Dean’s Professor of Business and Vice Chair
Dr. Oppenheim is a Professor of Supply Chain Management and Vice Chair of the Department of Supply Chain Management. She was previously Executive Vice Dean and Acting Dean at Rutgers Business School, and Interim Chair of the Department of Supply Chain Management. Her major research interests are in statistical process control, total quality management, and six sigma management. She is the author of many articles and several texts, including Managing Supply Chain Operations (coauthored with RBS Dean Lei Lei, Leonardo DeCandia, Chief Procurement Officer of Johnson & Johnson, and RBS Professor Yao Zhao), and has conducted training programs for major corporations. She is the recipient of numerous awards for excellence in teaching and was recently named Dean’s Professor of Business at Rutgers Business School.
Ph.D., Polytechnic University - Operations Research
M.S. Polytechnic University - Operations Research
B.S. Polytechnic University - Chemical Engineering
M.A. Rutgers University - English
M.A. Rutgers University - Liberal Studies
Rosa Oppenheim: An Educational Eye-Opener
"Teaching in the EMBA Program is considered a plum," says Rosa Oppenheim, professor and executive vice dean at Rutgers business school. "It's always an exhilarating experience to walk into the classroom. The students are enthusiastic and challenging."
She continues, "We attempt to get the best possible faculty. Most of our professors are at the forefront of their fields. We also get very respected professionals from the corporate world."
The result, she says, is an up-to-date education that gives managers "a greater perspective on what is going on in their organization, what techniques are available for problem solving, what other companies are doing. It is an eye-opener."
Prof. Oppenheim teaches two course in the EMBA program—Business Statistics and Analytical Techniques. In keeping with the overall philosophy of the Rutgers EMBA program, her emphasis is on how the students can/should apply the classroom theory to their respective professions. To this end, EMBA learning teams are required to make presentations describing how some of the statistics or operations management techniques could be used in the workplace (or are currently in use), with specific reference to one of the companies in each team.
“I have been very impressed by these presentations”, remarks Rosa. She cites one recent presentation where one of the physicians in the EMBA class used queuing theory to model his receivables from HMOs, his disbursements, his drug inventory, and his ‘waiting times’ while maximizing his objective function--overall patient satisfaction. Prof. Oppenheim found this to be “truly a remarkable application of the powerful tools we have covered—most impressive. And this is just one of dozens of amazing examples.”
This may be over 20 years late; but I really need to thank you.
I was a medical practitioner and teacher transitioning to management when I took my EMBA.
I subsequently became Regional Medical Director at CIGNA, and for 13 years Chief Medical Officer for Medicare for Aetna. In this capacity I was able to create new programs and approaches to medical management that had real impact on Health Policy. In 2002 we created the first large scale program to ID and manage Advanced Illness that showed dramatic impact. Encouraging and facilitating this is now national policy. In 2005 I created one of the first programs in Provider Collaboration, which likewise showed real impact. This concept is now Accountable Care.
What you taught was helpful. Learning to understand techniques and "thinking" management enabled me to lead teams that resulted in programs with real and lasting impact.
In summary - a belated "thank you."