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Namratha Oil Refineries Pvt. Ltd.: Tackling Oil Giveaway
Amol S. Dhaigude; Vasanth Kamath VP; Arun P. SasiCase IVEY-9B19E022-EDecision Analysis, EntrepreneurshipIn March 2017, the director of operations at Namratha Oil Refineries Pvt. Ltd., a leading manufacturer and distributor of high-quality packaged coconut oil in southwest India, faced a challenge. Because of inefficiencies in the company’s packaging divisioStarting at €8.20
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Lajpal Tea: Black Gold at Stake-Supplier Selection
Alison Konrad; Abdul Rehman Shaikh; Asad Ali QaziCase IVEY-9B19D020-EService and Operations ManagementIn September 2014, the national logistics manager at Lajpal Tea Pvt. Limited (Lajpal Tea), a leading tea brand in Pakistan, received notice that one of his key logistics service providers would soon terminate his service contract for transportation servicStarting at €8.20
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AIESEC in Lebanon: Volunteer Engagement Policies
Alain Daou; Haitham Khoury; Mohammad JackwalaCase IVEY-9B20E001-EDecision Analysis, StrategyOn July 3, 2018, the president of AIESEC in Lebanon was pacing around the lobby of the conference venue before the morning plenary session. As one of the world’s largest youth-run organizations, AIESEC developed the youth of the world by sending them on cross-cultural exchange programs. The Lebanon chapter of AIESEC was established in 2011 and grew steadily in its early stages, until it began struggling with commitment and motivation problems at ...Starting at €8.20
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Butterfly Edufields: Different Shades of Capacity
Kalyana C. Chejarla; Sourabh Bhattacharya; Siddhartha ModukuriCase IVEY-9B19D003-EService and Operations ManagementIn April 2017, Butterfly Edufields Pvt. Ltd., in Hyderabad, India, was experiencing a rapid growth in demand and needed to find ways to expand its capacity to meet this demand without significantly increasing costs. The company created innovative teaching and learning products for students in grades 1 through 10. Working with these products hands-on helped students understand various mathematics and science concepts such as magnetism, light, and ...Starting at €8.20
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MICA Dining Hall: Debottlenecking Operations
Subrat Sarangi; Sudiksha PatilCase IVEY-9B19D001-EService and Operations Management, StrategyIn July 2018, MICA, Ahmedabad, one of the leading management institutions in India, was experiencing bottlenecks in its dining hall that were delaying regular operations during peak lunch hours. The lunch break was for about 75 minutes between classes. The dining hall catered to 480 people at any given time—not only students but also faculty members and other MICA staff. After eating lunch at the dining hall, many students had to rush to post-lun...Starting at €8.20
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Mini Iron & Alloys Private Limited: Springing into a New Future
Rajiv Misra; Arohini Narain; Shloka JaiswalCase IVEY-9B20D020-EEntrepreneurship, Service and Operations Management, StrategyThe case details the challenges of running a small manufacturing enterprise in India. The current operations at Mini Iron & Alloys Private Limited (MIA), which produced springs for rail wagons, were stable, and business had grown. However, the demand forStarting at €8.20
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Manipal Power Laundry: Washing Out of Business
Amol S. Dhaigude; Vasanth Kamath VP; Sayan Mukherjee; Dhairya Patel; Anmol Marwah; Kiran R; Palak SethiCase IVEY-9B20E004-EDecision Analysis, EntrepreneurshipThe owner of Manipal Power Laundry asked his nephew, an MBA student, for advice on the business. The company’s operational inefficiencies had led to high operating costs over time. Coupled with regulatory price caps, the situation made the business unsustainable. The owner asked his nephew to provide a solution that would benefit the company both in the short term and over the long term. After observing the various processes, collecting data, and...Starting at €8.20
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Jay Bharat Spices Pvt. Ltd.: A Spicy Quandary
Shravan M Parsam, Amol S. Dhaigude, Sidhartha PadhiCase IVEY-W25298-EDecision Analysis, Service and Operations ManagementJay Bharat Spices Pvt. Ltd., a company located in Cuttack, India, was involved in the manufacturing and distribution of spices across India under the brand name Bharat Masala. The company specialized in producing basic spices such as turmeric powder, cumin powder, and chili powder. The senior management team had recently noticed a rise in demand for the spice garam masala in the East India market and asked the company’s vice-president of East Ind...Starting at €8.20
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Lean Implementation at Siemens' Kalwa Plant
Jamie Anderson; Subramanian Chidambaran; Vaibhav KhandekarCase IVEY-9B12M026-EService and Operations Management, StrategyThe Siemens Kalwa factory in Mumbai, also referred to as Kalwa Works (KW), started in 1973 with the production of motors and later diversified to produce switchgears and switchboards. By 2009, 40 per cent of all Siemens India employees were working in Kalwa and contributing 45 per cent of the total Siemens India production. Kalwa had become the most important business centre for Siemens India.In October 2006, Siemens AG decided to implement lean ...Starting at €8.20
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Oral Insulin: Breakthrough Innovation at Biocon
Nita Sachan; Prasad Kaipa; Anand Nandkumar; Charles DhanarajCase IVEY-9B11M065-EEntrepreneurship, Service and Operations Management, StrategyThis case deals with the innovation challenges of a medium-sized firm (under $1 billion) in an emerging economy (India), particularly the challenges of product development and commercialization. The management has to decide how to proceed with a promising novel formula for oral insulin — promising both in terms of financial returns as well as social impact. The company has spent several years of research and development in getting the drug throug...Starting at €8.20