Janine Sanders Jones

Associate Professor, Operations and Supply Chain Management

sand8871@email.com

(651) 962-4158

Minneapolis Campus
1000 LaSalle Ave
Terrence Murphy Hall 470E
Minneapolis, MN 55403

B.S., Chemical Engineering, Russ College of Engineering and Technology, Ohio University
M.S., Industrial Administration, Purdue University - Krannert Graduate School of Management
Ph.D., Operations Management, University of Minnesota - Carlson School of Management

See publications in UST Research Online

Janine Sanders Jones is an associate professor in operations and supply chain management. Before joining academia, she worked as an industrial engineer and process engineer for Merck & Co. Currently, her research interests include quality management, process management and organizational culture. Her work has been published in Decision Sciences Journal, Journal of World Business, Business Process Management Journal and International Journal of Information and Operations Management Education. She currently teaches a variety of courses at the undergraduate and graduate level, including Introduction to Operations Management, Business Statistics and Operations Strategy. Jones has a B.S. in chemical engineering from Ohio University, an M.S. in industrial administration from Purdue University and a Ph.D. in business administration with a concentration in operations management from the University of Minnesota.

Fall 2016 Courses
Fall 2016 Courses
Crs - Sec Title Days Time Location
OPMT 310 - 10 Operations Management - - W - - - - 1730 - 2115 MCH 117
Description of course Operations Management : CRN: 43012
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 mangement of manufacturing and service operations. This course will focus on the strategic use of the tactical tools of operations mangement. Topics covered include the management of process, technology, production, six-sigma quality, inventory, suply chain, workforce, business process improvement and lean management in operating systems. After completing this course, students will have a great appreciation for the strategic power of the operations function and greater knowledge of how effective operations mangement 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 reccommended
Schedule Details
Location Time Day(s)
OPMT 480 - 01 Op Strategy w/Integ Strategy - T - R - - - 1330 - 1510 SCH 302
Description of course Op Strategy w/Integ Strategy : CRN: 43020
This course is the capstone course for majors in operations management.This integrative course in Operations Strategy has a strong managerial focus on the operating decisions that can impact a firm's profitability in various manufacturing and service sectors. It serves as an integrator for the courses that had preceded it by giving students the opportunity to incorporate and refine the knowledge and skills developed in previous coursework. This course utilizes real-life cases, and projects to understand managerial issues in operations and to develop a strategic perspective in the decision making process. Offered spring semester Prerequisites: Senior standing; BETH 301, OPMT 320 and 350; and concurrent or prior enrollment in OPMT 330.
Schedule Details
Location Time Day(s)
OPMT 600 - 111 Stat. Methods for Dec. Making - T - R - - - 1015 - 1145 SCH 302
Description of course Stat. Methods for Dec. Making : CRN: 43111
This course provides students with a basic understanding of the role of statistics in the gathering of data, the creation of information and its use in decision-making. Students will learn methods for summarizing data, both numerically and graphically, and for drawing conclusions from sample data. Statistical analyses will be carried out using the computer and statistical software. The focus of the course is on how statistical methods can be placed on the design of statistical studies, collection of data, and the interpretation of results (rather than the details of computation). Prerequisite: None
Schedule Details
Location Time Day(s)
J-Term 2017 Courses
J-Term 2017 Courses
Crs - Sec Title Days Time Location
Spring 2017 Courses
Spring 2017 Courses
Crs - Sec Title Days Time Location
OPMT 480 - D01 Op Strategy w/Integ Strategy M - W - - - - 1335 - 1510 MCH 238
Description of course Op Strategy w/Integ Strategy : CRN: 22040
This course is the capstone course for majors in operations management.This integrative course in Operations Strategy has a strong managerial focus on the operating decisions that can impact a firm's profitability in various manufacturing and service sectors. It serves as an integrator for the courses that had preceded it by giving students the opportunity to incorporate and refine the knowledge and skills developed in previous coursework. This course utilizes real-life cases, and projects to understand managerial issues in operations and to develop a strategic perspective in the decision making process. Offered spring semester Prerequisites: Senior standing; BETH 301, OPMT 320 and 350; and concurrent or prior enrollment in OPMT 330.
Schedule Details
Location Time Day(s)
OPMT 480 - D02 Op Strategy w/Integ Strategy M - W - - - - 1525 - 1700 MCH 238
Description of course Op Strategy w/Integ Strategy : CRN: 22041
This course is the capstone course for majors in operations management.This integrative course in Operations Strategy has a strong managerial focus on the operating decisions that can impact a firm's profitability in various manufacturing and service sectors. It serves as an integrator for the courses that had preceded it by giving students the opportunity to incorporate and refine the knowledge and skills developed in previous coursework. This course utilizes real-life cases, and projects to understand managerial issues in operations and to develop a strategic perspective in the decision making process. Offered spring semester Prerequisites: Senior standing; BETH 301, OPMT 320 and 350; and concurrent or prior enrollment in OPMT 330.
Schedule Details
Location Time Day(s)
Academic and Professional Positions
  • Associate Professor, University of St. Thomas - Opus College of Business, Saint Paul / Minneapolis (2015 - present)
  • Assistant Professor, University of St. Thomas - Opus College of Business, Saint Paul / Minneapolis (2007 - 2015)
  • Instructor, University of Minnesota - Carlson School of Management, Minneapolis (2006 - 2007)
  • Teaching Assistant, University of Minnesota - Carlson School of Management, Minneapolis (2003 - 2004)
  • Senior Manufacturing Supervisor, Merck & Co., Inc., West Point (2000 - 2002)
  • Project Process Engineer, Merck & Co., Inc., West Point (1998 - 1999)
  • Project Industrial Engineer, Merck & Co., Inc., West Point (1997 - 1998)

