years as a key administrator of the School, I have consistently received strong positive feedback from both the faculty and staff for by easy‐going and participative leadership style.

o With experience, I have gained a strong respect and appreciation for faculty governance. I strongly promote shared governance in our School as demonstrated by my leadership style and approach in several areas: strategic planning committee, research advisory committee, Assurance of Learning (AoL) committee and in our financial planning processes.

Building and retaining a world‐class faculty

o Since 2008, we have recruited 22 new scholars and 10 clinical faculty members, with two new Chairs from University of Missouri and Florida State. Diversity was also enhanced by three new African American members and seven women hired in tenure/tenure track positions.

o Due to these aggressive recruiting efforts, approx. 50 % of the faculty members are relatively new and we have re‐energized our School’s culture to focus more on teacher‐scholar activities.

o Also, developed three faculty assignment/workload tracks for all faculty members to appropriately serve in different roles that match their motivations and accomplishments.


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Enhancing the quality of the teaching and learning environment

o As a Teacher, I take my responsibilities very seriously and I lead by example. As a result, I have consistently received excellent student ratings and comments about my engaging teaching style, despite having high expectations for my students. Consequently, I won the School’s highest teaching award: the 2006 UAB President’s Award for Excellence in Teaching.

o As Associate Dean, I have been primarily responsible for developing and implementing the School’s comprehensive Assurance of Learning (AoL) programs.

To foster continuous improvement in student learning and assessments, I administered a well‐documented, systematic process to develop, monitor, evaluate, and revise the curricula and to assess impacts on student learning.

For accreditation, we manage 4 programs: 2 Business (undergraduate and MBA and 2 separately accredited Accounting programs (undergraduate and MAc,). The School‐wide undergraduate curriculum committee manages all issues related to the undergraduate curriculum.

The MBA curriculum committee manages issues related to the MBA program. Curriculum issues for the MAc program are managed by the Accounting faculty. Also, each department has an advisory board that reviews their programs and provides feedback as necessary.

The School then uses the data gathered from these detailed processes to close the loop and continuously improve these processes.

o During my 4.5 years as Associate Dean, I was primarily responsible for the massive effort to document our internal processes and procedures that led to our successful AACSB accreditation visit in November 2011. This was especially challenging given that the School was last accredited in 2002 and it took significant efforts to re‐energize the faculty on new processes such as our Assurance of Learning program.

Enhancing and better serving the student body

o As Dean, I have made myself highly visible and accessible to students. I have personally met with our group of student leaders twice this semester. I have also attended several events that the students have organized themselves.

o As Associate Dean, I have also worked closely with my fellow Associate Dean and others to develop this group of student leaders who now play a key role in both representing student needs and also in helping to recruit students to our School.

Experience in enhancing diversity o Diversity is a core value at this School as reflected in the representation of our leadership, faculty, staff

and students. For example, for the past three years the School has implemented an Opportunity Scholarship program for high‐achieving students of diversity (broadly defined) at a cost of $200K annually. Approximately 50 diverse students are now successful participating in this program.


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o I have also served 3 years as the School’s Affirmative Action Officer. We have built a culturally diverse team where the School has valued diversity in its senior leadership team and has also aggressively pursued and recruited diverse faculty and staff to mirror the diversity of our students.

o For the past 2 years, I have personally organized a team of faculty and students to travel to Wilcox County, the poorest county in our State of Alabama to address the social and economic determinants of health disparities in minority populations.

Experience in building partnerships and enhancing support for an institution among its many outside constituents (community, private sector, foundations, and government)

o In my roles as Interim Dean and Associate Dean, I have led several meetings with our senior board of advisors (Council of Directors). We have successfully reviewed and updated our mission, vision, strategies and tactics. I have also met with members of each of the departmental advisory boards.

o As Interim Dean, I have been the key representative of the School at meetings with senior members of Birmingham’s business community: the Birmingham Business Alliance (BBA), the Commercialization Advisory Committee (CAC), the Innovation Depot, etc.

o I am the VP of Education for the local chapter of APICS‐The Association for Operations Management. In this role, I have been actively educating members of the business community pursuing certifications in both operations management and supply chain management.

Ability to identify synergies and build partnerships across campus

o Most recently, I led a university‐wide team effort to review the detailed processes used to execute clinical trials here at UAB: Efforts produced detailed process maps for the re‐application of the grant for the Center for Clinical and Translational Sciences (CCTS).

o Currently serve as a co‐director of the Edge of Chaos: a university‐wide effort to engage Birmingham’s community to address and develop solutions to our most wicked problems.

o Currently serves as a champion for the university‐wide effort to establish an Institute for Innovation and Technology Commercialization: this initiative is purposefully designed to identify, develop and transfer intellectual property from UAB into startup companies.

o Assisted as both an administrator and faculty member in developing the Healthcare Leadership Academy (HLA): The HLA is co‐directed by faculty at both our Business School and the Medical School. Prior to the HLA, UAB’s medical leaders went to schools such as Harvard or Emory for such leadership training. We are now preparing to host the 5th HLA class where some of our faculty members serve as consultants and mentors.

o Most recently, I have been engaging several Deans at UAB to broaden the scope of our HLA and to position it to deliver world‐class leadership training for health professional across the country.


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o As a faculty member and administrator, I am a founding member of the Joint Center for Information Assurance and Forensic Research: a university‐wide center focused on research and real‐world solutions to difficult information security problems.

INTELLECTUAL CONTRIBUTIONS

Research Interests

Operations Strategy, Flexibility, Health Care Management, Service Operations, Quality Management, and Supply Chain Management.

Refereed Articles 1. Johnston, A. C., Wech, B. A., & Jack, E. P. (in press, 2012). “Engaging Remote Employees: The

Moderating Role of "Remote" Status in Determining Employee Information Security Policy Awareness.” Journal of Organizational and End User Computing.

2. Leach‐López, M. A. & Jack, E. P. (in press, 2012). “Hofstede's Values – Locus of Control (LOC): Job Satisfaction Effect in the USA, Mexico, Korea, and Hong Kong.” Journal of International Business and Cultural Studies, 7.

3. Jack, E. P., & Powers, T. L. (in press, 2012). “Managing Strategic Supplier Relationships: Antecedents and Outcomes.” Journal of Business and Industrial Marketing.

4. Jack, E. P. & Powers, T. L. (in press, 2012). Shopping Behaviors and Satisfaction Outcomes.” Journal of Marketing Management.

5. Xu, N., Huang, X., & Jack, E. P. (2012). “On the Cutting Edge of Business Intelligence: An Examination of How One Company's Patents Are Advancing Business Strategies and Processes in Several Industries.” Recent Patents on Computer Science, 5 (1), 1‐10.

6. Jack, E. P., Powers, T. L., & Skinner, L. R. (2010). “Reverse Logistics Capabilities: Antecedents and Cost Savings.” International Journal of Physical Distribution & Logistics Management, 40 (3), 228‐246.

