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Main Catalogs   Accounting Business Communication Business Law Economics Finance Insurance and Real Estate Management Information Systems Management and Organization Marketing Operations and Decision Sciences      Special Catalogs     Case Studies Text Chapters Mapped to Specific Cases How to Build a Book: Select Content Review & Arrange Personalize Request a Copy Keyword    Title, Author, Case #, Etc. ALEKS Homework Manager Discover Econ   Learning Solutions Group     Harvard Business School Cases — Operations Management  • To include an item in your complimentary custom book, click the item’s Add link. If there is a View link next to an item, you can view the pages by clicking on the link.  • To review the list of items you have selected so far, click on Step 2 in the progress bar above. You have successfully added all of the items to your order. Either click here to review your order or continue to add content from another title.    Genzyme Center (A)   Add   View  33 pp.  Case Author(s): Toffel, Michael W.; Sesia, Aldo , Jr. Publication Date: 09/01/2009 Revision Date: 12/16/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 610008 Geographic Setting: United States; Massachusetts Number of Employees: 4000 Gross Revenue: $903 million Event Year Start: 2001 Subjects: Environmental protection; Innovation; Operations; Project evaluation; Facilities; Social responsibility Academic Discipline: Operations management Supplementary Materials: Supplement, (610009), 7p, by Michael W. Toffel, Aldo Sesia; Supplement, (610010), 3p, by Michael W. Toffel, Aldo Sesia; Case Teaching Note, (610011), 18p, by Michael W. Toffel Product Description: Genzyme Corporation is in the midst of planning its new corporate headquarters, which incorporates many innovative green building features. After learning that the building as planned would likely earn a LEED Silver rating, an intermediate score in the LEED green building rating scheme, the CEO charged the building team with exploring opportunities that would enable the building to earn the highest rating, LEED Platinum. Five additional green building features are described, and students are asked to analyze and recommend which, if any, of these features to pursue based on their cost, likelihood of earning LEED credits, and their influence on the building's environmental performance.    Genzyme Center (B)   Add   View  7 pp.  Case Author(s): Toffel, Michael W.; Sesia, Aldo , Jr. Publication Date: 09/01/2009 Revision Date: 12/16/2009 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 610009 Geographic Setting: United States; Massachusetts Number of Employees: 4000 Gross Revenue: $903 million Event Year Start: 2001 Subjects: Environmental protection; Innovation; Operations; Project evaluation; Facilities; Social responsibility Academic Discipline: Operations management Supplementary Materials: Supplement, (610010), 3p, by Michael W. Toffel, Aldo Sesia; Case Teaching Note, (610011), 18p, by Michael W. Toffel Product Description: Genzyme Corporation is in the midst of planning its new corporate headquarters, which incorporates many innovative green building features. After learning that the building as planned would likely earn a LEED Silver rating, an intermediate score in the LEED green building rating scheme, the CEO charged the building team with exploring opportunities that would enable the building to earn the highest rating, LEED Platinum. Five additional green building features are described, and students are asked to analyze and recommend which, if any, of these features to pursue based on their cost, likelihood of earning LEED credits, and their influence on the building's environmental performance.    Genzyme Center (C)   Add   View  3 pp.  Case Author(s): Toffel, Michael W.; Sesia, Aldo , Jr. Publication Date: 09/01/2009 Revision Date: 12/16/2009 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 610010 Geographic Setting: United States; Massachusetts Number of Employees: 4000 Gross Revenue: $903 million Event Year Start: 2001 Subjects: Environmental protection; Innovation; Operations; Project evaluation; Facilities; Social responsibility Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (610011), 18p, by Michael W. Toffel Product Description: Genzyme Corporation is in the midst of planning its new corporate headquarters, which incorporates many innovative green building features. After learning that the building as planned would likely earn a LEED Silver rating, an intermediate score in the LEED green building rating scheme, the CEO charged the building team with exploring opportunities that would enable the building to earn the highest rating, LEED Platinum. Five additional green building features are described, and students are asked to analyze and recommend which, if any, of these features to pursue based on their cost, likelihood of earning LEED credits, and their influence on the building's environmental performance.    Sustainability at Millipore   Add   View  28 pp.  Case Author(s): Toffel, Michael W.; Lee, Katharine Publication Date: 07/23/2009 Revision Date: 12/10/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 610012 Geographic Setting: United States Number of Employees: 6000 Gross Revenue: $1.6 billion Event Year Start: 2008 Subjects: Disclosure; Operations; Process improvement; Facilities; Social responsibility; Sustainability Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (610013), 26p, by Michael W. Toffel Product Description: This case describes Millipore Corporation's approach to becoming a more environmentally sustainable company. As he prepared for his quarterly meeting with the CEO, the Director of Sustainability needed to develop positions on several issues. Tactically, he needed to recommend whether the company should purchase carbon offsets to help meet its aggressive greenhouse gas reduction targets, and whether to continue publicly reporting its greenhouse gas emissions and strategies despite recent problems. On a more strategic level, he needed to recommend how to take the company's Sustainability Initiative to the next level and consider whether changes were needed to its organizational structure. Finally, he needed to develop a more systematic approach to prioritizing investments in various projects being proposed to improve environmental performance. The case provides a background of the sustainability movement and reviews major sustainability frameworks (including The Natural Step, Carbon Footprints, and the Sustainability Hierarchy) and prevailing sustainability performance metrics.    Cisco Systems, Inc.: Collaborating on New Product Introduction   Add   View  27 pp.  Case Author(s): Lee, Hau; Shao, Maria Publication Date: 06/05/2009 Product Type: Case HBS Number: GS66 Geographic Setting: China; Silicon Valley Industry Setting: Electronic components Subjects: Globalization; Manufacturing; Outsourcing; Overseas operations; Product evolution; Product introduction; Risk management; Supply chain Academic Discipline: Operations management Product Description: In November 2007, a global, cross-functional team at Cisco Systems, Inc. was seeking management approval to start manufacturing a new router, code-named Viking. The team faced a host of challenges in launching the low-cost but powerful router for telecommunications service providers. After overhauling the project to sharply increase the router's planned speed and capacity, the company had just one year to launch the product, an unusually fast schedule. In addition, Cisco wanted to debut China as a low-cost manufacturing base for the high-end product. It planned to use contract manufacturer Foxconn Technology Group to produce the machine, even though Foxconn had never made such a complex product for Cisco. Could Foxconn handle the technical complexity? Could Cisco work closely with Foxconn to mitigate the project risks? Could Cisco's methodology for new product introduction rise to the necessary level of sophistication? The case highlights the challenges and complexities of developing and manufacturing a sophisticated technology product for a worldwide market. Students will consider what it takes to achieve success in new product introduction, or NPI. The case also offers an opportunity to evaluate supply chain issues in a company that outsources manufacturing globally.   Add   View  13 pp.  Teaching Note HBS Number: GS66TN Product Description: For use with GS66.    Boeing 767: From Concept to Production (A)   Add   View  19 pp.  Case Author(s): Garvin, David A.; Garvin, David A.; Field, Lee C.; Simpson, Janet Publication Date: 04/01/1988 Revision Date: 04/01/1991 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 688040 Geographic Setting: Washington Gross Revenue: $9 billion revenues Event Year Start: 1970 Event Year End: 1981 Subjects: Operations; Project management; Learning curves; Manufacturing Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (689027), 18p, by David A. Garvin Product Description: Describes the evolution of the Boeing 767 from the conception of the project to the start of manufacturing. Shows how the company manages an enormously complex and risky project and introduces students to a variety of estimating and management tools. The decision issue involves the shift from three-person to two-person cockpits and whether rework should be done in-line (without removing planes from the flow of production) or off-line (after initial assembly has been completed).    Deutsche Allgemeinversicherung   Add   View  12 pp.  Case Author(s): Upton, David M. Publication Date: 01/29/1996 Revision Date: 04/15/1997 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 696084 Geographic Setting: Germany Number of Employees: 2,000 Gross Revenue: DM 48 billion revenues Event Year Start: 1996 Event Year End: 1996 Subjects: Statistical analysis; Process analysis; Quality control; Service management; Implementing strategy Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (697090), 16p, by David M. Upton, Christine Steinman 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.    GlaxoSmithKline: Reorganizing Drug Discovery (A)   Add   View  21 pp.  Case Author(s): Huckman, Robert S.; Strick, Eli Peter Publication Date: 05/17/2005 Revision Date: 04/07/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 605074 Geographic Setting: United Kingdom Number of Employees: 108,000 Gross Revenue: $27 billion revenues Event Year Start: 2000 Event Year End: 2000 Subjects: Decision making; Reorganization; Restructuring; Mergers; Organizational structure; Productivity; Decentralization; Diversification; R&D Academic Discipline: Operations management Supplementary Materials: Supplement, (605075), 5p, by Robert S. Huckman, Eli Peter Strick; Case Teaching Note, (610044), 26p, by Robert S. Huckman Product Description: Describes the reorganization of drug discovery at GlaxoSmithKline (GSK) following the formation of GSK from the merger of Glaxo Wellcome and SmithKline Beecham. This reorganization placed nearly 2,000 research scientists into six centers of excellence in drug discovery (CEDD). Each CEDD focused on a small set of therapeutic areas and possessed decision rights over the progression of pharmaceutical compounds through the early stages of development. Describes the proposed structure for the CEDDs and their relationship to remaining centralized departments within GSK's R&D organization. Addresses issues about the benefits of focus vs. diversification in R&D, the role of decentralized vs. coordinated decision making, and the importance of alignment between the structural and infrastructural (e.g., performance incentives) aspects of an operating model. Using the empirical context of mergers in the pharmaceutical industry, the case allows students to build broader insights about the interaction between organizational form and operating performance.    Glossary of TOM Terms   Add   View  4 pp.  Case Author(s): Chew, W. Bruce Publication Date: 09/23/1986 Revision Date: 09/07/1994 Product Type: Note Publisher: Harvard Business School HBS Number: 687019 Subjects: Production planning; Production processes Academic Discipline: Operations management Product Description: Provides definitions of technology and operations management terms.    Warner Bros. Entertainment   Add   View  23 pp.  Case Author(s): Pisano, Gary P.; Wagonfeld, Alison Berkley Publication Date: 11/03/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 610036 Geographic Setting: California Number of Employees: 500-1000 Gross Revenue: $1 billion Event Year Start: 2004 Subjects: Managing uncertainty; Portfolio management; Project management; Project evaluation; Risk management; Managing creativity & innovation; Uncertainty; Project planning Academic Discipline: Operations management Product Description: Examines the process used by a major motion picture studio to develop and select movie projects. Warner Bros.' strategy is to focus its efforts on a small number of major “event” films (i.e., films with the potential to generate gross box-office receipts of $300 million or more). This strategy — which has worked for the past two years — entails risks. The studio is now asking how it can better manage these risks and, specifically, how it can improve its odds of success.    Southwest Airlines in Baltimore   Add   View  23 pp.  Case Author(s): Oliva, Rogelio ; Gittell, Jody Hoffer; Lane, David Publication Date: 06/21/2002 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 602156 Geographic Setting: Maryland Number of Employees: 26,506 Gross Revenue: $4.7 billion revenues Event Year Start: 2001 Event Year End: 2001 Subjects: Operations; Service management Academic Discipline: Operations management Supplementary Materials: Supplement, (602157), 3p, by David Lane; Case Teaching Note, (603055), 22p, by Rogelio Oliva 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's 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. A rewritten version of an earlier case.    SIG Beverages (A)   Add   View  19 pp.  Case Author(s): Oliva, Rogelio ; Quinn, James Publication Date: 07/03/2002 Revision Date: 08/30/2002 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 603018 Geographic Setting: Switzerland Number of Employees: 3,870 Gross Revenue: 630 million Euros revenues Event Year Start: 2002 Event Year End: 2002 Subjects: Operations; Service management Academic Discipline: Operations management Supplementary Materials: Supplement, (603019), 2p, by James Quinn Product Description: SIG Beverages, a leading supplier of bottling and packaging systems for the beverage industry, has recognized an opportunity in providing services for its product end users. Management's challenge is to develop a service portfolio to address end users' needs, while balancing the competing initiatives to develop internal service capabilities. In the midst of a series of projects to improve spare parts and repair services, a customer requests a fixed-rate maintenance contract beyond SIG's current capabilities. The case details, grounded in the operations of an Italian business unit, lead to a discussion of installed base economics, the advantages that manufacturers have in providing product-related services, and the cultural challenge to instill a service mentality within a product-centered organization.    Rise and Fall of Iridium   Add   View  22 pp.  Case Author(s): MacCormack, Alan ; MacCormack, Alan ; Herman, Kerry Publication Date: 12/06/2000 Revision Date: 11/28/2001 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 601040 Geographic Setting: United States Event Year Start: 1989 Event Year End: 2000 Subjects: Licensing; Forecasting; International management; Technology; Organizational design; Spinoffs; Systems design Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (602106), 24p, by Alan MacCormack Product Description: Examines the history of Iridium Communications, a provider of mobile satellite services. Discusses the genesis of Iridium's technical design, then follows the venture through various stages of development. Describes Iridium's attempts to build a subscriber base after the launch of commercial service, ending with the company's filing for Chapter 11 in 1999.    Reynolds Space Constructors, Inc.   Add   View  6 pp.  Case Author(s): Marshall, Paul W. Publication Date: 08/01/1974 Revision Date: 11/01/1974 Product Type: Case (Gen Exp) Publisher: Harvard Business School HBS Number: 675017 Subjects: Production controls; Production scheduling Academic Discipline: Operations management Product Description: Deals with the use of critical path method for the construction of remote control building, which is part of a water purification system. Discusses the necessity of determining the shortest possible time in which a job could be done without spending more money. Case uses “activity on node” diagram. Based on Space Constructors Inc.    Project Management Manual   Add   View  39 pp.  Case Author(s): Bowen, H. Kent Publication Date: 09/13/1996 Revision Date: 03/26/2002 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 697034 Subjects: Project management; Risk management; Organizational management; Product development; Process analysis Academic Discipline: Operations management Product Description: A descriptive manual for how to manage the process of project management. Major sections are: 1) define and organize the project, 2) plan the project, and 3) track and manage the project. 12 processes are described in detail.    Paul Chesler, Director, Quality Assurance   Add   View  3 pp.  Case Author(s): Leonard, Frank S. Publication Date: 07/13/2006 Product Type: Case (Gen Exp) Publisher: Harvard Business School HBS Number: 607002 Number of Employees: 1,200 Subjects: Product planning & policy; Manufacturing; Quality control Academic Discipline: Operations management Product Description: Introduces the systemic nature of product quality and the complexity of quality problems. A new director of quality assurance discovers an apparent quality problem. The actions of different departments and functions contribute to the problem. The new director must decide how serious the problem is, what to do about it, and how to go about orienting an organization toward a better quality attitude. A rewritten version of an earlier case.    Low-k Dielectrics at IBM   Add   View  19 pp.  Case Author(s): Shih, Willy ; Carraro, Giovanni Publication Date: 10/20/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 610023 Geographic Setting: United States Number of Employees: 300000 Gross Revenue: $97 B Event Year Start: 1999 Event Year End: 2003 Subjects: Real options; Innovation; Technological change; Technology; Product development; Strategy; Managing creativity & innovation Academic Discipline: Operations management Product Description: To maximize their effectiveness, color cases should be printed in color. Innovations at the frontiers of technology carry enormous risk of making wrong choices. This case examines a decision made by IBM in its semiconductor process technology strategy: a material to use as a dielectric insulator in its leading edge silicon chip technology. While at the time of the decision it looked like a good choice, subsequent issues with material properties caused the company to have to switch to an alternative. Though a major disruption, the company was able to recover relatively quickly. The case probes the organizational capabilities and problem solving approaches that enabled that recovery. Missteps when making huge bets at the forefront of scientific innovation are increasingly costly, and the company in effect purchases real options for its R&D strategy by allowing a measured level of concurrent investment in competing alternatives.    Green Fields Investments: Evaluating Biofuels Investment Options   Add   View  14 pp.  Case Author(s): Kiesling, Lynne ; Hunnewell, Jeremy Publication Date: 08/06/2008 Product Type: Case Publisher: Kellogg School of Management, Northwestern Univ. HBS Number: KEL410 Subjects: Costs; Cost analysis; Cost benefit analysis; Economics; Global business; Environmental protection; Environmental organizations; Social responsibility Academic Discipline: Operations management Supplementary Materials: Spreadsheet Supplement, (KEL411), 0p, by Lynne Kiesling, Jeremy Hunnewell Product Description: Green Fields Investments is a socially responsible investment firm. The student is faced with the management decision of whether or not to invest in a new ethanol plant being built. The pros and cons of ethanol as a fuel source and the production process are presented, and alternatives are considered. The student is expected to perform a cost/benefit analysis to inform their decision, but due to the intangible and indirect costs, much of the learning should come from simply quantifying the elements that go into the decision, rather than the go/no go decision that is the outcome of the analysis.    Novartis: The Challenge of Success (A)   Add   View  23 pp.  Case Author(s): Sucher, Sandra J.; Sucher, Sandra J.; McManus, Stacy Publication Date: 04/15/2003 Revision Date: 10/07/2004 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 603043 Geographic Setting: Europe Number of Employees: 72,877 Gross Revenue: $22 billion revenues Event Year Start: 1999 Event Year End: 1999 Subjects: Innovation; Leadership; Ethics; Strategy formulation Academic Discipline: Operations management Supplementary Materials: Case, (603044), 18p, by Sandra J. Sucher, Stacy McManus; Supplement, (603045), 4p, by Sandra J. Sucher, Stacy McManus; Supplement, (603046), 6p, by Sandra J. Sucher, Stacy McManus Product Description: Preliminary results from Phase 1 clinical trials of a newly developed compound, STI571, showed that 31 out of 31 patients with chronic myelogenous leukemia (CML) had their blood counts return to normal. In the world of oncology, this was unheard of. This was the unexpected data processed by Alex Matter, head of oncology research at Novartis, AG. CML was a rare form of cancer that affected a very small number of individuals in the world. The development of STI571 was a pioneering concept in genetically targeted drug development. This case enables students to decide whether and how they would advance the development, production, and distribution of the drug given these extraordinarily successful Phase 1 results. Provides details on factors that complicate this decision, including production complexity, precedents from other high-profile drug treatments, and market pressures.    Molded Dimensions, Inc.   Add   View  19 pp.  Case Author(s): Bowen, H. Kent; Bowen, H. Kent; Fuller, Virginia A.; Spinner, Doren Publication Date: 06/25/2003 Revision Date: 12/01/2004 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 603133 Geographic Setting: Wisconsin Number of Employees: 60 Gross Revenue: $8 million revenues Event Year Start: 2001 Event Year End: 2001 Subjects: Crisis management; Bank loans; Operations; Employee stock ownership plans; Manufacturing; Manufacturing strategy; Small & medium-sized enterprises Academic Discipline: Operations management Product Description: Mike Katz, an MBA with several years of manufacturing management experience, talks about purchasing Molded Dimensions, Inc. (MDI), a Wisconsin-based plastics manufacturer, with his wife Linda, who also has a manufacturing background. The case describes at length negotiating the price and securing financing for the small manufacturing company. Throughout the process, the Katzes stick to their main tenet of ensuring a smooth transition for the employees and not jeopardizing their jobs. Almost immediately after acquiring MDI, however, the Katzes face a sudden and unexpected drop in business.    Merrill Lynch: Supernova   Add   View  25 pp.  Case Author(s): Oliva, Rogelio ; Oliva, Rogelio ; Hallowell, Roger ; Bitran, Gabriel Publication Date: 10/09/2003 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 604053 Geographic Setting: New Jersey Gross Revenue: $18.6 billion revenues Event Year Start: 2003 Event Year End: 2003 Subjects: Investments; Change management; Operations; Managing professionals; Organizational culture; Customer relationship management Academic Discipline: Operations management Product Description: Supernova is the name given to a new way to manage client relationships that originated in the Merrill Lynch Indianapolis offices. During a trial period, Supernova generated very good results among financial advisers and their customers, but challenged the traditional ways in which financial advisers were rewarded and the nature of the relationship with their clients. The case protagonist needs to decide whether to recommend a national rollout for Supernova.    MedSource Technologies   Add   View  25 pp.  Case Author(s): Huckman, Robert S. Publication Date: 11/07/2002 Revision Date: 08/12/2003 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 603081 Geographic Setting: United States Number of Employees: 1,300 Gross Revenue: $150 million revenues Event Year Start: 2001 Event Year End: 2001 Subjects: Product development; Customization; Prototypes; Manufacturing; Outsourcing; Supply chain management Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (605014), 21p, by Robert S. Huckman Product Description: Considers the issues facing Richard Effress, MedSource's chairman and CEO, as the firm approaches the Precision Cut project — the first test of MedSource's capabilities as an integrated, contract manufacturer in the medical device industry. MedSource Technologies was formed in 1999 by the simultaneous acquisitions of seven component manufacturing companies serving original equipment manufacturers in the medical device industry. The firm's model of integrated manufacturing aimed to leverage its expertise in manufacturing to become a single-source supplier of customized services in product design and development, rapid prototyping, component manufacturing, device assembly, and supply chain management.    IBM Retail Business Assessment at Dillard’s, Inc.: Managing Staffing Levels to Improve Conversion   Add   View  10 pp.  Case Author(s): Ton, Zeynep Publication Date: 01/20/2010 Revision Date: 02/26/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 610051 Geographic Setting: United States Number of Employees: 49900 Gross Revenue: $6.8 billion Event Year Start: 2008 Subjects: Operations Academic Discipline: Operations management Supplementary Materials: Spreadsheet Supplement, (610707), 0p, by Zeynep Ton Product Description: This case illustrates the challenges associated with matching staffing levels with variable workload in retail stores and highlights how decisions related to staffing and scheduling affect operational performance and the quality of labor at the stores. The case describes the tasks (both in-store logistics and customer service tasks) that are carried out by store employees at one Dillard's department store and presents nine weeks of traffic data at an hourly level collected by IBM. Additional data on labor hours and number of customer transactions allow students to examine the relationship between staffing levels and conversion rate. Given the large variation in customer traffic over time and the relationship between staffing levels and conversion rates, how should Dillard's manage staffing levels?    Group Process in the Challenger Launch Decision (C)   Add   View  1 pp.  Case Author(s): Edmondson, Amy C.; Edmondson, Amy C.; Feldman, Laura R. Publication Date: 10/17/2002 Revision Date: 12/05/2003 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 603072 Subjects: Organizational behavior; Decision making; Teams; Solving business problems Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (604032), 22p, by Amy C. Edmondson, Laura R. Feldman Product Description: Supplements the (A) case.    Group Process in the Challenger Launch Decision (B)   Add   View  7 pp.  Case Author(s): Edmondson, Amy C.; Edmondson, Amy C.; Feldman, Laura R. Publication Date: 10/17/2002 Revision Date: 12/05/2003 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 603070 Subjects: Organizational behavior; Decision making; Teams; Solving business problems Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (604032), 22p, by Amy C. Edmondson, Laura R. Feldman Product Description: Supplements the (A) case.    Group Process in the Challenger Launch Decision (A)   Add   View  13 pp.  