Peter Southard

Associate Professor, Operations and Supply Chain Management

sout8188@stthomas.edu

(651) 962-5082

2115 Summit Ave
McNeely Hall 305
St. Paul, MN 55105

B.S., Animal Science, Iowa State University
M.B.A., , Drake University
Ph.D., Production and Operations, University of Nebraska

See publications in UST Research Online

Peter Southard grew up on a farm in central Iowa, received his bachelor of science degree from Iowa State University and his M.B.A. from Drake University in Des Moines. He received his Ph.D. from the University of Nebraska - Lincoln, where his major area was operations and supply chain management with a strong minor in management information systems.

Southard has taught courses in supply chain management, operations management, lean/JIT production, six sigma quality, operations planning and control systems, management information systems, business strategy and statistics for more than 12 years on both the graduate and undergraduate level. His teaching philosophy is based on the fact that he considers himself a student as well as a teacher. As he tells students, "one never learns a subject more thoroughly than when one tries to teach it to someone else." Working in an academic community that stresses a balance of teaching and research, and where a primary purpose of conducting applied research is to enrich the teaching environment, has always been his professional priority since choosing this career path.

He has published scholarly articles in journals such as Communications of the ACM, The International Journal of Operations and Production Management, Quality Management in Health Care, International Journal of Healthcare Quality Assurance, The International Journal of Production Economics, Benchmarking: An International Journal, Management Decision and The International Journal of Healthcare Technology and Management, as well as two book chapters and several conference proceedings, including the annual national meetings of Academy of Management, Decision Sciences Institute and HICSS. His research interests include the effects of technology innovation on supply chains and the use of lean and quality tools in services with a special focus on health care. His industry experience includes eight years in financial services as a senior vice president and branch manager of a private bank and six years with the United States Department of Agriculture (USDA) in the department formerly known as the Farmers Home Administration (FmHA). His consulting experience includes work with National Research Corporation of Lincoln, NE.

