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Melnyk-Swink: Value-Driven Operations Management: An Integrated Modular Approach
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 Foundations
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| 20 pp.
| Melnyk & Swink: The Value-Driven Approach 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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| 27 pp.
| Melnyk & Swink: Foundations of Value
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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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| 30 pp.
| Case — The 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.
| Melnyk & Swink: Value-Driven Operations Strategy
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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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| 13 pp.
| Teaching Note — STARBUCKS
Ivey ID: 8A98M06
For use with 9A98M006
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| 23 pp.
| Melnyk & Swink: Foundations of Process Management
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| 17 pp.
| Case — Benihana of Tokyo
Author(s): Sasser, W. Earl, Jr.; Klug, John R.
Publication Date: 11/01/1972 Revision Date: 07/20/2004
Product Type: Case (Field)
Product Description: Discusses the development of a chain of “theme” restaurants. The student is asked to evaluate the current operating strategy and suggest a long-term expansion strategy.
HBS Number: 9-673-057
Industry Setting: Food industry Company Size: mid-size
Event Year Start: 1972 Event Year End: 1972
Subjects: Corporate strategy; Expansion; Multinational corporations; Services
Academic Discipline: Service management
Supplementary Materials: Teaching Note, (5-677-037), 5p, by W. Earl Sasser Jr.; Teaching Note, (5-696-021), 11p, by Helen Han
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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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| Fundamentals
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| 23 pp.
| Boyer: Process Choices
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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.
| Boyer: Advanced Operations Technology
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| 27 pp.
| Boyer: Capacity Management
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| 23 pp.
| Case — Southwest Airlines in Baltimore
Author(s): Oliva, Rogelio; Gittell, Jody Hoffer; Lane
Publication Date: 06/21/2002
Product Type: Case (Field)
Product Description: The number of connecting passengers through Southwest Airlines’ Baltimore station has grown 100% CAGR since 1997. Originally designed as a point-to-point network, this load of connecting passengers has been stressing Baltimore ground operations, resulting in an erosion of service quality and difficulties in achieving fast plane turnarounds—one of the key elements of Southwest low-cost strategy. This case presents comparative data to illuminate the key elements of Southwest‘s operating strategy and provides detailed information about the activities and information flows required to turn around a plane, allowing for a meaningful analysis of the process--e.g., resource utilization, capacity, bottlenecks, and coordination mechanisms. Teaching Purpose: Illustrates the details of an effective and well-executed operational strategy vis-a-vis shifting customer expectations and accelerated growth. A rewritten version of an earlier case.
HBS Number: 9-602-156
Geographic Setting: Baltimore, MD Industry Setting: airline Number of Employees: 26,506 Gross Revenues: $4.7 billion revenues
Event Year Start: 2001 Event Year End: 2001
Subjects: Airlines; Global Research Group; Operations management; Service management
Academic Discipline: Operations management
Supplementary Materials: Supplement (Field), (9-602-157), 3p, by Rogelio Oliva, Jody Hoffer Gittell, David Lane; Teaching Note, (5-603-055), 22p, by Rogelio Oliva
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| 31 pp.
| Melnyk & Fredendall: Total Quality Management: Frameworks, Measures, & Standards
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| 17 pp.
| Case — Steinway & Sons
Garvin, David A.
Considers whether Steinway should reintroduce a long-discontinued product line to meet competition from the Japanese. Raises the issue of just how quality is defined in this market. Looks closely at a production process relying on craft skills. Students have the opportunity to consider issues of quality.
HBS Number: 9-682-025 Type: Case (Field)
Publication Date: 9/1/1981 Revision Date: 9/5/1986
Geographic Setting: Long Island City, NY Industry Setting: pianos Gross Revenues: $50 million sales
Event Year Start: 1981 Event Year End: 1981
Subjects: Competition; Instruments; Japan; Production processes; Quality control
Supplementary Materials: Teaching Note, (5-682-073), 13p, by David A. Garvin; Case Video, (9-883-505), 13 min, by David A. Garvin, W. Bruce Chew
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| 9 pp.
| Case — John Smithers at Sigtek
Author(s): Jick, Todd D.
Publication Date: 10/05/1990 Revision Date: 04/30/1998
Product Type: Case (Field)
Product Description: Describes an ill-fated effort to institute a total quality program. Using the vantage point of one of the managers selected to be a quality instructor, the case traces the rise and fall of the quality effort during its very brief existence over the course of six months. Allows students to identify many things that can undermine implementation of change: lack of corporate commitment, overly formalized programs, inflated expectations, lack of initial successes, etc.