7. Jack, E. P. & Powers, T. L. (2009). “A Review and Synthesis of Demand Management, Capacity Management and Performance in Health Care Service.” International Journal of Management Reviews, 11 (2), 149‐179.

8. Powers, T. L. & Jack, E. P. (2008). “Using Volume Flexible Strategies to Improve Customer Satisfaction and Performance in Health Care Services.” Journal of Services Marketing, 22 (3), 188‐197.

9. Jack, E. P. & Raturi, A. S. (2006). “Lessons Learned from Methodological Triangulation in Management Research.” Management Research News, 29 (6), 345‐357.

10. Jack, E. P. & Powers, T. L. (2006). “Managerial Perceptions on Volume Flexible Strategies and Performance in Health Care Services.” Management Research News, 29 (5), 228‐241.

11. Jack, E. P., Bedics, T. A., & McCary, C. E. (2006). “Operational Challenges in the Call Center Industry: A Case Study and Resource‐Based Framework.” Managing Service Quality, 16 (5), 477‐500.

12. Raturi, A. S & Jack, E. P. (2004). “Creating a Volume Flexible Firm.” Business Horizons, 47 (6), 69‐78.

13. Jack, E. P. & Raturi, A. S. (2004). “Measuring and Comparing Volume Flexibility in the Capital Goods Industry.” Production and Operations Management, 12 (4), 480‐501.

14. Jack, E. P. & Powers, T. L. (2004). “Volume Flexible Strategies in Health Services: A Research Framework. Production and Operations Management,” 13 (3), 230‐244.

15. Evans, J. R., & Jack, E. P. (2003). “Validating Key Results Linkages in The Baldrige Performance Excellence Model.” Quality Management Journal, 10 (2), 7‐24.


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16. Jack, E. P. & Raturi, A. S. (2002). “Sources of Volume Flexibility and their Impact on Performance. Journal of Operations Management,” 20 (5), 519‐548.

17. Jack, E. P. Stephens, P., & Evans, J. (2001). “An Integrated Summary of Doctoral Dissertation Research in Quality Management.” Production and Operations Management, 10 (4), 363‐383.

Refereed Proceedings Full Paper

1. Powers, T. L. & Jack, E. P. (in press, 2012). “Retail Product Returns: The Role of Emotional and Product Dissonance.” Academy of Marketing Conference 2013.

2. Johnston, A. C., Wech, B. A., Jack, E. P., & Beavers, M. (2010). “Reigning in the Remote Employee: Applying Social Learning Theory to Explain Information Security Policy Compliance Attitudes.” 16th Americas Conference on Information Systems.

3. Jack, E. P., Powers, T. L. and Skinner, L. (2009). “Antecedents of Reverse Logistics Cost Savings.” Society of Marketing Advances.

4. Powell, M. Paige, Jack, E. P., Allison, J. J., Saag, K. G., & Weissman, N. W. (2009). “Assessing the Value to Practitioners of a Pharmacy Benefit Management Program: Lessons from the MineRx Program.” 25th Anniversary International Conference on Pharmacoepidemiology and Therapeutic Risk Management, Providence, RI.

5. Jack, E. P., Powell, M. Paige, Allison, J. J., Saag, K. G., & Weissman, N. W. (2009). “Medical Practices' Awareness and Perceptions of the UMWA Health and Retirement Funds MineRx Program.” 25th Anniversary International Conference on Pharmacoepidemiology and Therapeutic Risk Management, Providence, RI; Pharmacoepidemiology and Drug‐Safety, ISPE's office.

6. Jack, E. P., Powell, M. Paige, Allison, J. J., Saag, K. G., & Weissman, N. W. (2009). “Providers' and Administrators' Perceived Value of the UMWA Health and Retirement Funds MineRx Program.” 25th Anniversary International Conference on Pharmacoepidemiology and Therapeutic Risk Management, Providence, RI.

7. Jack, E. P., & Powers, T. L. (2008). “Empirical Assessment of Hospital Volume Flexibility.” Decision Sciences Institute Annual Meeting, Decision Sciences,

8. Skinner, L., Jack, E. P., & Powers, T. L. (2008). “Retailer‐Supplier Affinity: Relationship and Performance Outcomes.” 11th annual Retail Strategy and Consumer Decision Symposium at the Society for Marketing Advances, Society for Marketing Advances.

9. Jack, E. P. & Powers, T. L. (2006). “The Impact of Volume‐Flexible Strategies on Performance in Health Services.” Production and Operations Management, Production and Operations Management Society.

10. Jack, E. P., & Powers, T. L. (2005). “A Categorical Summary of Resource‐Based Responses to Demand and Capacity Management Challenges in Health Care.” Decision Sciences Institute Annual Meeting, Decision Sciences, 17331‐17336.

11. Jack, E. P. (2005). “Leveraging Labor and Technology in the Call Center Industry: A Case Study and Research Framework.” Decision Sciences Institute Annual Meeting, Decision Sciences, 21141‐21146.

12. Raturi, A. S. & Jack, E. P. (2004). “Triangulation in Empirical Research: Lessons Learned from the Sources and Impact of Volume Flexibility.” Decision Sciences Institute Annual Meeting, Decision Sciences Institute, 5451‐5455.

13. Jack, E. P. & Collins, J. P. (2004). “A Prescriptive Framework for Build‐to‐Order Strategies.” Decision Sciences Institute Annual Meeting, Decision Sciences Institute, 1131‐1136.

14. Raturi, A. S. & Jack, E. P. (2004). “Triangulation in Empirical Research: An Example Assessing Sources and Impact of Volume Flexibility.” Production and Operations Management 15th Annual Meeting, Cancun, Mexico, Production and Operations Management Society.

15. Jack, E. P., Bruvold, N., Raines, G., & Raturi, A. S. (2000). “Measuring Volume Flexibility of Small and Large Manufacturing Firms. Production and Operations Management, San Antonio, TX, POMS.


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16. Ghosh, S., Evans, J., & Jack, E. P. (1999). Exploring Results Linkages in The Baldrige Performance Excellence Model.” Decision Sciences Institute International Conference, Athens, Greece, Decision Sciences Institute,

17. Jack, E. P., & Raturi, A. S. (1999). “Comparing the Output Flexibility of Small and Large Firms.” Production and Operations Management, New Delhi, India, Phoenix Publishing House Pvt Ltd, 100‐115.

