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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: 11/09/2009 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: 11/09/2009 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: 11/09/2009 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: 10/16/2009 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.    “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) HBS Number: 694046 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), (695064), 2p, by Janice H. Hammond; Supplement (Field), (695065), 7p, by Janice H. Hammond; Supplement (Field), (695066), 4p, by Janice H. Hammond; Teaching Note, (695063), 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.    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 Keyword    Title, Author, Case #, Etc.

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) HBS Number: 606139 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.    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   View  27 pp.  Case Author(s): Snow, Daniel C.; Wheelwright, Steven C.; Wagonfeld, Alison Berkley Publication Date: 11/22/2005 Revision Date: 03/07/2002 Product Type: Case (Field) Product Description: While facilitating a complex clinical approval process over the next two to three years for a family of new cancer drugs, Genentech must develop a long-term capacity plan for a major class of new cancer products. Adding to the complexity and uncertainty is the fact that the lead time for planning, building, and certifying a new $600 million plus production-scale facility is five years. In addition, ensuring that the best process technology is incorporated into such a new plant makes the task facing David Ebersman, the senior vice-president of products operations, and his management team a daunting one. Frames the issues Ebersman and his team face and outlines the approach to date. HBS Number: 9-606-052 Geographic Setting: United States Industry Setting: Biotechnology & pharmaceutical industries Number of Employees: 7,000 Gross Revenues: $3.5 billion revenues Event Year Start: 2004 Event Year End: 2004 Subjects: Capacity planning; Capital budgeting; Facilities; Operations management; Product development; Technology & operations Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-606-111), 32p, by Daniel C. Snow, Steven C. Wheelwright    Carnegie Group   Add   View  22 pp.  Case Leonard-Barton, Dorothy; Sagawa, Paul The Carnegie Group (C.G.), a small company spun off from Carnegie Mellon University research into artificial intelligence, has survived to date by conducting research and applications projects for their investor corporations which include Texas Instruments, US West, Digital Equipment, and an unnamed high technology firm. Now C.G. is developing a new software product which they expect to become an industry standard--but they need their investors to invest more money. The case focuses on the dilemma of C.G., which must serve the variety of investors who expect to obtain technology from them, when those investors have very different definitions of technology and different expectations of ownership. HBS Number: 9-690-033 Type: Case (Field) Publication Date: 1/29/1990 Revision Date: 11/10/1992 Geographic Setting: United States Industry Setting: artificial intelligence; software Company Size: small Event Year Start: 1984 Event Year End: 1989 Subjects: Artificial intelligence; Entrepreneurial management; Equity financing; Information systems; Technological change; Technology Supplementary Materials: Teaching Note, (5-692-051), 12p, by Dorothy Leonard-Barton, Alistair D. Williamson    Catalyst Medical Solutions   Add   View  28 pp.  Case Author(s): Edmondson, Amy C.; Bohmer, Richard; Atkins Publication Date: 07/21/2000 Revision Date: 11/14/2001 Product Type: Case (Field) Product Description: Faced with a drop in the NASDAQ, four eHealth entrepreneurs must decide between two distribution strategies for their new company's technology. The team, comprised of three full-time resident physicians and an MBA, has developed software to enable electronic documentation and billing of medical and surgical procedures. The initial strategy was to distribute the technology through individual hospital intranets. Under pressure from venture capitalists and a “dot com” frenzy in the market, the team starts to develop an “Internet portal” strategy, distributing the software over the Internet and adding traditional e-commerce services. When the stock market crashes in April 2000, the team must decide whether to push on with the Internet strategy or return to the intranet model. Throughout the case, a variety of new product development and team learning issues are explored: What is the optimal team composition? How quickly can the team overcome technical challenges? Who should their lead users be? How well do they understand the market? How quickly can they learn to work together, raise money and build partnerships? Teaching Purpose: Explores new product development and team learning issues in an entrepreneurial setting in the health care environment. HBS Number: 9-601-014 Geographic Setting: Boston, MA Industry Setting: health care/IT Number of Employees: 4 Event Year Start: 1999 Event Year End: 2000 Subjects: Electronic commerce; Entrepreneurship; Health care; Hospitals; Information technology; Internet Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-602-032), 15p, by Amy C. Edmondson, Richard Bohmer, Laura R. Feldman   Add     15 pp.  Teaching Note For use with 9-601-014 HBS Number: 5-602-032 Subjects: Electronic commerce; Entrepreneurship; Health care; Hospitals; Information technology; Internet    CEMEX: Global Growth Through Superior Information Capabilities   Add   View  23 pp.  Case Author(s): Marchand, Donald A.; Chung, Rebecca; Paddack, Katarina Publication Date: 01/01/2002 Revision Date: 02/07/2003 Product Type: Case (Field) Publisher: IMD -- International Institute for Management Development Product Description: In a decade, CEMEX has become the third largest cement company in the world and has achieved an enviable growth record. CEMEX has established its public image as a digital leader, leveraging information technology and e-business ventures in the traditional low-tech and conventional cement industry. The case, however, illustrates that being a digital leader is only part of the story. The CEMEX Way is focused on developing the right behaviors and values in CEMEX people globally to use information about products, customers, and operations effectively. This requires deploying common processes, information practices, and IT infrastructure to promote profitable growth globally and locally as well as integrate its acquisitions to its way of doing business rapidly. As the cement industry is rapidly consolidating worldwide, the case raises the issue of how a company competes with information, people, and IT capabilities to use its knowledge and information to bring the company's growth to new levels. HBS Number: IMD134 Geographic Setting: globalIndustry Setting: cementNumber of Employees: 24,000 Event Year Start: 2001Event Year End: 2001 Subjects: Electronic commerce; Growth management; Information management; Information technology; Mergers & acquisitions Academic Discipline: Operations management Supplementary Materials: Teaching Note, (IMD135), 24p, by Donald A. Marchand, Rebecca Chung   Add     24 pp.  Teaching Note For use with IMD134 HBS Number: IMD135 Subjects: Electronic commerce; Growth management; Information management; Information technology; Mergers & acquisitions    CEMEX: Global Growth Through Superior Information Capabilities (Abridged)   Add   View  13 pp.  Case Author(s): Marchand, Donald A.; Paddack, Katarina; Chung, Rebecca Publication Date: 01/01/2002 Revision Date: 02/07/2003 Product Type: Case (Field) Publisher: IMD -- International Institute for Management Development Product Description: In a decade, CEMEX has become the third largest cement company in the world and has achieved an enviable growth record. CEMEX has established its public image as a digital leader, leveraging information technology and e-business ventures in the traditional low-tech and conventional cement industry. The case, however, illustrates that being a digital leader is only part of the story. The CEMEX Way is focused on developing the right behaviors and values in CEMEX people globally to use information about products, customers, and operations effectively. This requires deploying common processes, information practices, and IT infrastructure to promote profitable growth globally and locally as well as integrate its acquisitions to its way of doing business rapidly. As the cement industry is rapidly consolidating worldwide, the case raises the issue of how a company competes with information, people, and IT capabilities to use its knowledge and information to bring the company's growth to new levels. This is an abridged version of a case. HBS Number: IMD084 Geographic Setting: globalIndustry Setting: cementNumber of Employees: 24,000 Event Year Start: 2001Event Year End: 2001 Subjects: Electronic commerce; Growth management; Information management; Information technology; Mergers & acquisitions Academic Discipline: Operations management Supplementary Materials: Teaching Note, (IMD135), 24p, by Donald A. Marchand, Rebecca Chung   Add     24 pp.  Teaching Note For use with IMD084 HBS Number: IMD135 Subjects: Electronic commerce; Growth management; Information management; Information technology; Mergers & acquisitions    Centagenetix (A): Building a Business Model for Genetic Longevity   Add   View  23 pp.  Case Author(s): Chesbrough, Henry W.; Angella, Frank Publication Date: 10/11/2001 Revision Date: 06/12/2002 Product Type: Case (Field) Product Description: Describes a start-up company seeking to exploit population genetic data from long-lived, healthy people. The company must address legal, financial, ethical, and personal issues among its team to launch the company. Teaching Purpose: Illustrates complexities of taking medical research out to the market and the conflicts that arise. HBS Number: 9-602-087 Geographic Setting: Boston, MAIndustry Setting: biotechnologyCompany Size: start-up Event Year Start: 2001Event Year End: 2001 Subjects: Biotechnology; Intellectual property; Licenses Academic Discipline: Operations management Supplementary Materials: Supplement (Field), (9-602-088), 7p, by Henry W. Chesbrough, Frank Angella    Centagenetix (B)   Add   View  7 pp.  