HBS Number: 9-491-035
Geographic Setting: United States Industry Setting: telecommunications Number of Employees: 1,000
Event Year Start: 1988 Event Year End: 1988
Subjects: Management of change; Organizational behavior; Organizational change; Quality control; Telecommunications; Total quality
Academic Discipline: Human resources management
Supplementary Materials: Teaching Note, (5-491-087), 7p, by Todd D. Jick
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| 3 pp.
| Case — Hank Kolb, Director, Quality Assurance
Author(s): Leonard, Frank S.
Publication Date: 03/01/1981 Revision Date: 02/05/1993
Product Type: Case (Gen Exp)
HBS Number: 9-681-083
Number of Employees: 1,200
Event Year Start: 1980 Event Year End: 1980
Subjects: Industrial goods; Manufacturing; Product liability; Product planning & policy; Quality control
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-683-030), 5p, by W. Earl Sasser Jr.
Product Description: Designed to introduce the systemic nature of product quality and the complexity of quality problems. Uses a new director, quality assurance, and the discovery of a quality problem. The new director has to decide if it is a real problem, what to do about it, and how to go about orienting an organization toward a better quality attitude.
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| 21 pp.
| Blocher: Aggregate Capacity 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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| 13 pp.
| Teaching Note — MACPHERSON REFRIGERATION LIMITED
Ivey ID: 8A93D21
For use with 9A93D021
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| 6 pp.
| Case — Toy World, Inc.
Author(s): Kester, W. Carl
Publication Date: 11/23/1994 Revision Date: 02/23/1996
Product Type: Case (Gen Exp)
Product Description: A shift from seasonal to level production of toys will change the seasonal cycle of Toy World’s working capital needs and necessitate new bank credit arrangements. Students must analyze the company‘s performance, forecast funds needs, and make a recommendation. Teaching Purpose: To introduce the pattern of current assets and cash flows in a seasonal company and provide an elementary exercise in the construction of pro forma financial statements and estimation of funds needs. A rewritten version of an earlier case.
HBS Number: 9-295-073
Geographic Setting: United States Industry Setting: toys
Company Size: small Gross Revenues: $10 million revenues
Event Year Start: 1994 Event Year End: 1994
Subjects: Financing; Inventory management; Production planning; Production scheduling; Risk management; Toy industry
Academic Discipline: Finance
Supplementary Materials: Teaching Note, (5-297-118), 8p, by W. Carl Kester
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| 27 pp.
| Blocher: Inventory Management
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| 31 pp.
| Blocher: Independent Demand Inventory Management Systems
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| 31 pp.
| Blocher: Dependent Demand Requirements Planning Systems
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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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| 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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| 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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| 17 pp.
| Olson: Waiting Line Models
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| 20 pp.
| Case — Sof-Optics, Inc. (A)
Author(s): Sasser, W. Earl, Jr.; Jaikumar, Ramchandr
Publication Date: 12/01/1980 Revision Date: 03/19/1991
Product Type: Case (Field)
Product Description: The marketing director of a fast-growing firm must make some decisions about the customer service department. The volume in the department has been rising steadily, eye doctors are waiting longer for orders to be filled, and morale in the department is slipping. With pressure on the firm to make a profit, the marketing director must carefully justify any request for additional people or equipment.
HBS Number: 9-681-052
Geographic Setting: West Coast Industry Setting: soft contact lenses Gross Revenues: $10 million sales
Event Year Start: 1980 Event Year End: 1980
Subjects: Capacity analysis; Customer relations; Customer service; Employee morale; Medical supplies; Scheduling; Systems analysis; Work force management
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-683-031), 10p, by W. Earl Sasser Jr., Ramchandran Jaikumar
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| 34 pp.
| Melnyk & Swink: Demand Planning, Forecasting and Management
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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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| 33 pp.
| Melnyk & Swink: New Product and Process Development
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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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| 21 pp.
