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Operations

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published: 28 Jan 2013

  • Topic: Operations
  • Industry: Dairy industry
  • Region: North America

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Abstract:
The case study focuses on risk management practices at Maryland & Virginia Milk Producers Cooperative, in particular the organization’s crisis preparedness to ensure business continuity. The case provides detailed information on the dairy industry as well as the specific operations of Maryland & Virginia. It can be included in a risk management discussion within the context of supply chain management for an MBA or executive audience.

Pedagogical Objectives:
The objective of the case study is to present a practical risk management framework seen through the lens of an important, but often overlooked, industry.

Keywords:
Risk Management, Disruption Risk, Business Continuity, Crisis Management, Dairy Industry

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published: 28 Jan 2013

  • Topic: Operations
  • Region: Asia

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Abstract:
Strong urbanisation leads to mega-cities with huge environmental problems. Singapore has managed to combine strong economic and population growth with keeping the city liveable and green. There is a lot to be learned from their unique experience.

Pedagogical Objectives:
How to combine economic growth with strong population growth and pressures on the environment. Singapore, as a city-state has shown that sustainability (economic, social and environmental) is both possible and necessary for future urbanized societies.

Keywords:
Sustainability, Environment, Sustainable Strategy, Sustainable Cities

published: 30 Nov 2012

  • Topic: Operations
  • Industry: Connectors
  • Region: Global

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Abstract:
In 2008, Michel Safir, our protagonist, was tasked to roll out Lean throughout the Design and Engineering (D&E) departments of FCI, a large multi-national player in the connector industry. This case describes in detail the pilot project where many of the principles of Lean were applied to various aspects of D&E over a period of 18 months. Once the ideas and processes were developed and tested in the pilot project, Lean was then to be rolled out to the rest of the global organization. Case A ends just before global rollout. Case B describes, briefly, how the global rollout was handled and the protagonist's lessons learned from the how the project was handled.

Pedagogical Objectives:
This case can be used to illustrate both: (i) Lean, and its application to Engineering, and (ii) Leadership issues in rolling out Lean to a global organization. Lean principles, and how they might be applied to an engineering environment, are described in detail in Case A, within the context of the pilot project. The case ends with an open question from Michel as to how he might best roll out Lean to the rest of the organization. This then sets up a discussion on Change management, and the strategies and leadership issues that will arise in such a large change management effort. Case B reflects on what Michel actually did to roll out the initiative globally, and he reflections on the lessons learned from the exercise.

Keywords:
Lean, Engineering, Connectors, Change Management, Leadership, Continuous Improvement, Learning, Operations

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published: 30 Nov 2012

  • Topic: Operations
  • Industry: Connectors
  • Region: Global

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Abstract:
In 2008, Michel Safir, our protagonist, was tasked to roll out Lean throughout the Design and Engineering (D&E) departments of FCI, a large multi-national player in the connector industry. This case describes in detail the pilot project where many of the principles of Lean were applied to various aspects of D&E over a period of 18 months. Once the ideas and processes were developed and tested in the pilot project, Lean was then to be rolled out to the rest of the global organization. Case A ends just before global rollout. Case B describes, briefly, how the global rollout was handled and the protagonist's lessons learned from the how the project was handled.

Keywords:
Lean, Engineering, Connectors, Change Management, Leadership, Continuous Improvement, Learning, Operations

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published: 27 Aug 2012

  • Topic: Operations
  • Industry: Logistics
  • Region: Asia

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Abstract:
In 2008, DHL Express Asia Pacific started to assess its carbon footprint from energy consumption in real estate and ground transport in order to measure and improve carbon efficiency through carbon abatement programmes. The case describes how DHL Express AP’s GoGreen initiatives succeeded in improving its carbon footprint and its overall CO2 efficiency by 19% in 2009, while dramatically reducing its operating costs despite higher power rates and the opening of numerous new sites across Asia Pacific.

Pedagogical Objectives:
The main objective of the case is to explore how by focusing on reducing its carbon footprint, a company can at the same time become more efficient in its core business. The case also illustrates the implementation of a goGreen initiative in an oil-intensive industry.

Keywords:
Carbon Accounting, Sustainability, Supply Chain Management

published: 27 Aug 2012

  • Topic: Operations
  • Industry: Energy
  • Region: Europe

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Abstract:
Solairedirect was founded in 2006 when France introduced feed-in tariffs for solar photovoltaic installations. Three years later, the company had a strong presence in the large-scale solar power plant market and offered a unique service package to residents. In 2010, however, the French government initiated a reduction in its feed-in tariffs.