Professional Memberships
  • Academy of Management
  • Decision Sciences Institute
  • National Black MBA Association

Professional Service
  • Journal of Operations Management, Reviewer

Public Service
  • Connections to Independence Youth Initiative Board of Directors, Board Member
  • Minneapolis Public Schools Business Case Competition Judge, Member

Publications
  • Sanders Jones, J., & Lindermann, K. (2014). Process management, innovation, and efficiency performance: The moderating effect of competitive intensity. Business Process Management Journal, (20)(2), pp. 335-358
  • Naor, M., Sanders Jones, J., Bernardes, E. S., Goldstein, S. M., & Schroeder, R. (2013). The culture-effectiveness link in a manufacturing context: A resource-based view perspective. Journal of World Business, (49)(3), p.11
  • Sanders Jones, J., White, S. W., & Olson, J. R. (2013). University of St. Thomas uses AHP to grow operations management major. International Journal of Information and Operations Management Education, (5)(2), pp. 130-153
  • Linderman, K., Schroeder, R., & Sanders Jones, J. (2010). A knowledge framework underlying process management. Decision Sciences, (41)(4), pp. 689-719

Books and Chapters

Research Interests
  • Manufacturing
  • Operations
  • Quality Management

Awards and Honors
  • Academy of Management OM Division Doctoral Student Consortium, 2005
  • Carlson School of Management, 2002
  • Carlson School of Management, 2003
  • Carlson School of Management, 2004
  • Carlson School of Management, 2005
  • Carlson School of Management, 2006
  • Carlson School of Management, 2006
  • Juran Center for Leadership in Quality Doctoral Award, 2005
  • Juran Center for Leadership in Quality Fellowship Award, 2004
  • National Black MBA Association, Inc. Twin Cities Chapter, 2004
  • The PhD Project Management Doctoral Student Association, 2006
  • University of Minnesota Graduate School, 2002
  • University of Minnesota Graduate School, 2005

Presentations
  • "Estimating the likelihood of strategy implementation failure: An exploration of middle managers' markers" Eastern Academy of Management International Conference, Lima, Peru, June 01, 2015
  • "An experimental investigation on the impact of feedback on quality management" POMS - Production and Operations Management Society, Washington, District of Columbia, May 01, 2015
  • "SAP lumira for data visualization" OCB Research Forum, Minneapolis, Minnesota, April 01, 2015
  • "The culture-effectiveness linkage: Looking through resource-based view lens in a manufacturing arena" Academy of Management, San Antonio, TX, August 01, 2011
  • "An empirical examination of the linkage between organizational culture, process management, and plant performance" Decision Sciences Institute, Baltimore, Maryland, November 01, 2008
  • "Defining and measuring the elements of process management" Decision Sciences Institute, San Antonio, Texas, November 01, 2006
  • "Process management and plant performance: A configuration approach" Decision Sciences Institute, San Francisco, California, November 01, 2005
  • "Process management and plant performance: A configuration approach" Academy of Management, Honolulu, Hawaii, August 01, 2005
  • "The impact of plant cultural differences on quality management: A conceptual model" Decision Sciences Institute, Boston, Massachusetts, November 01, 2004