Lean

Case Solution for China-Canada Lean Swine Project: Changing Local Habits

Complete Case details are given below :

Case Name :      China-Canada Lean Swine Project: Changing Local Habits
Authors :           Joseph J. Distefano; Tom Gleave
Source :             Ivey Publishing
Case ID :            99C022
Discipline :        Human Resource Management
Case Length :    17 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
David Wang must determine how to increase business development at the Xiangzhou Feedmill. The challenge facing Wang is to have the feedmill’s managers adopt attitudes and behaviors that are consistent with a market-driven enterprise. This is no easy task considering that the feedmill is a former state-owned enterprise that did not strive to achieve independent profitability.
 
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Case Solution for Lean Implementation at Siemens’ Kalwa Plant

Complete Case details are given below :
Case Name :      Lean Implementation at Siemens’ Kalwa Plant
Authors :           Jamie Anderson, Subramanian Chidambaran, Vaibhav Khandekar
Source :             Ivey Publishing
Case ID :            W12998
Discipline :        General Management
Case Length :    20 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Siemens Kalwa factory in Mumbai, also referred to as Kalwa Works (KW), started in 1973 with the production of motors and later diversified to produce switchgears and switchboards. By 2009, 40 per cent of all Siemens India employees were working in Kalwa and contributing 45 per cent of the total Siemens India production. Kalwa had become the most important business centre for Siemens India. In October 2006, Siemens AG decided to implement lean manufacturing in the Kalwa factory as part of a worldwide rollout of the Siemens Production System in all its medium-voltage facilities. The implementations were expected to bring drastic improvements in labour productivity, lower inventory levels, and higher throughput to improve the factories’ financial performance. The lean program promised that the factory’s current realized capacity of 4,000 panels per year could be increased by approximately 50 per cent to 6,000 panels per year in the medium term within two years, and to about 12,000 panels within the next four to five years. While the benefits of successful implementation were attractive, the company faced several challenges, including restructuring the organization, getting staff on board to accept and facilitate the change, and handling resistance from internal and external stakeholders. This case provides an opportunity to analyze and discuss lean implementation issues for a global multinational firm in the Indian context.
 
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Case Solution for Daktronics (D): Keen on Lean Manufacturing at Daktronics, Inc.

Complete Case details are given below :
Case Name :      Daktronics (D): Keen on Lean Manufacturing at Daktronics, Inc.
Authors :           Nancy M. Levenburg
Source :             North American Case Research Association (NACRA)
Case ID :            NA0238
Discipline :        Operations Management
Case Length :    26 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
For over forty years, Daktronics, Inc. had been one of the world’s leading suppliers of electronic scoreboards, large electronic display systems, digital messaging solutions, software and services for sports venues, commercial and transportation applications. After decades of producing its products using a batch system, the multi-million dollar company made a formal decision to pursue lean manufacturing in February, 2006. The lean initiative took on even greater importance due to sluggishness in the U.S. economy and slowed sales in 2009. Now in 2010, four years after the lean project’s initial launch, readers are asked, how successful has the lean conversion been, including the transition from a batch system to a high mix, flow line system? Is the firm poised and ready to extend its lean initiative to nonmanufacturing areas? By using clues within the case and detailed exhibits, the case provides a rich opportunity for readers to trace and evaluate an original equipment manufacturer’s (OEM) lean journey. Ultimately, they should be able to answer questions, such as: What kinds of things did Daktronics appear to do correctly? What kinds of things could Daktronics have done differently… or better? What recommendations might follow from their experience for other OEMs that seek to implement lean manufacturing? What are the pros and cons of implementing lean techniques in nonmanufacturing areas?

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Case Solution for Best Buy: Merging Lean Sigma with Innovation

Complete Case details are given below :
Case Name :      Best Buy: Merging Lean Sigma with Innovation
Authors :           Jay Rao
Source:              Babson College
Case ID:             BAB697
Discipline :        Organizational Behavior
Case Length :    08 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case is intended to highlight entrepreneurial thought and action – a specific style of entrepreneurial leadership – inside the context of a large enterprise. Based on both primary and secondary research, the case protagonist is Mike Fisher, Sr., Director of Lean and Six Sigma at Best Buy. The protagonist as well as his direct reports were interviewed for the case, and articles were accessed to support the general environment around which the case was developed. The setting is the HQ of Best Buy, a large U.S. based electronics and appliance retailer. The case spans the years 2005 to 2011.

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