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2017-2018: La Transformación Lean de Seating Matters
Llano Irusta, M. A.; Healy, R.Caso IIST-PI-204Servicios y operacionesAunque 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...Desde 8,20 €
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2017-2018: The Seating Matters Lean Transformation
Llano Irusta, M. A.; Healy, R.Caso IIST-PI-204-E-EServicios y operacionesAt 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...Desde 8,20 €
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Industry 4.0, a practical view
Garrido Martinez, E.Nota técnica IIST-PIN-30-E-EServicios y operacionesThis note will try to provide ideas and method to those managers interested in operational challenges for 21st century and, in particular, in the concept of industry 4.0. Managers will be helped to reflect on some questions that they may ask themselves: Can the industry 4.0 concepts help to maintain my competitive advantage? How to face the technological transformation in the company? What are the key levers? How to update the strategic plan acco...Desde 8,20 €
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Sustainabilitiy at Nespresso. A boost for business
Reina Paniagua, R.; García de Castro, A.; Garrido Martinez, E.Caso IIST-DGI-351-E-EGobierno corporativoNespresso has managed to make sustainability its own. Sustainability has managed to be incorporated into the business model, as one more part. This premise is what has allowed the issue of sustainability to be one more pillar in Nespresso's strategy. Ecolaboración is its way of approaching comprehensive management to achieve a sustainable future for all, and the concept that helps each of its operations to be under that prism. The goal: to manufa...Desde 8,20 €
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The “Caseta” at the Seville Fair
Garrido, Enrique; Gómez Del Sol, RaimundoCaso IIST-PI-136-E-EServicios y operacionesNine schoolmates find the opportunity of sharing a caseta at the Seville Fair , but there are only 20 days left for the Inauguration and the can only count on a budget of € 19,058. They think of all the tasks that have to be done, how long will they take, who would take care of each one, and how much they would need to expend in case they need to shorten the time, just to have everything ready in 20 days. They wonder if they the project can be fi...Desde 8,20 €
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Groupe Basan: Growing in a sea of doubt
Reina Paniagua, R.; López Polo, I.Caso IIST-DGI-329-E-EGobierno corporativoKarim, owner and CEO of Groupe Basan, a widely diversified and growing family business in Madagascar, was satisfied with the 2018 result, and with some of the changes made. I thought this would be the first in a long series of growth, structuring and consolidation for the Group. With business continuity assured, Karim wanted to develop many opportunities that Madagascar offered. What would be the future of your family business that had cost you s...Desde 8,20 €
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Sovena Group: Olive for the world (Abridged)
Vidal Romero, A.; Boccherini Bogert, J.A.Caso IIST-DGI-281-E-EInnovación y cambioIn 2010, and in less than 8 years, the Portuguese Sovena Group had changed from being a diversified food manufacturer, but with virtually no international presence and little growth opportunities, to become the second biggest producer and bottler of olive oil in the world. The case describes the uncertainties facing Antonio Simões, the Group’s CEO, in the challenge of consolidating the position and improving profitability. How to access higher va...Desde 8,20 €
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La Doria Group: One year after the acquisition of PA.FI.AL, How to continue growing more profitably - Teaching note
Vidal Romero, A.; Llano Irusta, M. A.Nota del Instructor IIST-PITN-178-E-EServicios y operacionesItaly’s leading manufacturer of tomato-based products, canned vegetables, fruit juices, and ready-to-use sauces La Doria Group was an important supplier of large supermarket chains, both in Italy and abroad, selling mainly private label products. The recent acquisition of the Pa.fi.al Group (a leader in the Italian market of ready-made sauces under private labels) was thought to be strategic and synergistic, as it would help La Doria to develop n...Desde 0,00 €
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Grupo DIA: How to create a digital presence from the ground up?
Vidal Romero, A. Villafuerte Martín, A.Caso IIST-MI-168-E-EMarketingIn May 2012, the team responsible for the development of DIA’s digital environment (the Digital Team) was weighing how DIA should roll out its digital presence while other chains were already operating intensely on this medium, both in Spain and abroad. The senior management’s premises were clear: they should not cannibalize brick & mortar store sales; there should be no negative impact on the DIA brand image, and the budget available was very li...Desde 8,20 €
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La Doria Group: One year after the acquisition of PA.FI.AL, How to continue growing more profitably
Vidal Romero, A.; Llano Irusta, M. A.Caso IIST-PI-178-E-EServicios y operacionesItaly’s leading manufacturer of tomato-based products, canned vegetables, fruit juices, and ready-to-use sauces La Doria Group was an important supplier of large supermarket chains, both in Italy and abroad, selling mainly private label products. The recent acquisition of the Pa.fi.al Group (a leader in the Italian market of ready-made sauces under private labels) was thought to be strategic and synergistic, as it would help La Doria to develop n...Desde 8,20 €