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17 items were found using the following search criteria
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National Cranberry Cooperative (Spanish version)
Miller, Jeffrey G.; Olsen, R. PaulCase HBS-603S02Service and Operations ManagementRequires an analysis of both the process flows and the production control system used in a cranberry receiving plant. A rewritten version of an earlier case.Starting at €8.20
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Constructing and Using Process Control Charts (Spanish version)
Bohn, Roger E.Case HBS-603S18Service and Operations ManagementSummarizes how to construct and use statistical process control charts. Gives several examples. Discusses tolerances using control charts for debugging.Starting at €8.20
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Club Med (B) (Spanish version)
Hart, Christopher W.L.; Maher, DanCase HBS-615S12Highlights the issue of high employee turnover in a multi-site, international subsidiary of a large resort company. Also described are service-quality problems the company has because the amount of value added through employee interaction with customers is high. Analysis of recruiting and hiring as a process flow is required to analyze the situation. There is also a cross-cultural issue due to a structural imbalance in the ratio of non-American (...Starting at €5.74
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Process Fundamentals (Spanish version)
Gray, Ann E.; Leonard, JamesCase HBS-606S36Service and Operations ManagementThis note provides an introduction for a course or module covering the basic elements of production or service operations and how processes are managed. Begins by discussing the activities that take place in a "process." Analysis tools such as the process flow diagram are provided. The types of management choices involved in designing, operating, and improving processes are described. Measures of process performance and basic process analysis are...Starting at €8.20
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Natural Blends, Inc. (Spanish version)
Bowen, H. Kent; Jaikumar, Ramchandran; Krause, KarenCase HBS-613S03Service and Operations ManagementDescribes the continuous flow process used to generate orange juice concentrate. Production involves several tightly coupled process steps with varying production rates and setup times. Given production constraints and customer requirements, management choices must be made to maximize the greatest contribution.Starting at €8.20
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How Process Enterprises Really Work (Spanish version)
Hammer, Michael; Stanton, StevenArticle HBS-99607Leadership and People ManagementMany companies have succeeded in reengineering their core processes, combining related activities from different departments and cutting out ones that don't add value. Few, though, have aligned their organizations with their processes. The result is a form of cognitive dissonance as the new, integrated processes pull people in one direction and the old, fragmented management structures pull them in another. That's not the way it has to be. In rec...Starting at €8.20
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Patient Flow at Brigham and Women's Hospital (A)
Tucker, Anita; Berry, Jillian A.Case HBS-608171-EService and Operations ManagementBrigham and Women's Hospital challenged a team of physicians to improve patient flow from the Emergency Department to Intensive Care Units (ICUs). One of the team members, Selwyn Rogers, Director of the Surgical Intensive Care Unit (SICU) at Brigham and Women's Hospital, encountered workarounds by two physicians attempting to transfer their patients to the SICU because the other ICUs were full. Reflecting on the wasted effort and confusion caused...Starting at €8.20
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Patient Flow at Brigham and Women's Hospital (B)
Tucker, Anita; Berry, Jillian A.Case HBS-608172-EService and Operations ManagementThe B Case is an email from the ED Director. He clarifies where the process deviations occurred.Starting at €5.74
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Patient Flow at Brigham and Women's Hospital (A) and (B), Teaching Note
Tucker, AnitaTeaching Note HBS-610107-EService and Operations ManagementTeaching Note for 608171 and 608172.Starting at €0.00
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The Cleveland Clinic: Improving the Patient Experience (Abridged)
Raman, Ananth; Tucker, Anita; Gordon, RachelCase HBS-611015-EService and Operations ManagementHealthcare has traditionally focused on medical outcomes and financial performance. The big question is always, "How much is it going to cost?" What would happen though if healthcare also considered the question of "How does the patient feel?" This case looks at the Cleveland Clinic's attempt to answer the latter question by attempting to institutionalize empathy as part of its delivery of care.Starting at €8.20