Case Author(s): Edmondson, Amy C.; Edmondson, Amy C.; Feldman, Laura R. Publication Date: 10/15/2002 Revision Date: 10/21/2002 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 603068 Geographic Setting: Florida; Utah Event Year Start: 1986 Event Year End: 1986 Subjects: Organizational behavior; Decision making; Teams; Solving business problems Academic Discipline: Operations management Supplementary Materials: Supplement, (603070), 7p, by Amy C. Edmondson, Laura R. Feldman; Supplement, (603072), 1p, by Amy C. Edmondson, Laura R. Feldman; Supplement, (603073), 4p, by Amy C. Edmondson, Laura R. Feldman; Case Teaching Note, (604032), 22p, by Amy C. Edmondson, Laura R. Feldman Product Description: The night before the launch of the Challenger shuttle, officials from Morton Thiokol (Solid Rocket Booster manufacturer) and NASA participated in a teleconference to discuss whether to postpone the shuttle launch due to predicted low temperatures at Kennedy Space Center. This case provides background on the history of NASA's shuttle program, engineering firm Thiokol and Thiokol SRB, and O-ring expert Roger Boisjoly, who was adamant that the shuttle not be launched.    Google’s Android: Will It Shake Up the Wireless Industry in 2009 and Beyond?   Add   View  33 pp.  Case Author(s): Burgelman, Robert A.; Silverman, Amanda ; Wittig, Christof ; Hoyt, David W. Publication Date: 07/28/2009 Product Type: Case Publisher: Stanford University HBS Number: SM176 Subjects: Operating systems; Open source software; Strategy Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (SM176T), 23p, by Robert A. Burgelman, Amanda Silverman, Christof Wittig Product Description: In September 2008, Google and its Open Handset Alliance (OHA) partner, T-Mobile, launched the first Android-enabled smartphone in the U.S. market. Android was a new, open source, operating system for the wireless industry, developed by the OHA, a group which Google brought together in November of the previous year. The introduction of an open source operating system specifically designed for mobile telecommunications had the potential to make a substantial impact on the marketplace. The case describes the mobile telecommunications industry landscape Google faced, and the incentives that the dominant search engine provider would have for initiating the Android project. The case also describes the challenges facing Google, and the Android operating system. By studying the dynamics of the wireless industry available in the case, one may consider whether Google had the potential to become a Cross Boundary Disruptor (XBD) in the wireless industry.    Acorda Therapeutics: Rebuilding the Spinal Cord   Add   View  25 pp.  Case Author(s): Murray, Fiona ; Kolesnik, Marina ; Enriquez, Juan ; Enriquez, Juan ; West, Jonathan ; West, Jonathan Publication Date: 06/24/2004 Revision Date: 11/29/2004 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 604014 Geographic Setting: United States; New York Event Year Start: 2003 Event Year End: 2003 Subjects: Licensing; Decision making; Financing; Entrepreneurship; Small & medium-sized enterprises Academic Discipline: Operations management Product Description: Acorda is an early-stage life science start-up with a promising product that is close to reaching the market (Phase III clinical trials). The company is grappling with how to expand its portfolio of molecules to make the business more sustainable. It faces classic in-licensing choices, including what disease indication, what stage of development, how many molecules, and on what terms.    Scharffen Berger Chocolate Maker (B)   Add   View  2 pp.  Case Author(s): Snow, Daniel C. Publication Date: 10/02/2009 Product Type: Supplement (Library) Publisher: Harvard Business School HBS Number: 610035 Geographic Setting: United States Subjects: Factories Academic Discipline: Operations management    Esterline Technologies: Lean Manufacturing   Add   View  23 pp.  Case Author(s): Nolan, Richard L.; Brown, Karen A; Kumar, Subodha Publication Date: 05/03/2006 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 906417 Geographic Setting: Washington Number of Employees: 7,500 Gross Revenue: $800 million revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Innovation; Information & technology; ERP; Toyota production system Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (907401), 20p, by Richard L. Nolan, Karen A. Brown, Subodha Kumar Product Description: Robert Cremin Raises the issue of the appropriate role of IT in lean manufacturing. Most large manufacturing companies have implemented ERP IT systems to support lean manufacturing practices. The Kerry plant of Esterline Technologies attempted an ERP implementation and then terminated it. Now the Kerry plant is revisiting the appropriate use of IT in an environment of highly innovative lean manufacturing.    Zara: Managing Stores for Fast Fashion   Add   View  19 pp.  Case Author(s): Ton, Zeynep ; Corsi, Elena ; Dessain, Vincent Publication Date: 11/23/2009 Revision Date: 01/19/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 610042 Geographic Setting: Spain Number of Employees: 87,000 Gross Revenue: $15 billion Event Year Start: 2009 Subjects: Work force management; Operations; Human resources management; Business processes; Process improvement; Supply chain management Academic Discipline: Operations management Product Description: Pablo Isla, the CEO of Zara, wanted to improve operational efficiencies in managing its store network. In particular, he wanted to improve labor productivity at the stores. He considered outsourcing certain store operations to third parties, changing the way store managers were compensated, and creating formal operating procedures for store operations. But he knew he had to be careful. Could an emphasis on improving labor productivity hurt other aspects of store operations?    DR Corporation   Add   View  2 pp.  Case Author(s): Shapiro, Roy D. Publication Date: 01/21/2010 Product Type: Case (Gen Exp) Publisher: Harvard Business School HBS Number: 610049 Event Year Start: 2009 Subjects: Inventory; Supply chain management Academic Discipline: Operations management Product Description: DR Corporation is a manufacturer of major appliances. The Traffic Manager is facing a decision of selecting a carrier for the inbound movement of motors. The primary case decisions are 1) what factors are critical to the decision, 2) how to calculate the tradeoffs among transportation costs, inventory costs, and order costs, and 3) how the company's managers should coordinate to make the decision. Acts as a very effective introduction to total supply chain cost calculations, and problems of internal coordination for supply chain decision making. Coupled with ChemBright, DR Corporation is a particularly effective way to introduce Supply Chain Management.    Bose Corp.: The JIT II Program (A)   Add   View  13 pp.  Case Author(s): Shapiro, Roy D.; Isaacson, Bruce Publication Date: 03/08/1994 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 694001 Geographic Setting: United States Gross Revenue: $720 million revenues Event Year Start: 1991 Event Year End: 1991 Subjects: Sourcing; Suppliers; Customer relationship management Academic Discipline: Operations management Supplementary Materials: Supplement, (694002), 2p, by Bruce Isaacson; Supplement, (694003), 2p, by Bruce Isaacson; Supplement, (694004), 3p, by Bruce Isaacson; Case Teaching Note, (695017), 12p, by Bruce Isaacson; Video Supplement, (695504), 0p, by Bose Corp. Product Description: Bose Corp. is evaluating an unusual plan to manage relationships with vendors that supply components for Bose speakers. The company must decide: 1) which planning and ordering activities should be performed by Bose and which can be performed by vendors, 2) how much access vendors should have to Bose computer systems and facilities, and 3) how to adapt vendor relations as the company grows or as markets change. Students are asked to consider both the buyer's and the vendor's perspective on the buyer-seller relationship.    Australian Paper Manufacturers (B)   Add   View  2 pp.  Case Author(s): Upton, David M.; Upton, David M.; Margolis, Joshua D. Publication Date: 12/07/1990 Revision Date: 12/13/1993 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 691043 Geographic Setting: Australia Subjects: Environmental protection; Technological change; Operations; Ethics; Manufacturing strategy Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (692026), 16p, by David M. Upton Product Description: Describes events that occur after the decision point in Australian Paper Manufacturers (A). With these facts and more detailed market projections, this case intensifies the long-term financial, strategic, and ethical decisions confronting the invader.    Zaplet, Inc. (A)   Add   View  28 pp.  Case Author(s): Leonard, Dorothy ; Leonard, Dorothy Publication Date: 04/13/2001 Revision Date: 07/12/2001 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 601165 Geographic Setting: California Number of Employees: 100 Event Year Start: 1998 Event Year End: 2000 Subjects: Computers; Entrepreneurship; Entrepreneurial management; Innovation; Organizational design; Organizational learning; Product positioning; Product development; Applications Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (602090), 7p, by Dorothy Leonard, Brian J. Delacey Product Description: Start-up Zaplet, Inc., has radical software, prestigious venture capital funding, and a multitude of business opportunities. New CEO Alan Baratz must select a strategy and redesign the organization to deliver. This case describes the roles and philosophies of the founders and the Kleiner, Perkins venture capitalist in building the company, the creation of the options for various business applications, and the process of selecting a business focus. Issues include the role of experimentation in selecting a market for new technology, the influence of venture capital, the importance of recruiting key employees, transitions for founders, and matching organizational form to strategy. The key decision is how to further focus the company.    Leading Change at Simmons (E)   Add   View  4 pp.  Case Author(s): Edmondson, Amy C.; Thyne, Susan Publication Date: 02/11/2010 Revision Date: 03/22/2010 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 610061 Event Year Start: 2009 Subjects: Leadership Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (607144), 24p, by Tiziana Casciaro, Amy C. Edmondson Product Description: This case updates the Leading Change at Simmons series by examining Simmons' increasing debt under the ownership of Thomas H. Lee, a private equity firm. Charlie Eitel, the former CEO, wonders what the company's, and his, legacy will be after declaring bankruptcy despite a cultural turnaround and successful operations.    Le Petit Chef   Add   View  22 pp.  Case Author(s): MacCormack, Alan ; Sucher, Sandra J.; Rangashayi, Suraj Publication Date: 10/03/2001 Revision Date: 11/13/2002 Product Type: Case (Gen Exp) Publisher: Harvard Business School HBS Number: 602080 Geographic Setting: France Number of Employees: 600 Event Year Start: 1999 Event Year End: 1999 Subjects: Portfolio management; Innovation; Strategic planning; Product development; R&D Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (602117), 25p, by Alan MacCormack, Sandra J. Sucher Product Description: Brigitte Gagne, Le Petit Chef's director of microwave R&D, is deciding on the product development agenda for next year. She has to decide which of the available projects to fund, and evaluate the overall portfolio of projects currently under development. The recent poor performance of the firm prompts Gagne to think about reassessing the way projects are generated, evaluated, and selected at Le Petit Chef. However, Gagne has a pressing deadline to meet — the executive team is due to review the next year's agenda at a meeting in Paris tomorrow.    IFP, Indonesia   Add   View  17 pp.  Case Author(s): Shapiro, Roy D. Publication Date: 01/26/2010 Revision Date: 02/03/2010 Product Type: Case (Gen Exp) Publisher: Harvard Business School HBS Number: 610052 Geographic Setting: Indonesia Event Year Start: 2009 Subjects: Political risk; Plant location; Supply chain management Academic Discipline: Operations management Product Description: IFP, Ltd. is a Europe-based multinational mining and minerals company contemplating an investment to produce forest products in Indonesia. The primary case decisions are 1) how to assess political and operating risk, 2) how to integrate economic and political risk analysis in order to select among the alternative spatial and operating configurations, and 3) how to manage operations in order to minimize risk. This case is an effective vehicle for discussing the complex issues involved in operating in the difficult, uncertain political environment of a developing country.    IBM Corp. Turnaround   Add   View  19 pp.  Case Author(s): Austin, Robert D.; Nolan, Richard L. Publication Date: 03/14/2000 Revision Date: 11/14/2000 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 600098 Geographic Setting: New York Number of Employees: 300,000 Gross Revenue: $80 billion revenues Event Year Start: 1991 Event Year End: 1995 Subjects: Computers; Leadership; Organizational change; Information & technology; Disruptive innovation Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (301073), 22p, by Richard L. Nolan Product Description: Describes the details of IBM's dramatic corporate turnaround in the early 1990s led by CEO Louis V. Gerstner. Accounts of events are from interviews with IBM executives. Covers the factors that led to the company's decline and actions taken to recover.    EXTEND Simulation Exercises in Process Analysis (C), Exercise Three   Add   View  5 pp.  Case Author(s): Shapiro, Roy D. Publication Date: 09/22/1994 Revision Date: 08/05/2003 Product Type: Exercise Publisher: Harvard Business School HBS Number: 695021 Subjects: Simulations; Models; Operations; Process analysis; Operations research Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (696101), 9p, by Ann E. Gray Product Description: Third set of exercises meant to be used with EXTEND, a simulation system created by Imagine That, Inc. of San Jose, California. These exercises allow students to investigate the impact of variable processing times on the performance of simple in-line processes. Unadvertised per Case Records.    What Are Business Models, and How Are They Built?, Module Note   Add   View  11 pp.  Case Author(s): Christensen, Clayton M.; Johnson, Mark W. Publication Date: 08/10/2009 Revision Date: 08/31/2009 Product Type: Module Note Publisher: Harvard Business School HBS Number: 610019 Subjects: Business models Academic Discipline: Operations management    The Dabbawala System: On-Time Delivery, Every Time   Add   View  23 pp.  Case Author(s): Thomke, Stefan ; Srivastava, Mona Publication Date: 02/08/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 610059 Geographic Setting: India Number of Employees: 5,000 Gross Revenue: US 9.4 million Event Year Start: 2010 Subjects: Innovation; Technology; Social enterprise; Logistics; Service management; Customer service Academic Discipline: Operations management Product Description: To maximize their effectiveness, color cases should be printed in color. Describes the Mumbai-based Dabbawala organization, which achieves very high service performance (6 Sigma equivalent or better) with a low-cost and very simple operating system. The case explores all aspects of their system (mission, information management, material flows, human resource system, processes, etc.) and the challenges that the Dabbawala organization faces in a rapidly changing environment. An outside consultant proposes the introduction of new technologies and management systems, while the leading logistics companies (e.g., FedEx) come to Mumbai to learn about the Dabbawala system.    Plaza, the Logistics Park of Zaragoza   Add   View  23 pp.  Case Author(s): Watson, Noel ; Kraiselburd, Santiago Publication Date: 06/29/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 609113 Geographic Setting: Spain Number of Employees: 15 Gross Revenue: 132 million Euro Event Year Start: 2006 Event Year End: 2007 Subjects: Logistics; Location of industry; Supply chain management Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (609114), 16p, by Noel Watson, Santiago Kraiselburd Product Description: In the year 2000, the Government of the Autonomous Community of Arag n, Spain, made public a project for the development of a large-scale logistics park in the outskirts of the city of Zaragoza. With an area of nearly 13 square kilometers, PLAZA (an acronym for Zaragoza Logistics Platform) would be by far the largest logistics park either built or under development in all of Europe. This case illustrates the motivations behind such an undertaking, the reasoning used in deciding the feasibility of the location of the park, and also the advantages (and disadvantages) related to the project. The case provides sufficient data to prepare an analysis from the point of view of a potential customer, where the cost advantage or disadvantage of locating a facility in Zaragoza (with respect to Rotterdam, a preferred European location) can be quantified, and where the parameters can be changed to determine the main drivers behind such a decision, and how changes in these drivers can affect the customer's analysis. The results are meant to serve as input for PLAZA management to understand which types of customers to target, and how to address the issues that could hinder the park's projected growth.    Novartis: The Challenge of Success (B)   Add   View  18 pp.  Case Author(s): Sucher, Sandra J.; Sucher, Sandra J.; McManus, Stacy Publication Date: 04/15/2003 Revision Date: 10/07/2004 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 603044 Geographic Setting: Europe Number of Employees: 72,877 Gross Revenue: $23 billion revenues Event Year Start: 1999 Event Year End: 2001 Subjects: Innovation; Leadership; Ethics; Strategy formulation Academic Discipline: Operations management Supplementary Materials: Supplement, (603045), 4p, by Sandra J. Sucher, Stacy McManus; Supplement, (603046), 6p, by Sandra J. Sucher, Stacy McManus Product Description: When Dr. Daniel Vasella learned of the early Phase 1 trial results, he immediately decided what course of action Novartis would take. Students will be able to examine and assess the concrete steps, and the rationale behind them, that Novartis took in response to this challenge. Focuses not on morality versus immorality but on principled decision making, action, and the practical implications of making good on a moral decision.    Myelin Repair Foundation: Accelerating Drug Discovery Through Collaboration   Add   View  19 pp.  Case Author(s): Lakhani, Karim R.; Carlile, Paul R Publication Date: 03/01/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 610074 Geographic Setting: United States; California Event Year Start: 2010 Subjects: Innovation; Strategic planning; R&D Academic Discipline: Operations management Product Description: To maximize their effectiveness, color cases should be printed in color. This case presents the Myelin Repair Foundation's accelerated research collaboration model for drug discovery. It highlights the challenges of building a multi-disciplinary and multi-institutional research collaboration that is attempting to create a treatment for multiple sclerosis based on a novel scientific approach. The case provides details on how norms of academic research and intellectual property had to be updated to enable collaboration. The current dilemma facing the CEO and COO of the foundation relates to setting strategic priorities for research so that a treatment for MS can be ready in the next ten years. The strategic choices need to account for the complexities of drug discovery, the uncertainty of commercial partners' interest in the therapeutic approach and the constrained donor-based fundraising environment.    Dubai Ports Authority (B)   Add   View  3 pp.  Case Author(s): McAfee, Andrew; Ooms-Wall, Karen; Al Qasimi, Lubna Publication Date: 02/05/2003 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 603071 Geographic Setting: Middle East Subjects: Operations; Information systems; Information & technology; Implementing strategy Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (603097), 18p, by Andrew McAfee Product Description: Supplements the (A) case.    Deaconess-Glover Hospital (B)   Add   View  5 pp.  Case Author(s): Spear, Steven J.; Kenagy, John Publication Date: 07/20/2000 Revision Date: 08/23/2005 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 601023 Subjects: Operations; Organizational design; Organizational change; Service management Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (602075), 55p, by Steven J. Spear Product Description: Supplements the (A) case.    Panda Management Co., Inc.   Add   View  26 pp.  Case Author(s): West, Jonathan; Harmeling, Susan S. Publication Date: 09/11/2000 Revision Date: 11/20/2000 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 601050 Geographic Setting: United States Number of Employees: 2,000 Gross Revenue: $225 million revenues Event Year Start: 2000 Event Year End: 2000 Subjects: Operations; Expansion; Business growth Academic Discipline: Operations management Product Description: Panda Management Co. is the largest Chinese restaurant chain in the United States. At the time of the case, Panda is facing multiple problems in operations, mostly stemming from rapid growth, and must choose a path for expansion.    Microsoft Office 2000   Add   View  18 pp.  Case Author(s): MacCormack, Alan; Herman, Kerry Publication Date: 06/09/2000 Revision Date: 06/20/2000 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 600097 Geographic Setting: Washington Event Year Start: 1999 Event Year End: 2000 Subjects: Innovation; Technology; Project management; Product development; Applications Academic Discipline: Operations management Supplementary Materials: Video Supplement, (600502), 0p, by Alan MacCormack, Kerry Herman; Case Teaching Note, (602034), 25p, by Alan MacCormack 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. 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.    Mercadona   Add   View  25 pp.  Case Author(s): Ton, Zeynep; Harrow, Simon Publication Date: 04/14/2010 Revision Date: 04/20/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 610089 Geographic Setting: Spain Number of Employees: 61,500 Gross Revenue: 14 billion Euros Event Year Start: 2008 Subjects: Work force management; Operations; Human resources management; Business processes; Process improvement Academic Discipline: Operations management Product Description: This case presents the predicament of a company trying to do right by its customers and its employees as the economic crisis of 2008 hits home. Fifteen years earlier, this Spanish supermarket chain had adopted its own version of total quality management, called the Total Quality Model, switching from the industry's traditional high-low pricing to “always low prices” and continuous improvement. These changes called for a well-trained, empowered, and enthusiastically engaged workforce dedicated to providing the best products and service to their customers, who were always and seriously referred to as “the Bosses.” The Total Quality Model had been a success in terms of company growth and profitability, sustained by the success of Mercadona's unusually high investment in employee training and satisfaction. Nevertheless, when sales growth slowed down in 2008, CEO Juan Roig concluded that Mercadona had let its customers down by not keeping prices low enough for such hard times. Mercadona set about lowering its prices, reducing product variety, and lowering its financial targets for 2009. Of the 9,200 SKUs in an average store, the company decided to eliminate 1,000. But Roig still had to decide what to do about employee bonuses. Since Mercadona did not meet its 2008 targets, the company policy was that no one-not even top management-would get a bonus. But Roig knew that his employees worke    Vertex Pharmaceuticals: R&D Portfolio Management (A)   Add   View  24 pp.  Case Author(s): Pisano, Gary P.; Fleming, Lee; Strick, Eli Peter Publication Date: 06/10/2004 Revision Date: 06/20/2006 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 604101 Geographic Setting: Massachusetts Number of Employees: 724 Gross Revenue: $161 million (2002 revenues) Event Year Start: 2003 Event Year End: 2003 Subjects: Vertical integration; Decision making; Real options; Portfolio management; Organizational development; Knowledge management; Resource management; Project evaluation; R&D Academic Discipline: Operations management Supplementary Materials: Supplement, (606116), 2p, by Francesca Gino, Gary P. Pisano; Supplement, (606117), 2p, by Francesca Gino, Gary P. Pisano; Case Teaching Note, (606145), 16p, by Francesca Gino, Gary P. Pisano Product Description: Vertex Pharmaceuticals, Inc., a drug discovery company that recently decided to pursue a vertically integrated business model, chose to build up its clinical development and commercial capabilities and infrastructure. For the first time in its history, Vertex will select two drug candidates from its internal research portfolio of four projects to develop on its own, without the help of strategic partners. CEO Joshua Boger and President Vicki Sato are grappling with which two projects to select. Focuses on how to select projects and how to manage the process of portfolio selection.    Scharffen Berger Chocolate Maker (A)   Add   View  15 pp.  Case Author(s): Snow, Daniel C.; Wheelwright, Steven C.; Wagonfeld, Alison Berkley Publication Date: 09/16/2005 Revision Date: 04/21/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 606043 Geographic Setting: United States Number of Employees: 60 Gross Revenue: $10 million revenues Event Year Start: 2005 Event Year End: 2005 Subjects: Process analysis; Process improvement; Factories; Quality control; Capacity planning Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (606091), 15p, by Daniel C. Snow, Steven C. Wheelwright; Supplement, (610035), 2p, by Daniel C. Snow Product Description: Scharffen Berger, a premium brand chocolate, is growing rapidly and must decide where and when to add capacity in the production line and with what technology. The company must consider the demands of marketing, the impact on quality and reputation, and the economics of alternative approaches to increasing output in both the short term and long term. Provides an opportunity for students to examine the existing process technology and flow, to understand the determinants of product quality, and to make recommendations about changes that will expand the capabilities of the firm in supplying its premium products to a rapidly growing market segment.    E.I. du Pont de Nemours and Co. (B)   Add   View  4 pp.  Case Author(s): West, Jonathan; Kasper, Christian G. Publication Date: 11/23/1999 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 600051 Geographic Setting: United States Number of Employees: 98,000 Gross Revenue: $46 billion revenues Event Year Start: 1999 Event Year End: 1999 Subjects: Innovation; Technological change Academic Discipline: Operations management Product Description: DuPont must decide whether to launch a new non-GM (genetically modified) soybean that is tolerant to chemical sprays. In the face of rapid introductions of GM products by competitors, DuPont faces the challenge of ensuring the identity preservation of its new product through the agricultural distribution network. DuPont must choose the best business model to manage this large and unwieldy value chain.    IPremier Co. (C): Denial of Service Attack   Add   View  2 pp.  Case Author(s): Austin, Robert D.; Leibrock, Larry; Murray, Alan Publication Date: 02/13/2001 Revision Date: 07/26/2007 Product Type: Supplement (Gen Exp) Publisher: Harvard Business School HBS Number: 601116 Subjects: Crisis management; Information management; Legal aspects of business; Information & technology; Internet; Computer security Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (602033), 22p, by Robert D. Austin Product Description: Supplements the (A) case.    Scientific Glass Incorporated: Inventory Management   Add   View  13 pp.  