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Stevenson: Operations Management, Tenth Edition
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 Front Matter
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| 4 pp.
| Preface
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| 1 pp.
| Note to the Student
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| I. Introduction
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| 1 pp.
| Introduction
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| 36 pp.
| 1. Introduction to Operations Management
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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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| 31 pp.
| 2. Competitiveness, Strategy, and Productivity
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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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| 20 pp.
| Case — Komatsu Ltd.: Project G’s Globalization
Bartlett, Christopher A.
Describes the major strategic and organizational transformation at Komatsu aimed at changing it from a Japan-based producer of construction equipment to a truly global company with the ability to leverage its groupwide portfolio of res
HBS Number: 9-398-016 Type: Case (Field)
Publication Date: 10/3/97 Revision Date: 3/2/98
Geographic Setting: Japan Industry Setting: construction equipment
Company Size: large
Subjects: Corporate strategy; Diversification; International business; Japan; Leadership; Machinery; Multinational corporations; Organizational change
Supplementary Materials: Teaching Note, (5-398-106), 11p, by Christopher A. Bartlett
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| 29 pp.
| Case — Southwest Airlines—1993 (A)
Author(s): Heskett, James L.; Hallowell, Roger
Publication Date: 08/01/1993 Revision Date: 04/02/1997
Product Type: Case (Field)
Product Description: Southwest Airlines, the only major U.S. airline to be profitable in 1992, makes a decision as to which of two new cities to open, or to add a new long-haul route. Provides windows into Southwest’s strategy, operations, marketing, and culture. Teaching Purpose: Illustrates how an airline can simultaneously be low-cost leader, service leader, and profit leader.
HBS Number: 9-694-023
Geographic Setting: Dallas, TX Industry Setting: airlines
Event Year Start: 1993 Event Year End: 1993
Subjects: Airlines; Corporate strategy; Operations research; Service management
Academic Discipline: Service management
Supplementary Materials: Supplement (Field), (9-394-126), 2p, by Gary Loveman, Linda Carrigan
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| 22 pp.
| Case — McDonald’s Corp.
Author(s): Upton, David; Margolis, Joshua D.
Publication Date: 10/09/1992 Revision Date: 09/23/1996
Product Type: Case (Field)
Product Description: McDonald’s has over many years built an operating strategy based on consistency and quality through a limited product range. Competitive forces have drawn the company into a much wider variety of foods and services in order to maintain growth. Now, new competitors threaten to beat McDonald‘s at its own, original game. In addition, McDonald's faces unprecedented challenges in its environmental policy. The case teaches approaches and dangers arising from flexibility, and the identification of capabilities that support different types of flexibility. The integration of environmental concerns with operations strategy is also addressed.
HBS Number: 9-693-028
Geographic Setting: Global Industry Setting: fast food
Company Size: large Number of Employees: 10,000
Event Year Start: 1992 Event Year End: 1992
Subjects: Competition; Environmental protection; Fast food industry; Operations management; Services; Strategy implementation
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-600-104), 14p, by Jonathan West; Teaching Note, (5-693-106), 14p, by David Upton
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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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| 22 pp.
| Case — Australian Paper Manufacturers (A)
Upton, David; Margolis, Joshua D.
Describes a company which has broken an unwritten cordial agreement amongst the three Australian paper manufacturers to split the domestic market three ways by market segment. The company invades another’s "territory" with advanced technology, quality, and, importantly, by using the other company‘s poor environmental record to protect itself against retaliation. The defender finds itself unable to respond by adding capacity as public pressure denies it the ability to add capacity and upgrade the technology. Having won a large share of the market, and having successfully introduced a new recycled paper product, the invader is now considering the financial, strategic, and ethical issues of further expansion.
