Case | HBS Case Collection | 1992 (Revised from original 1990 version)

Ceramics Process Systems Corp. (A)

by Clayton M. Christensen
 

Abstract

A small ceramics company started by a group of MIT professors struggles with some basic technology strategy issues. A plan to take "one commercializable step" at a time in order to get a foothold in the market goes awry because of incompatibility between the company's highly innovative processing and the conventional materials they attempt to use. The case addresses issues of technology development strategy, management of research, and technical competencies. A rewritten version of an earlier case. May be used with Ceramics Process System (B).

Keywords: Business Startups; Technology; Problems and Challenges; Market Entry and Exit; Innovation Strategy; Technological Innovation; Research and Development; Production; Manufacturing Industry; Cambridge;

Format: Print 14 pages Purchase

Citation:

Christensen, Clayton M. "Ceramics Process Systems Corp. (A)." Harvard Business School Case 691-028, November 1992. (Revised from original October 1990 version.)

Related Work

  1. Case | HBS Case Collection | 1990

    Ceramics Process Systems Corp. (B)

    Kim B. Clark and Brent D. Barnett

    Ceramics Process Systems (CPS) is an advanced ceramics company facing problems with lead time in product/process development, and late delivery of prototype parts to its customers. Engineering is confronted with difficult technical problems and multiple objectives (i.e., meet customer requirements for prototype parts, build technical capability). Kathryn Sundback, head of development for molded products, must deal with the lead time and delivery problems on current products while making choices about and allocating resources to several new projects that marketing has developed. The case gives students the opportunity to examine engineering capacity, the nature of the development process, managing the set of projects as a whole (i.e., mix of project type, resource allocation) and customer interaction in a dynamic, technical, and market environment. May be used with Ceramics Process Systems Corp. (A).

    Keywords: Product Development; Business Processes; Management Practices and Processes; Supply Chain Management; Machinery and Machining; Goals and Objectives; Resource Allocation; Customer Satisfaction; Customer Value and Value Chain; Manufacturing Industry;

    Citation:

    Clark, Kim B., and Brent D. Barnett. "Ceramics Process Systems Corp. (B)." Harvard Business School Case 691-006, July 1990.
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Clayton M. Christensen
Kim B. Clark Professor of Business Administration
General Management

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