Ivey Publishing

Operations Management for Competitive Advantage

Jacobs, F. R., Chase, R.B., Aquilano, N.J.,11/e (United States, McGraw-Hill Irwin, 2006)
Prepared By Thomas K. Yeung, Ph.D. Candidate (Production & Operations Management)
Chapter and Title Chapter Matches: Case Information
Chapter 1:
Introduction to the Field

FOREFRONT MANUFACTURING: PRODUCTION PROCESSES AND CHANGE MANAGEMENT IN MAINLAND CHINA
Chris J. Piper, Nigel Goodwin

Product Number: 9B06D020
Publication Date: 10/12/2006
Revision Date: 9/16/2009
Length: 15 pages

ForeFront Wood Products produces high quality wooden door-sets. The company faces capacity constraints and inefficiencies resulting from its processes and culture. As a consequence, it struggles to be profitable. ForeFront's parent company, ForeFront Holdings, plans an initial public offering in 2007. It has recently hired a new operations manager with the mandate to turn the factory around. As the operations manager begins his job he tours the manufacturing facilities to gather information on production processes and factors affecting capacity, cost and conformance. The case describes the firm's manufacturing and managerial processes. Many issues are described, including high costs, low yields, unreported defects and equipment that fails to operate near its rated capacity. Organizational and change management challenges, including high employee turnover, excessive use of overtime and failure of supervisors to observe or report employee errors are also described.

Teaching Note: 8B06D20 (12 pages)
Industry: Manufacturing
Issues: China; Production Management/Control; Organizational Behaviour; Automation; Bottlenecks; Nanyang
Difficulty: 4 - Undergraduate/MBA



BOMAN COMMUNICATIONS
John S. Haywood-Farmer, Erika Lundholm

Product Number: 9B06D016
Publication Date: 8/30/2006
Revision Date: 9/16/2009
Length: 11 pages

The owner and founder of Boman Communications, was proud of the company's business concept which utilized technology to allow flexibility and efficiency in the production of marketing materials. However, despite this strategic advantage, the company had been unable to attract more than one large client. More importantly, recent events had led the owner to believe that many of his own employees did not understand the company's business concept. If they did not understand the company's business concept, how could they sell it to customers? Bowman knew he had to address these issues soon but was unsure how to do so.

Teaching Note: 8B06D16 (8 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Corporate Strategy; Advertising; Technology; Personnel Management; Management of Change; Marketing Communication; Management of Technology
Difficulty: 4 - Undergraduate/MBA



BLINDS TO GO: INVADING THE SUNSHINE STATE
Larry Menor, Ken Mark

Product Number: 9B01D004
Publication Date: 2/2/2001
Revision Date: 12/17/2009
Length: 19 pages

Blinds To Go (BTG), a Montreal-headquartered producer of made-to-order window coverings, had made the decision to enter the Florida market by opening eight retail stores. As a result of this decision, the senior vice-president (SVP) of operations for BTG was faced with the dilemma of deciding if and when an assembly plant should be built to support these and future Florida retail stores. The most recent plant, built in Lakewood, New Jersey, had experienced operational problems during its startup, resulting in the eventual replacement of most of the supervisory staff and a significant portion of the plant employees. This led to additional start-up costs and customer service problems. Faced with this expansion into Florida, the SVP set about devising an operating plan that would achieve the goals of the Florida expansion without the growing pains of past efforts. As the stores were to be opened in six months, a plan would have to be finalized soon.

Teaching Note: 8B01D04 (14 pages)
Industry: Manufacturing
Issues: Service Operations; Operations Management; Action Planning and Implementation; System Design
Difficulty: 4 - Undergraduate/MBA


Chapter 2:
Operations Strategy and Competitiveness

RESINA: MANAGING OPERATIONS IN CHINA
Paul W. Beamish, Jordan Mitchell

Product Number: 9B06M048
Publication Date: 4/28/2006
Revision Date: 9/21/2009
Length: 21 pages

Resina is a global manufacturer of resins and surfacing solutions headquartered in Helsinki, Finland, and has three production facilities and 12 sales offices in China. The head of Asia Pacific for Resina needs to decide what should be done about Beijing and Guangdong. Should Beijing remain in operation, be shut down, or moved to another area where demand for liquid bulk resins is stronger. Similar options exist in Guangdong. In aiming towards profitable operations, he needs to consider the buoyancy of local demand, Resina's partner in Beijing, local and foreign competitors and appropriate managers in each operation.

Teaching Note: 8B06M48 (11 pages)
Industry: Manufacturing
Issues: China; International Management; Risk Analysis; Operations Management; Joint Ventures
Difficulty: 4 - Undergraduate/MBA



BLOOM THE FLOWER COMPANY
Larry Menor

Product Number: 9B04D022
Publication Date: 12/20/2004
Revision Date: 10/9/2009
Length: 16 pages

With the hope of changing the way Canadians think about purchasing flowers, the owner of Bloom the Flower Company recognized the importance of the Wow! factor and the European florist model in her design of Bloom. Opened in 2002, the Toronto-based florist was continually stocked with a unique array of exotic, cut flowers for everyday purchase or individual or corporate events. Bloom's service delivery was based upon a friendly, welcoming and laid-back approach that focused on providing meaningful solutions to an individual's floral needs. Bloom's success had not gone unnoticed as several additional younger and hipper floral shops had been started in the area since Bloom opened. A number of business and service management issues have to be addressed in order for Bloom to grow.

Teaching Note: 8B04D22 (11 pages)
Industry: Retail Trade
Issues: Services; Growth Strategy; Service Operations; Retailing
Difficulty: 4 - Undergraduate/MBA



FELL-FAB PRODUCTS (A)
John S. Haywood-Farmer, Larry Menor, John MacDonald

Product Number: 9B00D021
Publication Date: 12/7/2000
Revision Date: 1/8/2010
Length: 14 pages

Fell-Fab Products is a manufacturer of interior coverings for airlines, bus companies and passenger rail services. A secondary business for the company is the manufacture of other sewn and welded textiles such as mail bags, tents, etc. One of Fell-Fab Products' important airline customers asked the company if it was interested in diversifying into service by taking on a contract to manage all aspects of the interior coverings business. The president of Fell-Fab Products must assess the differences between service management and manufacturing, decide whether Fell-Fab is capable of doing a good job at service and determine whether the business makes economic sense for the company. This case and the accompanying Fell-Fab Products (B) case (product 9B00D022) explore some of the implications of manufacturers diversifying into services.