HBS Number: 9-691-041 Type: Case (Field)
Publication Date: 12/7/1990 Revision Date: 12/13/1993
Geographic Setting: Australia Industry Setting: pulp and paper
Company Size: large Gross Revenues: $500 million sales
Event Year Start: 1987 Event Year End: 1990
Subjects: Australia; Environmental protection; Ethics; Manufacturing strategy; Operations management; Paper industry; Pollution; Technological change
Supplementary Materials: Supplement (Field), (9-691-043), 2p, by David Upton, Joshua D. Margolis; Teaching Note, (5-692-026), 17p, by David Upton
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| II. Forecasting
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| 1 pp.
| Introduction
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| 58 pp.
| 3. Forecasting
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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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| 19 pp.
| Case — New Technologies, New Markets: The Launch of Hongkong Telecom’s Video-on-Demand
Lovelock, Peter
In March 1998, Hongkong Telecom’s Interactive Multimedia Services (IMS) unit launched the world‘s first commercial Video-on-Demand (VOD) system. Worldwide interest resulted from the implementation of the world's first commercial VOD sy
HBS Number: HKU011 Type: Case (Field)
Publication Date: 01/01/1998
Geographic Setting: Hong Kong Industry Setting: multimedia/telecommunications
Event Year Start: 1998 Event Year End: 1998
Subjects: Asia; Business government relations; Capital investments; Forecasting; Market entry; Marketing strategy; Telecommunications
Supplementary Materials: Teaching Note, (HKU012), 4p, by Peter Lovelock
Publisher: University of Hong Kong
(Sales restricted to North America.)
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| 19 pp.
| Case — Sport Obermeyer Ltd.
Author(s): Hammond, Janice H.; Raman, Ananth
Publication Date: 10/13/1994 Revision Date: 08/15/2006
Product Type: Case (Field)
HBS Number: 9-695-022
Geographic Setting: United States; Hong Kong; China Industry Setting: Apparel industry; Ski Number of Employees: 100 Gross Revenues: $32.8 million revenues
Event Year Start: 1992 Event Year End: 1992
Subjects: Apparel; Demand analysis; Forecasting; International operations; Production planning; Sourcing; Supply chain
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-696-012), 31p, by Janice H. Hammond, Ananth Raman
Product Description: The case describes operations at a skiwear design and merchandising company and its supply partner. Introduces production planning for short-life-cycle products with uncertain demand and allows students to analyze a reduced version of the company’s production planning problem. In addition, it provides details about information and material flows that allow students to make recommendations for operational improvements, including comparisons between sourcing products in Hong Kong and China.
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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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| III. System Design
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| 1 pp.
| Introduction
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| 40 pp.
| 4. Product and Service Design
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| 13 pp.
| 4S. Reliability
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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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| 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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| 23 pp.
| Case — Innovation at 3M Corp. (A)
Author(s): Thomke, Stefan; Nimgade, Ashok
Publication Date: 08/28/1998 Revision Date: 07/23/2002
Product Type: Case (Field)
Product Description: Describes how 3M Corp. introduces and learns a new and innovative methodology called Lead User research to understand future customer and market needs. A team from 3M’s Medical-Surgical Markets Division applies the Lead User methodology to the field of surgical infection control and discovers not only new product concepts but also a very promising new business strategy. Focuses on: 1) 3M‘s approach to the management of innovation and understanding market needs, 2) an in-depth description of the Lead User method and its potential as applied to the medical business, and 3) the managerial challenges of introducing novel methods into a successful organization. Teaching Purpose: Explains how to introduce and conduct Lead User research to understand future customer and market needs. Allows managers and students to discuss the potential of customer input in innovation strategy formulation. May be used with: (9-699-014) Note on Lead User Research.
HBS Number: 9-699-012
Geographic Setting: United States Industry Setting: medical/surgical
Subjects: Management of change; Market research; Marketing strategy; Medical supplies; Product development; Research & development; Research methodology; Strategy formulation
Academic Discipline: Operations management
Supplementary Materials: Supplement (Field), (9-699-013), 3p, by Stefan Thomke, Ashok Nimgade; Teaching Note, (5-699-135), 26p, by Stefan Thomke, Ashok Nimgade
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| 19 pp.
| Case — CIBA Vision: The Daily Disposable Lens Project (A)
Pisano, Gary P.
Examines CIBA Vision’s decision of whether to launch a major new R&D initiative to develop a low cost, daily disposable contact lens, and how to organize such a project should they proceed. One group of executives favors setting up a small, autonomous project team organizationally and geographically isolated from the company‘s existing R&D operations. This approach will enable focus, but poses serious issues concerning future integration. Teaching Purpose: Can be used to explore approaches to product development and operations in a global environment as well as approaches to building new organizational capabilities.