| Case — IDEO Product Development
Author(s): Thomke, Stefan; Nimgade, Ashok
Publication Date: 06/22/2000 Revision Date: 04/26/2007
Product Type: Color Case
HBS Number: 9-600-143
Geographic Setting: California Industry Setting: Service industries Number of Employees: 300 Gross Revenues: $50 million revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: Creativity; Organizational management; Outsourcing; Product design; Product development; Prototypes
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-602-060), 16p, by Stefan Thomke
Product Description: Describes IDEO, the world’s leading product design firm, and its innovation culture and process. Emphasis is placed on the important role of prototyping and experimentation in general, and in the design of the very successful Palm V handheld computer in particular. A studio leader is asked by a business start-up (Handspring) to develop a novel hand-held computer (Visor) in less than half the time it took to develop the Palm V, requiring several shortcuts to IDEO‘s legendary innovation process. Focuses on: 1) prototyping and experimentation practices at a leading product developer; 2) the role of playfulness, discipline, and structure in innovation processes; and 3) the managerial challenges of creating and managing an unusually creative and innovative company culture. Includes color exhibits. May be used with: (R0102D) Enlightened Experimentation: The New Imperative for Innovation.
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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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| 33 pp.
| Melnyk & Swink: Shop Floor Control and Operations Scheduling
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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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| 14 pp.
| Case — Manzana Insurance: Fruitvale Branch (Abridged)
Author(s): Wheelwright, Steven C.
Publication Date: 09/04/1991 Revision Date: 01/30/1997
Product Type: Case (Field)
HBS Number: 9-692-015
Geographic Setting: California Industry Setting: Insurance industry
Event Year Start: 1989 Event Year End: 1991
Subjects: Competition; Insurance; Operations management; Performance measurement; Scheduling; Service management
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-696-043), 12p, by Ann E. Gray, James Leonard
Product Description: Deals with performance assessment and improvement of a service operation in the insurance industry, a market that is highly sensitive to response time. Two branch offices in direct competition are described, and the impact of response time on performance is suggested. Management choices that impact response time are explored and the poorer performer of the two branches must decide how to respond.
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| Perspectives
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| 31 pp.
| Melnyk & Swink: Supply Chain Structure and Strategy
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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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| 31 pp.
| Case — Matching Dell
Author(s): Rivkin, Jan W.; Porter, Michael E.
Publication Date: 06/06/1999
Product Type: Case (Library)
Product Description: After years of success with its vaunted “Direct Model” for computer manufacturing, marketing, and distribution, Dell Computer Corp. faces efforts by competitors to match its strategy. This case describes the evolution of the personal computer industry, Dell’s strategy, and efforts by Compaq, IBM, Hewlett-Packard, and Gateway 2000 to capture the benefits of Dell‘s approach. Students are called on to formulate strategic plans of action for Dell and its various rivals. Teaching Purpose: Designed to be taught in any of several places in an MBA course on competitive strategy. Permits an especially detailed examination of imitation; illustrates how fit among activities and incompatibilities between competitive positions can pose particularly high barriers to imitation. Can also be employed to illustrate competitor analysis, the evolution of industry structure, and relative cost analysis.
HBS Number: 9-799-158
Geographic Setting: Global Industry Setting: personal computers
Company Size: Fortune 500 Gross Revenues: $19 billion revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: Competition; Computer industry; Cost analysis; Industry structure; Personal computers; Strategic planning
Academic Discipline: Competitive strategy
Supplementary Materials: Teaching Note, (5-700-084), 24p, by Jan W. Rivkin
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| 26 pp.
| Melnyk & Swink: Purchasing and Supplier Management
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| 17 pp.
| Case — Supplier Management at Sun Microsystems (A): Managing the Supplier Relationship
Author(s): Holloway, Chuck; Farlow, David; Schmidt, Glen; Tsay, Andy
Publication Date: 03/09/1996
Product Type: Case (Field)
Publisher: Stanford University
HBS Number: OIT16A
Geographic Setting: Silicon Valley Gross Revenue: $6 billion revenues
Event Year Start: 1995 Event Year End: 1995
Subjects: Vertical integration; Partnerships; Strategy formulation; Suppliers
Academic Discipline: Operations management
Supplementary Materials: Supplement, (OIT16B), 8p, by Chuck Holloway, David Farlow, Glen Schmidt, Andy Tsay
Product Description: Sun’s strategy is to identify 2-3 key leading edge differentiators for its products and standardize elsewhere, leading it to outsource the bulk of its manufacturing. Issues surrounding this strategy include: 1) selecting responsibilities within the purchasing function; 2) organizing and assigning responsibilities within the purchasing function; 3) developing long-term relationships with suppliers; and 4) developing management tools that appropriately motivate suppliers. In particular, the “Scorecard” that Sun uses as a supplier management tool is presented.
