Operations Management

Case Solution for Dental Associates of Northern Virginia (A)
Complete Case details are given below :
Case Name :      Dental Associates of Northern Virginia (A)
Authors :           Marie E. Matta
Source :             Ivey Publishing
Case ID :            910D17
Discipline :        Operations Management
Case Length :    06 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Dental Associates of Northern Virginia is one of the largest dental networks in northern Virginia. In this series of two cases, the head administrator is caught between staying abreast with new technology by investing in innovative all-porcelain crown-making machines and holding steadfast to a laggard strategy of wait and see. This choice also aligns with the head administrator making a larger decision of whether to enhance the core competency of his network by developing a complete in-house laboratory or continuing to rely on an expensive, but reliable, outside laboratory for all-porcelain restorations. Together the two cases in the series are rich in concepts dealing with cost, timeliness, quality and flexibility as students are forced to see an operations problem from both patient and doctor perspectives. The cases also consider the ever-changing world of technology and how it impacts a doctor’s practice along with an entire network of offices.
 
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Case Solution for Mudra Communications
Complete Case details are given below :
Case Name :      Mudra Communications
Authors :           Nicole R.D. Haggerty, Shankar Venkatagiri, Ramasastry Chandrasekhar
Source :             Ivey Publishing
Case ID :            W11170
Discipline :        Operations Management
Case Length :    18 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In 2006, Mudra Communications (Mudra), the third largest advertising agency in India, is in the middle of an organizational transformation in which information technology (IT) is seen by the top management as an enabler. The IT set-up itself is witnessing a transition at Mudra from manual systems to an Enterprise System (ES) which has been developed internally by the eight-member IT team led by Executive Vice President (Technology) Sebastian Joseph. As he gets ready to implement the first module of ES, known as Mudra Business Operations Support System (mboss) covering 70 per cent of the activities of the agency, Joseph is facing some managerial dilemmas related to planning the roll-out, training the end-users and managing the change that the new system will bring to the agency. He is also making a choice between outsourcing the ES architecture and owning it and between outsourcing the development of the remaining seven modules and developing them internally, as before.
 
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Case Solution for Saskatchewan Provincial Park Campsite Management and Reservation System
Complete Case details are given below :
Case Name :      Saskatchewan Provincial Park Campsite Management and Reservation System
Authors :           Nicole R.D. Haggerty, William Bonner
Source :             Ivey Publishing
Case ID :            W11174
Discipline :        Operations Management
Case Length :    18 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The manager of Visitor Services with Saskatchewan Park Services (Park Services) was thinking ahead to next year, even though 2011 was still four months away. Park Services had experienced a number of turbulent years around the provincial park campground reservation system. While the problems experienced were largely invisible to the public placing reservations for campgrounds, over the years the behind the scenes machinations required to process campground reservations has placed an onerous burden on Park Services staff, both in Regina and the local provincial parks. Additionally, the present system severely limited the type of services that could be developed for tourists and campers due to the lack of quality data on campers. While steps had been taken in 2009 and 2010 to address some of the major problems surrounding the campground reservation system, serious issues remained that required action. This was particularly true when the system in place in Saskatchewan was compared to new campground reservation systems recently employed in Alberta, Manitoba and the federal national park system. The manager reflected on the turbulent 2008 season, the relative calm in 2009 due to the success of the temporary fixes and the new issues that had arisen in 2010. She was feeling the need to move forward and decide on a more permanent solution that resolved the operational problems of the present reservation system while also laying the foundation for improved services for campers.
 
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Case Solution for MGT Group: Reconstructing the Supply Chain After a Cross-Border Factory Relocation
Complete Case details are given below :
Case Name :      MGT Group: Reconstructing the Supply Chain After a Cross-Border Factory Relocation
Authors :           Xu Zhiduan, Shi Yun, Xu Yong
Source :             Ivey Publishing
Case ID :            W11199
Discipline :        Operations Management
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Established in 1945, MGT Group (MGT, or the Group) was headquartered in France. Its LSD factory was a well-known global engineering provider specializing in the design and manufacture of high-precision valves. At the end of 2007, MGT decided to transfer the LSD factory in France to its Fuzhou factory in China. Two people were put in charge of this project: Kevin Lurton, vice-chief operations officer of MGT Control Systems Division, and Jian Li, the general manager of MGT Fuzhou Company. Lurton and Li faced a series of challenges, ranging from the need for strategic planning to the need for an implementation policy for supply chain reconstruction during this cross-border factory relocation. Amid the tide of globalization, enterprises are already able to extend their footprint to every corner of the world. For many multinational enterprises, transferring a product line, or even a whole factory, to another country has become a key step toward globalization.
 
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Case Solution for Decision-making at A-Cat Corp.
Complete Case details are given below :
Case Name :      Decision-making at A-Cat Corp.
Authors :           Jitendra R. Sharma
Source :             Ivey Publishing
Case ID :            W11179
Discipline :        Operations Management
Case Length :    05 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case describes the situation faced by the vice-president of A-CAT Corp. The company was a mid-sized manufacturer and distributor of domestic electrical appliances, largely catering to the price sensitive rural population. The firm operated two medium-sized facilities in one of the remote districts in Vidarbha. A-CAT’s manufacturing units had been in operation since 1986. A-CAT manufactured a wide range of electrical appliances including TV signal boosters, transformers, FM radio kits, electronic ballasts, battery chargers and voltage regulators. The focus was on their flagship product, the VR500 voltage regulator. The challenge was to select suppliers without offending the stakeholders involved in the process. The core issue was to come to a correct decision — one that best suited company needs. The plan set by the team was to identify potential suppliers/vendors with their attendant strengths and weaknesses and to do so in a well-documented and structured manner.
 