HBS Number: 9-696-100 Type: Case (Field)
Publication Date: 3/26/1996 Revision Date: 9/3/1996
Geographic Setting: Global Industry Setting: contact lenses Gross Revenues: SFr 750 m.
Event Year Start: 1992 Event Year End: 1992
Subjects: Manufacturing strategy; Medical supplies; Organizational design; Product development
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| 22 pp.
| Case — Apple Powerbook (A): Design Quality and Time to Market
March, Artemis
Examines the design of Apple’s first notebook computer in a context of extreme time-to-market pressures that challenge Apple‘s "time-to-perfection" culture and functional organizational structure. Focus is on industrial design (ID), us
HBS Number: 9-994-023 Type: Case (Field)
Publication Date: 1/1/1994
Geographic Setting: California Industry Setting: computers Number of Employees: 15,000 Gross Revenues: $8 billion revenues
Event Year Start: 1989 Event Year End: 1991
Subjects: Computer industry; Corporate culture; Product design; Product development; Quality control; Silicon Valley; Test markets
Supplementary Materials: Supplement (Field), (9-994-024), 4p, by Artemis March; Teaching Note, (5-995-017), 8p, by Artemis March
Publisher: Design Management Institute
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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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| 30 pp.
| 5. Strategic Capacity Planning for Products and Services
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| 21 pp.
| 5S. Decision Theory
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| 21 pp.
| Case — Massachusetts General Hospital: CABG Surgery (A)
Author(s): Wheelwright, Steven C.; Weber, James B.
Publication Date: 11/22/1995 Revision Date: 03/19/2004
Product Type: Case (Field)
Product Description: Describes the efforts of a cross-functional team at Massachusetts General Hospital to reengineer the service delivery process (the “care path”) for heart bypass surgery (CABG) in order to shorten hospital stays (and lower costs) while maintaining/enhancing the quality of care provided. Teaching Purpose: Diagnosing and then improving service delivery processes in a high-quality, high-cost medical setting. May be used with: (9-697-021) Massachusetts General Hospital: CABG Surgery (B).
HBS Number: 9-696-015
Geographic Setting: Boston, MAIndustry Setting: health careNumber of Employees: 10,000Gross Revenues: $750 million revenues
Event Year Start: 1994Event Year End: 1994
Subjects: Health care policy; Hospital administration; Process analysis; Reengineering; Service management
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-697-074), 10p, by Steven C. Wheelwright
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| 24 pp.
| Case — John Crane UK Ltd.: The CAD-CAM Link
Upton, David
Describes the improvement of manufacturing performance in a job shop through the application of a variety of techniques such as group technology, manufacturing cells, and CAD-CAM. As well as exploring the limitations and merits of these methods, the case explores the conflict between computer-integration and shop-floor autonomy. The teaching objectives are to provide an understanding of computer techniques available in modern small-batch manufacture, sources of manufacturing improvement, and the implementation of computer-integrated manufacturing.
HBS Number: 9-691-021 Type: Case (Field)
Publication Date: 11/20/1990 Revision Date: 10/16/1991
Geographic Setting: United Kingdom Industry Setting: engineering Number of Employees: 500
Event Year Start: 1990 Event Year End: 1990
Subjects: Automation; Computer systems; Operations management; United Kingdom
Supplementary Materials: Teaching Note, (5-692-100), 23p, by David Upton
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| 10 pp.
| Case — National Cranberry Cooperative (Abridged)
Author(s): Shapiro, Roy D.
Publication Date: 05/31/1988 Revision Date: 03/17/2006
Product Type: Case (Field)
Product Description: Describes the continuous flow process used to process cranberries into juice and/or sauce. Requires student to analyze process flows to determine where the bottlenecks are and to decide how, and whether, to expand capacity. Original version written by J.G. Miller and R.P. Olson.
