Steven C. Wheelwright
Professor, Emeritus
Steve Wheelwright is the Edsel Bryant Ford Professor of Business Administration, Emeritus at Harvard Business School. From 2003-2006, Professor Wheelwright was a Baker Foundation Professor and Senior Associate Dean, Director of HBS Publication Activities. In that role, he oversaw the HBS Publishing Company (including HBR, HBS Press books, HBS cases, e-Learning products, and newsletters/conferences). He also oversaw the major on-campus construction projects. From 2000-2003, after retiring from the faculty, he and his wife fulfilled a full-time voluntary assignment as the President of the London, England Mission for the Church of Jesus Christ of Latter-day Saints. From 1995-1999, Professor Wheelwright served as Senior Associate Dean responsible for the MBA Program. He then served as Senior Associate Dean and Director of Faculty Hiring and Planning and had oversight responsibility for distance learning. Professor Wheelwright last taught the required first-year course in Technology and Operations Management and in a number of HBS Executive Education Programs. Professor Wheelwright first taught at Harvard from 1971-1979 and was the Thomas Henry Carroll-Ford Foundation Visiting Professor from 1985-1986. He rejoined the Harvard faculty in 1988. In his years away from Harvard, he was the Kleiner, Perkins, Caufield and Byers Professor of Management at Stanford University Graduate School of Business. In his position at Stanford, he directed the strategic management program and was instrumental in initiating the manufacturing strategy program. In his research, Professor Wheelwright examines product and process development and their connection with competitive advantage and operations excellence. His most recent book, developed with HBS colleague Clayton Christensen and Stanford colleague, Robert Burgelman, is Strategic Management of Technology and Innovation, 4th ed. (Boston: McGraw-Hill Irwin, 2004). Along with Harvard colleagues Bob Hayes, Gary Pisano and Dave Upton, Professor Wheelwright published Operations, Strategy and Technology - Pursing the Competitive Edge (New York: John Wiley and Sons, 2004), a complementary volume to the highly regarded books, Dynamic Manufacturing: Creating the Learning Organization (New York: Free Press, 1988) and Restoring Our Competitive Advantage-Competing Through Manufacturing (New York: John Wiley and Sons, 1980). He has also co-authored several works with Harvard Business School colleague Kim Clark, including Leading Product Development: The Senior Manager's Guide to Creating and Shaping the Enterprise (Free Press, 1995). Professor Wheelwright is also the author or co-author of more than a dozen other books. Professor Wheelwright has a B.S. degree in Mathematics from the University of Utah and an M.B.A. and Ph.D. from Stanford University's Graduate School of Business. In addition to his Harvard and Stanford positions, Professor Wheelwright served on the faculty of INSEAD (European Institute of Management) in Fontainebleau, France. He was Vice President of Sales in a family-owned printing company and has consulted in the areas of business/operations strategy and improving product development capabilities.
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Book
| 2004
Operations, Strategy, and Technology: Pursuing the Competitive Edge
Robert H. Hayes, Gary P. Pisano, David M. Upton and S. C. Wheelwright
Keywords: Operations;
Strategy;
Competitive Advantage;
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Book
| 2003
Strategic Management of Technology and Innovation
Robert A Burgelman, Clayton M. Christensen and Steven C. Wheelwright
Keywords: Strategy;
Management;
Technology;
Innovation and Invention;
Citation: Burgelman, Robert A., Clayton M. Christensen, and Steven C. Wheelwright. Strategic Management of Technology and Innovation. 4th ed. McGraw-Hill/Irwin, 2003.
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Book
| 1998
Forecasting Methods and Applications
S. Makridakis, S. Wheelwright, R. Hyndman and Y. Chang
Keywords: Forecasting and Prediction;
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Book
| 1995
The Product Development Challenge: Competing through Speed, Quality, and Creativity
K. B. Clark and S. C. Wheelwright
Keywords: Product Development;
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Book
| 1995
Leading Product Development: The Senior Manager's Guide to Creating and Shaping the Enterprise
S. C. Wheelwright and K. B. Clark
Keywords: Leading Change;
Product Development;
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Book
| 1994
The Perpetual Enterprise Machine: Seven Keys to Corporate Renewal through Successful Product and Process Development
H. K. Bowen, K. B. Clark, C. H. Holloway and S. C. Wheelwright
Keywords: Business Processes;
Innovation and Invention;
Product Development;
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Book
| 1993
Managing New Product and Process Development: Text and Cases
K. B. Clark and S. C. Wheelwright
Keywords: Management;
Product Development;
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Book
| 1992
Revolutionizing Product Development: Quantum Leaps in Speed, Efficiency and Quality
S. C. Wheelwright and K. B. Clark
Keywords: Product Development;
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Book
| 1989
Forecasting Methods for Management
S. Makridakis and S. C. Wheelwright
Keywords: Forecasting and Prediction;
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Article
| Production and Operations Management
|
The Challenge of Manufacturing Advantage
S. C. Wheelwright and H. K. Bowen
Keywords: Problems and Challenges;
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Article
| Harvard Business Review
|
The New Logic of High Tech R&D
G. P. Pisano and S. C. Wheelwright
Keywords: Research and Development;
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Article
| Harvard Business Review
|
Development Projects: The Engine of Renewal
H. K. Bowen, K. B. Clark, C. A. Holloway and S. C. Wheelwright
Keywords: Projects;
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Article
| Harvard Business Review
|
Regaining the Lead in Manufacturing: How to Integrate Work and Deepen Expertise
D. Leonard-Barton, H. Kent Bowen, Kim B. Clark, Charles A. Holloway and Steven C. Wheelwright
Keywords: Leadership;
Experience and Expertise;
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Article
| Harvard Business Review
|
Make Projects the School for Leaders
H. K. Bowen, K. B. Clark, C. A. Holloway and S. C. Wheelwright
Keywords: Projects;
Education;
Leadership;
Citation: Bowen, H. K., K. B. Clark, C. A. Holloway, and S. C. Wheelwright. " Make Projects the School for Leaders." Harvard Business Review 72, no. 5 (September–October 1994): 131–140.