Abstract Only

o Hoyt, K., & Jack, E. P. (in press, 2011). “Hospital Efficiency and Volume Flexibility Based on Size and Ownership Type.” IFORS 2011 Conference.

o Van Matre, J. G., & Jack, E. P. (2009). “Root Cause Analysis: Industry and Healthcare Comparisons.” Southeastern Decision Sciences Institute.

o Jack, E. P. (2006). “Operational Tradeoffs in the Telecommunications Service Industry.” Productions and Operations Management Conference, POMS.

o Jack, E. P. and Agee, B. (2006). “Operational Responses to Competitive Forces in the Telecommunications Service Industry: A Resource‐based Perspective.” Decision Sciences Institute 2006 Annual Meeting.

o Akan, O. H., & Jack, E. P. (2006). “Concrescent Conversation: An Empirical Analysis of the Impact of Effective Conversational Behavior on Team Performance.” Management Faculty of Color Association, Inc., Third Annual National Conference, Tallahassee, FL.

o Jack, E. P., & Chapman, R. G. (2006). “Supply Chain Management Active Learning.” Academy of Management Annual Meeting.

o Jack, E. P., & Powers, T. L. (2006). “Measuring the Impact of Volume Flexible Strategies on Performance in Health Care Services: An Empirical Analysis.” Decision Sciences Institute Annual Meeting.

o Jack, E. P., and Agee, B. (2005). “Operational Challenges in the Telecommunications Industry: A Case Study and Research Framework.” Production and Operations Management Annual Conference.

o Jack, E. P., & Powers, T. L. (2005). “Managerial Perceptions in Deploying Operational Strategies in Health Care: A Field Survey.” Decision Sciences Institute Annual Meeting.

o Jack, E. P., & Powers, T. L. (2003). “Volume Flexibility in Health Care: A Contingency‐Based Framework.” Decision Sciences Institute Annual Meeting.

o Jack, E. P. & Raturi, A. S. (2002). “Creating and Sustaining Volume Flexibility.” Decision Sciences Institute Annual Meeting.

o Ganeshan, R., Jack, E. P., Magazine, M. J., & Stephens, P. (1999). “A Taxonomic Review of Supply Chain Management Research.” InfORMS.

o Jack, E. P., Stephens, P. R., & Evans, J. R. (1998). “A Meta‐Analysis of Dissertation Research in Quality Management.” Decision Sciences Institute Annual Meeting.

Papers Under Review

1. Powers, T. L. & Jack, E. P. (2012). "Cognitive Dissonance and Retail Product Returns," Initial submission to Psychology and Marketing.

2. Hoyt, K. L., Jack, E. P., Powers, T. L., & Stanford, R. (2012). "Hospital Efficiency and Volume Flexibility Based on Size and Ownership Type," Initial submission to Management Research Review.

3. Powers, T. L. & Jack, E. P. (2012). "Emotional and Product Dissonance: Influences on Product Returns," Initial submission to European Journal of Marketing.


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4. Akan, O. H. & Jack, E. P. (2012). "Concrescent Conversation: Empirical Validation of the Concrescent Conversation Environment Scale," Initial submission to Small Group Research.

5. Powers, T. L. & Jack, E. P. (2011). "Shopping Behavior and Perceived Customer Value," Initial submission to Journal of Business Research.

6. Jack, E. P. & Powers, T. L. (2011). "Strategic Supplier Relationships: Antecedents and Outcomes," Initial submission to Journal of Business & Industrial Marketing.

Working Papers

1. Jack, E. P. & Powers, T. L. (2012). "How Cognitive Dissonance Impacts Product Returns in Retail Supply Chains" targeted for Journal of Supply Chain Management.

Non‐Refereed Articles: Since 2004, we have written monthly articles for practitioners via APICS Magazine – The Association for Operations Management’s Magazine:

1. Collins, J. P. & Jack, E. P. (2012). “Details, Details: Dealing with the Devil during Organizational Change.” APICS Magazine, Mar/Apr (1), 11.

2. Collins, J. P. & Jack, E. P. (2012). “Here or there: Deciding where to put your Operations.” APICS Magazine, May/Jun (1), 12.

3. Collins, J. P. & Jack, E. P. (2012). “Spotlight on Your Processes.” APICS Magazine, Jan/Feb (1), 14.

4. Collins, J. P. & Jack, E. P. (2012). “The Opportunities and Challenges of Global Sourcing.” APICS Magazine, Nov/Dec., 14‐14.

5. Collins, J. P. & Jack, E. P. (2012). “The Power of Communication: Excellent Interactions, Excellent Teams.” APICS Magazine, Sep/Oct (1), 11.

6. Collins, J. P. & Jack, E. P. (2012). “Two out of Three Ain't Good: Examining the People and Places of Total Economic Vitality.” APICS Magazine, Jul/Aug (1), 12.

7. Collins, J. P. & Jack, E. P. (2011). “Contemplating Mass Customization: Build‐to‐order from an operations strategy perspective.” APICS Magazine, July/Aug (1), 12.

8. Collins, J. P. & Jack, E. P. (2011). “Faster, Better, Cheaper: How much does it cost to make those widgets?” APICS Magazine, May/Jun (1), 12‐13.

9. Collins, J. P. & Jack, E. P. (2011). “Flawed Expectations: If you're thinking of ways to change your customers, think again.” APICS Magazine, Jan/Feb, 14.

10. Collins, J. P. & Jack, E. P. (2011). “How to Crack the Sales‐Versus‐Operations Egg: Turning your business relationships sunny‐side up.” APICS Magazine, Sep/Oct (1), 12.

11. Collins, J. P. & Jack, E. P. (2011). “Mindful and Aware: One company's (Puget) Sound Sustainability Initiatives.” APICS Magazine, Nov/Dec, 9.

12. Collins, J. P. & Jack, E. P. (2011). “Sense and Respond: Why relationships are essential to demand‐driven excellence.” APICS Magazine, Mar/Apr, 12.

13. Collins, J. P. & Jack, E. P. (2010). “A Critical Eye: Looking carefully at Lean and the Toyota Production System.” APICS Operations Management Now (online).

14. Collins, J. P. & Jack, E. P. (2010). “Character and Competence: Two essentials of supplier relationship management.” APICS Magazine, July/Aug, 20.

15. Collins, J. P. & Jack, E. P. (2010). “Diverse Perspectives: The Relative Impact of Marketing and Operational Strategies.” APICS Magazine, Jan/Feb, 18‐19.

16. Collins, J. P. & Jack, E. P. (2010). “How you operate: Pinpointing a continuous improvement culture.” APICS Magazine, Nov/Dec, 20‐21.


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17. Collins, J. P. & Jack, E. P. (2010). “Question Everything: The five whys reveal key lessons from Toyota.” APICS Magazine, May/Jun, 14‐15.

18. Collins, J. P. & Jack, E. P. (2010). “Show Them They Can Rely on You.” APICS Magazine, Sep/Oct, 16.

19. Collins, J. P. & Jack, E. P. (2010). “The Great Barrier Grief: How to steer clear of change‐initiative heartache.” APICS Magazine, Mar/Apr, 15.

20. Collins, J. P. & Jack, E. P. (2009). “Imaginary Simulations and Real‐World Situations: Using the theory of constraints to generate true profit.” APICS Magazine, July/Aug, 17.

21. Collins, J. P. & Jack, E. P. (2009). “Juice Manufacturer Boosts Supply Chain Fluidity: Using the theory of constraints to optimize product flow.” APICS Magazine, May/June, 14.

22. Collins, J. P. & Jack, E. P. (2009). “Lean's Naked Truth: Are we seeing more than is really there?” APICS Magazine, Mar/Apr, 12.

