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Operations Management Case Studies

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Operations Management Case Studies Case Study Solution & Analysis

Harvard Case Studies

Harvard Business Case Studies Solutions – Assignment Help

In most courses studied at Harvard Business schools, students are provided with a case study. Major HBR cases concerns on a whole industry, a whole organization or some part of organization; profitable or non-profitable organizations. Student’s role is to analyze the case and diagnose the situation, identify the problem and then give appropriate recommendations and steps to be taken.

To make a detailed case analysis, student should follow these steps:

STEP 1: Reading Up Harvard Case Study Method Guide:

Case study method guide is provided to students which determine the aspects of problem needed to be considered while analyzing a case study. It is very important to have a thorough reading and understanding of guidelines provided. However, poor guide reading will lead to misunderstanding of case and failure of analyses. It is recommended to read guidelines before and after reading the case to understand what is asked and how the questions are to be answered. Therefore, in-depth understanding f case guidelines is very important.

Harvard Case Study Solutions

porter’s five forces model

STEP 2: Reading The Operations Management Case Studies Harvard Case Study:

To have a complete understanding of the case, one should focus on case reading. It is said that case should be read two times. Initially, fast reading without taking notes and underlines should be done. Initial reading is to get a rough idea of what information is provided for the analyses. Then, a very careful reading should be done at second time reading of the case. This time, highlighting the important point and mark the necessary information provided in the case. In addition, the quantitative data in case, and its relations with other quantitative or qualitative variables should be given more importance. Also, manipulating different data and combining with other information available will give a new insight. However, all of the information provided is not reliable and relevant.

When having a fast reading, following points should be noted:

When reading the case for second time, following points should be considered:

After reading the case and guidelines thoroughly, reader should go forward and start the analyses of the case.

STEP 3: Doing The Case Analysis Of Operations Management Case Studies:

Pest analysis

To make an appropriate case analyses, firstly, reader should mark the important problems that are happening in the organization. There may be multiple problems that can be faced by any organization. Secondly, after identifying problems in the company, identify the most concerned and important problem that needed to be focused.

Firstly, the introduction is written. After having a clear idea of what is defined in the case, we deliver it to the reader. It is better to start the introduction from any historical or social context. The challenging diagnosis for Operations Management Case Studies and the management of information is needed to be provided. However, introduction should not be longer than 6-7 lines in a paragraph. As the most important objective is to convey the most important message for to the reader.

After introduction, problem statement is defined. In the problem statement, the company’s most important problem and constraints to solve these problems should be define clearly. However, the problem should be concisely define in no more than a paragraph. After defining the problems and constraints, analysis of the case study is begin.

STEP 4: SWOT Analysis of the Operations Management Case Studies HBR Case Solution:

SWOT analysis helps the business to identify its strengths and weaknesses, as well as understanding of opportunity that can be availed and the threat that the company is facing. SWOT for Operations Management Case Studies is a powerful tool of analysis as it provide a thought to uncover and exploit the opportunities that can be used to increase and enhance company’s operations. In addition, it also identifies the weaknesses of the organization that will help to be eliminated and manage the threats that would catch the attention of the management.

This strategy helps the company to make any strategy that would differentiate the company from competitors, so that the organization can compete successfully in the industry. The strengths and weaknesses are obtained from internal organization. Whereas, the opportunities and threats are generally related from external environment of organization. Moreover, it is also called Internal-External Analysis.

In the strengths, management should identify the following points exists in the organization:

WEAKNESSES:

OPPORTUNITIES:

Following points can be identified as a threat to company:

Following points should be considered when applying SWOT to the analysis:

STEP 5: PESTEL/ PEST Analysis of Operations Management Case Studies Case Solution:

Pest analyses is a widely used tool to analyze the Political, Economic, Socio-cultural, Technological, Environmental and legal situations which can provide great and new opportunities to the company as well as these factors can also threat the company, to be dangerous in future.

Pest analysis is very important and informative. It is used for the purpose of identifying business opportunities and advance threat warning. Moreover, it also helps to the extent to which change is useful for the company and also guide the direction for the change. In addition, it also helps to avoid activities and actions that will be harmful for the company in future, including projects and strategies.

To analyze the business objective and its opportunities and threats, following steps should be followed:

PEST FACTORS:

These headings and analyses would help the company to consider these factors and make a “big picture” of company’s characteristics. This will help the manager to take the decision and drawing conclusion about the forces that would create a big impact on company and its resources.

STEP 6: Porter’s Five Forces/ Strategic Analysis Of The Operations Management Case Studies Case Study:

To analyze the structure of a company and its corporate strategy, Porter’s five forces model is used. In this model, five forces have been identified which play an important part in shaping the market and industry. These forces are used to measure competition intensity and profitability of an industry and market.

porter’s five forces model

These forces refers to micro environment and the company ability to serve its customers and make a profit. These five forces includes three forces from horizontal competition and two forces from vertical competition. The five forces are discussed below:

STEP 7: VRIO Analysis of Operations Management Case Studies:

Vrio analysis for Operations Management Case Studies case study identified the four main attributes which helps the organization to gain a competitive advantages. The author of this theory suggests that firm must be valuable, rare, imperfectly imitable and perfectly non sustainable. Therefore there must be some resources and capabilities in an organization that can facilitate the competitive advantage to company. The four components of VRIO analysis are described below: VALUABLE: the company must have some resources or strategies that can exploit opportunities and defend the company from major threats. If the company holds some value then answer is yes. Resources are also valuable if they provide customer satisfaction and increase customer value. This value may create by increasing differentiation in existing product or decrease its price. Is these conditions are not met, company may lead to competitive disadvantage. Therefore, it is necessary to continually review the Operations Management Case Studies company’s activities and resources values. RARE: the resources of the Operations Management Case Studies company that are not used by any other company are known as rare. Rare and valuable resources grant much competitive advantages to the firm. However, when more than one few companies uses the same resources and provide competitive parity are also known as rare resources. Even, the competitive parity is not desired position, but the company should not lose its valuable resources, even they are common. COSTLY TO IMITATE: the resources are costly to imitate, if other organizations cannot imitate it. However, imitation is done in two ways. One is duplicating that is direct imitation and the other one is substituting that is indirect imitation. Any firm who has valuable and rare resources, and these resources are costly to imitate, have achieved their competitive advantage. However, resources should also be perfectly non sustainable. The reasons that resource imitation is costly are historical conditions, casual ambiguity and social complexity. ORGANIZED TO CAPTURE VALUE: resources, itself, cannot provide advantages to organization until it is organized and exploit to do so. A firm (like Operations Management Case Studies) must organize its management systems, processes, policies and strategies to fully utilize the resource’s potential to be valuable, rare and costly to imitate.

STEP 8: Generating Alternatives For Operations Management Case Studies Case Solution:

After completing the analyses of the company, its opportunities and threats, it is important to generate a solution of the problem and the alternatives a company can apply in order to solve its problems. To generate the alternative of problem, following things must to be kept in mind:

Once the alternatives have been generated, student should evaluate the options and select the appropriate and viable solution for the company.

STEP 9: Selection Of Alternatives For Operations Management Case Studies Case Solution:

It is very important to select the alternatives and then evaluate the best one as the company have limited choices and constraints. Therefore to select the best alternative, there are many factors that is needed to be kept in mind. The criteria’s on which business decisions are to be selected areas under:

Alternatives should be measures that which alternative will perform better than other one and the valid reasons. In addition, alternatives should be related to the problem statements and issues described in the case study.

STEP 10: Evaluation Of Alternatives For Operations Management Case Studies Case Solution:

If the selected alternative is fulfilling the above criteria, the decision should be taken straightforwardly. Best alternative should be selected must be the best when evaluating it on the decision criteria. Another method used to evaluate the alternatives are the list of pros and cons of each alternative and one who has more pros than cons and can be workable under organizational constraints.

STEP 11: Recommendations For Operations Management Case Studies Case Study (Solution):

There should be only one recommendation to enhance the company’s operations and its growth or solving its problems. The decision that is being taken should be justified and viable for solving the problems.

