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What Is a Case Study?

When you’re performing research as part of your job or for a school assignment, you’ll probably come across case studies that help you to learn more about the topic at hand. But what is a case study and why are they helpful? Read on to learn all about case studies.

Deep Dive into a Topic

At face value, a case study is a deep dive into a topic. Case studies can be found in many fields, particularly across the social sciences and medicine. When you conduct a case study, you create a body of research based on an inquiry and related data from analysis of a group, individual or controlled research environment.

As a researcher, you can benefit from the analysis of case studies similar to inquiries you’re currently studying. Researchers often rely on case studies to answer questions that basic information and standard diagnostics cannot address.

Study a Pattern

One of the main objectives of a case study is to find a pattern that answers whatever the initial inquiry seeks to find. This might be a question about why college students are prone to certain eating habits or what mental health problems afflict house fire survivors. The researcher then collects data, either through observation or data research, and starts connecting the dots to find underlying behaviors or impacts of the sample group’s behavior.

Gather Evidence

During the study period, the researcher gathers evidence to back the observed patterns and future claims that’ll be derived from the data. Since case studies are usually presented in the professional environment, it’s not enough to simply have a theory and observational notes to back up a claim. Instead, the researcher must provide evidence to support the body of study and the resulting conclusions.

Present Findings

As the study progresses, the researcher develops a solid case to present to peers or a governing body. Case study presentation is important because it legitimizes the body of research and opens the findings to a broader analysis that may end up drawing a conclusion that’s more true to the data than what one or two researchers might establish. The presentation might be formal or casual, depending on the case study itself.

Draw Conclusions

Once the body of research is established, it’s time to draw conclusions from the case study. As with all social sciences studies, conclusions from one researcher shouldn’t necessarily be taken as gospel, but they’re helpful for advancing the body of knowledge in a given field. For that purpose, they’re an invaluable way of gathering new material and presenting ideas that others in the field can learn from and expand upon.


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operation management case study with answers pdf

Operations Management Case Studies

1. Introduction This report focuses on the case studies of the Levi Jeans workers and the California Auto Club reengineering customer service. It looks at operations management as a source for gaining a competitive advantage and overcoming potential problems experienced within and organisation or workplace. The questions to be reviewed are as follows: Jeans Therapy - Levi’s factory worker are assigned to teams‚ and morale takes a hit: 1. What went wrong with Levi’s move to teams in their plants

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operation management case study with answers pdf

Operation Management Case Study

Case 1: Daikin China (word count 983) Daikin? Maybe you are not familiar with this brand. It doesn’t matter. When Daikin entered China market in 1990‚ many Chinese consumers always asked same questions‚ “What is Daikin?”‚ “Where does Daikin come from?”‚ “What products does Daikin operate?”‚ or “Is it a Korea brand?”. But now‚ Daikin becomes the No.2 air-conditioning manufacturer in the world which is only fall behind Carrier‚ the US air-conditioning giant who was the inventor of air-conditioning

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operation management case study with answers pdf

Case Study - Operations Management

It was July 2002 and Theodore Streng‚ Head of Supply Chain Management (SCM) of SIG Combibloc‚ the second biggest supplier of aseptic packages for food and beverages just tried to prioritize the aspects he was about to present at the meeting of the executive committee on strategic positioning. The key issue of this meeting was the benchmark report which compared SIG Combibloc to its main competitor Tetra Pak. The results of the study were striking: “Whereas both companies are head to head in

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Operations Management Case Study

Operation management week 3-2 1. what is the reason for formulating and implementing an operation and supply chain strategy? The implementation of an operations and supply chain strategy is necessary for an organization in order to provide a clear vision of the value they will provide to the customer. The strategy should detail the competitive advantage the organization seeks to obtain and deliver. To develop a successful strategy‚ the organization must understand the values held by the customer

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Operations Management And Operations Strategy Case Study

Operations management and operations strategy are two very important undertakings for any company that is involved in the production of products and services. This is because operations management ensures that raw materials are successfully converted to finished goods‚ while operations strategy makes sure that whichever goods or services produced have a competitive advantage over similar products offered by rival companies. It is from the business strategy that the operations strategy is derived

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operation management case study with answers pdf

Case Study and Essential Operations Management

Guideline answers to short case study questions– Essential Operations Management Lecturer resources Essential Operations Management Lecturer resources Guideline answers to short case study questions 1 © Alex Hill and Terry Hill 2011 Guideline answers to short case study questions– Essential Operations Management Lecturer resources This document contains answers to the short case study questions contained within each chapter. For extended teaching notes relating to the long case studies

