Search results
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Supply-Chain Management at W'Up Bottlery (A)
Ramdas, KamaliniCase DARDEN-OM-1351-EService and Operations ManagementAt the W’Up Bottlery in Uttar Pradesh, India, Rajat Mehra, director of supply-chain management, mused over the W’Up plant’s supply-chain performance over the peak summer period that had just ended. The W’Up Bottlery, which was a wholly owned subsidiary of Hindustan Coca-Cola Beverages Private Limited (HCCBPL), made Coca-Cola and other soft drinks for several regions within the Uttar Pradesh market. While inventories had gone down and fill rates h...Starting at €8.20
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Four Ways to Reinvent Service Delivery
Ramdas, Kamalini; Teisberg, Elizabeth Olmsted; Tucker, Amy L.Article HBS-R1212H-EService and Operations ManagementInnovations that radically redefine how a service is delivered can create tremendous value for customers and for providers. But they require deep insight into clients' needs and the revising of basic assumptions. It's possible, for example, that a doctor can treat more than one patient at a time. Organizations can redefine service delivery along four dimensions. A change in one may unlock--or block--possibilities for innovation in the others. 1) ...Starting at €8.20
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The Mitchell Family and Mitchells/Richards (Spanish Version)
Edmondson, Amy C.; Hajim, Corey; Mulderry, Kelly; Davis, John A.Case HBS-610S23Service and Operations ManagementDescribe la sofisticación operativa una pequeña, de cadena de tiendas de lujo logrado a través del uso de la tecnología y el servicio al cliente "alto contacto". Una empresa de gestión familiar, Mitchell ha construido su éxito con una estrategia de servicio al cliente, conocido internamente como "abrazos". El término es engañosamente simple. mentiras verdaderas de éxito de la empresa en su mezcla de un ambiente cálido, orientado a otra cultura co...Starting at €8.20
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Seating Matters
Llano Irusta, M. A.; Healy, R.Case IIST-PI-203-E-EService and Operations ManagementAt the end of 2015, and in the last 8 years, the business had been growing significantly but at the same time there was growing stress on the manufacturing operation. They have had shortages in key components and increases in the lead time for chair production. They needed to increase the staff significantly without time for training them. The stock levels of raw components and part-finished goods within the factory began to increase dramatically...Starting at €8.20
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Seating Matters 2020, Being lean and geniun in crisis Times
Llano Irusta, M. A.; Healy, R.Case IIST-PI-226-E-EService and Operations ManagementIn the spring of 2020, Seating Matters, had worked to design a rapid-deployment bed for temporary field hospitals. They were making beds for use in temporary hospitals after coming up with a new design. There were excellent beds from bed companies. A simple medical bed in a flat pack, which can free up the more expensive beds for the patients who need them the most. As healthcare workers battle against the Covid-19 virus, it was important that co...Starting at €8.20
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Supply-Chain Management at W'Up Bottlery (B)
Ramdas, KamaliniCase DARDEN-OM-1352-EService and Operations ManagementAfter spending a day in a meeting room in August 2005, pondering how to improve supply-chain performance, Rajat Mehra’s team hit upon an idea that might enable dramatic reduction in the cost of stock-outs and excess inventory, through implementation of vendor-managed-inventory (VMI). This idea involved moving away from the current situation in which independent distributors placed orders for replenishment to the W’Up plant, which in turn shipped ...Starting at €5.74
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HCL Technologies: Employee First, Customer Second
Ramdas, Kamalini; Gajulapalli, Ravindra S.Case DARDEN-OM-1366-EService and Operations ManagementHCL Technologies, a major Indian IT services company, rolled out a radical new strategy, “Employee First, Customer Second” (EFCS) in 2005. The strategic goals for EFCS were to create a unique employee organization, drive an inverted organizational structure, create transparency and accountability within the organization, and encourage a value-driven culture. The case describes the different aspects of this program, and its impact on employee enga...Starting at €8.20
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Supply-Chain Management at W'Up Bottlery (A) and (B) - Teaching Note
Ramdas, KamaliniTeaching Note DARDEN-OM-1351TN-EService and Operations ManagementTeaching note for product OM-1351Starting at €0.00
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Seating Matters
Llano Irusta, M. A.; Healy, R.Case IIST-PI-203Service and Operations ManagementAunque a finales de 2015 y en los 8 años anteriores, el negocio había crecido considerablemente, también la tensión en la operación había aumentado. La empresa había experimentado escasez de piezas clave y los tiempos de producción de los asientos se habían prolongado. Era necesario aumentar la plantilla de forma significativa, pero no disponían del tiempo necesario para dar formación a las nuevas contrataciones. El stock de piezas y productos se...Starting at €8.20
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2017-2018: La Transformación Lean de Seating Matters
Llano Irusta, M. A.; Healy, R.Case IIST-PI-204Service and Operations ManagementAunque a finales de 2015 y en los 8 años anteriores, el negocio había crecido considerablemente, también la tensión en la operación había aumentado. La empresa había experimentado escasez de piezas clave y los tiempos de producción de los asientos se habían prolongado. Era necesario aumentar la plantilla de forma significativa, pero no disponían del tiempo necesario para dar formación a las nuevas contrataciones. El stock de piezas y productos se...Starting at €8.20