個案總覽

Joe Smith, senior director of merchandise management at Beautiful Bags (BB), was about to place a large order for the upcoming winter season. He had to decide how many pieces he should order of each product. But another big question whether BB should source the product from its domestic manufacturing facility, its Chinese suppliers, or some combination of the two given the timing needs, labor costs, minimum order requirements, and BB's expanding product assortment?

Joe Smith, senior director of merchandise management at Beautiful Bags (BB), was about to place a large order for the upcoming winter season. He had to decide how many pieces he should order of each product. But another big question whether BB should source the product from its domestic manufacturing facility, its Chinese suppliers, or some combination of the two given the timing needs, labor costs, minimum order requirements, and BB's expanding product assortment?

Given the trend of increasing business globalization, management teams of multinational companies have taken steps to better understand consumers, local business partners, and local governments. Local queueing preferences present managers with additional challenges and opportunities in international markets. The world may be 'flat,' but it is foolish to believe that all cultures perceive lines and waiting through the same lens. As discussed herein, perceptions regarding waiting and management of queues vary greatly; therefore, managers should adopt different policies and procedures when managing waiting lines across natural and cultural borders. Considering queue management in a global context offers benefits. Thinking globally--and acting locally--can prioritize and clarify important decisions any waiting-line manager has to make.

Darden Business Publishing provides its own field case as a consultant is enlisted to help it streamline production using Lean principles. The case provides an overview of continuous improvement concepts applied in a service setting.

A consultant is enlisted to help an educational publisher streamline production using Lean principles. In the B case, the group prioritizes the problems it will address and identifies how success will be measured.

This third part of a three-part case provides an epilogue to the CPI initiative. One year later, the editorial office continues to see positive results.