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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
Keywords
Quality control in the automobile industry. Supply chain management. Brand reputation. Decision making. Civil responsibility.
Abstract
Subject area
Quality control in the automobile industry. Supply chain management. Brand reputation. Decision making. Civil responsibility.
Study level/applicability
MBA.
Case overview
In 2004 a Toyota Hilux was involved in a traffic accident in Japan because of a defective rod which cracked. The driver lost control of the vehicle. In Japan, the problem was regarded as negligence, and Toyota implemented a recall program. Toyota's CEO needs to inform to the public how the issues related to the recall were not detected in the design and production process.
Expected learning outcomes
Understand how a problem in quality control occurred and to analyze all the possible causes and solutions. To identify the stakeholders that were involved in the problems, and to evaluate what was at stake for each one of them.
Supplementary materials
Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
Details
Keywords
David Austen-Smith, Daniel Diermeier and Eitan Zemel
In late 2009 Toyota became the subject of media and U.S. government scrutiny after multiple deaths and injuries were attributed to accidents resulting from the unintended and…
Abstract
In late 2009 Toyota became the subject of media and U.S. government scrutiny after multiple deaths and injuries were attributed to accidents resulting from the unintended and uncontrolled acceleration of its cars. Despite Toyota's voluntary recall of 4.2 million vehicles for floor mats that could jam the accelerator pedal and a later recall to increase the space between the gas pedal and the floor, the company insisted there was no underlying defect and defended itself against media reports and regulatory statements that said otherwise. As the crisis escalated, Toyota was further criticized for its unwillingness to share information from its data recorders about possible problems with electronic throttle controls and sticky accelerator pedals, as well as braking problems with the Prius. By the time Toyota Motor Company president Akio Toyoda apologized in his testimony to the U.S. Congress, Toyota's stock price had declined, in just over a month, by 20 percent---a $35 billion loss of market value.
Understand the strategic and reputational nature of crises Recognize the challenges of managing a crisis Learn the requirements for building trust in a crisis Understand the challenges of managing a crisis that may not be the company's fault Identify the strategic business problem in a crisis Understand how corporate structure may help or hinder effective crisis management Understand the media landscape and its impact on crisis management
Details
Keywords
Wieslaw Urban and Agnieszka Mazurek
Production management and personnel management.
Abstract
Subject area
Production management and personnel management.
Study level/applicability
Production management modules of undergraduate business and management courses.
Case overview
The case describes the implementation of 5S by a Polish production company, namely Bianor. It presents not only the literature base and benefits of 5S but, in particular, shows the specificity of the implementation process, taking into consideration attitudes of employees; moreover, the study devotes some attention to aspects of organizational culture.
Expected learning outcomes
The case shows how to implement the 5S method in a production company, and how effective communication of processes is essential to implementing business change.
Supplementary materials
Teaching note.
Details
Keywords
Critical analysis of observed practice.
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
Keywords
Shellyanne Wilson and Dennis Nurse
Operations Management Quality Management.
Abstract
Subject area
Operations Management Quality Management.
Study level/applicability
The case can be used in a number of course contexts, including undergraduate and graduate courses in operations management and quality management.
Case overview
Central Tobacco Plant (CTP) is a tobacco processing and packaging company, operating in the Central America and Caribbean region. This case focuses on a waste measurement exercise conducted in the cigarette production department of CTP, which was commissioned by George Edwards, the Secondary Manufacturing Department Manager. The reason for the exercise was the announcement that CTP could possibly face a plant audit, where a poor result could cause the shifting of manufacturing of some products, or, in the worst case scenario, all of it product lines, to one of the larger, and more efficient manufacturing plants in the Central America and Caribbean region. The waste measurement exercise is carried out as a three-week student–industry project by two students pursuing an MSc programme at the local university, who are mentored by both Edwards and by a university supervisor. At the end of the exercise, Edwards needs to consider the appropriateness of the current waste measurement system, the quantities of waste produced and opportunities to reduce waste.
Expected learning outcomes
The case has four primary learning objectives: to illustrate the role of performance measurement in process improvement, to explore the perspective of lean manufacturing in waste management, to apply basic quality tools in the analysis of a manufacturing process and to identify opportunities for process improvement.
Supplementary materials
Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
Subject code
CSS 9: Operations and Logistics
Details
Keywords
Supply chain management.
Abstract
Subject area
Supply chain management.
Study level/applicability
The case is suitable for post graduates in management, and for those managing small sector supply and manufacturing systems.
Case overview
ACPL is an organisation which moved from trading to manufacturing a technology product instrument transformers (ITs) for power utility companies for 11 years, competing with the best in industry, reducing internal costs, and modernising the supply chain. ACPL was started as a trading organisation in electrical items in Delhi by Munish Kumar, an engineer by profession in 2001. In 2004 he ventured into manufacturing, which expanded in two locations in Ghaziabad, NCR Delhi. Later his two sons, engineer and management graduate, respectively, joined the organisation. In less than a decade, by 2007, ACPL had grown to be a private limited organisation. ACPL manufactures ITs required by power boards and companies for conversion and usage of high voltage (11 kV/33 kV) transmitted power into 220 V single phase/440 V three phase power. From tender/enquiry through manufacturing to inspection and despatch takes a long supply chain cycle time holding space as well as inventory. An interview with the chairman of ACPL in the case highlights issues affecting its margins and growth. The long process to delivery time may be in vogue in this type of industry but this holds up a huge inventory. The company management has been working to resolve this crisis along with an urgent need to grow in a competitive environment. The problem is being addressed.