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Operations Management Case Study Assignment Questions and Answers

SECTION A – CASE STUDY

Read the following case study and answer the questions that follow:

1200 jobs created as Ford prepares for new Ranger production at Silverton plant

24 September 2021

By: Irma Venter

Ford South Africa (Ford SA) has created about 1 200 incremental jobs by reintroducing a third shift to its operations at the Silverton assembly plant.

The additional shift forms part of the US automaker’s $1.05-billion investment in the Pretoria plant to produce the next-generation Ranger bakkie, starting next year.

The plant is in the process of wrapping up a seven-week shutdown, which saw the extensive modernisation of the facility in preparation for the new model.

Production at the plant will include the new Volkswagen Amarok, as part of the global production agreement between Ford and Volkswagen.

The implementation of a third shift sees the local Ford SA workforce grow from the current 4 200 employees to about 5 000 employees, with an additional 440 jobs created at the plant’s on-site service provider.

The additional shift is the first use of a three-shift production schedule since it was implemented as a temporary measure during the second half of 2019 to achieve higher production volumes for the current Ranger.

The added working hours will see the Silverton plant operate around the clock, five days a week.

The employees who were brought on board and trained in 2019 were given first option to take up the new positions.

With the additional shift, the Silverton assembly plant will be capable of producing up to 720 vehicles a day, or 240 units a shift, which equates to one Ranger coming off the line every two minutes.

Two-thirds of the Rangers produced will be exported to more than 100 global markets, as is the case with the current Ranger. The balance will be sold in South Africa.

When the next-generation Ranger is launched in 2022, the Silverton facility will have a yearly installed capacity of 200 000 vehicles a year, which is nearly double the 110 000-unit-capacity when production of the current Ranger pick-up began in 2011.

Ford SA has produced about 732 000 Rangers since 2011.

To realise the new production targets, the Silverton plant’s assembly line is undergoing extensive transformation to modernise the facility, enhance efficiency and improve production quality, says plant manager Tim Day.

The vehicle manufacturer is currently constructing an all-new body shop and stamping plant on the Silverton site, along with a new in-house frame line in the adjacent Tshwane Automotive Special Economic Zone.

“The seven-week shutdown enabled us to implement the largest and most comprehensive upgrade and modernisation of the Silverton assembly plant to date,” adds Day.

“Our entire focus is on being world-class and comparable with the best Ford manufacturing plants globally.”

The biggest change has been a total redesign of the plant layout, notes Day.

“The progressive evolution of the plant saw it growing organically over the years, which resulted in a less-than-ideal layout. Accordingly, we’ve completely reworked the assembly line to maximise efficiency through the vehicle assembly and validation processes.

“We’ve removed roughly a kilometre and 20 transactions (vehicle-worker interactions) out of the previous assembly line flow by eliminating the back-and- forth movement of vehicles within the plant during the various stages of production,” explains Day.

“This will result in all of the manufacturing processes and quality checks being performed in the zone where it’s manufactured, contributing towards greater efficiency and more effective quality control before the vehicle moves to the next station.”

The changes at the plant have also seen a new emphasis on ergonomics, with a shift from fixed vehicle carriers to a flexible new skillet system transforming the way individual tasks are performed by employees on the line.

“We did away with the previous vehicle carriers and replicated the skillet system that is used at Ford’s leading plants around the world, including the Ranger plant in Thailand and the F-150 plant in the US,” says Day.

“The skillet system is far less bulky and restrictive, and eliminates the various platforms and levels that people had to work around previously.”

With the skillets, the vehicle is automatically raised or lowered based on the ideal height for the completion of the required assembly task.

It can also be adjusted to suit the height of the individual operators, thereby improving working conditions for employees, while also improving cycle times and enhancing safety.

“An additional benefit of the skillet system is that it is based on a moving platform, which eliminates the need for operators to continuously reposition themselves to perform the assembly operations while keeping up with the vehicle as it progresses down the line,” says Day.

“This allows the operators to focus all of their attention on building the vehicle, driving big improvements in efficiency, quality and first-time-through.”

The modernisation of the Silverton plant has also seen the introduction of a new box line for the Ranger’s load compartment, a new fully automated robotic station for the application of the windscreen seal, and a specially designed instrument panel subassembly line.

There is also a new vac-and-fill facility that integrates the filling of the Ranger’s liquids (fuel, brake fluid and engine coolant) and the air-conditioner gas, with the new system replacing the inefficient multistation configuration used previously.

The final integration of the automated wheel-and-tyre facility, which was launched in September last year, has also been completed.

The fitted wheels and tyres are now automatically sequenced on to the assembly line through the roof of the main plant, eliminating the use of trolleys and the movement of vehicles and people.

Latest-generation wheel and headlight alignment booths are another new feature at the plant, complemented by a new water-test facility that uses high-pressure jets to pinpoint any water intrusion into the cabin of the vehicle.

New CAL Facility

The modernisation of the Ford assembly plant has also seen the launch of a new customer acceptance line (CAL) facility. This allows quality inspectors to scrutinise every aspect of the vehicle on a brightly lit audit line, validating the accurate fitment of parts, paint and bodywork quality, and the operation of all vehicle systems.

Following this, the Ranger is driven on a newly constructed rattle-and-squeak test track, which incorporates a variety of road surfaces.

A new clear-vision track has also been constructed. This track ensures that the vehicle’s wheel alignment is accurately set when driving on the level surface, ensuring that it does not pull to one side.

Ford SA is also constructing a new modification centre, aimed at the on-site fitment of a variety of optional Ford-approved accessories.

1. Identify the process design that a vehicle manufacturer such as Ford South Africa would employ in its Justify your choice. (2)

2. The Silverton facility is purposed to produce the new Ford Ranger and the new Volkswagen Amarok as part of the global production agreement between Ford and Volkswagen. What design stages would have been followed in the design of these products? (5)

3. The company has made a $1.05-billion investment in the Pretoria plant to produce the next-generation Ranger “bakkie”, starting next year. Considering that this is a profit-making firm, explain how the Net Profit (NP) and Return on Investment (ROI) equations can be used for making management decisions that will take the company closer to its goal: making (5)

4. With reference to the case study above, draw a well-labelled diagram to illustrate the supply chain of Ford South (4)

5. Using the evidence from the case study above, identify Ford SA’s quality Justify your answer. (2)

6. What, in your view, is the significance of innovation in operations management? (2)

1. Ford South Africa is currently constructing an all-new body shop and stamping plant on the Silverton site, along with a new in-house frame line in the adjacent Tshwane Automotive Special Economic Zone. “The seven-week shutdown enabled us to implement the largest and most comprehensive upgrade and modernisation of the Silverton assembly plant to date. Our entire focus is on being world-class and comparable with the best Ford manufacturing plants ”

In the previous year, the company had 500 assembly stations renovated over 10 weeks at 40 hours per week. Each renovation took an average of two hours and 25 technicians to complete. In the current year, through the assistance of new technology, the company aims to upgrade 530 assembly stations over seven weeks (40 hours per week), taking an average of 1 and half hours.

How many technicians will be required to complete the current year’s upgrade process per week? Use the Little’s Law formula and show all calculations. (4)

2. As indicated in the case study, the new facility in Silverton has the design capacity of 720 vehicles a day, or 240 units a shift, which equates to one Ranger coming off the line every two The plant operates around the clock, five days a week (120 hours). The design capacity is: 1 x 30 x 24 x 5 = 3 600 vehicles per week.

However, the records show that the plant experienced loss of production time for a week as follows:

During this week, the actual production was only 2 196 vehicles. The first five categories of lost production were reasonably unavoidable and amount to 40 hours. The last five were unplanned and could have been avoided, amounting to 31 hours lost.

Given the information above, calculate the plant’s capacity utilisation and its efficiency. (5)

3. Consider the details provided below and answer the questions that follow.

Once vehicles have been assembled at Ford SA’s Silverton plant, they are sold to different markets globally. Over a few weeks, the demand for new vehicles has been recorded, as follows:

SECTION B – RESEARCH QUESTIONS

Read the following information and answer the questions that follow:

You are an Operations Management practitioner, and your role is to ensure that your organisation employs seamless design and management of products, processes, services and supply chains. You are charged with the acquisition, development and utilisation of resources that your organisation needs in order to deliver the goods and services that its clients and/or customers want. With this mind, identify an organisation of your choice and prepare a written report.