HBS Number: 9-688-122
Geographic Setting: Massachusetts Industry Setting: Food processing industry
Event Year Start: 1980 Event Year End: 1980
Subjects: Capacity analysis; Cooperatives; Process analysis; Process flow
Academic Discipline: Operations management
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| 52 pp.
| 6. Process Selection and Facility Layout
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| 31 pp.
| 6S. Linear Programming
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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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| 20 pp.
| Case — Copeland Corp.: Evolution of a Manufacturing Strategy—1975-82 (A)
Garvin, David A.; March, Artemis
Describes the evolution of a company’s manufacturing strategy over an eight-year period. Copeland had pursued a strategy of building freestanding focused plants devoted to single processes or product lines, and then moving products from the home plant at Sidney, Ohio to the new facility. Sidney is now left with a jumble of unrelated products and processes, and management must decide whether it should be reorganized by product line or manufacturing processes. HBR reprint number 85117 "Competing Through Manufacturing," January-February 1985, by S.C. Wheelwright and R.H. Hayes may be taught with these cases.
HBS Number: 9-686-088 Type: Case (Field)
Publication Date: 2/10/1986 Revision Date: 11/22/1989
Geographic Setting: Ohio, N. Carolina, Alabama, Indiana Industry Setting: compressor manufacturing
Event Year Start: 1975 Event Year End: 1982
Subjects: Facilities planning; Manufacturing strategy; Plant location; Strategy implementation
Supplementary Materials: Supplement (Field), (9-686-089), 3p, by David A. Garvin, Artemis March; Supplement (Field), (9-686-090), 3p, by David A. Garvin, Artemis March; Supplement (Field), (9-686-091), 5p, by David A. Garvin, Artemis March; Teaching Note, (5-688-074), 21p, by David A. Garvin; Case Video, (9-887-527), 23 min, by David A. Garvin, Artemis March
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| 37 pp.
| 7. Design of Work Systems
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| 11 pp.
| 7S. Learning Curves
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| 24 pp.
| Case — Eli Lilly: The Evista Project
Wheelwright, Steven C.; Verlinden, Matthew C.
Describes the creation and operation of the initial two heavyweight teams for new drug development and launch. The primary focus is on one of those two teams, Evista, although comparisons to the other team, Zyprexa, are included. Lilly must decide the next phase (post launch) for managing Evista’s rollout. Teaching Purpose: Operational realities of heavyweight development teams and their transition following product launch.
HBS Number: 9-699-016 Type: Case (Field)
Publication Date: 3/9/1999 Revision Date: 6/23/2000
Geographic Setting: Indianapolis, IN Industry Setting: pharmaceuticals
Subjects: Pharmaceuticals; Product development; Teams
Supplementary Materials: Teaching Note, (5-600-027), 10p, by Steven C. Wheelwright
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| 18 pp.
| Case — PPG: Developing a Self-Directed Work Force (A)
Garvin, David A.; Klein, Norman
PPG has built a state-of-the-art glass plant in Berea, Kentucky. The plant is pursuing the goal of a "self-directed workforce." The case describes the progress to date and the unresolved issues faced by management. These include questions about shift rotation, promotion opportunities, employee evaluation and supervision, the role of employees in policy setting, and whether or not to introduce a system of peer review. Explores the process of creating a self-directed workforce, the underlying theoretical model, and the difficulties and tensions inherent in that approach. May be used with: (9-693-080) Note on High-Commitment Work Systems.
HBS Number: 9-693-020 Type: Case (Field)
Publication Date: 11/23/1992
Geographic Setting: Kentucky Industry Setting: glass Number of Employees: 100
Event Year Start: 1991 Event Year End: 1991
Subjects: Employee empowerment; Glass & glassware industry; Human resources management; Work force management
Supplementary Materials: Supplement (Field), (9-693-021), 2p, by David A. Garvin, Norman Klein; Supplement (Field), (9-693-022), 1p, by David A. Garvin, Norman Klein; Teaching Note, (5-697-095), 13p, by David Upton, Christine Steinman
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| 30 pp.
| Case — Lincoln Electric Co.
Author(s): Berg, Norman A.; Fast, Norman D.
