Mark Hanna
Professor | Georgia Southern University
Statesboro, GA, UNITED STATES
Professor Hanna is a proponent of quality management, business excellence, six-sigma, and lean
Biography
A native of Darjeeling, India, Mark Hanna, Ph.D., is professor of operations management in the Parker College of Business at Georgia Southern University. He formerly served as associate dean of the College and chair of the Department of Information Systems and Logistics. He was on the faculty at the Richard T. Farmer School of Business Administration at Miami University from 1990–2001. He earned a Ph.D. in industrial management and an MS in management from Clemson University.
At Georgia Southern, Professor Hanna has primarily taught operations management and quality management courses in the BBA, MBA, WebMBA and Ph.D. programs. In addition, he occasionally teaches a freshman orientation class using the global automobile industry as the research theme. His teaching has been recognized with the 2011 W.A. and Emma Lou Crider Award for Excellence in Teaching and the 2012 Georgia Southern University Award for Excellence in Contributions to Instruction.
In addition to the operations management text, Integrated Operations Management: A Supply Chain Perspective, he has published numerous articles in academic journals including Journal of Operations Management, Production and Operations Management, International Journal of Production Economics, International Journal of Operations and Production Management and others.
Professor Hanna is a proponent of quality management, business excellence, six-sigma, and lean; especially their underlying process-oriented participative management practices. He has supported practitioner development in operations through service to the Ohio Manufacturer’s Association, the Association for Quality and Participation and other organizations. He is a member of the Production and Operations Management Society, Decision Sciences Institute and APICS: The Association for Operations Management.
Areas of Expertise (4)
Six Sigma
Quality Management
Operations Management
Supply Chain Management
Accomplishments (5)
Georgia WebMBA® Outstanding Faculty of the Year: Cohort 46
2015
University of Canterbury (Christchurch, NZ) Visiting Erskine Fellow
2013
William A Freeman Professor of the Year
2013
Georgia Southern University Award for Excellence in Contributions to Instruction
2012
Carnegie/CASE 2012 U.S. Professors of the Year Nominee
2012
Education (3)
Clemson University: Ph.D, Industrial Management 1989
Clemson University: M.S., Management 1985
LeTourneau University: B.A., Mathematics 1981
Links (2)
Articles (5)
Using a spreadsheet version of Deming's funnel experiment in quality management and OM classes
Decision Sciences Journal of Innovative EducationMark D Hanna
2010
A theoretical review of flexibility, agility and responsiveness in the operations management literature: Toward a conceptual definition of customer responsiveness
International Journal of Operations & Production ManagementEdnilson Santos Bernardes, Mark D Hanna
2009 The purpose of this paper is to study the often overlapping use of the related terms flexibility, agility and responsiveness in the operations management literature to clarify differences between the terms.
Charting supply chain management integration and initiatives: a framework to guide implementation
American Journal of BusinessW Rocky Newman, Mark D Hanna, Thomas Gattiker, Xiaowen Huang
2009 This paper proposes a framework that describes the boundary spanning supply chain management (SCM) initiatives taken by leading companies. Supported by existing literature and interviews with managers from large companies reflecting a cross section of businesses, the framework suggests four motivating domains or factors that could support SCM initiatives. They are supply chain understanding, design, improvement, and coordination. Based on the sand cone model, the framework also suggests four levels of SCM integration over which these motivating factors are relevant to the firm and/or supply chain. They range from no integration outside the functional silos of a single firm to a fully integrated multi‐tier supply chain. Unlike existing frameworks that are based upon the flow of material and information through the supply chain, our framework is derived by combining the concept of integration with the motivating domains that characterize SCM initiatives. It captures the combined and overlapping impact of supply chain initiatives from a more strategic perspective and is a useful additional resource for practitioners who seek to chart potential improvements to their supply chain from a competitive standpoint.
How do management students prefer to learn? Why should we care?
International Journal for the scholarship of Teaching and LearningEdnilson Bernardes, Mark Hanna
2009 This paper reports the findings of a study of the learning styles of students in the operations management class at a regional comprehensive university in southeastern United States. Extant learning styles are found to be highly diverse and differ by student gender. However, in contrast to at least one prior study, the learning styles of our respondents did not differ by student major. Five areas of opportunity for future research arising from the results of this study are identified in the paper’s conclusion.
Linking operational and environmental improvement through employee involvement
International journal of operations & production managementMark D Hanna, W Rocky Newman, Pamela Johnson
2000 This paper uses data from 349 employee involvement (EI) team projects to explore the relationships between process type, operational performance, employee involvement, and environmental performance. We investigate the stated goals and outcomes of EI team projects and relationships among these. For repetitive manufacturing processes in particular, we find strong relationships between the operational goals and outcomes of teams and the positive environmental impact outcome. To the extent that environmental performance results from operational systems, this paper suggests that the continuous improvement efforts of operations managers, including EI team projects, can be a key source of environmental improvements. Managers who understand this will take overt steps to leverage their operational improvement systems for environmental gains. From a theory development standpoint, questions are raised regarding the areas of potential synergy between operational and environmental improvement.
Social