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9 items were found using the following search criteria
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Sedalia Engine Plant (A) (Spanish version)
Beer, Michael; Spector, Bert A.Case HBS-420S16Leadership and People ManagementThe new plant manager must deal with the problems and potentials contained in this highly participatory management style plant.Starting at €8.20
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Sedalia Engine Plant (B) (Spanish version)
Beer, Michael; Spector, Bert A.Case HBS-420S17Leadership and People ManagementAfter one year as new plant manager at a highly participatory management style plant, Denny Goble assesses his handling of various problems.Starting at €5.74
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American Connector Co. (A) (Spanish version)
Pisano, Gary P.; Rossi, SharonCase HBS-604S12Service and Operations ManagementAmerican 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.Starting at €8.20
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Process Control at Polaroid (A) (Spanish version)
Wheelwright, Steven C.; Bowen, H. Kent; Elliott, BrianCase HBS-606S22Service and Operations ManagementDescribes the initial efforts at a film production plant to shift from a traditional QC inspection mentality to a worker-based process control mentality. Students can prepare SPC charts, propose actions needed, and combine steps into an overall action plan.Starting at €8.20
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Boeing Co.: Moonshine Shop
Austin, Robert D.; Nolan, Richard L.; O'Donnell, ShannonCase HBS-607130-EStrategyDescribes how the "Moonshine Shop," a group of plant-savvy creative generalists, is 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 budge through front-lines process innovation and support of staff on-the-floor.Starting at €8.20
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Procter & Gamble Brazil (A): 2 1/2 Turnarounds
Kanter, Rosabeth Moss; Bird, MatthewCase HBS-308081-EKnowledge and CommunicationJuliana Azevedo Schahin, a local marketing director for Procter & Gamble in Sao Paulo, had worked closely with Tarek Fahahat, a regional executive based in Caracas, to solve the growth and profitability problems of P&G Brazil. They did so through the creaStarting at €8.20
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2 1/2 Turnarounds (Spanish version)
Kanter, Rosabeth Moss; Bird, MatthewCase HBS-308S59StrategyJuliana Azevedo Schahin, a local marketing director for Procter & Gamble in Sao Paulo, had worked closely with Tarek Fahahat, a regional executive based in Caracas, to solve the growth and profitability problems of P&G Brazil. They did so through the creation of lower-cost versions of two premium products which reached BOP (bottom of the pyramid) consumers--an approach not considered then as a company strategy. The case follows Azevedo and Faraha...Starting at €8.20
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Procter & Gamble Brazil (A) and (B), Teaching Note
Kanter, Rosabeth Moss; Bird, MatthewTeaching Note HBS-308098-ETeaching Note for [308081] and [308083].Starting at €0.00
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Are You Having Trouble Keeping Your Operations Focused
Huckman, Robert S.Article HBS-R0909K-EService and Operations ManagementAs a business broadens over time, it can lose the operational edge that led to its original success. Core strengths atrophy, efficiency or quality suffers, and sharper rivals close in to take advantage of the loss of focus. In his classic article "The Focused Factory" (HBR May-June 1974), Wickham Skinner proposed that manufacturers whose product lines had proliferated create specialized units, each dedicated to a distinct task. To make this econo...Starting at €8.20