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Schroeder: Operations Management: Contemporary Concepts and Cases, Fourth Edition
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 Front Matter
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| 6 pp.
| Preface
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| VI. Case Studies
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| 1 pp.
| Case List
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| 10 pp.
| Introduction
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| I. Introduction
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| 1 pp.
| Introduction
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| 17 pp.
| 1. The Operations Function
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| 32 pp.
| Case — Taco Bell Corp.
Author(s): Schlesinger, Leonard A.; Hallowell, Roger
Publication Date: 11/19/1991 Revision Date: 04/20/1994
Product Type: Case (Field)
Product Description: John Martin, Taco Bell CEO, brings the company into line with its competitors through incremental change during the 1980s. In the early 1990s, he adopts breakthrough approaches to improve service levels while reducing prices, providing a distinct competitive advantage. Illustrates the power of breakthrough thinking in a service industry and demonstrates the importance of a coordinated, holistic approach to implementation.
HBS Number: 9-692-058
Geographic Setting: United States Industry Setting: fast food
Company Size: large Gross Revenues: $2.4 billion revenues
Event Year Start: 1983 Event Year End: 1991
Subjects: Executive compensation; Fast food industry; Management of change; Middle management; Restaurants; Service management; Strategy implementation
Academic Discipline: Service management
Supplementary Materials: Teaching Note, (5-692-091), 20p, by Leonard A. Schlesinger, Roger Hallowell; Teaching Note, (5-196-073), 12p, by Lynda M. Applegate, Sara B. Gant
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| 24 pp.
| Case — Apple Computer—2002
Author(s): Yoffie, David B.; Wang, Yusi
Publication Date: 03/22/2002 Revision Date: 10/20/2005
Product Type: Case (Library)
Product Description: In 1980, Apple was the leader of the personal computer industry, but by 2002 it had suffered heavy losses at the hands of the Wintel camp. This case examines Apple’s strategic moves as the PC industry evolves in the 21st century and poses the question: Can Steve Jobs make Apple “insanely great” again?
HBS Number: 9-702-469
Geographic Setting: Global Industry Setting: Personal computer industry Company Size: Fortune 500 Number of Employees: 9,600 Gross Revenues: $5.4 billion revenues
Event Year Start: 1977 Event Year End: 2002
Subjects: Competitive advantage; Corporate strategy; Industry analysis; Strategy formulation
Academic Discipline: Competitive strategy
Supplementary Materials: Teaching Note, (5-702-473), 12p, by David B. Yoffie
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| 18 pp.
| 2. Operations and Supply Chain Strategy
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| 23 pp.
| Case — Fresh Connections
West, Jonathan; Harmeling, Susan S.; Kasper, Christian G.
Mary Alice McKenzie is facing numerous issues in growing her Vermont-based fresh-prepared foods business. She must address immediate operational problems—such as bottlenecks and capital equipment decisions--as well as decide on a long-term strategic position. This case investigates how she can structure her operations today to take advantage of the continued growth in the home meal replacement market.
HBS Number: 9-600-022 Type: Case (Field)
Publication Date: 11/18/1999 Revision Date: 3/23/2000
Geographic Setting: Vermont Industry Setting: food (home meal replacement) Number of Employees: 60 Gross Revenues: $6 million revenues
Event Year Start: 1999 Event Year End: 1999
Subjects: Food; Food processing industry; Operations management
Supplementary Materials: Teaching Note, (5-600-108), 18p, by Jonathan West
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| 22 pp.
| Case — Wal-Mart Stores, Inc.
Author(s): Bradley, Stephen P.; Ghemawat, Pankaj; Fol
Publication Date: 01/20/1994 Revision Date: 11/06/2002
Product Type: Case (Library)
Product Description: Focuses on the evolution of Wal-Mart’s remarkably successful discount operations and describes the company‘s more recent attempts to diversify into other businesses. The company has entered the warehouse club industry with its Sam's Clubs and the grocery business with its Supercenters, a combination supermarket and discount store. Wal-Mart experienced a drop in the value of its stock price in early 1993, which it still has not made up. Teaching Purpose: Explores the issue of sustaining competitive advantage. Wal-Mart has advantages over its competitors in areas such as distribution, information technology, and merchandising, to name a few. How sustainable are these, and what are the threats to Wal-Mart's continued success?