Prepare your written report based on the following information:

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Operations Management

September 13, 2019 September 13, 2019

Operation Management

The Indian Electric company manufactures two popular brand of ceiling fans, Cool home and A1 Bahar. Each fan is processed through two main departments: machine shop, assembly and testing shop which have respectively 1200 machine hours and 1600 man hours of available capacity per day. Each cool home fan requires 3 hours of capacity of machine shop and one hour capacity of assembly and testing shop. Similarly each A1 bahar fan requires 2 hours of machine shop and assembly shor capacity. The market for the two models has been surveyed recently which suggests that a maximum of 250 nos of Cool Home and 200 nos of Al Bahar can be sold per day.

Answer the following question.

Q1. If the profit of fans is rs. 60 on a Cool home and rs. 80 on A1 Bahar, what quantity of each fan be produced to maximise profit using simplex method

Q2. How and where the simplex method is used

A company is planning to manufacture tennis rackets and has to decide location of the plant. The locations being considered are: Mysore, Bangalore and Hosour. The fixed costs located at these three locations are estimated to be rs. 30 lacs, rs. 50 lacs and rs. 25 lacs per annum respectively. The variable costs are 300, rs. 200 and rs. 350 per unit respectively. The expected sales price of a tennis racket is rs. 700 per unit.

Q1. What are the benefits that accrue due to a good plant layout?

Q2. Mention the guiding principles in designing a layout of production facilities .

For a given item there is constant demand rate of 6000 units per annum. The price of the unit is rs. 60 per unit., the ordering cost is rs. 150 per order and the inventory carrying cost is 20%

Q1. What is the optimal order quantity?

Q2. The manufacturer of item offers a 1% discount if 1200 units are ordered. Should the discount be taken?

Winning firms nurture human capital, cherish customers and build mutually beneficial relationships with suppliers. They have the abiliy to do better and better by making the right moves at right time. Companies such as Walmart, southwest airlines, FedEx, Glaxo, intel have proved this beyond doubt again and again by delivering outstanding value to customers at a reasonable price. Sony and APPle have endlessly identified new and surprising fields to enter—from the Walkman and Playstation to the iPod(iPad also) and the iMac. Jeff Bezos at Amazon saw in 1994 that the internet could become a powerful platform vehicle for ecommerce and that selling books online would work particularly well. Further down the line, Amazon concentrated consistently on changes that would make it easier to buy books, from reviews and suggestions on other purchases to Iclick ordering. Almost every change was introduced keepingthe unique requirements of the customers in mind. Dell hs shown PC buyers that they do naot have to sacrifice quality or state of the art technology to buy personal computerseasily and inexpensively. In the mid1980s, while Compaq focused attention on making its PCs cheaper and faster than IBMs college student Michael Dell saw a chance to outdo both companies by concentrating not on the product but on the delivery system.he realized that he could outsell others by eleiminating middlemen.

Q1. Give an overview of the case..

Q2. What are the benefits of eliminating middlemen?

Q1. Describe the steps involved in considering a time study and discuss any difficulties you might envision at various steps?

Q2. What is ISO-9000 Series Standards? List key quality awards.

Q3. Contrast the world class view with the traditional view in quality control.

Q4. How does productivity measurement differ between manufacturing and service operations?

Q5. What is continuous improvement (CI)? What are the major tools for this philosophy?

Q6. What are the major components of a production system? Give two examples.

Q7. Describe briefly the “Delphi Method”.

Q8. Describe briefly the steps to develop a forecasting system.

Q1. Explain the process of collaborative planning? How is available to promise involved?

Q2. Identify and briefly describe the major elements of project management?

Q3. Explain the basic steps involved in process innovation?

Q4. Define the four basic waiting line structures and give an example of each?

Q5. Describe total quality management (TQM).

Q6. List the types of quality costs.

Q7. List four basic operations strategies.

Q8. What are the major decision areas in P/OM?

Q1. How are the location decisions for service operations and manufacturing operations similar, and how are they different?

OPERATION MANAGEMENT

If the desired rate of return is 10% which project should be chosen?

3. What are the levels of aggregation in forecasting for a manufacturing organization? How should this hierarchy of forecasts be linked and used?

4. How would forecasting be useful for operations in a BPO (Business processes outsourcing) unit? What factors may be important for this industry? Discuss.

5. A good work study should be followed by good supervision for getting good results. Explain with an example.

6. What is job evaluation? Can it be alternatively used as job ranking? How does one ensure that job evaluation evaluates the job and not the man? Explain with examples?

7. What is the impact of technology on jobs? What are the similarities between job enlargement & job rotation? Discuss the importance of training in the content of job redesign? Explain with examples?

8. What is internet connectivity? How is it important in to days business would with respect to materials requirement planning & purchasing? Explain with examples?

9. Would a project management organization be different from an organization for regular manufacturing in what ways? Examples.

10. How project evaluation different from project appraisal? Explain with examples.

Q1. Ilhan’s, a local bakery, is worried about increased costs – particularly energy. Last year’s records can provide a fairly good estimate of the parameters for this year. Ilhan Balci, the owner, does not believe things have changed much, but he did invest an additional 3000 MU for modifications to the bakery’s ovens to make them more energy efficient. The modifications were supposed to make the ovens at least 15 % more efficient. I. Balci has asked you, as a brilliant graduate of EMU, to check the energy savings of the new ovens and also look over other measures of the bakery’s productivity to see if the modifications were beneficial. You have the following data to work with:

Q2. Serra’s Ceramics spent 3 000 MU on a new kiln last year, in the belief that it would cut energy usage 25 % over the old kiln. This kiln is an oven that turns “greenware” into finished pottery. Serra is concerned that the new kiln requires extra labour hours for its operation. Serra wants to check the energy saving of the new oven, and also to look over other measures of their productivity to see if the change really was beneficial.

Serra has the following data to work with:

Were the modifications BENEFICIAL?

Q3. Suzan has a part-time “cottage-industry” producing seasonal plywood yard ornaments for resale at local craft fairs and bazaars. She currently works a total of 4 hours per day to produce 10 ornaments.

Q4. A company has asked YOU to evaluate the firm’s productivity by comparing this year’s performance with last year’s. The following data are available:

Has the company improved its PRODUCTIVITY during the past year?

Q5. Ilhan DALCI makes billiard balls in his Beyarmudu plant. With a recent increase in taxes, his costs have gone up and he has a newfound interest in efficiency. Mr.Dalci is interested in determining the productivity of his organisation. He would like to know if his organisation is maintaining the manufacturing average of 3% increase in productivity. He has the following data representing a month from last year and an equivalent month this year.

Show the productivity change for each category and then determine the IMPROVEMENT for labour- hrs, the typical standard for comparison.

Q6. Haldun LOP, the production manager of LOP Chemicals, in Gazimagusa, TRNC, is preparing his quarterly report which is to include a productivity analysis for his department. One of the inputs is production data prepared by Meltem SERIN, his operation analyst. The report, which she gave him this morning, showed the following:

Haldun LOP wondered if his productivity had increased at all. He called Meltem into his office and conveyed the above information to her and asked her to proceed with preparing this part of the report. (Include your interpretations for each productivity figure)

Q7. Ahmet Uslu makes wooden boxes in which to ship motorcycles. Ahmet and his three employees invest 40 hours per day making the 120 boxes.

Q8. The manager of a local firm says “ the forecasting techniques are more trouble than they are worth. I don`t forecast at all, and I`m doing 25% more business than last year”. Comment

Q1. What factors distinguish between production and service operations?

Q2. State functions of the EXIM bank of India.

Q3. What is ISO-9000 Series Standards? List key quality awards.

Q4. Contrast the world class view with the traditional view in quality control.

Q5. How does productivity measurement differ between manufacturing and service operations?

Q6. What is continuous improvement (CI)? What are the major tools for this philosophy?

Q7. What are the major components of a production system? Give two examples.

Q8. Describe briefly the “Delphi Method”.

Q1. What is the logic of Taguchi methods?

Q2. Describe briefly the “Delphi Method”.

Q3. Describe total quality management (TQM)

Q5. Explain the difference between total and partial productivity.

Q6. What are the major decision areas in P/OM?

Q7. What is production/operations?’

Q8. List the types of quality costs.

Q2. How are the location decisions for service operations and manufacturing operations similar, and how are they different?

