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  • Ka Shui: Digital Transformation

    In June 2021, the head of the information technology department at Ka Shui Group, a Hong Kong–based original equipment and original brand manufacturing company, was asked by the group’s chief executive officer to evaluate whether Ka Shui Group should discontinue the Industry 4.0 program it had been using as road map for digital transformation. Ka Shui Group had launched the program in 2016 with the goal of creating a cyber-physical, connected workplace featuring digitized data transparency and connectivity, smart manufacturing and research and development, and self-monitoring and error-correction capabilities. However, the i4.0 initiative had yet to progress beyond this first stage over the last three years. The program’s cascading progress within Ka Shui Group was stagnant, and results were meagre. At the same time, stakeholders were getting restless. All these problems, along with lukewarm reactions from employees and questions from investors about the benefits of Industry 4.0, were forcing Ka Shui to consider whether it was necessary to discontinue the program and, if so, what direction it should take next.
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  • Operations Strategy at Galanz

    Starting from a humble beginning of being a manufacturer of down feather products owned by Shunde Township, Galanz Enterprises Group Co. Ltd. (Galanz) had transformed itself into a world class manufacturer of microwave ovens producing about 50 per cent of the global output in 2003. This case describes the competitive and operational strategies that Galanz used to achieve such a meteoric growth. The company started out with a clear competitive strategy based on cost leadership. It designed and implemented operations system to help achieve lower cost through economy of scale, the transfer of production capacity from developed countries and full utilization of the available production capacity.
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