HBS Number: 9-794-024
Geographic Setting: United States Industry Setting: retail
Company Size: large Number of Employees: 440,000 Gross Revenues: $68 billion revenues
Event Year Start: 1994 Event Year End: 1994
Subjects: Competition; Discount department stores; Industry structure; Retailing; Strategy formulation; Strategy implementation
Academic Discipline: Competitive strategy
Supplementary Materials: Supplement (Library), (9-797-099), 5p, by David B. Yoffie, Anthony St. George; Teaching Note, (5-395-225), 7p, by Stephen P. Bradley; Supplement (Library), (9-799-118), 5p, by Pankaj Ghemawat, Gregg Friedman
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| 27 pp.
| Case — STARBUCKS
Crossan MM; Kachra A
Starbucks is faced with the issue of how it should leverage its core competencies against various opportunities for growth, including introducing its coffee in McDonalds, pursuing further expansion of its retail operations, and leveraging the brandinto other product areas. The case is written so that students need to first identify where Starbucks competencies lie along the value chain, and assess how well those competencies can be leveraged across the various alternatives. It also provides an opportunity for students to assess what is driving growth in this company. Starbucks has a tremendous appetite for cash since all its stores are corporate, and investors are betting that it will be able to continue its phenomenal growth so itneeds to walk a fine line between leveraging its brand to achieve growth while not eroding it in the process. It is an exciting case that quickly captures the attention of students given the subject matter. Industry: Eating and Drinking Places Issues: Competitiveness, Growth Strategy, Core Competence, Industry Analysis Location: USA Size: Large organization Year of event: 1997 Level: Undergraduate/MBA Revised: 2/3/99 Ivey #: 9A98M006
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| 16 pp.
| 3. Product Design
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| 21 pp.
| Case — Product Development at Dell Computer Corp.
Author(s): Thomke, Stefan; Krishnan, Vish V.; Nimgade
Publication Date: 08/10/1998 Revision Date: 02/22/1999
Product Type: Case (Field)
Product Description: Describes how Dell redesigned their new-product-development process after experiencing a major product setback and a significant decline in firm profits in 1993. Dell’s new process is challenged during the development of a new line of portable computers when the incoming head of portables has to manage the risk of using a new technology. This case focuses on: 1) product development process design, 2) the costs and benefits of flexibility and structure in uncertain environments, and 3) managing development risk during and after a financial and market setback. Teaching Purpose: Explores managerial issues in product development that can be found in uncertain and risky environments. Allows managers and students to discuss and quantify the cost and benefits of process flexibility.
HBS Number: 9-699-010
Geographic Setting: Industry Setting:
Subjects: Computer industry; Product development; Risk; Uncertainty
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-699-134), 18p, by Stefan Thomke, Ashok Nimgade
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| 18 pp.
| Case — Microsoft Office 2000
Author(s): MacCormack, Alan; Herman, Kerry
Publication Date: 06/09/2000 Revision Date: 06/20/2000
Product Type: Case (Field)
Product Description: Describes the history of Microsoft’s Office product suite. Discusses evolution of the Office 2000 project. Set at the end of the project when Steven Sinofsky, Office vice president, must decide upon the direction for the next version of Office, as well as make changes to the process. Teaching Purpose: Product development in software, Microsoft‘s “milestone” development process, resolving the “fuzzy front end,'' and responding to uncertain environments and radical incremental change. This case is also available in multimedia format on a CD-ROM, order # 9-600-023. Must be used in conjunction with video # 9-600-502.
HBS Number: 9-600-097
Geographic Setting: Seattle/Redwood, WA Industry Setting: software
Company Size: Fortune 500
Event Year Start: 1999 Event Year End: 2000
Subjects: Innovation; Product development; Project management; Software; Technology
Academic Discipline: Operations management
Supplementary Materials: Case Video, (9-600-502), 42 min, by Alan MacCormack, Kerry Herman; Teaching Note, (5-602-034), 25p, by Alan MacCormack
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| 20 pp.
| Case — BMW: The 7-Series Project (A)
Pisano, Gary P.
Explores BMW’s decision about how to manufacture prototype vehicles. Historically, BMW‘s prototypes were handcrafted by highly skilled artisans in the company's shop. A proposal has been made to alter the process so that prototypes are made in a way that can better uncover potential problems that may arise during final production. While the new approach is expected to make production start-up of new models smoother and reduce quality problems, there is some concern within the company that it will lead to less flexibility to change (and improve) designs during the development cycle. Explores different ways of competing on quality in a luxury product segment and how the product development process affects each of these. A second objective is to examine the notion of a prototyping strategy and the role prototyping plays in linking development strategy and manufacturing strategy.
HBS Number: 9-692-083 Type: Case (Field)
Publication Date: 2/18/1992 Revision Date: 1/19/1996
Geographic Setting: Germany Industry Setting: automobiles
Company Size: large Gross Revenues: DM27.5 million revenues
Event Year Start: 1990 Event Year End: 1990
Subjects: Automobiles; Germany; Manufacturing strategy; Product design; Product development; Quality control
Supplementary Materials: Supplement (Field), (9-695-013), 5p, by Gary P. Pisano, Sharon Rossi; Teaching Note, (5-692-094), 13p, by Gary P. Pisano
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| II. Process Design
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| 1 pp.
| Introduction
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| VI. Case Studies
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| 40 pp.
| Process Design
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| II. Process Design
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| 22 pp.
| 4. Process Selection
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| 18 pp.
| Case — Toshiba: Ome Works
Author(s): Bowen, H. Kent; Hammond, Janice H.; Ryckeb
Publication Date: 02/02/1996 Revision Date: 04/19/1999
Product Type: Case (Field)
Product Description: In 1995, Toshiba was the market leader in portable computer sales worldwide. This case describes the assembly of portable notebook computers in Toshiba’s Ome factory in Ome, Japan, providing insights into some of the reasons for Toshiba‘s success. In addition to describing production techniques such as dynamic line balancing, this case probes the nature of the Japanese workforce and the unique problems faced by Japanese businesses. Teaching Purpose: Best practices: design of efficient assembly operations; design of worker tasks. Analysis: belt driven assembly, cycle time, idle time, line balancing.