Case Author(s): Wheelwright, Steven C.; Schmidt, William Publication Date: 06/30/2010 Product Type: Case Publisher: Harvard Business School Publishing HBS Number: 4208 Geographic Setting: United States; Massachusetts Gross Revenue: $86 million Event Year Start: 2010 Subjects: Inventory control; Inventory management; Materials management; Order processing; Warehousing; Logistics Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (4209), 16p, by Steven C. Wheelwright, William Schmidt; Spreadsheet Supplement, (4210), 0p, by Steven C. Wheelwright, William Schmidt; Spreadsheet Supplement, (4211), 0p, by Steven C. Wheelwright, William Schmidt Product Description: Scientific Glassware is a fast-growing, privately held company that provides specialized glassware for laboratory and research facilities. Excess inventory is tying up extra capital needed to fund the company's expansion plans. The newly hired Manager of Inventory Planning is tasked with developing an effective strategy for managing inventory without requiring additional capital investment. The company has launched several initiatives, such as adding a dedicated domestic sales force, which directly affect inventory requirements. At the same time, the company has announced a commitment to improve customer responsiveness and reduce the “fill rate,” the time it takes to fulfill new orders. These changes may require adding warehouses or outsourcing fulfillment services. This case focuses on the business challenges of inventory control and order processing, particularly the tradeoffs between centralized and decentralized inventories. Students must complete a quantitative analysis of the costs and benefits of several alternatives. Subjects Include: logistics, inventory control, order processing, inventory management, fulfillment, warehouses, and materials manageme   Add     16 pp.  Teaching Note    Dassault Systemes   Add   View  22 pp.  Case Author(s): Thomke, Stefan; Beyersdorfer, Daniela Publication Date: 03/23/2010 Revision Date: 06/28/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 610080 Geographic Setting: France Number of Employees: 7,875 Gross Revenue: 1.34 billion euros Event Year Start: 2009 Subjects: Innovation; Product development; Strategic positioning; Software development Academic Discipline: Operations management Product Description: Dassault Systemes, a leader in product lifecycle management software, has enjoyed a very profitable business model in 3D engineering design. In the past, it has successfully managed market disruptions and opportunities through acquisition and organic innovations. Its latest brands, 3DVIA, offers 3D models and life-like experiences to a new non-professional client category, the consumer. In November 2009, President and CEO Bernard Charles has to decide how to best address this new market segment, characterized by rapidly expanding open communities and new pricing models. What is the right business model for the new brand, and how will it affect the future of Dassault Systemes?    Raiser Senior Services — The Stratford (B)   Add   View  1 pp.  Case Author(s): Bowen, H. Kent; Wagonfeld, Alison Berkley Publication Date: 08/30/2002 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 603014 Subjects: Costs; Operations; Liability; Ethics; Service management; Age groups; Small & medium-sized enterprises; Family-owned businesses Academic Discipline: Operations management Product Description: Supplements the (A) case.    Massimo Menichetti   Add   View  14 pp.  Case Author(s): Jaikumar, Ramchandran Publication Date: 04/17/1986 Revision Date: 12/13/1988 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 686135 Geographic Setting: Italy Gross Revenue: $60 million assets Event Year Start: 1985 Event Year End: 1985 Subjects: Technological change Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (688117), 8p, by Ramchandran Jaikumar Product Description: Examines different alternatives for the introduction of telemation and computer aided design in a small firm. The issues involve what extent of cooperation is required by different firms so that a telecommunicative interchange between them becomes effective.    JetBlue Airways: Valentine’s Day 2007   Add   View  21 pp.  Case Author(s): Huckman, Robert S.; Pisano, Gary P.; Fuller, Virginia A. Publication Date: 08/15/2007 Revision Date: 06/16/2010 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 608001 Geographic Setting: United States Gross Revenue: $2.36 billion revenues Event Year Start: 2007 Event Year End: 2007 Subjects: Crisis management; Operations; Business growth; Service management; Customer relationship management; Strategy Academic Discipline: Operations management Product Description: Describes an operational crisis for JetBlue Airways during an ice storm in the eastern United States in February 2007 and chronicles the airline's immediate response. Provides detail concerning the history of the airline from its founding in 1999 through the February 2007 crisis, which forced the airline to cancel more than 1,000 flights over the course of six days. In addition, discusses the initial response to the crisis by CEO David Neeleman and his management team. Students are provided with the opportunity to evaluate this response in terms of its impact on customer relations, growth prospects, and ongoing operations for JetBlue.    Jack Carlisle, CIO   Add   View  8 pp.  Case Author(s): Austin, Robert D. Publication Date: 06/28/2006 Revision Date: 03/15/2007 Product Type: Case (Gen Exp) Publisher: Harvard Business School HBS Number: 606153 Geographic Setting: New York Gross Revenue: $300 million revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Executive ability; Career planning; Career advancement; Information & technology Academic Discipline: Operations management Product Description: An experienced CIO hired to professionalize IT in a growing financial services firm struggles with the turmoil that follows sudden replacement of the company's CEO. Jack Carlisle must assess the changes, both actual and prospective, in an environment in which IT has not been well run and is frequently criticized by peer executives, from both a professional and career perspective. Asks students how Carlisle should evaluate his situation, to decide whether he can operate effectively in the new company environment, and to determine whether the new CEO sees a role for him going forward. Includes descriptions of initiatives that Carlisle has put in place to help mature the firm's IT capabilities; students can assess whether his efforts to address long-standing grievances with executive peers are likely to succeed or should be redressed.    From Imitation to Innovation: Zongshen Industrial Group   Add   View  19 pp.  Case Author(s): Shih, Willy; Dai, Nancy Publication Date: 05/11/2010 Revision Date: 06/25/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 610057 Geographic Setting: China Number of Employees: 25,000 Gross Revenue: CNY10.1 Billion Event Year Start: 1979 Event Year End: 2010 Subjects: Intellectual capital; Industrial development; Innovation; Knowledge transfer; Execution; Manufacturing; Technological planning; Disruptive innovation; Growth strategy Academic Discipline: Operations management Product Description: As Zuo Zongshen drove the transformation of the Zongshen Industrial Group from an early imitator in the motorcycle business to a company that increasingly focused on innovation as a way to get out of the hyper-competitive commodity business, he continually faced new challenges. The company had become a leader in gasoline powered motorcycles and small gas engines, but increasing taxes and restrictions on the use of motorcycles in congested urban areas had spawned a new industry, electric motorbikes, which posed a threat to the company's core business. Sourcing the technology for these e-bikes, and hiring and retaining the management and creative talent the company needed were continuing challenges. The case traces the development of capabilities in the Zongshen Industrial Group, how it used the early imitation phase to foster rapid technological learning and upgrading, and how it used a unique corporate structure and listing strategy to finance the acquisition of important technologies.    FoldRite Furniture Company: Planning to Meet a Surge in Demand   Add   View  10 pp.  Case Author(s): Bellisario, Afarin; Wheelwright, Steven C. Publication Date: 06/18/2010 Product Type: Case Publisher: Harvard Business School Publishing HBS Number: 4555 Geographic Setting: United States Event Year Start: 2010 Subjects: Risk management; Manufacturing; Production capacity; Production scheduling Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (4556), 15p, by Steven C. Wheelwright, Afarin Bellisario; Spreadsheet Supplement, (4557), 0p, by Steven C. Wheelwright, Afarin Bellisario; Spreadsheet Supplement, (4558), 10p, by Steven C. Wheelwright, Afarin Bellisario Product Description: Demand for folding and stackable chairs and tables at FoldRite Furniture Co. is unexpectedly strong. The company spent the previous two years improving manufacturing quality and efficiency, dropping poor-performing product lines, developing new products that are stylish and environmentally friendly, and instituting a program that allows customers to customize their orders and still get delivery within two weeks. As a result, sales interest in the new products is higher than forecast, in the U.S. and in Europe, where favorable exchange rates make American products highly competitive. In response to the surge in demand, Martin Kelsey, the production manager, must create a manufacturing plan that controls manufacturing and inventory costs, mitigates risk, and aligns with the strategic goals of the company. Students must complete a quantitative assignment as part of case analysis. Topics include: production capacity, seasonal demand, risk management, operations strategy, aggregate planning, manufacturing, design changes and portable furniture.    Newton-Wellesley Hospital   Add   View  19 pp.  Case Author(s): Bohmer, Richard; Kindred, Natalie Publication Date: 05/14/2009 Revision Date: 10/07/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 609088 Academic Discipline: Operations management Product Description: How will Newton-Wellesley Hospital (NWH) preserve its private practice tradition while remaining effective and competitive in a healthcare industry demanding increasing integration between physicians and hospitals? This is the decision facing Newton-Wellesley Hospital president Mike Jellinek in 2009, as several trends-higher costs and lower revenues, shifting workforce demographics, and changing reimbursement models-threaten to disrupt NWH's organizational model. Similar to other U.S. community hospitals, NWH has historically been staffed primarily with private practitioners; however, in recent years Jellinek has taken several steps toward further integration, such as hiring primary care physicians and hospitalists, and even proposing formation of a physicians' organization (PO)-a move its veteran private practitioners sharply oppose. In 2009, NWH is renowned for high-quality care and is financially strong; yet, given external pressures, most at the hospital agree that reforms are needed to improve the hospital's and physicians' profitability while maintaining highest-quality patient care. Diverging opinions over how to improve the hospital has exposed differences between some private practice physicians and the administration. The crux of their disagreement centers on one question: how to make the organizational changes required to keep NWH effective and competitive in the face of a diminishing revenue growth rate, while honoring its tradition of physician independence.    Engineering a Renaissance: The Launch of the Harvard School of Engineering and Applied Sciences   Add   View  19 pp.  Case Author(s): Fleming, Lee; Stein, Lynn Andrea; Perry, Thomas D, IV Publication Date: 10/25/2007 Revision Date: 03/31/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 608087 Number of Employees: 500 Event Year Start: 2007 Event Year End: 2007 Academic Discipline: Operations management Product Description: Dean Venky of the newly launched School of Engineering and Applied Sciences is faced with a range of opportunities and challenges as he presides over the launching of a new school of engineering at Harvard University. His opportunities include an ample endowment, a small but elite faculty, and the potential to collaborate with the other schools within Harvard. His challenges include attracting the best faculty and students, creating linkages across the university, and determining a strategy that will make Harvard engineering as well known as its other schools. Students must analyze the engineering school's strengths and weaknesses relative to other top schools, the political challenges of organizational change, and the most appropriate strategy for the Dean to follow.    Bayside Controls, Inc.   Add   View  25 pp.  Case Author(s): Bowen, H. Kent; Kochman, Jennifer; Ryckebusch, Sylvie Publication Date: 07/12/1996 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 697004 Geographic Setting: New York Number of Employees: 75 Gross Revenue: $20 million revenues Event Year Start: 1996 Event Year End: 1996 Subjects: Business growth; Manufacturing; Machinery Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (604068), 14p, by Steven J. Spear, Marilyn Matis, Courtney Purrington Product Description: Two recent MBA graduates acquire a small and ailing metal-machining company that had manufactured small aerospace components. Through clever application of state-of-the-art manufacturing, engineering, and marketing/sales concepts, they turned the company into a growing and profitable business. The owners must now decide what new business opportunities to undertake given that they have achieved market share leadership in their niche.    A Giant Among Women   Add   View  15 pp.  Case Author(s): Shih, Willy; Bernstein, Ethan S.; Bernstein, Maly Hout; Wang, Jyun-Cheng; Wei, Yi-Ling Publication Date: 04/16/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 610096 Geographic Setting: Asia Gross Revenue: US$350M Event Year Start: 1971 Event Year End: 2009 Subjects: Operations; Consumer marketing; Product positioning; Test markets; Product introduction; Business to consumer Academic Discipline: Operations management Product Description: Few CEOs successfully manage the evolution of their companies from OEM outsourcer to branded manufacturer to expert consumer marketer as well as Tony Lo, CEO of Giant Manufacturing Co. Ltd., now the largest bicycle manufacturer in the world. In the mid-1980s, Giant produced over a million bikes per year with the Giant brand on fewer than 15% of them; by 2008, Giant was producing 6.4 million bicycles with 70% carrying the Giant brand. And in 2010, the transition was still in-process as CEO Lo experimented with a new business model for women cyclists in Taiwan and globally — leveraging some of Giant's lessons learned and challenging others. The case explores Giant's historical evolution from OEM outsourcer to branded manufacturer, which relied heavily on Giant's forward integration into the construction of a world-class, global retail organization. Giant's ability to understand the customer and move him/her up-market has driven both sales growth and profitability (e.g., average sales prices in 2006, 2007, and 2008 were $325, $345, and $360 respectively). That sets the stage for Lo's latest challenge: a realization that his products were not meeting the needs of women customers (including particularly his wife). As a result, Lo commissioned his CFO Bonnie Tu to open the first all-women's bicycle store in Taipei (owned by corporate, not the traditional retail organization), an    Weight Solutions Clinic: Bariatric Surgery Center   Add   View  11 pp.  Case Author(s): Chopra, Sunil; Savaskan, Canan Publication Date: 01/01/2004 Product Type: Case (Field) Publisher: Kellogg School of Management, Northwestern Univ. HBS Number: KEL030 Geographic Setting: United States Event Year Start: 2004 Event Year End: 2004 Subjects: Profitability; Operations; Process analysis; Capacity analysis; Service management Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (KEL031), 14p, by Sunil Chopra, Canan Savaskan Product Description: Addresses how flow times and capacity calculations can be made for a service process such as the Bariatric Surgery Center at a clinic. Highlights how these calculations can be made for a service process just as in any manufacturing setting. Discusses the notions of critical paths and bottlenecks and what factors affect both time and capacity. Also, discusses the relative profitability of two types of bariatric surgery, the goal being to link product profitability to the process.    Virginia Mason Medical Center (Abridged)   Add   View  14 pp.  Case Author(s): Bohmer, Richard Publication Date: 06/02/2010 Revision Date: 06/07/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 610055 Geographic Setting: United States; Washington Number of Employees: 5,000 Event Year Start: 2005 Subjects: Models; Leadership; Operations Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (606124), 19p, by Richard Bohmer Product Description: In 2000, Dr. Gary Kaplan became CEO of the Virginia Mason Medical Center in Seattle, Washington. The hospital was facing significant challenges: It was losing money for the first time in its history, staff morale had plummeted, and area hospitals presented ardent competition. Considerable change was imminent. Within his first few months, Kaplan had rallied the organization around a new strategic direction: to become the quality leader in health care. What Kaplan and his administrators lacked was an effective tool to execute their strategy. Soon thereafter, a series of serendipitous events led to the discovery of the Toyota production system, and the Virginia Mason Medical Center became entrenched in an overwhelming challenge: how to institute a production model in health care.    Bush Boake Allen   Add   View  23 pp.  Case Author(s): Thomke, Stefan; Nimgade, Ashok Publication Date: 11/06/2000 Revision Date: 06/03/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 601061 Geographic Setting: United States Number of Employees: 2,000 Gross Revenue: $500 million revenues Event Year Start: 2000 Event Year End: 2000 Subjects: Innovation; Change management; Business marketing; Customer retention; Product development; R&D; Internet; Disruptive innovation; Supply chain management Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (603115), 36p, by Stefan Thomke Product Description: Bush Boake Allen, a flavor and fragrance firm, is considering strategic options that would integrate customers into its innovation process via a potentially disruptive Internet-based technology. As this approach could result in dramatic changes to the firm's business model and relationship with customers worldwide, Julian Boyden, president, CEO, and chairman, faces serious opposition from senior managers.    BMW AG: The Digital Auto Project (B)   Add   View  3 pp.  Case Author(s): Thomke, Stefan; Nimgade, Ashok Publication Date: 11/19/1998 Revision Date: 11/19/2001 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 699045 Subjects: Product development; Design; Organizational change; Computer-aided engineering; Business process reengineering Academic Discipline: Operations management Supplementary Materials: Video Supplement, (602802), 16p, by Stefan Thomke; Case Teaching Note, (603117), 28p, by Stefan Thomke Product Description: Supplements the (A) case.    XenSource (C)   Add   View  1 pp.  Case Author(s): Leslie, Mark; Rudolph-Bose, Katherine Publication Date: 06/25/2008 Revision Date: 09/30/2009 Product Type: Supplement Publisher: Stanford University HBS Number: E267C Geographic Setting: Washington; Silicon Valley; United Kingdom Subjects: Pricing strategy; Sales strategy; Start-ups; Open source software; Software development; Virtual environments Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (E267TN), 6p, by Mark Leslie Product Description: After significant changes in management, strategic direction and product focus, XenSource, a virtualization software start-up that relies on open source code, faces key decisions regarding the positioning and packaging of its products, a challenge which is compounded by two additional factors: (1) the tension with the open source element and how to best go to market with that element and (2) the start-up's objective to catch / overtake the established incumbent in the virtualization space, VMware.    Amyris Biotechnologies: Commercializing Biofuel   Add   View  23 pp.  Case Author(s): Pisano, Gary P.; Wagonfeld, Alison Berkley Publication Date: 02/25/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 610031 Geographic Setting: California Number of Employees: 250 Event Year Start: 2009 Subjects: Entrepreneurship; Technology; Project management; Risk management; Product development; Growth strategy Academic Discipline: Operations management Product Description: In 2009, Amyris Biotechnologies was building a plant in Brazil that used synthetic biology to convert sugarcane into both renewable fuels and renewable chemicals. The Amyris' marketing team was investigating the commercial interest for both types of products, while the research and development team and the operations group were building processes that could accommodate both as well. CEO John Melo hoped to have commercial product available in 2011; however, he realized that pursuing both chemicals and fuels added even more complexity to a business that was already executing multiple development steps in parallel. The case looks at the various strategic and operational decisions facing Melo as he planned the company's optimal commercialization strategy.    Amazon.com’s European Distribution Strategy   Add   View  28 pp.  Case Author(s): Hammond, Janice H.; Chiron, Claire Publication Date: 06/30/2005 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 605002 Geographic Setting: Europe Number of Employees: 7,500 Gross Revenue: $3.9 billion revenues Event Year Start: 2003 Event Year End: 2003 Subjects: Inventory management; Order processing; Warehousing; Globalization; Distribution; Expansion; Plant location; Supply chain management Academic Discipline: Operations management Product Description: Describes how Amazon's distribution system evolved from the company's inception. In 2003, Amazon Europe must decide how to reconfigure its distribution network in light of expected growth, products proliferation, and geographical expansion in Europe. Examines how characteristics of suppliers and customers differ across the markets Amazon serves in Europe. The protagonist must consider the degree of centralization appropriate for the European network, where inventory should be held, what fulfillment models should be used, and how to manage risks of supply disruption.    Flextronics International, Ltd.   Add   View  18 pp.  Case Author(s): Huckman, Robert S.; Pisano, Gary P. Publication Date: 11/25/2003 Revision Date: 04/13/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 604063 Geographic Setting: United States; Asia Number of Employees: 80,000 Gross Revenue: $13.1 billion revenues Event Year Start: 2001 Event Year End: 2003 Subjects: Product development; Manufacturing; Outsourcing Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (605073), 21p, by Robert S. Huckman, Gary P. Pisano Product Description: Describes Flextronics' evolution from providing outsourced manufacturing services for original equipment manufacturers (OEMs) in the electronics industry to developing entire unbranded products for purchase by OEMs. In 2001, Flextronics began a development program that yielded several unbranded cell phones that — even by the admission of several OEMs — delivered performance comparable to that of branded products at a significantly lower cost. Nonetheless, as of early 2003, no major OEM had yet agreed to purchase any of these phones from Flextronics. As chairman and CEO of Flextronics, Michael Marks must decide how aggressively to pursue full product development.    Wyeth Pharmaceuticals: Spurring Scientific Creativity with Metrics   Add   View  25 pp.  Case Author(s): Pisano, Gary P.; Rennella, Mark; Huckman, Robert S. Publication Date: 02/07/2007 Revision Date: 04/06/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 607008 Geographic Setting: United States Number of Employees: 52,000 Gross Revenue: $19 billion revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Reorganization; Restructuring; Performance measurement; Organizational structure; Productivity; Competitive environment; R&D Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (610071), 19p, by Robert S. Huckman Product Description: Describes the reorganization of the drug discovery organization at Wyeth Pharmaceuticals and focuses on the decisions to: (1) centralize decision-making within drug discovery and (2) institute numerical metrics — jointly affecting all R&D scientists — for the progression of compounds through the Wyeth pipeline. Highlights issues concerning the degree to which scientific activity can be evaluated via numerical metrics, the extent to which R&D can be structured as a process, and the degree to which decision-making should be centralized in commercial R&D activities. May be used in combination with HBS case 605-074 (GlaxoSmithKline: Reorganizing Drug Discovery (A)) to contrast the use of centralized and decentralized models of decision-making in pharmaceutical R&D.    Merger Integration at Bank of America: The TrustWeb Project   Add   View  17 pp.  Case Author(s): Pisano, Gary P.; Staats, Bradley R. Publication Date: 02/09/2010 Revision Date: 04/06/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 610054 Geographic Setting: North America Number of Employees: 24,000 Gross Revenue: $75 billion Event Year Start: 2007 Subjects: Project management Academic Discipline: Operations management Product Description: This case explores project management in a large organization through the eyes of a young project manager, Mike Morris. Morris is tasked with leading a project within the overall merger integration effort at Bank of America. Morris encounters difficulties with managing stakeholders, setting requirements, and reporting progress.    Massachusetts General Hospital: CABG Surgery (A)   Add   View  21 pp.  Case Author(s): Wheelwright, Steven C.; Weber, James Publication Date: 11/22/1995 Revision Date: 03/19/2004 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 696015 Geographic Setting: Massachusetts Number of Employees: 10,000 Gross Revenue: $750 million revenues Event Year Start: 1994 Event Year End: 1994 Subjects: Health care policy; Process analysis; Service management; Business process reengineering Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (697074), 10p, by Steven C. Wheelwright Product Description: A cross-functional team at Massachusetts General Hospital tries 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.    SpudSpy   Add   View  25 pp.  Case Author(s): Fleming, Lee ; Snow, Daniel C. Publication Date: 02/03/2005 Revision Date: 02/17/2005 Product Type: Case (Gen Exp) Publisher: Harvard Business School HBS Number: 605059 Geographic Setting: United States Number of Employees: 1,000 Event Year Start: 2004 Event Year End: 2004 Subjects: Entrepreneurs; Legal aspects of business; Faculty & students; Spinoffs; Technology transfer Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (607103), 11p, by Lee Fleming, Daniel C. Snow Product Description: Students in a technology transfer class identify a promising application for a dormant university technology. In the process, they alienate the inventor, who threatens legal action. What exactly are the problems, and how should the professor teaching the class proceed?    Ricoh Company, Ltd.   Add   View  26 pp.  Case Author(s): Eccles, Robert G.; Edmondson, Amy C.; Iansiti, Marco; Kanno, Akiko Publication Date: 02/17/2010 Revision Date: 06/04/2010 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 610053 Geographic Setting: Japan Event Year Start: 2009 Academic Discipline: Operations management Product Description: Ricoh, the Japanese copier manufacturer, is committed to reducing its environmental impact to one-eighth of its 2000 levels by 2050. It has already introduced three stages of environmental awareness to its operations, and its recycled copier business broke even in 2006. The company developed environmental accounting methods and produces annual environmental and sustainability reports, but Ricoh is concerned that investors may not take these efforts into account.    GlaxoSmithKline: Reorganizing Drug Discovery (B)   Add   View  5 pp.  Case Author(s): Huckman, Robert S.; Huckman, Robert S.; Strick, Eli Peter Publication Date: 05/17/2005 Product Type: Supplement (Field) Publisher: Harvard Business School HBS Number: 605075 Subjects: Decision making; Reorganization; Restructuring; Mergers; Organizational structure; Productivity; Decentralization; Diversification; R&D Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (610044), 27p, by Robert S. Huckman Product Description: Supplements the (A) case.    Ford Motor Co.: Supply Chain Strategy   Add   View  9 pp.  