OPERATIONS MANAGEMENT

Bloomsday Outfitters produces T-shirts for road races. They need to acquire some new stamping machines to produce 30,000 good T-shirts per month. Their plant operates 200 hours per month, but the new machines will be used for T-shirts only 60 percent of the time and the output usually includes 5 percent that are “seconds” and unusable. The stamping operation takes 1 minute per T-shirt, and the stamping machines are expected to have 90 percent efficiency considering adjustments, changeover of patterns, and unavoidable downtime. How many stamping machines are required?

In the table given below the Distribution Manager is expected to service these DCs as per the demands placed. If the actual sales after completing week one is as follows, what would be the quantities that would need amendment as far as Distribution Manager is concerned to service for week two and onwards?

After week one the actual sales to Forecasted sales for week one ratio is as under: Mumbai did 80 % of forecast , Lucknow did 75 % of forecast Kolkata did 60 % of week one forecast Chennai did 125 % of forecast and Delhi did 150 % of week one forecast

Note : Kolkata will receive transit stocks in week 2 .

After working for 30 years, Ramjee Somjee Dutt opted for VRS and started a courier company and did very well in the first four years. He was now looking for expansion of his business and decided to venture into Road transportation business between Chennai and Mumbai and Mumbai and Delhi as he felt that he could do well on this line. However before taking a final decision he hires your Management Consultant firm formed by yourself. He has requested you to work out the Price to quote his clients for these two routes considering the costs involved. He expects to earn a minimum profit of Rs 1000 per day per truck after meeting all expenses. Your analysis of market conditions tell you the following:

Vehicle cost Rs 7 lacs Depreciation 15 % Maintenance costs per day Rs 150 Drivers monthly Salary Rs 5000 : Attendants monthly salary Rs 3000 . Misc expenses Rs 200 per day. Driver allowance is Rs 125 per day and attendant gets Rs 75. Diesel cost per liter is Rs 25 and the vehicle gives an average mileage of 4 km to a liter. The Financial institutions offer loans at 10 % interest pa, which Ramjee has been negotiating. It has been observed that on an average the vehicle covers 400 km per day. The distance between Mumbai to Delhi is 1500 km and Mumbai to Chennai is 1350 km. The driver gets rest day in Mumbai only for one day after they return from any trip.

A company is operating in two unrelated businesses. The first one is making common salt, which is sold in one-kilogram consumer packs. The second business is making readymade garments. The owner of the businesses has decided to implement Materials Requirement Planning (MRP) in one of the two businesses, which is likely to give him greater benefit. Assuming that the current turnover and profits of both the units are comparable, compare the relative benefits and limitations of Materials Requirement Planning (MRP) for these two businesses.

A Manufacturer of motorcycles buys spark plugs at Rs.15 each. Now he wishes to manufacture the plugs in his own factory. The estimated cost for the manufacture of spark plugs is around Rs.50,000=00 and the variable cost comes to Rs.5 per spark plug. The Production Manager advises the Manufacturer that the factory should go for manufacturing instead of procuring them from the open market.

List out reasons for the decision of the Production Manager backed up by the necessary data.

This case deals with General Motors Company, one of the world’s largest car and truck manufacturers. General Motors began its Indian operations in 1928, assembling Chevrolet cars, trucks, and buses. However, in 1954, the corporation ceased its assembly operations. After the liberalization of the Indian economy, if formed a 50:50 joint venture with Hindustan Motors, and produced and sold Opel branded vehicles at its Halol manufacturing facility in Gujarat. In 1999, GM acquired the complete stake in Hindustan Motors and General Motors India Pvt. Ltd. -GMIPL (GMI) became a wholly-owned subsidiary of GM. As of 2011, GMI held the fifth position in the country. On April 17, 2007, it launched its small car, the ‘Chevrolet Spark’, which intensified the price war in the small car segment. Despite a major campaign and the media coverage, Spark failed to ignite GMI’s fortunes, as due to capacity constraints, the Spark was offered initially only in the northern and western parts of the country. By the end of 2007, GM had recorded an annual growth of 68%, though capacity constraints still remained. To overcome the capacity constraints, the company built a facility at Talegaon in Maharashtra which became operational in 2009. As a result, the company not only overcame its capacity constraint but had excess production capacity. However, during 2010-2011, its production facilities in Gujarat were faced with labor unrest, which led to production losses. As the company faced these problems, industry observers feared that GMI may once again face capacity constraints..

Q1. Discuss the issues and challenges in capacity planning.

Q2. Describe the determinants of effective capacity.

With revenues of Rs 16.65 billion for 2001-02, Philips India Ltd (PIL) had established itself as a leading manufacturer of consumer electronics and electrical goods in India. A subsidiary of the Holland-based Philips NV, PIL has dominated the Indian consumer electronics and lighting industry for more than six decades. PIL, with a product portfolio of audio systems, color televisions (CTVs), loudspeakers, printed circuit boards, various kinds of lamps, electronic components and electro-medical apparatus, had acquired considerable popularity and loyalty among Indian customers. PIL was established as Philips Electricals Co. (India) Ltd. in 1930 by Philips NV as a wholly-owned subsidiary. The company’s name was changed to PIL in September 1956 and it was converted into a public limited company in October 1957. After being initially involved only in trading, PIL set up manufacturing facilities in several product lines. PIL commenced lamp manufacturing in 1938 in Kolkata and followed it up by establishing a radio factory in 1948. It set up an electronics components unit at Loni, near Pune, Maharashtra in 1959. It began producing electronic measuring equipment’s at the Kalwa factory in Maharashtra in 1963. The company subsequently ventured into telecommunication equipment manufacturing at a unit in Kolkata. During the 1980s, Foreign Exchange Regulation Act (FERA) regulations forced PIL to bring down the foreign shareholding to 40%. Philips NV directed PIL to change its name to Peico Electronics & Electricals (Peico). However, Peico was allowed to sell its products under the ‘Philips’ brand. In May 1982, Peico acquired the Kolkata-based Electric Light Manufacturing Industries (ELMI) and made it a 100% subsidiary. In 1988-89, Peico recorded its first ever pre- tax loss of Rs 170 million, largely due to poor management and overstaffing. However, cost cutting, organizational restructuring and sale of real estate enabled it to post profits in the next two years. In 1993, its foreign equity stake was raised to 51% and the name was changed back to PIL. PIL benefited in many ways from the revamped SCM practices. Transit time was reduced to 7 days and goods were handled only 5 times. As against a first quarter working capital of Rs 500 million for 2000, the figure was only Rs 200 million in 2001. Significantly, supply chain costs were reduced by 26% in 2001. A majority of these savings were due to the savings in transportation and warehousing. PIL could reduce warehousing costs because of the direct dispatch model, in which there were no grouping centers. Philips India Ltd (PIL) explored the company’s efforts to enhance its operational efficiency by restructuring its supply chain and other measures. The case examines the initiatives taken by Indian consumer electronics major Philips India to maintain profitability and market share despite adverse industry and market conditions. It explores the company’s efforts to enhance its operational efficiency by restructuring its supply chain and other measures. The case also briefly discusses the concept of supply chain management and the benefits of revamping the SCM practices.

Q1. How Philips India Ltd (PIL) reaped the benefits by revamping the Supply Chain Management (SCM) practices. Discuss.

Outsourcing is a business model that reduces operating costs and boosts profit margins while maintaining a high quality of customer service. The model allows companies to adjust their resource allocation. Many companies opt for out-of-country outsourcing, which is divided into two categories – near shoring and offshoring. Near shoring is transfer of work within the region whereas offshoring is relocation of work to more distant locations. Softtek was a global provider of process-driven IT solutions. The Mexican company founded in 1982, coined the term “Near shore” in 1997. It first offered IT and ITES services to US companies. Over the years, since the development of the ‘Nears shoring’ concept, Softtek had added value to the process. The process had evolved in terms of offering greater value proposition to its clients. First, the idea behind the concept was to leverage on the aspect of proximity and to fill in the gap left by the India-centric global service delivery. This aspect remained a strong differentiator for Softtek to fight competition from distant offshoring destinations like India. The geographic proximity offered similar time-zones which made it convenient for Softtek’s associates to work simultaneously with their clients. It also allowed the company to have increased communication and face-to-face interaction if needed, allowing more complex projects to be carried out efficiently. Moreover, the near shore locations offered Softtek a closer cultural affinity to the primary markets. For instance, a Softtek delivery center in Mexico would be familiar with and would be able to understand the lifestyles, customs, and working and communication styles of the US better than an offshore delivery center in a destination like India. The company later began deriving benefits from its outsourcing services by working in close proximity to its clients’ location, thereby easing the process and making it cost effective both for itself and its clients. Though the company succeeded in implementing its concept and gained a global presence across 20 countries, it faced many challenges – including challenges from its local government and in gaining a talent pool. There was apprehension that these factors could hinder its future growth. This case is meant for MBA students as a part of the Operations Management/ Logistics and Supply Chain Management course.