HBS Number: 9-696-059
Geographic Setting: Japan Industry Setting: electronics Number of Employees: 190,000 Gross Revenues: $47.9 billion revenues
Event Year Start: 1995 Event Year End: 1995
Subjects: Computer industry; Electronics; Japan; Manufacturing; Production planning
Academic Discipline: Operations management
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| 18 pp.
| Case — Eli Lilly and Co.: Manufacturing Process Technology Strategy—1991
Wheelwright, Steven C.; Pisano, Gary P.; West, Jonathan
Outlines the evolution of Lilly’s corporate manufacturing strategy over the past decade. The corporate vice president of manufacturing must decide on the next phase of Lilly‘s strategy for the early 1990s, as well as to what extent and
HBS Number: 9-692-056 Type: Case (Field)
Publication Date: 12/9/1991 Revision Date: 10/1/1998
Geographic Setting: Indianapolis, IN Industry Setting: pharmaceuticals
Company Size: Fortune 500 Gross Revenues: $5 billion revenues
Event Year Start: 1991 Event Year End: 1991
Subjects: Learning curves; Manufacturing strategy; Pharmaceuticals; Process analysis; Product development; Productivity
Supplementary Materials: Teaching Note, (5-692-109), 17p, by Gary P. Pisano
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| 20 pp.
| 5. Service Process Design
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| 20 pp.
| Case — Starbucks: Delivering Customer Service
Author(s): Moon, Youngme; Quelch, John A.
Publication Date: 07/31/2003 Revision Date: 07/10/2006
Product Type: Case (Field)
HBS Number: 9-504-016
Geographic Setting: United States Industry Setting: Coffee Number of Employees: 60,000 Gross Revenues: $3.3 billion revenues
Event Year Start: 2002 Event Year End: 2002
Subjects: Beverages; Customer retention; Customer service; Market research; Profitability
Academic Discipline: Marketing
Supplementary Materials: Case Video, (9-505-705), 10 min, by John A. Quelch; Case Video, DVD, (9-505-710), 10 min, by John A. Quelch; Teaching Note, (5-504-089), 19p, by Youngme Moon, John A. Quelch
Product Description: Starbucks, the dominant specialty-coffee brand in North America, must respond to recent market research indicating that the company is not meeting customer expectations in terms of service. To increase customer satisfaction, the company is debating a plan that would increase the amount of labor in the stores and theoretically increase speed-of-service. However, the impact of the plan (which would cost $40 million annually) on the company’s bottom line is unclear.
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| 23 pp.
| Case — Patient Care Delivery Model at the Massachusetts General Hospital
Edmondson, Amy C.; Bohmer, Richard; Heaphy, Emily D.
Examines the implementation of a new patient care delivery model at Massachusetts General Hospital. Uses clinical and financial data to examine different choices for staffing non-physician health care professionals and to understand the challenges of managing change across multiple professions in the hospital environment. Recently promoted to senior vice president of Patient Care Services, Jeanette Ives Erickson must decide whether a model for patient care delivery is the best way to improve care and reduce costs in the midst of extreme budget pressures and a rapidly changing health care environment.
HBS Number: 9-699-154 Type: Case (Field)
Publication Date: 3/18/1999 Revision Date: 2/1/2000
Geographic Setting: Boston, MA Industry Setting: health care/hospital Number of Employees: 3,349
Event Year Start: 1997 Event Year End: 1997
Subjects: Health care; Hospital administration; Hospitals; Management of change; Management of professionals; Organizational change; Reengineering; Reorganization
Supplementary Materials: Teaching Note, (5-600-083), 15p, by Amy C. Edmondson, Richard Bohmer, Emily D. Heaphy
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| 30 pp.
| Case — Ritz-Carlton Hotel Co.
Author(s): Sucher, Sandra J.; McManus, Stacy
Publication Date: 03/20/2001 Revision Date: 09/30/2005
Product Type: Case (Field)
Product Description: In just seven days, the Ritz-Carlton transforms newly hired employees into “Ladies and Gentlemen Serving Ladies and Gentlemen.” The case details a new hotel launch, focusing on the unique blend of leadership, quality processes, and values of self-respect and dignity, to create award-winning service.