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CDS Case Study - Operations Management

1.0 INTRODUCTION Operations management is defined as “the activity of managing the resources which produce and deliver products and services” (Slack et al. 2010 p4). This encompasses the entire activity carried out within the organization. With increasing pressure on organizations to deliver optimally at reduced cost‚ the role of operations has been transformed from that of strategy implementer to one of strategy driver. Operations strategy looks at the patterns of strategic decisions and actions

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Operations Management Case Study on Bakery

17 Introduction This report is a case study about aspects of operations management involved in a bakery. The bakery was founded in 1960s. This is one of the famous bakeries known as Best bake in south of Bangalore. I have analyzed the operations management concepts and also few recommendations done in the necessity areas. As one of the oldest bakeries in the city‚ Best bake sets high standards

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Operations Management Case Study Analys

Case study : Design house partnership at Concept Design Services Why is operations management important in CDS? Operations management is important in CDS if they are to continue being one of Europe’s most profitable home ware businesses. As with any other company‚ CDS objective is to add value to their final product while using its resources effectively and efficiently through its internal processes. The company has successfully been able to apply the technology used in the aerospace sector onto

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operation management case study with answers pdf

Case Study Optima Operations Management

the United States Secret Service and the Carnegie Mellon University Software Engineering Institute’s CERT® Coordination Center. Case Study - Efficient Service Production with Optima The company - Mitec Group The Mitec Group has 12 years of experience in the area of voice network management . The Group has a proven track record from supplying scalable management solutions for Voice Managed Services. The Challenge An increasing number of enterprises decide to buy managed services or completely

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Operation Management - Case Study Analysis

Author: Diana Nagy‚ MBA FT 11‚ Grenoble Graduate School of Business Course: Operation Management Prof.: Alexander Fidanza Assignment: Custom Molds Inc. - case study analysis Submitted: November 2010 Custom Molds Inc. – Case Study Analysis 1. What are the major issues Tom and Mason Miller are facing? Looking at the workflow of Custom Molds raises several questions. First‚ customers’ complaints about delivery delays have increased. The voice of the customer always signals a problem. Tom and Mason

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Operations management case study 1

Operations management case study Name Institution Introduction Some of the most essential factors that can be used in the management of customers include order winning and order qualifying factors. Notably‚ these factors are very essential in ensuring that businesses carry out their activities in the most efficient ways. It is quite imperative for various organisations to understand the distinct aspects related to order winning and order qualifying factors in order to ascertain progress

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Cases in Operations Management

        P. 77 Cases in Operations Management Cases in Operations Management Ratings:  0|Views: 13‚887|Likes: 96 Published by Sunil Kumar See More

Strategic Operations Management Case Study

MGMT7.04 Strategic Operations Management Case Study 1 Due Date: 20.03.2015 Structure 1. Introduction 3 2. Hagen Style’s important operations resources 3 3. Hagen Style’s market requirements 4 4. Courses of action 5 4.1 Three alternative courses of action 5 4.2 Evaluation and justification of courses of action 6 5. Recommendation 6 References 8 List of figures 8 1. Introduction Hagen Style was a firm which sold kitchen equipment‚ tableware and small gadgets. It was a very strong

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Harvard case studies - Operations management

MCDONALDS CASE PART B I. INTRODUCTION McDonalds is a very famous fast-food restaurant with more than 31‚000 worldwide branches. Its main dishes are hamburger and fries. McDonalds has limited choice of food but in turn it serves its patrons fast. However‚ the restaurant is about 41 years olds now and consequently it becomes penetrated and mature‚ it has more competitions and tough challenges. In Operation management term‚ McDonalds has highly qualified operating system‚ its kitchen and its management

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Operations Management - Case Study - Ikea

Introduction This paper analyzes the case article entitled “IKEA: Design and Pricing”. It aims to analyze IKEA’s business strategy of introducing its “good quality at low price” products in North America and identify the factors and strategies that IKEA must consider and apply to ensure its success. IKEA’s Challenge: Products Success in North America IKEA is known for its product strategy of providing low cost household items. This is made possible through IKEA’s constant process of driving

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Operations Management: Test Questions and Answers