Case Author(s): Austin, Robert D. Publication Date: 03/03/1999 Revision Date: 12/21/2001 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 699198 Geographic Setting: Michigan Number of Employees: 370,000 Gross Revenue: $144 billion revenues Event Year Start: 1998 Event Year End: 1998 Subjects: Logistics; Information & technology; Suppliers; Supply chain management Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (601172), 18p, by Robert D. Austin Product Description: Describes Ford's examination of its supply chain to evaluate whether the company should “virtually integrate” on the Dell Computers model.    Constructing and Using Process Control Charts   Add   View  17 pp.  Case Author(s): Bohn, Roger E. Publication Date: 02/19/1986 Revision Date: 06/01/2007 Product Type: Note Publisher: Harvard Business School HBS Number: 686118 Subjects: Process analysis; Process flow; Quality control; Production processes Academic Discipline: Operations management Product Description: Summarizes how to construct and use statistical process control charts. Gives several examples. Discusses tolerances using control charts for debugging.    BigEast Bank (A): Credit Card Approval   Add   View  5 pp.  Case Author(s): Frei, Frances X.; Campbell, Dennis Publication Date: 11/01/2001 Revision Date: 08/23/2005 Product Type: Case (Gen Exp) Publisher: Harvard Business School HBS Number: 602098 Geographic Setting: Massachusetts Event Year Start: 2001 Event Year End: 2001 Subjects: Service management Academic Discipline: Operations management Supplementary Materials: Spreadsheet Supplement, (608716), 0p, by Frances X. Frei Product Description: BigEast is considering adopting a relationship-centric view in its credit card approval process. This would shift the bank's current practice of analyzing applications based on the merits of a single product to one where the customer's existing relationship is considered in the approval process.    VF Brands: Global Supply Chain Strategy   Add   View  16 pp.  Case Author(s): Pisano, Gary P.; Adams, Pamela Publication Date: 11/05/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 610022 Event Year Start: 2009 Subjects: Inventory management; Sourcing; Supply chain management Academic Discipline: Operations management Product Description: This case examines VF Brands global supply chain strategy. Historically, VF has used a combination of in-house manufacturing and traditional arms-length sourcing arrangements. At the time of the case, the company is considering a third approach to supplier relations that involves much closer cooperation and partnerships. The goal of this “third way” approach is to create a sourcing relationship that combines some of the virtues of vertical integration with the flexibility of sourcing. Such arrangements are increasingly discussed in the operations literature and in practice. This case provides students an opportunity to do an in-depth analysis of such an arrangement, and develop an understanding of the trade-offs involved.    Reading Rehabilitation Hospital: Implementing Patient-Focused Care   Add   View  17 pp.  Case Author(s): Gittell, Jody Hoffer; Gittell, Jody Hoffer; Brown, Mason Publication Date: 01/29/1998 Revision Date: 03/30/2000 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 898172 Geographic Setting: Pennsylvania Number of Employees: 200 Gross Revenue: $20 million revenues Event Year Start: 1990 Event Year End: 1994 Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (899139), 16p, by Jody Hoffer Gittell, Sandra J. Sucher; Video Supplement, (899511), 0p, by Jody Hoffer Gittell Product Description: Reading Rehab Hospital has experimented with a popular new concept in health care — patient-focused care — intended to increase quality and reduce costs by organizing care delivery around particular diagnoses or “service lines,” rather than around the functions or disciplines of the care providers. It is equivalent to product rather than process focus. Rehabilitation involves multiple disciplines which must share information about their evaluations of the patient, about planned treatments, and about patient progress. The decisions and actions of one care provider depend on those of another. This case illustrates the effects of a problem fundamental to service operations — variable demand and the limitations of organizing production by service lines under conditions of uncertain demand, due to the loss of pooling. Finally, its methods, for achieving the coordination benefits of service lines under conditions where the level or stability of demand is insufficient to justify the use of service lines.    Aldi: A German Retailing Icon   Add   View  27 pp.  Case Author(s): Mitchell, Jordan; Sachon, Marc Publication Date: 10/07/2005 Product Type: Case (Field) Publisher: IESE Business School HBS Number: IES184 Geographic Setting: Germany Industry Setting: Retail trade Subjects: Logistics; Supply chain Academic Discipline: Operations management Product Description: Describes the operations of Aldi, a privately owned German company. With estimated sales of 37 billion euros in 2005, Aldi is the largest hard discounter worldwide and one of the top 15 retailers today. Gives a detailed description of Aldi's historical development, with a clear focus on in-store and supply chain operations. Learning objective: To teach basic concepts of logistics and SCM, such as: inventory pooling, cross docking, SKU management, purchasing, store clustering, efficient operations, and more. To discuss a rather recent phenomenon, an emerging “discounting culture”.    Starbucks: A Global Work-in-Progress   Add   View  23 pp.  Case Author(s): Davila, Antonio; Foster, George; Somjen, Anne; Putt, Corinne Publication Date: 07/10/2006 Product Type: Case (Field) Publisher: Stanford University HBS Number: IB74 Geographic Setting: China; Europe; Japan; United Kingdom; United States Industry Setting: Non-alcoholic beverage industry Subjects: Business growth; Global business; Growth strategy; International operations Academic Discipline: Operations management Product Description: Starbucks was founded in 1971 by Jerry Baldwin, Zev Ziegler and Gordon Bowker?three men from Seattle who loved coffee. By 1995, Starbucks had expanded to 676 stores, all within the U.S. or Vancouver, Canada. Only in the next decade did Starbucks make its first entry into the international markets. By 2006, Starbucks had approximately 11,000 stores, with 70 percent in the U.S. and 30 percent in international markets. Outside observers, however, continually raised questions about the likely future growth of Starbucks and the mix and profitability of its U.S. versus international operations. Starbucks faced the ever-present issues of where and how to further expand its global presence. This case explores Starbucks' possible growth modes — organic, acquisition, joint venture, and licensing — and covers issues that influenced Starbucks' growth strategy, such as same versus new country expansion and profitability fluctuations in international markets.    “The Tipping Point” and Green Dot Public Schools   Add   View  33 pp.  Case Author(s): Chang, Victoria; Meyerson, Debra Publication Date: 12/08/2008 Product Type: Case (Field) Publisher: Stanford University HBS Number: SI109 Geographic Setting: California Industry Setting: Charter school; Education industry Subjects: Local government; Nonprofits; Politics Academic Discipline: Operations management Product Description: Green Dot was a charter management organization (CMO) based in Los Angeles, California (L.A.), a city that housed the second-largest school district in the country. The Los Angeles Unified School District (LAUSD) was known for its largely ethnic student population (75 percent Hispanic and 11 percent African American) and multiple challenges ranging from poor performance to violence to low graduation rates. High school graduation rates in the district were only 45 percent (compared to 68 percent nationally), with Hispanic students graduating at a rate of only 39 percent. Gary Orfield of the Harvard Civil Rights Project called the city's high schools “dropout factories.” By 2008, Green Dot had opened 12 charter high schools in some of the highest-need areas of L.A., hoping to demonstrate “that public schools can do a far better job of educating students if schools are operated more effectively.” Founder, Steve Barr and his team had their own ideas about the tipping point and its metrics, which were both quantitative (e.g., 10 percent market share of schools within LAUSD) and qualitative, in terms of gains in political influence. As Barr and his Green Dot team worked towards opening of new school, Locke in the fall of 2008, Barr was both nervous and optimistic. He knew the future of Los Angeles students, parents, and their communities depended on the success of his team. He wondered if his new transformation strategy was the optimal strategy. He also wondered if his thinking about the tipping point would give him an    7-Eleven   Add   View  12 pp.  Case Author(s): Santoma, Javier; Marce, Carmen Publication Date: 09/26/2003 Revision Date: 11/11/2003 Product Type: Case (Field) Publisher: IESE University of Navarra HBS Number: IES105 Industry Setting: Convenience store industry Subjects: Change management; R&D; Technological change Academic Discipline: Operations management Supplementary Materials: Teaching Note, (IES106), 10p, by Javier Santoma Product Description: Upon analyzing the next-generation ATMs that the 7-Eleven chain of convenience stores was installing in its stores, a consulting firm specializing in payment systems anticipated major changes in the payments sector in the medium and longer term. How would the banks react to further encroachment on their business, already under pressure from traditional competitors and new players backed by the latest technologies?    7-Eleven, Teaching Note   Add     10 pp.  Teaching Note Author(s): Santoma, Javier Publication Date: 05/20/2005 Revision Date: 07/07/2005 Product Type: Teaching Note Publisher: IESE University of Navarra HBS Number: IES106 Academic Discipline: Operations management Product Description: An abstract is not available for this product. Must be used with: (IES105) 7-Eleven.    A.J. Washington: Retaining an NFL Star   Add   View  6 pp.  Case Author(s): Bennett, Nicole; Wasynczuk, Andrew Publication Date: 12/11/2008 Product Type: Case (Gen Exp) HBS Number: 909033 Geographic Setting: United States Industry Setting: Football; Professional sports teams & organizations Event Year Start: 2005 Event Year End: 2007 Subjects: Compensation; Incentives; Negotiations; Performers; Recruitment Academic Discipline: Operations management Product Description: General Manager Luke Kolville, of the Los Angeles Spartans, struggles with the best approach to negotiate a long-term contract for his star quarterback. The agent for Washington is relatively new to the industry and has his sights set particularly high. Kolvllle needs to weigh a number of effects this negotiation will have on the player, his teammates, and the long-term prospects of the team.    A.J. Washington: Retaining an NFL Star   Add   View  6 pp.  Case Author(s): Bennett, Nicole; Wasynczuk, Andrew Publication Date: 12/11/2008 Product Type: Case (Gen Exp) HBS Number: 9-909-033 Geographic Setting: United States Industry Setting: Football; Professional sports teams & organizations Event Year Start: 2005 Event Year End: 2007 Subjects: Compensation; Incentives; Negotiations; Performers; Recruitment Academic Discipline: Operations management Product Description: General Manager Luke Kolville, of the Los Angeles Spartans, struggles with the best approach to negotiate a long-term contract for his star quarterback. The agent for Washington is relatively new to the industry and has his sights set particularly high. Kolvllle needs to weigh a number of effects this negotiation will have on the player, his teammates, and the long-term prospects of the team.    Acer, Inc.   Add   View  15 pp.  Case Author(s): Hayes, Robert H. Publication Date: 06/12/1991 Revision Date: 04/02/1993 Product Type: Case (Field) Product Description: Acer is undergoing two major transitions at the time of this case: from a small, entrepreneurially-run company to a large professionally-run one; and from a largely domestic company to a multinational one. After a decade of phenomenal growth, it is now facing a major slowdown in business and has to decide whether to have its first lay-off. In addition, it is contemplating how to manage and motivate an increasingly dispersed and multicultural workforce. HBS Number: 9-691-104 Subjects: China; Computer industry; Incentives; International operations; Layoffs; Work force management Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-694-033), 8p, by David B. Yoffie   Add     7 pp.  Teaching Note For use with 9-691-104 HBS Number: 5-694-033 Subjects: China; Computer industry; Incentives; International operations; Layoffs; Work force management    Acorda Therapeutics: Rebuilding the Spinal Cord   Add   View  25 pp.  Case Author(s): Murray, Fiona; Kolesnik, Marina; Enriquez, Juan; West, Jonathan Publication Date: 06/24/2004 Revision Date: 11/29/2004 Product Type: Case (Field) Product Description: Acorda is an early-stage life science start-up with a promising product that is close to reaching the market (Phase III clinical trials). The company is grappling with how to expand its portfolio of molecules to make the business more sustainable. It faces classic in-licensing choices, including what disease indication, what stage of development, how many molecules, and on what terms. Teaching Purpose: To allow students to examine a portfolio of choices and their impact on the overall business rather than on a single licensing decision. HBS Number: 9-604-014 Geographic Setting: New York, United StatesIndustry Setting: biotechCompany Size: start-up Event Year Start: 2003Event Year End: 2003 Subjects: Biotechnology; Decision making; Entrepreneurship; Financing; Future; Licensing; Small business Academic Discipline: Operations management    Acquisition of Franz Schuler GMBH by Titan Products, Inc.   Add   View  15 pp.  Case Author(s): Bourgeois, L. J.; Watson, Dan Publication Date: 03/03/2003 Revision Date: 01/26/2007 Product Type: Case (Field) HBS Number: UV0980 Industry Setting: Building materials industries; Construction industry Gross Revenues: $2.5 billion+ in revenues Event Year Start: 2002 Event Year End: 2002 Subjects: Change management; Corporate strategy; Integration planning; Mergers; Mergers & Acquisitions; Organizational design; Roles Academic Discipline: Operations management Product Description: This case is designed to allow two integration teams, each representing one of two very different companies, to construct a joint post-acquisition-integration plan: Titan Products, Inc., a large, publicly traded, North American multinational (approximately $3 billion in annual sales); and Franz Schuler GMBH, a smaller, family-owned and -operated European company (approximately $500 million in annual sales). Some of the issues addressed by this role-play case include (1) organization of Schuler, (2) staffing of management positions, (3) joint-distribution channels, (4) resolution of culture conflicts, (5) focus of strategic and operational decisions, and (6) performance metrics for assessing the success of the acquisition. The role-play requires about 60 minutes of team preparation, 30 minutes of negotiation, and a normal class session (85 minutes) to debrief. The instructions and assignment questions for the case are self-contained.    Actis: January 2008   Add   View  23 pp.  Case Author(s): Hardymon, Felda; Lerner, Josh; Leamon, Ann Publication Date: 03/05/2008 Revision Date: 06/12/2009 Product Type: Case (Field) HBS Number: 9-808-130 Number of Employees: 200 Event Year Start: 2008 Event Year End: 2008 Subjects: Competition; Emerging markets; Finance; Investments; Organizational development; Private equity Academic Discipline: Operations management Product Description: Paul Feltcher, the CEO of Actis, a leading private equity investor in emerging markets, is preparing for an executive retreat at which the management team will consider how best to position the firm for the future. Actis could move in a number of different directions, by expending into new geographies, asset classes, or deal sizes. Choices made along these dimensions all have different implications for the degree of cohesion between the regions and the headquarters in London, the types of funds the firm will raise, and the skills required of employees. One of the final challenges is whether Actis, which has produced a very good track record, even needs to change its business model at this point.    Actis: January 2008   Add   View  23 pp.  Case Author(s): Hardymon, G. Felda; Lerner, Josh ; Leamon, Ann Publication Date: 03/05/2008 Revision Date: 06/12/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 808130 Number of Employees: 200 Event Year Start: 2008 Subjects: Finance; Investments; Emerging markets; Organizational development; Competition; Private equity Academic Discipline: Operations management Product Description: Paul Fletcher, the CEO of Actis, a leading private equity investor in emerging markets, is preparing for an executive retreat at which the management team will consider how best to position the firm for the future. Actis could move in a number of different directions, by expanding into new geographies, asset classes, or deal sizes. Choices made along these dimensions all have different implications for the degree of cohesion between the regions and the headquarters in London, the types of funds the firm will raise, and the skills required of employees. One of the final challenges is whether Actis, which has produced a very good track record, even needs to change its business model at this point.

Activision: The “Kelly Slater’s Pro Surfer” Project   Add   View  24 pp.  Case Author(s): MacCormack, Alan; Herman, Kerry; D'Angelo, Enrico Publication Date: 07/19/2004 Revision Date: 07/18/2005 Product Type: Case (Field) Product Description: Mike Ward, the producer in charge of developing the Kelly Slater's Pro Surfer game for Activision, must decide whether to launch the game in time for the 2002 Christmas season. Complicating his decision are the lukewarm response from consumers to TV test spots of the game and the need to fund a multimillion dollar marketing campaign. Also describes Activision's approach to game development, which was based on a green-light process adopted by the firm in 2000 to better control new game development better. HBS Number: 9-605-020 Geographic Setting: California; United States Industry Setting: Videogame Number of Employees: 200 Gross Revenues: $200 million revenues Event Year Start: 2002 Event Year End: 2002 Subjects: Decision analysis; Industry structure; Innovation; Product development Academic Discipline: Operations management    Activision: The ’Kelly Slater‘s Pro Surfer' Project, Teaching Note   Add     23 pp.  Teaching Note Author(s): MacCormack, Alan Publication Date: 05/10/2006 Product Type: Teaching Note HBS Number: 5-606-130 Academic Discipline: Operations management Product Description: An abstract is not available for this product. Must be used with: (9-605-020) Activision: The 'Kelly Slater's Pro Surfer' Project.    Adaptec, Inc.: Cross-Enterprise Integration   Add   View  14 pp.  Case Author(s): Lee, Hau; Peleg, Barchi Publication Date: 02/13/1999 Product Type: Case (Field) Publisher: Stanford University Product Description: The main problem Adaptec was facing at the end of 1996 was excessively long manufacturing cycle times, making customer order lead times long and unreliable and severely limiting Adaptec's ability to provide flexibility to customer needs. The long cycle times reduced Adaptec's ability to react to unexpected changes in demand, thus increasing inventory levels and hurting Adaptec's on-time delivery performance. Consequently, customer dissatisfaction became a major concern. HBS Number: GS8 Geographic Setting: Milpitas, CA Event Year Start: 1996Event Year End: 1996 Subjects: Supply chain Academic Discipline: Operations management    Adnexus Therapeutics, Inc.: Considering the Exit   Add   View  17 pp.  Case Author(s): Gordon, Rachel; Sato, Vicki L. Publication Date: 11/11/2008 Product Type: Case (Field) HBS Number: 9-609-015 Geographic Setting: Massachusetts Industry Setting: Biotechnology industry Number of Employees: <50 Event Year Start: 2007 Event Year End: 2007 Subjects: Corporate strategy; Strategy Academic Discipline: Operations management Product Description: Dr. John Mendlein, CEO of Adnexus Therapeutics Inc., (Adnexus), a private biotechnology company, must decide whether to pursue acquisition talks with Bristol-Myers Squibb (BMS) after a successful six month collaboration or continue with Adnexus' planned IPO.    Advanced Micro Devices: Competing in the Shadow of a Giant (A)   Add   View  13 pp.  Case Author(s): Shih, Willy; King, Andrew Publication Date: 07/11/2008 Revision Date: 04/29/2009 Product Type: Case (Field) HBS Number: 609002 Geographic Setting: Asia; Germany; United States Industry Setting: Semiconductor industry Number of Employees: 16,000 Gross Revenues: $4 billion Event Year Start: 2001 Event Year End: 2002 Subjects: Global business; Information management; Innovation; Strategy; Technological planning; Technology; Technology management Academic Discipline: Operations management Product Description: As the only significant competitor to Intel Corporation in PC microprocessors, Advanced Micro Devices faced daunting investment choices. Not only did it have to fund microprocessor design teams, it also had to fund silicon process R&D, and it faces huge capital expenditures associated with constructing its manufacturing facilities. The company was at a crossroads: it had to decide whether to partner with IBM, or align with other firms as it tried to keep up with Intel.    AeroTech Service Group, Inc.   Add   View  14 pp.  Case Upton, David; McAfee, Andrew AeroTech Service Group uses Internet protocols and other advanced computing technologies to interconnect the IS networks of McDonnell-Douglas Aerospace with many of its customers, suppliers, and other partners. The case discusses AeroTech's product and explores options for growing the firm. Teaching Purpose: Developing and exploiting capabilities through technology. HBS Number: 9-696-094 Type: Case (Field) Publication Date: 6/24/1996 Revision Date: 3/18/1997 Geographic Setting: St. Louis, MO Industry Setting: aerospace Number of Employees: 12 Gross Revenues: $3 million revenues Event Year Start: 1995 Event Year End: 1995 Subjects: Aerospace industry; Computer systems; Consulting; Information management Supplementary Materials: Teaching Note, (5-697-120), 15p, by David Upton, Andrew McAfee   Add     15 pp.  Teaching Note For use with 9-696-094 HBS Number: 5-697-120 Subjects: Aerospace industry; Computer systems; Consulting; Information management    Agile Software — I Want My WebTV!   Add   View  15 pp.  Case Author(s): Lee, Hau L.; Johnson, M. Eric Publication Date: 01/03/2000 Revision Date: 03/02/2005 Product Type: Case (Field) Publisher: Stanford University Product Description: Agile was a supplier of product content management software for use over the Internet within and among companies in a manufacturing supply chain. The suite of Agile products was designed to improve the ability of supply chain members to communicate and collaborate with one another about new or changing product content. The software was particularly useful for managing virtual supply chains where manufacturing and distribution functions were outsourced to contract partners. Agile had been in business for over four years and had launched its first non-web-based product in 1996. In many ways, Agile's products were well suited to become fully web-centric, and with the growing wave of interest in Internet business-to-business applications, the firm quickly redesigned its products to leverage the power of the web. HBS Number: GS20 Geographic Setting: San Jose, CAIndustry Setting: software Subjects: Internet; Software; Supply chain Academic Discipline: Operations management    Agion Technologies   Add   View  16 pp.  Case Author(s): Fleming, Lee; Perry, Thomas D., IV Publication Date: 01/07/2009 Product Type: Case (Field) HBS Number: 9-609-070 Subjects: Operations management; Academic Discipline: Operations management Product Description: An abstract is not available for this product.    Agion Technologies   Add   View  16 pp.  Case Author(s): Fleming, Lee; Perry, Thomas D., IV Publication Date: 01/07/2009 Product Type: Case (Field) HBS Number: 609070 Subjects: Operations management; Academic Discipline: Operations management Product Description: An abstract is not available for this product.    Akshaya Patra: Feeding India’s Schoolchildren   Add   View  23 pp.  Case Author(s): Upton, David Publication Date: 12/17/2007 Product Type: Case (Field) HBS Number: 608038 Event Year Start: 2004 Event Year End: 2004 Subjects: India Academic Discipline: Operations management Product Description: An abstract is not available for this product.    Alden Products, Inc.: European Manufacturing   Add   View  11 pp.  Case Hayes, Robert H. The European organization of Alden Products, Inc. is contemplating a doubling of unit sales over the next ten years. Their largest plant, located in Holland, was set up 25 years earlier to supply all demands of the EEC countries on the continent. It has since expanded six times. Should it expand again? Should it build a new plant in Southern Europe? Or should it increase subcontracting? HBS Number: 9-697-099 Type: Case (Field) Publication Date: 3/17/1997 Revision Date: 12/7/1999 Geographic Setting: Europe, Holland Industry Setting: personal care products Company Size: mid-size Number of Employees: 1,000 Gross Revenues: $500 million revenues Event Year Start: 1989 Event Year End: 1989 Subjects: Capacity planning; Consumer goods; Europe; Expansion; Location of industry; Manufacturing strategy Supplementary Materials: Teaching Note, (5-699-122), 7p, by Robert H. Hayes   Add     7 pp.  Teaching Note For use with 9-697-099 HBS Number: 5-699-122 Subjects: Capacity planning; Consumer goods; Europe; Expansion; Location of industry; Manufacturing strategy    Alibris (A)   Add   View  12 pp.  Case Author(s): McAfee, Andrew; Herman, Kerry Publication Date: 06/05/2001 Revision Date: 03/13/2003 Product Type: Case (Field) HBS Number: 9-601-111 Geographic Setting: Emeryville, CA Industry Setting: used books Number of Employees: 14 Event Year Start: 1998 Event Year End: 1998 Subjects: Customer service; Data bases; Information technology; Internet; Publishing industry; Supply chain Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-602-054), 14p, by Andrew McAfee, Sarah Macgregor Product Description: Alibris is an Internet-era company providing search and fulfillment services for hard-to-find (rare, used, and out-of-print) books. At the time of the case, the company previously made decisions to change its revenue model, to become involved in the fulfillment process for each book it sells by establishing a cross-dock facility, and to purchase Oracle's Internet commerce software. However, the implementation of this software has been very difficult, delaying the launch of the new fulfillment business and costing large amounts of money at a time when cash is scarce. The company's leaders, who are not IT professionals, must decide whether to continue with Oracle or begin anew with another product. Teaching Purpose: Used to discuss the elements of a viable Internet-era business. Alibris has made a number of decisions that move it far from the business of its predecessor, a company called Interloc that acted as a simple listing service for hard-to-find books. Interloc was a profitable and, perhaps, sustainable business, and it is not immediately clear why Alibris has decided to take on substantial additional cost, risk, and complexity. Can be used to surface the reasons for this change and their legitimacy. Examines how a company that bought off-the-shelf software from a leading vendor to accomplish tasks that   Add     19 pp.  Teaching Note For use with 9-601-111 HBS Number: 5-602-054 Subjects: Customer service; Data bases; Information technology; Internet; Publishing industry; Supply chain    Alibris (B)   Add   View  15 pp.  