HBS Number: 9-601-163
Geographic Setting: District of Columbia Industry Setting: Lodging industry Number of Employees: 18,000 Gross Revenues: $1.5 billion revenues
Event Year Start: 2000 Event Year End: 2000
Subjects: Brands; Change management; Human resources management; Innovation; Operations management; Organizational behavior
Academic Discipline: Service management
Supplementary Materials: Teaching Note, (5-602-113), 28p, by Sandra J. Sucher
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| 25 pp.
| 6. Lean Systems
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| 23 pp.
| Case — Johnson Controls, Automotive Systems Group: The Georgetown, Kentucky Plant
Author(s): Mishina, Kazuhiro
Publication Date: 03/26/1993 Revision Date: 12/14/1993
Product Type: Case (Field)
Product Description: Prior to the 1980s, auto makers purchased individual seat components and built the seats alongside their auto assembly lines. This case describes how Johnson Controls, Automotive Systems Group blossomed when auto makers turned to outsourcing the complete seat set. Closely examines one plant, in Georgetown, Kentucky, that switched from just-in-time (JIT) delivery of seat sets to JIT assembly to serve a nearby Toyota Camry assembly operation. Exposes the challenge of dealing with growing seat variation and an opportunity of doubling the plant floor space at a separate site. The specific case question is how the plant should use this new space. Teaching Purpose: Students who have been only exposed to the concept of JIT production will grasp not only how JIT is actually practiced but what it really entails.
HBS Number: 9-693-086
Geographic Setting: Georgetown, KY Industry Setting: automotive
Company Size: Fortune 500 Number of Employees: 40,000 Gross Revenues: $5 billion revenues
Event Year Start: 1993 Event Year End: 1993
Subjects: Automotive supplies; Facilities planning; Manufacturing strategy; Materials management; Production controls; Suppliers; Vertical integration
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-693-102), 17p, by Kazuhiro Mishina
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| 22 pp.
| Case — Toyota Motor Manufacturing, U.S.A., Inc.
Author(s): Mishina, Kazuhiro
Publication Date: 09/08/1992 Revision Date: 09/05/1995
Product Type: Case (Field)
Product Description: On May 1, 1992, Doug Friesen, manager of assembly for Toyota’s Georgetown, Kentucky, plant, faces a problem with the seats installed in the plant‘s sole product—Camrys. A growing number of cars are sitting off-line with defective seats or are missing them entirely. This situation is one of several causes of recent overtime, yet neither the reason for the problem nor a solution to it is readily apparent. As the plant is an exemplar of Toyota's famed production system (TPS), Friesen is determined that, if possible, the situation will be resolved using TPS principles and tools. Students are asked to suggest what action(s) Friesen should take and to analyze whether Georgetown's current handling of the seat problem fits within the TPS philosophy. Teaching Purpose: 1) Provide comprehensive knowledge on Toyota Production System, 2) Exercise advanced root cause analysis, and 3) Demonstrate the totality of manufacturing, especially the link between production control and quality control.
HBS Number: 9-693-019
Geographic Setting: Georgetown, KY Industry Setting: autos
Company Size: large Number of Employees: 4,000 Gross Revenues: $1-5 billion revenues
Event Year Start: 1992 Event Year End: 1992
Subjects: Automobiles; International operations; Process analysis; Production controls; Quality control; Suppliers
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-693-046), 25p, by Kazuhiro Mishina; Case Video, (1-693-502), 6 min, by Kazuhiro Mishina
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| 23 pp.
| 7. Process-Flow Analysis
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| 3 pp.
| Case — Kristen’s Cookie Co. (A)
Author(s): Bohn, Roger E.
Publication Date: 01/21/1986 Revision Date: 07/13/2006
Product Type: Case (Gen Exp)
HBS Number: 9-686-093
Geographic Setting: Cambridge, MA Industry Setting: Baking & bakery industries Company Size: start-up Number of Employees: 2
Subjects: Capacity analysis; Manufacturing; Pricing strategy; Scheduling; Supermarkets
Academic Discipline: Operations management
Supplementary Materials: Supplement (Gen Exp), (9-686-094), 7p, by Roger E. Bohn; Teaching Note, (5-688-024), 10p, by Roger E. Bohn
Product Description: The student is starting his or her own business, baking make-to-order cookies. Basic times of each operation are laid out and the student is asked to determine the consequences for the operating system. Serves as an exercise and review of concepts such as capacity, bottlenecks, and throughput times. Students should be able to make several useful suggestions for improving the system. The case ends with a series of open-ended questions.
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| III. Quality
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| 1 pp.
| Introduction
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| VI. Case Studies
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| 27 pp.
| Quality
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| III. Quality
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| 23 pp.
| 8. Managing Quality
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| 15 pp.
| Case — Wainwright Industries (A): Beyond the Baldrige
Author(s): Kanter, Rosabeth Moss; Klein, Norman
Publication Date: 02/14/1996 Revision Date: 11/18/1996
Product Type: Case (Field)
Product Description: Traces the growth of Wainwright, a small automotive supply company, focusing on its commitment to quality in 1981 and the evolution of its quality culture. Breakthrough programs that stress “trust and belief” in the workforce and commitment to customers result in Wainwright winning the Malcolm Baldrige Award in 1994.