Teaching Note: 8B00D21 (12 pages)
Industry: Manufacturing
Issues: Strategic Change; Manufacturing Strategy; Growth Strategy; Outsourcing
Difficulty: 4 - Undergraduate/MBA



ACER GROUP'S CHINA MANUFACTURING DECISION
Terence Tsai, Borshiuan Cheng, Donna Everatt

Product Number: 9A99M009
Publication Date: 4/6/1999
Revision Date: 5/24/2017
Length: 15 pages

The Acer Group is one of the world's largest PC and computer component manufacturers. The vice-president of Global Operations is pondering whether the timing and environment is conducive for Acer, based in Taiwan, to commence full-scale manufacturing operations in the Chinese mainland. Students are asked to examine the criteria on which Acer should base their decision to manufacture overseas, and in so doing, create the framework for a corporation's global manufacturing strategy. The teaching objectives also include having students consider the political, economic and social environments of a global manufacturing strategy. A related case entitled Acer Group's R & D Strategy - The China Decision (9A99M007) is also available.

Teaching Note: 8A99M09 (10 pages)
Industry: Manufacturing
Issues: Globalization; Plant Location; Competitiveness; Manufacturing Strategy
Difficulty: 4 - Undergraduate/MBA


Chapter 3:
Project Management

CPSIM2: THE CRITICAL PATH SIMULATOR (WINDOWS VERSION)
Chris J. Piper

Product Number: 9B06D002
Publication Date: 1/11/2006
Revision Date: 9/16/2009
Length: 6 pages

CPSim2 is a Critical Path Simulator that runs under MS Windows. Participants use the simulator to manage the construction of an automated factory - a fairly complex, 43-activity project that must be completed in 107 days if penalties are to be avoided. As project manager, students must make effective trade-offs between the costs incurred by crashing (speeding up) activities, and the financial penalties for late completion. Unforeseen delays and speedups occur during the project, which require timely response. Although these appear random, each user of the simulator is exposed to the same events during the project. This allows performances and strategies to be compared within a class and between classes. CPSim2 maintains a current display of the project's CPM network, as well as the critical path(s) and activity slacks. The time required to complete the exercise is controlled by CPSim2, and does not exceed 60 minutes. This product provides the student instructions on the running of the simulation; the software itself is distributed with a site license for an additional annual license fee (product 7B06D002) - contact Ivey Publishing for pricing and distribution information.

Teaching Note: 8B06D02 (14 pages)
Issues: Critical Path; Computer Assisted Cases; Simulation; Project Management
Difficulty: 4 - Undergraduate/MBA



MULTIPLE SCLEROSIS SOCIETY OF CANADA: LONDON-GRAND BEND BICYCLE TOUR
Carol Prahinski, Thomas K. Yeung

Product Number: 9B05D014
Publication Date: 10/13/2005
Revision Date: 9/28/2009
Length: 7 pages

The senior manager of the Multiple Sclerosis Society of Canada, Ontario Division is working on the next fundraising event, the bicycle tour. She must plan the routing activities, while also concerned about cyclists' safety and enjoyment while participating in the event. Students will apply project management tools such as PERT/CPM diagrams and critical path while recognizing and managing for uncertainty in task duration times.

Teaching Note: 8B05D14 (15 pages)
Industry: Social Advocacy Organizations
Issues: Critical Path; Uncertainty; Project Management; Planning
Difficulty: 4 - Undergraduate/MBA



PROCTER & GAMBLE CANADA: DAYQUIL SAMPLING OPERATIONS
Lyn Purdy, Ken Mark

Product Number: 9A98D020
Publication Date: 10/27/1999
Revision Date: 1/27/2010
Length: 10 pages

The assistant brand manager for DayQuil cold medication is under the gun to meet the deadline for a sampling experiment designed to increase DayQuil's market share. The case discusses managing timelines, identifying bottlenecks, and developing project management skills. DayQuil Sampling Operations serves to introduce students to project management issues and the decisions that have to be made, including crashing timelines and identifying parallel processes. This case can also serve as an excellent introduction to the use of Microsoft Project. DayQuil Sampling Operations is part of a three-case series about the DayQuil brand of cold medication made by Procter & Gamble. The other cases are Procter & Gamble Canada: DayQuil Brand Sampling (9A98A029) and Procter & Gamble Canada: Managing DayQuil Sampling (9A98C015).

Teaching Note: 8A98D20 (5 pages)
Industry: Manufacturing
Issues: Brands; Critical Path; Project Management
Difficulty: 4 - Undergraduate/MBA


Chapter 4:
Product Design

KOBE STEEL USA, ELECTRONIC MATERIALS CENTER: THE COMMERCIALIZATION OF NEW TECHNOLOGIES (B)
S. Peter Smith, Linda Plano, Jeffrey T. Glass

Product Number: 9B04M018
Publication Date: 3/4/2004
Revision Date: 10/13/2009
Length: 5 pages

This is a supplement to Kobe Steel USA, Electronic Materials Center: The Commercialization of New Technologies (A), product 9B04M017 and focuses on a consulting assignment. A consultant working with the Center decides to request reconsideration of the terms and deliverables of his assignment.

Teaching Note: 8B04M17 (8 pages)
Industry: Manufacturing
Issues: Corporate Culture; Emerging Markets; Research and Development; Product Design/Development
Difficulty: 4 - Undergraduate/MBA



COUNTRY PAWS BOARDING INC.
Larry Menor, Jacob Cho

Product Number: 9B03D007
Publication Date: 9/25/2003
Revision Date: 10/19/2009
Length: 6 pages

The owners of Country Paws Boarding Inc., a large boarding facility for dogs, customarily took every opportunity to get to know each dog's likes, dislikes, behaviors and tendencies in order to minimize separation trauma. This required ongoing dialog with each dog owner and observation of each canine. The owners were always eager to chat with those boarding their dogs at Country Paws in the hope of identifying potential new services and improving existing offerings. In response to dog owner expectations for canine socialization and recreation, new offering being considered was the community playground. They must determine how this offering would fit with their current line of services and what other services were worth considering.

Teaching Note: 8B03D07 (8 pages)
Industry: Other Services
Issues: Small Business; Product Design/Development; Process Design/Change; Services
Difficulty: 4 - Undergraduate/MBA



FOSTER TECHNOLOGIES INC.
James A. Erskine, Michael LeBoldus

Product Number: 9B03D004
Publication Date: 5/28/2003
Revision Date: 10/19/2009
Length: 9 pages

Foster Technologies Inc. is a wholly owned research and development subsidiary of LB Foster that focuses on wheel counter research and development for traffic control and the railway industry. The failed test of the railway wheel counting prototype was jeopardizing the company's promised delivery of the devices to a customer by the end of the month. With the company's and the vice-president of operations reputations at stake, he must decide what the next move is: Can his team resolve the problems with the prototype? Should he ask to have the chief design engineer removed or should he resign?

