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Faculty and Staff Profile

Lawrence Fredendall

Professor of Management


Office: 123 B Sirrine
Phone: 8646562016
Fax: 8646562015
Email: FLAWREN@clemson.edu
 

 Educational Background

Ph.D. Operations Management
Michigan State University 1991

MBA Materials Logistics Management
Michigan State University 1986

BS Chemistry
Central Michigan University 1972

 Courses Taught

Management 390, Introduction to Operations Management
Management 408, Lean Operations
Management 427, Management of Continuous Improvement
MBA 806, Introduction to Operations Management
MBA 874, Management of Continuous Improvement

 Profile

Lawrence D. Fredendall is currently conducting research that is concerned with the implementation of lean operations and quality management in both health-services and manufacturing. One book published by The St. Lucie Press/APICS Series is titled Basics of Supply Chain Management. In addition he has written five chapters for text books published by McGraw-Hill-Irwin on topics such as Theory of Constraints, Just-in-Time, and Total Quality Management. He has published research articles in Decision Sciences, Production and Inventory Management Journal, Journal of Operations Management, International Journal of Production Research, European Journal of Operational Research, Production and Operations Management, Journal of Managerial Issues, Decision Sciences and the Organization Development Journal. Lawrence Fredendall has obtained funding and served as co-principle investigator of a study of the applications of Industrial Engineering and Management tools to health care. This is an on-going project and is sponsored by Health Sciences of South Carolina (HSSC).

 Research Interests

My research seeks to deepen our theoretical understanding of business processes in order to provide a basis for understanding the implementation and value of lean operations in manufacturing and services. The majority of my research has examined the design of the multiple processes that exist in any business and how this design affects business performance.
C. Lean Operations – Teams and Empowerment

The importance of involving the entire workforce in the firm’s efforts to become lean is well recognized. Multiple studies have documented the importance of developing practices that involve shop floor teams in improvement efforts. My research has investigated what practices firms take to empower their work force to make improvements and how this empowerment affects firm performance (see Fredendall et al., 2000).
My research contributions is organized into 4 research streams whose relationship to lean operations is discussed below. While the research focus of each stream is different, each research stream contributes to our understanding of how lean combines sets of capabilities.
Lean Operations and Quality Management: Quality management is necessary but not sufficient to achieve lean operations. Quality management involves both the application of tools to solve problems and more importantly it requires developing business systems that support quality efforts and ensure that continuous improvement.
Lean Operations – Capacity and Scheduling: The importance of controlling the flow of work has long been recognized and has been an ongoing research question that is intertwined with the firm’s capacity decisions.
Lean Operations – Teams and Empowerment: The importance of involving the entire workforce in the firm’s efforts to become lean is well recognized. My research has investigated what practices firms take to empower their work force to make improvements and how this empowerment affects firm performance (see Fredendall et al., 2000)
Lean Operations – Maintenance Management: The importance of machine uptime has long been recognized as a determinant of performance.

 Research Publications

Research Publications since 2008
Fowler, Patricia H., Janet Craig, Lawrence D. Fredendall and Uzay Damali, “Perioperative Workflow: Barriers to Efficiency, Risk, and Satisfaction,” AORN, January, 87 (1), 187-208, 2008.

Zu, Xingxing, L.D. Fredendall and T.J. Douglas. “The Evolving Theory of Quality Management: The Role of Six Sigma,” Journal of Operations Management, 26, 730-748, 2008.

Laohavichien, Tipparat, L.D. Fredendall and R. Stephen Cantrell. “The Effects of Transformational and Transactional Leadership on Quality Improvement”, Quality Management Journal, 16(2), 7-24, 2009.

Fredendall, L. D., Janet B. Craig, Pat J. Fowler, and Uzay Damali, “Barriers to Swift, Even Flow in the Internal Supply Chain of Peri-Operative Services: A Case Study,” Decision Sciences, 40(2), 327-350, 2009.

Zu, Xingxing, and Lawrence D. Fredendall. “Enhancing Six Sigma Implementation through Human Resource Management,” Quality Management Journal 16 (4), 41-54, 2009.

Fredendall, L.D., Divesh Ojha and J. W. Patterson. “An Examination of Bottleneck Management Practices on Ease of Management, Shop Parameters and Customer Variables,” European Journal of Operational Research, 201, 99-111, 2010

Zu, Xingxing, Tina L. Robbins, and Lawrence D. Fredendall. “Mapping the critical links between organizational culture and TQM/Six Sigma practices,” International Journal of Production Economics 123 (1), 86-106, 2010.

Laohavichien, Tipparat, Lawrence D. Fredendall and R. S. Cantrell. "Transformational and Transactional Leadership’s Influence on Quality Management Practices in the Context of an Emerging Economy." Revision accepted by International Journal of Operations & Production Management in February, 2011.

Huynh, Nathan, Kevin Taaffe, Lawrence D Fredendall, Robert Burris, A.K. Childers, J. Livingston, and T. Diller, “The Use of Mobile Application to Track Process Work Flow in Perioperative Services,” CIN: Computers, Informatics, Nursing, 29, 6, 368-374, 2011.

 Links

MGT856
MGT390