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The producer of a stage show society needs to use network planning as part of project management to ensure that 10 performances are scheduled well over the next four months. Students will have to construct a network diagram, identify the critical path, and address questions regarding activity crashing. What is particularly unique is that they will have to create a list from the data presented to them at a meeting with the assistant producer.

The producer of a stage show society needs to use network planning as part of project management to ensure that 10 performances are scheduled well over the next four months. Students will have to construct a network diagram, identify the critical path, and address questions regarding activity crashing. What is particularly unique is that they will have to create a list from the data presented to them at a meeting with the assistant producer. (NOTE: This case has two teaching notes: Number 8A95D15 addresses class discussion and Number 5A95D15 uses a Microsoft Project solution file, which is available with this version of the teaching note, product 7A95D015.)

In the mid-1990s McLeod Motors rationalized a number of motor end shields to reduce manufacturing costs, improve service, and reduce inventories. However, inventories have apparently risen. Students must identify why McLeod has inventory, how large the inventory might have been before the rationalization, how large they might be now, why they are so large, and what could be done to reduce inventory levels. The case can be used in conjunction with a discussion on inventory function.

The owner and manager of the Texas Longhorn Cafe of Mississauga, Ontario, was trying to decide how to deal with an irate customer. Earlier that day she had made an elaborate birthday cake and delivered it to the restaurant in preparation for the party to celebrate her husband's 40th birthday. Inadvertently, the restaurant staff had already served it to another group. Now the customer was loudly berating the restaurant. The case is intended for a relatively short discussion concerning recovery from service failures.

The assistant plant manager was trying to decide on production scheduling and inventory management policies for the new computer diskette plant. Students are presented with three demand forecasts of increasing complexity as variability between and within product lines emerges. The case is suitable for students to do an economic order quantity (EOQ) analysis and draft a production schedule.

The senior vice president and head of Mutual Life's group division, was trying to decide whether to proceed with a plan to guarantee his division's services as a task force had recommended. If the division decided to proceed, he would have to decide whether to accept the task force's suggestions on the design of the guarantee and answer a number of questions that they have left unanswered. Students have to assess whether Mutual Life would benefit from a guarantee and the performance of the division and the task force so far, as well as address the design issues. A sequel to this case Mutual Life of Canada - The Group Client Service Guarantee (B), describes the guarantee and an issue that has arisen.

The regional group marketing director, was trying to decide what to do about Consolidated, a client who had made a claim for $9,500 under the company's new group client service guarantee. The problem was that, although she believed Consolidated's claim was completely without basis, the guarantee prominently said: If you have a problem, we will pay, no questions asked. Students have to assess Mutual Life's guarantee and decide what to do about both the Consolidated incident and the guarantee. This case can be used either alone, or in conjunction with Mutual Life of Canada - The Group Client Service Guarantee (A), which addresses several issues in the design of the guarantee.

The plant manager of Hammond Manufacturing's Guelph, Ontario transformer plant was concerned about problems with the delivery of enclosures from a sister plant ten kilometres away. These problems reduced the company's ability to compete for business by delaying production and shipments to customers. Both plant managers wanted to reduce not only the frequency of late deliveries, stockouts, and backorders, but also the level of frustration between their two plants. Students have to identify the source of these problems and propose a reasonable course of action to deal with them.

The son of the founder and owner of Blackshop Bistro (and an employee) had to decide how to respond to his father's suggestion that the family business relocate to a new commercial building nearby. The fine-dining restaurant had enjoyed great success; however, to achieve its growth objectives and offer the founder's sons an opportunity, the business must seek alternatives to expand sales. Expansion may ultimately threaten the Bistro's current strategy and target market. In addition, the move would require significant financial, marketing, and operational changes.

This exercise briefly describes the assembly of a fictional product, X500. The student must construct a structured bill of materials and an MRP plan for ten weeks for X500 and seven components in four levels. The student must then interpret the MRP plan and take action on stockouts.

Members of TD's Personal Financial Services Division's marketing research team, were preparing their presentation to a group of the bank's senior vice-presidents. They had worked for three years developing and testing the Customer Service Index, the bank's first tangible tool to measure service quality. They now had to get the senior vice-presidents to ensure the successful adoption and use of this instrument. How could they convince their audience to accept and promote this new method of service measurement? The case is followed by a supplement case bearing the same name, case 9A93D010, set one year later.

Members of TD's Personal Financial Services Division's marketing research team, were reviewing the success of the Customer Service Index (CSI) which they had been instrumental in introducing to the bank a year earlier. They were now considering introducing other service-related products including a Good Service Guarantee and a productivity program. They were wondering how to keep the enthusiasm for the CSI alive. The case is preceded by a case bearing the same name, case 9A93D009, set one year earlier.

Members of TD's Personal Financial Services Division's marketing research team, were preparing their presentation to a group of the bank's senior vice-presidents. They had worked for three years developing and testing the Customer Service Index, the bank's first tangible tool to measure service quality. They now had to get the senior vice-presidents to ensure the successful adoption and use of this instrument. How could they convince their audience to accept and promote this new method of service measurement? The case is followed by a supplement case bearing the same name, case 9A93D010, set one year later.

Linda Metzler, newly-appointed production planning manager, is drafting an aggregate production plan for the company's refrigerators, freezers and air conditioners for the next year. She has considered three plans. Students are asked to devise better plans and to evaluate the quantitative and qualitative factors favouring them. Ultimately, the use of linear programming to construct aggregate plans will be introduced.

The University of Western Ontario's fitness unit coordinator was wondering how to improve the aerobics program. With financial and time constraints, a very seasonal demand pattern, and an entirely part-time staff with relatively short tenure, she wondered how to improve the quality of service, the suitability of classes, the number of classes, and the productivity of program administration. Students have to analyze market survey data and develop a plan of action.

Richard Romano, a principal of a small real estate appraisal firm, faced an interesting ethical dilemma. A client had just stated that if the firm did not increase its appraised value of the client's commercial property by $4.5 million (15%), he would take his business elsewhere. Potentially, the client had a large volume of business which the young appraisal firm could certainly use. Richard must consider the firm's economic health in both the short and long terms, his personal values, and the ethical guidelines of the Appraisal Institute of Canada in making this decision.

Linda Metzler, newly appointed production planning manager, is drafting an aggregate production plan for the company's refrigerators, freezers, and air conditioners for the next year. She has considered three plans. Students are asked to devise better plans and to evaluate the quantitative and qualitative factors favoring them. Ultimately, the use of linear programming to construct aggregate plans will be introduced.

A student about to complete his MBA is considering purchasing a franchise in The Body Shop Canada chain of specialty stores. He has discussed the opportunities with company officials and drawn up pro forma financial statements. He now has to evaluate the opportunity and his fit with the organization. Despite the financial projections, would he be happy as a franchisee and would The Body Shop Canada be happy with him? Unlike many franchising cases, this case asks the student to take the role of the potential franchisee rather than that of the franchisor.

The director of the Victoria Hospital Pharmacy has been forced by a request from his superior to confront and consider the possibility that people could die because of weaknesses in his operating systems. In a health care system, the operating environment must support, not only ideally, but in reality, 100% quality control with no defects. The one-time failure or lapse in the performance of the operating system(s) can have tragic consequences for all involved. The director must decide if Victoria Hospital Pharmacy is delivering the level of quality service expected of it by the public through its existing systems.

This note discusses the steps involved in the analysis of a business case: reading, problem definition, information analysis, formulation of alternatives, evaluation of alternatives, choice, implementation and control.