Fall 2017 Courses
Fall 2017 Courses
Crs - Sec Title Days Time Location
OPMT 310 - 08 Operations Management - T - R - - - 1330 - 1510 MCH 111
Description of course Operations Management : CRN: 42995 4 Credit Hours
Operations management focuses on planning, coordination and control of activities involved in the transformation of resources into goods and services. This course will examine the concepts and techniques utilized in the management of manufacturing and service operations. This course will focus on the strategic use of the tactical tools of operations management. Topics covered include the management of process, technology, production, six-sigma quality, inventory, supply chain, workforce, business process improvement and lean management in operating systems. After completing this course, students will have a greater appreciation for the strategic power of the operations function and greater knowledge of how effective operations management can enable an organization to attain a sustainable competitive advantage. Prerequisites: Junior standing; STAT 220; and MATH 101 or higher; concurrent or previous enrollment in MGMT 305 recommended
Schedule Details
Location Time Day(s)
OPMT 340 - 01 Process Analysis & Improvement - T - R - - - 1525 - 1700 MCH 111
Description of course Process Analysis & Improvement : CRN: 43000
This course is focused on learning and applying the theories and techniques of process analysis and improvement. Students will learn how to analyze and improve business processes in different contexts, using different process improvement tools. In addition to simple process mapping, more programmatic improvement tools including Business Process Reengineering (BPR), Just-In-Time(JIT), lean/fexible/agile processes, and Theory of Constraints (TOC) will be included in this course. Prerequisites: OPMT 310 or DSCI 301 or DSCI 310
Schedule Details
Location Time Day(s)
J-Term 2018 Courses
J-Term 2018 Courses
Crs - Sec Title Days Time Location
Spring 2018 Courses
Spring 2018 Courses
Crs - Sec Title Days Time Location
OPMT 340 - 01 Process Analysis & Improvement - T - R - - - 1330 - 1510 MCH 111
Description of course Process Analysis & Improvement : CRN: 21955
This course is focused on learning and applying the theories and techniques of process analysis and improvement. Students will learn how to analyze and improve business processes in different contexts, using different process improvement tools. In addition to simple process mapping, more programmatic improvement tools including Business Process Reengineering (BPR), Just-In-Time(JIT), lean/fexible/agile processes, and Theory of Constraints (TOC) will be included in this course. Prerequisites: OPMT 310 or DSCI 301 or DSCI 310
Schedule Details
Location Time Day(s)
OPMT 625 - 211 Operations Strategy See Details * *
Description of course Operations Strategy : CRN: 21972
This course provides an introduction to the management of business operations. It focuses on the strategic role of the operations function in the survival and success of manufacturing and service organizations. The course will explore a variety of strategic issues related to the design of operational systems and their connection with other functional and business strategies. The course will provide a multi-functional perspective on challenges and opportunities in managing operations. The course will emphasize use of state-of-the-art concepts and quantitative methods for making critical choices in a dynamic business environment. Prerequisite: OPMT 600
Schedule Details
Location Time Day(s)
-- T - - - - -
SCH 3161800-210030 Jan '18
SCH 3161800-210013 Feb '18
SCH 3161800-210027 Feb '18
SCH 3161800-210013 Mar '18
OPMT 625 - 221 Operations Strategy - T - - - - - 1800 - 2100 SCH 316
Description of course Operations Strategy : CRN: 21970
This course provides an introduction to the management of business operations. It focuses on the strategic role of the operations function in the survival and success of manufacturing and service organizations. The course will explore a variety of strategic issues related to the design of operational systems and their connection with other functional and business strategies. The course will provide a multi-functional perspective on challenges and opportunities in managing operations. The course will emphasize use of state-of-the-art concepts and quantitative methods for making critical choices in a dynamic business environment. Prerequisite: OPMT 600
Schedule Details
Location Time Day(s)
OPMT 740 - 211 Building Lean Systems - - - R - - - 1800 - 2100 SCH 301
Description of course Building Lean Systems : CRN: 22570
This course provides additional depth and tools for analyzing and improving business processes and creating lean production systems to supplement the survey information provided in the operations management classes. It will focus on three primary areas: analyzing processes, developing strategies needed to create a lean agile organization, and introducing the tools needed to implement those strategies. Students will learn to analyze and measure processes, recognize the main tools of lean systems, and then how to apply those tools in both classroom and real life situations in order to reduce waste and maximize the capacity of the production system. Both service and manufacturing production systems will be studied. By the end of the course, students will be able to analyze and measure an existing production system, understand what strategies to follow that will create a lean, agile organization, determine which lean tools are needed to transform the system and how to implement those tools, and how to measure and sustain the improvement. Prerequisite: OPMT 610 or OPMT 625
Schedule Details
Location Time Day(s)
Academic and Professional Positions
  • Associate Professor, University of St. Thomas, Saint Paul (2012 - present)
  • Assistant Professor, University of St. Thomas, St. Paul / Minneapolis (2008 - 2012)
  • Assistant Professor, Penn State University - The Behrend College Sam and Irene Black School of Business, Erie (2001 - 2008)
  • Graduate Teaching Assistant, University of Nebraska, Lincoln (1997 - 2001)
  • Adjunct Instructor, American Institute of Business, Des Moines (1997 - 1997)
  • Senior Vice President, Story County Bank & Trust (BancSecurity Corporation), Ames (1992 - 1994)
  • Assistant Vice President, Security Bank BancSecurity Corporation), Prairie City (1986 - 1992)
  • County Supervisor, Farmers Home Administration (U.S.D.A.), Williamsburg (1982 - 1986)
  • Assistant County Supervisor, Farmers Home Administration (U.S.D.A.), Iowa Falls (1980 - 1986)
  • Regional Sales Representative, Monsanto Corporation,, Iowa City (1979 - 1980)

Professional Memberships
  • Decision Sciences Institute (DSI)

Professional Service
  • International Journal of Production Economic, Reviewer
  • Management Decision (An Emerald Group Publishing Journal),, Reviewer

Public Service
  • Twin City Model Railroad Museum - "The Train Doctor", Officer, Other Officer