23. Collins, J. P. & Jack, E. P. (2009). “Maximizing Your Operating Strategy.” APICS Magazine, Nov/Dec, 12.

24. Collins, J. P. & Jack, E. P. (2009). “SCM Lessons from Apple and the iPhone.” APICS Magazine, Sep/Oct, 12.

25. Collins, J. P. & Jack, E. P. (2009). “World‐Class Contingency Planning: Don't forgo this essential practice.” APICS Magazine, Jan/Feb, 14.

26. Collins, J. P. & Jack, E. P. (2008). “Continuous Innovation or Continuous Improvement? Finding the path to true competitive advantage.” APICS Magazine, Sep/Oct, 12.

27. Collins, J. P. & Jack, E. P. (2008). “Go Farther: Using postponement to advance operational excellence.” APICS Magazine, Nov/Dec, 14.

28. Collins, J. P. & Jack, E. P. (2008). Lasting Progress: Process improvement programs should be sustainable. APICS Magazine, July/Aug, 10.

29. Collins, J. P. & Jack, E. P. (2008). “Pigs, Chickens, and Marriage Proposals: The somewhat surprising foundations of effective postponement.” APICS Magazine, Mar/Apr, 13..

30. Collins, J. P. & Jack, E. P. (2008). “Profit Pursuit: The Advantages of Mass Customization and Postponement.” APICS Magazine, February, 11.

31. Collins, J. P. & Jack, E. P. (2008). “The Cornerstones of Competitive Advantage: Finding the business case for process improvement programs.” APICS Magazine, May/June, 12.

32. Collins, J. P. & Jack, E. P. (2007). “Charting a Fluid Supply Chain: Open Communication is the Conduit to Smooth Information Flows.” APICS Magazine, June, 14.

33. Collins, J. P. & Jack, E. P. (2007). “Mystery Solved: Figuring Out What Your Customers Really Want.” APICS Magazine, September, 14.

34. Collins, J. P. & Jack, E. P. (2007). “Special Delivery: Giving Your Customers What They Want.” APICS Magazine, October, 19.

35. Collins, J. P. & Jack, E. P. (2007). “Strength in Numbers: Business Success Depends on Employee Empowerment for All.” APICS Magazine, Nov/Dec, 13.

36. Collins, J. P. & Jack, E. P. (2007). “Top Rank: Ensuring your Company’s World‐Class Status.” APICS Magazine, July/Aug, 20‐21.

37. Jack, E. P. & Collins, J. P. (2006). “Strength and Tone: A flexible approach to operations can build some serious muscle.” APICS Magazine, June, 34‐38.

38. Jack, E. P., Powers, T. L., & Nowak, M. C. (2005). “A New Perspective on Supply and Demand: Operational Challenges, Strategies and Opportunities in Health Care Delivery.” APICS Magazine, March, 33‐37.

39. Jack, E. P. & Collins, J. P. (2005). “Takt Time Tunnel Vision: Why the Automotive Industry Should Change.” APICS Magazine, October, 47‐51.


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40. Jack, E. P. & Collins, J. P. (2004). “Build‐to‐Order Give and Take: Overcoming Challenges in the Pursuit of Flexibility.” APICS Magazine, September, 39‐42.

41. Jack, E. P. & Collins, J. P. (2004). “The Spontaneous Supply Chain.” APICS Magazine, Jul/Aug, 31‐35.

PhD Dissertation:

Jack, E. P. (2000). “Measuring and Comparing Volume Flexibility of Small and Large Firms.”

Book Chapters

Ganeshan, R., Jack, E. P., Magazine, M. J., & Stephens, P. (1999). “A Taxonomic Review of Supply Chain Management Research,” in Sridhar Tayur, Ram Ganeshan and Mike Magazine (Eds.), Quantitative Models for Supply Chain Management (pp. 839‐879.). Boston/Dordrecht/London: Kluwer Academic Publishers.

Presentation of Refereed Papers

1. Jack, E. P., Powell, M. Paige, Allison, J. J. , Saag, K. G. , & Weissman, N. W. (2009, August). “Providers' and Administrators' Perceived Value of the UMWA Health and Retirement Funds MineRx Program,” 25th Anniversary International Conference on Pharmacoepidemiology and Therapeutic Risk Management, Providence, RI.

2. Jack, E. P., Powell, M. Paige, Allison, J. J. , Saag, K. G. , & Weissman, N. W. (2009, August). “Medical Practices' Awareness and Perceptions of the UMWA Health and Retirement Funds MineRx Program,” 25th Anniversary International Conference on Pharmacoepidemiology and Therapeutic Risk Management, Providence, RI.

3. Powell, M. Paige & Jack, E. P. (2009, November). “Assessing the Value to Practitioners of the UMWA Health and Retirement Funds' MineRx Program,” American Public Health Association Annual Meeting, Philadelphia, PA.

4. Powell, M. Paige & Jack, E. P. (2009, November). “Medical Practices' Awareness and Perceptions of the UMWA Health and Retirement Funds' MineRx Program,” American Public Health Association Annual Meeting, Philadelphia, PA.

5. Powell, M. Paige, Jack, E. P. , Allison, J. J. , Saag, K. G. , & Weissman, N. W. (2009, August). “Assessing the Value to Practitioners of a Pharmacy Benefit Management Program: Lessons from the MineRx Program,” 25th Anniversary International Conference on Pharmacoepidemiology and Therapeutic Risk Management, Providence, RI.

6. Jack, E. P. & Powers, T. L. (2008, November). “Empirical Assessment of Hospital Volume Flexibility,” Decision Sciences, Baltimore, MD.

7. Akan, O. H. & Jack, E. P. (2006, June). “Concrescent Conversation: An Empirical Analysis of the Impact of Effective Conversational Behavior on Team Performance,” Management Faculty of Color Association, Inc., Third Annual National Conference, Tallahassee, FL.

8. Jack, E. P. & Chapman, R. G. (2006, August). “Supply Chain Management Active Learning,” Academy of Management Annual Meeting, Atlanta, GA.

9. Jack, E. P. & Powers, T. L. (2005, November). “Managerial Perceptions in Deploying Operational Strategies in Health Care: A Field Survey,” Decision Sciences Institute Annual Meeting, San Francisco, CA.

10. Jack, E. P. (2005, May). “Operational Challenges in the Telecommunications Industry: A Case Study and Research Framework,” Production and Operations Management 16th Annual Conference, Chicago, IL.

11. Jack, E. P. & Raturi, A. S. (2004, November). “Triangulation in Empirical Research: An Example Assessing the Impact and Sources of Volume Flexibility,” Decision Sciences Institute Annual Meeting, Boston, MA.


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12. Jack, E. P. & Collins, J. P. (2004, November). “The Business Case for Build‐to‐Order Focused Strategies,” Decision Sciences Institute Annual Meeting, Boston, MA.

13. Jack, E. P. & Raturi, A. S. (2004, April). “Ten Lessons Learned from a Triangulated Study of Volume Flexibility in the Capital Goods Industry,” Production and Operations Management, Cancun, Mexico.