Publication Date: 08/01/1975 Revision Date: 07/29/1983
Product Type: Case (Field)
HBS Number: 9-376-028
Geographic Setting: Cleveland, OH Industry Setting: Manufacturing industries; Welding Gross Revenues: $270 million sales
Event Year Start: 1974 Event Year End: 1974
Subjects: Autobiographical narratives; Bonuses; Business policy; Compensation; Corporate culture; Corporate strategy; Factories; Incentives; Labor relations; Management philosophy; Productivity; Values; Work environment
Academic Discipline: General management
Supplementary Materials: Case Video, (9-889-517), 20 min, by Norman A. Berg; Case Video, DVD, (9-889-520), 20 min, by Norman A. Berg; Teaching Note, (5-395-230), 5p, by Norman A. Berg
Product Description: Covers the strategy and management practices of the world’s largest manufacturer of welding equipment. Discusses the compensation system and company culture, and the leadership style of management. May be used with: (9-398-095) Lincoln Electric: Venturing Abroad; (9-378-216) Lincoln Electric Co. (B); (388X) One More Time: How Do You Motivate Employees? (HBR Classic) (HBR OnPoint Enhanced Edition); (R0301F) One More Time: How Do You Motivate Employees? (HBR Classic).
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| 29 pp.
| 8. Location Planning and Analysis
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| 6 pp.
| 8S. The Transportation Model
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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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| 22 pp.
| Case — To Move or Not to Move: Cathay Pacific Airways
Farhoomand, Ali F.; Ng, Pauline; Tsang, Loretta
Cathay Pacific’s Data Centre, located in Hong Kong, had experienced an explosion and fire that disrupted normal business for 13 hours. In the search for a more secure location, the problems with finding suitable offices in Hong Kong were highlighted, while the benefits and advantages offered by other countries presented the company with the option of relocating the data center off-shore. Teaching Purpose: To highlight the importance of information technology (IT) in allowing businesses to migrate some or all of their operations to previously inaccessible geographical locations that provide companies with a competitive advantage; to examine political, economic, technical, and organizational issues related to location selection; and to assess the viability of outsourcing a company‘s IT operations.
HBS Number: HKU003 Type: Case (Field)
Publication Date: 1/1/1998
Geographic Setting: Hong Kong Industry Setting: airlines
Event Year Start: 1991 Event Year End: 1991
Subjects: Airlines; Asia; Information systems; Information technology; Location of industry; Outsourcing
Supplementary Materials: Teaching Note, (HKU004), 8p, by Ali F. Farhoomand, Pauline Ng
Publisher: University of Hong Kong
(Sales restricted to North America.)
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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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| 19 pp.
| Case — Ellis Manufacturing Co.
Shapiro, Roy D.
Ellis finds itself in a weakening competitive position largely due to the lack of rationalization in its plants. Driven by a strong traditionally decentralized sales organization, Ellis finds that all plants want control over all product lines. As a result, overall economics of scale are not achieved, and duplication of resources has weakened Ellis’ cost position. Case gives enough data for students to make specific recommendations.
HBS Number: 9-682-103 Type: Case (Field)
Publication Date: 6/23/1982 Revision Date: 5/30/1995
Geographic Setting: International Industry Setting: home kitchen appliances Gross Revenues: $100 million sales
Event Year Start: 1981 Event Year End: 1981
Subjects: Appliances; Capacity analysis; Facilities; International operations; Location of industry; Logistics; Manufacturing strategy; Plant location
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| IV. Quality
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| 1 pp.
| Introduction
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| 52 pp.
| 9. Management of 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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| 23 pp.
| Case — Measure of Delight: The Pursuit of Quality at AT&T Universal Card Services (A)
Author(s): Shapiro, Roy D.; Watkins, Michael D.; Rose
Publication Date: 10/25/1993 Revision Date: 07/03/1997
Product Type: Case (Field)
Product Description: AT&T’s Universal Card Services (UCS) has been extremely successful during its short lifetime. Dedicated to improving service quality and customer satisfaction, Chief Quality Officer Rob Davis and his Quality Team have designed and put into place an unusual measurement and compensation system based on more than 100 performance measures monitored and communicated daily. Teaching Purpose: Links performance measurement and compensation policies to precepts of quality management.
