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Appropriate for general management courses emphasizing operations strategy and senior leadership. Senior leadership in a company's global manufacturing department must respond to the critical senior management directive to achieve a 25% cost reduction. Under the direction of an advisory firm, an operational transformation strategy is developed and implementation is underway in the company's global network of 28 sites. Elements of the transformational program, including leadership challenges and progress after one year of implementation are presented. Students are asked to critique the progress and offer suggestions for the new vice president, who has recently been tasked with continuing a successful program rollout.

Business entities must continually respond to shifts in the competitive landscape. When internal or external pressures cause a company to undertake an operational improvement process such as Six Sigma or Lean, managing the human aspects of implementation is critical. Change management in an operational-improvement setting can be challenging; however, it is well worth understanding and utilizing the appropriate tools and the FEEL-SEE-DO-PRACTICE-OBSERVE iteration. Ultimately, the robustness of an organization may be due in large part to its ability to build a continuous-improvement cycle solidly into the infrastructure of its culture and operations.

This problem set focuses on process-analysis calculations, including throughput, capacity, cycle time, and utilization. See also UV3514 and UV3516.

This problem set focuses on process-analysis calculations, including throughput, capacity, cycle time, and utilization. See also UV3512 and UV3516.

This problem set focuses on process-analysis calculations, including throughput, capacity, cycle time, and utilization. See also UV3512 and UV3514.