Q1. Discuss the concept of near shoring

Q2. Explain the advantages and disadvantages of near shoring compared to offshoring

Q3. How Softtek started the near shore concept and achieved success in the global outsourcing market

Q4. Discuss the challenges faced by Softtek

The case study is about JCPenney Corporation, Inc. (JCP), a leading retail chain in the US. JCP used cross-docking to reduce materials handling and transportation cost. Cross-docking is the practice of expediting the flow of product from receiving to shipping with a minimum of handling in between. Cross-docking strategy is one of the three distribution strategies usually employed by a retailer; the other two being the warehouses strategy in which inventory is kept at the warehouses, and direct shipment strategy in which inventory is directly shipped JCP used the Cross-docking operations at the JCP’s Lathrop, California, Retail Logistics Center, the sixth cross-dock facility of the company that was opened in July 2007. The use of cross-docking helped JCP reduce materials handling and made its 3 logistics more efficient. The case also highlights how the use of energy-efficient technologies and processes and proper site selection helped JCP reduce costs and mitigate supply chain risk.

Q1. Discuss the issues and challenges in employing cross-docking and how it compared to other commonly used distribution strategies.

Q2. Explain how materials handling and transportation cost is reduced through cross docking.

Q1. Describe briefly the steps to develop a forecasting system.

Q3. What is continuous improvement (CI)? What are the major tools for this philosophy?

Q5. Contrast the world class view with the traditional view in quality control.

Q6. What is ISO9000 Series Standards? List key quality awards.

Q7. How are the location decisions for service operations and manufacturing operations similar, and how are they different?

Q8. Describe the steps involved in considering a time study and discuss any difficulties you might envision at various steps?

Q1. Describe total quality management (TQM).

Q2. How does productivity measurement differ between manufacturing and service operations?

Q3. . What are the major decision areas in P/OM?

Q4. What factors distinguish between production and service operations?

Q5. Is there a difference between forecasting demand and forecasting sales?

Q6. The Cool-Tech Co. produces various types of fans. In May, the company produced 1728 window fans at a standard price of 40 MU. The Co. has 12 direct labour employees whose compensation (including wages and fringe benefits) amounts to 21 MU/hour. During May, window fans were produced on 9 working days 9of 8 hours each), and other products were produced on other days. a. Determine the productivity of the window fans.

Q7. Ahmet grows domatoes in his 100 by 100 meters garden. He then sells the crop at the local farmer’s market. Two summers ago, he was able to produce and sell 1200 kgs of tomatoes. Last summer, he tried a new fertilizer that promised a 20% increase in yield. He harvested 1350 kgs. Did the fertilizer live up to its promise?

Q8. “Expenditure’ incurred for advertising is wasteful. Its results are unpredictable”. Comment.

Q1. Explain the concept Six Sigma. Bring out the significance of Six Sigma in Quality Management?

Q2. Define Project Management and explain its nature and features?

Q3. What is Process Analysis? Explain the steps in Manufacturing Process Selection and Design?

Q4. Enumerate and explain the Theory of Constraints?

Q5. Write short notes (any two) a) Inventory Control b) Operations Scheduling c) Aggregate Sales and Operations Planning

Q6. Explain the following concept (any two) a) Product Design b) Strategic Capacity Management c) Lean Productions

Q7. Define Material Requirements Planning. Discuss its various components?

Q8. What is Supply Chain Strategy? Discuss its characteristics?

Q3. How are the location decisions for service operations and manufacturing operations similar, and how are they different?

Q8. What is production/operations?

Explain the process of collaborative planning? How is available to promise involved?

Q1. What is ISO-9000 Series Standards? List key quality awards.

Q2. Describe total quality management (TQM).

Q4. What are the major components of a production system? Give two examples.

Q5. A firm uses exponential smoothing with a very high value of alpha. What does this indicate with respect to the emphasis if placed on past data

Q6. Is there a difference between forecasting demand and forecasting sales?

Q8. Explain Product Life Cycle in detail .How do Marketing strategies change as product moves. Through various stages of Life cycle.

Q.1) Write Short Notes :

Q.2 Explain Briefly the process Analysis of Manufacturing Process Selection and Design ?

Q3. Define Supply Chain Strategy and Explain its feature and nature?

Q4. Distinguish between goods and services. What are the challenges faced by Services marketers?

Q5. Discuss the features and nature of Project Management?

Q6. Explain in brief the Synchronous Manufacturing and Theory of Constraints?

Q7. Discuss the essence Quality Management in Focus On six Sigma?

Q8. What is Aggregate Sales and Operations Planning?

OPERATION MANAGEMENT Harvard Case Solution & Analysis

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OPERATION MANAGEMENT Case Study Solution

Performance Effect of Lean

There are various aspects of lean operational management which includes time management, waste management, efficiency enhancement etc. Implementing lean operations could improve the operational efficiency by eliminating waste through time management, inventory management and waste management. These different aspects of lean operations are affected by firm size, customer characteristic, country, organizational culture and approach to implementation. Hence, performance aspect of lean can be impacted by firm size i.e. if the firm is small then the lean operation can be implemented easily whereas if the firm size is large then implementing lean operations to reduce waste in certain area will take extra time in comparison with the small size firm but the effect of lean operation on large size firm could be greater because of the size of its operations. Moreover, regulatory environment prevailing within the country also effect the lean operation management i.e. if the regulatory environment in the country requires company to follow strict rules and regulation then the company will require less improvement through lean operation management because company is already focused on managing waste due to strict regulatory environment prevailing within the country.

Organizational culture also affect the lean aspects according to the culture adopted by the organization i.e. whether the culture of organization focus in retaining and investing in employees and focus on employee development. This organization culture will impact the efficiency of the organization in reducing waste and time which effect the lean operations management within the organization. Hence, lean operational management can be affected by several aspects of organizations which are reflected by the impact on organizational efficiency.

The evidence of lean programming can be taken from the company IKEA a leading retail store giant in manufacturing and selling furniture. The business model of IKEA was to sell quality furniture through retail outlets. When customer were attracted to different models of ease and convenient i.e. they use to prefer companies where they don’t really need to visit store for selection of furniture then the company applied the lean operation management to change with the change in consumer demand. The company bought Task Rabbit application through which the company used to acquire online orders and used to deliver furniture once selected by the customers. The company also adopted the business model of online retailing which resulted in increased sales for the company. Hence, these adoption of business model is an example and evidence that the company has applied lean operation management to increase the company sales which was declined due to the old business model adopted by the company for retailing (NIGEL, 2017).

Companies used to apply lean operation management in order to gain efficiency through changes in business model or processes. The lean operation management are applied by the companies in order to reduce the cost of inventory management, waste management and time management. Moreover, apart from reduction in cost the company’s motive to apply lean management is to increase the profitability of the company through increased efficiency which could be resulted from change in business model and processes (Jaroslava Kadarova, 2016). Hence, after conducting analysis on several companies it is found that lean operation management is applied almost by every company as a part of the evolving world where the company’s business models are changing in order to meet and fulfill the demand of evolving customers. Moreover, lean operation management has provided advantages to the companies in the form of technological advancement, production efficiency, and increase in turnover of the company which enable the companies to transform themselves in the modern era of business where every business strategize to remain competitive in the industry so that customer base and the revenue base of the companies can be maintained and increased. Therefore, lean operation management is now considered the most important tool for the companies in order to remain competitive and survive in the competitive world of businesses..............

