This website uses technical, customisation and analytical cookies, both first-party and third-party, to anonymously facilitate browsing and analyse statistics on use of the website. Learn more
Search results
-
ENCIRC
Llano Irusta, M. A.; Sotos Araneta, M.; Healy, R.Case IIST-PI-174-E-EService and Operations ManagementQuinn Glass was one of the most valuable divisions within the emporium of entrepreneur Sean Quinn, from County Fermanagh. In April 2011, the control over Mr. Quinn's business was transferred to a consortium of investors that included the Irish Bank Resolution Corporation (IBRC). In 2015, the Spanish glass manufacturer Vidrala bought the company and renamed it using the new brand Encirc. The case lets participants analyze the strategic fit between...Starting at €8.20
-
División de Cromatrografía de Waters: Ventas en los Estados Unidos (B)
Bonoma, Thomas V.; Spence, Shirley M.Case HBS-510S09MarketingPresenta una secuela de la caja (A), que cuenta con una cuenta de estilo diario de "un día en el campo" con Ray Burnett, un área de ventas representativos de Waters Chromatography Division.Starting at €5.74
-
2017-2018: The Seating Matters Lean Transformation
Llano Irusta, M. A.; Healy, R.Case IIST-PI-204-E-EService and Operations ManagementAt the end of 2015, and in the last 8 years, the business had been growing significantly but at the same time there was growing stress on the manufacturing operation. They have had shortages in key components and increases in the lead time for chair production. They needed to increase the staff significantly without time for training them. The stock levels of raw components and part-finished goods within the factory began to increase dramatically...Starting at €8.20
-
Seating Matters
Llano Irusta, M. A.; Healy, R.Case IIST-PI-203Service and Operations ManagementAunque a finales de 2015 y en los 8 años anteriores, el negocio había crecido considerablemente, también la tensión en la operación había aumentado. La empresa había experimentado escasez de piezas clave y los tiempos de producción de los asientos se habían prolongado. Era necesario aumentar la plantilla de forma significativa, pero no disponían del tiempo necesario para dar formación a las nuevas contrataciones. El stock de piezas y productos se...Starting at €8.20
-
2017-2018: La Transformación Lean de Seating Matters
Llano Irusta, M. A.; Healy, R.Case IIST-PI-204Service and Operations ManagementAunque a finales de 2015 y en los 8 años anteriores, el negocio había crecido considerablemente, también la tensión en la operación había aumentado. La empresa había experimentado escasez de piezas clave y los tiempos de producción de los asientos se habían prolongado. Era necesario aumentar la plantilla de forma significativa, pero no disponían del tiempo necesario para dar formación a las nuevas contrataciones. El stock de piezas y productos se...Starting at €8.20
-
Seating Matters
Llano Irusta, M. A.; Healy, R.Case IIST-PI-203-E-EService and Operations ManagementAt the end of 2015, and in the last 8 years, the business had been growing significantly but at the same time there was growing stress on the manufacturing operation. They have had shortages in key components and increases in the lead time for chair production. They needed to increase the staff significantly without time for training them. The stock levels of raw components and part-finished goods within the factory began to increase dramatically...Starting at €8.20
-
Seating Matters 2020, Being lean and geniun in crisis Times
Llano Irusta, M. A.; Healy, R.Case IIST-PI-226-E-EService and Operations ManagementIn the spring of 2020, Seating Matters, had worked to design a rapid-deployment bed for temporary field hospitals. They were making beds for use in temporary hospitals after coming up with a new design. There were excellent beds from bed companies. A simple medical bed in a flat pack, which can free up the more expensive beds for the patients who need them the most. As healthcare workers battle against the Covid-19 virus, it was important that co...Starting at €8.20