Case Author(s): Chesbrough, Henry W.; Angella, Frank Publication Date: 10/11/2001 Revision Date: 06/03/2002 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-602-087) Centagenetix (A): Building a Business Model for Genetic Longevity. HBS Number: 9-602-088 Subjects: Biotechnology; Intellectual property; Licenses Academic Discipline: Operations management    Ceramics Process Systems Corp. (A)   Add   View  14 pp.  Case Leonard-Barton, Dorothy; Christensen, Clayton M. A small ceramics company started by a group of MIT professors struggles with some basic technology strategy issues. A plan to take "one commercializable step" at a time in order to get a foothold in the market goes awry because of incompatibility between the company's highly innovative processing and the conventional materials they attempt to use. The case addresses issues of technology development strategy, management of research, and technical competencies. A rewritten version of an earlier case. May be used with Ceramics Process System (B). HBS Number: 9-691-028 Type: Case (Field) Publication Date: 10/15/1990 Revision Date: 11/4/1992 Geographic Setting: Boston, MA Industry Setting: ceramics Company Size: small Number of Employees: 250 Event Year Start: 1985 Event Year End: 1985 Subjects: Entrepreneurship; High technology products; Management of professionals; Organizational management; Product development; R&D; Small business Supplementary Materials: Teaching Note, (5-692-048), 10p, by Dorothy Leonard-Barton, Alistair D. Williamson   Add     9 pp.  Teaching Note For use with 9-691-028 HBS Number: 5-692-048 Subjects: Entrepreneurship; High technology products; Management of professionals; Organizational management; Product development; Prototypes; Research & development; Small business    Ceramics Process Systems Corp. (B)   Add   View  23 pp.  Case Author(s): Clark, Kim B.; Barnett, Brent Publication Date: 07/31/1990 Product Type: Case (Field) Product Description: Ceramics Process Systems (CPS) is an advanced ceramics company facing problems with lead time in product/process development, and late delivery of prototype parts to its customers. Engineering is confronted with difficult technical problems and multiple objectives (i.e., meet customer requirements for prototype parts, build technical capability). Kathryn Sundback, head of development for molded products, must deal with the lead time and delivery problems on current products while making choices about and allocating resources to several new projects that marketing has developed. The case gives students the opportunity to examine engineering capacity, the nature of the development process, managing the set of projects as a whole (i.e., mix of project type, resource allocation) and customer interaction in a dynamic, technical, and market environment. May be used with Ceramics Process Systems Corp. (A). HBS Number: 9-691-006 Geographic Setting: Milford, MA Industry Setting: Ceramic industry Company Size: small Event Year Start: 1989 Event Year End: 1989 Subjects: Customer relations; High technology products; Organizational management; Prototypes; R&D; Small business Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-693-006), 9p, by Kim B. Clark   Add     9 pp.  Teaching Note For use with 9-691-006 HBS Number: 5-693-006 Subjects: Customer relations; High technology products; Organizational management; Prototypes; Research & development; Small business    Chaircraft Corp.   Add   View  14 pp.  Case Author(s): Wheelwright, Steven C. Publication Date: 12/01/1976 Revision Date: 08/27/1984 Product Type: Case (Field) Product Description: Production control in a furniture manufacturing company. Based on a case by R.S. Rosenbloom. HBS Number: 9-677-092 Geographic Setting: Unspecified Industry Setting: furniture manufacturing Event Year Start: 1958 Event Year End: 1958 Subjects: Furniture; Manufacturing; Operations management; Production controls Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-677-152), 9p, by Steven C. Wheelwright   Add     6 pp.  Teaching Note For use with 9-677-092 HBS Number: 5-677-152 Subjects: Furniture; Manufacturing; Operations management; Production controls

Keyword    Title, Author, Case #, Etc.

 

Chaircraft Corp. (B)   Add   View  20 pp.  Case Author(s): Graham, Margaret B.W.; Bourdon, Clinton C. Publication Date: 04/01/1979 Revision Date: 04/01/1981 Product Type: Case (Field) Product Description: Discusses the purchase and installation of automated cutting equipment in a medium-sized furniture factory. The equipment has so far failed to cut costs as expected and the management is attempting to discover what the problems are and what can be done to remedy them. HBS Number: 9-679-094 Geographic Setting: United StatesIndustry Setting: furnitureCompany Size: mid-sizeGross Revenues: $60 million sales Event Year Start: 1978Event Year End: 1978 Subjects: Cost analysis; Furniture; New process; Personnel policies; Process analysis; Technological change Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-683-038), 12p, by W. Earl Sasser Jr., Margaret B.W. Graham   Add     12 pp.  Teaching Note For use with 9-679-094 HBS Number: 5-683-038 Subjects: Cost analysis; Furniture; New process; Personnel policies; Process analysis; Technological change    Chaircraft Corp.—1988   Add   View  15 pp.  Case Author(s): Shapiro, Roy D.; Kuzman, Sylvia Publication Date: 06/14/1989 Revision Date: 07/12/2006 Product Type: Case (Field) HBS Number: 9-689-082 Geographic Setting: Southeastern United States Industry Setting: Furniture industry Number of Employees: 700 Event Year Start: 1988 Event Year End: 1988 Subjects: Furniture; Manufacturing; Production controls; Production planning Academic Discipline: Operations management Product Description: Illustrates the difficulty of effective production planning and production control in a multistage production process affected by seasonal demand. A rewritten version of an earlier case by S.C. Wheelwright.    Chandler Home Products (B) (Abridged)   Add   View  14 pp.  Case Hayes, Robert H. The European organization of CHP is contemplating a doubling of unit sales over the next ten years. Their largest plant, located in Holland, was set up fifteen years earlier to supply all demands of the EEC countries on the continent. It has since been expanded five times. Should it be expanded again? Should a new plant be built in Southern Europe? Or should subcontracting be increased? HBS Number: 9-696-013 Type: Case (Field) Publication Date: 7/18/1995 Revision Date: 4/11/1996 Geographic Setting: Europe, Holland Industry Setting: household and personal care products Company Size: mid-size Number of Employees: 1,500 Gross Revenues: $200 million sales Event Year Start: 1979 Event Year End: 1979 Subjects: Capacity planning; Consumer goods; Europe; Expansion; Household products; Location of industry    Chaparral Steel (Abridged)   Add   View  19 pp.  Case Clark, Kim B. Examines a major capacity expansion proposal of Chaparral Steel, a steel minimill. Gives students the opportunity to evaluate the proposed expansion in the context of the competitive environment, market demand, technological choice, and the demands of a global industry. Also challenges them to analyze the proposal's implications for manufacturing strategy, technological innovation, market share, and company finances. HBS Number: 9-687-045 Type: Case (Field) Publication Date: 12/30/1986 Revision Date: 1/15/1998 Geographic Setting: Texas Industry Setting: steel Event Year Start: 1979 Event Year End: 1979 Subjects: Competition; Manufacturing strategy; Marketing strategy; Production capacity; Steel; Technology    Chaparral Steel: Rapid Product and Process Development   Add   View  17 pp.  Case Author(s): Leonard-Barton, Dorothy; Preuss, Gil Publication Date: 09/03/1991 Revision Date: 01/26/1998 Product Type: Case (Field) Product Description: One of the nation's foremost mini-mills' core competence is the rapid realization of technology into products. This case describes the development of a highly innovative casting technique and features the role of the company's culture in achieving its goals. The company exemplifies a learning organization. HBS Number: 9-692-018 Geographic Setting: Texas Industry Setting: steel Number of Employees: 900 Event Year Start: 1983 Event Year End: 1991 Subjects: Corporate culture; Innovation; Product development; Production planning; Research & development; Steel; Technology Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-692-047), 15p, by Dorothy Leonard-Barton, Alistair D. Williamson   Add     14 pp.  Teaching Note For use with 9-692-018 HBS Number: 5-692-047 Subjects: Corporate culture; Innovation; Product development; Production planning; Research & development; Steel; Technology    ChemBright, Inc.   Added   View  14 pp.  Case Author(s): Hammond, Janice H. Publication Date: 08/19/1992 Revision Date: 11/20/2007 Product Type: Case (Field) HBS Number: 9-693-026 Geographic Setting: New England Industry Setting: Soap & detergent industry; Chemical industry Company Size: start-up Gross Revenues: $2 million revenues Event Year Start: 1986 Event Year End: 1986 Subjects: Distribution planning; Location of industry; Logistics; Pricing strategy; Transportation Academic Discipline: Operations management Product Description: ChemBright is a small start-up company that manufactures private-label household chemicals. The company sells its products to grocery chains in the New England area. Its strategy is based on a significant logistics-based cost advantage. The primary case decisions are 1) how the company should respond to a price war initiated by a strong competitor, and 2) how the company can continue to exploit its logistics advantages as it pursues different growth alternatives. Acts as an effective introduction to logistics, and, in particular, to the fact that logistics is not a purely tactical function, but can be used as a powerful competitive weapon.    Chi Mei Optoelectronics, Teaching Note   Add     9 pp.  Teaching Note Author(s): Shih, Willy Publication Date: 09/21/2008 Product Type: Teaching Note HBS Number: 5-609-040 Academic Discipline: Operations management Product Description: An abstract is not available for this product.    