14. Jack, E. P. & Powers, T. L. (2003, November). “Volume Flexibility in Health Care: A Contingency‐Based Framework,” Decision Sciences Institute Annual Meeting, Washington, D.C.

15. Jack, E. P. & Raturi, A. S. (2002, November). “Creating and Sustaining Volume Flexibility,” Decision Sciences Institute Annual Meeting, San Diego, CA.

16. Ganeshan, R., Jack, E. P., Magazine, M. J., & Stephens, P. (1999, May). “A Taxonomic Review of Supply Chain Management,” InfORMS, Cincinnati, OH.

17. Jack, E. P., Stephens, P., & Evans, J. (1998, November). “A Meta‐Analysis of Dissertation Research in Quality Management,” Decision Sciences Institute Annual Meeting, San Diego, CA.

Presentation of Non‐Refereed Papers

1. Jack, E. P. (2006, November). “Operational Responses to Competitive Forces in the Telecommunications Services Industry: A Resource‐Based Perspective,” Decision Sciences Institute Annual Meeting, San Antonio, TX.

2. Jack, E. P. & Powers, T. L. (2006, November). “Measuring the Impact of Volume Flexible Strategies on Performance in Health Care Services: An Empirical Analysis,” Decision Sciences Institute Annual Meeting, San Antonio, TX.

3. Jack, E. P. & Agee, B. (2006, April). “Operational Tradeoffs in the Telecommunications Service Industry,” Production and Operations Management, Boston, MA.

Research Grants

1. 2009: Jack, E. P. & Powers, T. L. “An Examination of Reverse Logistics: A Customer and Retailer Perspective,” ($4,900) UAB School of Business (Faculty Development Grant).

In this research project customers were surveyed to address the following research questions: 1) How do retailer reverse logistics policies influence customers to return goods? 2) Do retailer reverse logistics policies influence customer opportunism? 3) Does customer opportunism influence cognitive dissonance, product, and retailer satisfaction? 4) Are customer returns based primarily on cognitive dissonance, dissatisfaction with the product purchased, or dissatisfaction with the retailer? And 5) How does this process influence customer loyalty?

2. 2006: Weissman, N. W., Powell, P., Allison, J. J., Saag, K. S., Duxbury, A., Klapow, Joshua C., Pisu, Maria, Bian, John; Sutton, Bryce, Jack, Eric P., and Fry, Rachel B. “Evaluation of the Prescription Drug Care Coordination Program (RxCCP) of the UMWA Health and Retirement Fund.” ($335,000).

In cooperation with the UMWA, the University of Alabama at Birmingham (UAB) Center for Outcomes and Effectiveness Research and Education (COERE) and its pharmacoepidemiology component, the UAB Center for Education and Research on Therapeutics (CERTs), conducted an independent comprehensive evaluation of the RxCCP, relying on both qualitative and quantitative research methods.

My role on this grant was to support the evaluation using process analysis and case study methodologies. Effort reporting was 10%.

3. 2003: Eric, J. P., “Volume Flexible Strategies in Health Services.” ($5,000), Title VI Mini‐Grant. This project developed a contingency‐based model of volume flexible operational strategies used in health care. A series of structured interviews and case studies were conducted with senior health care administrators in order to understand how and why they deploy specific volume flexible strategies.


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4. 2003: Eric, J. P., Awarded funding for research during summer 2003, UAB's Comprehensive Minority Fellowship and Student Development Program ($8,800) for research on “Volume Flexibility in the Capital Goods Industry.”

5. 2002: Eric, J. P., Awarded funding for research during summer 2002, UAB’s Comprehensive Minority Fellowship and Student Development Program ($8,800) for research on “Volume Flexibility in the Capital Goods Industry.”

TEACHING ACTIVITIES

Teaching Interests Operations Management, Quality Management, Project Management, and Supply Chain Management

Courses Taught: Operations Management (MBA633), Operations Management (MG403), Supply Chain Management (MG416), Project Management (at UC), and Operations Planning and Scheduling (at UC).

Teaching Awards o Received UAB’s 2006 President's Award for Excellence in Teaching.

Teaching innovations in MBA courses: o 2011 – Continued to refine MBA633 to improve students' critical thinking skills by using debates on seminal articles in Operations Management. Students were required to do independent research in order to adequately defend their assigned position on a topic associated with one of these seminal articles. Students must also include in their references and support materials from at least one peer‐reviewed article from an OM journal (preferably The Journal of Operations Management). Students were divided into groups (of 3 or 4 individuals for up to 10 groups) to complete weekly graded assignments. Groups were required to prepare a 15‐minute PowerPoint presentation including their analysis of the scheduled peer‐reviewed research paper along with their arguments for and against this topic. Assignment submissions were to address four areas: (1) synopsis of scheduled article; (2) business application example showing how this could be applied in a real business setting; (3) current research issues; and (4) explain how this article agrees/disagrees with operations management theory as presented in the textbook and scheduled articles.

o Each semester, I led class field trips to observe operations management practices in action. Included in these trips were Honda, Mercedes, ZF industries, Wal‐Mart distribution center, and Caremark.

o 2009 – New Format for Old Course. Revamped MBA 633 to improve students' understanding of how to use OM tools for process improvement. This project provided an opportunity for each student to customize the course content to his/her specific needs. Each student was required to select a problem (from work, home, school, etc.) and demonstrate how to use the problem solving tools to find root causes and generate solutions to the problem. This project counted for 15% of the course grade and it was submitted electronically in Blackboard.

o 2006 – New Format for Old Course. Improvements to MBA633: Fall 2005 and Spring 2006, I significantly improved MBA633 (Operations Management). Case study content and simulation software (LINKS Supply Chain Management) was updated to give students a hands‐on integrated experience in making operations strategy decisions while seeing the impact of these decisions on the performance of the firm. Student groups were required to run a company for 12 months by developing the business strategy, operations strategies, and the supporting performance metrics that address the needs of three constituents: customers, internal management, and shareholders. This OM course served as a comprehensive integrating experience where concepts from other courses could be fully integrated.

o 2005: Changes in MBA633 included using simulation software to give students different perspectives and managerial insights into how operational processes are designed, managed and controlled. As


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with all software packages, there were some learning curve issues that were challenging to the students. While the Extend LT simulation software was the source of some student complaints, I used it in the early weeks because of the keen insights it provided to the students. I agreed that this simulation software component added to the difficulty and workload in the course.

Teaching innovations in undergraduate courses: o 2007 – MG 416 Creation/Delivery: Conventional. New content for Supply Chain Management was developed. The primary means of learning were short lectures and interactive assignments via written and presented application examples, assigned problems, simulations and other exercises. Supply chain management involves the flows of materials, information, cash and returns among all of the firms that contribute value to a product, from the source of raw materials to end customers. This course focused on effective supply chain strategies for companies that operate globally with emphasis on effectiveness of the entire supply chain.

o Fall 2005 and Spring 2006 – MG403 (Operations Management): I significantly revamped this course updating content and simulation software (Responsive Learning Technologies) to give students a hands‐on integrated experience in making operations strategy decisions and seeing the impact of those decisions on the performance and profitability of the firm. Student groups were required to operate a manufacturing plant by making operational decisions regarding: material sourcing, plant and equipment investments, scheduling, and the selection of customer contracts where revenue depends on the ability to deliver on short lead times.