Teaching Note: 8B03D04 (4 pages)
Industry: Manufacturing
Issues: Research and Development; New Products; Interpersonal Relations; Technological Change
Difficulty: 4 - Undergraduate/MBA


Chapter 5:
Process Analysis

LABORATORIO DE ANALISIS ARGENTINA
P. Fraser Johnson, Ken Mark, Jordan Mitchell

Product Number: 9B06D004
Publication Date: 2/6/2006
Length: 13 pages

The technical director of Laboratorio de Analisis Argentina is responsible for ensuring that an average of 5,000 samples are processed daily. The samples have three sources: samples collected on-premises, samples sent from the organization's other 40 labs and samples sent from external labs. In one week the technical director has to give her boss a recommendation about dealing with the lab's capacity problems.

Teaching Note: 8B06D04 (6 pages)
Industry: Health Care Services
Issues: Capacity Analysis; Service Operations; Process Analysis; Operations Analysis
Difficulty: 4 - Undergraduate/MBA



THERA-AID MEDICAL DEVICES
Robert Klassen

Product Number: 9A96D007
Publication Date: 9/20/1996
Revision Date: 2/9/2010
Length: 4 pages

A manufacturing manager has been asked to develop an estimate of the production cost of a therapeutic wrist exerciser prototype. Automated assembly was possible long-term, but a manual assembly and test procedure was necessary until the product was firmly established. Teams of students can be asked to develop an assembly process for the new product using either an assembly line or single operator configuration. Hands-on experience in job design can be provided to the students. Students must use job design and work measurement methods to estimate overall product cost and propose alternative prototype designs that might reduce assembly costs. The performance of the two process configurations can be compared during an in-class student demonstration. Subsequent discussion can focus on the challenges of work design for an assembly line or single operation configuration, along with the quality, cost and management challenges implicit in each.

Teaching Note: 8A96D07 (12 pages)
Industry: Manufacturing
Issues: Job Analysis; Simulation; Process Analysis; Product Design/Development
Difficulty: 4 - Undergraduate/MBA



EARTH BUDDY
Chris J. Piper

Product Number: 9A94D019
Publication Date: 5/19/1995
Revision Date: 2/23/2010
Length: 3 pages

About 15 operators work in a simple hybrid batch-flow environment to produce the Earth Buddy novelty product. The case introduces the topic of process analysis. Sufficient information is presented to introduce and discuss the following concepts in an 80-minute class: capacity, throughput time, cycle time, bottleneck identification and resolution, and work-in-process inventory accumulation and draw-down. Issues that can be explored during the discussion include: shift scheduling, the impact of cross-training, batch versus flow production, rush orders, and the impact of defects on capacity. (An Extend simulation file is available for this case, Earth Buddy - Extend Simulation file.)

Teaching Note: 8A94D19 (10 pages)
Issues: Process Analysis; Manufacturing; Capacity Analysis
Difficulty: 4 - Undergraduate/MBA


Chapter 6:
Manufacturing Process Selection and Design

CANADIAN TIRE CHECK-OUT CONFIGURATION
John S. Haywood-Farmer, Alex Antoniou

Product Number: 9B04D006
Publication Date: 6/24/2004
Revision Date: 10/9/2009
Length: 17 pages

Canadian Tire is a large automotive parts, sports and leisure, and home improvement retail store chain. With the rise in the number of large retail outlets, the company needed to look at ways to maintain and increase sales. Continuous improvements were made to store design and in-store operations. The vice-president of store planning and merchandising was evaluating checkout configurations. He needed to make his decision soon to avoid delaying the construction of four new test stores. He has three options; continue using the current tandem system, add self check-outs or switch to a single line configuration. He must analyze the three options to determine the benefits and trade-offs of each.

Teaching Note: 8B04D06 (7 pages)
Industry: Retail Trade
Issues: Process Design/Change; Service Operations; Store Layout; Retailing
Difficulty: 4 - Undergraduate/MBA



ING DIRECT CANADA
Michiel R. Leenders, Robert Klassen, Natasha Ebanks

Product Number: 9B02D011
Publication Date: 9/20/2002
Revision Date: 11/9/2009
Length: 12 pages

ING Direct Canada is a retail banking operation and a subsidiary of one of the top global providers of integrated financial services, ING Group of the Netherlands. ING Direct Canada needs to meet the operational demands of a growing client base, while maintaining its current staffing levels, physical space and commitment to same-day processing of accounts. The senior vice-president of operations must implement procedures to cope with the immediate challenges of the company's growth, as well as develop a long-term strategy. Options to consider included new technology, increased efficiencies, or relaxing the same day processing requirements.

Teaching Note: 8B02D11 (15 pages)
Industry: Finance and Insurance
Issues: Process Analysis; Process Design/Change; Service Operations; Scheduling
Difficulty: 4 - Undergraduate/MBA



DEAN WRIGHT
James A. Erskine, Scott Davies

Product Number: 9B00D009
Publication Date: 7/6/2000
Revision Date: 1/8/2010
Length: 14 pages

Canadian Medical Services was a small private company that specialized in delivering health services on contract to corporations. The newly appointed manager of employee health services was hired with a mandate of generating significant revenue growth while dealing with ongoing service issues, and expanding capacity without increasing overhead. After one month, his boss has asked for his ideas to meet his mandate. He realized he must be prepared to present justifiable recommendations.

Teaching Note: 8B00D09 (10 pages)
Industry: Health Care Services
Issues: Change Management; Growth; Health Administration; Process Analysis
Difficulty: 4 - Undergraduate/MBA


Chapter 7:
Service Process Selection

OSTERIA DE MEDICI
Chris K. Anderson, Mike Terrigno

Product Number: 9B03E007
Publication Date: 2/27/2003
Revision Date: 10/19/2009
Length: 4 pages

Osteria De Medici is a high-end restaurant located in the downtown core of a large Canadian city. The establishment has loyal customers with very little walk-in traffic, so the management of reservations becomes key. On peak days such as New Year's Eve, Mother's Day and Valentine's Day, the restaurant would have vacant tables even though they were fully booked with advance reservations. Restaurant's management must determine if overbooking is an option, review the implications in overbooking and develop a model to determine a reservation schedule. An introduction to binomial distribution is provided.

Teaching Note: 8B03E07 (6 pages)
Industry: Accommodation & Food Services
Issues: Probability; Optimization; Simulation
Difficulty: 4 - Undergraduate/MBA



RED CROSS MOBILE BLOOD CLINICS - IMPROVING DONOR SERVICE
Robert Klassen, John S. Haywood-Farmer

Product Number: 9B00D024
Publication Date: 12/11/2000
Revision Date: 1/8/2010
Length: 12 pages

A regional director of donor services for the American Red Cross was wondering how to improve services to blood donors. Faced with an increasing number of complaints that donors were being held up in long lines at Red Cross' mobile blood collection operations - commonly termed bloodmobiles - she was considering several design alternatives for the blood collection process. Using the accompanying Extend run-time model (product #7B00D024), data file and structured assignment, students can explore changes in staffing assignments, donor registration and donor-bed configurations. For each alternative, a comparison is possible along a number of performance dimensions.