Chiang-Sho Ltd.   Add   View  24 pp.  Case Author(s): West, Jonathan; Ashiya, Mona Publication Date: 10/17/2001 Revision Date: 12/02/2004 Product Type: Case (Gen Exp) Product Description: Chiang-Sho Ltd. is a joint venture producing agricultural machinery in China. The CEO must decide how to respond to pressure from the Chinese partner -- also the joint venture's largest customer -- to increase production and lower prices. The CEO must choose either a growth or harvest strategy. HBS Number: 9-602-100 Geographic Setting: ChinaIndustry Setting: agricultural machineryNumber of Employees: 500Gross Revenues: $50 million revenues Event Year Start: 2000Event Year End: 2000 Subjects: Business models; China; Joint ventures; Machinery Academic Discipline: Operations management    Chiron Corp.   Add   View  20 pp.  Case Author(s): Wheelwright, Steven C.; Elliott, Brian Publication Date: 04/16/1993 Revision Date: 11/22/1994 Product Type: Case (Field) Product Description: Pablo Valenzuela, vice president of R&D at Chiron Corp., faces several choices for how to allocate scarce resources across several promising projects. These choices will determine Chiron's position in several emerging biotechnology and diagnostic markets, including tests for hepatitis C, HIV infection, and others. Valenzuela must examine Chiron's capacity, its strategy, and the character of the opportunity, including the impact of these choices on joint venture partners. HBS Number: 9-693-052 Geographic Setting: CaliforniaIndustry Setting: biotechnology Event Year Start: 1988Event Year End: 1988 Subjects: Aggregate planning; Biotechnology; Innovation; Product development; Research & development; Technology Academic Discipline: Operations management    Chrysler and BMW: Tritec Engine Joint Venture   Add   View  25 pp.  Case Author(s): Bowen, H. Kent; Purrington, Courtney Publication Date: 07/16/1999 Revision Date: 01/06/2004 Product Type: Case (Field) Product Description: Presents a gifted project leader, lacking in significant new product development experience. Highlights the issues and procedures related to defining the project strategy: organizing senior management approvals and support for creating a “heavyweight'' team; aligning the disparate perspectives, interests, and biases of project members; and implementing best-practice tools for managing teams within the project. Creates a framework for establishing organizational design rules and key new product development processes, and also provides insights about models of leadership for new product development. Teaching Purpose: To help students construct a best-practice framework for new product development. Students should learn the critical role of senior management review and control, some of the ways in which managers deal with risk, why alignment of team members is so important, and what are the attributes of a heavyweight team manager. HBS Number: 9-600-004 Geographic Setting: United States, Germany, United Kingdom, Brazil Industry Setting: automotive Event Year Start: 1996 Event Year End: 1997 Subjects: Automobile industry; Joint ventures; Operations management; Process innovation; Product design; Product development; Product planning & policy; Project management; Teams Academic Discipline: Operations management    CIBA Vision: The Daily Disposable Lens Project (A)   Add   View  19 pp.  Case Pisano, Gary P. Examines CIBA Vision's decision of whether to launch a major new R&D initiative to develop a low cost, daily disposable contact lens, and how to organize such a project should they proceed. One group of executives favors setting up a small, autonomous project team organizationally and geographically isolated from the company's existing R&D operations. This approach will enable focus, but poses serious issues concerning future integration. Teaching Purpose: Can be used to explore approaches to product development and operations in a global environment as well as approaches to building new organizational capabilities. HBS Number: 9-696-100 Type: Case (Field) Publication Date: 3/26/1996 Revision Date: 9/3/1996 Geographic Setting: Global Industry Setting: contact lenses Gross Revenues: SFr 750 m. Event Year Start: 1992 Event Year End: 1992 Subjects: Manufacturing strategy; Medical supplies; Organizational design; Product development    Cincinnati Children’s Hospital Medical Center   Add   View  30 pp.  Case Author(s): Edmondson, Amy C.; Tucker, Anita Publication Date: 06/29/2009 Revision Date: 08/31/2009 Product Type: Case (Field) HBS Number: 609109 Geographic Setting: Ohio Industry Setting: Hospital industry Event Year Start: 2009 Event Year End: 2009 Subjects: Change management; Leadership; Operations; Process improvement; Quality; Safety; Technology Academic Discipline: Operations management Product Description: The case describes an organization's use of the science of improvement to transform their process quality from below average to the top 10% in their industry. The case outlines the protagonist's strategy of developing internal experts who are trained in a common methodology for making improvement and spreading these ideas in their work units.    Cinepolis: Changes to a Family Owned Company   Add   View  13 pp.  Case Author(s): Coates, Bethany ; Shaw, Kathryn Publication Date: 12/14/2007 Product Type: Case (Field) Publisher: Stanford University HBS Number: E278 Geographic Setting: Mexico Industry Setting: Arts, entertainment & sports; Film industry; Performing arts; Theater Subjects: Human resources management; Academic Discipline: Operations management Supplementary Materials: Teaching Note, (E278TN), 3p, by Bethany Coates, Kathryn Shaw Product Description: Alejandro Ramirez, the CEO of Cinepolis, the largest film exhibitor in Latin America, sat in the back of row of the company's flagship movie theatre in Mexico City one evening in January 2005. The company was preparing to roll out an expensive new IT platform that streamlined box office, concession stand and warehouse operations. Despite resistance from some senior managers, Cinepolis was considering a thorough (and costly) training program. Ramirez knew he and his executive team had invested wisely in new technologies and now it was time to make those investments pay off.    Cinepolis: Changes to a Family Owned Company, Teaching Note   Add     3 pp.  Teaching Note Author(s): Coates, Bethany ; Shaw, Kathryn Publication Date: 12/14/2007 Product Type: Teaching Note Publisher: Stanford University HBS Number: E278TN Academic Discipline: Operations management Product Description: An abstract is not available for this product. Must be used with: (E278) Cinepolis: Changes to a Family Owned Company.    Cisco Systems, Inc.: Acquisition Integration for Manufacturing   Add   View  30 pp.  Case Author(s): Holloway, Charles A.; Wheelwright, Steven C.; Tempest, Nicole Publication Date: 01/01/1998 Revision Date: 02/03/2004 Product Type: Case (Field) Publisher: Stanford University Product Description: Founded in 1984, Cisco Systems made the Fortune 500 list and surpassed the significant $100 billion mark for market capitalization in 1997. Cisco, whose core technology is routers that allow disparate computer networks to ``talk to one another,'' has become the worldwide leader in networking for the Internet. Acquisitions have been an integral part of Cisco's corporate strategy -- one industry analyst estimated that 40% of Cisco's 1997 revenues came from acquired businesses. Cisco undertakes acquisitions to enable it to quickly tap into new market opportunities and offer customers end-to-end networking solutions. The case discusses Cisco's background and founders, its philosophy toward acquisitions, its stringent acquisition criteria, and its well-documented and tested approach to integrating manufacturing processes and organizations. Also describes a recent acquisition and poses the question of how to integrate the acquired company's manufacturing organization. HBS Number: OIT26 Geographic Setting: Silicon Valley Industry Setting: High technology Company Size: Fortune 500 Number of Employees: 10,000 Gross Revenues: $8.5 billion revenues Event Year Start: 1998 Event Year End: 1998 Subjects: Acquisitions; Computer networks; High technology; Internet; Manufacturing Academic Discipline: Operations management Supplementary Materials: Teaching Note, (OIT26T), 2p, by Charles A. Holloway, Steven C. Wheelwright, Nicole Tempest   Add     2 pp.  Teaching Note For use with OIT26 HBS Number: OIT26T Subjects: Acquisitions; Computer industry; Computer networks; High technology; Internet; Manufacturing; Silicon Valley    Cisco Systems, Inc.: Acquisition Integration for Manufacturing (A)   Added   View  27 pp.  Case Author(s): Wheelwright, Steven C.; Holloway, Charles Publication Date: 08/10/1999 Revision Date: 02/15/2000 Product Type: Case (Field) Product Description: Describes the procedures and processes used by Cisco Systems in their acquisition of high-technology firms. Their goal is to retain key engineering talent and to leverage existing product development effort, but to quickly merge acquired companies into their own systems and procedures. In addition to describing the general approach used by Cisco, this case describes some of the specifics involving their acquisition of Summa Four, a designer/manufacturer of a related product line, whose major activities are located in New England. Teaching Purpose: Illustrates the creative approaches used by Cisco in addressing human resource, manufacturing, and engineering issues in the acquisition and integration of additional firms. HBS Number: 9-600-015 Geographic Setting: United States Industry Setting: computer/networks Gross Revenues: $10 billion revenues Event Year Start: 1998 Event Year End: 1998 Subjects: Acquisitions; California Research Center; Computer industry; Computer networks; Employee retention; High technology; Internet; Manufacturing; Silicon Valley Academic Discipline: Operations management Supplementary Materials: Supplement (Field), (9-600-016), 2p, by Steven C. Wheelwright, Christian G. Kasper; Teaching Note, (5-600-134), 8p, by Steven C. Wheelwright   Added     8 pp.  Teaching Note For use with 9-600-015 HBS Number: 5-600-134 Subjects: Acquisitions; California Research Center; Computer industry; Computer networks; Employee retention; High technology; Internet; Manufacturing; Silicon Valley    Cisco Systems, Inc.: Acquisition Integration for Manufacturing (B)   Add   View  2 pp.  