Students were also required to complete online quizzes and assignments designed to reinforce student learning and to post copies of their weekly class presentations on the discussion board in VISTA. This platform was used to complete class discussions on‐line and to facilitate the electronic exchange of group presentations. The online web chat capability in VISTA allowed group discussions and also allowed students to ask me questions and get answers interactively.

Summary of Teaching Evaluations (student feedback):

o 2008 – present: With the adoption of the IDEA system for course evaluations, my student feedback scores have consistently ranged in the 56‐62 (2nd highest level) category of standardized scores when compared by IDEA to others in the teaching discipline.

o Prior to the IDEA system (2001‐2007), my teaching evaluations ranged from 3.16 to 3.93 with an average of 3.6 on a 4‐point scale.


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SERVICE

Editorial Review Board

2012: Journal of Operations Management.

Reviewer (Articles / Manuscripts)

Since 2002, served as an Ad‐Hoc reviewer for several journals including: Production and Operations Management, Journal of Operations Management, International Journal of Production and Operations Management, Decision Science Journal, and Management Research News.

Received special recognition in 2005‐2006 from the Decision Sciences Editor for my detailed reviews. Professional Memberships

Academy of Management

APICS – The Association for Operations Management

Decision Sciences Institute

Production and Operations Management Society Selected Committee Roles

2004 to present: APICS – The Association for Operations Management, Birmingham Chapter, Birmingham, AL. Vice President of Education: teach APICS certification classes and manage the educational programs for the local APICS chapter.

2005‐2006: Decision Sciences Institute, Boston, MA. Decision Sciences Membership Committee.

2004: Decision Sciences Institute, Boston, MA. Session Chair for the Manufacturing Strategy Research Track, Decision Sciences Annual Conference.

2002‐2004: Academy of Management. Membership Committee, POM Division of the Academy. Keynote Addresses

2009: Business Process Management Professional Meeting, Birmingham, AL. “A New Appreciation for Goldratt’s Theory of Constraints: Lessons from Supply Chain Management Simulations.”

2002: American Production and Inventory Control Society (APICS), Nov. Meeting, Huntsville Chapter, Huntsville, AL. “Drivers and Sources of Volume Flexibility.”

2002: American Production and Inventory Control Society (APICS) Sept. Meeting, Birmingham Chapter, Birmingham, AL. Presented personal research on Flexibility in the Capital Goods Industry.

Service to the University, School and Department

Since 2006, served on the following UAB university‐wide committees: o Undergraduate Admissions Appeals, University‐Wide Interdisciplinary Research Committee, VP for

Student Affairs Search, School of Business Dean Search, Provost Search, UAB Cancer Center Advisory Board, Internal Advisory Council for the UAB Joint Center for Intervention Research, Co‐Director of the Edge of Chaos: A university‐wide initiative to promote innovation and solutions to “Wicked Problems,” UAB Athletics Advisory Council, Center for Clinical and Translational Sciences working group, and Faculty Enrichment Committee.

2008‐2012 served at UAB School of Business as Associate Dean for Faculty Development and Research with the following responsibilities: o Contributed as a member of the School’s executive leadership team and the Strategic Planning

Committee that developed and implemented the School’s mission, vision, values and strategies.


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o Promoted continuous improvement of our programs as well as those in partnership with other UAB schools including engineering, public health, health professions, medicine, and nursing.

o Developed several programs to promote faculty development and research: implementing online faculty performance data management using SEDONA, implementing two summer research grant programs, administering teaching excellence awards, and developing three separate tracks for faculty assignments and performance.

o Chaired the School’s Assurance of Learning (AoL) Committee responsible for developing and administering all student learning goals and objectives for both AACSB and SACS accreditations.

o Led the School’s 5‐year effort to successfully maintain our AACSB business and accounting accreditations that were validated in November, 2011.

o Worked with the Dean in the areas of budget planning, financial management, development and external relations.

o Acted on behalf of the Dean in his absence.

Served on (and chaired some) of the following UAB School‐wide and departmental committees:

o Strategic Planning, AACSB Accreditation, Assurance of Learning, Faculty Search Committees, Undergraduate Program Review Committee, Departmental Review Committee, Computer Resources Committee, Research Advisory Committee, and MBA Appeals & Grievance.

Faculty Development

Instructional‐Related Conferences

2008: APICS Certified Supply Chain Professional (CSCP) Content Development. Member of committee assigned to review and update the training materials used for the APICS Certified Supply Chain Professional (CSCP) Training Program. Chicago, IL.

2005: Attended the Master Teacher Program presented by Dr. Harvey Brightman (Regents Professor Emeritus of Managerial and Decision Sciences, Georgia State). This program included 14 instruction hours focused on techniques to improve teaching effectiveness. Birmingham, AL.

1999: Teaching Excellence Seminar, InfORMS Conference, May, 1999 (3 days). Cincinnati, OH.

1998: Future Faculty Scholars Seminar II, Spring, 1998, Preparing Future Faculty National Initiative, University of Cincinnati. Cincinnati, OH.

1998: Future Faculty Scholars Seminar I, Winter, 1998, Preparing Future Faculty National Initiative, University of Cincinnati. Cincinnati, OH.

1995: Excellence in Teaching, Dun and Bradstreet Seminar, (1 day), Columbus OH,.

1993: Academic Instructor Training School, (3 weeks), December 1993, Maxwell AFB, Montgomery, AL.

Other Professional Development

2012: AACSB International Conference Forum, for participants of AACSB International Conference and Annual Meeting (ICAM) April 29 ‐ May 1, 2012. San Diego, CA.

2012: AACSB Assessment Conference, March 14‐16, 2012. Provided interactive exploration of global best practices in assessment and assurance of learning (AoL). Houston, TX.

2011: AACSB Assessment Conference, March 14‐16, 2011. Provided interactive exploration of global best practices in assessment and assurance of learning (AoL). Atlanta, GA

2010: AACSB International Conference, March 19‐21, Houston, TX.

2010: APICS CSCP and CFPIM Certification Maintenance. Completed all requirements for re‐certification for APICS practitioners as a Certified Supply Chain Professional (CSCP) and a Certified Fellow in Production and Inventory Management. Birmingham, AL.


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2009: AACSB International Conference, April 25‐26, Orlando, FL.

2008: Transportation and Logistics Conference, March 19, Birmingham, AL. Represented the local APICS chapter at this logistics and transportation conference.

2008: AACSB Assurance of Learning Conference. Developed expertise and gathered best practices to implement Assurance of Learning at UAB School of Business. Dallas, TX.

2008: Quality Management Approaches at Honda. Visited Honda Manufacturing plant and met with the Quality Manager to understand the various approaches that Honda uses to identify root causes of quality problems. Lincoln, AL.