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Performance Effect of Lean

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Segmentation, targeting, positioning, marketing strategic planning, marketing 5 concepts analysis, swot analysis & matrix, porter five forces analysis, pestel / pest / step analysis, cage distance analysis international marketing analysis leadership, organizational resilience analysis, bcg matrix / growth share matrix analysis, block chain supply chain management, paei management roles, leadership with empathy & compassion, triple bottom line analysis, mckinsey 7s analysis, smart analysis, vuca analysis ai ethics analysis analytics, nissan: recovering supply chain operations case study solution & analysis / mba resources.

Introduction to case study solution

EMBA Pro case study solution for Nissan: Recovering Supply Chain Operations case study

At EMBA PRO , we provide corporate level professional case study solution. Nissan: Recovering Supply Chain Operations case study is a Harvard Business School (HBR) case study written by Shikha Aggarwal, Manoj Kumar Srivastava. The Nissan: Recovering Supply Chain Operations (referred as “Nissan Resume” from here on) case study provides evaluation & decision scenario in field of Technology & Operations. It also touches upon business topics such as - Value proposition, Leadership, Manufacturing, Risk management. Our immersive learning methodology from – case study discussions to simulations tools help MBA and EMBA professionals to - gain new insight, deepen their knowledge of the Technology & Operations field, and broaden their skill set.

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Case description of nissan: recovering supply chain operations case study.

Nissan's resilience strategy had been considered an exemplary response to the triple disaster in Japan in March 2011. The Japanese automobile industry made their respective recovery efforts to resume production and delivery of vehicles after suffering damage from an earthquake, tsunami, and a nuclear crisis, but it took months before they could reach pre-disaster levels of operations. Nissan's resilience practices and supply chain disruption management were acknowledged as superior to those of their peers and were appreciated by experts and analysts. Nonetheless, it took Nissan more than a month to resume production, and each day of lost production cost Nissan $25 million. Shikha Aggarwal is affiliated with Management Development Institute. Manoj Kumar Srivastava is affiliated with Management Development Institute.

Case Authors : Shikha Aggarwal, Manoj Kumar Srivastava

Topic : technology & operations, related areas : leadership, manufacturing, risk management, what is the case study method how can you use it to write case solution for nissan: recovering supply chain operations case study.

Almost all of the case studies contain well defined situations. MBA and EMBA professional can take advantage of these situations to - apply theoretical framework, recommend new processes, and use quantitative methods to suggest course of action. Awareness of the common situations can help MBA & EMBA professionals read the case study more efficiently, discuss it more effectively among the team members, narrow down the options, and write cogently.

Case Study Solution Approaches

Three Step Approach to Nissan: Recovering Supply Chain Operations Case Study Solution

The three step case study solution approach comprises – Conclusions – MBA & EMBA professionals should state their conclusions at the very start. It helps in communicating the points directly and the direction one took. Reasons – At the second stage provide the reasons for the conclusions. Why you choose one course of action over the other. For example why the change effort failed in the case and what can be done to rectify it. Or how the marketing budget can be better spent using social media rather than traditional media. Evidences – Finally you should provide evidences to support your reasons. It has to come from the data provided within the case study rather than data from outside world. Evidences should be both compelling and consistent. In case study method there is ‘no right’ answer, just how effectively you analyzed the situation based on incomplete information and multiple scenarios.

Case Study Solution of Nissan: Recovering Supply Chain Operations

We write Nissan: Recovering Supply Chain Operations case study solution using Harvard Business Review case writing framework & HBR Technology & Operations learning notes. We try to cover all the bases in the field of Technology & Operations, Leadership, Manufacturing, Risk management and other related areas.

Objectives of using various frameworks in Nissan: Recovering Supply Chain Operations case study solution

By using the above frameworks for Nissan: Recovering Supply Chain Operations case study solutions, you can clearly draw conclusions on the following areas – What are the strength and weaknesses of Nissan Resume (SWOT Analysis) What are external factors that are impacting the business environment (PESTEL Analysis) Should Nissan Resume enter new market or launch new product (Opportunities & Threats from SWOT Analysis) What will be the expected profitability of the new products or services (Porter Five Forces Analysis) How it can improve the profitability in a given industry (Porter Value Chain Analysis) What are the resources needed to increase profitability (VRIO Analysis) Finally which business to continue, where to invest further and from which to get out (BCG Growth Share Analysis)

SWOT Analysis of Nissan: Recovering Supply Chain Operations

SWOT analysis stands for – Strengths, Weaknesses, Opportunities and Threats. Strengths and Weaknesses are result of Nissan Resume internal factors, while opportunities and threats arise from developments in external environment in which Nissan Resume operates. SWOT analysis will help us in not only getting a better insight into Nissan Resume present competitive advantage but also help us in how things have to evolve to maintain and consolidate the competitive advantage.

- Strong Balance Sheet – The financial statement of Nissan Resume looks strong and will help the company going forward.

- Streamlined processes and efficient operation management – Nissan Resume is one of the most efficient firms in its segment. The credit for the performance goes to successful execution and efficient operations management.

- Little experience of international market – Even though it is a major player in local market, Nissan Resume has little experience in international market. According to Shikha Aggarwal, Manoj Kumar Srivastava , Nissan Resume needs international talent to penetrate into developing markets.

- Low profitability which can hamper new project investment – Even though Nissan Resume financial statement is stable, but going forward Nissan Resume 5-7% profitability can lead to shortage of funds to invest into new projects.

Opportunities

- Increase in Consumer Disposable Income – Nissan Resume can use the increasing disposable income to build a new business model where customers start paying progressively for using its products. According to Shikha Aggarwal, Manoj Kumar Srivastava of Nissan: Recovering Supply Chain Operations case study, Nissan Resume can use this trend to expand in adjacent areas Leadership, Manufacturing, Risk management.

- Lucrative Opportunities in International Markets – Globalization has led to opportunities in the international market. Nissan Resume is in prime position to tap on those opportunities and grow the market share.

- Growing dominance of digital players such as Amazon, Google, Microsoft etc can reduce the manoeuvring space for Nissan Resume and put upward pressure on marketing budget.

- Customers are moving toward mobile first environment which can hamper the growth as Nissan Resume still hasn’t got a comprehensive mobile strategy.

Once all the factors mentioned in the Nissan: Recovering Supply Chain Operations case study are organized based on SWOT analysis, just remove the non essential factors. This will help you in building a weighted SWOT analysis which reflects the real importance of factors rather than just tabulation of all the factors mentioned in the case.

What is PESTEL Analysis

PESTEL /PEST / STEP Analysis of Nissan: Recovering Supply Chain Operations Case Study

PESTEL stands for – Political, Economic, Social, Technological, Environmental, and Legal factors that impact the macro environment in which Nissan Resume operates in. Shikha Aggarwal, Manoj Kumar Srivastava provides extensive information about PESTEL factors in Nissan: Recovering Supply Chain Operations case study.

Political Factors

- Political and Legal Structure – The political system seems stable and there is consistency in both economic policies and foreign policies.

- Little dangers of armed conflict – Based on the research done by international foreign policy institutions, it is safe to conclude that there is very little probability of country entering into an armed conflict with another state.

Economic Factors

- According to Shikha Aggarwal, Manoj Kumar Srivastava . Nissan Resume should closely monitor consumer disposable income level, household debt level, and level of efficiency of local financial markets.

- Foreign Exchange movement is also an indicator of economic stability. Nissan Resume should closely consider the forex inflow and outflow. A number of Nissan Resume competitors have lost money in countries such as Brazil, Argentina, and Venezuela due to volatile forex market.

Social Factors

- Demographic shifts in the economy are also a good social indicator for Nissan Resume to predict not only overall trend in market but also demand for Nissan Resume product among its core customer segments.

- Consumer buying behavior and consumer buying process – Nissan Resume should closely follow the dynamics of why and how the consumers are buying the products both in existing categories and in segments that Nissan Resume wants to enter.

Technological Factors

- Artificial intelligence and machine learning will give rise to importance of speed over planning. Nissan Resume needs to build strategies to operate in such an environment.

- 5G has potential to transform the business environment especially in terms of marketing and promotion for Nissan Resume.

Environmental Factors

- Environmental regulations can impact the cost structure of Nissan Resume. It can further impact the cost of doing business in certain markets.