HBS Number: 9-694-047
Geographic Setting: Jacksonville, FL Industry Setting: credit cards Number of Employees: 2,700
Event Year Start: 1989 Event Year End: 1989
Subjects: Customer relations; Employee compensation; Employee empowerment; Performance measurement; Service management; Total quality
Academic Discipline: Operations management
Supplementary Materials: Supplement (Field), (9-694-077), 3p, by Roy D. Shapiro, Michael D. Watkins, Susan Rosegrant; Teaching Note, (5-696-073), 11p, by Robert H. Hayes
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| 29 pp.
| Case — Southwest Airlines—1993 (A)
Author(s): Heskett, James L.; Hallowell, Roger
Publication Date: 08/01/1993 Revision Date: 04/02/1997
Product Type: Case (Field)
Product Description: Southwest Airlines, the only major U.S. airline to be profitable in 1992, makes a decision as to which of two new cities to open, or to add a new long-haul route. Provides windows into Southwest’s strategy, operations, marketing, and culture. Teaching Purpose: Illustrates how an airline can simultaneously be low-cost leader, service leader, and profit leader.
HBS Number: 9-694-023
Geographic Setting: Dallas, TX Industry Setting: airlines
Event Year Start: 1993 Event Year End: 1993
Subjects: Airlines; Corporate strategy; Operations research; Service management
Academic Discipline: Service management
Supplementary Materials: Supplement (Field), (9-394-126), 2p, by Gary Loveman, Linda Carrigan
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| 18 pp.
| Case — Daewoo Shipbuilding and Heavy Machinery
Upton, David; Kim, Bowon
Daewoo Shipbuilding and Heavy Machinery rescued its plant from the labor riots of 1987 to make it, by 1994, to be the fastest improving shipyard in the world. With its competition in Korea making huge investments in additional capacity in anticipation of the end of the recession, Daewoo instead has to decide if its strategy of continuous investment can provide the needed capacity. Teaching Purpose: Addresses manufacturing improvement strategies and plant management. In addition, it looks at the interaction between "step-change" improvement and continuous improvement. May be used with: (9-695-032) Samsung Heavy Industries: The Koje Shipyard.
HBS Number: 9-695-001 Type: Case (Field)
Publication Date: 10/1/1994
Geographic Setting: Korea Industry Setting: shipbuilding
Event Year Start: 1994 Event Year End: 1994
Subjects: Continuous improvement; Facilities; Labor relations; Manufacturing strategy; Production capacity; Shipbuilding
Supplementary Materials: Teaching Note, (5-696-053), 17p, by David Upton
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| 43 pp.
| 10. Quality Control
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| 10 pp.
| 10S. Acceptance Sampling
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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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| V. Supply Chain Management
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| 1 pp.
| Introduction
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| 37 pp.
| 11. 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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| 9 pp.
| Case — Ford Motor Co.: Supply Chain Strategy
Author(s): Austin, Robert D.
Publication Date: 03/03/1999 Revision Date: 12/21/2001
Product Type: Case (Field)
Product Description: Describes Ford’s examination of its supply chain to evaluate whether the company should “virtually integrate” on the Dell Computers model. Teaching Purpose: To examine the challenges of virtually integrating supply chains in established industries. May be used with: (98208) The Power of Virtual Integration: An Interview with Dell Computer‘s Michael Dell.
HBS Number: 9-699-198
Geographic Setting: Dearborn, MI Industry Setting: automobiles
Company Size: Fortune 500 Number of Employees: 370,000 Gross Revenues: $144 billion revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: Automobile industry; Electronic commerce; Information technology; Logistics; Suppliers; Supply chain
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-601-172), 18p, by Robert D. Austin
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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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| 21 pp.
| Case — Barilla SpA (A)
Author(s): Hammond, Janice H.
Publication Date: 05/17/1994 Revision Date: 07/27/2006
Product Type: Case (Field)
HBS Number: 9-694-046
Geographic Setting: Italy Industry Setting: Grocery stores Number of Employees: 7,000 Gross Revenues: $2 billion revenues
Event Year Start: 1990 Event Year End: 1990
Subjects: Distribution planning; Logistics; Order processing; Supermarkets; Suppliers
Academic Discipline: Operations management
Supplementary Materials: Supplement (Field), (9-695-064), 2p, by Janice H. Hammond; Supplement (Field), (9-695-065), 7p, by Janice H. Hammond; Supplement (Field), (9-695-066), 4p, by Janice H. Hammond; Teaching Note, (5-695-063), 22p, by Janice H. Hammond
Product Description: Barilla SpA, an Italian manufacturer that sells to its retailers largely through third-party distributors, experienced widely fluctuating demand patterns from its distributors during the late 1980s. This case describes a proposal to address the problem by implementing a continuous replenishment program, under which the responsibility for determining shipment quantities to the distributors would shift from the distributors to Barilla. Describes support and resistance within Barilla’s different functional areas and within the distributors Barilla approached with the proposal.
