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North American Motors is a large automobile manufacturer. The facility engineer for a particular assembly plant has to decide what to recommend concerning a new oven. The current oven, used to remove excess paint from various materials handling equipment in the plant's painting operations, did not clean the equipment adequately. The engineer, who has been in the position for only a short time, must analyse the situation both quantitatively and qualitatively before reporting to the plant engineering manager.

Pollock & Thacker is a multinational consulting firm. A partner in the firm is reviewing the consultants that are available for an upcoming project. The partner has to consider who is best qualified, consultant development and the wishes of the client - the client requested that the consulting team consist exclusively of Canadians. Although this could be accomplished, there are two problems with the client's request. First, to form the best team possible, the group would have to include some consultants from the United States. Second, the client would have to wait several weeks before the project could begin for a Canadian analyst to become available. This delay would prevent the project from being immediately staffed, with the risk that those already selected for the team might be unavailable for staffing later.

The chair of the compensation committee of Bezner Bonder Lambert & Murphy LLP, a law firm, was trying to decide on appropriate compensation levels for the firm's 70 partners. The committee would first deal with a sample of six partners. He is also concerned about the firm's compensation system, which had changed eight years ago from one based solely on seniority to one based significantly on merit. He must decide how to recognize and reward the different contributions individuals make while ensuring that the complete range of necessary activities are performed.

During a short vacation, the owner of Rae and Jerry's Steak House read a book on family businesses that prompted him to think of succession planning for his own company. His daughters, ages 21 and 17, were not yet ready to take over the business and he was not sure that they would be interested in doing so. He would also like to reduce the number of hours he spends at the restaurant to spend more time with his wife. He must assess his options and develop a reasonable plan of action.

In the early 2000s, a university graduate working as a project manager for a small Chinese consulting firm is in the middle of a very important project when he receives a call from a former colleague offering him an attractive package to move to a new company. His decision would affect many stakeholders and he wonders what might happen to the project he is working on. He has only three days to decide whether to stay with the firm or accept the offer.

Polymer Technologies Inc. are specialists in integrating metal and plastic to produce margin switches, relays and electromechanical products for the automotive industry. The program manager must decide whether or not to automate production of a component of power automobile seats called the seat switch substrate, and if the decision is made to automate, whether it should be done in-house or outsourced.

Polymer Technologies Inc. are specialists in integrating metal and plastic to produce margin switches, relays and electromechanical products for the automotive industry. The program manager must decide whether or not to automate production of a component of power automobile seats called the seat switch substrate, and if the decision is made to automate, whether it should be done in-house or outsourced.

Rose Jones is the stores clerk in a departmental supply room of a multidepartment, government-funded organization. She must decide what to do about a call from a potential supplier who seemed to be offering her a significant personal gift for placing an order.

<p style="color: rgb(197, 183, 131);"><strong> AWARD WINNER - Regional Asia-Pacific Case Writing Competition</strong></p><br>Spin Master Toys was a Canadian manufacturer of toys ready to produce its latest product, E-Charger, an electrically powered model airplane. The operations manager had to decide which supplier should design and manufacture this new product. The timeframe from design to delivery was very short, requiring an accelerated development schedule. The company had a short list of two potential companies, both located in the major toy manufacturing district of southern China, near Hong Kong. The operations manager had to develop the appropriate criteria for this decision and evaluate the two suppliers. With relatively little information and already behind schedule, the company must make its decision in the face of considerable uncertainty. The supplemental cases Spin Master Toys (B): A New E-Chargers Supplier? (product 9B01D002) and Spin Master (C): Keeping the E-Chargers' Wings On (product 9B01D003) follow the progress and the challenges of the production of the E-Charger.

AWARD WINNING CASE - This case was one of the winning cases in the 2002 Regional Asia-Pacific Case Writing Competition. A manufacturer had been selected to produce Spin Master Toys' new product, E-Charger. Two weeks into the product design process, the operations manager was concerned because the manufacturer's progress was unsatisfactory and that, as a result, Spin Master Toys would likely miss its shipping date for the product launch. His options were to push ahead with the current supplier, try to negotiate with the other company that quoted on the contract, or look for yet another supplier. He had to evaluate the options and the impact each would have on meeting the shipping date. This is the second in a three case series that follows the selection of a manufacturer and the progress of the production of a new product. The accompanying cases are Spin Master Toys (A):Finding a Manufacturer (product 9B01D001) and Spin Master Toys (C): Keeping the E-Chargers' Wings On (product 9B01D003).

