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Office Depot E-Business (Abridged)
Venkataraman, S.; Bodily, Samuel E.; Cross, Tom; Chatterjee, SayanCase DARDEN-BP-0524-ECorporate GovernanceThis case is an excellent illustration of offline/online integration. Office Depot used its supply chain, systems integration, and existing offline channel strengths to overcome competitive online threats from pure Internet players and other office-products-category players. Students get to consider the critical strategic options for overall strategy, pricing, product line, promotion, and business integration.Starting at €8.20
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The F/A-18 F404 Engine: Getting Lean (A)
Brownlee, E. Richard II; Cross, Tom; Osterhoudt, Robert; Jaynes, C. J.; Pottinger, JeffCase DARDEN-C-2268-EAccounting and ControlThe U.S. Navy Aircraft Intermediate Maintenance Depot (AIMD) Lemoore Power Plants Division (F404 engine maintenance) was a real mess. Not-Ready-For-Issue parts were everywhere. Division thru-put was poor, there were 30 F/A-18 aircraft with bare firewalls (no engines), the maintenance crews were working 12-hour days, manning was at 61% of authorized levels, reenlistment rates were an abysmal 50%, and crew morale was lousy. The Officer-in-Charge of...Starting at €8.20
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The F/A-18 F404 Engine: Getting Lean (A) and (B) - Teaching Note
Brownlee, E. Richard II; Cross, Tom; Osterhoudt, Robert; Jaynes, C. J.; Pottinger, JeffTeaching Note DARDEN-C-2268TN-EAccounting and ControlTeaching note for product C-2268Starting at €0.00
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The F/A-18 F404 Engine: Getting Lean (B)
Brownlee, E. Richard II; Cross, Tom; Osterhoudt, Robert; Jaynes, C. J.; Pottinger, JeffCase DARDEN-C-2269-EAccounting and ControlAfter the successful implementation of Lean manufacturing concepts at U.S. Navy Aircraft Intermediate Maintenance Depot (AIMD) Lemoore, particularly with regard to the maintenance processes for the F404 engine on the F/A-18 Hornet, these concepts have become the standard by which production across all AIMDs are measured. Now assigned to NAVAIR, the person responsible for these changes is eager to apply the lessons of AIMD Lemoore across the entir...Starting at €5.74
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VIRGINIA-Class Submarine: Two for Four in 2012 (A)
Cross, Tom; Pottinger, JeffCase DARDEN-OM-1384-EService and Operations ManagementThe VIRGINIA-class submarine was one of the largest naval-acquisition projects in history, involving the construction of 30 submarines at an acquisition cost of $93 billion. By FY05, the VIRGINIA-class program was in its 10th year. Construction had begun on seven submarines. Unit costs were running 41% over the base-line budget, and production goals were not being met. Ship construction budget limits necessitated a 20% unit-cost reduction, an unp...Starting at €8.20
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VIRGINIA-Class Submarine: Two for Four in 2012 (B)
Cross, Tom; Pottinger, JeffCase DARDEN-OM-1385-EService and Operations ManagementThe VIRGINIA-class submarine was one of the largest naval-acquisition projects in history, involving the construction of 30 submarines at an acquisition cost of $93 billion. By FY05, the VIRGINIA-class program was in its 10th year. Construction had begun on seven submarines. Unit costs were running 41% over the base-line budget, and production goals were not being met. Ship construction budget limits necessitated a 20% unit-cost reduction, an unp...Starting at €5.74
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A Rush to Failure (HBR Case Study)
Cross, TomArticle HBS-R1104X-EService and Operations ManagementWhen a set of giant robotic arms developed for the International Space Station breaks down during a crisis, project manager Samantha Van Sant finds herself in the hot seat. Did her team compromise quality by pushing the contractors too hard on speed? How can she prevent future mishaps-should the arrangement with the contractors be renegotiated to include different incentives or more safeguards? Gary L. Moe, a director of McKinsey's Business Techn...Starting at €8.20
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A Rush to Failure (Commentary for HBR Case Study)
Cross, TomArticle HBS-R1104Z-EService and Operations ManagementWhen a set of giant robotic arms developed for the International Space Station breaks down during a crisis, project manager Samantha Van Sant finds herself in the hot seat. Did her team compromise quality by pushing the contractors too hard on speed? How can she prevent future mishaps-should the arrangement with the contractors be renegotiated to include different incentives or more safeguards? Gary L. Moe, a director of McKinsey's Business Techn...Starting at €8.20
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Nuclear-Powered Aircraft Carrier Life-Cycle Cost Analysis
Cross, Tom; Sack, Robert J.; Pottinger, JeffCase DARDEN-C-2282-EAccounting and ControlIn 1996, to find ways to reduce operating costs as well as the costs of future acquisitions, the Navy began to assess various design concepts for a new class of aircraft carriers and to analyze life-cycle costs, not just the acquisition costs, as life-cycle cost implications were complex and would significantly impact current and future budgets. The acquisition decisions for the next-generation aircraft carrier, CVX, would largely be determined o...Starting at €8.20
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Smoke and Mirrors (A)
Cross, TomCase DARDEN-OB-0948-ELeadership and People ManagementThe CEO of Exhaust Tech, the worldwide leader in exhaust systems, has directed the newly appointed head of marketing to advertise and market a new product that is less expensive to manufacture but has no real consumer benefits other than the lifetime guarantee that no longer offers any competitive differentiation. The head of marketing prefers another product and feels he is being pressured into inventing something out of nothing to launch this n...Starting at €8.20