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1 – 10 of over 1000
Case study
Publication date: 1 January 2011

Low Sui Pheng and Gao Shang

Manufacturing, Western management theories and Japanese management practices.

Abstract

Subject area

Manufacturing, Western management theories and Japanese management practices.

Student level/applicability

This case can be used in project management or management-related courses at tertiary institutions at Undergraduate and Postgraduate level.

Case overview

This case provides students with an opportunity to find out what make Toyota so successful in manufacturing through its famous production system as well as the underlying Toyota Way principles. All students are expected to understand the Toyota Way model with a balanced view that goes beyond a set of lean tools such as just-in-time. This case opens a historical account for the Toyota Way model by connecting with possible Western management theories and Japanese management practices.

Expected learning outcomes

It is expected to significantly benefit students with industry experience with the intention of initiating appropriate changes in their own industry and/or organization by applying what they have learnt from the Toyota Way, through bridging with Western management theories.

Supplementary materials

Teaching notes.

Details

Emerald Emerging Markets Case Studies, vol. 1 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 7 June 2021

Siew Imm Ng, Ck Cha, Murali Sambasivan and Azmawani Abd Rahman

An instructor could link the case to lean production principles and Kurt Lewin’s change management model, key reading materials on these theories are, namely,  Lewin, K (1947…

Abstract

Theoretical basis

An instructor could link the case to lean production principles and Kurt Lewin’s change management model, key reading materials on these theories are, namely,  Lewin, K (1947) Frontiers in group dynamics: concept, method and reality in social science; equilibrium and social change. Human Relations 1(1): 5–41  Stewart, J. (2012). The Toyota Kaizen continuum: a practical guide to implementing lean. Boca Raton, FL: CRC Press. Wickramasinghe, V. and Wickramasinghe, G. L. D. (2020). Effects of human resource management practices, lean production practices and lean duration on performance. The International Journal of Human Resource Management, 31(11), 1467–1512.

Research methodology

This case was developed from both primary and secondary sources. The primary source included three face to face meetings with Mr CK in University Putra Malaysia (two meetings) and WSAE factory (Rawang, Malaysia – one meeting), respectively. Interviewed three workers at Rawang factory. The secondary source was taken from the company website and company reports.

Case overview/synopsis

Dr Wan, the Chief Executive Officer of WSA Engineering Sdn Bhd (WSAE) accepted the invitation from Small Medium Industries Development Corporation to participate in a Malaysian-Japanese Industry Cooperation program that focused on Lean Production System (LPS). Dr Wan was worried about Malaysia’s culture incompatible with Japanese-originated LPS. The case shares how the organization and behavioral change took place, for LPS buy-in. Successes and challenges WSAE faced in the 10-year journey of implementing LPS were elaborated.

Complexity academic level

This case was written for use in an operations management course, on the topic of lean production. It can also be used as a training material targeting the operation managers of a manufacturing company aiming to implement lean production or any change management process.

Abstract

Subject area

Operations management.

Study level/applicability

Management post graduate and corporate executives.

Case overview

ProdVal Flow Controls Pvt Ltd was company in the SME sector in India. The company focused on quality products and timely delivery. The major challenge for ProdVal was increasing their production capacity. They had no control over their existing suppliers resulting in delay in raw materials delivery. Retention of vendors had an effect on inventory carrying cost. The company had limited production facilities and the workers were outsourced. The company operated with unskilled workers. The case presents the various issues faced by the company based on which strategies to practice and plan the company's future plans could be designed. This is a disguised case and all excerpts from interviews have been anonymized.

Expected learning outcomes

This case study will give an insight to students to understand how inventory management; impacts production. It even gives an idea about how ProdVal has used the strategy of outsourcing of technology and labour and maintained a good growth rate.

Social implications -

Production-related outsourcing.

Production management in small scale industry.

Organization structure of a manufacturing unit.

Concept of outsourcing HR and technology in an SME.

Supplementary materials

Teaching notes are available, please consult your librarian to access.