Teaching Note: 8B00D24 (9 pages)
Industry: Health Care Services
Issues: Non-Profit Organization; Service Quality; Service Operations; Simulation
Difficulty: 4 - Undergraduate/MBA



CAFÉ D. POWND
Victor Siu, Chris K. Anderson, Stephan Vachon

Product Number: 9B00D007
Publication Date: 5/2/2000
Revision Date: 1/8/2010
Length: 7 pages

An assistant manager of a university student residence is aware that there are capacity and service problems in the cafeteria. Long waits in line were common, and he hoped to propose some improvements to residence management, preferably ones with no major investments or disbursements involved.

Teaching Note: 8B00D07 (9 pages)
Industry: Accommodation & Food Services
Issues: Service Operations; Queuing Theory; Simulation
Difficulty: 4 - Undergraduate/MBA


Chapter 8:
Quality Management: Focus on Six Sigma

BONITA BAY MARINA
Geoffrey Burgerhoff, John Fitch, William J. Ritchie

Product Number: 9B05M006
Publication Date: 12/20/2004
Revision Date: 9/30/2009
Length: 10 pages

The Bonita Bay Marina, founded 20 years ago by the Bonita Bay Group, established a reputation of high quality service delivery. According to the marina's manager, customers' high regard for their services was due to the organization's adherence to well-defined customer service philosophy known as the E5 Customer Service Philosophy. The manager must decide whether the benefits of pursuing a Clean Marina certification program would bolster the level of service quality and ultimately the reputation of Bonita Bay Group in the marketplace. Further evaluation of the current customer service program must be conducted to determine whether the clean marina certification would complement the existing E5 Customer Service Philosophy and create synergies that would enhance customer perceptions of their services as well as contribute to profit margins for years to come.

Teaching Note: 8B05M06 (8 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Quality; Quality Management; Personnel Management
Difficulty: 4 - Undergraduate/MBA



BENCHMARKING AT ULJANIK SHIPYARD
David M. Currie, Giorgio Sinkovic

Product Number: 9B05D011
Publication Date: 4/26/2005
Revision Date: 9/28/2009
Length: 5 pages

A junior executive is given the task of calculating a benchmark common in the ship building industry - cost per compensated gross ton. Although raw data is available for its components, the executive must formulate relationships between the data to determine the benchmark. The case is designed to provide: 1) an introduction to the construction and use of benchmarks in quality management; 2) practice in conceptualizing a problem and designing a basic spreadsheet model to solve the problem. The modeling procedure uses an influence diagram as the basis for constructing the spreadsheet model, this spreadsheet model is available, product 7B05D011.

Teaching Note: 8B05D11 (9 pages)
Industry: Transportation and Warehousing
Issues: Quality Management; Spread Sheet Application; Models
Difficulty: 4 - Undergraduate/MBA



SPIN MASTER TOYS (A): FINDING A MANUFACTURER FOR E-CHARGERS
John S. Haywood-Farmer, Ken Mark

Product Number: 9B01D001
Publication Date: 1/19/2001
Revision Date: 12/17/2009
Length: 12 pages

AWARD WINNING CASE - This case was one of the winning cases in the 2002 Regional Asia-Pacific Case Writing Competition. Spin Master Toys was a Canadian manufacturer of toys ready to produce its latest product, E-Charger, an electrically powered model airplane. The operations manager had to decide which supplier should design and manufacture this new product. The timeframe from design to delivery was very short, requiring an accelerated development schedule. The company had a short list of two potential companies, both located in the major toy manufacturing district of southern China, near Hong Kong. The operations manager had to develop the appropriate criteria for this decision and evaluate the two suppliers. With relatively little information and already behind schedule, the company must make its decision in the face of considerable uncertainty. The supplemental cases Spin Master Toys (B): A New E-Chargers Supplier? (product 9B01D002) and Spin Master (C): Keeping the E-Chargers' Wings On (product 9B01D003) follow the progress and the challenges of the production of the E-Charger.

Teaching Note: 8B01D01 (7 pages)
Industry: Manufacturing
Issues: China; Project Management; Quality Management; Supplier Selection; Supplier Relations
Difficulty: 4 - Undergraduate/MBA



BLUE MOUNTAIN RESORTS: THE SERVICE QUALITY JOURNEY
P. Fraser Johnson, Mark Sheppard

Product Number: 9B00D016
Publication Date: 10/20/2000
Revision Date: 10/18/2002
Length: 20 pages

Blue Mountain Resorts had been driving its business with a service quality program for several years, which the vice-president of human resources was responsible for coordinating. With a new ski season underway, and the critical Christmas season approaching, he wanted to continue progress of the program by introducing a new set of initiatives. He had recently gathered together a team of Blue Mountain Resort managers, from a variety of different areas in the company, to identify opportunities to improve service quality. The group provided three proposals that he felt warranted consideration. At the upcoming executive team meeting, he would be expected to set the priorities for the coming year and recommend what action, if any, should be taken for each. He had to decide which programs made the most sense for immediate action and which ones required additional study and analysis. Each of the proposals affected different parts of the organization, so he also needed to be concerned about who else in the company should be involved in further evaluation and implementation.

Teaching Note: 8B00D16 (14 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Continuous Improvement; Cost/Benefit Analysis; Service Operations; Service Quality
Difficulty: 4 - Undergraduate/MBA


Chapter 9:
Operations Consulting and Reengineering

SUPPLY CHAIN MANAGEMENT AT WAL-MART
P. Fraser Johnson, Ken Mark

Product Number: 9B07D001
Publication Date: 1/9/2007
Revision Date: 5/30/2017
Length: 15 pages

In 2006 Wal-Mart, the second largest firm in the world by sales, was looking to improve its already efficient supply chain. The company's supply chain was closely integrated with its retail and information systems strategies and has been developed incrementally over the past 40 years. However, rivals are copying every aspect, from the way Wal-Mart cross-docks product in warehouses, to Wal-Mart's use of a sophisticated database to capture, store and disseminate store-level information to suppliers. Wal-Mart's new executive vice-president, logistics was overseeing a handful of initiatives designed to improve the firm's supply chain. However, it was not certain that these initiatives were going to have a significant impact on Wal-Mart costs, and he needed to consider what the company should do to stay ahead of the competition.