Case Author(s): Wheelwright, Steven C.; Kasper, Christian Publication Date: 08/10/1999 Revision Date: 02/15/2000 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-600-015) Cisco Systems, Inc.: Acquisition Integration for Manufacturing (A). HBS Number: 9-600-016 Subjects: Acquisitions; California Research Center; Computer industry; Computer networks; Employee retention; High technology; Internet; Manufacturing; Silicon Valley Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-600-134), 8p, by Steven C. Wheelwright   Add     8 pp.  Teaching Note For use with 9-600-016 HBS Number: 5-600-134 Subjects: Acquisitions; California Research Center; Computer industry; Computer networks; Employee retention; High technology; Internet; Manufacturing; Silicon Valley    Claire McCloud   Add   View  16 pp.  Case Author(s): Maidique, Modesto Publication Date: 08/01/1979 Product Type: Case (Field) Product Description: Describes the situation faced by a young MBA with an economics background who is offered the opportunity to manage a high technology fiber optics business. Designed to facilitate exploring the skills and knowledge that the general manager of a technology-based firm needs to be effective. HBS Number: 9-680-030 Geographic Setting: California Industry Setting: fiber optics Company Size: mid-size Gross Revenues: $50 million sales Event Year Start: 1979 Event Year End: 1979 Subjects: Fiber optics; High technology products; Managerial skills; Performance effectiveness; Research & development; Technological change; Technology Academic Discipline: Operations management    Clinical Change at Intermountain Healthcare   Add   View  22 pp.  Case Author(s): Bohmer, Richard; Ferlins, Erika M. Publication Date: 10/11/2006 Revision Date: 01/22/2008 Product Type: Case (Field) HBS Number: 9-607-023 Geographic Setting: Utah Industry Setting: Health care industry Subjects: Health care; Organizational learning; Process innovation Academic Discipline: Operations management Product Description: Provides a detailed description of the way in which several improvements and innovations in clinical care were arrived at. Describes individual insights, how these were evaluated and validated, and how they were translated into improved medical practices. The changes in medical care include improvements in primary care, intensive care, and inpatient ward care. Detailed descriptions of each innovation are provided, along with a description of the processes of innovation, generation, and capture. It relates closely to Intermountain (A), which describes the organizational structure Intermountain has put in place to support these processes.    Closing the Capability Gap: Strategic Planning for the Infrastructure Sector   Add   View  22 pp.  Case Author(s): Dominguez, Damian; Worch, Hagen; Mackard, Jochen; Truffer, Bernhard; Gujer, Willi Publication Date: 02/01/2009 Product Type: Case (Field) Publisher: California Management Review HBS Number: CMR417 Industry Setting: Electric power; Natural gas; Water, sewage & other systems Subjects: Infrastructure; Organizational structure; Privatization; Strategic planning Academic Discipline: Operations management Product Description: In order to cope with arising challenges in infrastructure sectors, utility organizations must develop new strategic, organizational, and technological capabilities. Public utility service providers have often been seen as lacking the capacity to identify and/or implement the needed transformation processes. Instead, privatization has been proposed as a panacea to remedy this deficit. However, privatization projects are often not realized because they encounter strong political opposition. This article presents the results of strategic planning projects in three public wastewater organizations in Switzerland. This study suggests that if appropriate processes are implemented, public utility organizations are able to overcome their limitations in identifying the relevant capability deficits and select adequate strategies to compensate for the deficits. While these strategies may deviate substantially across utilities due to differences in the goals pursued, the widespread adoption of strategic planning methods by public utilities represents a viable alternative to privatization.    Club Med (C): The “Re-New” Plan   Add   View  4 pp.  Case Author(s): Frei, Frances X.; Rodriguez-Farrar, Hanna Publication Date: 10/09/2001 Revision Date: 11/29/2001 Product Type: Supplement (Library) Product Description: Supplements the (A) and (B) cases. Must be used with: (9-687-046) Club Med (A); (9-687-047) Club Med (B). HBS Number: 9-602-089 Subjects: Corporate culture; International business; Operations research; Quality control; Recreation; Services; Strategic market planning Academic Discipline: Operations management    Collaborating to Improve   Add   View  24 pp.  Case Author(s): Bohmer, Richard ; Nembhard, Ingrid M. Publication Date: 09/10/2007 Product Type: Case (Library) Publisher: Harvard Business School HBS Number: 608054 Event Year Start: 1995 Event Year End: 2006 Subjects: Process innovation; Change management; Organizational learning; Quality control Academic Discipline: Operations management Product Description: Madison Memorial Hospital is deciding between a variety of quality improvement strategies. Highlights quality improvement collaboratives — organized programs popularized by the Institute for Healthcare Improvement in which teams from multiple institutions work together to improve care in a specified topic area (e.g., infection rates) — as a potential strategy. Allows debate around the criteria for selection of quality improvement strategies. Also motivates the discussion of the effectiveness of collaboratives and more broadly, the effectiveness of intra-organizational versus inter-organizational approaches to improvement.    Columbus Tubing: Steel is Real   Add   View  20 pp.  Case Author(s): Corsi, Elena; Pisano, Gary P.; Snow, Daniel C. Publication Date: 09/25/2008 Revision Date: 01/22/2009 Product Type: Color Case HBS Number: 609042 Geographic Setting: Italy Industry Setting: Bicycle industry; Sporting goods & equipment industry Number of Employees: 25 Gross Revenues: $15M USD Event Year Start: 2007 Event Year End: 2007 Subjects: Technology; Academic Discipline: Operations management Product Description: Columbus Tubing must choose to improve an old technology (steel) or to develop a new material (carbon fiber). The decision must take into account a complicated context: increased demand for the “old” steel products made in Italy, increasing power of carbon fiber manufacturing partners in Asia, growing wage rates in Asia, and high wage rates in Italy. Two plans have been presented to the CEO, Antonio Colombo. The first is to push development of all of the company's technologies, perhaps even seeking new markets for them. The second is to rationalize operations and to redirect R&D resources to marketing of stylish, lower-tech bicycles. The company's future hangs in the balance.    Comments on Standard Times and the Division of Labor   Add   View  5 pp.  Case Author(s): Shapiro, Roy D. Publication Date: 07/15/1999 Product Type: Note Product Description: A brief note on the origins and uses of standard times in production process flow diagrams and on the benefits and drawbacks of division of labor. A rewritten version of two earlier notes. HBS Number: 9-600-013 Subjects: Compensation; Operations management; Process flow; Production Academic Discipline: Operations management    Comments on the Second Toyota Paradox: With Appendix on Modularity   Add   View  15 pp.  Case Author(s): Spear, Steven Publication Date: 08/20/2001 Revision Date: 03/05/2003 Product Type: Note Product Description: Two groups of people start out with the same task, equipped with the same resources and the same initial conditions. One, however, consistently beats the other. What are the differences between what the two groups are doing, and what can we adopt from the better performer to make our own efforts more successful? According to some, Toyota's designers consistently create automobile designs that are easier to manufacture, in less total time, and at lower cost in engineering hours. They also claim that Toyota's design advantage is rooted in specific tools and processes that are superior to its competitors'. This note asserts that Toyota's so-called specific tools and processes create general product and process characteristics that explain its design advantage and describes these characteristics. Teaching Purpose: The process by which Toyota manages product design is not specific to the automobile industry. Rather, Toyota has developed a process appropriate for many situations in which many people each have to design a piece of a much larger complex whole and in which the "right design" must be discovered in a collaborative, iterative fashion. Generalizations of Toyota's tools are applicable to a broad variety of products and industries. May be used with: (98409) Another Look at How Toyota Integrates Product Development. HBS Number: 9-602-035 Subjects: Automobiles; Engineering; Innovation; Product design Academic Discipline: Operations management    Commercialization at the Garvan Institute for Medical Research (A)   Add   View  21 pp.  Case Author(s): Fleming, Lee; Vitale, Michael; West, Jonathan Publication Date: 11/02/2005 Revision Date: 01/10/2006 Product Type: Case (Field) Product Description: A large and successful not-for-profit medical research institute must decide strategy to commercialize its discoveries. In the process, it must balance multiple conflicting demands from its stakeholders. HBS Number: 9-606-051 Geographic Setting: Australia Industry Setting: Hospital industry Number of Employees: 800 Event Year Start: 2005 Event Year End: 2005 Subjects: Commercialization; Public sector; Revenue growth; Stakeholders; Strategy Academic Discipline: Operations management    Commercializing an MRI Breakthrough   Add   View  14 pp.  Case Author(s): Fleming, Lee; Aptekar, Jacob Publication Date: 09/26/2007 Revision Date: 06/11/2008 Product Type: Case (Field) HBS Number: 9-608-064 Subjects: Business growth; Crisis management; Customer relationship management; Operations management; Service management; Strategy Academic Discipline: Operations management Product Description: An abstract is not available for this product.    