Expected learning outcomes
This case study should help students to understand the concept of the supply chain and supply cycle, in a manufacturing company in particular. It has been found that students understand the supply chain as part of the marketing function dealing with finished stocks, warehousing and delivery to end customers as per agreements, and arranging payments from customers. The supply chain also deals with in bound materials management. Raw materials planning, purchasing, inventory management are crucial for effective business operations management in any organisation.
Supplementary materials
Teaching notes are available; please contact your librarian for access.
Details
Keywords
Fatima Hamdulay and Himanshu Vidhani
Lean thinking and organizational culture
Abstract
Subject area
Lean thinking and organizational culture
Study level/applicability
MBA, Executive Education, Post Graduate Diploma
Case overview
The case details the adoption of lean thinking at K-Way, a contemporary technical textile manufacturer of outdoor apparel and accessories. The case covers the 12-year journey at K-Way, detailing the process and cultural improvements the company underwent. The case closes as Bobby, the General Manager at K-Way, thinks about his new challenges. The CEO of K-Way’s parent company, Cape Union Mart, wants Bobby to start devolving the lean thinking approach to other units within Cape Union Mart, in particular a newly acquired and under-performing children’s clothing business. Bobby is excited at the prospect, but simultaneously anxious about the work that still needs to happen at K-Way and more importantly, whether the organization is ready for his, and his key consultant-coach’s withdrawal as the primary “voices” of lean thinking. Would there be a reversal of progress in their absence and how can they counter this?
Expected learning outcomes
Understanding lean thinking as a management system and not a mere set of tools for waste reduction, while recognizing the importance of waste reduction. An understanding of how to entrench lean thinking in an organization after initial adoption with specific emphasis on the following: Kata and scientific thinking – what it is and how it can be employed; Hoshin Kanri/Strategy Deployment – what it is and how it can be used; Leader Standard Work, what it is and how it can be used. Consider responses for a company that has been on a lean journey for 10 years, with a focus on how (or if) lean leaders can withdraw from the operation.
Supplementary materials
Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
Subject code
CSS: 9: Operations and logistics
Details
Keywords
Maureen Dennehy, Hamieda Parker, Sarah Boyd and Claire Barnardo
The case introduces students to aspects of operations management (OM) and management theory and provides examples of the real-world challenges facing a practitioner. It requires…
Abstract
Learning outcomes
The case introduces students to aspects of operations management (OM) and management theory and provides examples of the real-world challenges facing a practitioner. It requires students to think about the operational manager’s responsibilities and how organisational context influences choices and possibly even fit within an organisation.
Case overview/synopsis
In this case, a factory lead protagonist presents her OM challenges and choices within a for-purpose, rather than for-profit, a social enterprise in South Africa. The context presented unusual constraints that required thoughtful adaptation and judicious choices. The case introduces students to aspects of OM and management theory and provides examples of the real-world challenges facing a practitioner. It requires students to think about the operational manager’s responsibilities and how organisational context influences choices and possibly even fit within an organisation.
Complexity academic level
The case is aimed at postgraduate business students studying OM.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS 9: Operations and logistics.
Details
Keywords
Andries Maritz and Fatima Hamdulay
Agile software development, Knowledge workers and Lean thinking as a management system
Abstract
Subject area
Agile software development, Knowledge workers and Lean thinking as a management system
Study level/applicability
The case lends itself to students of business management, or aspiring consultants, who have been exposed to operations management in general and Lean thinking specifically. It is an advanced case study, assuming prior knowledge in these subjects and approaches the subject matter from an organisational development point of view, rather than a pure operations point of view. It is thus well suited to an elective on operational excellence on an MBA or in executive education courses in Lean thinking
Case overview
The case starts with Mark, manager of a software development team, hearing that he will have budget for two new developers who will join his team in the coming year. While the extra help could be useful, he was considering what the impact of new people would be on the productivity of the team, which he felt was already stretched. Mark continues to consider the entire development chain and how code changes were implemented to ACSESim’s (the company’s primary product) graphical user interfaces. Having recently been acquired by an American company, he was also under pressure to start to adopt some of the parent company’s systems, which would constitute a fairly disruptive, but necessary, change, particularly for future collaborations with other developers in the parent company. With two new developers, experience taught Mark that development could slow down owing to training efforts. To minimise disruption, he was wondering about how to get the new developers up-to-speed quickly and streamline their operations within a changing corporate environment. The case highlights the different mechanisms that were in place at ACSESim, including the use of issue trackers; Kanban boards; version control software; automated systems; stand-up meetings, etc. Each of these mechanisms is discussed briefly and shows the value they added to the development practices that were in place. This also allows students to understand Agile practices and what Lean thinking might mean in a knowledge work environment and then to consider what the proposed changes might mean and how they could be deployed.
Expected learning outcomes
To gain an understanding of how Lean and Agile principles can be applied in a software development environment and Lean knowledge work in general To consider the best way to manage new hires so that they can become productive in a Lean or Agile software development environment, whilst dealing with pressures to migrate to new systems.
Supplementary materials
Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
Subject code
CSS: 9: Operations and Logistics.
Details