AWARD WINNING CASE - This case was one of the winning cases in the 2002 Regional Asia-Pacific Case Writing Competition. A few weeks after production started on Spin Master Toys latest product, E-Chargers, an electrically powered model airplane, the operations manager had to deal with a persistent and serious quality problem; up to 30 per cent of the current production of the wings were substandard. He knew he had to do something fast. The company could not afford any more supply problems. This is the third case in a three case series that follows the selection of a manufacturer and the progress of the production of a new product. The accompanying cases are Spin Master Toys (A):Finding a Manufacturer (product 9B01D001) and Spin Master Toys (B): A New E-Chargers Supplier? (product 9B01D002).

Spin Master Toys was a Canadian manufacturer of toys ready to produce its latest product, E-Charger, an electrically powered model airplane. The operations manager had to decide which supplier should design and manufacture this new product. The timeframe from design to delivery was very short, requiring an accelerated development schedule. The company had a short list of two potential companies, both located in the major toy manufacturing district of southern China, near Hong Kong. The operations manager had to develop the appropriate criteria for this decision and evaluate the two suppliers. With relatively little information and already behind schedule, the company must make its decision in the face of considerable uncertainty. The supplemental cases Spin Master Toys (B): A New E-Chargers Supplier? (product 901D02) and Spin Master (C): Keeping the E-Chargers' Wings On (product 901D03) follow the progress and the challenges of the production of the E-Charger.

A manufacturer had been selected to produce Spin Master Toys' new product, E-Charger. Two weeks into the product design process, the operations manager was concerned because the manufacturer's progress was unsatisfactory and that, as a result, Spin Master Toys would likely miss its shipping date for the product launch. His options were to push ahead with the current supplier, try to negotiate with the other company that quoted on the contract, or look for yet another supplier. He had to evaluate the options and the impact each would have on meeting the shipping date. This is the second in a three case series that follows the selection of a manufacturer and the progress of the production of a new product. The accompanying cases are Spin Master Toys (A):Finding a Manufacturer (product 901D01) and Spin Master Toys (C): Keeping the E-Chargers' Wings On (product 901D03).

A few weeks after production started on Spin Master Toys latest product, E-Chargers, an electrically powered model airplane, the operations manager had to deal with a persistent and serious quality problem; up to 30 per cent of the current production of the wings were substandard. He knew he had to do something fast. The company could not afford any more supply problems. This is the third case in a three case series that follows the selection of a manufacturer and the progress of the production of a new product. The accompanying cases are Spin Master Toys (A):Finding a Manufacturer (product 901D01) and Spin Master Toys (B): A New E-Chargers Supplier? (product 901D02).

Extend run time program to be distributed with case.

A regional director of donor services for the American Red Cross was wondering how to improve services to blood donors. Faced with an increasing number of complaints that donors were being held up in long lines at Red Cross' mobile blood collection operations - commonly termed bloodmobiles - she was considering several design alternatives for the blood collection process. Using the accompanying Extend run-time model (product #7B00D024), data file and structured assignment, students can explore changes in staffing assignments, donor registration and donor-bed configurations. For each alternative, a comparison is possible along a number of performance dimensions.

Creemore Springs Brewery, a small, independent brewer, offered new, high quality alternatives to premium beer connoisseurs. Continuing quality problems with the company that cleaned its bottles prompted the president of Creemore Springs Brewery to decide whether or not to recommend moving the bottle cleaning operation from the external contractor and bring it in-house. To assess the company's options he must analyse the qualitative and quantitative costs and benefits of making such a move by performing a task analysis, reviewing the production process and calculating the payback.

Creemore Springs Brewery, a small, independent brewer, offered new, high quality alternatives to premium beer connoisseurs. Continuing quality problems with the company that cleaned its bottles prompted the president of Creemore Springs Brewery to decide whether or not to recommend moving the bottle cleaning operation from the external contractor and bring it in-house. To assess the company's options he must analyse the qualitative and quantitative costs and benefits of making such a move by performing a task analysis, reviewing the production process and calculating the payback.

PowerPoint presentation for product 9B00D003.

Fell-Fab Products is a manufacturer of interior coverings for airlines, bus companies and passenger rail services. A secondary business for the company is the manufacture of other sewn and welded textiles such as mail bags, tents, etc. One of Fell-Fab Products' important airline customers asked the company if it was interested in diversifying into service by taking on a contract to manage all aspects of the interior coverings business. The president of Fell-Fab Products must assess the differences between service management and manufacturing, decide whether Fell-Fab is capable of doing a good job at service and determine whether the business makes economic sense for the company. This case and the accompanying Fell-Fab Products (B) case (product 9B00D022) explore some of the implications of manufacturers diversifying into services.