Commercializing Technology: Imaginative Understanding of User Needs   Add   View  28 pp.  Case Author(s): Leonard-Barton, Dorothy; Wilson, Edith; Do Publication Date: 06/14/1994 Revision Date: 09/21/1994 Product Type: Note Product Description: The transformation of technology into commercially successful products is a process fraught with risk and uncertainty, and increasing pressure on time to market is exacerbating the difficulties. This note first describes a study conducted by Hewlett-Packard to improve its product development process as an illustration of the increasing focus companies are placing on understanding user needs. A framework of different technology commercialization situations is proposed and the concept of empathic design introduced as a potent mechanism for anticipating user needs, especially under conditions of moderate technical and market uncertainty. Researchers often find traditional market research techniques incompatible with creatively understanding user needs. That is, in many situations, customers cannot ask for a new product (or even a new feature) because they do not know what is possible, technologically. Teaching Purpose: Intended to help bridge the communication gap between research and marketing by clarifying the circumstances under which traditional marketing tools are especially appropriate and under which nontraditional ones are more potent. HBS Number: 9-694-102 Subjects: Market selection; Product design; Product development; Product introduction; Research & development Academic Discipline: Operations management    Commericializing an MRI Breakthrough, Teaching Note   Add     7 pp.  Teaching Note Author(s): Fleming, Lee Publication Date: 01/12/2009 Product Type: Teaching Note HBS Number: 609049 Academic Discipline: Operations management Product Description: Teaching Note for [608-064]. Must be used with: (608064) Commercializing an MRI Breakthrough.    Commonwealth Care Alliance: Elderly and Disabled Care, Teaching Note   Add     15 pp.  Teaching Note Author(s): Porter, Michael E.; Baron, Jennifer F. Publication Date: 01/21/2009 Product Type: Teaching Note HBS Number: 5-709-467 Academic Discipline: Operations management Product Description: Teaching Note for [708-502]. Must be used with: (9-708-502) Commonwealth Care Alliance: Elderly and Disabled Care.    CompUSA: The Computer Superstore   Add   View  20 pp.  Case Raman, Ananth; McClelland, Anna Describes the CompUSA organization, focusing especially on the operations and the company culture. It first examines the economics of PC retailing and the importance of a responsive supply chain for their product category. The description of company culture serves to emphasize the role of people-management and incentives in achieving responsiveness. Teaching Purpose: To show the importance of responsive supply chains in PC retailing and to emphasize the importance of culture and incentive in achieving responsiveness. HBS Number: 9-699-026 Type: Case (Field) Publication Date: 10/13/1998 Revision Date: 12/11/1998 Geographic Setting: United States Industry Setting: PC retailing Gross Revenues: $5.3 billion revenues Event Year Start: 1998 Event Year End: 1998 Subjects: Corporate culture; Incentives; Inventory management; Personal computers; Retailing; Supply chain   Add     8 pp.  Teaching Note For use with 9-699-026 HBS Number: 5-601-145 Subjects: Corporate culture; Incentives; Inventory management; Personal computers; Retailing; Supply chain    Connecticut Spring and Stamping Corp. (A)   Add   View  23 pp.  Case Bowen, H. Kent; Tabler, Sarah Connecticut Spring and Stamping Corp. (CSSC) is a small, privately owned metal working company with a reputation for providing quality products to its customers. CSSC's business is primarily the production of springs and stamped parts used in a variety of mechanical assemblies. While CSSC's customers are pleased with the level of quality, the company has in the past made frequent efforts to keep improving its quality, sometimes at considerable cost. The challenge to the new total quality manager, Andy Youmans, is to determine what direction CSSC should follow in improving its quality practices to assure customer satisfaction. May be used with: (9-698-038) Connecticut Spring and Stamping Corp. (B); (9-698-039) Connecticut Spring and Stamping Corp. (C). HBS Number: 9-694-009 Type: Case (Field) Publication Date: 10/26/1993 Revision Date: 5/11/1998 Geographic Setting: Connecticut Industry Setting: metal working Company Size: small Number of Employees: 450 Gross Revenues: $30 million revenues Event Year Start: 1992 Event Year End: 1993 Subjects: Customer relations; Metals; Total quality    Connecticut Spring and Stamping Corp. (B)   Add   View  16 pp.  Case Bowen, H. Kent; Russo, Massimo; Spear, Steven Connecticut Spring and Stamping Corp. (CSSC), a 50-year-old spring manufacturing and metal stamping firm, is experiencing slow sales growth and feeling the impact of global competition. The company has over 800 customers but little und HBS Number: 9-698-038 Type: Case (Field) Publication Date: 1/23/1998 Geographic Setting: Connecticut Industry Setting: stamped metal parts and metal springs Company Size: small Number of Employees: 350 Gross Revenues: $30 million revenues Event Year Start: 1994 Event Year End: 1994 Subjects: Customer relations; Manufacturing; Metals; Operations management; Small business; Total quality    Connecticut Spring and Stamping Corp. (C)   Add   View  8 pp.  Case Bowen, H. Kent; Russo, Massimo; Spear, Steven Andy Youmans, executive vice president of CSSC, joins a group of U.S. executives on a tour of Japanese factories that practice the TPS. Three of the factories produce products similar to CSSC's, and even though they use similar equipme HBS Number: 9-698-039 Type: Case (Field) Publication Date: 1/23/1998 Geographic Setting: Connecticut Industry Setting: stamped metal parts and metal springs Company Size: small Number of Employees: 350 Gross Revenues: $30 million revenues Event Year Start: 1995 Event Year End: 1995 Subjects: Customer relations; Manufacturing; Metals; Operations management; Small business; Total quality    Constructing an e-Supply Chain at Eastman Chemical Co.   Add   View  17 pp.  Case Author(s): Yen, Benjamin; Farhoomand, Ali F.; Ng, Pau Publication Date: 09/25/2002 Product Type: Case (Field) Publisher: University of Hong Kong Product Description: Craig Knight, Asia Pacific digital business and customer services manager of Eastman Chemical Co., was given a mandate to sell Eastman's philosophy for an integrated electronic supply chain, otherwise known as the Integrated System Solution (ISS), to its business partners in the region and to encourage adoption. Having invested in a state-of-the-art technical architecture that would support interconnectivity with all parties along the supply chain, Eastman was keen to realize the full benefits to be gained from an integrated e-supply chain on a global scale. Following numerous rounds of discussion with key business partners in the Asia Pacific region, some progress had been made. Nagase & Co. Ltd. of Japan had agreed to adopt ISS connections with Eastman, but had some reservations regarding the extent of integration. Although the benefits of integration were proven, suppliers, customers, distributors, and other interested parties were faced with numerous limitations and considerations that would have significant implications on their established business processes and even the shaping of their corporate strategy. Adoption was not a simple choice. Knight understood these shortcomings and was making every effort to ease the adoption process by identifying to Nagase and other business partners the longer term benefits of applying XML technology to their businesses. HBS Number: HKU222 Geographic Setting: Asia Event Year Start: 2002Event Year End: 2002 Subjects: Asia; Electronic commerce; Information technology; Supply chain Academic Discipline: Operations management   Add     8 pp.  Teaching Note Author(s): Yen, Benjamin; Farhoomand, Ali F.; Ng, Pauline Publication Date: 04/15/2003 Product Type: Teaching Note Publisher: University of Hong Kong Product Description: Teaching Note to (HKU222). Must be used with: (HKU222) Constructing an e-Supply Chain at Eastman Chemical Co. HBS Number: HKU259 >Academic Discipline: Operations management    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 HBS Number: 9-686-118 Subjects: Process analysis; Process flow; Production processes; Quality control 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. May be used with: (9-696-084) Deutsche Allgemeinversicherung.    Continuous Quality Improvement Initiatives at Queen Mary Hospital   Add   View  16 pp.  Case Author(s): Lam, Shunyin; McCauley, Marissa Publication Date: 08/15/2001 Product Type: Case (Field) Publisher: University of Hong Kong Product Description: Looks into the success factors in implementing a continuous quality improvement (CQI) initiative in a project called Pre-Operative Skin Preparation: Shaving and Pre-Operative Baths at Queen Mary Hospital (QMH) in Hong Kong. Using focus, analyze, develop, and execute (FADE) as a CQI model, the CQI unit's skin preparation project achieved the CQI objectives. The CQI unit's intention is to administer the same CQI model in other areas, one of which is the Food Wastage Minimization project. A critical factor in the implementation is how should the CQI unit move forward with other changes using CQI? How should the CQI unit respond to organizational resistance and managing professionals through change? The unit also has to consider where and how to collect data in determining areas for CQI application. What are the key elements to be considered to achieve the cooperation of everyone at QMH, or at least of critical decision makers? HBS Number: HKU131 Geographic Setting: Hong KongIndustry Setting: health care Event Year Start: 2000Event Year End: 2000 Subjects: Asia; Health care; Management of change Academic Discipline: Operations management Supplementary Materials: Teaching Note, (HKU132), 7p, by Shunyin Lam, Marissa McCauley   Add     7 pp.  Teaching Note For use with HKU131 HBS Number: HKU132 Subjects: Asia; Health care; Management of change    Convergence 2008: Video Over the Internet   Add   View  25 pp.  