HBS Number: 9-396-219
Geographic Setting: Missouri Industry Setting: Automotive supplies Number of Employees: 300 Gross Revenues: $28 million revenues
Event Year Start: 1979 Event Year End: 1996
Subjects: Corporate culture; Organizational change; Reengineering; Total quality
Academic Discipline: General management
Supplementary Materials: Supplement (Field), (9-396-220), 5p, by Rosabeth Moss Kanter, Norman Klein
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| 10 pp.
| Case — Romeo Engine Plant (Abridged)
Kaplan, Robert S.; Hutton, Amy P.
A newly reopened automobile engine plant has been organized along total quality and teamwork principles. The employees’ job is to solve problems and ensure quality, not to watch parts being produced. New operating and financial systems have been installed to promote continuous improvement, waste elimination, and cost reduction activities. Teaching Purpose: To illustrate employee empowerment and team problem-solving to achieve total quality management; and to contrast operational and actual costing systems with traditional labor and overhead variance reporting.
HBS Number: 9-197-100 Type: Case (Field)
Publication Date: 4/23/1997
Geographic Setting: Michigan Industry Setting: automobiles
Event Year Start: 1993 Event Year End: 1993
Subjects: Automobiles; Continuous improvement; Cost control; Cost systems; Management accounting; Teams; Total quality; Variance analysis
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| 29 pp.
| 9. Quality Control and Improvement
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| 17 pp.
| Case — Process Control at Polaroid (A)
Author(s): Wheelwright, Steven C.; Bowen, H. Kent; El
Publication Date: 11/05/1992 Revision Date: 01/31/2002
Product Type: Case (Field)
Product Description: Describes the initial efforts at a film production plant to shift from a traditional QC inspection mentality to a worker based process control mentality. Students can prepare SPC charts, propose actions needed, and combine steps into an overall action plan. Teaching Purpose: Basic tools of quality and statistical process control. May be used with: (9-693-048) Process Control at Polaroid (B).
HBS Number: 9-693-047
Geographic Setting: Waltham, MA Industry Setting: film
Company Size: Fortune 500 Gross Revenues: $1.3 billion revenues
Event Year Start: 1984 Event Year End: 1985
Subjects: Plant management; Process analysis; Project management; Quality control; Statistical analysis
Academic Discipline: Operations management
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| 12 pp.
| Case — Deutsche Allgemeinversicherung
Author(s): Upton, David
Publication Date: 01/29/1996 Revision Date: 04/15/1997
Product Type: Case (Field)
Product Description: Describes the application of statistical process control in a service industry. In this case, Annette Kluck must decide how to adopt manufacturing-based principles to a service process ranging from customer account setup to legal services. Teaching Purpose: Teaches statistical process control (p-charts) as well as service industry quality improvement. May be used with: (9-686-118) Constructing and Using Process Control Charts.
HBS Number: 9-696-084
Geographic Setting: Germany Industry Setting: insurance Number of Employees: 2,000 Gross Revenues: DM 48 billion revenues
Event Year Start: 1996 Event Year End: 1996
Subjects: Germany; Implementation; Insurance; Process analysis; Quality control; Service management; Statistical analysis
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-697-090), 16p, by David Upton, Christine Steinman
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| 23 pp.
| Case — GE: We Bring Good Things to Life (A)
Heskett, James L.
Jack Welch and the Corporate Executive Council of GE are faced with a decision about whether and how to implement a six sigma quality improvement effort in the context of many other initiatives already undertaken at GE in recent years. Teaching Purpose: To illustrate the complexity of managing change and the momentum that related and integrated initiatives can provide.
HBS Number: 9-899-162 Type: Case (Pub Mat)
Publication Date: 1/22/99 Revision Date: 2/9/00
Geographic Setting: Global Industry Setting: diversified Number of Employees: 222,000 Gross Revenues: $80 billion revenues
Event Year Start: 1995 Event Year End: 1995
Subjects: Corporate culture; Decentralization; Leadership; Management of change; Total quality
Supplementary Materials: Supplement (Pub Mat), (9-899-163), 4p, by James L. Heskett; Teaching Note, (5-899-222), 19p, by James L. Heskett
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| IV. Capacity and Scheduling
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| 1 pp.
| Introduction
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| VI. Case Studies
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| 23 pp.
| Capacity and Scheduling
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| IV. Capacity and Scheduling
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| 24 pp.
| 10. Supply Chain Management
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| 21 pp.
| Case — Supply Chain Management at World Co. Ltd.
Author(s): Raman, Ananth; McClelland, Anna; Fisher, M
Publication Date: 04/04/2001 Revision Date: 11/19/2001
Product Type: Case (Field)
Product Description: Describes a supply chain with very quick (i.e., two week) response times and allows students to explore how such short response times are achieved. Allows students to explore why other supply chains, with much longer response times, might not be able to replicate this performance. Teaching Purpose: To illustrate the need and value of response times to short-lifecycle product supply chains and how response times can be reduced through process and organizational changes.