Teaching Note: 8B07D01 (9 pages)
Industry: Retail Trade
Issues: Purchasing; Retailing; Supply Chain Management; Logistics
Difficulty: 4 - Undergraduate/MBA



GLOBAL HEALTHCARE EXCHANGE CANADA: TRADE EXCHANGE ADOPTION
Terry H. Deutscher, Dana Gruber

Product Number: 9B02A023
Publication Date: 12/9/2002
Revision Date: 10/28/2009
Length: 14 pages

Global Healthcare Exchange Canada is a business-to-business exchange that connects hospitals and their major suppliers through an electronic procurement process. Founded as a subsidiary of its global parent, the exchange has become the leading health-care exchange in the country, but it is still far short of break-even. It must develop a compelling value proposition if it is going to drive adoption among hospitals and suppliers to the target levels. To do so, it must overcome considerable inertia among hospitals that are often very reluctant to change from frequently inefficient purchasing processes. Although there are major benefits to be realized from automating supply chain operations in the industry, the adoption decision process among hospitals is highly complex, but very idiosyncratic. In confronting these challenges, the exchange must also re-examine its own business model, in particular its pricing strategy for both suppliers and hospitals.

Teaching Note: 8B02A23 (15 pages)
Industry: Health Care Services
Issues: E-Business; Market Strategy; Purchasing; Marketing Planning
Difficulty: 4 - Undergraduate/MBA



PURCHASING SYSTEMS
Fernando Olivera, James A. Erskine, Michiel R. Leenders

Product Number: 9B00D011
Publication Date: 10/31/2000
Revision Date: 1/8/2010
Length: 4 pages

The technology deployment specialist of the Adelaide District School Board needed to make immediate changes to the purchasing system to respond to service demands. The current system was not widely accessible or user-friendly and was creating heavy workloads and the need for overtime. Senior management recognized the advantages of implementing a system that would integrate the data processing of all functions, including human resources, inventory, finance, purchasing, etc., and gave her the mandate to find an integrated system and develop a proposal for its implementation. In addition to finding a system that would meet these criteria, she had to consider the conflicting interests of different users, a new system that had been implemented in the finance department, and the ongoing changes in the organization.

Teaching Note: 8B00D11 (4 pages)
Industry: Educational Services
Issues: Conflict Resolution; Purchasing; Integration
Difficulty: 2 - Intro/Undergraduate


Chapter 10:
Supply Chain Strategy

DABBAWALLAHS OF MUMBAI (A)
Larry Menor, Ramasastry Chandrasekhar

Product Number: 9B04D011
Publication Date: 5/14/2004
Revision Date: 10/9/2009
Length: 19 pages

The president of the Nutan Mumbai Tiffin Box Suppliers Charity Trust had just returned to his office after meeting with Britain's Prince Charles, who was on an official visit to Mumbai. The Trust was the managing organization of the dabbawallah meal delivery network. The dabbawallah's service was cited internationally by management scholars and industry executives as an exemplar in supply chain and service management. The service had acquired a reputation for its delivery reliability in Mumbai. International interest in the dabbawallahs was largely due to a 1998 article published by Forbes. However, many observers now expressed concerns over the future viability of the dabbawallahs' service given the difficulty in duplicating its delivery network elsewhere, the emergence of other lunch competitors in Mumbai, and an array of environmental changes affecting both its customers and the workforce. The case allows a discussion of service and supply chain management issues related to operational excellence.

Teaching Note: 8B04D11 (13 pages)
Industry: Other Services
Issues: Process Design/Change; System Design; Service Operations; Supply Chain Management
Difficulty: 4 - Undergraduate/MBA



DAIKIN INDUSTRIES
Chris J. Piper, Tetsu Imigi

Product Number: 9B04D018
Publication Date: 8/10/2004
Revision Date: 10/9/2009
Length: 9 pages

The president of Daikin Industries Residential Air Conditioning Shiga Factory was confronted by the prospects of an unseasonably cold summer, at a time when the Shiga Factory had large quantities of its products in inventory in anticipation of strong summer sales. The president was concerned not only about pending losses in the current year, but also about the factory's long-term survival. Unprofitability was unacceptable and Daikin was caught in a stagnant market in which it was increasingly difficult to build share by product differentiation. The Shiga Factory had been forced to use large inventories to cope with uncertain demand and a long and unwieldy supply chain. The president must decide whether to reduce the number of models, build a lower-cost factory outside Japan, or exit the business. He must also determine if there are any other options.

Teaching Note: 8B04D18 (23 pages)
Industry: Manufacturing
Issues: Supply Chain Management; Inventory; Operations Strategy; Lead Time
Difficulty: 4 - Undergraduate/MBA



UNIFINE RICHARDSON
Carol Prahinski

Product Number: 9B02D020
Publication Date: 1/10/2003
Revision Date: 11/30/2009
Length: 4 pages

Unifine Richardson is a food manufacturer with 110 employees. The company's sole supplier of honey announced that effective immediately it was no longer able to supply Chinese honey. The Canadian Food Inspection Agency had rejected the importation of Chinese honey due to recently found traces of an antibiotic chemical. China had provided 20 per cent of the world's honey supply. Faced with escalating prices, issues with customers' preferences and possible product recalls, the purchasing manager must determine the company's next step. International sourcing, supply disruptions, supply chain management and quality issues must be considered.

Teaching Note: 8B02D20 (13 pages)
Industry: Manufacturing
Issues: Imports; Quality; Supplier Relations; Purchasing
Difficulty: 4 - Undergraduate/MBA



CANADIAN PHARMACEUTICAL DISTRIBUTION NETWORK
P. Fraser Johnson

Product Number: 9B01D014
Publication Date: 3/28/2002
Length: 4 pages

With revenues of over US$1 billion, UPS Logistics Group was a wholly owned subsidiary of United Parcel Service, which offered a full range of supply chain services in North America, Europe, Asia and Latin America. UPS Logistics was responsible for distribution in Eastern Canada for the Canadian Pharmaceutical Distribution Network, an association of pharmaceutical manufacturers that jointly distribute products to hospital pharmacies. Members of this association are unhappy with the current performance of the supply chain, and have asked UPS Logistics' general manager for operations to establish a set of key performance indicators for the network's distribution operations. The general manager must determine how the logistics would be measured before setting specific improvement targets.

Teaching Note: 8B01D14 (14 pages)
Industry: Health Care Services
Issues: Performance Measurement; Outsourcing; Logistics; Distribution
Difficulty: 4 - Undergraduate/MBA


Chapter 11:
Strategic Capacity Management

LABORATORIO DE ANALISIS ARGENTINA
P. Fraser Johnson, Ken Mark, Jordan Mitchell

Product Number: 9B06D004
Publication Date: 2/6/2006
Length: 13 pages

The technical director of Laboratorio de Analisis Argentina is responsible for ensuring that an average of 5,000 samples are processed daily. The samples have three sources: samples collected on-premises, samples sent from the organization's other 40 labs and samples sent from external labs. In one week the technical director has to give her boss a recommendation about dealing with the lab's capacity problems.

