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This problem set focuses on process-analysis calculations, including throughput, capacity, cycle time, and utilization. See also UV3512 and UV3514.

Leaders who leverage difference are able to take a fresh stance! This note explores the proposition that the "diversity is good for business" premise is a function of individuals' and organizations' inability to fully capitalize on the impact diversity can have on broad organizational functioning. In an attempt to bridge this gap, the note proposes a new diversity model that focuses on what needs to be in place in order to leverage difference, not merely tolerate, appreciate, or celebrate it.

For 10 years, Academic Medical Hospital's chief of staff had struggled to decrease the amount of time patients spend waiting in the emergency department. Moving patients through the department is a complex task and therefore long wait times had always been excused. But now, the hospital has adopted Six Sigma, a highly disciplined and data-intensive method for streamlining the emergency-care activities and reducing patient wait time. This case traces the design and implementation of a Black Belt improvement project. The various phases of Six Sigma methodology (Define, Measure, Analyze, Improve, Control) are described in the setting of the patient wait-time study and several statistical tools are demonstrated with operating- performance data. The case ends with the Black Belt being concerned about the statistical significance of the results of the recently completed pilot study as well as deep-rooted implementation resistance from several key stakeholders in the hospital and in the medical school. Having led her team through the various phases of Six Sigma and having completed the pilot study, the Black Belt wonders how to focus the next team meeting. The case can be used to teach Six Sigma methodology, to critique effectiveness of application of the phases and tools, and to deal with the statistical significance issues and the implementation concerns. See also the B and C cases.

The Bertelsmann-owned French book club, France Loisirs, has successfully operated a subscription-based business model delivering a remarkably high profit margin. Considering rising economic pressure and a declining member base, the case introduces the club's basic business principles and summarizes strategic options for sustainability and further growth from a top management perspective.

The Bertelsmann-owned French book club, France Loisirs, has successfully operated a subscription-based business model delivering a remarkably high profit margin. Considering rising economic pressure and a declining member base, the case introduces the club's basic business principles and summarizes strategic options for sustainability and further growth from a top management perspective.

The board and management of Swissair were challenged in a new way after the country decided in 1992 against joining the European Economic Area. Swissair had to remain globally competitive or run the risk of becoming an insignificant regional airline given that it no longer operated under the same conditions as airlines in the European aviation market. Describes the strategic decisions and developments until the collapse of the airline in 2001, with a focus on corporate governance issues.

In January 2000, four major Danish companies launch an online B2B marketplace. The alliance process forces each to consider its capabilities, strategy and compatibility with other partners. Their venture quickly encounters unforeseen obstacles and opportunities, including a chance to develop the world's first B2G (business to government) marketplace. Simultaneously, similar alliances launch competing Nordic marketplaces, threatening the venture's expansion, if not its survival.

In January 2000, four major Danish companies launch an online B2B marketplace. The alliance process forces each to consider its capabilities, strategy and compatibility with other partners. Their venture quickly encounters unforeseen obstacles and opportunities, including a chance to develop the world's first B2G (business to government) marketplace. Simultaneously, similar alliances launch competing Nordic marketplaces, threatening the venture's expansion, if not its survival.

In January 2000, four major Danish companies launch an online B2B marketplace. The alliance process forces each to consider its capabilities, strategy and compatibility with other partners. Their venture quickly encounters unforeseen obstacles and opportunities, including a chance to develop the world's first B2G (business to government) marketplace. Simultaneously, similar alliances launch competing Nordic marketplaces, threatening the venture's expansion, if not its survival.

In January 2000, four major Danish companies launch an online B2B marketplace. The alliance process forces each to consider its capabilities, strategy and compatibility with other partners. Their venture quickly encounters unforeseen obstacles and opportunities, including a chance to develop the world's first B2G (business to government) marketplace. Simultaneously, similar alliances launch competing Nordic marketplaces, threatening the venture's expansion, if not its survival.