What is operations management and how is different from operations research? Operations Management is the set of activities that creates value in the form of goods and services by transforming inputs into outputs. The operations management of any organization involves the design‚ operation ‚ and improvement of the systems that create and deliver the primary products and services of the organization. From an organizational point of view‚ operations management might be defined as the management of the

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Case Study: Productions and Operations Management

* CASE STUDY * PLANT LOCATION PROBLEMS * During 1970 government of india decided to expand the steel production under public sector units (psu). Three locations were selected to set up the plant. 1. Vijayanagar steel plant in bellary Karnataka. 2. Salam steel plant in TN. 3. Vizag steel plant in AP. * A panel of eminent personalities was formed to analyze the locations. * The important raw materials for steel are : 1. Iron ore : should contain atleast 60% of

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Operations Management Case Study Mandexor Memory

Running head: ANALYSIS OF MANDEXOR MEMORY CASE STUDY Analysis of Mandexor Memory Case Study -Capacity Planning and Control Alfred Asuah Adongo (13025813) Ghana Institute of Management and Public Administration Professor: Dr. Chris Tabi Amponsah EMBA 665 - Operations and Project Management 6th April 2014 1 Analysis of Mandexor Memory Case Study -Capacity Planning and Control 2     Abstract This paper explains capacity planning and control in the case of Mandexor Memory. Mandexor Memory with

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Operation Case Study

changes will be needed in manufacturing to effectively compete in the new environment. The purpose of the case is to expose the students to the concept of a manufacturing strategy and the changes in manufacturing which are associated with a change in strategy. The case provides an effective vehicle for teaching this and also for the concept of integrating all aspects of operations . Discussion Questions 1. What objectives should be adopted in manufacturing with respect to cost‚ delivery

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Case Study In Operations Management

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2011, Journal of Business Case Studies (JBCS)

This case study is conducted within the context of the Theory of Constraints. The field research reported in this document contains information specific to the telecommunications industry. An examination of the history, organization design, problems and solutions for one telecommunications company are undertaken from the perspective of academic work in the Theory of Constraints. The information included in this document was developed through interviews with four senior managers including the President, the Chief Technology Officer, a Vice President and a department manager. Their responses were the basis of identifying problems and undesirable effects. The undesirable effects were diagramed in six UDE clouds dealing with the following issues: 1- unclear vision from management to employees; 2- supplier; 3- market; 4- the price and regulation environment; 5- production; and 6- bureaucracy. These undesirable effects were logically examined until a single cloud depicting the core confli...

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This MBA project was based on strategy and performance analysis. It was about determining the “CRITICAL SUCCESS DRIVERS FOR A NEW FIXED-LINE TELECOM ENTRANT IN KSA MARKET”. The study focused on KSA market and its attractiveness for investment especially in telecom industry. The ICT regulator “CITC” role is in creating an attractive investment environment and what required steps to be taken in order to improve and foster the telecom fair, healthy competition. Also, the study looked at what suitable entrance strategy, how position itself in the market and how to employ the marketing mix in its effort of building a customer base as fast as possible in order to sustain growth. Field surveys were conducted. The surveys were designed based on the strategic map that is being developed as a result of this case-study analysis based on the adopted models and frameworks suggested by the literature. These surveys spans the areas of entry and (post-launching) operation strategy; launching event period; customer value proposition: product development management and customer care and support (CC&S); organization & restructuring.

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MBA Operations Management Case Studies Assignment Questions and Answers

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When you think of a hospital, what comes to mind? Patients, emergency rooms, technology and medical advancements. Making the sick and injured well again. When officials at Virginia Mason think of hospitals, they think of cars. A car manufacturing plant, to be exact. Beginning in 2000 the hospital’s leaders looked at their infrastructure and saw it was designed around them, not the patient, said Dr. Gary Kaplan, Virginia Mason’s chairman and chief executive officer. F or example, you hurry up and be on time, only to wait for the physician to see you. They began looking for a better way to improve quality, safety and patient satisfaction. After two years of searching, they discovered the Toyota Production System, also known as lean manufacturing. Developed in part by Japanese businessman Taiichi Ohno, the idea is to eliminate waste and defects in production. Virginia Mason has tailored the Japanese model to fit health care. Kaplan and other Virginia Mason managers took their first trip to Japan in 2002 where they visited manufacturing plants such as Toyota and Yamaha.