Case Author(s): McAfee, Andrew Publication Date: 06/05/2001 Revision Date: 03/13/2003 Product Type: Case (Field) HBS Number: 9-601-166 Geographic Setting: Emeryville, CA Industry Setting: used books Event Year Start: 1998 Event Year End: 2000 Subjects: Customer service; Data bases; Information technology; Internet; Publishing industry; Supply chain Academic Discipline: Operations management Product Description: Takes place over two years after the (A) case. Alibris has weathered the storms and has built a popular and growing business. As the Christmas season of 2000 approaches, the company is confronted with two IT projects that both seem urgent and important. The first is an effort to replace the software tool used by book dealers and others to upload their listing to the Alibris database. The current tool is error prone and does not provide rich information about each book uploaded. This lack of rich information makes useful searches of the Alibris database difficult. The second project involves ensuring the integrity of the database itself. Recent evidence suggests that records are not being uploaded, updated, and deleted as they should be in all cases, with adverse effects for customers. Alibris must decide which of the two projects to pursue immediately — there are not enough resources to do both. Teaching Purpose: To explore how a company can realize competitive advantage through information resources, how it extends and exploits this information, and how it navigates the difficulties that arise when managing information resources. The database that drives Alibris's fulfillment activities is the largest database of hard-to-find books in existence, and at the time of the case, the company is working to make it more complete and more useful for its different customer groups. However, the database is known to be inaccurate in important respects, and it    Alibris in 2004   Add   View  21 pp.  Case Author(s): McAfee, Andrew Publication Date: 10/05/2004 Revision Date: 08/20/2007 Product Type: Case (Field) HBS Number: 9-605-035 Geographic Setting: United States Industry Setting: Internet & online services industries; E-commerce Number of Employees: 55 Gross Revenues: $40 million revenues Event Year Start: 2004 Event Year End: 2004 Subjects: Electronic commerce; Information technology; Innovation; Internet; Pricing; Suppliers; Supply chain Academic Discipline: Operations management Product Description: Alibris, an online marketplace for rare, used, and out-of-print books, is trying to communicate to the professional book dealers who are its main suppliers that they are in the middle of a crisis. Supply is flooding the market, in part from individuals who simply want to clean out their bookshelves and make a bit of money. These individuals' sales are facilitated by a number of online merchants, including Alibris, Half.com, Amazon.com, and eBay. Alibris has built a number of powerful capabilities to help both buyers and sellers of books. Among these is a pricing service that allows sellers to set market prices for their books automatically. Alibris wants to encourage its dealers to use this service: the problem is that most market prices are far below the prices dealers have set for their books.    Align Technology, Inc.: Matching Manufacturing Capacity to Sales Demand   Add   View  22 pp.  Case Author(s): Bowen, H. Kent; Groberg, Jonathan P. Publication Date: 09/24/2002 Product Type: Case (Field) Product Description: Align Technology is a four-year-old medical products company that has invented a new product that requires new manufacturing processes. Demand for the new product has grown more slowly than initial forecasts predicted, and the cost structure is preventing the company from becoming profitable. The manufacturing process involves six different operations, located in California, Pakistan, and Mexico. The first dilemma requires downsizing the capacity until the demand grows. Increasing capacity in the future requires consideration of the time lags, costs, and incremental units of added capacity inherent in each of the six processes. Given the uncertainty of accurate sales forecasts as the company carries out new marketing initiatives, the manufacturing organization has been challenged to create a capacity plan to meet demand while lowering its fixed costs. Teaching Purpose: Analyzing and planning production capacity for a multiprocess and multilocation operation. HBS Number: 9-603-058 Geographic Setting: United States, Mexico, Pakistan Industry Setting: medical products Number of Employees: 1,000 Gross Revenues: $50 million revenues Event Year Start: 2001 Event Year End: 2001 Subjects: Capacity planning; Manufacturing; Medical supplies; Mexico; Middle East; Operations management; Process analysis Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-604-105), 19p, by H. Kent Bowen, Rogelio Oliva   Add     19 pp.  Teaching Note For use with 9-603-058 HBS Number: 5-604-105 Subjects: Capacity planning; Manufacturing; Medical supplies; Mexico; Middle East; Operations management; Process analysis    Aligning Incentives for Supply Chain Efficiency   Added   View  15 pp.  Case Author(s): Narayanan, V.G.; Raman, Ananth Publication Date: 04/10/2000 Product Type: Note Product Description: Introduces students to the basics of principal-agency theory as it applies to supply chains. Operational problems in supply chains can often be traced to incentive issues. Students and managers lack frameworks to analyze incentive problems in supply chains. This note offers such a framework. Teaching Purpose: To introduce students to principal-agency theory as a framework to analyze incentive problems in supply chains. HBS Number: 9-600-110 Subjects: Incentives; Operations management; Sourcing; Supply chain Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-601-144), 16p, by Ananth Raman   Added     16 pp.  Teaching Note For use with 9-600-110 HBS Number: 5-601-144 Subjects: Incentives; Operations management; Sourcing; Supply chain    Allegheny Ludlum Steel Corp. (Abridged)   Add   View  21 pp.  Case 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   Add     9 pp.  Teaching Note For use with 9-695-023 HBS Number: 5-695-055 Subjects: Capacity planning; Continuous improvement; Imports; Japan; Operations management; Productivity; Steel    Allegheny Ludlum: Research and Engineering Resource Allocation   Add   View  29 pp.  Case Leonard-Barton, Dorothy; Gill, Geoffrey K. Allegheny Ludlum's (AL) technical vice president, Jack Shilling faces the task of determining how to allocate engineering resources among five areas of technology. AL's technology organization has great strategic importance and has the HBS Number: 9-692-027 Type: Case (Field) Publication Date: 9/5/1991 Revision Date: 1/27/1992 Geographic Setting: Pennsylvania Industry Setting: steel Company Size: Fortune 500 Number of Employees: 5,500 Gross Revenues: $1.180 billion 1989 revenues Event Year Start: 1989 Event Year End: 1990 Subjects: Manufacturing; Production planning; R&D; Resource allocation; Steel; Technology Supplementary Materials: Teaching Note, (5-692-049), 9p, by Dorothy Leonard-Barton, Alistair D. Williamson   Add     9 pp.  Teaching Note For use with 9-692-027 HBS Number: 5-692-049 Subjects: Manufacturing; Production planning; Research & development; Resource allocation; Steel; Technology    Allstate Chemical Co.: The Commercialization of Dynarim   Add   View  17 pp.  Case Author(s): Garvin, David A.; March, Artemis Publication Date: 11/03/1986 Revision Date: 02/14/1996 Product Type: Case (Field) Product Description: Raises three issues: the different requirements for competing in specialty and commodity chemicals; the steps a new idea follows in moving from research, applied research, and development to manufacturing and marketing; and the role of a commercial development organization in facilitating new product development. Students must evaluate the role of the commercial development group, especially its goals, management criteria for accepting new projects, and the criteria for passing on projects to established divisions. HBS Number: 9-687-010 Geographic Setting: United States Industry Setting: Chemical industry Company Size: large Gross Revenues: $1.5 billion revenues Event Year Start: 1986 Event Year End: 1986 Subjects: Marketing strategy; Product development; R&D; Technological change Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-691-052), 17p, by David A. Garvin, Norman Klein   Add     15 pp.  Teaching Note For use with 9-687-010 HBS Number: 5-691-052 Subjects: Chemicals; Marketing strategy; Product development; Research & development; Technological change    alphaWorks: IBM’s Technology Talent Agents   Add   View  13 pp.  Case Author(s): Chesbrough, Henry W.; Loia, Jason D. Publication Date: 07/03/2000 Revision Date: 02/12/2001 Product Type: Case (Field) Product Description: AlphaWorks has catalyzed IBM researchers and offered them a new path to take technology to market. With success, though, comes new organizational challenges. Should John Wolpert extend alphaWorks to all IBM labs, refocus, or shut down its operations? HBS Number: 9-601-001 Geographic Setting: CaliforniaIndustry Setting: computersCompany Size: Fortune 500Number of Employees: 100,000Gross Revenues: $40 billion revenues Event Year Start: 1996Event Year End: 1999 Subjects: Computer industry; Internet; Research & development; Technology Academic Discipline: Operations management    Altoona Corp.: Computer Products Division   Add   View  17 pp.  Case Hayes, Robert H.; Bohn, Roger E. A relatively small manufacturer of computer memory disks has achieved a major market position through the use of its statistical quality control (SQC) program. It is now expanding the production of a new line of disks and is encountering problems getting the process yield to improve as rapidly as it has with previous products. Invites the student to grapple with such issues as: 1) What can the plant manager do to eliminate the apparent "stickiness" in the yield? 2) What changes should be made in the way the SQC program is managed? and 3) Is an SQC program ultimately viable in an industry which is changing (products and processes) so rapidly? HBS Number: 9-688-010 Type: Case (Field) Publication Date: 7/31/1987 Geographic Setting: New England Industry Setting: computer memory disks Company Size: small Gross Revenues: $60 million assets Event Year Start: 1983 Event Year End: 1983 Subjects: High technology products; Operations management; Plant management; Product introduction; Quality control    Amagansett Funds (A)   Add   View  7 pp.  Case Author(s): McAfee, Andrew P. Publication Date: 07/07/2005 Revision Date: 08/30/2006 Product Type: Case (Gen Exp) HBS Number: 9-606-005 Geographic Setting: Boston, MA Industry Setting: Financial services Number of Employees: 300 Gross Revenues: $400 million revenues Event Year Start: 2003 Event Year End: 2003 Subjects: Customer relationship management; Information management; Information technology; Marketing information systems; Mutual funds; Sales agents Academic Discipline: Operations management Supplementary Materials: Supplement (Gen Exp), (9-606-006), 2p, by Andrew P. McAfee; Supplement (Gen Exp), (9-606-007), 3p, by Andrew P. McAfee; Supplement (Gen Exp), (9-606-008), 1p, by Andrew P. McAfee Product Description: Amagansett Funds has had a troubled history with its customer relationship management (CRM) system. Sales agents feel that they derive no value from it and that it is a “tax on their jobs.” Amagansett is investigating whether CRM can be improved by making its data available wirelessly to Blackberry devices. These devices will also provide mobile phone and e-mail capability.    Amagansett Funds (A), (B), (C), & (D), Teaching Note   Add     18 pp.  Teaching Note Author(s): McAfee, Andrew Publication Date: 10/10/2007 Product Type: Teaching Note HBS Number: 5-608-019 Academic Discipline: Operations management Product Description: An abstract is not available for this product. Must be used with: (9-606-005) Amagansett Funds (A); (9-606-006) Amagansett Funds (B); (9-606-007) Amagansett Funds (C); (9-606-008) Amagansett Funds (D).    Amagansett Funds (B)   Add   View  2 pp.  Case Author(s): McAfee, Andrew P. Publication Date: 07/07/2005 Revision Date: 08/30/2006 Product Type: Supplement (Gen Exp) HBS Number: 9-606-006 Subjects: Customer relationship management; Information management; Information technology; Marketing information systems; Mutual funds; Sales agents Academic Discipline: Operations management Product Description: Supplements the (A) case. Must be used with: (9-606-005) Amagansett Funds (A).    Amagansett Funds (C)   Add   View  3 pp.  Case Author(s): McAfee, Andrew P. Publication Date: 07/07/2005 Revision Date: 07/20/2006 Product Type: Supplement (Gen Exp) HBS Number: 9-606-007 Subjects: Customer relationship management; Information management; Information technology; Marketing information systems; Mutual funds; Sales agents Academic Discipline: Operations management Product Description: Supplements the (A) case. Must be used with: (9-606-005) Amagansett Funds (A).    Amagansett Funds (D)   Add   View  1 pp.  Case Author(s): McAfee, Andrew P. Publication Date: 07/07/2005 Revision Date: 08/30/2006 Product Type: Supplement (Gen Exp) HBS Number: 9-606-008 Subjects: Customer relationship management; Information management; Information technology; Marketing information systems; Mutual funds; Sales agents Academic Discipline: Operations management Product Description: Supplements the (A) case. Must be used with: (9-606-005) Amagansett Funds (A).    Amango Project: Taking Online DVD Rental to Germany   Add   View  13 pp.  Case Author(s): Sachon, Marc Publication Date: 11/09/2004 Revision Date: 03/29/2006 Product Type: Case (Field) Publisher: IESE University of Navarra HBS Number: IES157 Geographic Setting: Germany Subjects: Customer satisfaction; Product life cycles; Supply chains Academic Discipline: Operations management Supplementary Materials: Teaching Note, (IES158), 23p, by Marc Sachon Product Description: Describes an innovative approach to online DVD rental pioneered by Netflix in a sector hampered by short life-cycle products (movies). The industry has a supply chain that is prone to misaligned incentives between echelons, resulting in product shortages and poor customer satisfaction. Amango hopes to import to Germany this business concept pioneered by Netflix. To be able to do so, the company must copy Netflix's operating system and manage to solve its working capital problem.    Amazon Web Services   Add   View  25 pp.  Case Author(s): Kind, Liz; Huckman, Robert S.; Pisano, Gary P. Publication Date: 10/20/2008 Product Type: Color Case HBS Number: 609048 Geographic Setting: Washington Industry Setting: Web services Number of Employees: 17,000 Gross Revenues: $17 billion Event Year Start: 2008 Event Year End: 2008 Subjects: Diversification; Growth strategy; Internet; Operations management; Strategy Academic Discipline: Operations management Product Description: Considers the development of Amazon Web Services (AWS), a division of Amazon.com, Inc., specializing in the provision of web-based storage and computing services to web developers. The case focuses on the issues facing Andy Jassy, the head of AWS, in 2008 as AWS faces increased competition from established technology giants, such as Google, Microsoft, and IBM. Students are asked to consider whether entry into web services by Amazon, which had established its brand in retail, represented a prudent move by the company. The case provides an opportunity to highlight the benefits of AWS' variable pricing for developers and to determine where overlaps exist between Amazon's core retailing business and AWS. Students are also provided with an opportunity to discuss operational diversification and its limits within the AWS context.    Amazon.com’s European Distribution Strategy   Add   View  28 pp.  Case Author(s): Hammond, Janice; Chiron, Claire Publication Date: 06/30/2005 Product Type: Case (Field) Product Description: Describes how Amazon's distribution system evolved from the company's inception. In 2003, Amazon Europe must decide how to reconfigure its distribution network in light of expected growth, products proliferation, and geographical expansion in Europe. Examines how characteristics of suppliers and customers differ across the markets Amazon serves in Europe. The protagonist must consider the degree of centralization appropriate for the European network, where inventory should be held, what fulfillment models should be used, and how to manage risks of supply disruption. HBS Number: 9-605-002 Geographic Setting: Europe Number of Employees: 7,500 Gross Revenues: $3.9 billion revenues Event Year Start: 2003 Event Year End: 2003 Subjects: Distribution; Expansion; Globalization; Inventory management; Order processing; Plant location; Supply chain; Warehousing Academic Discipline: Operations management    Amazon: Success, Survival or Suicide?   Add   View  27 pp.  Case Author(s): Horovitz, Jacques; Kumar, Nirmalya; Hilliard, Ursula Publication Date: 01/01/2000 Revision Date: 02/21/2003 Product Type: Case (Pub Mat) Publisher: IMD -- International Institute for Management Development Product Description: From July 1995 to July 2000, Jeff Bezos built Amazon.com into a $1.6 billion company that sold everything from books to power tools. Bezos's ultimate objective was to create the world's most customer-centric company, where customers can find and discover anything they want to buy online. The company sold over 18 million products to over 22 million customers; it was the 48th most recognized brand worldwide. Despite the company's success, Amazon had never generated a penny's profit. It had accumulated debt of over $2 billion and losses of $1.2 billion. Raises the question of the future of Amazon: Would it succeed now that it had reached what Bezos referred to as the tipping point, or was it a game of business suicide, where the company would eventually run out of money and financial supporters? HBS Number: IMD097 Geographic Setting: globalIndustry Setting: booksellers, retailGross Revenues: $1.6 billion revenues Event Year Start: 1994Event Year End: 2000 Subjects: Customer service; Electronic commerce; Future; Internet; Retailing; Success Academic Discipline: Operations management    AMD Dresden: Copy Inexactly!   Add   View  16 pp.  Case Author(s): Shih, Willy Publication Date: 08/05/2008 Revision Date: 04/29/2009 Product Type: Color Case HBS Number: 609004 Geographic Setting: Germany Industry Setting: Semiconductor industry Number of Employees: 16,000 Gross Revenues: $5 billion Event Year Start: 1995 Event Year End: 2007 Subjects: Collaboration; Cross cultural relations; Global business; Organizational behavior; Resource allocation; Strategy; Value creation Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-609-091), 9p, by Willy Shih Product Description: The establishment and growth of AMD's Dresden, Germany manufacturing site illustrates how processes develop in an organization, and how those processes get institutionalized into a unique culture. Located in the Free State of Saxony in the eastern part of Germany (the former GDR), AMD's investment in the region leverages a historic and rather unique skill base in engineering and the sciences, and catalyzes the rebirth and growth of one of the largest semiconductor clusters in Europe. Contrary to conventional wisdom in the semiconductor industry, the Dresden team only copied from its home corporate locations in the United States those processes and practices that it felt would work in Germany rather than follow a copy exactly strategy. Dresden becomes AMD's sole worldwide manufacturing location for microprocessors, but now the company is faced with the question of whether it can successfully transplant the highly successful culture to other global locations because of favorable investment incentives.    American Connector Co. (A)   Add   View  18 pp.  Case Author(s): Pisano, Gary P.; Rossi, Sharon Publication Date: 10/06/1992 Revision Date: 12/07/1992 Product Type: Case (Field) Product Description: American Connector Co. is forced to reexamine operations at its Sunnyvale plant when a Japanese competitor announces plans to build an ``ultimate'' plant in the United States. Case examines issues related to benchmarking a competitor's manufacturing capabilities and productivity. Allows students to compare two companies' manufacturing strategies and their implications for productivity and flexibility. HBS Number: 9-693-035 Geographic Setting: California and JapanIndustry Setting: electrical connectorsCompany Size: largeNumber of Employees: 396Gross Revenues: $800 million revenues Event Year Start: 1991Event Year End: 1991 Subjects: Competition; Electronics; Manufacturing strategy; Plant management; Productivity Academic Discipline: Operations management Supplementary Materials: Supplement (Field), (9-693-049), 2p, by Gary P. Pisano; Teaching Note, (5-695-014), 14p, by Gary P. Pisano   Add     14 pp.  Teaching Note For use with 9-693-035 HBS Number: 5-695-014 Subjects: Competition; Electronics; Manufacturing strategy; Plant management; Productivity    American Connector Co. (B)   Add   View  2 pp.  Case Author(s): Pisano, Gary P. Publication Date: 10/05/1992 Product Type: Supplement (Field) Product Description: Presents a plant manager's proposal to improve operations at American Connector Co. The plan attempts to imitate operations at DJC Corp., a successful Japanese competitor. Requires students to consider how changes in manufacturing impact productivity, flexibility, and overall strategy. Must be used with: (9-693-035) American Connector Co. (A). HBS Number: 9-693-049 Subjects: Competition; Electronics; Manufacturing strategy; Plant management; Productivity Academic Discipline: Operations management    American Outsourcing   Add   View  27 pp.  Case Author(s): Vietor, Richard H.K.; Veytsman, Alexander Publication Date: 04/14/2005 Revision Date: 02/02/2007 Product Type: Case (Library) HBS Number: 9-705-037 Geographic Setting: Asia; China; India; Mexico; United States Subjects: Employment; Exports; Imports; Labor markets; Outsourcing; Wages & salaries Academic Discipline: Operations management Product Description: Covers the phenomenon of outsourcing jobs from the United States. Reviews the evolution of Mexico's Maquiladoras, manufacturing special economic areas in China, and information technology and service-sourcing in India. Also reviews exports/imports, exchange rates, wages, and jobs. Considers major outsourcer General Electric's moves to these countries and its plans. Compares Mexico and China, and India and China, asking what the United States and GE should be doing.    Apparel Exports and the Indian Economy   Add   View  17 pp.  Case Author(s): Raman, Ananth Publication Date: 10/27/1995 Revision Date: 04/23/1997 Product Type: Case (Field) HBS Number: 9-696-065 Geographic Setting: India Industry Setting: Apparel industry Gross Revenues: $3 billion revenues Subjects: Apparel; Developing countries; Inventory management; Logistics; Suppliers; Supply chain Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-697-123), 12p, by Ananth Raman Product Description: Indian apparel exports are enjoying considerable success in the international markets. However, the future is uncertain owing to impending technological, regulatory, and market changes. This case explores the long lead times for sourcing apparel from India and provides situational context for students to explain this phenomenon.   Add     12 pp.  Teaching Note For use with 9-696-065 HBS Number: 5-697-123 Subjects: Clothing; Developing countries; India; Inventory management; Logistics; Suppliers; Supply chain    Apple Powerbook (A): Design Quality and Time to Market   Add   View  22 pp.  Case 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   Add     8 pp.  Teaching Note For use with 9-994-023 HBS Number: 5-995-017 Subjects: Computer industry; Corporate culture; Design management; Product design; Product development; Quality control; Silicon Valley; Test markets    Apple Powerbook (B): Leveraging Design in a Time-to-Market Environment   Add   View  4 pp.  Case Author(s): March, Artemis Publication Date: 01/01/1994 Product Type: Supplement (Field) Publisher: Design Management Institute Product Description: Explores the leveraging of ID resources. Must be used with: (9-994-023) Apple Powerbook (A): Design Quality and Time to Market. HBS Number: 9-994-024 Subjects: Computer industry; Corporate culture; Design management; Product design; Product development; Quality control; Test markets Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-995-017), 8p, by Artemis March   Add     8 pp.  Teaching Note For use with 9-994-024 HBS Number: 5-995-017 Subjects: Computer industry; Corporate culture; Design management; Product design; Product development; Quality control; Test markets    Applichem (A)   Add   View  14 pp.  Case Author(s): Flaherty, Marie-Therese Publication Date: 02/22/1985 Revision Date: 07/01/1986 Product Type: Case (Field) Product Description: Applichem has six plants in different countries making the same chemical product. The purpose of this case is to allow students to think about what costs are relevant to management in this process industry environment, about how to define a comparison of costs and productivity across plants, and about how it happens that plants in different parts of the world come to have quite different costs of producing the same product. Finally they can begin to think about what management might do to ensure that productivity improvements made at one plant would be routinely useful for other plants. HBS Number: 9-685-051 Geographic Setting: International Industry Setting: specialty chemicals Company Size: mid-size Gross Revenues: $75 million revenues Event Year Start: 1982 Event Year End: 1982 Subjects: Business conditions; Chemicals; Multinational corporations; Operations management; Plastics; Productivity Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-686-042), 24p, by Marie-Therese Flaherty   Add     22 pp.  Teaching Note For use with 9-685-051 HBS Number: 5-686-042 Subjects: Business conditions; Chemicals; Multinational corporations; Operations management; Plastics; Productivity    Applichem (A) (Abridged)   Add   View  13 pp.  Case Author(s): Hammond, Janice H.; Pisano, Gary P. Publication Date: 08/18/1993 Product Type: Case (Field) Product Description: Applichem manufactures the same chemical product in four plants, each of which is located in a different country. The company has completed a major study comparing the productivity and performance of these plants. Using the data from the study, students must decide which, if any, plants to close. The case requires students to think about the relevant metrics for comparing the performance of plants that operate very differently and in different countries. An important issue is the distinction between physical measures of productivity and financial measures of performance. Finally, the case allows students to think about what management might do to ensure that productivity improvements are shared across the plant network. HBS Number: 9-694-030 Geographic Setting: InternationalIndustry Setting: specialty chemicalsCompany Size: mid-sizeGross Revenues: $75 million revenues Event Year Start: 1982Event Year End: 1982 Subjects: Business conditions; Chemicals; Multinational corporations; Operations management; Performance measurement; Plastics; Productivity Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-696-017), 10p, by Gary P. Pisano   Add     10 pp.  Teaching Note For use with 9-694-030 HBS Number: 5-696-017 Subjects: Business conditions; Chemicals; Multinational corporations; Operations management; Performance measurement; Plastics; Productivity    Applied Materials   Add   View  32 pp.  Case Author(s): Wheelwright, Steven C. Publication Date: 03/19/1992 Product Type: Case (Field) Product Description: Describes three subsequent generations of product development effort at an equipment firm supplying the semiconductor industry. The firm is partway into the third generation development and must decide whether and how to accelerate product development to respond to competitive pressures. HBS Number: 9-692-078 Geographic Setting: CaliforniaIndustry Setting: semiconductor production equipment Event Year Start: 1986Event Year End: 1986 Subjects: Product design; Product development; Product introduction; Project management; Semiconductors; Silicon Valley Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-693-002), 18p, by Steven C. Wheelwright   Add     18 pp.  Teaching Note For use with 9-692-078 HBS Number: 5-693-002 Subjects: Product design; Product development; Product introduction; Project management; Semiconductors; Silicon Valley    Ascent Media Group (A)   Add   View  25 pp.  