HBS Number: 9-601-072
Geographic Setting: Japan Industry Setting: apparel, retailing Number of Employees: 5,000 Gross Revenues: $1.2 billion revenues
Event Year Start: 1999 Event Year End: 1999
Subjects: Inventory management; Japan; Retailing; Supply & demand; Supply chain; Textiles; Time to market
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-601-147), 10p, by Ananth Raman
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| 20 pp.
| Case — Tale of Two Electronic Components Distributors
Author(s): Raman, Ananth; Rao, Bharat P.
Publication Date: 02/04/1997 Revision Date: 11/19/2007
Product Type: Case (Field)
HBS Number: 9-697-064
Geographic Setting: United States
Event Year Start: 1995 Event Year End: 1996
Subjects: Distribution; Entrepreneurship; Operations management; Small business
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-697-124), 14p, by Ananth Raman, Bharat P. Rao
Product Description: Discusses the role of distribution intermediaries in the electronic components industry, and describes operations at two of these distributors. Serves as a vehicle to discuss the functions provided by distributors in the channel. Also lets students understand the differences between the distributors and discuss how each of them is going to deal with issues like consolidation and the rapid growth of the Internet. Also introduces students to the complexity of managing operations at a small distributor.
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| 34 pp.
| 11. Forecasting
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| 36 pp.
| Case — Nestle Refrigerated Foods: Contadina Pasta & Pizza (A)
Author(s): Rangan, V. Kasturi; Bell, Marie
Publication Date: 10/28/1994 Revision Date: 01/30/1997
Product Type: Case (Field)
Product Description: Nestle Co.’s Refrigerated Foods Division has very successfully launched its Contadina brand pasta and sauces. The new product has achieved nearly $100 million in sales in three years. The division is now considering an extension into the pizza line. This case provides a detailed look at the use of simulated test markets to forecast a new product‘s potential. Teaching Purpose: Intended to provide students with an in-depth understanding of new product forecasting in consumer packaged goods. Also raises the understanding of marketing research in pasta and pizza launch commercials.
HBS Number: 9-595-035
Geographic Setting: United States Industry Setting: food Gross Revenues: $150 million revenues
Event Year Start: 1990 Event Year End: 1990
Subjects: Brands; Consumer marketing; Food; Market research; New product marketing
Academic Discipline: Marketing
Supplementary Materials: Supplement (Field), (9-596-068), 4p, by V. Kasturi Rangan, Marie Bell; Teaching Note, (5-596-009), 11p, by V. Kasturi Rangan, Marie Bell
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| 35 pp.
| 12. Facilities and Aggregate Planning
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| 8 pp.
| Case — MACPHERSON REFRIGERATION LIMITED
Haywood-Farmer JS; Rankin B
Linda Metzler, newly-appointed production planning manager, is drafting an aggregate production plan for the company’s refrigerators, freezers and air conditioners for the next year. She has considered three plans. Students are asked to devisebetter plans and to evaluate the quantitative and qualitative factors favouring them. Ultimately, the use of linear programming to construct aggregate plans will be introduced.
Ivey Number: 9A93D021
Publication Date: 2/10/1993 Revision Date: 17/07/2000
Geographic Setting: Canada Industry Setting: Electric & Electronic Equipment Supplies
Company Size: Large organization
Event Year Start: 1993
Subjects: Aggregate Planning, Tradeoff Analysis
Functional Area: Production/Operations Management
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| 24 pp.
| Case — Filene’s Basement
Bell, David E.; Starr, Dinny
Filene’s Basement is in the process of deciding where, and if, to locate two new stores in its new Chicago area of operations. The existing Chicago area stores have been performing well, however, management is concerned with over saturation of the market. At the time of the case, Filene‘s Basement has 49 stores in operation.
HBS Number: 9-594-018 Type: Case (Field)
Publication Date: 08/24/1993 Revision Date: 04/03/1998
Geographic Setting: Boston, MA Industry Setting: retail discount store
Company Size: large Number of Employees: 1,700 Gross Revenues: $529 million revenues
Event Year Start: 1993 Event Year End: 1993
Subjects: Department stores; Location of industry; Real estate; Retailing; Sales forecasting
Supplementary Materials: Teaching Note, (5-594-061), 6p, by David E. Bell
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| 11 pp.
| Case — Northco (A)
Raman, Ananth; Kim, Bowon
Describes a small school-uniform manufacturer wrestling with seasonal demand. The company is saddled with excess inventory when it is bought by a leveraged buyout firm. Students are required to identify ways to analyze and solve the problem. Teaching Purpose: Linkage between inventory management and operational as well as finance issues.
HBS Number: 9-697-017 Type: Case (Field)
Publication Date: 10/16/1996 Revision Date: 4/27/1997
Geographic Setting: New England Industry Setting: clothing Number of Employees: 25 Gross Revenues: $5 million revenues
Subjects: Clothing; Inventory management; Leveraged buyouts
Supplementary Materials: Teaching Note, (5-697-125), 13p, by Ananth Raman
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| 15 pp.
| Case — Wriston Manufacturing Corp.
Author(s): Hammond, Janice H.
