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Describes three different product development efforts at the Residential Controls division of Honeywell, Inc. Each of the three projects was for a different market and competitive environment. Each was tackled in a somewhat different way within the Honeywell Engineering organization, and the results from each were quite different. Also describes the new product development procedures that have been used historically at the Residential Division, and some of the current thinking regarding future changes in these procedures. Provides an opportunity to contrast the factors that impact success of product development across three quite different projects and to see how the organization's approaches to product development impact the success in those varying environments. Also provides an opportunity for students to examine the engineering function and some of the key issues in managing that functional group. Finally, the path for changing the approaches to product development can be addressed, contrasting an incremental evolutionary approach to such procedures versus a complete replacement of those procedures by a new set.

Florida Power and Light (FPL) has developed a widely acclaimed quality improvement program (QIP). This exercise leads the students through the process that a division of FPL utilized in an attempt to "improve service." Specifically, the process requires students to define "better service" in terms applicable to the utility company, determine the causes of less than perfect service, choose what causes to attack, generate a list of potential solutions, and determine a plan of action. Students employ a variety of frameworks and statistical tools to complete each step of the process. Provides a good understanding of the QIP that is attributed with taking this utility company from a state of near-crises to a highly respected operation, and that has served as a model for many other successful domestic QIP's. Designed to introduce students to the process and prepare them for class. A rewritten version of an earlier case by the same authors.

Designed to be used as an in-class handout after Florida Power Light Quality Improvement (QI) Story Exercise (A). A rewritten version of an earlier case by the same authors.

The management of a small manufacturer of circuit boards faces a number of production and operations management problems. The first day on this case is used to analyze the production capacity of various stages in the process and to examine bottlenecks and key production flow decisions. The emphasis is on physical flows. The second day the emphasis is on information flows. We look in detail at the problems faced by the company, discuss the tools and techniques of process analysis that can be used to determine the relative importance of those problems, identify solutions, and discuss implementation issues.

Provides an introductory note to production processes and the use of flow diagrams.

Few U.S. companies are absorbing the advanced production technologies - such as CAD, CAM, FMS, or CIM - they need to stay competitive. Many are put off by the stringent demands of programmable automation. Most manufacturers are inhibited by organizational structures and practices. Also, approaches to plant construction and capital improvement are incremental, which often precludes investing in advanced, integrated plants.

Some U.S. companies have moved manufacturing operations overseas to take advantage of lower wage rates, defending the practice as the only way to stay competitive. For many companies, offshore manufacturing is a poor option for gaining competitiveness. It involves extra transportation, communication, and paperwork; these costs can offset any potential savings. Also, when direct labor is a small percentage of total costs, as it is for much of manufacturing, labor savings are less critical to the bottom line. The only sure way to get more competitive is to strengthen the business as a whole.

Multifunctional teams are the most effective way for companies to design products strategically. The team needs to: determine the product's character; subject the product to a rigorous functional analysis; design parts for productibility, exploiting the best available materials and methods; design the assembly sequence to facilitate the parts' and quality control testing; and design a factory system stressing standard work methods, quick repair of equipment, and employee motivation.

Describes the continuous flow process used to process cranberries into juice and/or sauce. Requires student to analyze process flows to determine where the bottlenecks are and to decide how, and whether, to expand capacity. Original version written by J.G. Miller and R.P. Olson.

When George Mansfield was hired to run Segal Electric's quality operation, he was sure the company was serious about regaining its reputation for high-quality products. Now, only a month later, he's not so sure. While George was away at a seminar, Sharon Morse, the production supervisor, shipped some defective fans. George went to the general manager for support, but was told to work it out on the factory floor. Four business people--William A. Golomski, president of W.A. Golomski & Associates; Ray J. Rogal, director of quality for the Ford Motor Co.; Keith Larson, general manager of the Eastern Operation for Barry Controls; and Michael T. Cowhig, vice president of manufacturing at Gillette's Personal Care Group--offer observations about what went wrong in quality control at Segal.

An office lease can create financial difficulty if a tenant ignores provisions that landlords can use to gain extra income. The author points out some of the more arcane clauses and tells you how to protect yourself.

Prior to the Motor Carrier Act of 1980, companies with private trucking fleets were generally prohibited from selling transportation services to other companies. The deregulation of the trucking industry in 1980 allowed private carriers to offer for-hire transportation services. In 1983, as part of an effort to offset the rise in their distribution costs, Frito-Lay considers selling miles on its backhaul lanes to other companies. Frito-Lay management must consider whether the potential revenues from these services warrant the possible degradation of service to Frito-Lay's sales force. If the backhaul proposal is approved, a marketing plan for the transportation services must be developed.

Describes the evolution of the Boeing 767 from the conception of the project to the start of manufacturing. Shows how the company manages an enormously complex and risky project and introduces students to a variety of estimating and management tools. The decision issue involves the shift from three-person to two-person cockpits and whether rework should be done in-line (without removing planes from the flow of production) or off-line (after initial assembly has been completed).

Updates the (A) case to the present day. The issue facing students is whether Boeing's approach to managing new airplane programs must be modified to fit with this new environment.

Describes the major modes of domestic freight transportation (motor carrier, rail, air, water, and pipelines). Examines the characteristics of the transportation service that each mode provides and discusses changes in the industry that have resulted from recent regulatory reform. Intended to provide background information for the transportation cases used in the Business Logistics course.

Describes a comprehensive manufacturing strategy designed to reduce substantially the cycle time of orders (i.e. the time between the placement of an order by a customer and its delivery to the customer). To launch the strategy Digital has adopted manufacturing resource planning (MRP II). The case allows students to assess the pros and cons of the strategy which requires rapid information flows and tight manufacturing discipline, the usefulness of MRP II which integrates manufacturing with overall business plans, and the implementation process to date.

Should follow Digital Equipment Corp.: The Endpoint Model (A). The plant manager has been promoted and students must decide what kind of individual--background, training, personal style, etc.--they would like to replace him.

Should follow Digital Equipment Corp.: The Endpoint Model (B1). A new plant manager has been hired; the case describes her experience, management philosophy, goals in the plant, and handling of a production problem.

To follow Digital Equipment Corp.: The Endpoint Model (B2). The division has just received a request for dramatically increased production. If it complies with the request, it will have to expedite production, override the MRP II system and the planned schedule. Should it accept the order? The case forces students to consider the tensions between an uncertain market and environment and disciplined manufacturing plans.