Nearly 200 employees have toured plants in Japan and a ninth trip is planned for this summer. While Virginia Mason couldn’t say exactly how much they paid over the years to send the staff overseas, officials liken it to leadership training other companies pay for their employees. They say the benefits offset the costs. “‘People are not cars’ is very common for me to hear,” Kaplan said.  We get so wrapped up in the seriousness and specialness of health care, but we also have to open our eyes to other industries—we’re way behind in information specialists and taking waste out of our process.

Toyota is obsessed with the customer and customer satisfaction . . . all those things Toyota was about was what we wanted.” So what does that mean? There are seven wastes, according to the production system. One is wasting time, such as patients waiting for a doctor or for test results to come back. Others are inventory waste—having more materials and  nformation than is necessary—and overproduction waste, producing more than is necessary. Take, for example, stockpiling brochures and pamphlets in storage closets. They take up space. There is wasted cost to make so many pamphlets that aren’t needed. The hospital and all of its campuses in the Seattle area implemented a Kanban system, which signals the need to restock. Kanban, which means “visual card” in Japanese, uses exactly that—a card put near the bottom of a pile of tongue dispensers, gauze strips or brochures, for example.

When a nurse or physician sees the card, he or she knows it’s time to refill. Supplies don’t run out, but they also aren’t over-ordered. The hospital created standardized instrument trays for surgeries and procedures, which saved several hundred dollars by no longer setting out extra instruments no one used. Unused but opened instruments have to be thrown away. I t takes a series of simple steps to make improvements, said Janine Wentworth, an administrative director who returned from a two-week trip to Japan last month. One example is the development of a flip chart showing the level of mobility in physical therapy patients. The chart shows the appropriate picture of what the patient can do, and each nurse or physician who comes in the room doesn’t have to waste time searching charts or asking questions.

Went worth also wants to implement a production plan to hire more staff before a shortage exists based on turnover rates on any given hospital floor. Another adaptation from the Toyota model is a patient safety alert system. At the manufacturing plant, if there’s a problem, the whole line is stopped and the problem is fixed immediately. Virginia Mason’s practice had been to identify and fix problems after the fact, perhaps leading to mistakes recurring many times before a solution was found. The alert system allows nurses and physicians to signal a problem when it happens and fix it immediately. Virginia Mason’s Kirkland site has about 10 alerts each day. The Kirkland campus implemented the Toyota model in 2003. They’ve reduced appointment and telephone delays by having medical assistants handle incoming calls, instead of medically untrained operators.

Also, instead of doctors waiting until the end of the day to go through a stack of patient records, they now write comments and recommendations immediately after seeing the patient before going to see the next one. The time saved increases the time a physician can spend with a patient. Dr. Kim Pittenger, medical director at Virginia Mason Kirkland, said most of the cost of medical care involves clogs in the flow of information—paper forms, lab results, phone messages, often leading to irritated patients. Working the backlog down costs more than if you never let things pile up in the first place, he said.

He said not everyone has agreed with the new system and a few physicians have left Virginia Mason because of it. “ To some it seems like obsessive-compulsive disorder run amok, but it’s part of a solution that eliminates mistakes,” Pittenger said. Other hospitals, including Swedish Medical Center, have incorporated the lean system into parts of their operation. Virginia Mason said overall benefits include an 85 percent reduction in how long patients wait to get lab results back, and lowering inventory costs by $1 million. They’ve redesigned facilities to make patient and staff workflow more productive. The hospital reduced overtime and temporary labor expenses by $500,000 in one year and increased productivity by 93 percent. While direct cost savings aren’t passed on to patients with the new system, less waiting, increased safety and more efficient care are.

Kaplan’s vision is to have patients start their appointment in the parking garage with a smart card that triggers their entire appointment process. No more waiting rooms, just move directly from the garage to an examination room. Total flow—no waiting, no waste and it’s all about the patient. “We have more than enough resources in health care,” Kaplan said. “We just need to stop wasting it and only do what’s appropriate and value-added and we’d save billions.” Source: Cherie Black, “To Build a Better Hospital, Virginia Mason Takes Lessons from Toyota Plant,” Seattle Post-Intelligencer, March 15, 2008. Copyright © 2008. Used with permission.

