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PPL Corp., an electric utility in Pennsylvania, needs to finance $1 billion of peaking plants as part of its new growth strategy. In February 2001, Steve May, director of finance for PPL's Global Division, is responsible for recommending a finance plan. After considering all the options, May decides that a synthetic lease is the best option, but he must decide whether to recommend a traditional or a limited recourse synthetic lease and how to structure the specific terms. The limited synthetic lease, in contrast to the traditional structure, requires a smaller corporate guarantee on the assets and has greater off-credit treatment, which is important given the company's growth strategy and limited debt capacity. However, finding investors willing to accept greater project risk will cost more and take more time. Timing is an issue for May because if he doesn't close the financing within the next two months, PPL will lose a valuable option to buy turbines for its peaking plants. Failure to exercise the option could delay the company's construction schedule, something PPL wants to avoid given the nationwide race to build new generating plants.

Supplements the (A) case.

Describes an ill-fated effort to institute a total quality program. Using the vantage point of one of the managers selected to be a quality instructor, the case traces the rise and fall of the quality effort during its very brief existence over the course of six months. Allows students to identify many things that can undermine implementation of change: lack of corporate commitment, overly formalized programs, inflated expectations, lack of initial successes, etc. A rewritten version of an earlier case.

Supplements the (A) case.

Synthes is the recognized leader in the U.S. orthopedic implant market, with a 50% market share in the metallic plates, rods, and screws used to fix severe bone fractures. Synthes' marketplace strength lies in the strength of its sales force and in the quality and reliability of its products. A major drawback to all metallic implants, however, is that they often need to be removed after the bones have healed. To address this problem, several major competitors have recently introduced polymer-based "bioresorbable" implants. In theory, these new implants remain rigid while the fracture heals, then gradually dissolve, eliminating their need for removal. In reality, however, some of these new implants have proven problematic--causing infection, incomplete healing, or the need for a second surgery. This leaves Synthes debating whether to enter the bioresorbable market and risk a high-profile product failure or to remain an observer and allow others to test the market and eventually validate (or invalidate) the concept.

Dunlap Corporation has just adopted FAS No. 87, "Employers' Accounting for Pensions." Students are asked to perform a variety of calculations in order to determine the amounts of the pension-related items to be included in the company's income statement and balance sheet. This case requires an understanding of present value concepts. It is intended to be used as part of an initial class on pension accounting and reporting or as the basis for a second class on pensions.

This note examines a firm's decisions about its cycle-stock ordering activities and the cost-element considerations behind those decisions. Students learn that, as materials flow from suppliers through a firm's operations to customers, the objective is to develop and implement a management system that can improve the cost effectiveness of the investments in inventory.

In this B case, designed to follow F-1339, the money manager sees that Corning has lowered its forecast for the second time that year. As she reviews the updated valuation she did on the convertible bonds, she wonders if she should sell or continue to hold on to them.

Logan Airport is facing mounting delays for flights landings and takeoffs, especially in inclement weather. An additional runway and peak-period pricing are two alternatives being considered.

Supplements the case.

Explains the assumptions behind and the insights from a simple queueing model.

Spreadsheet Supplement for case 102011.

Spreadsheet Supplement for case 102023.

This note summarizes how the Operations Strategy Module in the Operations Management course can help students understand that managers can create a significant competitive advantage through strategic choices regarding a firm's development and deployment of new-process technologies, design and implementation of information-based coordination systems, and configuration and focus of operating facilities.

Spreadsheet Supplement for case 202005

The Narrative Presentation Assignment offers students an opportunity to gain firsthand experience with an essential managerial communication skill: storytelling. The assignment gives guidelines for developing a "company story" presentation as an icebreaker assignment, with the performance goal of establishing an initial comfort level with delivery. The assignment suggests storytelling's broad range of business applications. Paired with Peer Feedback Assignment (UV0877), which is supplemented by Triad Conference with Instructor (UV0894).

The Peer Feedback Assignment is based on the fact that giving feedback is an essential managerial communication skill. The assignment suggests guidelines for matching feedback to its timing and communication channel. Guidelines for coaching and using formative feedback are included. Paired with the Narrative Presentation assignment (UV0854), supplemented by Triad Conference with Instructor (UV0894).

After taking 30% of its Conoco oil and gas subsidiary public in the largest domestic initial public offering (IPO) in U.S. history, management of E.I. du Pont de Nemours and Co. (DuPont) is considering divesting its remaining interest in Conoco. This goal is to be accomplished through a relatively uncommon transaction called a corporate "split-off," under which DuPont's shareholders will be given the option to exchange their shares in DuPont for shares in Conoco (but, in contrast to a more conventional "spin-off," they are not obligated to exchange their shares). Management's objective in restructuring is to move DuPont away from its traditional energy and chemical business toward the life sciences (agriculture, biotechnology, and pharmaceuticals).

Supplements the (A) case.

Supplements the (A) case.