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| VI. Inventory Management and Scheduling
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| 1 pp.
| Introduction
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| 61 pp.
| 12. Inventory Management
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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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| 11 pp.
| Case — Blanchard Importing and Distribution Co., Inc.
Author(s): Marshall, Paul W.; Drinan, Alan H.
Publication Date: 09/01/1972 Revision Date: 02/29/1984
Product Type: Case (Field)
Product Description: Illustration of the two main types of errors resulting from use of the economic order quantity (EOQ) as a tool in production scheduling. Designed to permit class discussion to begin with a consideration of one common type of mistake, errors in calculation of the EOQ volume resulting from use of incorrect data for the input parameters of the formula. The analysis can then shift to a more general discussion of the second type of error, the misapplication of EOQ and re-order point (ROP) techniques to a given system. Class discussion can conclude with student recommendations of alternative techniques which may be better suited to the Blanchard operation than the EOQ/ROP method.
HBS Number: 9-673-033
Geographic Setting: Boston, MA Industry Setting: liquor wholesaling Gross Revenues: $4 million sales
Event Year Start: 1972 Event Year End: 1972
Subjects: Beverages; Inventory management; Order quantity; Production scheduling; Wholesaling
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-678-033), 12p, by Steven C. Wheelwright, Paul W. Marshall
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| 35 pp.
| 13. 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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| 15 pp.
| Case — Chaircraft Corp.—1988
Author(s): Shapiro, Roy D.; Kuzman, Sylvia
Publication Date: 06/14/1989 Revision Date: 07/12/2006
Product Type: Case (Field)
HBS Number: 9-689-082
Geographic Setting: Southeastern United States Industry Setting: Furniture industry Number of Employees: 700
Event Year Start: 1988 Event Year End: 1988
Subjects: Furniture; Manufacturing; Production controls; Production planning
Academic Discipline: Operations management
Product Description: Illustrates the difficulty of effective production planning and production control in a multistage production process affected by seasonal demand. A rewritten version of an earlier case by S.C. Wheelwright.
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| 19 pp.
| Case — Chaparral Steel (Abridged)
Clark, Kim B.
Examines a major capacity expansion proposal of Chaparral Steel, a steel minimill. Gives students the opportunity to evaluate the proposed expansion in the context of the competitive environment, market demand, technological choice, and the demands of a global industry. Also challenges them to analyze the proposal’s implications for manufacturing strategy, technological innovation, market share, and company finances.
HBS Number: 9-687-045 Type: Case (Field)
Publication Date: 12/30/1986 Revision Date: 1/15/1998
Geographic Setting: Texas Industry Setting: steel
Event Year Start: 1979 Event Year End: 1979
Subjects: Competition; Manufacturing strategy; Marketing strategy; Production capacity; Steel; Technology
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| 45 pp.
| 14. MRP and ERP
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| 22 pp.
| Case — Tektronix, Inc.: Global ERP Implementation
Author(s): Austin, Robert D.; Nolan, Richard L.; West
Publication Date: 02/02/1999
Product Type: Case (Field)
Product Description: Reviews Tektronix’s implementation of an Enterprise Resource Planning (ERP) solution in all three of its global business divisions. This case tells the story of three implementations, each with its own character and requirements. Tektronix managers needed to synchronize the requirements of each division with the company‘s overall need to standardize business practices and its desire to adhere to a common business model across the enterprise. Details the difficulty of major business change in a mature business and technical environment. May be used with: (9-699-022) Cisco Systems, Inc.: Implementing ERP; (9-699-020) Enterprise Resource Planning, Technology Note.
HBS Number: 9-699-043
Geographic Setting: Pacific Northwest Industry Setting: electronics Gross Revenues: $2 billion revenues
Event Year Start: 1993 Event Year End: 1998
Subjects: Electronics; Enterprise systems; ERP; Implementation; Information technology; Reengineering
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-602-078), 11p, by Robert D. Austin
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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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| 35 pp.
| 15. Lean Operations
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| 7 pp.
| 15S. Maintenance
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| 17 pp.
| Case — EG&G Rotron Division
Upton, David; Matheson, Andrew
Rotron has recently entered the commercial motor market, after many years of servicing government military contracts. Faced with fierce commercial competition, Rotron has attacked its costs, and reduced its delivery times and its plants. A new crisis, however, is causing it to rethink its just-in-time production system and the plant manager must decide whether to re-introduce inventory for key production. Teaching Purpose: Addresses issues related to just-in-time production and strategic flexibility.
