Operations & Supply Chain Management

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  1. ROYO GROUP: RETOS DEL LEAN MANAGEMENT EN EL ENTORNO … DO1-158

    Royo Group is a company that manufactures and sells bathroom furniture. In 2010, after the generational change in the company's leadership, it was decided to implement lean management at an industrial level to improve competitiveness, both in terms of quality, and service and cost. Initially, the implementation was not too successful, because the improvements achieved were not consolidated. However, in 2012 the course was corrected, the implementation approach and the company began a stage of sustained improvement that has reached today.

    Academic Area:
    Operations & Supply Chain Management
  2. J. Rutz. Desarrollo de un modelo estratégico de mejo … DO1-156

    The case study describes the experience of Javier Rutz as operations director and later as general manager of NERTUS, a leading company in the sector of railway maintenance services in Spain.

    The company was founded by Spanish rail operator Renfe and Siemens, a leading train manufacturing company, to provide maintenance services for Siemens’ trains. From the beginning, NERTUS stands out for the high quality of its services and its great capacity for continuous improvement.
    Shortly after its Foundation, Javier Rutz joined the company, first as director of operations and later as general manager. During this period, the philosophy of continuous improvement reached its maximum splendor.

    After concluding a highly successful professional stage, Javier Rutz leaves the company and asks himself which is the best way to exploit his experience for his professional future: should he continue as a senior executive in another company or undertake a different challenge through his own company to provide consulting services that offer “the design and implementation of management models based on continuous improvement, with a strategic perspective?” 

    Aims to identify what are the key strategic and organizational elements that allow the successful implementation of a continuous improvement methodology. These strategic and organizational variables, such as customer orientation, company culture, leadership, transparency of information, etc., are shown throughout the case in a general way and in some examples presented by J. Rutz on NERTUS.

    Academic Area:
    Operations & Supply Chain Management
  3. Iberian Lifts, S.A. DO1-155

    Iberian Lifts is a manufacturer of elevators, which is experiencing a serious financial crisis. The shareholders—the founder’s sons—are selling their shares for a nominal €1 to their main supplier Nomo Electronics. The new owner of the company, Alberto Nogales, has appointed Lucas Alemany as managing director of Iberian Lifts. Up until this time, Alemany has been director of operations at Nomo Electronics.

    The morning after signing the share purchase agreement, Nogales is visiting the plant. During his tour of the factory, an incident involving two workers occurs which leads to their dismissal without any warning. The manager of that section is also fired for not carrying out orders.

    In the afternoon, Nogales leaves the factory to return to Nomo Electronics’ offices, situated in another city. Alemany remains as the top executive and is unsure about what will happen the following day with the union representatives regarding the dismissal of three colleagues. He is not sure if Nogales’s actions will increase the social tension in the factory even more, or, on the contrary, if it will facilitate the management of the changes to be made.

    This case is very well suited as a first approach to the case method for students, especially given its short and concise format.

    Academic Area:
    Operations & Supply Chain Management
  4. Centros deportivos AQA. Estrategias para reducir las … DO1-151

    Something is changing in the sport center sector, and AQA in the district of Hortaleza (Madrid) is no exception. It is necessary to add the changing habits of current clients to the increased drop in members - Clients now use the center more intensively, which is generating a saturation that is affecting the level of service. The management of the center is doing everything possible to counteract the dwindling number of members by gaining new memberships.

    AQA is a chain that manages eleven sports centers in Spain, all of which are under a government concession for operations. AQA’s closest competition in the district of Hortaleza is the various sport centers owned by other national and international chains. But there is another new player on the court: low cost sports centers.

    AQA’s CEO believes that, thanks to the launch of concrete steps to increase customer loyalty, now is the time to reorient itself.

    Academic Area:
    Operations & Supply Chain Management
  5. GALVA DO1-147

    In this case we are faced with a business dilemma in which a company isn’t yielding the expected results and there is no clear and correct management of the managerial staff and employees perhaps as a result of the absence of the company’s owner or because of the financial crisis in 2011. Faced with this situation the owner must decide which road to take toward solving this problem.

    Academic Area:
    Operations & Supply Chain Management
  6. Alianzas: cómo las empresas pueden hacer más y ganar … DO2-123

    This technical note does an overview of alliances. It goes into its characteristics, phases, creation process and the advantages obtained from these.

    Academic Area:
    Operations & Supply Chain Management
  7. La Bugaderia (Grupo ACIDH) DO1-017

    La Bugaderia, an industrial laundry service for institutions and companies that employees people with intellectual impairments, was discussing whether or not to expand its capacity by purchasing a second washing machine. It was facing a challenge because sometimes it could not handle all the work it had and other times there was excess capacity. This led to the idea of expanding capacity in the washing machine area. However, the company had to keep in mind that it was not just the washing phase slowing down the process. The team knew they had to standardize processes and be as competitive as any other competitor in the market, bearing in mind quality, the price and service. The manager thought it would be best to contact an external consultant to analyze the situation in a way that the solution would add value to the specific case as well as address any other production capacity and process problem. After walking the readers through the company’s current process, the consultant explains that orders must be transformed into units that can be used to help make decisions by drawing up a table showing the time use per unit for each step and each kind of resource. The case wraps up with the consultant stating that he will draw up a series of proposals along with a list of questions so that La Bugaderia can decide what step to take.

    Academic Area:
    Operations & Supply Chain Management
  8. Al-Kadi Commerce & Industry Sección de partes de … DO1-127

    The case presents operational and supply chain management issues of Al-Kadi, a large truck and trailer parts company in Saudi Arabia. The company has observed an increase in stock levels and working capital that surpasses growth in sales, threatening the feasibility and healthiness of the business. The efficiency vs. effectiveness dilemma of inventory management strategy is the main focus of this case.

    Academic Area:
    Operations & Supply Chain Management
  9. Gestión de la cadena de demandas en el servicio DO2-124

    This technical note analizes the value chains by reviewing their evolution, characteristics and the keys to their management.

    Academic Area:
    Operations & Supply Chain Management
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