Case Author(s): Austin, Robert D.; Schifrin, Debra Publication Date: 03/05/2007 Product Type: Case (Field) HBS Number: 9-607-064 Geographic Setting: Santa Monica, CA Industry Setting: Media Gross Revenues: $700 million revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Creativity; Digital technology; Information technology; Innovation; Media; Organizational change; Television; Videos Academic Discipline: Operations management Supplementary Materials: Supplement (Field), (9-607-080), 6p, by Robert D. Austin Product Description: Ascent Media races to adapt to the changes resulting from increasing digitalization of its business, from creative post-production services to warehousing and repurposing of old media content. Raises issues of how technology interacts with creative processes and outcome possibilities, and also invites discussion of strategic and organizational questions raised by the very different business models of the company's different operating divisions.    Ascent Media Group (B)   Add   View  6 pp.  Case Author(s): Austin, Robert D. Publication Date: 03/05/2007 Product Type: Supplement (Field) HBS Number: 9-607-080 Subjects: Creativity; Digital technology; Information technology; Innovation; Media; Organizational change; Television; Videos Academic Discipline: Operations management Product Description: An abstract is not available for this product. Must be used with: (9-607-064) Ascent Media Group (A).    ASIMCO: The Alliance Brewing Group   Add   View  22 pp.  Case Gray, Ann E.; Gui, Jennifer Benqing ASIMCO is a direct investment fund with $350 million invested in 17 Chinese joint ventures in the brewing and auto components industries. The CEO must decide whether to invest in distribution to grow the brewing business or to invest in additional manufacturing joint ventures. This case describes the alternative routes to growing an operation in China, and the challenges involved. HBS Number: 9-698-011 Type: Case (Field) Publication Date: 11/24/1997 Revision Date: 5/12/1998 Geographic Setting: China Industry Setting: investment, brewing, auto components Gross Revenues: $50 million revenues Subjects: Automotive supplies; Beverages; China; Developing countries; Distribution; Growth strategy; International operations; Joint ventures; Manufacturing strategy Supplementary Materials: Teaching Note, (5-698-067), 8p, by Ann E. Gray   Add     8 pp.  Teaching Note For use with 9-698-011 HBS Number: 5-698-067 Subjects: Automotive supplies; Beverages; China; Developing countries; Distribution; Growth strategy; International operations; Joint ventures; Manufacturing strategy    Aspect Medical Systems   Add   View  25 pp.  Case Author(s): Bohmer, Richard; Atkins, Naomi Publication Date: 03/15/2000 Product Type: Case (Field) HBS Number: 9-600-076 Geographic Setting: Massachusetts Industry Setting: Health care industry Event Year Start: 1990 Event Year End: 1999 Subjects: Health care; Health organizations management; Learning; Management of professionals; Product design; Product development; Product management; Technology Academic Discipline: Operations management Product Description: Entrepreneur Nassib Chamoun has created an innovative anesthesiology device that monitors patients' consciousness levels during surgery. This case tracks how Chamoun and his executive team built the infrastructure of the company and actively managed the adoption process through product design and development, clinical trials, close work with regulatory agencies, selection of appropriate lead users, and active management of the learning process for the lead users. Now faced with a relatively unfavorable market and increasing competition, Chamoun must decide how to increase current and future adoption of the monitor. Three options are presented: contracting for OEM deals with large, well-established distributors; expanding the range of services offered to include other aspects of the perioperative process; and exploring the use of the monitor in other clinical areas such as Alzheimer's. May be used with: (9-600-020) Heartport, Inc.    AstraZeneca, Prilosec, and Nexium: Marketing Challenges in the Launch of a Second-Generation Drug   Add   View  20 pp.  Case Author(s): Conley, James G.; Wolcott, Robert C.; Wong, Eric Publication Date: 01/01/2006 Product Type: Case (Field) HBS Number: KEL336 Industry Setting: Pharmaceutical industry Subjects: Competition; Global business; Market positioning; Marketing campaigns; New product marketing; Pricing; Process life cycle; Product positioning Academic Discipline: Operations management Product Description: Tom McKillop, CEO of AstraZeneca, faced the classic quandary of large pharmaceutical firms. The firm's patent for Prilosec (active ingredient omeprazole) was expiring. Severe cost-based competition from generic drug manufacturers was inevitable. Patent expirations were nothing new for the US$15.8 billion in revenues drug firm, but Prilosec was the firm's most successful drug franchise, with global sales of US$6.2 billion. How could the company innovate its way around the generic cost-based competition and avoid the drop in revenues associated with generic drug market entry? AstraZeneca had other follow-on drugs in the pipeline — namely Nexium, an improvement on the original Prilosec molecule. Additionally, the company had the opportunity to introduce its own version of generic omeprazole, hence becoming the first mover in the generic segment, and/or introduce an OTC version of omeprazole that might tap into other markets. Ideally, AstraZeneca would like to move brand-loyal Prilosec customers to Nexium. In this market, direct-to-consumer advertising has remarkable efficacy. Classical marketing challenges of pricing and promotion need to be resolved for the Nexium launch as well as possible product and place challenges for the generic or OTC opportunity. Which combination of marketing options will allow the firm to best sustain the value of the original omeprazole innovation?    AT&T’s Transmission Systems Business Unit (A), (B), and (C), Teaching Note   Add     17 pp.  Teaching Note Author(s): Oliva, Rogelio Publication Date: 06/23/2004 Product Type: Teaching Note HBS Number: 5-604-102 Academic Discipline: Operations management Product Description: Teaching Note to (9-604-098), (9-604-099), and (9-604-100). Must be used with: (9-604-098) AT&T's Transmission Systems Business Unit (A); (9-604-099) AT&T's Transmission Systems Business Unit (B); (9-604-100) AT&T's Transmission Systems Business Unit (C).    Australia Post: Towards the Online Economy with netPOS   Add   View  20 pp.  Case Author(s): Scheepers, Rens; Viola, Peter; Ng, Pauline; Farhoomand, Ali Publication Date: 07/04/2003 Product Type: Case (Field) Publisher: University of Hong Kong Product Description: Examines how the ``old economy'' of the traditional postal service has changed over time and how Australia Post is adapting to the many pressures that threaten its existence. With increasing adoption of e-mail as a means of communication, increased competition as a result of deregulation, and the strain of servicing a country with huge distances between inhabited locations and low population density, Australia Post needed to find a solution that would ensure the long-term viability of its business. The retail sector, with its 4,000-plus post office outlets, processed many different types of across-the-counter financial transactions, including banking transactions and utility payments. A project team was established to address the fundamental issue of how to structure the IT infrastructure to enable retail outlets to generate future revenue flows for Post. However, having established the Internet-based infrastructure to connect the extensive chain of retail outlets, the question was whether this new infrastructure would successfully entice third parties to buy into the model. HBS Number: HKU265 Geographic Setting: Australia Event Year Start: 2000 Event Year End: 2003 Subjects: Australia; Business conditions; Business models; Electronic commerce; Information technology; Project management; Strategy formulation Academic Discipline: Operations management Supplementary Materials: Teaching Note, (HKU266), 7p, by Rens Scheepers, Peter Viola, Pauline Ng, Ali Farhoomand (Sales restricted to North America.)   Add     7 pp.  Teaching Note For use with HKU265 HBS Number: HKU266 Subjects: Australia; Business conditions; Business models; Electronic commerce; Information technology; Project management; Strategy formulation    Australian Motors Ltd.   Add   View  19 pp.  Case Author(s): Moore, Jeffrey H. Publication Date: 08/01/1998 Product Type: Case (Field) Publisher: Stanford University Product Description: Australian Motors is trying for the second time to implement a linear programming model to schedule replacements for its fleet of trucks. This case focuses on product management, staffing, data collection, divisional coordination, and staff versus line considerations rather than the linear programming model itself. HBS Number: OIT23 Geographic Setting: Australia Industry Setting: Car & truck rental industry Event Year Start: 1997 Event Year End: 1997 Subjects: Implementation; Information systems; Linear programming; Operations management; Project management; Quantitative analysis Academic Discipline: Operations management    Australian Paper Manufacturers (A)   Add   View  22 pp.  Case 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   Add     17 pp.  Teaching Note For use with 9-691-041 HBS Number: 5-692-026 Subjects: Australia; Environmental protection; Ethics; Manufacturing strategy; Operations management; Paper industry; Pollution; Technological change    Australian Paper Manufacturers (B)   Add   View  2 pp.  Case Author(s): Upton, David; Margolis, Joshua D. Publication Date: 12/07/1990 Revision Date: 12/13/1993 Product Type: Supplement (Field) Product Description: Describes events that occur after the decision point in Australian Paper Manufacturers (A). With these facts and more detailed market projections, this case intensifies the long-term financial, strategic, and ethical decisions confronting the invader. Must be used with: (9-691-041) Australian Paper Manufacturers (A). HBS Number: 9-691-043 Subjects: Australia; Environmental protection; Ethics; Manufacturing strategy; Operations management; Paper industry; Pollution; Technological change Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-692-026), 17p, by David Upton   Add     17 pp.  Teaching Note For use with 9-691-043 HBS Number: 5-692-026 Subjects: Australia; Environmental protection; Ethics; Manufacturing strategy; Operations management; Paper industry; Pollution; Technological change    AvantGo   Add   View  19 pp.  Case Author(s): MacCormack, Alan; Herman, Kerry Publication Date: 04/13/2001 Revision Date: 11/07/2001 Product Type: Case (Field) Product Description: Richard Owen, CEO of AvantGo, is preparing for a meeting in which he will set the human resource policy for the firm going forward. It has been three months since the company's IPO, and given the tremendous cramp in hiring over the six months prior to the IPO, he knows that this meeting will set the expectations for the many annual evaluations that will follow. Uppermost in his mind is the decision over whether to implement a "forced-curve" grading scheme, and the implications of this decision on staff perceptions and notification. Teaching Purpose: To illustrate the challenges of a rapidly growing new technology venture, specifically with regard to the hiring, retention, and firing of new employees. Also examines the process of building a senior management team, including the decision of when to replace a CEO, how to do it, and with whom. HBS Number: 9-601-095 Geographic Setting: Silicon Valley, CAIndustry Setting: high technology/wireless/mobileNumber of Employees: 310 Event Year Start: 1998Event Year End: 2000 Subjects: Entrepreneurial management; Incentives; Performance appraisal; Software; Telecommunications Academic Discipline: Operations management    Aviation Spare Parts Supply Chain Management Optimisation at Cathay Pacific Airways Limited   Add   View  18 pp.  Case Author(s): Yen, Benjamin; Lee, Karen; Pelosi, Jonathan Publication Date: 02/24/2009 Product Type: Case (Field) Publisher: University of Hong Kong HBS Number: HKU820 Geographic Setting: China; Hong Kong Industry Setting: Aircraft industry; Transportation industry Subjects: Logistics; Outsourcing; Purchasing; Sourcing; Suppliers; Supply chain management Academic Discipline: Operations management Supplementary Materials: Teaching Note, (HKU823), 10p, by Benjamin Yen, Karen Lee, Jonathan Pelosi Product Description: Supply chain management of aviation spare parts is characterized by stringent regulations, tight turnaround and lead time, large numbers and expensive parts. Managing spare parts in the aviation industry, thus, has always been a challenge for all airline operators, and Cathay Pacific is no exception. Spare parts operations at Cathay Pacific covered procurement, inventory management, repair management and logistics management. Cathay Pacific handles all procurement and inventory management in-house whilst third party logistics service providers are employed for repair and logistics management. In this case, the student is asked to examine various alternatives to optimize the supply chain management and instigate process improvement of aviation spare parts operations at Cathay Pacific.    Aviation Spare Parts Supply Chain Management Optimisation at Cathay Pacific Airways Limited, Teaching Note   Add     10 pp.  Teaching Note Author(s): Yen, Benjamin; Lee, Karen; Pelosi, Jonathan Publication Date: 02/24/2009 Product Type: Teaching Note Publisher: University of Hong Kong HBS Number: HKU823 Academic Discipline: Operations management Product Description: Teaching Note for [HKU820]. Must be used with: (HKU820) Aviation Spare Parts Supply Chain Management Optimisation at Cathay Pacific Airways Limited.    BancZero New Product Development   Add   View  20 pp.  Case Iansiti, Marco; Moel, Alberto The Mexico city office of a large U.S. bank is asked by clients to develop currency swaps, a derivative financial product. This case deals with the new product development process in financial services, and the problems and issues that are raised in product development in a volatile environment. Teaching Purpose: To study the effect of an established product development policy in a new, uncertain environment. HBS Number: 9-697-044 Type: Case (Field) Publication Date: 11/15/1996 Revision Date: 9/18/1997 Geographic Setting: Mexico Industry Setting: financial services Number of Employees: 10,000 Gross Revenues: $60 billion revenues Event Year Start: 1995 Event Year End: 1995 Subjects: Banking; Financial services; Mexico; Product development Supplementary Materials: Teaching Note, (5-697-114), 15p, by Marco Iansiti   Add     15 pp.  Teaching Note For use with 9-697-044 HBS Number: 5-697-114 Subjects: Banking; Financial services; Mexico; Product development    Bang & Olufsen: Design Driven Innovation   Add   View  24 pp.  Case Author(s): Beyersdorfer, Daniela; Austin, Robert D. Publication Date: 09/01/2006 Revision Date: 09/05/2007 Product Type: Case (Field) HBS Number: 9-607-016 Geographic Setting: Denmark; Global Industry Setting: Consumer electronics Number of Employees: 2,300 Gross Revenues: $600 million revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Change management; Creativity; Design; Innovation; Management of professionals; Product design; Product development; Product differentiation Academic Discipline: Operations management Product Description: A successful company, recognized worldwide for exquisite design of consumer electronics products, strives to better integrate software design into its traditional physical product design processes to meet the demands of a post-iPod world. Details the Bang & Olufsen “design driven innovation” process, that works very differently than many companies' product development processes, but allows this company to produce very high profit margin products that retain their margins for a very long time in an industry in which products come and go very quickly. The case helps students understand processes and practices that support the creation of highly differentiated products. It also deals with issues of change in an already successful context, and of managing highly creative staff who are vital to a company's business model.    Bang & Olufsen: Design Driven Innovation, Teaching Note   Add     7 pp.  Teaching Note Author(s): Austin, Robert D. Publication Date: 06/10/2009 Product Type: Teaching Note HBS Number: 5-609-110 Academic Discipline: Operations management Product Description: Teaching Note for [607-016]. Must be used with: (607016) Bang & Olufsen: Design Driven Innovation.    Bank of America (A)   Add   View  21 pp.  Case Author(s): Thomke, Stefan; Nimgade, Ashok Publication Date: 09/17/2002 Revision Date: 10/28/2002 Product Type: Case (Field) Product Description: Describes how Bank of America is creating a system for product and service innovation in its retail banking business. Emphasis is placed on the role of experimentation in some two-dozen real-life “laboratories'' that serve as fully operating banking branches and as sites for testing new ideas and concepts. Focuses on: 1) how learning from experimentation can be maximized; 2) incentive and reward systems that motivate employees to experiment in “life'' environments; and 3) the challenges of managing innovation in an industry that eschews risks, failure, and change. HBS Number: 9-603-022 Geographic Setting: United States Industry Setting: banking Number of Employees: 140,000 Gross Revenues: $20 billion revenues Event Year Start: 2002 Event Year End: 2002 Subjects: Banking; Financial services; Innovation; Operations management; Organizational change; Product development; Risk management; Service management Academic Discipline: Operations management Supplementary Materials: Supplement (Field), (9-603-023), 1p, by Stefan Thomke, Ashok Nimgade; Teaching Note, (5-603-086), 16p, by Stefan Thomke   Add     16 pp.  Teaching Note For use with 9-603-022 HBS Number: 5-603-086 Subjects: Banking; Financial services; Innovation; Operations management; Organizational change; Product development; Risk management; Service management    Bank of America (B)   Add   View  1 pp.  Case Author(s): Thomke, Stefan; Nimgade, Ashok Publication Date: 09/17/2002 Revision Date: 10/28/2002 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-603-022) Bank of America (A). HBS Number: 9-603-023 Subjects: Banking; Financial services; Innovation; Operations management; Organizational change; Product development; Risk management; Service management Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-603-086), 16p, by Stefan Thomke   Add     16 pp.  Teaching Note For use with 9-603-023 HBS Number: 5-603-086 Subjects: Banking; Financial services; Innovation; Operations management; Organizational change; Product development; Risk management; Service management    Barilla SpA (A)   Added   View  21 pp.  Case 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.   Add     22 pp.  Teaching Note For use with 9-694-046 HBS Number: 5-695-063 Subjects: Distribution planning; Italy; Logistics; Order processing; Supermarkets; Suppliers    Barilla SpA (A)   Add   View  21 pp.  Case Author(s): Hammond, Janice H. Publication Date: 05/17/1994 Revision Date: 03/25/2008 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 694046 Geographic Setting: Italy Number of Employees: 7,000 Gross Revenue: $2 billion revenues Event Year Start: 1990 Event Year End: 1990 Subjects: Order processing; Distribution planning; Logistics; Suppliers Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (695063), 22p, by Janice H. Hammond; Supplement, (695064), 2p, by Janice H. Hammond; Supplement, (695065), 8p, by Janice H. Hammond; Supplement, (695066), 4p, 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.    Barilla SpA (B)   Add   View  2 pp.  Case Author(s): Hammond, Janice H. Publication Date: 06/26/1995 Revision Date: 07/27/2006 Product Type: Supplement (Field) HBS Number: 9-695-064 Geographic Setting: Italy Industry Setting: Supermarkets Subjects: Distribution planning; Logistics; Order processing; Supermarkets; Suppliers Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-695-063), 22p, by Janice H. Hammond Product Description: Supplements the (A) case. Must be used with: (9-694-046) Barilla SpA (A).   Add     22 pp.  Teaching Note For use with 9-695-064 HBS Number: 5-695-063 Subjects: Distribution planning; Italy; Logistics; Order processing; Supermarkets; Suppliers    Barilla SpA (C)   Add   View  7 pp.  Case Author(s): Hammond, Janice H. Publication Date: 06/26/1995 Revision Date: 07/27/2006 Product Type: Supplement (Field) HBS Number: 9-695-065 Geographic Setting: Italy Industry Setting: Supermarkets Subjects: Distribution planning; Logistics; Order processing; Supermarkets; Suppliers Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-695-063), 22p, by Janice H. Hammond Product Description: Supplements the (A) case. Must be used with: (9-694-046) Barilla SpA (A).   Add     22 pp.  Teaching Note For use with 9-695-065 HBS Number: 5-695-063 Subjects: Distribution planning; Italy; Logistics; Order processing; Supermarkets; Suppliers    Barilla SpA (D): JITD Problem Resolution   Add   View  4 pp.  Case Author(s): Hammond, Janice H. Publication Date: 06/26/1995 Revision Date: 07/27/2006 Product Type: Supplement (Field) HBS Number: 9-695-066 Geographic Setting: Italy Industry Setting: Supermarkets Subjects: Distribution planning; Logistics; Order processing; Supermarkets; Suppliers Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-695-063), 22p, by Janice H. Hammond Product Description: Supplements the (A) case. Must be used with: (9-694-046) Barilla SpA (A).   Add     22 pp.  Teaching Note For use with 9-695-066 HBS Number: 5-695-063 Subjects: Distribution planning; Italy; Logistics; Order processing; Supermarkets; Suppliers    Barry Riceman at NetD (A) and (B), Teaching Note   Add     16 pp.  Teaching Note Author(s): Fleming, Lee; Marx, Matt Publication Date: 03/27/2007 Product Type: Teaching Note HBS Number: 5-607-107 Academic Discipline: Operations management Product Description: An abstract is not available for this product. Must be used with: (9-606-090) Barry Riceman at NetD (A); (9-606-151) Barry Riceman at NetD (B).    Barry Riceman at NetD (B)   Add   View  5 pp.  Case Author(s): Fleming, Lee; Marx, Matt Publication Date: 06/08/2006 Revision Date: 02/15/2007 Product Type: Supplement (Gen Exp) HBS Number: 9-606-151 Subjects: Commercialization; Creativity; Employee problems; Intellectual property; Inventions; Knowledge transfer; Noncompete agreements; R&D; Software Academic Discipline: Operations management Product Description: An abstract is not available for this product. Must be used with: (9-606-090) Barry Riceman at NetD (A).    Barry Riceman at NetDetector   Added   View  10 pp.  Case Author(s): Fleming, Lee; Marx, Matt Publication Date: 02/02/2006 Revision Date: 02/15/2007 Product Type: Case (Gen Exp) HBS Number: 9-606-090 Geographic Setting: United States Industry Setting: Computer security; Internet & online services industries Subjects: Commercialization; Creativity; Employee problems; Intellectual property; Inventions; Knowledge transfer; Noncompete agreements; R&D; Software Academic Discipline: Operations management Supplementary Materials: Supplement (Gen Exp), (9-606-151), 4p, by Lee Fleming, Matt Marx Product Description: Brandon Fogg must solve two seemingly unrelated problems in his management of creative R&D professionals. First, despite having hired brilliant research professionals, his firm is having problems commercializing their ideas. Second, his most brilliant engineer has invented a breakthrough, but refuses to assign the intellectual property to the firm, despite having agreed to do so in his employment contract. Fogg must choose from a variety of options, including prosecution of a noncompete agreement.    Basic Techniques for the Analysis of Customer Information Using Excel: A Step-by-Step Approach   Add   View  42 pp.  Case Author(s): Martinez-Jerez, F. Asis Publication Date: 05/18/2007 Product Type: Note HBS Number: 9-107-073 Subjects: Conditions; Customer & client analysis; Data analysis; Data bases; Data management; Metadata; Regression analysis Academic Discipline: Operations management Product Description: Provides a set of easy, step-by-step guides for some analytical techniques that are useful in the analysis of cases discussed in the course “Competing and Winning Through Customer Information”(CWCI). The instructions that follow use datasets from three of the cases in this course: Slots, Tables, and All That Jazz: Managing Customer Profitability at the MGM Grand Hotel; MercadoLibre.com; and Bancaja: Developing Customer Intelligence (A). These datasets are available upon request from the author.    Basic Techniques for the Analysis of Customer Information Using Excel: A Step-by-Step Approach   Add   View  42 pp.  Case Author(s): Martinez-Jerez, F. Asis Publication Date: 05/18/2007 Revision Date: 03/04/2008 Product Type: Note HBS Number: 107073 Subjects: Analytics; Customer & client analysis; Data analysis; Data bases; Data management Academic Discipline: Operations management Product Description: Provides a set of easy, step-by-step guides for some analytical techniques that are useful in the analysis of cases discussed in the course “Competing and Winning Through Customer Information”(CWCI). The instructions that follow use datasets from three of the cases in this course: Slots, Tables, and All That Jazz: Managing Customer Profitability at the MGM Grand Hotel; MercadoLibre.com; and Bancaja: Developing Customer Intelligence (A). These datasets are available upon request from the author.    BAT Case: Putting Tech Support on the Fast Track   Add   View  7 pp.  Case Author(s): Lariviere, Martin A. Publication Date: 01/01/2007 Product Type: Case (Field) HBS Number: KEL272 Geographic Setting: United States; Wisconsin Industry Setting: Call center; Software industry Subjects: Call centers; Economies of scale; Marketing; Operations; Pricing; Service providers Academic Discipline: Operations management Supplementary Materials: Teaching Note, (KEL273), 9p, by Martin A. Lariviere Product Description: Bruce-Alfred Technologies (BAT) has built a successful business selling packaged software. Its marketing has long promised free technical support to all customers, a key point of differentiation from BAT's competitors. However, the call center providing tech support is now in crisis. Wait times for callers are unacceptably high, leading to low customer satisfaction and negative press. BAT managers are evaluating the Fast Track Proposal, which would create two classes of calls. Fast Track calls would be promised a one-minute wait but pay for service. Standard calls would still be free but be given lower priority and have no wait time guarantee. Considers both the operational impact of this change and the strategic considerations of backing away from free tech support.    Bayside Controls, Inc.   Add   View  25 pp.  Case Bowen, H. Kent; Kochman, Jennifer; Ryckebusch, Sylvie Two recent MBA graduates acquire a small and ailing metal machining company that had manufactured small aerospace components. Through clever application of state-of-the-art manufacturing, engineering, and marketing/sales concepts, they turned the company into a growing and profitable business. The owners must now decide what new business opportunities to undertake given that they have achieved market share leadership in their niche. Teaching Purpose: The multitasks and new multiple roles that leaders in small businesses must execute are the focus of this case--while small, the co-owners can dominate. As the firm grows, developing people and organizational capabilities is more and more the role of the leaders. HBS Number: 9-697-004 Type: Case (Field) Publication Date: 7/12/1996 Geographic Setting: Port Washington, NY Industry Setting: gearhead manufacturer Number of Employees: 75 Gross Revenues: $20 million revenues Event Year Start: 1996 Event Year End: 1996 Subjects: Growth management; Machinery; Manufacturing   Add     14 pp.  Teaching Note Author(s): Matis, Marilyn; Purrington, Courtney; Spear, Steven Publication Date: 03/02/2004 Product Type: Teaching Note Product Description: Teaching Note to (9-697-004). Must be used with: (9-697-004) Bayside Controls, Inc. HBS Number: 5-604-068 >Academic Discipline: Operations management    Beer Game: Board Version   Add   View  9 pp.  Case Author(s): Hammond, Janice H. Publication Date: 06/13/1994 Revision Date: 10/27/1999 Product Type: Note Product Description: The beer game is an exercise that demonstrates supply channel dynamics. Simulates the flow of material and information in a simplified channel of beer production and distribution, focusing on the linkages among a beer manufacturer, its distributors, a wholesaler, and a retailer. Students are organized into teams of four, each assigned to place orders and manage inventory for one firm in the channel. In this simplified channel, orders are the only information allowed to flow among channel participants. Despite the simplicity of the simulation, most teams find it extremely difficult to keep inventory and stockout costs low. The instructor can work with students to understand the nature of the problems they experience, identify the causes, and discuss possible remedies. The 90-minute exercise is played on game boards that are available from the Systems Dynamics Society (518-442-3865). May be used with: (5-603-100) The Beer Game Exercise: Administration. HBS Number: 9-694-104 Subjects: Demand analysis; Distribution channels; Forecasting; Inventory management; Order processing; Supply chain Academic Discipline: Operations management    Benetton (A)   Add   View  23 pp.  Case Author(s): Heskett, James L.; Signorelli, Sergio Publication Date: 09/13/1984 Revision Date: 02/06/1989 Product Type: Case (Field) HBS Number: 9-685-014 Geographic Setting: Italy; United States Industry Setting: Apparel industry; Retail industry Company Size: large Gross Revenues: $400 million sales Event Year Start: 1982 Event Year End: 1982 Subjects: Apparel; International marketing; Logistics; Manufacturing; Marketing strategy; Production planning Academic Discipline: Operations management Supplementary Materials: Case Video, (886510), 15 min, by James L. Heskett, Marilyn Heskett; Case Video, DVD, (498503), 11 min, by M. Diane Burton, Katherine Lawrence; Case Video, (498501), 11 min, by M. Diane Burton, Katherine Lawrence; Case Video, DVD, (886534), 15 min, by James L. Heskett, Marilyn Heskett; Case Video, Streaming, (1-275-7), 15 min, by James L. Heskett, Marilyn Heskett; Teaching Note, (686019), 16p, by James L. Heskett Product Description: The world's largest manufacturer of woolen outerwear garments seeks to extend its retailing network to the United States from its base in Europe. A number of issues concerning marketing, manufacturing, and logistics strategy are raised by the proposed move along with specific questions about how the move should be managed. The case describes a well-thought-out, functionally integrated strategy for Europe in a way that allows assessment of its applicability for a proposed U.S. effort. May be used with: (9-685-020) Benetton (B).   Add     16 pp.  Teaching Note For use with 9-685-014 HBS Number: 5-686-019 Subjects: Clothing; International marketing; Italy; Logistics; Manufacturing; Marketing strategy; Production planning; Retailing

