Quality

Case Solution for Assessing Earnings Quality: Nuware, Inc.

Complete Case details are given below :

Case Name :      Assessing Earnings Quality: Nuware, Inc.
Authors :           Paul Simko
Source :             Darden School of Business
Case ID :           UV1757
Discipline :        Accounting
Case Length :    13 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
Associate Jack Hereford must analyze the earnings quality of Nuware Imports. His specific task is to assess the accounting policies of Nuware as aggressive or conservative and then recast the current earnings of the company as if it had employed the accounting policies used by its closest peer. A number of adjustments are required, including those related to inventory, receivables, fixed assets, stock options, investments, and pensions. Through this exercise, one sees the interplay of various discretionary accounting policies followed by management, how to infer the monetary impact of that discretion, and how to assess adequately the profitability of one company relative to another.
 
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Case Solution for Samsung Everland: Managing Service Quality (A)

Complete Case details are given below :

Case Name :      Samsung Everland: Managing Service Quality (A)
Authors :           John S. Haywood-Farmer, Charles Dhanaraj
Source :             Ivey Publishing
Case ID :            97D016
Discipline :        Service Management
Case Length :    24 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In late 1994, Mr. Her, president of Joong-Ang Development Co., was concerned with the level of service quality at Yongin Farmland, the company’s theme park located just south of Seoul, South Korea. Despite the service-quality program he initiated when he assumed his present position 14 months ago, the park’s service quality seemed to be less than that of its competitors. He wondered if he had made the right moves, how Farmland could achieve international service quality standards, whether it would be worth doing, and if it would really provide a sustainable competitive advantage. Intended for use in a service-quality module of a service management course.
 
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Case Solution for LongXi Machinery Works: Quality Improvement (A)

Complete Case details are given below :
Case Name :      LongXi Machinery Works: Quality Improvement (A)
Authors :           Robert Klassen, Larry Li, Tom Gleave
Source :             Ivey Publishing
Case ID :            98D001
Discipline :        Operations Management
Case Length :    22 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Acer Group was one of the world’s largest PC and computer component manufacturers. Members of Acer’s R&D management team were considering the location of a new R&D lab with a view to maximizing the effectiveness of their global R&D strategy.
 
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Case Solution for Quality Management in the Oil Industry: How BP Greases Its Machinery for Frictionless Sourcing

Complete Case details are given below :
Case Name :      Quality Management in the Oil Industry: How BP Greases Its Machinery for Frictionless Sourcing
Authors :           Martin Lockstrom, Shen Li, Shengrong Zhang
Source :             Ivey Publishing
Case ID :            W12835
Discipline :        Operations Management
Case Length :    09 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
It was the cold winter of 2010 in Shanghai, and Dr. Zeb Feng was becoming increasingly frustrated. As procurement director for Asia at British Petroleum (BP), Dr. Feng was acutely aware of the growing burden that quality control imposed over his company’s global operations. Chinese suppliers were masters of cost-cutting, but quality often suffered as a result, which led in turn to increasing needs for inspection and development efforts. Almost five years ago, Dr. Feng’s company established an international procurement office (IPO) in Shanghai, which served as a shared service centre for internal customers throughout the BP organization worldwide. Since that time, the IPO had been mainly sourcing non-hydrocarbon goods and services, such as manufacturing equipment and materials, packaging, catalysts, chemicals and additives, marketing products and retail equipment, as well as drilling services and well-completion services. After a corporate board meeting with Christina De Luca, the vice-president of procurement and supply-chain management for BP’s downstream operations, it had been decided that the company would start to enhance its global competitive sourcing. As the number one supplier market in the world, China was naturally highly prioritized for further exploration. The pressing point that concerned Dr. Feng was whether Chinese suppliers were sufficiently ready to supply mission-critical supplies for oil drilling, extraction and refining. During a recent conference call, De Luca had reiterated, “Zeb, our competitors are way ahead of us in their sourcing operations, and they have achieved much lower costs. We’ve got to do something!” Dr. Feng put down the receiver and went back to his office to gather his team for a planning meeting. He knew that supply quality was the key issue, but how could it be resolved?
 
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Case Solution for Goldas: Quality Is a Fact

Complete Case details are given below :
Case Name :      Goldas: Quality Is a Fact
Authors :           Susan Greenfeld, Susan Rawson Zacur
Source :             Ivey Publishing
Case ID :            904M75
Discipline :        Strategy
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Goldas is a Turkish-based manufacturer and exporter-importer of gold jewelry. The company is looking at expanding the number of retail stores and increasing revenues through export and its overseas stores. The international relations director must decide what to do first: increase the number of retail stores or increase revenues. This decision requires factoring the financing and production issues for each.
 
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Case Solution for Toronto Transit Commission: Service Quality and Customer Perception

Complete Case details are given below :
Case Name :      Toronto Transit Commission: Service Quality and Customer Perception
Authors :           Jana Seijts, Dino Pupulin, Ken Mark
Source :             Ivey Publishing
Case ID :            W12272
Discipline :        Strategy
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The chief public relations (PR) strategist for SG Media is using the Toronto Transit Commission (TTC) as an example in her public relations training session. In 2011, the TTC has been in the news because of a combination of poorly managed fare hike announcements and the perception of lax service quality. Consumers have taken to publishing, on social media sites, images of TTC employees seemingly in violation of service standards. The strategist is thinking about an appropriate PR strategy that the TTC could rely on to rectify its image.
 
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Case Solution for Agile Electric: Quality Issues in a Global Supply Chain

Complete Case details are given below :
Case Name :      Agile Electric: Quality Issues in a Global Supply Chain
Authors :           Dhruv Dar, Sanjay Kumar, Vijay Aggarwal
Source :             Ivey Publishing
Case ID :            W12056
Discipline :        General Management
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case describes issues related to supply chain quality and how they evolve in the context of a multi-tiered global supply chain. The case involves a global multi-tier automotive supply chain made up of one of the world’s largest automotive original equipment manufacturers (OEMs), its tier 1 supplier that is also a U.S.-based global corporation and the tier 2, tier 3 and tier 4 suppliers based in India. With Automek’s engineering support, Agile had developed many parts successfully for the OEM in the past. Based on this experience with the company, Automek buyers placed an order with Agile for a new product (an actuator assembly). In developing this product with little support from Automek, Agile was concerned due to its lack of knowledge concerning the suppliers for the actuator assembly components and the critical requirements. To allay its concerns, Automek promised to support Agile by (a) locating the critical global suppliers for specialized components and (b) assessing and validating the critical suppliers based in India on behalf of Agile. Agile then invested in the assembly line and developed the actuator assembly. When supplies started, the OEM reported many quality problems that were traced to the tiered suppliers. Along with the quality and part supply issues, the issues of subsequent liability in the case of a recall by the OEM were faced by the members of the supply chain. Agile felt that since Automek had selected or approved the suppliers, and also as Agile had no knowledge of the product, that Automek should take the responsibility of resolving the quality problems arising from the supplier base. To complicate matters, some of the tiered supply chain members were not willing to invest time and effort in implementing improved manufacturing and process control practices as desired by Automek.
 
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