- Consumer activism is significantly impacting Nissan Resume branding, marketing and corporate social responsibility (CSR) initiatives.

Legal Factors

- Health and safety norms in number of markets that Nissan Resume operates in are lax thus impact the competition playing field.

- Property rights are also an area of concern for Nissan Resume as it needs to make significant Leadership, Manufacturing, Risk management infrastructure investment just to enter new market.

What are Porter Five Forces

Porter Five Forces Analysis of Nissan: Recovering Supply Chain Operations

Competition among existing players, bargaining power of suppliers, bargaining power of buyers, threat of new entrants, and threat of substitutes.

What is VRIO Analysis

VRIO Analysis of Nissan: Recovering Supply Chain Operations

VRIO stands for – Value of the resource that Nissan Resume possess, Rareness of those resource, Imitation Risk that competitors pose, and Organizational Competence of Nissan Resume. VRIO and VRIN analysis can help the firm.

What is Porter Value Chain

Porter Value Chain Analysis of Nissan: Recovering Supply Chain Operations

As the name suggests Value Chain framework is developed by Michael Porter in 1980’s and it is primarily used for analyzing Nissan Resume relative cost and value structure. Managers can use Porter Value Chain framework to disaggregate various processes and their relative costs in the Nissan Resume. This will help in answering – the related costs and various sources of competitive advantages of Nissan Resume in the markets it operates in. The process can also be done to competitors to understand their competitive advantages and competitive strategies. According to Michael Porter – Competitive Advantage is a relative term and has to be understood in the context of rivalry within an industry. So Value Chain competitive benchmarking should be done based on industry structure and bottlenecks.

What is BCG Growth Share Matrix

BCG Growth Share Matrix of Nissan: Recovering Supply Chain Operations

BCG Growth Share Matrix is very valuable tool to analyze Nissan Resume strategic positioning in various sectors that it operates in and strategic options that are available to it. Product Market segmentation in BCG Growth Share matrix should be done with great care as there can be a scenario where Nissan Resume can be market leader in the industry without being a dominant player or segment leader in any of the segment. BCG analysis should comprise not only growth share of industry & Nissan Resume business unit but also Nissan Resume - overall profitability, level of debt, debt paying capacity, growth potential, expansion expertise, dividend requirements from shareholders, and overall competitive strength. Two key considerations while using BCG Growth Share Matrix for Nissan: Recovering Supply Chain Operations case study solution - How to calculate Weighted Average Market Share using BCG Growth Share Matrix Relative Weighted Average Market Share Vs Largest Competitor

5C Marketing Analysis of Nissan: Recovering Supply Chain Operations

Shikha Aggarwal, Manoj Kumar Srivastava (2018) , "Nissan: Recovering Supply Chain Operations Harvard Business Review Case Study. Published by HBR Publications.

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Operations analytics case study (level : hard)

In previous few articles ( beginner , intermediate and queuing theory ), we have completed a variety of case studies used in operation analytics. One of which was based on assignment algorithm in call centers. Today’s case study will be similar but we will now look at a more broader level instead of individual caller assignment. We will formulate this problem in a similar fashion as we try a transportation algorithm. While solving this problem, we will try multiple well known solutions to the transportation problem.

You own a call center with 1000 resources. Each of these resources have gone through a different set of trainings. These training combinations are A,B,C,D,E and F. For instance set A is the population who have gone through training 1,2,3,4,5 and 6. Similarly, set B has gone through some other set of trainings. The distribution of these callers are

Also, the calls you get on a daily basis have different types of queries. This can again be classified into 4 categories. Let’s call them X,Y,Z and W. Each of these category can be identified through an IVR and you can try to allot any caller to these customers. On a daily basis you get following distribution of calls :

The number of calls might vary with days but remains almost constant at this ratio. With every set of trainings, you get a different type of skill set which enables a caller to resolve varied type of calls in different time. For instance, a set A agent can resolve a call X in 10 minutes. Following is a grid, which you can refer to check the resolution time for each combination :

Here is the catch! Your objective is to complete the work of all the callers in the least aggregate time. This will allow you to train them on different skills and therefore decrease the resolution time dynamically. Ultimately, you want a dynamic system which can do such an allocation on real time. However, for now you need to make the assignment so that you minimize the total time taken by all callers combined.

Kick Start the process

As of now, the problem is open ended till you assume the actual inflow of calls to a certain number. To simplify things, let’s assume that we have a balanced transportation problem in hand. Following is the distribution of calls :

Total calls : 1000 calls

Hence, the number of agents and calls are exactly equal. Even if the total number of calls increase, our current solution will still be valid as the ratio holds true.

Introduction to transportation problem

This is a classic transportation problem where the time is just a substitute of cost. Here, we try to minimize the total cost by making the right set of assignments. We can either solve it through a simplex or a tabular solution. Transportation problems are generally solved in two steps :

For this article, my focus will be to complete the first step. I will leave the second step for the reader and based on the response on this article, will publish the second part as well if required.

Identifying a basic feasible solution can be done through 3 approaches :

North west corner rule (simplest of all)

Minimum cost method

Penalty cost method, north west corner rule.

The process is very simple. We just assign the maximum possible values on the north west corner till we exhaust all the callers. We start as follows :

Here we were able to make this assignment because both supply and demand is 200. However, we make an assignment of a value which is the minimum of two, which coincidentally is the same here. Now we have exhausted both the first row and first column. Hence we move to the cell (B,Y) and make the next assignment. Sequentially we make all the possible assignments.

Now we calculate the total time which in this case comes out as 7550 minutes. To simply evaluate the results , we assign all A’s for X type of calls. We will divert around 33% of Y type calls to C type agents and 66% to B type agents & so on. This is generally the least optimal solution and we can get better results by the rest two methods.

This method is slightly evolved version of the last one. Here we simply try finding out the smallest time which for a combination of caller-customer that are available. For instance, if we look at the entire cost matrix, we find the minimum time is for X customer being attended for caller D, hence we make the maximum assignment at this combination.

Finally we arrive at the following assignments :

The total time for this assignment now reduces to 3900 minutes which is almost a 50% reduction on the overall time.

This is an even more evolved version of initial assignment procedure. Here we start with calculating the difference between the minimum and the 2nd minimum time for each row and column. This is basically the cost of not making an assignment in the current iteration. Following is our penalty cost table :

As we see the penalty cost is maximum for the caller types D. And we need to immediately assign the maximum value to caller D. Once done, we again recalculate all the penalty costs and move on with the assignment. Finally, following are the assignments

The total cost here is 4400, which is not better the last method. However, there is no guarantee of which algorithm wins in any iteration. It completely depends on the chances you break the tie in favor of lowering the cost or in opposite direction.

Beyond this step, we now start our journey of optimization. This can again be done by multiple algorithms, namely – Stepping stone, MODI etc. However, you can progress on the simplex optimization to get the final solution. Once you have the final solution to this problem, mention the methodology and the final answer in the comment box below.

Transportation problem is used widely in operation research but very rarely used in analytics industry. However, I have seen enormous number of opportunities which can be converted into such transportation problems. My motive of this article was to make you realize that how powerful these operation research tools can be, if we convert our problem in hand into such objective functions. Also do mention in the comment box below, if you would like me to further kill the problem of optimizing such transportation problem with the algorithms I have mentioned above.

Did you like reading this article ? Do share your experience / suggestions in the comments section below. I’d love to know your

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About the Author

Tavish Srivastava

Tavish Srivastava, co-founder and Chief Strategy Officer of Analytics Vidhya, is an IIT Madras graduate and a passionate data-science professional with 8+ years of diverse experience in markets including the US, India and Singapore, domains including Digital Acquisitions, Customer Servicing and Customer Management, and industry including Retail Banking, Credit Cards and Insurance. He is fascinated by the idea of artificial intelligence inspired by human intelligence and enjoys every discussion, theory or even movie related to this idea.