Teaching Note: 8B06D04 (6 pages)
Industry: Health Care Services
Issues: Capacity Analysis; Service Operations; Process Analysis; Operations Analysis
Difficulty: 4 - Undergraduate/MBA



FAMILY PIZZA NIGHT AT THE BALA BAY INN
John S. Haywood-Farmer, Amanda Balodia, Sara McCormick

Product Number: 9B04D007
Publication Date: 4/5/2004
Revision Date: 10/9/2009
Length: 9 pages

During the summer, a popular hotel and restaurant must turn away customers whenever it offers its once a week family pizza buffet. With summer season fast approaching, the managers and owners of Bala Bay Inn must evaluate the process and capacity of the restaurant and identify bottlenecks in the process to determine what can be done to accommodate the demand.

Teaching Note: 8B04D07 (7 pages)
Industry: Accommodation & Food Services
Issues: Process Design/Change; Capacity Analysis; Bottlenecks; Process Analysis
Difficulty: 4 - Undergraduate/MBA



QUINTE MRI
Carol Prahinski, John S. Haywood-Farmer, David Wright, Kevin Saskiw

Product Number: 9B02D024
Publication Date: 1/10/2003
Revision Date: 11/30/2009
Length: 15 pages

Quinte MRI is a small service provider of medical diagnostic technologies. After just six weeks in operation at a medical centre, the company developed an extensive waiting list, and physicians began referring patients to competing facilities. Quinte MRI's business development coordinators must provide recommendations and an action plan to deal with this process and productivity problem in a setting with extreme variability.

Teaching Note: 8B02D24 (22 pages)
Industry: Health Care Services
Issues: Bottlenecks; Scheduling; Process Analysis; Capacity Analysis
Difficulty: 4 - Undergraduate/MBA


Chapter 12:
Lean Production

LOCTITE CORPORATION
Edward D. Arnheiter, John J. Cocco

Product Number: 9B02D019
Publication Date: 1/9/2003
Revision Date: 11/30/2009
Length: 33 pages

Loctite Corporation is a large industrial adhesives company. The company has implemented the five principles of lean management on its customer service operation. A recent merger of the customer engineering service operation with the dispensing equipment operation has the vice-president of technical service and application engineering looking at applying the lean principles on the equipment operations. The company initially considered equipment a secondary product line needed only to augment its service offering in the support of the core product, industrial adhesives. In addition, most of Loctite's equipment manufacturing activities were outsourced so suppliers played a key role in lean transformation. The vice-president must prepare a plan to implement the principles of lean management while meeting the goals set out by the president of the company.

Teaching Note: 8B02D19 (17 pages)
Industry: Manufacturing
Issues: Manufacturing Strategy; Inventory Planning/Control; Value Chain; Price Tension
Difficulty: 5 - MBA/Postgraduate



SPARTAN PLASTICS
Chris J. Piper, Narendar Sumukadas

Product Number: 9A97D012
Publication Date: 12/3/1997
Revision Date: 2/3/2010
Length: 15 pages

The vice-president Operations of Spartan Plastics, is facing a trade-off. As an avid proponent of the Toyota production system, just in time manufacturing (JIT), ISO 9001, and continuous improvement, he has reduced setup times, batch sizes, and throughput times. On the other hand, the scrap rate has shot up. This case would be appropriate for use in a production and operations course, to introduce students to the concepts of JIT and world class manufacturing.

Teaching Note: 8A97D12 (6 pages)
Industry: Manufacturing
Issues: Quality Management; Continuous Improvement; Just-in-Time; Operations Management
Difficulty: 4 - Undergraduate/MBA



NAVISTAR: SUPPLY MANAGEMENT
Lyn Purdy, Joseph Schiele

Product Number: 9A98C020
Publication Date: 10/27/1999
Revision Date: 1/25/2010
Length: 15 pages

The assembly supervisor at Navistar faces a critical supply problem; one that not only affects the bottom line but more importantly the customer. This case requires a student to determine what is and is not important, to think creatively about how to use the information provided, and to formulate a recommendation with respect to solving the current supply problem. The student must review: (1) a process flow chart in detail, (2) numerical data with respect to costs and frequency of specific causes for trim shortages, and (3) a number of identified causes for the supply problem. Navistar must look at value added activities, its internal policies and practices, storage of materials, a Just-In-Time inventory system that may be too tight, and communication difficulties that arise when last minute design changes occur.

Teaching Note: 8A98C20 (8 pages)
Industry: Manufacturing
Issues: Automotive; Supplier Relations
Difficulty: 4 - Undergraduate/MBA


Chapter 13:
Forecasting

WILKINS, A ZURN COMPANY: DEMAND FORECASTING
Carol Prahinski, Eric Olsen

Product Number: 9B06D006
Publication Date: 8/21/2006
Revision Date: 9/16/2009
Length: 11 pages

The newly promoted inventory manager wonders if there is an easier, more reliable means of forecasting the sales demand. Currently forecasts are based on the plant manager, sales/marketing manager and inventory manager's knowledge of industry trends, competitive strategies and sales history. He must decide if using statistical forecasting methods would ease the forecasting process and make the forecast more reliable. Students are exposed to different forecasting techniques, including executive opinion, linear regression and time series. The data characteristics include seasonality, trend and random fluctuations.

Teaching Note: 8B06D06 (23 pages)
Industry: Manufacturing
Issues: Sales Forecasting; Demand Analysis; Planning Information; Uncertainty
Difficulty: 4 - Undergraduate/MBA



ESTIMATING DEMAND FOR KODAK FILM
David M. Currie, Ilan Alon

Product Number: 9B04D015
Publication Date: 11/23/2004
Revision Date: 10/9/2009
Length: 7 pages

An executive must estimate the demand for rolls of film in various countries based on demographic data about the counties. She must determine the process and develop a spreadsheet model that will provide the results based on data (GNP per capita, population, income distribution) from the various countries. The purposes of the case are to show the relation between national statistics and company decisions and to provide training in advanced spreadsheet skills, conceptualizing a problem and modelling.

Teaching Note: 8B04D15 (15 pages)
Industry: Manufacturing
Issues: Marketing Research; International Business; Spread Sheet Application; Operations Management
Difficulty: 4 - Undergraduate/MBA



NECANKO, INC.
Carol Prahinski

Product Number: 9B04D020
Publication Date: 9/12/2004
Revision Date: 10/9/2009
Length: 2 pages

Necanko Inc. is a large international food manufacturer. A buyer-scheduler for the company must forecast sales demand to determine production planning, inventory management and distribution for the year. Sales were normally predictable and stable, but the company has just come back from a three month layoff due to slow sales and they are now experiencing a sales increase three times greater than usual. The buyer-scheduler is uncertain why the sales are spiking and must decide what action to take.