Publications
  • Kumar, S., & Southard, P. B. (forthcoming). Determining key characteristics of a telemedicine based healthcare service system design. IEEE Engineering Management Review,
  • Kumar, S., Southard, P. B., & White, M. (2016). Telemedicine: Determining "Critical to Quality" characteristics for a Healthcare Service System Design Based on a Survey of Physical Rehabilitation Providers. IEEE Engineering Management Review, (44)(2), pp. 41-55
  • Southard, P. B., Chandra, C., & Kumar, S. (2012). RFID in healthcare: A Six Sigma DMAIC and simulation case study. International Journal of Health Care Quality Assurance, (25)(4), pp. 291-321
  • Southard, P. B., Kumar, S., & Southard, C. A. (2011). A modified Delphi methodology to conduct a failure modes effects analysis: A patient-centric effort in a clinical medical laboratory. Quality Management in Healthcare, (20)(2), pp. 131-151
  • Southard, P. B. (2008). Evaluating vendor-managed inventory (VMI) in non-traditional environments using simulation. International Journal of Production Economics, (116)(2), pp. 275-287
  • Southard, P. B., & Parente, D. (2007). A model of internal benchmarking: When and how?. Benchmarking: An International Journal, (14)(2), pp. 161-171
  • Southard, P. B. (2006). Toy trains and history lessons: Teaching your passion. International Journal of Information and Operations Management Education, (1)(4), pp. 395-406
  • Southard, P. B., & Siau, K. (2004). A survey of online e-banking retail initiatives. Communications of the ACM, (47)(10), pp. 99-102

Books and Chapters
  • Southard, P. B. (2007). Best Practices for Online Procurement Auctions. In Diane H. Parente (Ed.), Reverse auctions and supplier consortia. Idea Group, Inc
  • Southard, P. B. (2007). Battleground Business. In Michael Walden and Peg Thoms (Ed.), The cost of securing the supply chain from terrorism. Greenwood Press

Research Interests
  • Health Care
  • Operations

Presentations
  • "Focus, patient-centeredness, and performance: An empirical examination in U.S. hospitals" DSI - Decision Sciences Institute, Austin, Texas, November 01, 2016
  • "Lean six sigma practices in Minnesota healthcare systems: Best practices and implications for performance" DSI - Decision Sciences Institute, Austin, Texas, November 01, 2016
  • "Forecasting the future of operations management: A historical perspective" DSI - Decision Sciences Institute, Austin, Texas, November 01, 2016
  • "Focus, patient-centeredness, and performance: An empirical examination in U.S. hospitals" DSI - Decision Sciences Institute, Austin, Texas, November 01, 2016
  • "Telemedicine: A critical-to-quality survey study" DSI - Decision Sciences Institute, Baltimore, Maryland, November 18, 2013
  • "Knowledge innovation with RFID and HIT to improve OR processes" Decision Sciences Institute, San Francisco, California, November 01, 2012
  • "Using technology function deployment (TFD) as a framework for capital investment decisions in a healthcare setting" DSI - Decision Sciences Institute, Boston, MA, November 01, 2011
  • "Implementing RFID in outpatient surgery process: A DMAIC study" Decision Sciences Institute, San Diego, California, November 01, 2010
  • "Stage of knowledge growth in operations management research: Revisiting Swamidass" Decision Sciences Institute, New Orleans, Louisiana, November 01, 2009
  • "Supply chain sustainability as a function of an industry's life stage" Decision Sciences Institute, New Orleans, Louisiana, November 01, 2009
  • "Risk profiles of evolving supply chain networks" Decision Sciences Institute, Baltimore, Maryland, November 01, 2008
  • "Internal Benchmarking: A Case Study" Decision Sciences Institute, Boston, Massachusetts, November 01, 2004
  • "Bruno's: Service Process Improvement at the University Cafeteria Using Discrete Event Simulation" Decision Sciences Institute, Boston, Massachusetts, November 01, 2004
  • "Toy Trains and History Lessons: Teaching Your Passion" Decision Sciences Institute, Washington, District of Columbia, November 01, 2003
  • "Optimizing Costs For Multiple Carriers On Multiple Routes With Variable Demand: An Experiment Using Discrete Event Simulation" Decision Sciences Institute, Washington, District of Columbia, November 01, 2003