Details

Emerald Emerging Markets Case Studies, vol. 2 no. 8
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 30 January 2024

Youwei Wang

As an Internet fashion brand, HSTYLE has developed into an Internet enterprise with annual sales of 1.5 billion RMB within 10 years, establishing its position as the top industry…

Abstract

As an Internet fashion brand, HSTYLE has developed into an Internet enterprise with annual sales of 1.5 billion RMB within 10 years, establishing its position as the top industry performer in China. This case studies HSTYLES' innovation in business model and organizational management. HSTYLE's workgroups have achieved the balance of responsibilities and rights in a small team of three members at minimum, while mobilizing the enthusiasm and initiative of the line managers with the support of public service sector. At the same time, HSTYLE enriches its brand style, establishes a fashion cloud platform, and integrates individual and organizational consumers into its existing fashion design, manufacturing and sales system.

Details

FUDAN, vol. no.
Type: Case Study
ISSN: 2632-7635

Case study
Publication date: 4 November 2021

Norhayati Mohd Alwi, Nor Hafizah Zainal Abidin and Norsyahida Mokhtar

At the end of this case study, students should be able to identify issues relating to the external and internal environment of a business; explain how traditional marketing differ…

Abstract

Learning outcome

At the end of this case study, students should be able to identify issues relating to the external and internal environment of a business; explain how traditional marketing differ to social media marketing strategy and how digital marketing could be applied for frozen food company, identify alternatives to address the production capacity issue and challenges of contract manufacturing; identify and discuss measures that a company could adopt to effectively manage the working capital; apply various business management tools, concepts and theories in different decision-making settings – tools or concepts such as Porter’s five forces, SWOT analysis, PESTEL; and use analytical and logical skills through problem solving.

Case overview/synopsis

This case presents Khir, CEO of Mamart Food, facing several challenges in the post Covid-19 pandemic. Mamart Food is a SME manufacturing company located in Peninsular Malaysia. It competes in a frozen food industry. The case highlights the turbulence which Khir had to face due to the production capacity issue. He had the dilemma of balancing between the opportunity to boost sales and the capacity to meet demand. The dilemma emerged during the Movement Control Order in place and was expected to continue in the post MCO period. Quite a number of frustrated stockists over the unmet demand have started to aggressively voice out their dissatisfaction. Seeing the growing number of complaints, Khir had to act fast. Being the CEO, Khir must resolve the tension between Suliana, the production manager and Hisham, the sales and marketing manager. Failing which, it could be detrimental to the survival of Mamart Food. The most effective strategy for Mamart Food therefore needs to be formulated immediately.

Complexity academic level

This case is designed mainly for final year students in Accounting or Business undergraduate programmes.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Case study
Publication date: 1 May 2011

Igor V. Gladkikh, Sergei A. Starov, Edward Desmarais and Gavriel Meirovich

The case describes the popular Russian children's animated TV series named the Smeshariki, its parent company (Marmelad), the domestic animation industry, and the principal…

Abstract

The case describes the popular Russian children's animated TV series named the Smeshariki, its parent company (Marmelad), the domestic animation industry, and the principal international rivals and their respective animated products and/or services. The series' success led to the organic growth of vertically and horizontally related business units. Marmelad's business units' scope included producing more than 200, six and one-half minute episodes of the Smeshariki, branded children's products (e.g. educational games), granting licenses to manufacturers, establishing a network of kindergartens, and licensing the Smeshariki animated series to exhibitors in international markets. Key issues the company faces include: brand management for the Smeshariki and Marmelad, domestic and international competition in the Russian animation industry, and the need for professional management. The case provides instructors with a range of options including a holistic marketing case, or one that concentrates on focused marketing issues (i.e. all or parts of the marketing mix, brand architecture, brand equity and brand management).

Details

The CASE Journal, vol. 7 no. 2
Type: Case Study
ISSN: 1544-9106

Abstract

Theoretical basis

Critical analysis of observed practice.

Research methodology

Field study.