Publication Date: 12/01/1997
Product Type: Case (Gen Exp)
Product Description: Wriston Manufacturing is a broad-line maker of components for the automotive industry. It has developed a network of nine plants as its product line has grown. Newer, higher-volume products tend to be made in newer, focused, high-volume plants, while older product lines tend to be assigned to the Detroit plant, the oldest one in the system. Because Detroit produces such a wide variety of products, its overhead costs are very high. Management needs to decide whether to close the Detroit plant, or find a way to make it profitable. Teaching Purpose: Helps students see that the cost structure of a plant is driven primarily by its mission—by the complexity or breadth of the product line it is asked to produce. Conventional accounting measures of profitability mask the reasons why complex plants have high costs. A rewritten version of an earlier case.
HBS Number: 9-698-049
Geographic Setting: Michigan Industry Setting: automotive Gross Revenues: $17 million revenues
Event Year Start: 1988 Event Year End: 1988
Subjects: Automotive supplies; Cost accounting; Facilities; Manufacturing strategy; Operations management; Shutdowns
Academic Discipline: Operations management
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| 22 pp.
| 13. Scheduling Operations
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| 16 pp.
| Case — Fabtek (A)
Author(s): Shapiro, Benson P.; Moriarty, Rowland T.,
Publication Date: 05/13/1992 Revision Date: 11/02/1992
Product Type: Case (Field)
Product Description: Concerns the selection and scheduling of orders by a small industrial titanium fabricator that in recent months has been plagued by poor deliveries and a lack of capacity. Four orders are offered, from which the student must select one. Each order represents different order-mix/customer situation issues. The case forces the student to choose among the four orders, given conflicting estimates of capacity available, other business likely to come along, and the requirements of each order. A rewritten version of an earlier case.
HBS Number: 9-592-095
Geographic Setting: United States Industry Setting: chemical equipment
Company Size: small Gross Revenues: $31 million sales
Event Year Start: 1991 Event Year End: 1991
Subjects: Competitive bidding; Industrial markets; Metals; Order processing; Pricing; Production scheduling; Purchasing
Academic Discipline: Marketing
Supplementary Materials: Supplement (Field), (9-592-096), 2p, by Benson P. Shapiro, Rowland T. Moriarty Jr.; Teaching Note, (5-593-006), 20p, by Benson P. Shapiro
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| 10 pp.
| Case — Southern Pulp and Paper
Upton, David; Bolen, William H., Jr.
Describes a paper mill whose paper machines are a bottleneck in the operation. The causes include poor scheduling, lack of investment, and ineffective process control. The plant manager is charged with improving this situation fairly rapidly and has a number of proposals for change to choose from. Teaching Purpose: Examines various aspects of computer integration, operations improvement, and implementation.
HBS Number: 9-696-103 Type: Case (Field)
Publication Date: 4/26/1996
Geographic Setting: Alabama Industry Setting: pulp and paper Gross Revenues: $400 million revenues
Event Year Start: 1996 Event Year End: 1996
Subjects: Computer systems; Facilities; Implementation; Manufacturing; Operations management; Paper industry; Plant management
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| 25 pp.
| 14. Project Planning and Scheduling
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| 20 pp.
| Case — Turner Construction Co.: Project Management Control Systems
Author(s): Simons, Robert L.; Weston, Hilary A.
Publication Date: 03/29/1990 Revision Date: 10/18/1999
Product Type: Case (Field)
Product Description: Focuses on Turner Construction Co.’s project management process and its supporting financial control system. After providing a brief overview of the company‘s structure and project work, the case gives a detailed description of its project management control system, the IOR system. In addition to explaining the mechanics of the IOR system, the case identifies the uses and benefits of the system from the perspectives of different level managers. Finally, the role of the IOR system as a decision support tool is illustrated through a specific dilemma on a project in progress. Teaching Purpose: To illustrate how a control system can be used interactively in an organization both to manage and to guide organizational learning. The fit between competitive strategy and control system design is highlighted.
HBS Number: 9-190-128
Geographic Setting: New York & Philadelphia Industry Setting: construction
Event Year Start: 1989 Event Year End: 1989
Subjects: Construction; Control systems; Cost control; Performance measurement; Planning systems; Project management; Risk management
Academic Discipline: Accounting & control
Supplementary Materials: Teaching Note, (5-191-124), 14p, by Robert L. Simons
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| 15 pp.
| Case — BAE Automated Systems (A): Denver International Airport Baggage-Handling System
Author(s): Applegate, Lynda M.; Montealegre, Ramiro; Nelson, H. James; Knoop, Carin-Isabel
Publication Date: 04/12/1996 Revision Date: 11/06/1996
Product Type: Case (Field)
Product Description: Describes the events surrounding the construction of the BAE baggage-handling system at the Denver International Airport. It looks specifically at project management, including decisions regarding budget, scheduling, and the overall management structure. Also examines the airport’s attempt to work with a great number of outside contractors, including BAE, and coordinate them into a productive whole, while under considerable political pressures. Approaches the project from the point of view of BAE‘s management, which struggles to fulfill its contract, work well with project management and other contractors, and deal with supply, scheduling, and engineering difficulties. May be used with: (9-396-312) BAE Automated Systems (B): Implementing the Denver International Airport Baggage-Handling System.