Case Author(s): Burgelman, Robert A.; Holmes, Rob Publication Date: 05/30/2008 Product Type: Case (Field) Publisher: Stanford University HBS Number: SM173 Geographic Setting: United States Industry Setting: Internet & online services industries Subjects: Change management; Internet; Technology Academic Discipline: Operations management Product Description: In December 2007, more than 75 percent of all U.S. Internet users streamed some form of video online, consuming over 10 billion videos in total. While devices such as AppleTV and TiVo allowed users to watch Internet video on their televisions, Internet-delivered video was largely a web-based phenomenon. Despite this, the industry was preparing for the inexorable collision of Internet video and the television. While a video signal could be fed over coaxial cable, through copper wires or over fiber optic connections, the majority of U.S. consumers would continue to receive their television signal and Internet service through a wired connection for the foreseeable future. This case examines the transition to IP video delivery in 2008 from the perspective of those companies that own the “pipe,” notably telecommunications companies, descendants of the 1982 AT&T divestiture, and cable companies, otherwise known as Multiple System Operators (MSOs).    Cook Composites and Polymers Co.   Add   View  20 pp.  Case Author(s): Lee, Deishin; Toffel, Michael W.; Gordon, Rachel Publication Date: 06/30/2008 Revision Date: 01/14/2009 Product Type: Case (Field) HBS Number: 608055 Geographic Setting: Missouri Event Year Start: 2007 Event Year End: 2007 Subjects: Climate change; Economic analysis; Environmental protection; Process improvement; Quality control; Quantitative analysis; Sustainability Academic Discipline: Operations management Supplementary Materials: Teaching Note, (608079), 34p, by Deishin Lee, Michael W. Toffel Product Description: This case describes how a company improves resource efficiency and process quality in its manufacturing process by developing a waste by-product into a new product. The case describes how CCP cleans production equipment between batches using styrene, which becomes a costly hazardous waste. Having worked on minimizing waste for the past 20 years, CCP believed it could not reduce the use of styrene without risking product quality. Instead, CCP was exploring the development of a by-product from its “rinse styrene,” but faces uncertainty regarding the operational, financial, and environmental implications of doing so. This case contains data to support quantitative analyses of financial, operational, and environmental issues including some basic life-cycle analysis (LCA) calculations that focus on greenhouse gas emissions.    Cook Composites and Polymers Co., Teaching Note   Add     34 pp.  Teaching Note Author(s): Lee, Deishin; Toffel, Michael W. Publication Date: 06/30/2008 Revision Date: 01/16/2009 Product Type: Teaching Note HBS Number: 608079 Academic Discipline: Operations management Product Description: An abstract is not available for this product. Must be used with: (608055) Cook Composites and Polymers Co.    Coordination: An Overview   Add   View  12 pp.  Case Author(s): Raman, Ananth Publication Date: 10/11/1995 Product Type: Note Product Description: Designed to accompany Module II of the first-year required course on Technology and Operations Management. Particularly useful in conjunction with Corning Glass Works: Erwin Automotive Plant, Toyota Motor Manufacturing, U.S.A., Inc., Johnson Controls, Automotive Systems Group: The Georgetown Kentucky Plant, Process Flow Design Exercise (A) and (B), and Sport Obermeyer Ltd. HBS Number: 9-696-001 Subjects: Operations management; Production planning Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-698-001), 9p, by Ananth Raman   Add     9 pp.  Teaching Note For use with 9-696-001 HBS Number: 5-698-001 Subjects: Operations management; Production planning    Copeland Corp.: Evolution of a Manufacturing Strategy — 1975-82 (B)   Add   View  3 pp.  Case Author(s): Garvin, David A.; March, Artemis Publication Date: 02/10/1986 Revision Date: 03/15/1990 Product Type: Supplement (Field) Product Description: In the (A) case, Copeland had to choose between focusing its Sidney plant by product line or by manufacturing process. Now that it has made that decision, a plant layout must be selected from two alternatives. Must be used with: (9-686-088) Copeland Corp.: Evolution of a Manufacturing Strategy--1975-82 (A). HBS Number: 9-686-089 Subjects: Facilities; Manufacturing strategy; Plant location; Strategy implementation Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-688-074), 21p, by David A. Garvin; Case Video, (9-887-527), 23 min, by David A. Garvin, Artemis March   Add     17 pp.  Teaching Note For use with 9-686-089 HBS Number: 5-688-074 Subjects: Facilities; Manufacturing strategy; Plant location; Strategy implementation    Copeland Corp.: Evolution of a Manufacturing Strategy — 1975-82 (C)   Add   View  3 pp.  Case Author(s): Garvin, David A.; March, Artemis Publication Date: 02/10/1986 Revision Date: 03/15/1990 Product Type: Supplement (Field) Product Description: In the preceding case, Copeland had to choose between two alternative plant layouts for organizing its Sidney plant. Now it must get work force approval for a change in "bumping" rules before proceeding with the change. Management must decide how to proceed--to continue with the reorganization, delay the moving of equipment and personnel, or drop the project completely. Must be used with: (9-686-088) Copeland Corp.: Evolution of a Manufacturing Strategy--1975-82 (A). HBS Number: 9-686-090 Subjects: Labor relations; Management of change; Manufacturing strategy; Strategy implementation Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-688-074), 21p, by David A. Garvin; Case Video, (9-887-527), 23 min, by David A. Garvin, Artemis March   Add     17 pp.  Teaching Note For use with 9-686-090 HBS Number: 5-688-074 Subjects: Labor relations; Management of change; Manufacturing strategy; Strategy implementation    Copeland Corp.: Evolution of a Manufacturing Strategy — 1975-82 (D)   Add   View  5 pp.  Case Author(s): Garvin, David A.; March, Artemis Publication Date: 02/10/1986 Revision Date: 03/15/1990 Product Type: Supplement (Field) Product Description: Summarizes Copeland's focused factory approach, and updates the company's efforts at the Sidney, Hartselle, Shelby, and Richville plants. Concludes with a brief discussion of future prospects for Copeland's manufacturing strategy. Must be used with: (9-686-088) Copeland Corp.: Evolution of a Manufacturing Strategy--1975-82 (A). HBS Number: 9-686-091 Subjects: Management of change; Manufacturing strategy; Performance measurement; Strategy implementation Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-688-074), 21p, by David A. Garvin; Case Video, (9-887-527), 23 min, by David A. Garvin, Artemis March   Add     17 pp.  Teaching Note For use with 9-686-091 HBS Number: 5-688-074 Subjects: Management of change; Manufacturing strategy; Performance measurement; Strategy implementation    Copeland Corp.: Evolution of a Manufacturing Strategy—1975-82 (A)   Add   View  20 pp.  Case Garvin, David A.; March, Artemis Describes the evolution of a company's manufacturing strategy over an eight-year period. Copeland had pursued a strategy of building freestanding focused plants devoted to single processes or product lines, and then moving products from the home plant at Sidney, Ohio to the new facility. Sidney is now left with a jumble of unrelated products and processes, and management must decide whether it should be reorganized by product line or manufacturing processes. HBR reprint number 85117 "Competing Through Manufacturing," January-February 1985, by S.C. Wheelwright and R.H. Hayes may be taught with these cases. HBS Number: 9-686-088 Type: Case (Field) Publication Date: 2/10/1986 Revision Date: 11/22/1989 Geographic Setting: Ohio, N. Carolina, Alabama, Indiana Industry Setting: compressor manufacturing Event Year Start: 1975 Event Year End: 1982 Subjects: Facilities planning; Manufacturing strategy; Plant location; Strategy implementation Supplementary Materials: Supplement (Field), (9-686-089), 3p, by David A. Garvin, Artemis March; Supplement (Field), (9-686-090), 3p, by David A. Garvin, Artemis March; Supplement (Field), (9-686-091), 5p, by David A. Garvin, Artemis March; Teaching Note, (5-688-074), 21p, by David A. Garvin; Case Video, (9-887-527), 23 min, by David A. Garvin, Artemis March   Add     17 pp.  Teaching Note For use with 9-686-088 HBS Number: 5-688-074 Subjects: Facilities planning; Manufacturing strategy; Plant location; Strategy implementation    Corning Glass Works: The Z-Glass Project   Add   View  17 pp.  Case Clark, Kim B. Considers decisions facing the leader of a manufacturing staff project team assigned to a plant where yields have deteriorated sharply. The process is complex: the plant organization is not cooperative and there are deep disagreements about what is wrong and how to fix it. Provides an opportunity to analyze yields and productivity, as well as the organizational and personal challenges inherent in line-staff interaction. HBS Number: 9-681-091 Type: Case (Field) Publication Date: 4/1/1981 Revision Date: 1/24/1997 Geographic Setting: Northeast Industry Setting: glass products Event Year Start: 1978 Event Year End: 1978 Subjects: Conflict; Glass & glassware industry; Line & staff management; Manufacturing strategy; Operations management; Process analysis; Productivity; Project management Supplementary Materials: Teaching Note, (5-683-045), 14p, by Kim B. Clark   Add     14 pp.  Teaching Note For use with 9-681-091 HBS Number: 5-683-045 Subjects: Conflict; Glass & glassware industry; Line & staff management; Manufacturing strategy; Operations management; Process analysis; Productivity; Project management    Corning: 156 Years of Innovation   Add   View  27 pp.  