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• Mimeo | 2012

  Electronic Health Record Use, Delegation, and Physician Productivity

  Julia Adler-Milstein and Robert S. Huckman

  Citation:

  Adler-Milstein, Julia, and Robert S. Huckman. "Electronic Health Record Use, Delegation, and Physician Productivity." 2012. Mimeo.

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• Case | HBS Case Collection | 2012

  New Balance Athletic Shoe, Inc. (Abridged)

  H. Kent Bowen, Robert S. Huckman, Carin-Isabel Knoop and Matthew Preble

  Considers whether New Balance, one of the world's five largest manufacturers of athletic footwear, should respond to Adidas' planned acquisition of Reebok—a transaction that would join the second- and third-largest companies in the industry. Highlights the unique aspects of New Balance's strategy—focusing on fit and performance by offering long-lived shoes in a wide variety of widths and eschewing celebrity endorsement of its products—and discusses New Balance's operations decisions to support that strategy. These include significant use of domestic manufacturing at a time when nearly all other competitors sourced finished shoes from Asian suppliers and an emphasis on improving inventory management for its network of small and large retailers. Set just after the announcement of the Adidas-Reebok transaction in 2005, with New Balance having recently initiated a companywide effort to improve operational performance through the application of concepts from lean manufacturing and the Toyota Production System. Asks students to consider whether New Balance should change aspects of its operations strategy in light of the consolidation among its competitors or whether the Adidas-Reebok transaction represents an opportunity for New Balance to emphasize the importance of moving forward with its current approach.

  Keywords: Production; Competitive Strategy; Supply Chain; Brands and Branding; Apparel and Accessories Industry; Sports Industry; Retail Industry; Asia; United States;

  Citation:

  Bowen, H. Kent, Robert S. Huckman, Carin-Isabel Knoop, and Matthew Preble. "New Balance Athletic Shoe, Inc. (Abridged)." Harvard Business School Case 613-006, November 2012.

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• Case | HBS Case Collection | 2012 (Revised from original 2011 version)

  JetBlue Airways: Deicing at Logan Airport

  Douglas Fearing and Robert S. Huckman

  The case explores a deicing capacity expansion decision made by JetBlue at Boston Logan International Airport in the summer of 2010. The need for capacity expansion was driven by significant challenges faced during the previous winter combined with substantial scheduled growth for the upcoming winter.

  Keywords: operational disruptions; Cost vs Benefits; Operations; Logistics; Service Operations; Strategic Planning; Air Transportation; Air Transportation Industry; Boston;

  Citation:

  Fearing, Douglas, and Robert S. Huckman. "JetBlue Airways: Deicing at Logan Airport." Harvard Business School Case 612-028, August 2012. (Revised from original August 2011 version.)

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