French IT consulting giant Cap Gemini is poised to purchase the consulting arm of Ernst & Young, a U.S.-based Big 5 accounting firm. In doing so, many differences need to be resolved, including negotiating with Ernst & Young entities all over the world as well as converting Ernst & Young partners into employees of publicly held Cap Gemini. Amidst all of the decisions, the market for IT consulting services is changing rapidly, further complicating the merger negotiations and implementation. Teaching Purpose: To study the range of issues that must be considered and resolved in negotiating a professional services firm merger, the valuation and motivational challenges associated with merging a private entity into a public entity, and the challenges of negotiating a cross-border merger.

The negotiations for the merger between Cap Gemini and Ernst & Young conclude, resolving issues of how to bring together Ernst & Young consulting partnerships from all over the world into the publicly held Cap Gemini. Reactions to the merger were optimistic within Cap Gemini and Ernst & Young, but analysts voiced concerns about a cultural clash between the two firms and the viability of the new firm's strategy.

Data Services provides flexible, scalable data processing and information storage to the fast food industry. Sales have grown steadily, but the company has operated at a loss since its founding five years ago. Data Services management is enthusiastic about the company's prospects. The chief executive of Armistead, the insurance company that owns Data Services, is under pressure from corporate officers to slough off the subsidiary. A business analysis is done not only to help the CEO decide whether to continue investment in Data Services, but also to determine if the company is well-managed. Information includes the day-to-day operations of Data Services, its sales process, profit and loss statement, revenue and expense analysis, and cost allocations.

Explicitly considers the most common propagation models for financial variables and explains how to determine the statistical properties of these variables and simulate their future values. Covers arithmetic Brownian motion, geometric Brownian motion, mean-reversion, and jump-diffusion processes. Several examples and exercises are provided from the petroleum industry.

Mount Auburn Hospital is preparing to introduce a physician order entry (POE) system throughout the hospital, starting with the labor and delivery ward. POE systems replace paper-based and oral medication ordering processes with an information system; the physician uses the system to enter medication orders, which are then transferred to the hospital's pharmacy. This is Mount Auburn's first experience with POE systems, and the implementation team must determine how best to introduce the technology to the physicians and other personnel who will use it.

Putnam Investments uses technology to enable many of its frontline service providers to work routinely and permanently from their homes. This case explores issues related to this strategy, from conceptualization to implementation and highlighting continuous improvement.

Covers the evolution of the Gates Foundation's multibillion dollar effort to influence reform in the U.S. public education system since 1999, particularly the foundation's recent decision to invest heavily in the breakup of existing urban high schools and the creation of new small high schools. Examines the merits of that strategy and various implementation issues associated with it. Tom Vander Ark, who oversees the foundation's education initiative, prepares for a meeting with Bill Gates in which he will review the foundation's track record and propose targeting future investments on small high school reform. For background and context, the case covers the contemporary small schools movement in the United States and the consolidation of high schools and districts in the United States since 2000.

During the 1990s, Argentina carried out an ambitious program of economic reforms, including the privatization of its telephone system and other state-owned utilities. In 2002, however, a severe economic crisis forced Argentina to default on its foreign debts, devalue its foreign currency, and freeze bank accounts. As part of the emergency measures, the government ordered the freezing of telephone and other utility tariffs and the renegotiation of all utility concession contracts. HKS Case Number 1678.0

McDonald's, one of the world's strongest and most recognizable brands, intends to extend its "world's best quick service restaurant experience" brand into the hotel industry by launching a hotel in Illinois. An industry observer examines the hotel venture's positioning options and the McDonald's brand extension into a different product class.

Presents a full-scale business plan for the launch of an Internet service provider (ISP) for the Pacific Rim. Set in 1993, the case has a short introduction, followed by the business plan for PacNet. Dr. Kevin Wong, PacNet's founder, plans to take advantage of the exponential industry growth by becoming the dominant provider of Internet services to Pacific Rim businesses. PacNet's growth strategy depends on acquisition and consolidation of ISPs and the development of proprietary software through partnerships.