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| 30 pp.
| Melnyk & Swink: Logistics Management
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| 15 pp.
| Case — Service and Value in e-Commerce
Hallowell, Roger
This collection of readings illustrates the importance of service and logistics in e-commerce, focusing on e-Toys’ disastrous 1999 holiday season. Teaching Purpose: To discuss the role of service on logistics in e-commerce and the effect the labor-intensity of these activities has on appropriate e-commerce stock valuation.
HBS Number: 9-800-384 Type: Case (Pub Mat)
Publication Date: 5/15/2000 Revision Date: 8/30/2000
Event Year Start: 1999 Event Year End: 2000
Subjects: Economies of scale; Electronic commerce; Internet; Logistics; Quality control; Service management; Services; Toy industry
Supplementary Materials: Teaching Note, (5-800-414), 10p, by Roger Hallowell
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| 6 pp.
| Case — DEERE & COMPANY WORLDWIDE LOGISTICS
Johnson PF
As a manufacturer and distributor of agriculture equipment, as well as a broad range of construction and forestry equipment, Deere & Company had a lot riding on the smooth flow of its logistics function. FedEx Logistics provided out-sourcedtransportation services to 11 Deere facilities across North America. But with each of Deer’s individual business units responsible for its own logistics activities, and with each unit negotiating a separate service agreement with the FedEx facility,costs and services tended to differ across the units.Deere‘s manager of logistics design asked a summer intern student to evaluate the company's logistics agreement with FedEx, with a view to identifying opportunities for standardizing costs and services across the business units. The logisticsmanager is expecting a report containing details of each operation's work flow and cost information, as well as some recommendations for updating Deere's out-sourcing arrangements with FedEx Logistics.
Ivey Number: 9B01D013
Publication Date: 23/05/2002
Geographic Setting: United States Industry Setting: Machinery except Electrical
Company Size: Large organization
Event Year Start: 2001
Subjects: Logistics, Procurement, Outsourcing, Organizational Structure
Functional Area: Production/Operations Management
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| 6 pp.
| Teaching Note — DEERE & COMPANY WORLDWIDE LOGISTICS
Ivey ID: 8B01D13
For use with 9B01D013
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| 21 pp.
| Youngdahl: Service Operations Management
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| 24 pp.
| Case — Four Seasons Goes to Paris: “53 Properties, 24 Countries, 1 Philosophy”
Author(s): Hallowell, Roger; Knoop, Carin-Isabel; Bow
Publication Date: 12/12/2002 Revision Date: 01/08/2003
Product Type: Case (Field)
Product Description: Illustrates how Four Seasons manages hotels in countries with strong and distinct national cultures. Focuses on how the chain meets its exacting service standards in a variety of settings worldwide, with special attention on France. Teaching Purpose: To explore the role of organizational values and culture in a global strategy, leading to the development of a framework illustrating what differs and what remains constant in a service organization across multiple national settings.
HBS Number: 9-803-069
Geographic Setting: France Industry Setting: hospitality
Event Year Start: 2002 Event Year End: 2002
Subjects: France; Globalization; Hotels & motels; Human resources management; Organizational behavior; Service management; Values
Academic Discipline: Service management
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| 21 pp.
| Nie: Global Operations Management
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| 18 pp.
| Case — ACER GROUP’S CHINA MANUFACTURING DECISION
Tsai T; Cheng B; Everatt D
The Acer Group is one of the world’s largest PC and computer component manufacturers. The vice-president of Global Operations is pondering whether the timing and environment is conducive for Acer, based in Taiwan, to commence full-scalemanufacturing operations in the Chinese mainland. Students are asked to examine the criteria on which Acer should base their decision to manufacture overseas, and in so doing, create the framework for a corporation‘s global manufacturing strategy.The teaching objectives also include having students consider the political, economic and social environments of a global manufacturing strategy. A related case entitled Acer Group's R & D Strategy - The China Decision (9A99M007) is also available. Industry: Electric & Electronic Equipment Supplies Issues: Manufacturing Strategy, Globalization, Plant Location, Competitiveness Location: Taiwan Size: Large organization Year of event: 1998 Level: Undergraduate/MBA Revised: 24/08/1999 Ivey #: 9A99M009
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| 20 pp.
| Case — Philips vs. Matsushita: A New Century, a New Round
Author(s): Bartlett, Christopher A.
Publication Date: 09/21/2001 Revision Date: 06/23/2005
Product Type: Case (Library)
Product Description: Describes the development of the international strategies and organizations of two major competitors in the global consumer electronics industry. The history of both companies is traced and their changing strategic postures and organizational capabilities are documented. Particular attention is given to the major restructuring each company is forced to undertake as its competitive position is eroded. A rewritten version of an earlier case.