2008: Teaching Operations Management in China. Taught Operations Management tools and techniques to 75 undergraduate students at Anshan Normal University. This activity was in support of UAB School of Business study abroad program and other efforts to expand professional collaborations internationally. Anshan, China.

2006: Completed all APICS professional development certification requirements to receive their highest certification in Operations Management: Certified Fellow in Production and Inventory Management (CFPM). Alexandria, VA.

2006: Completed four (4) on‐line courses: (1) customer relationship management; (2) sales and operations planning and scheduling; (3) supplier relationship management: and (4) current technologies in supply chain management. Successfully completed the 4‐hour exam and awarded certification as an APICS Certified Supply Chain Professional (CSCP), March 11, 2006. Charlotte, NC.

2005: Completed five (5) courses in production planning, scheduling, inventory management, execution/control and strategic management. Received APICS Certification in Production and Inventory Management (CPIM). Birmingham, AL.

2005: Attended monthly professional development meetings hosted by the local APICS chapter. These helped attendees remain current on the professional practice of operations management, focusing on managerial challenges, opportunities, and emerging technologies. Also included are tours of Birmingham area businesses (e.g. US Pipe, Honda, Mercedes Benz, Wal‐Mart distribution center, ZF Industries, etc.). Birmingham, AL.

2005: Board of Directors for new product development at US Pipe. This provided an invaluable opportunity to develop professionally by putting operational theories into practice. Birmingham, AL.

2005: Completed five on‐line courses on (1) basics of supply chain management; (2) master planning of resources; (3) detailed planning and scheduling: (4) execution and control of operations; and (5) strategic management. Also completed (March 2005) five exams towards certification as APICS Certified in Production and Inventory management. . Birmingham, AL.

1995: Advanced Leadership Training, Air Command and Staff College, 40 weeks Seminar, 1994‐1995. Montgomery, AL.

Professional Seminars / Workshops

2010: Mercedes Benz Continuous Improvement Training. 2‐week workshop designed for MBUSI employees, suppliers, and vendors. Week 1 the course covered details about the Mercedes production system. Week 2 required applying continuous improvement methods to this live automotive JIT and JIS production process. Wonderful experience! Tuscaloosa, AL.

2008: APICS Lean Manufacturing Workshop. Reviewed new content for the APICS Lean Manufacturing Training. Orlando, FL.

2008: AACSB Assurance of Learning Conference. Based on feedback, AACSB presented a new conference introducing educators to thorough, effective assessment, and the many resources at hand to optimize the process. Participated in discussions on the efficient and consistent use of data and how informed assessment supports business schools‐‐immediately and in years to come. Dallas, TX.


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2005: The Center for Excellence in Manufacturing Management, Teaching Operations Management, June 20‐22, 2005, The Ohio State University Fisher College of Business, Columbus, OH. Professor Terry Hill, Oxford University, conducted case teaching sessions designed specifically for educators in operations management courses, using manufacturing and services operations cases. These sessions illustrated teaching methods that apply manufacturing strategy principles and concepts to both manufacturing and service industries. Columbus, OH.

2005: International Red Cross Gulf Coast Region, Conducted on‐site workshop on Quality Management and Process Improvement for employees. These hands‐on sessions were delivered jointly with statistician, Dr. Joseph Van Matre. Birmingham, AL.

2004: Southern Research Institute, Conducted on‐site workshop on Quality Management and Process Improvement for employees. These hands‐on sessions were delivered jointly with statistician, Dr. Joseph Van Matre. Birmingham, AL.

2002: Extend Simulation Software, Attended 3‐day technical training session on Extend Simulation software. This software enhanced my Operations Management classes in which students study operations processes. Knoxville, TN.

1994: Assessing Product and Service Quality using the Baldrige Quality Award Criteria, 1994 (1 week). Dayton, OH.

Technology‐Related Training

2009: Supply chain management simulation software evaluation. Evaluated a new supply chain management simulation software training program (The Fresh Connection) for use in the APICS Certified Supply Chain Professional (CSCP) training. Chicago, IL.

2005: Attended a hands‐on workshop on the WebCT on‐line course management system. This customized workshop provided UAB faculty with the tools to design and develop blended learning courses using WebCT. The workshop was for both experienced and non‐experienced users of WebCT. . Birmingham, AL.

2000: SAP/R3 Enterprise Resource Planning software training, July 2000. Chicago, IL.

Awards/Honors

Awards

2007. Received special recognition at the Academy of Management conference, POM Division, from the editor of Management Research News journal for article: Jack, E. P. & Powers, T. L. (2006). “Managerial Perceptions on Volume Flexible Strategies and Performance in Health Care Services.” Management Research News, 29 (5), 228‐241.

2006: UAB 2006 President's Award for Excellence in Teaching.

2005: Silver Inkwell Award: APICS Magazine has been recognized by the International Association of Business Communicators (IABC) with three Silver Inkwell Awards. Silver Inkwell Awards are awarded annually by the Washington, D.C. Chapter of IABC in recognition of high‐quality work in the field of business communication. Feature article “The Spontaneous Supply Chain,” by Eric P. Jack, Ph.D., CPIM, and John P. Collins, CPIM.

2005: APEX Award: APICS Magazine was honored by winning three APEX Awards for Publications Excellence in the Seventeenth Annual Awards for Publication Excellence. APICS Magazine's March 2005 issue won in the Magazine and Journal Writing category. The issue included a Spotlight on the Health Care and Pharmaceutical Industries, with lead article by Eric P. Jack, Ph.D., Thomas L. Powers, Ph.D., and Martin C. Nowak, FACHE; “Life After the Deadline.”


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1996: Teaching Excellence Award: The 2nd Annual Southwestern Ohio Council for Higher Education, 1996. Air Force Institute of Technology. WPAFB, Dayton, OH.

Honors

2006: Email From: Jay Kandampully [mailto:[email protected]‐state.edu] Sent: Monday, January 29, 2007 7:39 AM To: Eric P Jack Subject: Managing Service Quality “Hi Eric, Here is some good news for you and for your colleague. Your manuscript entitled “Operational challenges in the call center industry: a case study and resource‐based framework,” published in MSQ, Vol. 16, No.5 was nominated as a finalist for the Highly Commended Paper Award for the year 2006 ‐ congratulations. Your paper narrowly missed receiving the award. We believe that your research has significantly contributed to the services theory. We thank you for choosing to publish your outstanding research in the journal Managing Service Quality. The acceptance rate in MSQ for 2006 was 18%; this has reflected greatly on the quality of manuscripts published. Although Emerald would prefer to have a greater number of papers published in each issue of MSQ, I have chosen to promote quality as opposed to quantity. Best regards, Jay.”

2005: Emerging Scholar Recognition, Production and Operations Management (POM) Conference, Chicago, IL. Selected to attend a special session as one of 15 Emerging Scholars in Production and Operations Management. The program's goal was to provide new academic professionals in OM with career‐building advice in developing excellence in their personal programs of teaching, research, and service. The program featured internationally recognized senior OM scholars as well as members of the POMS Board of Directors. Chicago, IL.