The Boeing Company, headquartered in Chicago, Illinois, is one of the two major producers of aircraft in the global market. The other major producer is European Airbus. Boeing produces three models in Everett, Washington: 747s, 767s, and 777s. The planes are all produced in the same building. At any one time, there may be as many as six planes in various stages of production. Obviously the building has to be fairly large to accommodate such a huge undertaking. In fact, the building is so large that it covers over 98 acres and it is four stories high, making it the largest building by volume in the world. It is so large that all of Disneyland would fit inside, and still leave about 15 acres for indoor parking! The windowless building has six huge doors along one side, each about 100 yards wide and 40 yards high (the size of a football field)—large enough to allow a completed airplane to pass through. Boeing sells airplanes to airlines and countries around the globe.

There isn’t a set price for the planes; the actual price depends on what features the customer wants. Once the details have been settled and an order submitted, the customer requirements are sent to the design department. Design Designers formerly had to construct a mock-up to determine the exact dimensions of the plane and to identify any assembly problems that might occur. That required time, materials, labor, and space. Now they use computers (CAD) to design airplanes, avoiding the cost of the mock ups and shortening the development time. The Production Process Once designs have been completed and approved by the customer, production of the plane is scheduled, and parts and materials are ordered. Parts come to the plant by rail, airplane, and truck, and are delivered to the major assembly area of the plane they will be used for.

The parts are scheduled so they arrive at the plant just prior to when they will be used in assembly, and immediately moved to storage areas close to where they will be used. Time-phasing shipments to arrive as parts are needed helps to keep inventory investment low and avoids having to devote space to store parts that won’t be used immediately. There is a trade off, though, because if any parts are missing or damaged and have to be reordered, that could cause production delays. When missing or defective parts are discovered, they are assigned priorities according to how critical the part is in terms of disruption of the flow of work. The parts with the highest priorities are assigned to expediters who determine the best way to replace the part. The expediters keep track of the progress of the parts and deliver them to the appropriate location as soon as they arrive. In the meantime, a portion of the work remains unfinished, awaiting the replacement parts, and workers complete other portions of the assembly. If the supplier is unable to replace the part in a time frame that will not seriously delay assembly, as a last resort, Boeing has a machine shop that can make the necessary part. The partially assembled portions of the plane, and in later stages, the plane itself, move from station to station as the work progresses staying about five days at each station.

Giant overhead cranes are used to move large sections from one station to the next, although once the wheel assemblies have been installed, the plane is towed to the remaining stations. Finished planes are painted in one of two separate buildings. Painting usually adds 400 to 600 pounds to the weight of a plane. The painting process involves giving the airplane a negative charge and the paint a positive charge so that the paint will be attracted to the airplane. Testing and Quality Control Boeing has extensive quality control measures in place throughout the entire design and production process. Not only are there quality inspectors, individual employees inspect their own work and the work previously done by others on the plane. Buyers’ inspectors also check on the quality of the work.

There are 60 test pilots who fly the planes. Formerly planes were tested to evaluate their flight worthiness in a wind tunnel, which required expensive testing and added considerably to product development time. Now new designs are tested using a computerized wind tunnel before production even begins, greatly reducing both time and cost. And in case you’re wondering, the wings are fairly flexible; a typical wing can flap by as much as 22 feet before it will fracture. Re-engineering Boeing is re-engineering its business systems. A top priority is to upgrade its computer systems. This will provide better links to suppliers, provide more up-to-date information for materials management, and enable company representatives who are at customer sites to create a customized aircraft design on their laptop computer. Another aspect of the re engineering involves a shift to lean production. Key goals are to reduce production time and reduce inventory.

Boeing wants to reduce the time that a plane spends at each workstation from 5 days to 3 days, a reduction of 40 percent. Not only will that mean that customers can get their planes much sooner, it will also reduce labor costs and inventory costs, and improve cash flow. One part of this will be accomplished by moving toward late-stage customization, or delayed differentiation. That would mean standardizing the assembly of planes as long as possible before adding custom features. This, and other time-saving steps, will speed up production considerably, giving it a major competitive advantage. It also wants to reduce the tremendous amount of inventory it carries (a 747 jumbo jet has about 6 million parts, including 3 million rivets). One part of the plan is to have suppliers do more pre-delivery work by assembling the parts into kits that are delivered directly to the staging area where they will be installed on the aircraft instead of delivering separate parts to inventory. That would cut down on inventory carrying costs and save time. Boeing is also hoping to reduce the number of suppliers it has, and to establish better links and cooperation from suppliers. Currently Boeing has about 3,500 suppliers. Compare that with GM’s roughly 2,500 suppliers, and you get an idea of how large this number is.

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