HBS Number: 9-396-311
Geographic Setting: Denver, CO Industry Setting: Construction industry; Engineering Number of Employees: 365
Event Year Start: 1989 Event Year End: 1994
Subjects: Engineering; Management communication; Politics; Project management
Academic Discipline: General management
Supplementary Materials: Teaching Note, (5-399-099), 33p, by Lynda M. Applegate
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| V. Inventory
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| 1 pp.
| Introduction
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| VI. Case Studies
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| 15 pp.
| Inventory
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| V. Inventory
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| 32 pp.
| 15. Independent-Demand Inventory
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| 5 pp.
| Case — L.L. Bean, Inc.: Item Forecasting and Inventory Management
Author(s): Schleifer, Arthur, Jr.
Publication Date: 10/27/1992 Revision Date: 09/07/1993
Product Type: Case (Field)
Product Description: L.L. Bean must make stocking decisions on thousands of items sold through its catalogs. In many cases, orders must be placed with vendors twelve or more weeks before a catalog lands on a customer’s doorstep, and commitments cannot be changed thereafter. As a result, L.L. Bean suffers annual losses of over $20 million due to stockouts or liquidations of excess inventory. Provides a context in which buying decisions that balance costs of overstocking and understocking when demand is uncertain are made and implemented on a routine basis.
HBS Number: 9-893-003
Geographic Setting: Maine Industry Setting: direct marketing
Company Size: large Gross Revenues: $600 million revenues
Event Year Start: 1991 Event Year End: 1991
Subjects: Direct marketing; Forecasting; Inventory management; Uncertainty
Academic Discipline: Negotiations
Supplementary Materials: Teaching Note, (5-895-057), 11p, by Arthur Schleifer Jr.
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| 17 pp.
| Case — Merchandising at Nine West Retail Stores
Raman, Ananth; Welch, Colin
Describes the merchandising decision process (organization, structure, and incentives) at Nine West retail stores, a large footwear retailer in the United States. Also describes changes currently occurring at Nine West and thus provides a context in which students can recommend changes to the merchandising process and the structure of the merchandising organization. Teaching Purpose: To explain how merchandising decisions are made at a fashion retailer and to explore how changes in the environment will impact the merchandising organization.
HBS Number: 9-698-098 Type: Case (Field)
Publication Date: 5/15/1998
Geographic Setting: United States Industry Setting: footwear retailing Gross Revenues: $1.8 billion revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: Budgeting; Footwear; Forecasting; Incentives; Inventory control; Inventory management; Merchandising; Retailing
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| 29 pp.
| 16. Materials Requirements Planning and ERP
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| 16 pp.
| Case — Vandelay Industries, Inc.
Author(s): Upton, David; McAfee, Andrew
Publication Date: 10/29/1996 Revision Date: 04/16/1997
Product Type: Case (Field)
Product Description: An ICS consultant considers issues at the start of a full-scale implementation of SAP software for a large client. The enterprise resource planning (ERP) software will integrate previously fragmented business processes and so must be supported by the entire client organization.
HBS Number: 9-697-037
Geographic Setting: United States Industry Setting: Industrial goods, machinery & equipment industries; Software industry Number of Employees: 30,000 Gross Revenues: $8 billion revenues
Event Year Start: 1996 Event Year End: 1996
Subjects: Change management; Consulting; Data processing; Enterprise systems; ERP; Information systems; Manufacturing strategy; Reengineering; Software
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-697-063), 16p, by David Upton, Andrew McAfee
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| 21 pp.
| Case — i2 Technologies, Inc.
Author(s): Raman, Ananth; Singh, Jasjit
Publication Date: 12/07/1998 Revision Date: 02/24/1999
Product Type: Case (Field)
Product Description: Describes the emergence and growth of i2 Technologies and the supply chain planning software industry. In December 1998, i2’s market capitalization was in excess of $2 billion; the supply chain planning software industry had annual sales of approximately $1 billion and was expected to grow at 57% annually. By describing i2‘s products and the process that the company followed to sell and implement its software at companies, the case provides students with the background needed to understand why i2 was successful. This understanding enables students to address issues like what i2 should do in the future, and whether new competition such as SAP poses a substantial threat to i2's future success.
HBS Number: 9-699-042
Geographic Setting: Texas Industry Setting: software Number of Employees: 2,000 Gross Revenues: $200 million revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: Forecasting; Mathematical programming; Operations management; Operations research; Production planning; Software; Supply chain
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-601-143), 15p, by Ananth Raman
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| Back Matter
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| 1 pp.
| Appendix A: Areas Under the Standard Normal Probability Distribution
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| 1 pp.
| Appendix B: Random Number Table
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| 1 pp.
| Photo Credits
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| 7 pp.
| Index
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