個案總覽

Accompanies The BCPC Internet Strategy Team: An Exercise and provides unique background information on one of the team members.

Accompanies The BCPC Internet Strategy Team: An Exercise and provides unique background information on one of the team members.

Accompanies The BCPC Internet Strategy Team: An Exercise and provides unique background information on one of the team members.

Accompanies The BCPC Internet Strategy Team: An Exercise and provides unique background information on one of the team members.

This B case allows students who have completed the Tastee Snax Cookie Company case (UV5918) to analyze how the duration of project described in that case can be most cost-effectively shortened.

Case B: Mark Chan decided to move back home to Singapore and accepted a lower rank position compared to the one he held overseas. He started to feel bored with his job after a few months. His attempts to find a new job that was requisite with his experience and skills within his company did not yield any results. His wife and children also experienced problems adjusting back to life in Singapore. The case ends with Mark Chan taking the first step to find a new job.

Supplements the (A) case.

This case focuses on implementing and sustaining improvements designed by a Six Sigma team working in the emergency department of an academic medical hospital. Execution details of the various phases of Six Sigma are presented in the A case (UV0339). The team's Black Belt has decided to use stakeholder-resistance analyses to help the team increase stakeholder acceptance of the process-improvement changes that have been tested via a pilot study. The B case asks students to conduct a stakeholder's resistance analysis, develop influence strategies and communication plans for addressing the project's acceptance challenges, and prepare elevator speeches for key stakeholders identified in the A case. The B case also provides an opportunity for the instructor to build on the Change Acceleration Process (CAP) and the CAP tools that were presented in the A case. See also the C case (UV3524).

This case provides the presentation slides from the Six Sigma project undertaken to decrease the patient wait time in the emergency department of an academic medical hospital. The various phases and tools of Six Sigma are demonstrated, and the project's pilot results are shown. The case also provides slides covering an overview of Six Sigma. The presentations are useful for both executives and students who are studying Six Sigma methodology. See also the A (UV0339) and B (UV3523) cases. The teaching note UV0340 is available for the (A-C) cases.

Supplements the (A) case.

Supplements the (A1) case.

The B case reveals Bubatunde's decision to let Li settle on a solution to the problem. She decided that Hsu should continue to report to her and not be transferred. Hsu received the news poorly, refusing to comment, and within a short period of time the entire team felt the weight of Hsu's poor attitude. Hsu continued to approach Babatunde about his displeasure, and Babatunde kept telling him to talk to Li-which he refused to do. Li fired Hsu and then asked to be removed as manager and reinstated as a senior support engineer. To continue with his organizational changes, Babtunde hired Li's replacement from outside the company.

An abstract is not available for this product.

An abstract is not available for this product.

Supplements the (A) case.

Supplements the (A) case, 104023.

Since the 1970s, world-renowned architect and designer, Alessandro Mendini, has acted as adviser and counselor to Alessi, the Italian household goods design factory. By discussing Mendini's role as art director, the case introduces the artistic side of Alessi, where design ambitions need to be balanced with business considerations. Includes color exhibits.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.