Teaching Note: 8B04D20 (9 pages)
Industry: Manufacturing
Issues: Production Scheduling; Bullwhip Effect; Uncertainty; Marketing Channels
Difficulty: 4 - Undergraduate/MBA


Chapter 14:
Aggregate Sales and Operations Planning

MACPHERSON REFRIGERATION LIMITED
John S. Haywood-Farmer, Bill Rankin

Product Number: 9A93D021
Publication Date: 10/2/1993
Revision Date: 9/9/2009
Length: 7 pages

Linda Metzler, newly-appointed production planning manager, is drafting an aggregate production plan for the company's refrigerators, freezers and air conditioners for the next year. She has considered three plans. Students are asked to devise better plans and to evaluate the quantitative and qualitative factors favouring them. Ultimately, the use of linear programming to construct aggregate plans will be introduced.

Teaching Note: 8A93D21 (13 pages)
Industry: Manufacturing
Issues: Aggregate Planning; Linear Programming; Tradeoff Analysis
Difficulty: 4 - Undergraduate/MBA



COSMAR TRAILERS LIMITED (R)
Chris J. Piper

Product Number: 9A85D023
Publication Date: 1/1/1985
Revision Date: 5/20/2003
Length: 9 pages

Cosmar is a small company with a large materials management problem. Demand is highly seasonal and there is sufficient data to construct and evaluate the cost-effectiveness of the major production smoothing alternatives. Numerous other issues, including inept purchasing, chronic parts shortages, and low productivity, make the case a good one to introduce or wrap up a course segment on materials management.

Industry: Manufacturing
Difficulty: 4 - Undergraduate/MBA



MARTIN TRAILERS LIMITED
Chris J. Piper

Product Number: 9A82D006
Publication Date: 1/1/1982
Revision Date: 6/1/2001
Length: 4 pages

Martin Trailers Limited, which has grown rapidly, produces a line of camping trailers, which have a pronounced seasonal sales pattern. Details for the previous year's planning process, staffing levels, production outputs and costs are reviewed by the owner, with the objective of improving the management of materials in the year ahead. Sufficient information is available to perform a quantitative analysis of the aggregate planning decision and its relationship to material requirements planning.

Teaching Note: 8A82D06 (6 pages)
Industry: Manufacturing
Issues: Capacity Analysis; Material Requirements Planning; Materials Management; Purchasing
Difficulty: 4 - Undergraduate/MBA


Chapter 15:
Inventory Control

PROGISTIX-SOLUTIONS INC. - THE CRITICAL PARTS NETWORK
P. Fraser Johnson, Alison Woodcock

Product Number: 9B05D002
Publication Date: 1/28/2005
Revision Date: 9/28/2009
Length: 8 pages

The president and chief executive officer of Progistix-Solutions Inc. has asked an analyst to prepare an annual review of the Xerox Critical Parts Network for presentation to management in two weeks. The president expected the analyst to review the performance of the network and establish an improvement plan for the coming year, supported by specific goals and objectives. Although Xerox and Progistix had been satisfied with their relationship, after five years, both parties were interested in exploring ways to improve the network, particularly as competitors adopted similar approaches. In preparation for the meeting, the analyst wanted to explore opportunities in three specific areas. First, identify opportunities to improve depot operations. Second, he believed that opportunities existed to make additional improvements in the area of inventory management and he wondered how and where Progistix could work together with Xerox on such an initiative. Third, was to improve system-wide inventory turn performance by re-examining the cut-off point for filling the technicians' trunks with inventory. This case provides an opportunity for students to analyse a rapid-response supply chain and make recommendations for improvements. Class discussion can include issues related to supply chain partnerships, outsourcing, inventory management and demand forecasting. Data provided in the case allow students to develop implementation plans and set specific performance targets.

Teaching Note: 8B05D02 (9 pages)
Industry: Manufacturing
Issues: Supply Chain Management; Logistics; Inventory Planning/Control; Outsourcing
Difficulty: 4 - Undergraduate/MBA



HOLT RENFREW
P. Fraser Johnson, Amrou Awaysheh

Product Number: 9B02D018
Publication Date: 11/29/2002
Revision Date: 2/12/2003
Length: 4 pages

In the early 2000s, the new director of logistics at Holt Renfrew, a high-end retailer of men's and women's fashions, has been asked to prepare a detailed plan for dealing with the company's $40 million warehoused inventory and its chronic stock out problems. Given the opportunity to prove how logistics can benefit the company's profit margin, the director prepares a three-fold strategy: improve the physical layout and process flow in the distribution center, upgrade the distribution systems and business processes, and re-allocate human resources. His challenge is augmented by the need to receive merchandise from international suppliers and distribute it quickly to compete in the fast-paced fashion industry.

Teaching Note: 8B02D18 (10 pages)
Industry: Retail Trade
Issues: Logistics; Supply Chain Management; Retailing; Inventory Planning/Control
Difficulty: 4 - Undergraduate/MBA



VBF TUBING (ABRIDGED)
Chris J. Piper, Robert Klassen

Product Number: 9A97D011
Publication Date: 8/28/1997
Revision Date: 2/3/2010
Length: 10 pages

VBF Tubing, a Dutch firm, is facing increased demand for its products, high inventory levels, and expensive setup costs. In light of these problems, the logistics manager must decide how to respond to a proposal that longer production runs be scheduled. The production, cost and market data supplied permit the students to explore the necessity and implications of changing production batch sizes on these competing priorities. In particular, the application of the traditional Economic Order Quantity can be assessed based on other facility-wide operating practices.

Teaching Note: 8A97D11 (9 pages)
Industry: Manufacturing
Issues: Inventory Planning/Control; Economic Order Quantity; Just-in-Time; Operations Management
Difficulty: 4 - Undergraduate/MBA


Chapter 16:
Material Requirements Planning

WILKINS, A ZURN COMPANY: MATERIAL REQUIREMENTS PLANNING
Carol Prahinski, Eric Olsen

Product Number: 9B06D005
Publication Date: 4/11/2006
Revision Date: 9/16/2009
Length: 16 pages

The materials manager at the Wilkins plant in California is surprised to find out that an auditor's report recommends a second annual physical inventory count. He had concerns about the level of the inventory that was conducted, he knew changes were needed and must decide what alternatives to consider. Students are exposed to the difficulties of managing inventory as well as typical problems that occur in growing businesses. Students will diagram the bill of material, conduct a materials requirement planning explosion and determine appropriate levels of safety stock, and address concerns associated with the high level of inventory.