Learning outcomes

To expose accounting and MBA students to Lean management and the performance measures that support Lean management by presenting a case of a comprehensive and very successful Lean transformation; to give accounting and MBA students the opportunity to construct a strategy map and a balanced scorecard based on a rich case description; and to critically assess the suitability of balanced scorecards for a company that embraces Lean management.

Case overview/synopsis

The case describes a comprehensive transformation from conventional management to Lean management and business practices, with an emphasis on the largely non-financial performance measures used to support the transformation. Around the time of the Lean transformation, the balanced scorecard, a multi-dimensional measurement approach, was introduced to address the problems of excessive reliance on financial performance measures. Students are asked to compare and contrast Wiremold’s approach to the balanced scorecard.

Complexity academic level

Graduate or upper level undergraduate courses in cost accounting, managerial accounting and strategic management.

Details

The CASE Journal, vol. 18 no. 2
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 3 March 2023

Anshuman Rath and Sumita Mishra

After studying the case, the students will be able to: 1. understand the business and existing HR practices at Precision Engineering; 2. evaluate the factors affecting business…

Abstract

Learning outcomes

After studying the case, the students will be able to: 1. understand the business and existing HR practices at Precision Engineering; 2. evaluate the factors affecting business that may require the company to formalise its HR practices; 3. create recruitment and selection-related solutions for HR 2.0 using appropriate models and theory to aid the company meet its business goals; 4. create training needs identification and evaluation practices for HR 2.0 using appropriate models and theory to aid the company meet its business goals; and 5. create performance planning and review-related solutions for HR 2.0 using appropriate models and theory to aid the company meet its business goals. The case helps students objectively assess HR practices related to three core verticals – recruitment and selection; training; and performance management systems. It also enables them to reassess these practices with the help of specific metrics and models.

Case overview/synopsis

Precision Engineering was a manufacturer of machined metal components in the Indian automotive components industry. It had been a family-run business since its inception in 1995. Precision was awarded the prestigious Automotive Component Manufacturers of India award in 2020 for excellence in HR. Ms Sakshi Kapoor, General Manager of Innovation, was ecstatic at the receipt of this award. She, however, was thoughtful about the informal human resource (HR) practices at the company. The top management had announced an aggressive growth plan and advised Ms Kapoor to leverage HR practices to facilitate these plans. Recruitment and selection, employee training and performance management systems needed to be formalised on a priority basis to strategically aid the future business agenda at Precision. Ms Kapoor faced the challenge of preparing the roadmap of HR 2.0 while preserving the employee-centric beliefs at Precision. The case initiates a discussion to achieve this goal by adopting suitable HR metrics and models.

Complexity academic level

It should be taught in the core course on Human Resource Management for first-year Masters in Business Administration (MBA) students. Alternatively, it could be used in elective courses such as Strategic Human Resource Management, Training and Development and Performance Management Systems for second-year MBA students.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 6: Human Resource Management.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 15 February 2022

Saad Tahir and Asher Ramish

This case study aims to be taught at an MBA level. Specifically, those students who are majoring in supply chain would benefit the most from this case study. This case study has…

Abstract

Learning outcomes

This case study aims to be taught at an MBA level. Specifically, those students who are majoring in supply chain would benefit the most from this case study. This case study has elements of supply chain management, supply chain strategy, warehousing and logistics, and a digital supply chain for Industry 4.0. The learning outcome of this case study could be seen if the students are able to identify the challenges and opportunities of a digital supply chain for Industry 4.0 and how it could be implemented methodically. Teaching Objective 1: Students should be able to identify what challenges organizations face if they implement a digital supply chain for Industry 4.0. Teaching Objective 2: Students should be able to identify what opportunities can be tapped if Big Data Analytics are used in a supply chain teaching. Objective 3: Students should layout a methodical plan of how an analogue company can gradually achieve the objective of implementing a digital supply chain for Industry 4.0 in procurement function.