Benetton (B)   Add   View  22 pp.  Case Author(s): Heskett, James L.; Signorelli, Sergio Publication Date: 06/18/1985 Revision Date: 04/26/1989 Product Type: Case (Field) HBS Number: 9-685-020 Geographic Setting: Italy Industry Setting: Apparel industry Company Size: large Gross Revenues: $350 million sales Event Year Start: 1985 Event Year End: 1985 Subjects: Apparel; International marketing; Logistics; Manufacturing; Marketing strategy; Production planning Academic Discipline: Operations management Supplementary Materials: Case Video, (886510), 15 min, by James L. Heskett, Marilyn Heskett; Teaching Note, (686122), 10p, by James L. Heskett Product Description: The managing director of Benetton is faced with several issues concerning the adequacy of the company's organization to capitalize on the early success it has achieved in an important foreign market, the United States. Specifically, the case raises questions about whether Benetton should alter its strategy and form a U.S. subsidiary, the responsibilities that managers in such a subsidiary should hold, and other organizational changes that should be made at the company's Italian headquarters to accommodate such actions. In addition, it focuses on the management of the transition from an entrepreneurial to a professionally-managed stage of a company's development. May be used with: (9-685-014) Benetton (A).   Add     10 pp.  Teaching Note For use with 9-685-020 HBS Number: 5-686-122 Subjects: Clothing; International marketing; Italy; Logistics; Manufacturing; Marketing strategy; Production planning; Retailing    Big Bazaar   Add   View  23 pp.  Case Author(s): Raman, Ananth; Winig, Laura Publication Date: 04/28/2006 Product Type: Case (Field) HBS Number: 9-606-099 Geographic Setting: India Industry Setting: Retail industry; Retail store Gross Revenues: $249 million revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Competition; Growth; Retailing; Supply chain Academic Discipline: Operations management Supplementary Materials: Case Video, DVD, (9-606-711), 5 min, by Ananth Raman, Laura Winig; Case Video, (9-606-712), 5 min, by Ananth Raman, Laura Winig Product Description: Describes a high-growth Indian retailer, Pantaloon Retail (India) Ltd., and two of the company's formats — Big Bazaar and Food Bazaar. Challenges students to debate the company's concept, its strategic decision on how quickly it would like to grow, and some key decisions on its supply chain. At the time of the case (2006), small “mom-and-pop” stores still dominated Indian retailing, but that was changing rapidly because of the entry of “organized” retailers such as Pantaloon. Pantaloon's management faced some exciting opportunities as well as some potential competition from global retailers that were planning to enter the Indian market and large Indian business houses that were planning to establish retailing businesses.    BigEast Bank (A): Credit Card Approval   Add   View  5 pp.  Case Author(s): Frei, Frances X.; Campbell, Dennis Publication Date: 11/01/2001 Revision Date: 08/23/2005 Product Type: Case (Gen Exp) Product Description: BigEast is considering adopting a relationship-centric view in its credit card approval process. This would shift the bank's current practice of analyzing applications based on the merits of a single product to one where the customer's existing relationship is considered in the approval process. HBS Number: 9-602-098 Geographic Setting: Waltham, MA Industry Setting: Banking industry Event Year Start: 2001 Event Year End: 2001 Subjects: Banking; Service management Academic Discipline: Operations management    Biogen, Inc.: rBeta Interferon Manufacturing Process Development   Add   View  18 pp.  Case Wheelwright, Steven C. Biogen, Inc., a Cambridge, MA-based biotechnology company, is wrapping up a project to develop a new manufacturing process for a new drug product that will reposition the company from a purely research-oriented company to a fully integrated pharmaceutical manufacturing organization. Morris Rosenburg, a senior scientist at Biogen, has been asked to perform a major evaluation of the project in order to report on lessons learned as well as to make recommendations on how to improve project management moving forward. HBS Number: 9-696-083 Type: Case (Field) Publication Date: 1/29/1996 Geographic Setting: Cambridge, MA Industry Setting: biotechnology Gross Revenues: $135 million revenues Event Year Start: 1992 Event Year End: 1993 Subjects: Biotechnology; Product development; Production processes; Project management    Birman Industrial Products Corp.   Add   View  20 pp.  Case Hammond, Janice H. Concerns a product redesign decision for one of the company's most successful motor products, its rectified power, medium D-C motor, the RPM. A one-year redesign program has proposed a design that comes close to meeting its stated cost and performance goals, but at the expense of abandoning the unique square configuration that gave the RPM motor a technical lead over its competitors. The head of R&D wants to reject the proposal and go back to the drawing board for a three-month crash program. The case discusses Birman's approach to strategic planning as a company and the motor division's attempts to carry out technical planning in this context. It also covers the technical outlook for AC and DC motors. A rewritten version of an earlier case. HBS Number: 9-698-048 Type: Case (Field) Publication Date: 12/1/1997 Geographic Setting: Ohio Industry Setting: electric motors Event Year Start: 1984 Event Year End: 1991 Subjects: Forecasting; Machinery; Product design; Production planning; R&D; Technological change    Blanchard Importing and Distribution Co., Inc.   Add   View  11 pp.  Case 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   Add     12 pp.  Teaching Note For use with 9-673-033 HBS Number: 5-678-033 Subjects: Beverages; Inventory management; Order quantity; Production scheduling; Wholesaling    Blogs at Dresdner Kleinwort Wasserstein (A) and (B), Teaching Note   Add     27 pp.  Teaching Note Author(s): McAfee, Andrew Publication Date: 10/20/2006 Revision Date: 10/03/2007 Product Type: Teaching Note HBS Number: 5-607-037 Academic Discipline: Operations management Product Description: An abstract is not available for this product. Must be used with: (9-606-072) Blogs at Dresdner Kleinwort Wasserstein: (A); (9-606-073) Blogs at Dresdner Kleinwort Wasserstein: (B).    Blogs at Dresdner Kleinwort Wasserstein: (A)   Add   View  15 pp.  Case Author(s): McAfee, Andrew P.; Sjoman, Anders Publication Date: 01/16/2006 Revision Date: 11/07/2006 Product Type: Case (Field) HBS Number: 9-606-072 Geographic Setting: London; United Kingdom Industry Setting: Investment banking Event Year Start: 2005 Event Year End: 2005 Subjects: Blogs; Disclosure; Information management; Information technology; Internet; Management communication; Networks; Organizational learning; Regulations; Security; Software; Technology Academic Discipline: Operations management Supplementary Materials: Supplement (Field), (9-606-073), 1p, by Andrew P. McAfee; Teaching Note, (5-607-037), 22p, by Andrew P. McAfee Product Description: In May 2005, JP Rangaswami, the chief information officer at investment bank Dresdner Kleinwort Wasserstein (DrKW), wonders how to extend the bank's use of blogs. Corporations are now increasingly using these tools to diffuse news, opinions, and knowledge and improve collaboration. At DrKW, there are already over 300 internal blogs and Rangaswami now wants to encourage their internal spread. He has to make a compelling case for using blogs as well as make them easy to use. In addition, Rangaswami wants the bank to allow external blogs that others can view on the Internet. However, given the strict disclosure regulations that govern the bank's operations, Rangaswami wonders whether there are any safeguards that would help convince the bank's executive staff to allow external blogs.    Blogs at Dresdner Kleinwort Wasserstein: (B)   Add   View  1 pp.  Case Author(s): McAfee, Andrew P. Publication Date: 01/16/2006 Revision Date: 11/06/2006 Product Type: Supplement (Field) HBS Number: 9-606-073 Subjects: Blogs; Disclosure; Information management; Information technology; Internet; Management communication; Networks; Organizational learning; Regulations; Security; Software; Technology Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-607-037), 22p, by Andrew P. McAfee Product Description: An abstract is not available for this product. Must be used with: (9-606-072) Blogs at Dresdner Kleinwort Wasserstein: (A).    BMW AG: The Digital Auto Project (A)   Add   View  21 pp.  Case Author(s): Thomke, Stefan; Nimgade, Ashok Publication Date: 11/18/1998 Revision Date: 11/01/2001 Product Type: Case (Field) Product Description: Describes how the German automotive firm BMW is trying to reduce its development time by half with the aid of computer-aided technologies. To leverage these technologies fully in the very competitive automotive industry, BMW is faced with the challenge of changing its processes and organization, gradually building new development capabilities. This tension between the old and the new is played out in BMW's design area, which has historically been responsible for much of BMW's strategic product positioning. Focuses on: 1) managing automotive development, with an emphasis on exterior styling; 2) new computer-aided technologies and their potential impact on development performance; and 3) the organizational and process changes required to gradually build a firm's development capability. HBS Number: 9-699-044 Geographic Setting: Germany Industry Setting: automotive Number of Employees: 115,000 Gross Revenues: DM 50 billion revenues Event Year Start: 1997 Event Year End: 1997 Subjects: Automobile industry; CAD; CAE; Organizational change; Product design; Product development; Reengineering Academic Discipline: Operations management Supplementary Materials: Supplement (Field), (9-699-045), 3p, by Stefan Thomke, Ashok Nimgade; Case Video, (9-602-802), 15 min, by Stefan Thomke; Teaching Note, (5-603-117), 28p, by Stefan Thomke   Add     28 pp.  Teaching Note For use with 9-699-044 HBS Number: 5-603-117 Subjects: Automobile industry; CAD; CAE; Organizational change; Product design; Product development; Reengineering    BMW AG: The Digital Auto Project (B)   Add   View  3 pp.  Case Author(s): Thomke, Stefan; Nimgade, Ashok Publication Date: 11/19/1998 Revision Date: 11/19/2001 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-699-044) BMW AG: The Digital Auto Project (A). HBS Number: 9-699-045 Geographic Setting: Industry Setting: Subjects: Automobile industry; CAD; CAE; Organizational change; Product design; Product development; Reengineering Academic Discipline: Operations management Supplementary Materials: Case Video, (9-602-802), 15 min, by Stefan Thomke; Teaching Note, (5-603-117), 28p, by Stefan Thomke   Add     28 pp.  Teaching Note For use with 9-699-045 HBS Number: 5-603-117 Subjects: Automobile industry; CAD; CAE; Organizational change; Product design; Product development; Reengineering    BMW: The 7-Series Project (A)   Add   View  20 pp.  Case 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   Add     13 pp.  Teaching Note For use with 9-692-083 HBS Number: 5-692-094 Subjects: Automobiles; Germany; Manufacturing strategy; Product design; Product development; Prototypes; Quality control    BMW: The 7-Series Project (B)   Add   View  6 pp.  Case Author(s): Pisano, Gary P.; Rossi, Sharon Publication Date: 09/28/1994 Revision Date: 01/03/2002 Product Type: Supplement (Field) Product Description: Describes the decision made on the 7-Series project with respect to prototyping and its impact on quality. Must be used with: (9-692-083) BMW: The 7-Series Project (A). HBS Number: 9-695-013 Subjects: Automobiles; Germany; Manufacturing strategy; Product design; Product development; Prototypes; Quality control Academic Discipline: Operations management    Boat Building Exercise: Four Modes of Propulsion   Add   View  3 pp.  Case Author(s): Wheelwright, Steven; Herman, Kerry Publication Date: 05/25/2006 Product Type: Exercise HBS Number: 9-606-148 Industry Setting: Boating; Construction industry Subjects: Alternatives; Analysis; Process improvement Academic Discipline: Operations management Product Description: Describes alternative methods of propulsion (including steering) for small crafts (canoes, row boats, etc.) and the pros and cons of each. May be used with: (9-606-146) Building a Shed; (9-606-147) Improving Performance: Boat Building Exercise.    Boeing 767: From Concept to Production (A)   Add   View  19 pp.  Case Author(s): Garvin, David A.; Field, Lee C.; Simpson, Publication Date: 04/01/1988 Revision Date: 04/01/1991 Product Type: Case (Field) Product Description: Describes the evolution of the Boeing 767 from the conception of the project to the start of manufacturing. Shows how the company manages an enormously complex and risky project and introduces students to a variety of estimating and management tools. The decision issue involves the shift from three-person to two-person cockpits and whether rework should be done in-line (without removing planes from the flow of production) or off-line (after initial assembly has been completed). HBS Number: 9-688-040 Geographic Setting: Seattle, WA Industry Setting: airplane manufacturing Company Size: Fortune 500 Gross Revenues: $9 billion revenues Event Year Start: 1970 Event Year End: 1981 Subjects: Aircraft; Learning curves; Manufacturing; Operations management; Project management Academic Discipline: Operations management Supplementary Materials: Case Video, (9-888-519), 16 min, by David A. Garvin; Supplement (Field), (9-688-041), 1p, by David A. Garvin, Lee C. Field, Janet Simpson; Teaching Note, (9-689-027), 18p, by David A. Garvin    Boeing 767: From Concept to Production (B)   Add   View  1 pp.  Case Author(s): Garvin, David A.; Field, Lee C.; Simpson, Publication Date: 04/01/1988 Revision Date: 03/08/1991 Product Type: Supplement (Field) Product Description: Updates the (A) case to the present day. The issue facing students is whether Boeing's approach to managing new airplane programs must be modified to fit with this new environment. Must be used with: (9-688-040) Boeing 767: From Concept to Production (A). HBS Number: 9-688-041 Subjects: Aircraft; Learning curves; Manufacturing; Operations management; Project management Academic Discipline: Operations management Supplementary Materials: Teaching Note, (9-689-027), 18p, by David A. Garvin; Case Video, (9-888-519), 16 min, by David A. Garvin    Boeing 787: The Dreamliner   Add   View  18 pp.  Case Author(s): Nolan, Richard L.; Kotha, Suresh Publication Date: 04/22/2005 Revision Date: 06/21/2005 Product Type: Case (Compilation) Product Description: Boeing dominated the commercial airline manufacturing business since bringing out the first commercial airline jet airliner. But in 2005, it delivered fewer new planes than its fast-moving competitor, Airbus. Boeing responded by transforming its manufacturing business and introducing the first ``all-composite'' commercial airplane: the 787 (the Dreamliner). In addition to being a revolutionary new commercial airliner, the 787 attempts to change the large ``spoke-and-hubs'' airport operation to nonstop travel between many new ``city-pairs'' worldwide. HBS Number: 9-305-101 Geographic Setting: Global; United States Industry Setting: Aerospace industry Number of Employees: 60,000 Gross Revenues: $58 billion revenues Event Year Start: 2005 Event Year End: 2005 Subjects: Competitive strategy; Information technology; Manufacturing; Operations; Risk management; Strategy Academic Discipline: Operations management    Boeing Australia Ltd.: Assessing the Merits of Implementing a Sophisticated e-Pr   Add   View  15 pp.  Case Author(s): Farhoomand, Ali; Ashworth, Peta Publication Date: 08/01/2003 Product Type: Case (Field) Publisher: University of Hong Kong HBS Number: HKU271 Geographic Setting: Australia Event Year Start: 1999 Event Year End: 2002 Subjects: Aircraft; Electronic commerce; Information systems; Operations management; Process analysis; Purchasing; Suppliers Academic Discipline: Operations management Supplementary Materials: Teaching Note, (HKU272), 8p, by Ali Farhoomand, Peta Ashworth Product Description: Formed in late 1996, Boeing Australia Ltd. (BAL) was a relatively new company and a global extension of the U.S. firm, the Boeing Co. BAL developed capabilities in the areas of space and communications, site management, and the upgrade and maintenance of military aircraft and equipment. As BAL grew, so did the legacy information system it used for both internal communications and external dealings with customers. BAL, however, faced difficult decisions as it sought to upgrade its procurement systems and processes to improve operations. In early 1999, BAL recruited a new national procurement manager, Russell Menere, whose immediate task was to look for gains in productivity by improving procurement processes, either through cost savings or by reduced processing time. To meet this objective, Menere initiated a number of short-term improvements. These included the rationalization of a large number of BAL's suppliers, improving BAL's relationships with its key suppliers; the introduction of a credit-card purchasing system for low-value, large-volume consumables; and the adoption of electronic ordering processes with BAL's larger suppliers. In 2002, with new opportunities available through e-business technology, Menere needed to decide what BAL's next step should be. Should BAL invest in a new system that would simplify the procurement process across different div   Add     8 pp.  Teaching Note For use with HKU271 HBS Number: HKU272 Subjects: Aircraft; Electronic commerce; Information systems; Operations management; Process analysis; Purchasing; Suppliers    Boeing Co.: Moonshine Shop   Add   View  25 pp.  Case Author(s): Austin, Robert D.; Nolan, Richard L.; O'Donnell, Shannon Publication Date: 04/03/2007 Product Type: Case (Field) HBS Number: 9-607-130 Geographic Setting: Seattle, WA Industry Setting: Aerospace industry Number of Employees: 166,000 Gross Revenues: $54 billion revenues Event Year Start: 2006 Event Year End: 2006 Subjects: Creativity; Innovation; Inventory management; Operations management; Organizational change; Plant management; Process innovation Academic Discipline: Operations management Product Description: Describes how the “Moonshine Shop,” a group of plant-savvy creative generalists, are helping a great industrial company become more innovative. Chronicles the history of the Moonshine Shop, its successes and failures, and describes innovations they've helped put in place. The group routinely creates savings equal to multiples of their own budget through front-lines process innovation and support of staff on-the-floor.    Borders Group, Inc.   Add   View  17 pp.  Case Author(s): Raman, Ananth; Ton, Zeynep Publication Date: 08/01/2000 Revision Date: 02/19/2003 Product Type: Case (Field) HBS Number: 9-601-037 Industry Setting: Book publishing; Retail industry Number of Employees: 17,000 Gross Revenues: $3 billion revenues Event Year Start: 1999 Event Year End: 1999 Subjects: Electronic commerce; Internet; Inventory management; Operations management; Service management; Strategy implementation Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-606-144), 18p, by Ananth Raman, Zeynep Ton Product Description: Describes Borders Group, a well-known retail chain, in late 1999 and its traditional strengths and rapid growth in the 1990s. By 1990, however, the company had fallen behind Amazon.com and Barnes & Noble in leveraging the Internet for book retailing, although it potentially had an opportunity to be the leader in integrating the store with the Internet in a “bricks and clicks” model. Allows students to explore the opportunities and pitfalls in pursuing bricks and clicks. Highlights the need for excellence in store execution.    Bose Corp.: The JIT II Program (A)   Add   View  13 pp.  Case Author(s): Shapiro, Roy D.; Isaacson, Bruce Publication Date: 03/08/1994 Product Type: Case (Field) HBS Number: 9-694-001 Geographic Setting: United States Industry Setting: Electronics industry Gross Revenues: $720 million revenues Event Year Start: 1991 Event Year End: 1991 Subjects: Customer relations; Electronics; Sourcing; Suppliers Academic Discipline: Operations management Supplementary Materials: Supplement (Field), (9-694-002), 2p, by Roy D. Shapiro, Bruce Isaacson; Supplement (Field), (9-694-003), 2p, by Roy D. Shapiro, Bruce Isaacson; Supplement (Field), (9-694-004), 3p, by Roy D. Shapiro, Bruce Isaacson; Case Video, (695504), 9 min, by Bose Corp.; Teaching Note, (5-695-017), 12p, by Roy D. Shapiro, Bruce Isaacson Product Description: Bose Corp. is evaluating an unusual plan to manage relationships with vendors that supply components for Bose speakers. The company must decide: 1) which planning and ordering activities should be performed by Bose and which can be performed by vendors, 2) how much access vendors should have to Bose computer systems and facilities, and 3) how to adapt vendor relations as the company grows or as markets change. Students are asked to consider both the buyer's and the vendor's perspective on the buyer-seller relationship.   Add     12 pp.  Teaching Note For use with 9-694-001 HBS Number: 5-695-017 Subjects: Customer relations; Electronics; Purchasing; Sourcing; Suppliers    Bose Corp.: The JIT II Program (B)   Add   View  2 pp.  Case Author(s): Shapiro, Roy D.; Isaacson, Bruce Publication Date: 03/08/1994 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-694-001) Bose Corp.: The JIT II Program (A). HBS Number: 9-694-002 Subjects: Customer relations; Electronics; Purchasing; Sourcing; Suppliers Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-695-017), 12p, by Roy D. Shapiro, Bruce Isaacson; Case Video, (9-695-504), 9 min, by Bose Corp.   Add     12 pp.  Teaching Note For use with 9-694-002 HBS Number: 5-695-017 Subjects: Customer relations; Electronics; Purchasing; Sourcing; Suppliers    Bose Corp.: The JIT II Program (C)   Add   View  2 pp.  Case Author(s): Shapiro, Roy D.; Isaacson, Bruce Publication Date: 03/08/1994 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-694-001) Bose Corp.: The JIT II Program (A). HBS Number: 9-694-003 Subjects: Customer relations; Electronics; Purchasing; Sourcing; Suppliers Academic Discipline: Operations management Supplementary Materials: Case Video, (9-695-504), 9 min, by Bose Corp.; Teaching Note, (5-695-017), 12p, by Roy D. Shapiro, Bruce Isaacson   Add     12 pp.  Teaching Note For use with 9-694-003 HBS Number: 5-695-017 Subjects: Customer relations; Electronics; Purchasing; Sourcing; Suppliers    Bose Corp.: The JIT II Program (D)   Add   View  3 pp.  Case Author(s): Shapiro, Roy D.; Isaacson, Bruce Publication Date: 03/08/1994 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-694-001) Bose Corp.: The JIT II Program (A). HBS Number: 9-694-004 Subjects: Customer relations; Customer relations; Electronics; Purchasing; Sourcing; Suppliers Academic Discipline: Operations management Supplementary Materials: Case Video, (9-695-504), 9 min, by Bose Corp.; Teaching Note, (5-695-017), 12p, by Roy D. Shapiro, Bruce Isaacson   Add     12 pp.  Teaching Note For use with 9-694-004 HBS Number: 5-695-017 Subjects: Customer relations; Customer relations; Electronics; Purchasing; Sourcing; Suppliers    BP’s Office of the Chief Technology Officer, Teaching Note   Add     17 pp.  Teaching Note Author(s): Lippitz, Michael J.; Wolcott, Robert C. Publication Date: 01/01/2007 Product Type: Teaching Note HBS Number: KEL367 Academic Discipline: Operations management Product Description: Teaching Note for [KEL366]. Must be used with: (KEL366) BP's Office of the Chief Technology Officer: Driving Open Innovation through an Advocate Team.    BP’s Office of the Chief Technology Officer: Driving Open Innovation through an Advocate Team   Add   View  14 pp.  Case Author(s): Lippitz, Michael J.; Wolcott, Robert C. Publication Date: 01/01/2007 Product Type: Case (Field) HBS Number: KEL366 Geographic Setting: United Kingdom; United States Subjects: Energy; Entrepreneurship; Global business; Innovation; Organizational behavior; Suppliers; Technology Academic Discipline: Operations management Supplementary Materials: Teaching Note, (KEL367), 17p, by Michael J. Lippitz, Robert C. Wolcott Product Description: The case describes the evolution between 1999 and 2005 of an unusual innovation team within the office of the Chief Information Officer of BP. The team leader, Vice President and Chief Technology Officer (CTO) Phiroz Darukhanavala (“Daru”), eschewed a large group and a venture budget in favor of a small, lean team intimately engaged with BP's business units. The case described several mechanisms created by the CTO office during its early evolution, aimed at expanding executives' appreciation of emerging technology capabilities, building a network of relationships through which emerging technologies are scouted and vetted, and providing structured mechanisms for technology transfer. In late 2005 the CIO's Advisory Group challenged the CTO office to “keep reinventing yourselves.” Students are asked to assume Daru's role and suggest new processes and structures to continue the evolution of the CTO office. The teaching note describes what the team actually did, and addresses questions raised at the end of the case.    Braun AG: The KF 40 Coffee Machine   Add   View  31 pp.  