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Dr. Julia Connors has a busy, successful cataract clinic and wants to expand to meet demand. She is considering two alternatives: keeping her physical facility as it is and extending office hours, or renting additional space within her current building. The first appears to be less disruptive to operations but risks alienating her workforce. The second is more disruptive to current operations during construction and will require more capital investment. This case is designed to be taught in a single class session with students who have practiced process analysis.

Spreadsheet supplement for case 916503.

<p style="color: rgb(197, 183, 131);"><strong> AWARD WINNER - John Molson MBA Case Writing Competition</strong></p><br>In 2013, Nestlé SA, in an effort to integrate sustainability into its business model, has recently established the NESCAFÉ Plan. This multi-faceted plan is based on creating shared value. It emphasizes sustainability as a source of competitive advantage and wealth creation, rather than viewing sustainability as a cost to be incurred to minimize risks and protect the company’s reputation. Nestlé’s creating shared value manager in the Beverages strategic business unit faces two core dilemmas in executing this plan in China. In the short term, should Nestlé purchase green coffee beans that are socially or environmentally certified (e.g., Fairtrade), or should it instead expand its efforts to work directly with farmers to develop better farming practices? Longer term, would a backward integration into coffee farming provide a better means of ensuring that sustainability is embedded in the business model?

Sky Germany is the leading pay TV provider in Germany and Austria. In 2010, the company was losing money and facing a lot of operational challenges such as a slow subscriber growth, a high customer churn rate, high fixed costs and frequent product stock-outs. In 2010 Sebastian Hauptmann joined Sky as VP of Logistics to help turn the company around. He had to act swiftly to address short-term problems while developing and implementing the strategy for long-term operational success. He put in place a multi-year strategic turnaround program led by supply chain team, a culture of continuous improvements (CI), and a world-class team. By 2014 all important KPI's had improved significantly, and the company was on the path to turnaround, largely driven by the wide-ranging improvements in supply chain management. In 2016, for the first time in its history, Sky Deutschland reported positive operating results. With his continued success, Sebastian successively increased his responsibilities to become first SVP of Supply Chain, Procurement & CI and then EVP of Operations in 2016. The German Pay TV market remains a large opportunity for Sky Deutschland and rapid technology changes in TV and media present new challenges to the Sky group across Europe.

Sky Germany is the leading pay TV provider in Germany and Austria. In 2010, the company was losing money and facing a lot of operational challenges such as a slow subscriber growth, a high customer churn rate, high fixed costs and frequent product stock-outs. In 2010 Sebastian Hauptmann joined Sky as VP of Logistics to help turn the company around. He had to act swiftly to address short-term problems while developing and implementing the strategy for long-term operational success. He put in place a multi-year strategic turnaround program led by supply chain team, a culture of continuous improvements (CI), and a world-class team. By 2014 all important KPI's had improved significantly, and the company was on the path to turnaround, largely driven by the wide-ranging improvements in supply chain management. In 2016, for the first time in its history, Sky Deutschland reported positive operating results. With his continued success, Sebastian successively increased his responsibilities to become first SVP of Supply Chain, Procurement & CI and then EVP of Operations in 2016. The German Pay TV market remains a large opportunity for Sky Deutschland and rapid technology changes in TV and media present new challenges to the Sky group across Europe.

Haiti Hope was to provide 25,000 Haitian farmers with world-class business and industry expertise to help them grow mangos more efficiently and abundantly, and secure access to new markets with the aim of doubling their income and raising their standard of living and, ultimately, contributing to the revitalization of the Haitian economy. The project structure devised by the partners to govern execution consisted of an implementation team and operating and steering committees. The partners with the implementer, TechnoServe, had agreed on a strategy that turned out to be difficult to execute due to local institutions, farmer cooperatives, which acted as gatekeepers and made it difficult to reach the critical mass of farmers to participate in the project. TechnoServe's project manager had to convince the partners to shift strategy to work directly with cooperative members rather than with the leadership. The project manager succeeded - Partners accepted to create a new intermediary channel with and for smallholder farmers, termed Producer Business Groups (PBGs). PBGs eschewed the diverse political goals of most cooperatives, and focused on the production and commercialization of members' mangoes and other agricultural products. By 2013, 18,000 farmers had been organized into PBGs for better access to markets, information and agricultural extension services, and approximately 70% of them had adopted best practices from training. Project trained farmers were earning higher prices for mangoes, which rose by 32% on average.

Process behavior charts-also called control charts or Shewhart charts after their creator-provide a means to interpret data as they are generated. While many statistical methods and graphs are useful only for post hoc analysis, control charts provide a visual and statistically sound basis for identifying issues in a process as they arise, ideally allowing prevention of failures before they occur.

The CEO of Tots & Teens, an apparel company headquartered in New Jersey, learns at a company party that one of the factories in Bangladesh where T&T's clothing is made has just collapsed in the middle of a workday, killing more than 2,000 workers. She and her COO immediately fly to Dhaka to visit the disaster site and plan their response. Aside from finding a way to support the victims and their families and to tighten up oversight of the company's supply chain, they must decide whether to move production to a factory in China in order to get the fall line out in time. With expert commentary from John Manners-Bell, the CEO of Transport Intelligence, and Adam K. Kanzer, a managing director of Domini Social Investments.

The CEO of Tots & Teens, an apparel company headquartered in New Jersey, learns at a company party that one of the factories in Bangladesh where T&T's clothing is made has just collapsed in the middle of a workday, killing more than 2,000 workers. She and her COO immediately fly to Dhaka to visit the disaster site and plan their response. Aside from finding a way to support the victims and their families and to tighten up oversight of the company's supply chain, they must decide whether to move production to a factory in China in order to get the fall line out in time. With expert commentary from John Manners-Bell, the CEO of Transport Intelligence, and Adam K. Kanzer, a managing director of Domini Social Investments.