Teaching Note: 8B06D05 (14 pages)
Industry: Manufacturing
Issues: Inventory Planning/Control; Material Requirements Planning; Materials Management
Difficulty: 4 - Undergraduate/MBA



KL WORLDWIDE ENTERPRISES, INC.: PUTTING IT TO WORK
Richard M. Kesner

Product Number: 9B05E023
Publication Date: 1/13/2006
Revision Date: 11/11/2015
Length: 21 pages

The KL Worldwide Enterprises Inc. case provides a rich context within which to explore the information technology (IT) issues that confront a global enterprise engaged in the manufacture, sales, and distribution of durable goods. The primary purpose is to give students a real-world, hands-on simulation of an IT systems development process that spans the entire lifecycle of an IT project from initial project scoping and justification through acceptance testing and deployment. The KL case emphasizes the design and delivery of enterprise resource planning, supply-chain management, decision support system, and e-commerce solutions for both for-profit and not-for-profit organizations. The case leads the reader into a consideration of the many opportunities to improve KL’s performance through the better design and integration of IT-enabled processes and services, including designing a new e-commerce or DSS capability and reengineering KL’s supply-chain and product design practices.

Teaching Note: 8B05E23 (9 pages)
Industry: Manufacturing
Issues: Operations Management; E-Commerce; Information System Design; Information Systems; Northeastern
Difficulty: 4 - Undergraduate/MBA



FOKKER B.V.
Chris J. Piper

Product Number: 9A88D012
Publication Date: 1/1/1988
Revision Date: 6/27/2003
Length: 25 pages

Problems had come to a head at the Fokker aircraft company's parts fabrication facility. Backlogs had gone from essentially zero two years previously to a size that was threatening the economic viability of not just the company's two new aircraft programs, but the company itself. At the centre of the problem were: a manufacturing information system whose information was being questioned by all sides; a production planning department that was swamped with work; and a manufacturing function whose capacity to keep up with demand was in dispute. A decision and action plan is needed.

Teaching Note: 8A88D12 (14 pages)
Industry: Manufacturing
Difficulty: 4 - Undergraduate/MBA


Chapter 17:
Operations Scheduling

YIELD MANAGEMENT AT AMERICAN AIRLINES
P. Fraser Johnson, Robert Klassen, John S. Haywood-Farmer

Product Number: 9B00D003
Publication Date: 3/29/2000
Revision Date: 1/29/2002
Length: 7 pages

American Airlines is a widely cited leader in the development and implementation of yield management practices. This case is based on a training exercise used at American Airlines to introduce managers to their yield management system. Participants are given the responsibility for a single flight from Dallas-Fort Worth, Texas to Miami, Florida and are required to make a series of sequential booking decisions in real time. The objective of the exercise is to maximize total revenue for the flight, after taking into account no-shows and penalties. De-briefing following the exercise provides an opportunity to discuss both the strategic and tactical issues that arise when applying yield management systems in service firms. The case is designed for use in a service management elective course or in a service operations course and is intended to expose students to yield management by giving them hands-on experience managing bookings for a flight. The game takes approximately 50 minutes to play, leaving approximately 30 minutes for class discussion. Ideally, a supplemental reading dealing with yield management should be assigned with the case in order to provide background theory on yield management and to describe the complexities of a yield management system.

Teaching Note: 8B00D03 (20 pages)
Industry: Transportation and Warehousing
Issues: Planning; Pricing Strategy; Capacity Analysis; Services
Difficulty: 4 - Undergraduate/MBA



FISHER & PAYKEL LIMITED
Michiel R. Leenders

Product Number: 9A97D015
Publication Date: 12/3/1997
Revision Date: 2/3/2010
Length: 5 pages

On February 9, 1995, the purchasing officer at Fisher & Paykel Limited in Auckland, New Zealand, was preparing for the next meeting of the evaporator pad cover team. Recent supply problems had threatened to close down the refrigerator assembly line and the purchasing officer's task was to propose a workable and cost effective solution.

Teaching Note: 8A97D15 (15 pages)
Industry: Manufacturing
Issues: Make or Buy Decision; Scheduling
Difficulty: 4 - Undergraduate/MBA



LAMSON CORPORATION (R)
Michiel R. Leenders

Product Number: 9A94D001
Publication Date: 3/29/1994
Revision Date: 10/19/2017
Length: 7 pages

This business game allows participants to make 12 scheduling decisions under conditions of demand uncertainty. It is played with groups of 3-5 participants and does not require a computer.

Teaching Note: 8A94D01 (12 pages)
Industry: Manufacturing
Issues: Decision Theory; Inventory; Scheduling; Shortages
Difficulty: 4 - Undergraduate/MBA


Chapter 18:
Synchronous Manufacturing and Theory of Constraints

FRANZ BERGER - MASTER BREWER
James A. Erskine, Tom Gleave

Product Number: 9A98D007
Publication Date: 3/4/1998
Revision Date: 1/27/2010
Length: 13 pages

A Master Brewer is facing serious operating problems in the malthouse at the Dragon Brewing Company in China. These problems are affecting the quality of beer and endangering the health and safety of employees. He is considering three investment alternatives and is concerned not only about the financial implications but also the organizational implications and the politics of his recommendation. Dragon Brewing was a joint venture between China Investment Group, a holding company, and First Light Industry Bureau, a division of the Beijing municipal government.

Teaching Note: 8A98D07 (13 pages)
Industry: Manufacturing
Issues: China; Organizational Structure; Quality; Process Analysis; Investment Analysis
Difficulty: 4 - Undergraduate/MBA



REBAR STEEL LIMITED (A)
Michiel R. Leenders, James A. Erskine, John S. Haywood-Farmer

Product Number: 9A94D008
Publication Date: 3/23/1994
Revision Date: 2/23/2010
Length: 7 pages

This case is intended to be used in conjunction with Rebar Steel Limited - Background Information, which gives common background information for each of the four cases: Rebar Steel Limited (A), Rebar Steel Limited (B), Rebar Steel Limited (C), and Rebar Steel Limited (D). In the (A) case, about five months after starting up the melt shop, the plant manager faces a problem: the melt shop process is being delayed because of delays in reconditioning ladles. The plant manager has to decide what to do about a request to purchase additional ladles. Students have to analyze the process to decide what the role of ladles is.

Teaching Note: 8A94D08 (7 pages)
Industry: Manufacturing
Issues: Bottlenecks; Process Analysis; Capital Investment; Capacity Analysis
Difficulty: 4 - Undergraduate/MBA



IRON ORE COMPANY OF ONTARIO
Chris J. Piper, Albert R. Wood

Product Number: 9A91D004
Publication Date: 1/1/1991
Revision Date: 7/21/2000
Length: 10 pages

A large, open pit, iron ore mine is plagued with crusher delays. The case describes the situation, provides relevant capacities and costs, and gives statistical data on the frequency and duration of crusher stoppages. The manager has to choose between holding trucks idle during crusher delays, reassigning the truck-shovel teams to waste removal, or to dump ore at an ore stockpile.

Teaching Note: 8A91D04 (8 pages)
Industry: Mining, Quarrying, and Oil and Gas Extraction
Issues: Capacity Analysis; Bottlenecks; Mining; Natural Resources
Difficulty: 4 - Undergraduate/MBA