Case Freeze, Karen J. Examines the entire product development process at a premier German company, focusing on the role of design as a key player in interdisciplinary teams. Braun is embarking on a strategic shift from exclusively high-end products to products suitable for the upper end of the mass market. At an early stage in this process, the company must decide what kind of plastic material is appropriate for a new coffeemaker by analyzing the myriad of implications surrounding this decision. At stake is its reputation and corporate image as represented by its kitchen appliances. HBS Number: 9-990-001 Type: Case (Field) Publication Date: 1/1/1990 Geographic Setting: Europe & United States Industry Setting: household appliances Number of Employees: 7,700 Gross Revenues: $403.4 million revenues Event Year Start: 1983 Event Year End: 1983 Subjects: Appliances; Brands; Germany; Manufacturing strategy; Market entry; Plastics; Product design; Product lines Supplementary Materials: Supplement (Field), (9-992-033), 2p, by Karen J. Freeze; Teaching Note, (5-992-034), 3p, by Karen J. Freeze Publisher: Design Management Institute   Add     3 pp.  Teaching Note For use with 9-990-001 HBS Number: 5-992-034 Subjects: Appliances; Brands; Design management; Germany; Manufacturing strategy; Market entry; Plastics; Product design; Product lines    Braun AG: The KF 40 Coffee Machine, Epilogue   Add   View  2 pp.  Case Author(s): Freeze, Karen J. Publication Date: 01/01/1992 Product Type: Supplement (Field) Publisher: Design Management Institute Product Description: Describes the outcome of the project through 1991. Must be used with: (9-990-001) Braun AG: The KF 40 Coffee Machine. HBS Number: 9-992-033 Subjects: Appliances; Brands; Design management; Germany; Manufacturing strategy; Market entry; Plastics; Product design; Product lines Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-992-034), 3p, by Karen J. Freeze   Add     3 pp.  Teaching Note For use with 9-992-033 HBS Number: 5-992-034 Subjects: Appliances; Brands; Design management; Germany; Manufacturing strategy; Market entry; Plastics; Product design; Product lines    Bridges to Excellence: Bringing Quality Heath Care to Life   Add   View  24 pp.  Case Author(s): Bohmer, Richard; Galvin, Robert; Nembhard, Ingrid Publication Date: 09/15/2003 Revision Date: 01/20/2005 Product Type: Case (Library) Product Description: General Electric launched Bridges to Excellence Diabetes Care Link, a program through which enrolled physicians receive bonuses of up to 10% of their salary for delivering quality care to diabetic patients covered by a participating employer or health plan. A day later, the Wall Street Journal labeled the program a ``bribe.'' Explores this accusation and the assumption that purchasers and consumers must explicitly pay for quality in heath care. Also allows evaluation of a specific program from design (e.g., financial reward structure) to implementation (e.g., parties involved). The question of scalability arises, as does the criteria by which to judge success. Case readers decide whether this program provides the business care for quality in health care. Teaching Purpose: Looks at a pay-for-performance/quality program in health care. Asks students to evaluate the program, its scalability, and its ability to improve health care quality. Offers an opportunity to debate whether such programs and their financial incentives threaten medical professionalism. HBS Number: 9-604-030 Geographic Setting: ConnecticutIndustry Setting: technology, serviceNumber of Employees: 300,000Gross Revenues: $131.7 billion revenues Event Year Start: 2003Event Year End: 2003 Subjects: Conflict; Conflicts of interest; Ethics; Health care; Health services; Incentives; Management of professionals; Pay for performance; Project management; Quality control Academic Discipline: Operations management    Bridges to Excellence: Bringing Quality Heath Care to Life   Add   View  24 pp.  Case Author(s): Bohmer, Richard ; Bohmer, Richard ; Nembhard, Ingrid M.; Galvin, Robert Publication Date: 09/15/2003 Revision Date: 01/20/2005 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 604030 Geographic Setting: Connecticut Number of Employees: 300,000 Gross Revenue: $131.7 billion revenues Event Year Start: 2003 Event Year End: 2003 Subjects: Managing professionals; Project management; Ethics; Conflicts of interest; Incentives; Conflict; Quality control Academic Discipline: Operations management Product Description: General Electric launched Bridges to Excellence Diabetes Care Link, a program through which enrolled physicians receive bonuses of up to 10% of their salary for delivering quality care to diabetic patients covered by a participating employer or health plan. A day later, the Wall Street Journal labeled the program a “bribe.” The case explores this accusation and the assumption that purchasers and consumers must explicitly pay for quality in heath care. Also allows evaluation of a specific program from design (e.g., financial reward structure) to implementation (e.g., parties involved). The question of scalability arises, as does the criteria by which to judge success.    Bridging the Digital Divide: Indosat’s Drive for Broadband Penetration in Indonesia   Add   View  23 pp.  Case Author(s): Bose, Indranil; Joshi, Havovi Publication Date: 10/01/2008 Product Type: Case (Field) Publisher: University of Hong Kong HBS Number: HKU784 Geographic Setting: Indonesia Industry Setting: Internet & online services industries; Telecommunications industry Subjects: Comparative advantage; Competitive advantage; Emerging markets; Industry analysis; Internet; Wireless technologies Academic Discipline: Operations management Supplementary Materials: Teaching Note, (HKU785), 10p, by Indranil Bose, Havovi Joshi Product Description: This case discusses the concepts of broadband and its adoption in developing and developed countries around the world, specifically in Indonesia. The telecom sector in Indonesia had under-developed infrastructure, and been dominated by two monopolies, PT Telkom and PT Indosat (“Indosat”), for many decades until September 2000, when the government opened up the sector to competition. The market has subsequently become highly competitive. This case highlights the strategies proposed by Indosat to succeed in this market, with broadband penetration being identified as one of the primary revenue-generating and growth areas for 2008. As is the case with most developing countries where the fixed-line infrastructure is minimal, the plan is for broadband technology to evolve through wireless platforms. This case can be used to understand Indosat's proposed strategy to promote broadband, particularly wireless broadband, in Indonesia. It can also be used to discuss the general issues that emerge in providing telecom services in a developing country, particularly where a formerly government-owned monopoly player faces an increasingly competitive market. The case provides students an opportunity to discuss the best way to implement the company's proposed strategy, given its competitive advantages and the constraints imposed by the ext    Bridging the Digital Divide: Indosat’s Drive for Broadband Penetration in Indonesia, Teaching Note   Add     10 pp.  Teaching Note Author(s): Bose, Indranil; Joshi, Havovi Publication Date: 10/02/2008 Product Type: Teaching Note Publisher: University of Hong Kong HBS Number: HKU785 Academic Discipline: Operations management Product Description: Teaching Note for [HKU784]. Must be used with: (HKU784) Bridging the Digital Divide: Indosat's Drive for Broadband Penetration in Indonesia.    Brigham and Women’s Hospital: Shapiro Cardiovascular Center   Add   View  28 pp.  Case Author(s): Porter, Michael E.; Huckman, Robert S.; Friese, Jeremy L. Publication Date: 06/17/2008 Product Type: Color Case HBS Number: 9-608-175 Geographic Setting: Massachusetts; United States Industry Setting: Health services; Hospital industry Number of Employees: 12,000 Gross Revenues: $2.1 billion Event Year Start: 2007 Event Year End: 2007 Subjects: Health care policy; Integration planning; Operations management; Organizational design; Organizational management; Strategy Academic Discipline: Operations management Product Description: Considers the situation facing Gary Gottlieb, president of Brigham and Women's Hospital (BWH), prior to the opening of BWH's integrated cardiovascular center. This case allows students to develop an appreciation of the strategic, financial, organizational, clinical, and physical aspects of integrating health care delivery around specific categories of disease. It provides an opportunity to evaluate BWH's approach to integration along all of these dimensions and to identify the nature of the tradeoffs that hospitals — specifically, academic medical centers — face as they attempt to create disease-specific models of integrated care. Finally, students have the opportunity to evaluate the degree to which integrated models of care can be developed within academic medical centers.    Building a Shed   Add   View  5 pp.  Case Author(s): Wheelwright, Steven; Herman, Kerry Publication Date: 05/25/2006 Product Type: Exercise HBS Number: 9-606-146 Industry Setting: Construction industry Subjects: Processes; Production processes; Project management Academic Discipline: Operations management Product Description: Provides terminology and concepts for the process of building a wooden garden shed. May be used with: (9-606-147) Improving Performance: Boat Building Exercise; (9-606-148) Boat Building Exercise: Four Modes of Propulsion.    Building Capabilities for Experimentation, Learning, and Prototyping, Module Overview Note for Instructors   Add   View  42 pp.  Case Author(s): Thomke, Stefan Publication Date: 05/15/2003 Product Type: Note HBS Number: 5-603-089 Subjects: Innovation; Learning; Product development; Prototypes; Teaching methods; Technology Academic Discipline: Operations management Product Description: Describes the conceptual foundations and pedagogy for a module on managing experimentation, learning, and prototyping in the development of products and services. Can also be used as part of a more general course on Managing Technology and Innovation. Shows how development activities should be structured, organized, and led such that they fully leverage the power of experimentation. Addresses many issues that students need to understand to manage experimentation activities successfully, ranging from structured experimentation to managing experimentation processes under technological change. No prior technical training is needed. involved. Students with technical backgrounds will find the material enriching.    Bunge Ltd.   Add   View  36 pp.  Case Author(s): West, Jonathan Publication Date: 09/04/2001 Revision Date: 01/06/2003 Product Type: Case (Field) Product Description: A global agribusiness company based in Brazil must develop a new strategy for worldwide operations. Teaching Purpose: To understand construction of an operations strategy under extreme complexity and uncertainty with worldwide operations. HBS Number: 9-602-073 Geographic Setting: BrazilIndustry Setting: agribusinessNumber of Employees: 50,000Gross Revenues: $10 billion revenues Event Year Start: 2001Event Year End: 2001 Subjects: Acquisitions; Agribusiness; Decentralization; Food processing industry; Globalization; South America Academic Discipline: Operations management    Burger King Corp.   Add   View  15 pp.  Case Author(s): Sasser, W. Earl, Jr.; Rikert, David C. Publication Date: 12/01/1980 Revision Date: 02/27/1998 Product Type: Case (Field) Product Description: Describes the operating system of a Burger King unit. The case does not have a decision focus; it is designed for use with McDonald's Corp. Students are asked to compare the operating systems of these two fast food hamburger chains. Careful analysis will detect the subtle and not so subtle differences between the two operating systems selected by these two firms. HBS Number: 9-681-045 Geographic Setting: New England Industry Setting: fast food Event Year Start: 1980 Event Year End: 1980 Subjects: Fast food industry; Operations research; Systems design; Work force management Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-681-070), 24p, by David H. Maister   Add     24 pp.  Teaching Note For use with 9-681-045 HBS Number: 5-681-070 Subjects: Fast food industry; Operations research; Systems design; Work force management    Burlington Northern (A)   Add   View  15 pp.  Case Author(s): Hammond, Janice H. Publication Date: 04/24/1989 Revision Date: 08/01/1989 Product Type: Case (Field) Product Description: Describes the forces that led to the development of a logistics analysis program by the Burlington Northern Railroad. The first half of the case describes changes in industrial structure, technology, demographics, shipper practices, and government regulation that led to the general decline of the railroad industry following World War II. The remainder contains the Burlington Northern's competitive response to its changing environment, including the company's decision to develop a logistics analysis program to improve their employees' and their customers' understanding of logistics. Also contains an example of logistics cost tradeoffs. May be used with: (9-689-083) Burlington Northern (B). HBS Number: 9-689-081 Geographic Setting: United States Industry Setting: Railroad Company Size: large Gross Revenues: $4 billion sales Event Year Start: 1986 Event Year End: 1986 Subjects: Logistics; Models; Transportation Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-690-077), 28p, by Janice H. Hammond   Add     26 pp.  Teaching Note For use with 9-689-081 HBS Number: 5-690-077 Subjects: Logistics; Models; Railroads; Regulation; Transportation    Burlington Northern (B)   Add     26 pp.  Teaching Note For use with 9-689-083 HBS Number: 5-690-077 Subjects: Logistics; Models; Railroads; Sales strategy; Transportation    Bush Boake Allen   Add   View  24 pp.  Case Author(s): Thomke, Stefan; Nimgade, Ashok Publication Date: 11/06/2000 Revision Date: 06/26/2001 Product Type: Case (Field) Product Description: Bush Boake Allen, a flavor and fragrance firm, is considering strategic options that would integrate customers into its flavor development process via a new Internet-based design platform. As this approach could result in dramatic changes to the firm's business model and relationship with customers worldwide, Julian Boyden, president, CEO, and chairman, faces serious opposition from senior managers. Teaching Purpose: Developed to show: 1) how Internet-based design platforms are changing the relationship and roles between product development, marketing, and customers; 2) new opportunities for customer "lock-in" in increasingly competitive markets with diminishing loyalty; and 3) to what extent customers can be empowered to design their own products in markets with heterogeneous needs. HBS Number: 9-601-061 Geographic Setting: United StatesIndustry Setting: chemical/consumerNumber of Employees: 2,000Gross Revenues: $500 million revenues Event Year Start: 2000Event Year End: 2000 Subjects: Business marketing; Customer retention; Electronic commerce; Internet; Management of change; Product development; Research & development; Supply chain Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-603-115), 36p, by Stefan Thomke   Add     36 pp.  Teaching Note For use with 9-601-061 HBS Number: 5-603-115 Subjects: Business marketing; Customer retention; Electronic commerce; Internet; Management of change; Product development; Research & development; Supply chain    Business case for commitment to diversity   Add   View  9 pp.  Case Author(s): Slater, Stanley F.; Weigand, Robert; Zwirlein, Thomas J. Publication Date: 05/15/2008 Product Type: Case (Field) Publisher: Business Horizons/Indiana University HBS Number: BH276 Subjects: Competitive advantage; Corporate culture; Diversity; Industry analysis; Performance improvement methodologies; Performance management Academic Discipline: Operations management Product Description: Does an organization's commitment to diversity — as reflected by CEO commitment, human capital, corporate communications (internal and external), and supplier diversity — result in competitive advantage and superior financial performance? Diversity can bring new voices and perspectives into the strategy dialogue, help managers understand and address the needs of a demographically diverse customer base, and stimulate a wider range of creative decision alternatives. However, the anticipated benefits of corporate diversity efforts may also be accompanied by costs that can affect shareholder wealth. In a study comparing the financial performance of the DiversityInc Top 50 Companies for Diversity to a matched sample, we find evidence that firms with a strong commitment to diversity outperform their peers on average. For commitment to diversity to become ingrained in corporate culture there must be visible and ongoing support from senior management, a clear articulation of the business case for diversity, line manager accountability, and training programs directed at communications, conflict resolution, and team building.    Business Intelligence Software at SYSCO   Add   View  19 pp.  Case Author(s): McAfee, Andrew; Wagonfeld, Alison Berkley Publication Date: 06/16/2004 Revision Date: 09/11/2006 Product Type: Case (Field) HBS Number: 9-604-080 Geographic Setting: United States Industry Setting: Food services Number of Employees: 45,000 Gross Revenues: $26 billion revenues Event Year Start: 2003 Event Year End: 2003 Subjects: Change management; Control systems; ERP; Food supply; Information systems; Information technology; Management controls Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-604-103), 3p, by Andrew McAfee Product Description: The large food service company SYSCO has decided to purchase business intelligence (BI) software, a technology intended to provide superior monitoring and analysis capabilities. Twila Day, assistant vice president of technology and applications, is in charge of the BI project and must determine exactly how much software to buy. She must also plan the BI implementation throughout the company. After conferring with Business Objects, the BI application's vendor, SYSCO has decided initially to configure the software and train employees to address only a limited set of questions.   Add     3 pp.  Teaching Note For use with 9-604-080 HBS Number: 5-604-103 Subjects: Control systems; Food supply; Information systems; Information technology; Management controls; Management of change    Buyer-Supplier Relationships   Add   View  15 pp.  Case Author(s): Enright, Michael J.; Mak, Vincent Publication Date: 05/20/2003 Product Type: Case (Field) Publisher: University of Hong Kong HBS Number: HKU257 Geographic Setting: United States Industry Setting: Texile industry Subjects: Business to business; Strategy formulation; Suppliers; Aircraft; Airplane manufacturing; Shipping; Automobiles; Consumer electronics Academic Discipline: Operations management Product Description: In recent years, increasing attention has been paid to buyer-supplier relationships and supply chain management in general. Views of buyer-supplier relationships have evolved from the old school of the 1980s, where buyers and suppliers were viewed as part of a zero-sum game, to the more collaborationist outlook of the 1990s, which claimed that buyers and suppliers could cooperate to the benefit of both, to the more network-oriented view of the 2000s, where buyers and suppliers are parts of organic business ecosystems. One interesting fact is that, empirically, buyer-supplier relationships exist in surprisingly multifarious forms in different geographic regions and business sectors. There is no one dominant mode. This case provides an outline of eight different real-life examples to illustrate a broad range of buyer-supplier relationships.   Add     9 pp.  Teaching Note HBS Number: HKU258 For use with HKU257.    BYD Company, Ltd.   Add   View  24 pp.  Case Author(s): Huckman, Robert S.; MacCormack, Alan Publication Date: 04/12/2006 Revision Date: 07/23/2007 Product Type: Case (Field) HBS Number: 9-606-139 Geographic Setting: China Industry Setting: Automotive industry; Electronics industry; Manufacturing industries Number of Employees: 17,000 Gross Revenues: $200 million revneues Event Year Start: 2002 Event Year End: 2002 Subjects: Diversification; Entrepreneurship; Innovation; Labor markets; Production processes Academic Discipline: Operations management Product Description: Considers whether BYD Co., Ltd., the largest Chinese maker of rechargeable batteries, should enter the Chinese automobile industry by acquiring Qinchuan Auto, a state-owned car manufacturer. Set just after BYD's initial public offering on the Hong Kong Stock Exchange in 2002, it describes the development of BYD's labor-intensive approach to battery manufacturing — an approach decidedly different from its more capital-intensive Japanese competitors and one that took advantage of the abundant supply of low-cost labor in China. Highlights the unique benefits and challenges created by BYD's operations strategy and asks students to determine whether the capabilities developed by the company in battery manufacturing can productively be applied to the automobile sector. Asks students to consider which, if any, aspects of BYD's operations constitute sources of sustainable competitive advantage for the company.    BYD Company, Ltd.   Add   View  24 pp.  Case Author(s): Huckman, Robert S.; MacCormack, Alan Publication Date: 04/12/2006 Revision Date: 09/15/2009 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 606139 Geographic Setting: China Number of Employees: 17,000 Gross Revenue: $200 million revneues Event Year Start: 2002 Event Year End: 2002 Subjects: Entrepreneurship; Innovation; Labor markets; Diversification; Production processes Academic Discipline: Operations management Supplementary Materials: Case Teaching Note, (610073), 21p, by Robert S. Huckman Product Description: Considers whether BYD Co., Ltd., the largest Chinese maker of rechargeable batteries, should enter the Chinese automobile industry by acquiring Qinchuan Auto, a state-owned car manufacturer. Set just after BYD's initial public offering on the Hong Kong Stock Exchange in 2002, it describes the development of BYD's labor-intensive approach to battery manufacturing — an approach decidedly different from its more capital-intensive Japanese competitors and one that took advantage of the abundant supply of low-cost labor in China. Highlights the unique benefits and challenges created by BYD's operations strategy and asks students to determine whether the capabilities developed by the company in battery manufacturing can productively be applied to the automobile sector. Asks students to consider which, if any, aspects of BYD's operations constitute sources of sustainable competitive advantage for the company.    Call Center Design for Lion Financial Services   Add   View  21 pp.  Case Author(s): Harrison, J. Michael; Nov, Yuval Publication Date: 10/16/2003 Product Type: Case (Field) Publisher: Stanford University HBS Number: OIT29 Geographic Setting: United States Industry Setting: financial services Number of Employees: 1,600 Gross Revenues: $1.2 billion revenues Event Year Start: 2000 Event Year End: 2000 Subjects: Customer service; Financial services; Operations management; Resource allocation; Systems design; Work force management Academic Discipline: Operations management Product Description: Andy Carr, the founder of a small consulting firm that specializes in telephone call centers, is completing an analysis of call center operations for Lion Financial Services (LFS). LFS operates three call centers that collectively employ 170 agents and handle 30,000 calls per week. Agents are organized into different “pools,” according to their training and experience; complicated rules are used for routing calls among the three centers and their constituent pools. Carr's analysis and recommendations touch upon a variety of issues: capacity requirements, including the mix of agents by skill category; training programs, promotion ladders, and the definition of agent pools; call routing protocols; potential benefits of physical consolidation; and most prominently, the degree of call “scripting” that is appropriate in designing the LFS work system. Carr believes that by developing a small number of “call blueprints,” training agents in their use, and measuring adherence to the blueprints in call monitoring programs, LFS can improve the quality of service it delivers and reduce the experience and educational levels required of its call center agents. Concerns are raised about the creation of a factory-like atmosphere. Teaching Purpose: To expose students to operational issues in the call center i    CAMBIA, Supplement to Epodia   Add   View  3 pp.  Case Author(s): Fleming, Lee; Quinn, James Publication Date: 01/24/2006 Product Type: Supplement (Library) HBS Number: 9-606-057 Subjects: Business models; Colleges & universities; Distribution; Innovation; Intellectual property; Open-source technologies Academic Discipline: Operations management Product Description: An abstract is not available for this product. Must be used with: (9-605-077) Epodia: Demise of the HBS Case-Writing Monopoly?.    Camilla Denison (A)   Add   View  14 pp.  Case Author(s): Bowen, H. Kent; Fuller, Virginia; LaPierre, Bryce C. Publication Date: 12/12/2003 Revision Date: 04/20/2005 Product Type: Case (Field) Product Description: Follows a successful manager as she takes on challenging assignments to lead manufacturing and development organizations. Details many experiences that influenced her character and attitudes from her youth to her graduate education and first jobs. Students discover the attributes of a woman who has been successful in tough management assignments and consider the career choices ahead. HBS Number: 9-604-061 Geographic Setting: Michigan Industry Setting: automotive Event Year Start: 1982 Event Year End: 2002 Subjects: Automobile industry; Career advancement; Factories; Leadership; Manufacturing; Operations management; Women executives Academic Discipline: Operations management Supplementary Materials: Supplement (Field), (9-604-062), 3p, by H. Kent Bowen, Bryce C. LaPierre    Camilla Denison (B)   Add   View  3 pp.  Case Author(s): Bowen, H. Kent; LaPierre, Bryce C. Publication Date: 12/12/2003 Revision Date: 04/20/2005 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-604-061) Camilla Denison (A). HBS Number: 9-604-062 Subjects: Automobile industry; Career advancement; Factories; Leadership; Manufacturing; Operations management; Women executives Academic Discipline: Operations management    Campbell Soup Co.   Add   View  23 pp.  Case Author(s): Wheelwright, Steven C.; Gill, Geoffrey K. Publication Date: 05/17/1990 Revision Date: 08/06/1990 Product Type: Case (Field) Product Description: Describes the engineering effort at Campbell Soup Co. to develop a microwavable package and product for the growing convenience segment. Focuses on the role of engineering services in developing the production process, acquiring and installing equipment, and getting the process up and running. Students must address not only the status of the current project, but also the future steps that must be taken to complete that project successfully. Even more broadly, engineering's role as a reactive service organization vs. increasing demands that will require a proactive strategic advantage-based organization must also be addressed. Written from the perspective of the head of the engineering group at Campbell Soup Co. HBS Number: 9-690-051 Geographic Setting: United States Industry Setting: food processing Company Size: Fortune 500 Event Year Start: 1988 Event Year End: 1988 Subjects: Engineering; Food processing industry; Product development; Production processes; Technology Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-690-094), 28p, by Steven C. Wheelwright   Add     28 pp.  Teaching Note For use with 9-690-051 HBS Number: 5-690-094 Subjects: Engineering; Food processing industry; Product development; Production processes; Technology    Capacity Analysis: Sample Problems   Add   View  8 pp.  Case Author(s): Gray, Ann E.; Leonard, James Publication Date: 08/28/1995 Revision Date: 07/29/1997 Product Type: Note Product Description: Three examples of capacity analysis are provided. Calculations for cycle time, manufacturing lead times, capacities, labor cost, labor content, and utilization are performed for three different types of processes: a bread-making process with two independent lines; a croissant-making process involving two parallel dependent lines, one for making the dough and one for mixing the filling; and an automobile component assembly operation. The impact of process imbalance, machine reliability, and scheduling on available capacity is illustrated. HBS Number: 9-696-058 Subjects: Capacity analysis; Operations management; Process analysis Academic Discipline: Operations management    Capacity Planning at Genentech   Add