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Case Solution for Total’s Carbon Capture and Storage Project at LACQ (B): Gaining Public Acceptance of New Technology
Complete Case details are given below :
Case Name :      Total’s Carbon Capture and Storage Project at LACQ (B): Gaining Public Acceptance of New Technology
Authors :           Devin McDaniels, Frances Bowen
Source :             Ivey Publishing
Case ID :            W10380
Discipline :        Operations Management
Case Length :    08 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case series outlines the strategic choices facing Jean-Michel Gires, Total E&P France’s (TEPF) VP sustainable development, in designing and implementing a community engagement strategy. Case A begins with the approval of a pilot Carbon Capture and Storage (CCS) system at TEPF’s Lacq facility in France, and outlines the strategic context for the community engagement process. Case B is positioned three years later as the CCS plant comes online, and Gires looks back at the successes and failures of the completed community engagement strategy. The case includes a range of issues impacting the decision-making context, including: the role of CCS in mitigating climate change; an outline of CCS technology; TEPF’s climate change strategy; the history of TEPF’s operations in the Lacq gasfield, and interactions with local communities; the E.U. climate change regulatory environment (including carbon pricing and CCS) and CCS regulatory uncertainty in France.
 
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Case Solution for Total’s Carbon Capture and Storage Project at LACQ (A): Risk Opportunity in Public Engagement
Complete Case details are given below :
Case Name :      Total’s Carbon Capture and Storage Project at LACQ (A): Risk Opportunity in Public Engagement
Authors :           Devin McDaniels, Frances Bowen
Source :             Ivey Publishing
Case ID :            W10378
Discipline :        Operations Management
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case series outlines the strategic choices facing Jean-Michel Gires, Total E&P France’s (TEPF) VP sustainable development, in designing and implementing a community engagement strategy. Case A begins with the approval of a pilot Carbon Capture and Storage (CCS) system at TEPF’s Lacq facility in France, and outlines the strategic context for the community engagement process. Case B is positioned three years later as the CCS plant comes online, and Gires looks back at the successes and failures of the completed community engagement strategy. The case includes a range of issues impacting the decision-making context, including: the role of CCS in mitigating climate change; an outline of CCS technology; TEPF’s climate change strategy; the history of TEPF’s operations in the Lacq gasfield, and interactions with local communities; the E.U. climate change regulatory environment (including carbon pricing and CCS) and CCS regulatory uncertainty in France.
 
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Case Solution for A Project Dilemma at Canadian Shield Insurance
Complete Case details are given below :
Case Name :      A Project Dilemma at Canadian Shield Insurance
Authors :           Glenn Brophey, Cristobal Sanchez-Rodriguez, Derek Stacey, David Hemsworth
Source :             Ivey Publishing
Case ID :            W11384
Discipline :        Operations Management
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In market-leading firms, software development was often undertaken by an in-house team to address specific IS needs – in part because nothing that fit these specific needs was commercially available. These projects often ended up taking longer than planned and exceeding ever-growing budgets. In this case, in-house software development was finally nearing completion (over budget and behind schedule) and the beta testing phase, along with some initial ‘train-the-trainer’ sessions, had begun. Not all the first impressions were positive, so when the director became aware of a recently introduced commercial offering that seemed like a very attractive alternative he faced a dilemma: should he abandon the developed project, which amounted to five years of work and over $1 million for a system that may be a better option? The protagonist in the case had done a preliminary functional comparison of the in-house information system and the commercial offering; he recognized that the new alternative might have held some significant advantages for the firm. The potential negative implications for his career and the careers of the people he worked alongside during the development project caused him to think about whether or not he should be informing others within the firm about the commercial alternative and, if he did, what position he should take.
 
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Case Solution for Digital Extremes Ltd.
Complete Case details are given below :
Case Name :      Digital Extremes Ltd.
Authors :           David Wood, Joseph Compeau
Source :             Ivey Publishing
Case ID :            W11391
Discipline :        Operations Management
Case Length :    05 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In March 2005, the president of Digital Extremes in London, Ontario, had just received the latest industry data. The new Xbox 360 was a success and the president knew that Digital Extremes would have to add significant resources and fundamentally change its operations in order to focus on the growing console market rather than on PC gaming. However, given only three months before game development would begin for the next new console, the PS3, the president was unsure of what changes would be possible.
 
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Case Solution for Supply Chain Management at International Automotive
Complete Case details are given below :
Case Name :      Supply Chain Management at International Automotive
Authors :           Katrin Haarer, Nahide Hannane, Leonardo Zapata-Flores, Joo Y. Jung
Source :             Ivey Publishing
Case ID :            W11452
Discipline :        Operations Management
Case Length :    09 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Paul Salinas had just finished moving into his new office in Reynosa, Mexico. He closed the door and sat down, taking a moment to remember how his career had started with International Automotive Company. As he was finishing his engineering studies, Salinas had received a job opportunity as a trainee in the summer of 1995. That was in the company’s Querétaro plant, in his hometown. This initial position as an administrative assistant was not necessarily exciting but he held on, knowing there was great potential for him to build his career within the company. During this time, Salinas was trained internally (six months of initial training followed by several specific training sessions per year) and sent to the company’s headquarters in Germany before spending some time in the plant in Detroit as well. In Germany, he received a six months long training, which was followed by annual training sessions that lasted several weeks each time. Training in Detroit took places about three times a year, and lasted a few weeks at a time as well. He was familiarized with the technical and business aspects of running a manufacturing plant as he moved from promotion to promotion, and had held the position of operations manager for five years in Querétaro before moving to Reynosa. Apart from his remarkable career track, Salinas had the advantage of speaking Spanish, English and German. All of these qualities made him the perfect candidate to rebuild the entire supply chain in the plant that the company had just acquired from Motor Company II in Reynosa, Mexico in 2009.
 
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