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The general manager of COM DEV's Chinese facility which assembled satellite components, was trying to decide whether the plant should seek ISO 9000 certification. Not only did ISO 9000 registration have a number of advantages and disadvantages, but as well, the decision in the Chinese plant would have some implications for COM DEV's other facilities in Canada and Europe. In addition, if the general manager decided to seek ISO 9000 certification for his plant, he would have to decide which level of certification to seek. COM DEV Xi'an was a joint venture between COM DEV International of Cambridge, Ontario and Xi'an Institute of Space Radio Technology.

The basics of project management are described and applied to a simple tutorial problem. The steps for project management, as well as the calculation of the critical path, using CPM, are presented.

Lin Zhang has just received approval for the formation of a new quality control group at LongXi, located in Zhangzhou, China. This new group must investigate and reduce the high defect rate of a critical part used in the final manufacture of multi-cylinder diesel engines. Lin must decide who will be directly involved in the team, which data must be collected and analyzed, what is causing the problem, and which actions should be taken. The improvement project is set within the context of LongXi's broader quality and systems, thus encouraging students to evaluate and push forward corporate quality systems. This case is the first in a three-part series that applies the principles and tools of total quality management (TQM) in a Chinese setting.

Addresses demand forecasting and globalization at Tong Yang's Cement Corp.

The assistant engineer in the Thermal Treatment Department of a state-owned enterprise in China has received approval for the formation of a new quality control group to reduce the high defect rate of a critical part. The total quality concept is presented within the context of a specific quality problem, which encourages students to both assess the company's quality system and apply quality improvement tools to this particular problem. This case is the first of a three part series that applies the principles and tools of total quality management in a Chinese setting. This case can either be used independently or in combination with the (B) case, 9A98D002 and (C) case, 9A98D003.

After selecting the quality control group members, the assistant engineer and his group begin data collection and need to construct a cause-and-effect diagram to develop an action plan. This case should be used in conjunction with case (A), 9A98D001.

The quality control group has implemented several countermeasures, and the results have been monitored and reported. A final examination is necessary to assess whether this type of problem is likely to recur, and where further improvement can be made in the company's quality systems. This case is designed to be used in conjunction with the (A) case, 998D001 and the (B) case, 998D002.

This case depicts the supply-management practices--including planning, production, and distribution--at Pioneer Hi-Bred International, the world's leader in the genetically engineered hybrid crop-seed industry. Set in the context of a supply-management planning meeting, it reveals conflicting considerations in setting policies for production (what, how much, and where to plant) and distribution. Since the issues are viewed from three independent perspectives--planning, production, and distribution--the case lends itself to role playing.

Addendum to case.

In 1992, Daizburo Shinoda, a senior R&D manager at NEC, has to deal with a succession issue regarding the leadership of NEC's R&D site in Princeton, N.J. In deciding whom to appoint as the next leader of NEC's most important R&D site abroad, Shinoda has to consider a number of factors: NEC's overall company strategy, the history of the Princeton site, and human resource constraints faced by NEC.

The purchasing officer at the Hillview Hospital in London, Ontario, was reviewing four suppliers' quotes for antiseptic handsoap. He had asked for new quotes after receiving a large number of complaints from hospital staff about sudden problems with the current handsoap. Testing revealed that the current supplier had changed the soap's formulation without informing the hospital.

Presents a series of problems that face a newspaper publisher, including inventory level, effort level, subsidy for unsold inventory, and commission for sales. Students must make various operational decisions.

Supplements the (A) case.

Unicon supplies pre-cast concrete products to the flourishing construction market in Hong Kong. Mr. Li, the deputy managing director, is evaluating an opportunity to pursue a "blanket" regulatory approval for Unicon's custom-designed concrete products with its largest customer, the Hong Kong Housing Authority. This opportunity promised to offer cost savings to both Unicon and this customer, although questions remain about the broader implications for Unicon's manufacturing operations and other customers. At the same time, management must develop a plan to expand its manufacturing capacity if Unicon hopes to capitalize on the rapidly expanding market and fend off new competitors from mainland China.

Supplements the (A) case.

Unicon supplies pre-cast concrete products to the flourishing construction market in Hong Kong. The deputy managing director, is evaluating an opportunity to pursue a blanket regulatory approval for Unicon's custom-designed concrete products with its largest customer, the Hong Kong Housing Authority. This opportunity promised to offer cost savings to both Unicon and this customer, although questions remain about the broader implications for Unicon's manufacturing operations and other customers. At the same time, management must develop a plan to expand its manufacturing capacity if Unicon hopes to capitalize on the rapidly expanding market and fend off new competitors from mainland China.

An overview of the new drug development process in the United States, using the migraine drug Imitrex as an illustrative example.

Delamere Vineyard is a small, integrated winemaking business in Tasmania, specializing in pinot noir (red) and chardonnay (white) wines. Richard Richardson, Delamere's owner and winemaker, manages and operates the vineyard and winery largely alone. His products have won praise and awards in the past, but Richardson strives continuously to improve. Delamere competes in the high-priced segment, in which quality is paramount. Richardson is well equipped as a winemaker--with a Ph.D. in agricultural chemistry and 15 years' experience--but he faces both quality problems and improvement opportunities. He is also under cost pressure. Customers and industry experts provide conflicting advice. At the time of the case, Richardson faces a choice among three potential quality improvement projects: development of an effective means to prevent oxidation during the wine's maturation; implementation of a means to deepen the wine's color; and experimentation to find the optimum mix of berries and stalks during fermentation. Examination of these options reveals that they imply an emphasis on divergent conceptions of quality, as well as divergent paths to improvement. They also suggest different opportunities for longer term growth.

Reading Rehab Hospital has experimented with a popular new concept in health care--patient-focused care--intended to increase quality and reduce costs by organizing care delivery around particular diagnoses or "service lines," rather than around the functions or disciplines of the care providers. It is equivalent to product rather than process focus. Rehabilitation involves multiple disciplines which must share information about their evaluations of the patient, about planned treatments, and about patient progress. The decisions and actions of one care provider depend on those of another. This case illustrates the effects of a problem fundamental to service operations--variable demand and the limitations of organizing production by service lines under conditions of uncertain demand, due to the loss of pooling. Finally, its methods, for achieving the coordination benefits of service lines under conditions where the level or stability of demand is insufficient to justify the use of service lines.

Connecticut Spring and Stamping Corp. (CSSC), a 50-year-old spring manufacturing and metal stamping firm, is experiencing slow sales growth and feeling the impact of global competition. The company has over 800 customers but little understanding of those customers' needs. They must improve manufacturing efficiency and respond to customer demands for higher quality, lower cost, and shorter delivery lead times. The company has a rich history of trying many management fads and now is exploring different methods of achieving higher quality. Andy Youmans, executive vice president responsible for this quality initiative, is contacted by the Toyota Supplier Support Center (TSSC), a world leader in manufacturing methodology, who offers to educate the CSSC plant in the Toyota Production System (TPS). Although short-term improvements are made, quality and delivery times worsen. It seems employees do not understand the reasons behind the new production methods, and Youmans is concerned about how to transfer what he has learned. The TSSC consultants suggest that Youmans go to Japan to visit companies that are practicing TPS principles.