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The B case provides information that permits students to quantify the human-factor relationships that may be causing some of the improvement slowdown outlined in the A case (UV3505) and to develop a systems-dynamics simulation model. The C case (UV3507) provides students with additional opportunities to practice the quantification of systems relationships (dominated by soft variables) and to develop a simulation model. See also the D case (UV3508), an abridgment of the A, B, and C cases).

This case presents an operating challenge: how does an organization sustain the initial progress achieved through its new quality-improvement system. Nurses and other clinical staff feel that the culture does not support the acknowledgment of mistakes, and the operations manager is trying to ascertain whether this "blame-game" environment is the cause of the improvement slowdown or whether there are other factors. Students are asked to apply systems-thinking tools to reveal their hypotheses of the causes of the improvement problem and to create a stock-flow map of the system structure. A systems-dynamics model can be used in class or as a preparation assignment. The simulation model enables students to develop a deeper understanding of the systems-dynamics behavior. The subsequent cases in the series UV3506 and UV3507; UV3508 is an abridgment of the A, B, and C cases) provide students with opportunities to practice the quantification of systems relationships (dominated by soft variables) and to develop a simulation model.

This technical note defines and provides example calculations for certain process analysis concepts-capacity, bottleneck, cycle time, throughput time, Little's Law-relating inventory, throughput time, and throughput rate.

This note defines the aggregate production planning problem and outlines the elements that are analyzed when evaluating alternative plans. An example is presented.

This case describes and presents the hog industry crisis of 1998, when farmers suffered from the lowest prices in 30 years, as a perplexing systems problem. Students are asked to hypothesize what went wrong. Tools useful in the analysis include casual loop mapping and systems modeling. Policy alternatives are presented for the students' analysis and recommendation.

This case invites students to discuss the key resources, factors, and relationships that could be causing the poor performance of a student-run consulting organization. Students are asked to develop a causal-loop diagram showing the key resources, feedback relationships, and delays in the system. Sufficient information is available for students to develop and test a computer simulation model. Policy analysis is expected once a valid model is developed.

An understanding of the factors that drive the microeconomics of a business provides the insight needed for strategic and tactical improvements in operational effectiveness. Competitive-cost analysis, a method for analyzing the cost structure of a company, represents a strategic application of cost modeling. The first note in this three-part series (UV3521) identifies the basic framework and principles for developing accurate and comprehensive cost models. The second note (UV3558) discusses specific techniques that will further assist in analyzing cost drivers for competitive analysis. This final note provides detailed guidance on calculating scale curves and utilization effects.

Competitive cost analysis, a method for analyzing the cost structure of two competing companies, represents a strategic application of cost modeling. The first note in this three-part series on competitive cost analysis identified the basic conceptual framework and principles for developing accurate and comprehensive cost models with four categories of cost drivers -- design, facility, geography, and execution. The framework coupled with cost-modeling techniques can help the operations analyst/consultant achieve the quantitative rigor required to ensure solid operations decisions at the strategic and tactical level. This note provides a general discussion of four specific tools that will further assist in analyzing cost drivers for competitive analysis. These techniques include teardown analysis, public data sources, scale curve and utilization curve. The final note in this three-part series will provide step-by-step guidance on estimating scale curves and calculating utilization impact.

This note describes the replenishment-inventory management -- framework, concepts and tools.

This note describes the Coordination Module in the core-curriculum Operations Management course at the Darden School.

This note describes the Operations Management course in the core curriculum at the Darden School.

This note describes the Customer Module in the core-curriculum Operations Management course at the Darden School.

This note describes the Capabilities Module in the core-curriculum Operations Management course at the Darden School.

This case is appropriate for teaching courses in operations, leadrership, strategy, and managing a small business. A founder is faced with several issues concerning the service operations of his two restaurants. An immediate issue as to how to resolve an employee-relations problem has surfaced between the servers and their assistants. But the more comprehensive and perplexing problem is whether to change the service-operations package at one of the restaurants where personnel problems have adversely affected the quality of the food, and customers appear to be confused as to what kind of restaurant it is. These problems have forced the owner to examine the fundamental strategies used to deliver services at the restaurant, and to analyze its target markets. Another issue is future business investment. There is a teaching note (OM-0875TN) available.