HBS Number: 9-695-037 Type: Case (Field)
Publication Date: 2/14/1995 Revision Date: 4/14/1997
Geographic Setting: New York Industry Setting: motors & electronics Number of Employees: 200 Gross Revenues: $20 million revenues
Event Year Start: 1995 Event Year End: 1995
Subjects: Facilities; Manufacturing; Plant management; Production controls; Production planning; Strategic planning
Supplementary Materials: Teaching Note, (5-697-100), 18p, by David Upton, Christine Steinman
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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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| 39 pp.
| 16. Scheduling
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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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| 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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| 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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| VII. Project Management
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| 1 pp.
| Introduction
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| 52 pp.
| 17. Project Management
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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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| 18 pp.
| Case — We’ve Got Rhythm! Medtronic Corp.‘s Cardiac Pacemaker Business
Author(s): Christensen, Clayton M.
Publication Date: 07/08/1997
Product Type: Case (Field)
Product Description: Illustrates how a new management team at Medtronic’s Cardiac Pacemaker business reversed a steep decline in market share through adoption of certain management principles for new product development: clarity of strategy, aggregate project planning, reducing the number of projects to match development capacity, a platform/derivative product architecture, and others. Teaching Purpose: A good summary case for use in MBA courses on managing innovation, managing new product development, and managing change. Also useful in executive programs.
HBS Number: 9-698-004
Geographic Setting: United States Industry Setting: health care Number of Employees: 10,000 Gross Revenues: $2 billion revenues
Event Year Start: 1997 Event Year End: 1997
Subjects: Innovation; Management of change; Medical supplies; Product development; Product planning & policy; Technology
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-698-056), 12p, by Clayton M. Christensen
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| 25 pp.
| Case — Chrysler and BMW: Tritec Engine Joint Venture
Author(s): Bowen, H. Kent; Purrington, Courtney
Publication Date: 07/16/1999 Revision Date: 01/06/2004
Product Type: Case (Field)
Product Description: Presents a gifted project leader, lacking in significant new product development experience. Highlights the issues and procedures related to defining the project strategy: organizing senior management approvals and support for creating a “heavyweight” team; aligning the disparate perspectives, interests, and biases of project members; and implementing best-practice tools for managing teams within the project. Creates a framework for establishing organizational design rules and key new product development processes, and also provides insights about models of leadership for new product development. Teaching Purpose: To help students construct a best-practice framework for new product development. Students should learn the critical role of senior management review and control, some of the ways in which managers deal with risk, why alignment of team members is so important, and what are the attributes of a heavyweight team manager.
HBS Number: 9-600-004
Geographic Setting: United States, Germany, United Kingdom, Brazil Industry Setting: automotive
Event Year Start: 1996 Event Year End: 1997
Subjects: Automobile industry; Joint ventures; Operations management; Process innovation; Product design; Product development; Product planning & policy; Project management; Teams
Academic Discipline: Operations management
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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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| 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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| VIII. Waiting Lines
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| 1 pp.
| Introduction
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| 38 pp.
| 18. Management of Waiting Lines
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| 14 pp.
| Case — Note on the Management of Queues
Author(s): Maister, David H.
Publication Date: 10/01/1979 Revision Date: 03/17/1995
Product Type: Note
Product Description: Contains four sections: 1) measuring the performance of queuing systems; 2) types of queuing systems; 3) the behavior of simple systems (elementary queuing theory); and 4) the management of queues (including a discussion of their psychology).
HBS Number: 9-680-053
Subjects: Performance measurement; Services
Academic Discipline: Service management
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| Back Matter
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| 14 pp.
| Appendix A: Answers to Selected Problems
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| 8 pp.
| Appendix B: Tables
Each of the four tables is also available separately:
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| 1 pp.
| Photo Credits
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| 17 pp.
| Index
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