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Used to introduce the assembly line process to first-year MBA students. Three different variations of an assembly line process for packing greeting cards are presented for analysis. To choose among the three, the students must address issues of time standards, capacity, supervision and training. A rewritten version of an earlier case.

Describes the outcome of the project through 1991.

Describes the decision the company chose and how it worked out. Designed as an in-class follow-up to Whistler Corp. (A).

Outlines the evolution of Lilly's corporate manufacturing strategy over the past decade. The corporate vice president of manufacturing must decide on the next phase of Lilly's strategy for the early 1990s, as well as to what extent and what role process development will play. Provides data outlining three different points in the product development process at which manufacturing process development might be initiated. Using learning curve concepts and data, students can estimate the economic costs and benefits (as well as organizational issues and challenges) associated with each. Illustrates process improvement's substantial impact in a capital-intensive industry, describes possible roles of manufacturing process technology in an industry that has viewed product R&D as its primary competitive advantage, illustrates phases through which manufacturing can evolve in pursuit of comparative advantage, and introduces students to a challenging and changing industry.

Monsanto has yet to receive FDA approval for BST, a growth hormone for cows. Anti-BST groups have successfully lobbied Wisconsin and Minnesota, major milk producing states, to ban milk from BST-injected cows; the FDA has charged Monsanto with improperly promoting BST before receiving approval and eventual consumer acceptance of BST generated produce is uncertain.

Describes the changes made to Frost, Inc. to exploit CNC technology. The focus is on the impact in each functional area.

Supplements the (B) case.

Nucleon is a small biotechnology company whose first potential product is about to enter clinical testing. Before Nucleon can begin clinical trials, however, its management must decide how and where to manufacture the product. Three options are being contemplated: 1) build an in-house pilot plant, 2) contract production to a third-party, 3) license the development, manufacturing, and marketing rights to a corporate partner. Allows discussion of a number of manufacturing strategy issues relevant to R&D-intensive entrepreneurial firms. A key issue is the strategic value of in-house manufacturing to a company that competes largely on very distinctive and specialized R&D capabilities.

Describes the development of a fully automated production line for manufacturing radio pagers. The company regarded the project as highly successful; it becomes clear in the case, however, that there were some shortcomings as well. Some marketing issues were not properly addressed and, despite the claims of the company that the project was completed in 18 months, development of the line continued after the official end date for over a year. The student must analyze the situation to determine what lessons should be taken from the project and how best to apply those lessons to other projects.

Describes the Puerto Rican manufacturing plant of a transnational company. The award-winning plant has dramatically improved the quality of flexibility of its operations, by taking a radical approach to manufacturing. The methods center on the use of specific techniques along with a building of trust with the workforce. This generates broad participation and creates a strong commitment to continuous improvement throughout the plant. In 1987, the plant was held responsible for quality problems which marred the launch of an important product. Four years later, a new product is to be launched and the plant must develop a plan to ensure that this launch is a success, as well as develop a strategy for the future. Examines, in detail, the development of a manufacturing infrastructure for quality and flexibility and introduces students to the challenges of managing manufacturing in a transnational environment.

Describes the outcome of the (A) case.

Updates the (A) and (B) cases.

Examines the challenge facing the managers of a large aluminum manufacturing plant in its drive to improve workplace safety. The CEO of the company has made safety a top priority. The plant has made good progress in reducing the injury rate, but now confronts the need to accelerate its improvement. Doing so requires the safety director to consider progress to date and analyze the opportunities for improvement, many of which involve fundamental changes in behavior at all levels of the organization. Progress has not been uniform throughout the plant and past approaches may not be adequate in meeting the challenge. As the case comes to a close, these issues come to a head because a superintendent wants to fire a supervisor who has failed to adhere to safety procedures. Designed to introduce students to the issues of safety in its operating context. Students have information available that allows them to analyze underlying causes and identify major opportunities for improvement. However, the interactions between safety and other dimensions of manufacturing performance are evident in developing and implementing a plan for improvement.

Describes a situation in which the manager in charge of a major development project at Honda needs to make a decision about the technical specification of the product. The decision has profound implications for the product concept and strategy, as well as for the technical feasibility and challenges of the design. The students need to evaluate different options and estimate their impact on the success of the final product. Underlines the importance of choosing an option that is consistent with the overall concept of the product and the company's design and philosophy.

Tombow Pencil Co. Ltd., one of Japan's two premier pencil manufacturers, has been using a subcontractor network in order to respond to changing market conditions. The system currently faces a new challenge as Tombow moves to address a volatile business market for promotional pencils: an expanding market demanding novel products, short delivery lead time, and large quantities. To overcome growing stockouts and inventory problems, Yohei Ogawa, the company's new president and grandson of the founder, must evaluate the performance of Tombow's subcontractor-based production system and formulate a plan of action. Introduces students to the subcontractor-based production system, a system prevalent in certain parts of the world outside the United States, and allows them to analyze its performance for simple products with which they are all familiar. The analysis poses profound questions about ways to manage it more effectively and its future potential as an alternative to vertically integrated operations.

Dore-Dore, a French manufacturer of socks and children's knitwear, has just converted a portion of its knitwear operations to a flexible modular system to allow faster response and greater flexibility. The case provides an opportunity to assess the changes in knitwear operations, and to evaluate whether a similar conversion to modular is appropriate for socks. Other opportunities for lead-time reduction can also be examined. Can be used to illustrate the impact of changing from a traditional linear batch operation to manufacturing cells and the impact of operating system design and lot size on through-put time, quality, productivity, etc. In addition, provides an opportunity to discuss channel lead time reduction.

Deals with performance assessment and improvement of a service operation in the insurance industry, a market that is highly sensitive to response time. Two branch offices in direct competition are described, and the impact of response time on performance is suggested. Management choices that impact response time are explored and the poorer performer of the two branches must decide how to respond.

Spreadsheet supplement for case 692-015.

One of the nation's foremost mini-mills' core competence is the rapid realization of technology into products. This case describes the development of a highly innovative casting technique and features the role of the company's culture in achieving its goals. The company exemplifies a learning organization.

Many large manufacturing companies are finding themselves at a cost disadvantage in markets they have dominated for years. This is because of excessive overhead structures and the emergence of the "robust" competitor, comparable in size and product scope but able to produce at a lower unit overhead cost. High-overhead companies should not cut overhead by outsourcing or downsizing. If they expect to retain their size and also become more cost competitive, they must rethink their manufacturing systems.