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To write an emphatic case study analysis and provide pragmatic and actionable solutions, you must have a strong grasps of the facts and the central problem of the HBR case study. Begin slowly - underline the details and sketch out the business case study description map. In some cases you will able to find the central problem in the beginning itself while in others it may be in the end in form of questions. Business case study paragraph by paragraph mapping will help you in organizing the information correctly and provide a clear guide to go back to the case study if you need further information. My case study strategy involves -

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Once you finished the case analysis, time line of the events and other critical details. Focus on the following -

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In our live classes we often come across business managers who pinpoint one problem in the case and build a case study analysis and solution around that singular point. Business environments are often complex and require holistic solutions. You should try to understand not only the organization but also the industry which the business operates in. Porter Five Forces is a strategic analysis tool that will help you in understanding the relative powers of the key players in the business case study and what sort of pragmatic and actionable case study solution is viable in the light of given facts.

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Another way of understanding the external environment of the firm in Nissan: Recovering Supply Chain Operations is to do a PESTEL - Political, Economic, Social, Technological, Environmental & Legal analysis of the environment the firm operates in. You should make a list of factors that have significant impact on the organization and factors that drive growth in the industry. You can even identify the source of firm's competitive advantage based on PESTEL analysis and Organization's Core Competencies.

Step 7 - Organizing & Prioritizing the Analysis into Nissan: Recovering Supply Chain Operations Case Study Solution

Once you have developed multipronged approach and work out various suggestions based on the strategic tools. The next step is organizing the solution based on the requirement of the case. You can use the following strategy to organize the findings and suggestions.

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The goal of the business case study is not only to identify problems and recommend solutions but also to provide a framework to implement those case study solutions. Implementation framework differentiates good case study solutions from great case study solutions. If you able to provide a detailed implementation framework then you have successfully achieved the following objectives -

Implementation framework helps in weeding out non actionable recommendations, resulting in awesome Nissan: Recovering Supply Chain Operations case study solution.

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Step 10 - Critically Examine Nissan: Recovering Supply Chain Operations case study solution

After refreshing your mind, read your case study solution critically. When we are writing case study solution we often have details on our screen as well as in our head. This leads to either missing details or poor sentence structures. Once refreshed go through the case solution again - improve sentence structures and grammar, double check the numbers provided in your analysis and question your recommendations. Be very slow with this process as rushing through it leads to missing key details. Once done it is time to hit the attach button.

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Organizational water footprint to support decision making: a case study for a german technological solutions provider for the plumbing industry.

1. Introduction

2. materials and methods, 2.1. the organizational water footprint method, 2.2. the water inventory database, 2.3. the organizational water footprint (owf) tool, 2.4. water scarcity mitigation options, 3. application of the owf method and results, 3.1. goal and scope, 3.2. life cycle inventory analysis, 3.2.1. activity categorization, data collection approach and data sources, 3.2.2. inventory analysis results, 3.3. life cycle impact assessment, 3.4. life cycle interpretation, 4. water scarcity mitigation measures, 5. conclusions and outlook, author contributions, acknowledgments, conflicts of interest.

Share and Cite

Forin, S.; Gossmann, J.; Weis, C.; Thylmann, D.; Bunsen, J.; Berger, M.; Finkbeiner, M. Organizational Water Footprint to Support Decision Making: a Case Study for a German Technological Solutions Provider for the Plumbing Industry. Water 2020 , 12 , 847. https://doi.org/10.3390/w12030847

Forin S, Gossmann J, Weis C, Thylmann D, Bunsen J, Berger M, Finkbeiner M. Organizational Water Footprint to Support Decision Making: a Case Study for a German Technological Solutions Provider for the Plumbing Industry. Water . 2020; 12(3):847. https://doi.org/10.3390/w12030847

Forin, Silvia, Jutta Gossmann, Christoph Weis, Daniel Thylmann, Jonas Bunsen, Markus Berger, and Matthias Finkbeiner. 2020. "Organizational Water Footprint to Support Decision Making: a Case Study for a German Technological Solutions Provider for the Plumbing Industry" Water 12, no. 3: 847. https://doi.org/10.3390/w12030847

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D.C. Metropolitan Police Department Embraces Data via Cloud Migration

In this case study.

Law enforcement agencies and public sector organizations are looking for innovative and secure ways to utilize existing data from a range of disparate sources. By leveraging advanced analytics, agencies can better meet fluctuating demands, better protect civilians and make more informed decisions faster.

Cloud computing stands as a key enabler of this type of transformation, enabling tech-savvy police departments to become more intelligent, agile and adaptable. Cloud technology allows agencies to easily incorporate new public safety tools that can improve the chain of custody for evidence, capture data from wearable and mobile devices, and deploy IT resources with just a few clicks.

With national security top of mind, the Metropolitan Police Department (MPD) of Washington, D.C., sought to migrate its data and workloads to the cloud to optimize the insights it provides to its 4,000 sworn officers and civilian members. MPD's aging on-premises infrastructure was not set up to provide modern insights or advanced security. Personnel hours were being lost to regular maintenance, and MPD staff knew moving to the cloud would allow the IT department to make a strategic shift.

As the sixth largest police department in the United States, MPD realized it needed an experienced and reliable partner to help take advantage of analytics and security in the cloud. The organization chose WWT as a guide through its cloud journey because of its expertise in the public sector and its strong partnership with Amazon Web Services (AWS) . This case study covers the challenges MPD was facing and how WWT, as their strategic partner, is working hand in hand with the department to overcome those challenges.

Overcoming undifferentiated heavy lifting

MPD had many reasons to invest in cloud infrastructure, but the key drivers included resource constraints paired with the shortcomings of outdated on-premises infrastructure. The department's aging infrastructure had resulted in the slow-but- significant build of up technical debt. In fact, a majority of department's IT hours were spent on operations and infrastructure maintenance, what MPD CIO David Clow refers to as "undifferentiated heavy lifting."

One of the main goals of the cloud migration was to realign the IT department. With this strategic shift, tech professionals could focus more on innovating and driving meaningful outcomes that help officers on the streets. Prioritizing new initiatives over never-ending maintenance would likewise empower the MPD to harness data in new ways.

MPD was also challenged with a lack of skilled IT workforce resources , requiring it to augment its staff with experienced cloud architects. They needed to find talent not only with the right technical skills, but also with significant experience with both public sector organizations and migrations into AWS GovCloud.

To meet its migration goals, WWT helped the police department navigate the three phases of AWS' Migration Acceleration Program (MAP) framework :

Throughout the entire process, cloud architects at WWT collaborated regularly with MPD's CTO and IT staff. The teams on the ground also worked closely with cloud solution architects at AWS for any additional guidance to ensure a smooth project execution.

Architecture built for analysis and security

By collaborating with WWT and working through the AWS MAP framework, MPD was able to successfully migrate strategic on-premises workloads for the initial phases of cloud adoption. From assessing the organization with the AWS MAP framework to designing the landing zone and performing the migration, WWT's services helped enable this complex modernization for the MPD.

As part of the process, our experts helped silo the appropriate applications and data sets in MPD's legacy on-premises infrastructure. In its new cloud environment, MPD now has a data lake to take advantage of data assets that were previously underutilized. According to Clow, this new environment has helped improve the department's data-based decision-making for both operations personnel and police officers.

Four key outcomes

MPD saw numerous benefits from migrating its IT systems, from improving efficiency to bolstering defenses. Project benefits can be sorted into four main categories:

What's next for the Metropolitan Police Department of D.C.?

With a secure, scalable and compliant environment in the cloud, MPD can now take advantage of the many benefits of cloud, from heightened productivity and increased availability to reduced infrastructure costs. This also means the department will be positioned to take advantage of future innovative technologies released through AWS.

With a cloud architecture focused on data ingestion and analysis, the MPD can better pursue its goal of data-driven policing. With digital evidence becoming more essential, a secure data lake helps collect and store digital evidence without the need to constantly adapt and expand on-premises equipment. MPD can also use the power of artificial intelligence and machine learning to help with crime predictions and forecasting using all of the data at their disposal.

This first-of-its-kind initiative for the MPD will ultimately help officers better protect the nation's capital. WWT has a long history of helping public sector institutions of every size deliver value for the citizens they serve. Our work continues to deliver mission-critical outcomes as government agencies reach for the cloud.

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D.C. Metropolitan Police Department Embraces Data via Cloud Migration
With national security top of mind, the Metropolitan Police Department (MPD) of Washington, D.C., sought to migrate its data and workloads to the cloud to optimize the insights it provides to its 4,000 sworn officers and civilian members. MPD's aging on-premises infrastructure was not set up to provide modern insights or advanced security.