The CEO of Tots & Teens, an apparel company headquartered in New Jersey, learns at a company party that one of the factories in Bangladesh where T&T's clothing is made has just collapsed in the middle of a workday, killing more than 2,000 workers. She and her COO immediately fly to Dhaka to visit the disaster site and plan their response. Aside from finding a way to support the victims and their families and to tighten up oversight of the company's supply chain, they must decide whether to move production to a factory in China in order to get the fall line out in time. With expert commentary from John Manners-Bell, the CEO of Transport Intelligence, and Adam K. Kanzer, a managing director of Domini Social Investments.

Rural Tourism is an important feature in development of emerging states in India. This case study, an UNDP funded project with ministry of Tourism, GOI, focuses the problem faced by a NGO in developing a rural tourism in Jharkhand in India for a decade. The management issues are feasibility and financial viability, lack of project and infrastructure planning, role of government agencies. The case stresses need of project risk management in this type of private partner partnership.

Universal Print Systems Limited, located in Southern India, provides self-adhesive label printing for such end-user businesses as the passenger car and alcoholic beverages industries. Although larger markets exist in Western and Northern India, 80 per cent of its customers are located in Southern India. Because of the company's low capacity utilization, management is contemplating its operations strategy options, including aggressively pursuing business in Southern India, expanding to Northern and/or Western India, sourcing online orders and digital printing, or exporting. Management is unsure of the best option to pursue.

Universal Print Systems Limited, located in Southern India, provides self-adhesive label printing for such end-user businesses as the passenger car and alcoholic beverages industries. Although larger markets exist in Western and Northern India, 80 per cent of its customers are located in Southern India. Because of the company’s low capacity utilization, management is contemplating its operations strategy options, including aggressively pursuing business in Southern India, expanding to Northern and/or Western India, sourcing online orders and digital printing, or exporting. Management is unsure of the best option to pursue.

Spreadsheet supplement for case 215070.

Pancho's Burritos is a high-end fast-food restaurant located in Charlottesville, Virginia. Due to a recent surge in customers, the lines at the restaurant during peak hours are becoming very long and causing excessive customer waiting. To improve current customer wait times and plan for future growth requirements, Francisco "Pancho" Escoba, the proprietor, wants to get a better understanding of the current operational capacity. The key decision Escoba must make is how to redesign his burrito-making process to increase the capacity and reduce customer wait time. Suitable for an undergraduate or MBA course, the case can be used in an introductory operations course to teach capacity analysis and queuing. The case provides a relatable and understandable setting for students without an operations background to gain a better grasp of basic course concepts and illustrates how interactions between capacity and queuing affect one another. As an exam or review case it works well because it contains standard process calculations that all students should know how to perform.

In December 2014, after receiving poor service on a flight, a senior vice president at Korean Air lashed out at the flight attendants and delayed the flight's departure until the chief attendant was returned to the gate. Following a tepid apology from her father, Korean Air's chief executive officer, her actions drew a public backlash because they exposed the sense of entitlement prevalent among rich family conglomerates in South Korea. How should she have reacted in the face of the service failure? Why had she become the target of a public backlash? What could Korean Air do to mitigate the negative effects of this incident?

In December 2014, after receiving poor service on a flight, a senior vice president at Korean Air lashed out at the flight attendants and delayed the flight’s departure until the chief attendant was returned to the gate. Following a tepid apology from her father, Korean Air’s chief executive officer, her actions drew a public backlash because they exposed the sense of entitlement prevalent among rich family conglomerates in South Korea. How should she have reacted in the face of the service failure? Why had she become the target of a public backlash? What could Korean Air do to mitigate the negative effects of this incident?

In late September 2015, the senior vice-president of supply chain management at Walmart China was preparing for a meeting in Bentonville, Arkansas, where she was expected to make a presentation detailing plans for Walmart China's network of distribution centres. The investment in infrastructure would be the next major step in the organization's supply chain transformation. The case provides an opportunity to explore issues related to supply chain strategy in the context of an evolving economic environment in China. Students are expected to assess pending investments in supply chain infrastructure, including evaluation of the quantitative and qualitative aspects related to two competing distribution centre models.

In late September 2015, the senior vice-president of supply chain management at Walmart China was preparing for a meeting in Bentonville, Arkansas, where she was expected to make a presentation detailing plans for Walmart China's network of distribution centres. The investment in infrastructure would be the next major step in the organization's supply chain transformation. The case provides an opportunity to explore issues related to supply chain strategy in the context of an evolving economic environment in China. Students are expected to assess pending investments in supply chain infrastructure, including evaluation of the quantitative and qualitative aspects related to two competing distribution centre models.

Mike Silva, the NY Fed's senior supervisory officer for Goldman Sachs, is having trouble with Carmen Segarra, a recently hired bank examiner who reports to Silva. The two disagree about whether Goldman Sachs has a viable overall conflict-of-interest policy; Silva says "yes," and Segarra says "no." Segarra's communication style-aggressive and frank-has irritated both Silva and others in their department, although an independent report had been critical of the NY Fed for being too cozy with the banking institutions it regulated. The tension between Silva and Segarra has reached a breaking point, and Silva must decide how to handle Segarra and whether to fire her. A teaching note accompanies this case and details how it is taught in Darden's ethics and leading organizations courses.