Case Author(s): Bowen, H. Kent; Purrington, Courtney Publication Date: 03/05/2008 Revision Date: 04/23/2008 Product Type: Case (Field) HBS Number: 608108 Gross Revenues: $6 billion Event Year Start: 2007 Event Year End: 2007 Subjects: Corporate governance; R&D; Research methodology; Scientific research; Technology; Uncertainty Academic Discipline: Operations management Product Description: The executive team at Corning has committed to double the rate of new business creation per decade, while at the same time growing the company's current businesses, including glass substrates for LCD displays. Their strategy, built on more than 150 years of successful innovation, is to invent “keystone components” which uniquely enable other companies' products and earn high margins from its proprietary technology. As part of the company's mission to be around for another 150 years, the executive team is also committed to devote considerable resources to basic research “in faith” that it will create new, high-margin businesses that will drive corporate growth in 10-20 years and enable the company to “reinvent” itself, even though they will not be around to reap the benefits of this investment. The executive team must choose how to allocate finite RD&E resources between (1) “pushing” one, or more, of four brand new businesses with considerable potential in the development pipeline to the market sooner; (2) allocating more resources to six new products being launched from existing businesses; or (3) spending more on exploratory research. In making these decisions, the executive team must consider the impact of their decision on not only near-term earnings, but on how it will enable Corning to diversify over the medium to long term in terms of the quality and quantity of its portfolio of new technologies in the development pipeline and new businesses    Cradle-to-Cradle Design at Herman Miller: Moving Toward Environmental Sustainability   Add   View  21 pp.  Case Author(s): Lee, Deishin; Bony, Lionel Publication Date: 05/30/2007 Revision Date: 07/20/2007 Product Type: Case (Field) HBS Number: 9-607-003 Geographic Setting: Michigan Industry Setting: Office furniture & equipment Event Year Start: 2002 Event Year End: 2002 Subjects: Environmental management; Operations; Product development; Sustainability Academic Discipline: Operations management Product Description: Herman Miller decided to implement the cradle-to-cradle (C2C) design protocol during the design of its mid-level office chair, Mirra. The C2C protocol was a set of environmentally friendly product development guidelines.    Cradle-to-Cradle Design at Herman Miller: Moving Toward Environmental Sustainability   Add   View  21 pp.  Case Author(s): Lee, Deishin; Bony, Lionel Publication Date: 05/30/2007 Revision Date: 02/07/2008 Product Type: Case (Field) HBS Number: 607003 Geographic Setting: Michigan Industry Setting: Office furniture & equipment Event Year Start: 2002 Event Year End: 2002 Subjects: Environmental protection; Operations; Operations management; Product development; Sustainability Academic Discipline: Operations management Product Description: Herman Miller decided to implement the cradle-to-cradle (C2C) design protocol during the design of its mid-level office chair, Mirra. The C2C protocol was a set of environmentally friendly product development guidelines.    Creating New Services, Module Overview Note   Add     11 pp.  Teaching Note Author(s): Frei, Frances X. Publication Date: 05/15/2002 Revision Date: 09/03/2002 Product Type: Teaching Note HBS Number: 5-602-178 Academic Discipline: Operations management Product Description: Taught in Managing Service Operations, an elective course in the Harvard Business School MBA program. Appropriate for any service course or service module within an operations or new product development course that targets MBA or executive education students. Supplements case teaching notes and provides guidance in the positioning of the cases and in the overarching themes.    Creating Qualcomm (A)   Add   View  14 pp.  Case Author(s): Barnett, William P.; Mekikian, Gary Publication Date: 05/01/2008 Product Type: Case (Field) Publisher: Stanford University HBS Number: E301A Geographic Setting: United States Industry Setting: Telecommunications industry Subjects: Barriers to entry; Innovation; Market entry; Standardization; Technology; Wireless technologies Academic Discipline: Operations management Product Description: In 1991, former engineering professor Dr. Irwin Jacobs and his team of top-notch scientists and engineers were preparing to take public Qualcomm, their budding wireless communications company. They had proven that their technological approach to wireless communications, Code Division Multiple Access (CDMA), was feasible — and demonstrated that it could provide important benefits to wireless telecommunications operating companies and their subscribers. The Qualcomm team had patented a number of important advances in CMDA technology, and plans were in place for the company to design semiconductor chipsets to further advance CDMA and Qualcomm's intellectual property. On the market side, the technology had been deployed successfully in the company's OmniTRACS business, a transportation communications system that was growing quickly in the market. But serious obstacles stood between Qualcomm and Jacobs' vision for the company.    Cross River Products   Add   View  16 pp.  Case Author(s): Wheelwright, Steven C.; Latimer, Eleanor W. Publication Date: 11/01/1975 Revision Date: 10/01/1976 Product Type: Case (Field) Product Description: Describes production task of meeting peak seasonal demands in a light manufacturing plant. Information is provided for evaluating the options of overtime, second shift, second production line, and inventory buildup. HBS Number: 9-676-086 Geographic Setting: United States Industry Setting: children's strollers Company Size: mid-size Event Year Start: 1975 Event Year End: 1975 Subjects: Aggregate planning; Capacity planning; Production capacity; Production planning; Production scheduling Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-677-003), 12p, by Steven C. Wheelwright   Add     11 pp.  Teaching Note For use with 9-676-086 HBS Number: 5-677-003 Subjects: Aggregate planning; Capacity planning; Production capacity; Production planning; Production scheduling    Crown Equipment Corp.: Design Services Strategy   Add   View  18 pp.  Case Freeze, Karen J. Chronicles three decades of a forklift truck company's industrial design strategy. Having grown rapidly from a small, pioneering niche-company to a leading, full-range, global producer, Crown is reevaluating its design services strategy. Discusses the company's long-term relationship with its design consultants and the pros and cons of establishing an in-house design department at this point in its history. Students need to decide whether Crown should opt for in-house design services, stay with its former design consultants, or look for new consultants. HBS Number: 9-991-031 Type: Case (Field) Publication Date: 1/1/1991 Geographic Setting: Ohio Industry Setting: industrial products, machinery & equipment Number of Employees: 3,800 Gross Revenues: $450 million revenues Event Year Start: 1957 Event Year End: 1989 Subjects: Centralization; Corporate strategy; Industrial goods; Industrial markets; Machinery; Organizational structure; Product design; Service management Supplementary Materials: Supplement (Field), (9-991-032), 2p, by Karen J. Freeze; Teaching Note, (5-696-042), 11p, by Gary P. Pisano Publisher: Design Management Institute   Add     11 pp.  Teaching Note For use with 9-991-031 HBS Number: 5-696-042 Subjects: Centralization; Corporate strategy; Design management; Industrial goods; Industrial markets; Machinery; Organizational structure; Product design; Service management    Crown Equipment Corp.: Design Services Strategy, Epilogue   Add   View  2 pp.  Case Author(s): Freeze, Karen J. Publication Date: 01/01/1991 Product Type: Supplement (Field) Publisher: Design Management Institute Product Description: Discusses the new, in-house design department at Crown and brings the story up to 1991. Must be used with: (9-991-031) Crown Equipment Corp.: Design Services Strategy. HBS Number: 9-991-032 Subjects: Centralization; Corporate strategy; Design management; Industrial goods; Industrial markets; Machinery; Organizational structure; Product design; Service management Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-696-042), 11p, by Gary P. Pisano   Add     11 pp.  Teaching Note For use with 9-991-032 HBS Number: 5-696-042 Subjects: Centralization; Corporate strategy; Design management; Industrial goods; Industrial markets; Machinery; Organizational structure; Product design; Service management    CRU Computer Rentals   Add   View  6 pp.  Case Author(s): Chopra, Sunil Publication Date: 01/01/2002 Product Type: Case Publisher: Kellogg School of Management HBS Number: KEL017 Geographic Setting: United States Event Year Start: 2002 Event Year End: 2002 Subjects: Inventory; Operations; Process flow; Sales management Academic Discipline: Operations management Product Description: Examines a company that rents and leases computers. The firm sees financial performance worsen despite sales increases. Learning objective: To provide a scenario that shows the link between operational flow measures such as inventory, throughput, and flow time and financial flows.    Cummins Engine Co.: Starting Up "B" Crankshaft Manufacturing at the San Luis Pot   Add   View  16 pp.  Case Hayes, Robert H. Cummins Engine Co. is starting up production of diesel engine crankshafts in its plant in central Mexico. This operation requires much tighter tolerances than any product previously produced at the plant, and the young (recent MBA) man HBS Number: 9-693-121 Type: Case (Field) Publication Date: 5/26/1993 Revision Date: 1/13/1994 Geographic Setting: Mexico Industry Setting: automotive components Company Size: Fortune 500 Gross Revenues: $100 million revenues Event Year Start: 1992 Event Year End: 1992 Subjects: Automotive supplies; Industrial development; International operations; Manufacturing strategy; Mexico; New process; Project management Supplementary Materials: Teaching Note, (5-696-008), 10p, by Robert H. Hayes   Add     10 pp.  Teaching Note For use with 9-693-121 HBS Number: 5-696-008 Subjects: Automotive supplies; Industrial development; International operations; Manufacturing strategy; Mexico; New process; Project management    Curtis-Swann (A)   Add   View  17 pp.  