Pedagogical Objectives:
The teaching objective is to examine the opportunity and pitfalls that governmental financial incentives, and feed-in tariff schemes in particular, offer to businesses. The case explores the impact of regulations such as these on technology choices, operations strategy and service delivery.

Keywords:
Renewable Energy, Technology Management, Service Management, Business Regulation, Public-Private Partnership, Entrepreunership, Operations Strategy, European Competitiveness, Europe

published: 25 Jun 2012

  • Topic: Operations
  • Industry: Electric and Electronic Connectors
  • Region: Global

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Abstract:
Lean manufacturing is a production approach whereby expending resources for any goal other than the creation of value for the end customer is considered wasteful, and thus a target for elimination. The case discusses the deployment of lean principles at FCI, a global manufacturer of electronic connectors, as the principal catalyst in achieving a worldwide turnaround in two short years. Case (A) focuses on the global launch of the lean initiative from the corporate headquarters while Case (B) provides the details of local deployment at FCI’s manufacturing site in Nantong, China.

Pedagogical Objectives:
The case introduces the key building blocks of the lean philosophy, highlights the principal tools to help deploy the lean philosophy, and discusses the implementation challenges from an organizational and personal perspective. It has been successfully used in MBA and executive education courses on operations management and manufacturing.

Keywords:
Lean, Six Sigma, Continuous Improvement, Implementation, Connectors

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published: 25 Jun 2012

  • Topic: Operations
  • Industry: Electric and Electronic Connectors
  • Region: Global

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Abstract:
Lean manufacturing is a production approach whereby expending resources for any goal other than the creation of value for the end customer is considered wasteful, and thus a target for elimination. The case discusses the deployment of lean principles at FCI, a global manufacturer of electronic connectors, as the principal catalyst in achieving a worldwide turnaround in two short years. Case (A) focuses on the global launch of the lean initiative from the corporate headquarters while Case (B) provides the details of local deployment at FCI’s manufacturing site in Nantong, China.

Pedagogical Objectives:
The case introduces the key building blocks of the lean philosophy, highlights the principal tools to help deploy the lean philosophy, and discusses the implementation challenges from an organizational and personal perspective. It has been successfully used in MBA and executive education courses on operations management and manufacturing.

Keywords:
Lean, Six Sigma, Continuous Improvement, Implementation, Connectors

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published: 29 Mar 2012

  • Topic: Operations
  • Industry: Humanitarian sector
  • Region: Global

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Abstract:
Managing projects in decentralised organisations is challenging. IHO is a medium-sized international humanitarian organisation. To improve fleet management in IHO, the goal is to implement vehicle tracking technology. A successful pilot project is followed by a failed rollout. The case examines the managerial and organisational issues affecting the project’s performance.

Pedagogical Objectives:
1. Examine the challenges of project management in a decentralised (humanitarian) organisation operating in an atypical (developing world) context. 2. Highlight the managerial issues affecting a project rollout involving two parties (the logistics function and relief and development programmes in the field) with diverging objectives. 3. Provide a basis for discussion on the transfer of best (management) practices between the humanitarian and private sectors.

Keywords:
Project Management with Uncertainty, Decentralised Decision-Making, Humanitarian Logistics, Fleet Management, Operations in Emerging Economies, Performance Measurement

published: 27 Feb 2012

  • Topic: Operations
  • Industry: Semiconductor, Manufacturing
  • Region: Asia

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Abstract:
The case describes the outsourcing of manufacturing services to a contract manufacturer and the subsequent focus on design of a MNC in the semiconductor industry. Challenges of execution in the outsourcing of such projects are discussed, and the need for close integration of design and manufacturing is explored.

Pedagogical Objectives:
The intent of this case is to investigate the efficiency and potential of contract manufacturing as a strategic option for a firm that is oriented towards product design. The case provides a rich framework to ask questions pertaining to sustainable competitive advantage in design if manufacturing is outsourced, and looks at effective ways of managing the design-contract manufacturing interface.

Keywords:
Semiconductor Industry, Contract Manufacturing, Design for Manufacturing, Design for Postponement, Product and Process Alignment, Mass Manufacturing, Outsourcing Manufacturing

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