Case overview/Synopsis

Based in the Lahore region of Pakistan, Xarasoft is a footwear manufacturing company which has undertaken a decision to transcend to a digital supply chain for Industry 4.0 by 2027. Asif, who is the Head of the Department of Supply Chain, has to come up with a plan to present in the next meeting with the CEO. Xarasoft is a company that preferred to work in an analogue routine. The company set production targets and sold goods through marketing. With no forecast or exact demand, the company had decided to procure 140 million units of raw material and carrying a huge inventory, a percentage of which had to be thrown away as it started to degrade. While the company did have machinery on the production floor, they were operated manually and were a generation behind. Asif faced the question of what challenges he would face and exactly how would a digital supply chain for Industry 4.0 be implemented in the company.

Complexity academic level

Masters level supply chain courses

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 9: Operations and Logistics.

Case study
Publication date: 17 May 2021

Saroj Koul and Hima Gupta

Illustrate the typical organizational responsibility of a small, medium industry dealing with precision manufacturing products. Introduce a balanced scorecard (BSC) as a concept…

Abstract

Learning outcomes

Illustrate the typical organizational responsibility of a small, medium industry dealing with precision manufacturing products. Introduce a balanced scorecard (BSC) as a concept about the case in the context. Introduce the parameters specific to small and medium enterprise (SME) that could be considered to be part of the key performance indicators. Understand the advantages and disadvantages of using a BSC in SMEs in emerging economies.

Case overview/ synopsis

Gopika Rani, the recently hired Executive Assistant along with Sanjana M, the Business Development Manager of SEP India Private Ltd. (SEPI), a small medium enterprise, were finalizing a proposal for the forthcoming “India Small Business Excellence Awards 2020.” The proposal was to be considered by the Board of Directors scheduled to meet next week for approvals. Sanjana apprises Gopika on CRISIL’s policy advisory role and its annual awards scheme for SMEs in India. She also details recent modifications announced by the Government of India that had impacted SEPI and was pertinent for filling the application. Gopika understood that SEPI was well-known for the precision and durability of its component, and was poised for growth. The business catered to global suppliers (Tier-1 companies) of the Indian automotive industry that accounted for over 75% and the balance contributed to exports. SEPI’s unique products such as Starter Motor Ignition or the Fuel Vending pump (Automotive) or the non-automotive products such as arrowheads and bowstrings (sports) or the heart-valves (medical) have all the quality certifications. For new product development, customer feedback played a crucial role at all stages of development from prototype to pilot tests. SEPI’s mission “be our customers’ preferred supplier and business partner” drove their personnel and organizational objectives. Also, SEPI could get multiple benefits and be in a strong market position because of this award recognition. Gopika was, however, unclear about SEPI’s business strategies and use of appropriate performance measurement tools. Gopika desired to address the Board of Directors next week on her idea of applying a BSC as a useful “strategic planning and management tool.” The BSC methodology can be used to monitor the performance of SME firms against strategic goals. It can be successfully implemented in smaller organizations because of their simpler set-ups and tendency to arrive at a consensus quickly. However, implementation of BSC within the Indian micro, small and medium enterprises has been scant. Several studies found that the lack of ownership, resistance to change, a scarcity of training and coordination between the departments and lack of funds were among the challenges. The firms also had to make numerous changes to their strategies as business environments evolved. Gopika was convinced that the tool could blend in all the “four perspectives – customer, financial, internal business and learning and growth” and grow. The tool could demonstrate meeting all the prerequisites, “needs to have an exemplary vision, demonstrate outstanding business acumen, use best practices and create a legacy for the others to follow,” that were prerequisites for receipt of this award. Her next project would be to seek approval for the implementation of BSC, a beneficial and apt tool for SEPI. Do you agree with Gopika Rani that BSC is a suitable tool for SEPI? If yes, why? If no, why?

Complexity academic level

This case study titled leveraging the BSC – a tool for SME advancement is intended for use in the graduate management program (MBA) in subject electives, namely, entrepreneurship, strategy formulation, human resource management or production management.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Supplementary materials

Teaching Notes are available for educators only.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

1 – 10 of over 1000