WORK EXPERIENCE

Non‐Academic Experience

National

Construction Planner and Executive Officer, Headquarters, Air Force Logistics Command (1986 ‐ 1990). As construction planner, developed cost estimates and justification to gain Congressional support for $200 million in needed construction of logistics facilities at bases in seven states. As the Executive Assistant to the Chief Civil Engineer, managed the administrative support for a 150‐person staff responsible for the design, construction, and maintenance of Air Force logistics facilities. Worked directly with six directors to ensure that all worked performed was accurate and completed in a timely manner.

Chief, Senior Officer Housing, 1100 Civil Engineering Squadron (1984 ‐ 1985). Managed a 40‐person staff responsible for the maintenance and repair of 45 houses that are used to support generals and admirals assigned to the Pentagon. Initiated job orders and work orders to accomplish needed maintenance and repairs and also secured furnishings to support the needs of senior command positions. Tracked all hourly labor charges, materials, and services to ensure that congressional cost limitations were not exceeded.

Chief, Industrial Engineer, 1100 Civil Engineering Squadron (1981 ‐ 1984). Managed a 10‐person staff and provided engineering management and consulting services to a 350‐person public works center responsible for maintaining all Air Force facilities at Bolling Air Force Base, Washington, DC. Also responsible for the unit's computer systems, cost accounting, and real estate management functions. Recognized by the Air Force Inspector General as the Outstanding Industrial Engineer in 1984.

Engineering Assistant and Construction Inspector, 3202nd Civil Engineering Squadron (1976 ‐ 1979). Developed detailed, multi‐disciplinary sketches, layouts and construction drawings, and specifications to build Air Force facilities by contract. Performed surveys and transformed surveying data into accurate drawings to support construction of roads, utilities, and runways. Also performed technical inspections and quality assurance surveys on $800, 000 in construction of sewers and water distribution projects at Eglin Air Force Base, Ft. Walton Beach, FL.


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International

Relocation Planner and Coordinator, Headquarters, US Air Forces in Europe (1990 ‐ 1993). After the fall of the Berlin Wall, the US began a massive withdrawal of US Forces in Europe. In support of this effort, I planned and coordinated the relocation of thousands of US troops and families in Turkey, Greece, Italy, Spain, and Germany. Responsibilities included planning and executing base closures and providing support to numerous families relocating within Europe and returning to the US.

Chief of Logistics, 8 Civil Engineering Squadron (1985 ‐ 1986). Managed a 10‐person staff responsible for logistics support and wartime readiness training of Air Force combat engineers stationed in South Korea.

Consulting

2005: Advisory Board Member, United States Pipe and Foundry Company, Inc., Assisted in developing, analyzing, evaluating and implementing new innovations and strategic initiatives. The Company is engaged in the business of, among other things, the manufacture and sale of ductile iron pipe, valves, hydrants, fittings and related accessories. I assisted in providing additional, special expertise and advice regarding certain of its operations in Jefferson County, Alabama and other locations.

2005: UAB Health Services Strategy Office. In conjunction with Dr. Tom Powers provided continuing development of a simulation model to facilitate health care strategic planning activities by service lines. This comprehensive model provided a systems perspective for health care administrators by considering demographic data, market share, internal delivery processes and capacity management decisions.

2005: American Red Cross Alabama and Central Gulf Coast Region, Developed and taught four (4) hands‐on training sessions on Quality Management and Process Improvement Techniques for employees. These sessions were delivered on‐site in collaboration with Dr. Joe Van Matre. Although financially compensated, we also received accolades and gratitude from employees for conducting these training sessions.

2004: Southern Research Institute, Developed and presented four (4) hands‐on training classes on Total Quality Management and Process Improvement Methodologies for employees. Sessions were delivered as a team effort with Dr. Joe Van Matre.

2003: International Medical Management, Consultant on a UAB health care grant entitled “Operational Efficiency & Health Outcomes in Zambia.” This project focused on improving operational processes to determine the most efficient way to serve patients, reduce cost, and provide follow up care, including the efficient use of health care providers, staff, and facilities.

Paid Service

2008: APICS‐BAMA Chapter, Managed a 10‐week class on APICS Certified Supply Chain Professional training and taught 15 managers who are 1st Tier suppliers to 3M, Decatur, Alabama.

2007: APICS‐BAMA Chapter, Taught two‐day seminar in the Fundamentals of Operations Management, Columbus, Mississippi for 5 managers at Severcorr (a new steel company with a next‐generation steel plant in the heart of America's new industrial region).

2007: APICS‐BAMA Chapter, Taught four‐day seminar in the Fundamentals of Inventory Management at Columbus Mississippi for 10 managers at Severcorr (a new steel company with a next‐generation steel plant in the heart of America's new industrial region).

2007: APICS‐BAMA Chapter, Taught two‐day seminar in the Fundamentals of Operations Management at UAB School of Business for 15 supply chain managers at Alabama Power.

2007: APICS‐BAMA Chapter, Managed a 10‐week class on APICS Certified Supply Chain Professional training and taught 7 managers who are 1st Tier suppliers to Mercedes Benz, Tuscaloosa, Alabama.

2007: APICS‐BAMA Chapter, Managed a 10‐week class on APICS Certified Supply Chain Professional and taught 17 managers at Mercedes Benz, Tuscaloosa, Alabama.


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2007: APICS‐BAMA Chapter, Managed a 10‐week class on APICS Certified Supply Chain Professional training at UAB School of Business and taught 10 managers from Alabama Power, US Pipe, and Benjamin Moore Paints.

2006: O'Neal Steel, in collaboration with Dr. Van Matre, contracted to teach professional continuing education course (Spring 2007) on Six Sigma methodology and implementation for employees at O'Neal Steel (a local steel fabricator).

2006: APICS‐‐The Association for Operations Management, Instructor for practitioner‐oriented courses required for the APICS Certification in Production and Inventory Management (CPIM). Also served as instructor for the Certified Supply Chain Professional (CSCP) certification course. Courses were delivered on‐site at several local companies.

2005: APICS‐BAMA Chapter, Instructor for practitioner‐oriented courses required for the APICS Certification in Production and Inventory Management (CPIM). Courses were delivered on‐site at several local companies.

2005: American Red Cross (Alabama and Central Gulf Coast Region), Developed and taught four hands‐on training sessions on quality management and process improvement techniques for employees at the American Red Cross (Alabama and Central Gulf Coast Region). These sessions were presented in collaboration with Professor Van Matre.

2004: Southern Research Institute, Developed and presented four hands‐on training sessions on Total Quality Management and Process Improvement Methodologies for employees.

2003: Decatur General Hospital, prepared a series of lectures on Operations Management, Service Processes, Capacity Management, Process Management and Project Management for a health care administrators' workshop coordinated by Dr. Jack Duncan.

Documents

Curriculum Vitae for Eric P. Jack, Ph.D. - UAB · Curriculum Vitae for Eric P. Jack ... Operations Management ... o Also, developed three faculty assignment/workload tracks for all