HBS Number: 9-302-049
Geographic Setting: Global; Europe; Japan Industry Setting: Electronics industry Company Size: large Number of Employees: 270,000 Gross Revenues: $40 billion-$60 billion revenues
Event Year Start: 1970 Event Year End: 2001
Subjects: Competition; Electronics; International operations; Multinational corporations; Organizational change; Organizational structure; Strategy implementation
Academic Discipline: General management
Supplementary Materials: Case Video, (9-302-810), 8 min, by Christopher A. Bartlett; Teaching Note, (5-302-063), 14p, by Christopher A. Bartlett
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| 39 pp.
| Brown: 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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| 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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| 26 pp.
| Fredendall: The Theory of Constraints
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| 21 pp.
| Melnyk & Fredendall: Lean/Just-in-Time 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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| 28 pp.
| Robinson: Electronic Commerce for Operations and Supply Chain Management
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| 19 pp.
| Case — FedEx Corporation: Structural Transformation through e-Business
Ng, Pauline
How has FedEx’s strategy evolved over the years? How is information technology altering the company‘s value chain architecture and strategy? What recommendations would you make to FedEx to increase its competitive strength as a provider of global logistics and supply chain management services?
Publication Date: 2000
Geographic Setting: Memphis, TN Industry Setting: Overnight Delivery
Event Year Start: 1973 Event Year End: 2000
Courses: Business Policy Course Sequence: Business Strategy; Implementation
Subjects: Business Policy; Implementation
Supplementary Material: Teaching Note
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| 8 pp.
| Teaching Note — FedEx Corporation: Structural Transformation through e-Business
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| Tools
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| 27 pp.
| Olson: Linear Programming in Operations Management
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| 29 pp.
| Melnyk & Fredendall: Lean Systems Tools and Procedures
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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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| 37 pp.
| Brown: Advanced Tools for Project Scheduling
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| 8 pp.
| Article — Bringing Discipline to Project Management
Elton, Jeffrey; Roe, Justin
How many projects in your organization have come in on time and on budget? If you’re like most senior managers, the answer is likely to be none, no matter how many data-management systems, team-training programs, project-management sof
HBS Number: 98203 Type: Harvard Business Review Article
Publication Date: 3/1/98
Subjects: Product development; Project evaluation; Project management; Uncertainty
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| 36 pp.
| Melnyk & Fredendall: Quality Improvement Tools and Techniques
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| 20 pp.
| Case — Micom Caribe (A)
Upton, David; Margolis, Joshua D.
Describes the Puerto Rican manufacturing plant of a transnational company. The award-winning plant has dramatically improved the quality of flexibility of its operations, by taking a radical approach to manufacturing. The methods cente
HBS Number: 9-692-002 Type: Case (Field)
Publication Date: 11/15/1991 Revision Date: 6/27/1997
Geographic Setting: Puerto Rico Industry Setting: data communications
Company Size: small Number of Employees: 214 Gross Revenues: $23 million revenues
Event Year Start: 1991 Event Year End: 1991
Subjects: Continuous improvement; Ethics; International operations; Manufacturing; Manufacturing strategy; Quality control; Work force management
Supplementary Materials: Supplement (Field), (9-692-003), 3p, by David Upton, Joshua D. Margolis; Supplement (Field), (9-692-043), 4p, by David Upton, Joshua D. Margolis; Teaching Note, (5-694-022), 16p, by David Upton
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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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| 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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| 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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| 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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| 21 pp.
| Case — Allegheny Ludlum Steel Corp. (Abridged)
Wheelwright, Steven C.
Describes a decision facing Allegheny Ludlum Steel Corp. in June 1985: whether to continue to compete in the silicon steel business in the face of stiff competition from imports. Includes a complete description of the company’s productivity improvement systems and procedures (its chief competitive strengths) and shows how they have become a tool for steady and continuous improvement.
HBS Number: 9-695-023 Type: Case (Field)
Publication Date: 10/17/1994
Geographic Setting: Pittsburgh, PA Industry Setting: steel
Company Size: Fortune 500 Gross Revenues: $800 million assets
Event Year Start: 1984 Event Year End: 1984
Subjects: Capacity planning; Continuous improvement; Imports; Japan; Operations management; Productivity; Steel
Supplementary Materials: Teaching Note, (5-695-055), 9p, by David A. Garvin, Norman Klein
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| 39 pp.
| Brown: Managing and Controlling Project Resources
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