Case Author(s): Hammond, Janice H.; Chu, Lily Publication Date: 04/25/1989 Revision Date: 01/01/1990 Product Type: Case (Field) Product Description: Describes a decision to introduce a new card size by a small greeting card manufacturer. Changing card size would alter both the company's economics and their production planning processes. Students will be asked to identify relevant costs and evaluate the proposal in light of demand and price uncertainty. May be used with: (9-189-175) Curtis-Swann (B). HBS Number: 9-189-174 Geographic Setting: United StatesIndustry Setting: greeting cardsCompany Size: smallGross Revenues: $4.7 million sales Event Year Start: 1989Event Year End: 1989 Subjects: Commercial art products; Demand analysis; Logistics; Production planning; Production scheduling; Scheduling Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-190-121), 18p, by Janice H. Hammond   Add     18 pp.  Teaching Note For use with 9-189-174 HBS Number: 5-190-121 Subjects: Commercial art products; Demand analysis; Logistics; Production planning; Production scheduling; Scheduling    Curtis-Swann (B)   Add     18 pp.  Teaching Note For use with 9-189-175 HBS Number: 5-190-121 Subjects: Commercial art products; Demand analysis; Logistics; Production planning; Production scheduling; Scheduling    Cybertech Project (A)   Add   View  23 pp.  Case Upton, David Describes the development and exploitation of a radical new computer-integrated technology in the largely manual meat-processing industry. The technology has been developed by the meat industry's research organization over a period of HBS Number: 9-695-030 Type: Case (Library) Publication Date: 1/16/1995 Revision Date: 6/30/1995 Geographic Setting: Australia Industry Setting: agribusiness/meat packaging Number of Employees: 300 Event Year Start: 1994 Event Year End: 1994 Subjects: Computer systems; Facilities; Manufacturing; Operations research; Systems design; Technological change Supplementary Materials: Supplement (Library), (9-695-041), 1p, by David Upton; Teaching Note, (5-697-083), 15p, by David Upton, Christine Steinman   Add     15 pp.  Teaching Note For use with 9-695-030 HBS Number: 5-697-083 Subjects: Computer systems; Facilities; Manufacturing; Operations research; Systems design; Technological change    Cybertech Project (B)   Add   View  1 pp.  Case Author(s): Upton, David Publication Date: 06/26/1995 Product Type: Supplement (Library) Product Description: Supplement to the (A) case. Must be used with: (9-695-030) Cybertech Project (A). HBS Number: 9-695-041 Subjects: Computer systems; Facilities; Manufacturing; Operations research; Systems design; Technological change Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-697-083), 15p, by David Upton, Christine Steinman   Add     15 pp.  Teaching Note For use with 9-695-041 HBS Number: 5-697-083 Subjects: Computer systems; Facilities; Manufacturing; Operations research; Systems design; Technological change    Daewoo Shipbuilding and Heavy Machinery   Add   View  18 pp.  Case Upton, David; Kim, Bowon Daewoo Shipbuilding and Heavy Machinery rescued its plant from the labor riots of 1987 to make it, by 1994, to be the fastest improving shipyard in the world. With its competition in Korea making huge investments in additional capacity in anticipation of the end of the recession, Daewoo instead has to decide if its strategy of continuous investment can provide the needed capacity. Teaching Purpose: Addresses manufacturing improvement strategies and plant management. In addition, it looks at the interaction between "step-change" improvement and continuous improvement. May be used with: (9-695-032) Samsung Heavy Industries: The Koje Shipyard. HBS Number: 9-695-001 Type: Case (Field) Publication Date: 10/1/1994 Geographic Setting: Korea Industry Setting: shipbuilding Event Year Start: 1994 Event Year End: 1994 Subjects: Continuous improvement; Facilities; Labor relations; Manufacturing strategy; Production capacity; Shipbuilding Supplementary Materials: Teaching Note, (5-696-053), 17p, by David Upton   Add     17 pp.  Teaching Note For use with 9-695-001 HBS Number: 5-696-053 Subjects: Continuous improvement; Facilities; Labor relations; Manufacturing strategy; Production capacity; Shipbuilding    Daewoo Shipbuilding and Marine Engineering   Add   View  28 pp.  Case Author(s): Kim, Bowon; Upton, David M. Publication Date: 10/16/2008 Revision Date: 02/25/2009 Product Type: Case (Field) HBS Number: 609018 Geographic Setting: South Korea Industry Setting: Shipbuilding industry Number of Employees: 10,000 Gross Revenues: $4 billion Event Year Start: 2007 Event Year End: 2007 Subjects: Operations management; Strategy Academic Discipline: Operations management Product Description: Explores the journey of aggressive learning and capability building in the operations of a major Korean Shipbuilder. While DSHM had once used its superior learning capability to topple its Japanese competition, it now faced the potential for a similar attack from new Chinese competitors. Without outsourcing some of its work to China, DSHM would become uncompetitive. However, in outsourcing the work, some skills would necessarily have to be transferred, potentially teaching the future competition and providing them with a platform to attack DSHM's core markets.    Dasher Company   Add   View  14 pp.  Case Author(s): Shapiro, Roy Publication Date: 01/03/2008 Product Type: Case (Gen Exp) HBS Number: 608113 Subjects: Operations management; Academic Discipline: Operations management Product Description: An abstract is not available for this product.    Dashman Co.   Add   View  2 pp.  Case Author(s): Meriam, Richard S.; Folts, Franklin E.; Lo Publication Date: 04/13/1942 Revision Date: 12/21/1982 Product Type: Case (Field) Product Description: The vice president in charge of purchasing sends a letter to each of the company's 20 purchasing executives requesting that contracts made in excess of $10,000 be cleared with him prior to signing. The branches promise to cooperate, but no notices of negotiations are received by the head office. HBS Number: 9-642-001 Geographic Setting: Midwest Industry Setting: equipment for armed services Event Year Start: 1940 Event Year End: 1940 Subjects: Branches; Centralization; Communication; Contracts; Interdepartmental relations; Management accounting; Military research; Purchasing Academic Discipline: Operations management    Day Aristotle Went Missing: A Parable   Add   View  2 pp.  Case Author(s): Austin, Robert D. Publication Date: 07/01/2003 Product Type: Case (Library) Product Description: Aristotle disappears during a festival in his honor. The citizens of Athens use various representations of Aristotle to find him. Sets off a discussion of which theories are most realistic, complex, and useful. Teaching Purpose: To explore the use of theory by practicing managers. HBS Number: 9-604-009 Geographic Setting: Athens Subjects: Management of change; Operations management; Strategy formulation Academic Discipline: Operations management    Dayton Electric Corp.   Add   View  20 pp.  Case Author(s): Wheelwright, Steven C. Publication Date: 12/06/1991 Revision Date: 02/03/1992 Product Type: Case (Field) Product Description: 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 Dayton'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. HBS Number: 9-692-071 Geographic Setting: Dayton, OH Industry Setting: Machinery industry Event Year Start: 1984 Event Year End: 1991 Subjects: Forecasting; Machinery; Product design; Production planning; R&D; Technological change Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-693-010), 30p, by Steven C. Wheelwright   Add     30 pp.  Teaching Note For use with 9-692-071 HBS Number: 5-693-010 Subjects: Forecasting; Machinery; Product design; Production planning; Research & development; Technological change    Deaconess-Glover Hospital (A)   Add   View  23 pp.  Case Author(s): Spear, Steven J.; Kenagy, John Publication Date: 07/19/2000 Revision Date: 08/25/2005 Product Type: Case (Field) HBS Number: 9-601-022 Geographic Setting: Boston, MA Industry Setting: Health care industry Number of Employees: 200 Gross Revenues: $24 million revenues Event Year Start: 1999 Event Year End: 1999 Subjects: Health care; Health organizations management; Operations management; Organizational change; Organizational design; Service management Academic Discipline: Operations management Supplementary Materials: Supplement (Field), (9-601-023), 5p, by Steven J. Spear, John Kenagy; Supplement (Field), (9-601-025), 1p, by Steven J. Spear; Supplement (Field), (9-601-026), 5p, by Steven J. Spear; Supplement (Field), (9-601-027), 3p, by Steven J. Spear; Teaching Note, (5-602-075), 55p, by Steven J. Spear Product Description: Chronicles the initial efforts to teach a health care organization to manage itself according to the principles of the Toyota Production System (TPS). Describes the decision and dilemmas that arose from the implementation experiment. Builds on Bowen and Spear's earlier research in industrial settings. They found that TPS is an integrated approach to designing, doing, and improving the work of individual people and of groups of people working collaboratively to produce and deliver goods, services, and information. The Deaconess-Glover Hospital project tested the efficacy of the TPS in a nonindustrial setting (i.e., health care) and also offered insight into how to convert an organization, managed by its existing management system to one managed by TPS principles. This case provides background on Deaconess-Glover Hospital and on the TPS teacher, John Kenagy. Describes how Kenagy observed the work at the hospital to understand the system. Given how Kenagy gathered data and based on what he directly observed,   Add     55 pp.  Teaching Note For use with 9-601-022 HBS Number: 5-602-075 Subjects: Health care; Health organizations management; Operations management; Organizational change; Organizational design; Service management    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) Product Description: Supplements the (A) case. Must be used with: (9-601-022) Deaconess-Glover Hospital (A). HBS Number: 9-601-023 Industry Setting: Health care industry Subjects: Health care; Health organizations management; Operations management; Organizational change; Organizational design; Service management Academic Discipline: Operations management Supplementary Materials: Teaching Note, (5-602-075), 55p, by Steven