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Article
| Harvard Business Review
|
How to Integrate Work and Deepen Expertise
D. Leonard-Barton, H. K. Bowen, K. B. Clark, C. Holloway and S. C. Wheelwright
Keywords: Integration;
Citation: Leonard-Barton, D., H. K. Bowen, K. B. Clark, C. Holloway, and S. C. Wheelwright. " How to Integrate Work and Deepen Expertise." #94502. Harvard Business Review 72, no. 5 (September–October 1994): 121–130.
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Article
| International Marketing Review
|
Accelerating the Design-build-test Cycle for Effective Product Development
S. C. Wheelwright and K. B. Clark
Keywords: Design;
Product;
Research and Development;
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Article
| Business Horizons
|
Competing through Development Capability in a Manufacturing-based Organization
S. C. Wheelwright and K. B. Clark
Keywords: Competition;
Growth and Development;
Organizations;
Manufacturing Industry;
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Article
| California Management Review
|
Organizing and Leading 'Heavyweight' Development Teams
K. B. Clark and S. C. Wheelwright
Keywords: Leadership;
Groups and Teams;
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Article
| Harvard Business Review
|
Creating Project Plans to Focus Product Development
S. C. Wheelwright and K. B. Clark
Keywords: Planning;
Product;
Research and Development;
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Article
| Target
|
A Rubber Mallet and a Two-by-four: The Concept of a Development Strategy
S. C. Wheelwright
Keywords: Strategy;
Framework;
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Chapter
| Managing Strategic Innovation and Change: A Collection of Readings
| 1997
Organizing and Leading 'Heavyweight' Development Teams
K. B. Clark and S. C. Wheelwright
Keywords: Groups and Teams;
Leadership;
Organizational Design;
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Chapter
| Strategic Management of Technology and Innovation
| 1996
Creating and Implementing a Development Strategy
S. C. Wheelwright
Keywords: Corporate Strategy;
Citation: Wheelwright, S. C. "Creating and Implementing a Development Strategy." In Strategic Management of Technology and Innovation. 2nd ed. by R. Burgelman, M. A. Maidique, and S. C. Wheelwright. Burr Ridge, IL: Irwin/McGraw-Hill, 1996.
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Chapter
| The Product Development Challenge: Competing Through Speed, Quality, and Creativity
| 1995
How to Integrate Work and Deepen Expertise
D. A. Leonard, H. K. Bowen, K. B. Clark, C. Holloway and S. C. Wheelwright
Keywords: Experience and Expertise;
Performance Improvement;
Citation: Leonard, D. A., H. K. Bowen, K. B. Clark, C. Holloway, and S. C. Wheelwright. "How to Integrate Work and Deepen Expertise." In The Product Development Challenge: Competing Through Speed, Quality, and Creativity, edited by K. B. Clark, and S. C. Wheelwright. Boston: Harvard Business School Press, 1995.
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Chapter
| The Perpetual Enterprise Machine: Seven Keys to Corporate Renewal through Successful Product and Process Development
| 1994
Ownership and Commitment in Development Projects
G. Forward, T. Eager and S. C. Wheelwright
Keywords: Ownership;
Projects;
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Case
| HBS Case Collection
|
2011
Baria Planning Solutions, Inc.: Fixing the Sales Process
Steven C. Wheelwright and William Schmidt
Baria Planning Solutions (BPS) is a consulting firm that specializes in using spend analysis to help companies identify savings through reduced procurement costs and improved supplier performance. Management is concerned about the disappointing performance of the sales team in attaining new clients and renewing existing ones. The Sales directors feel they do not get the help they need from Sales Support to close new deals, while the Sales Support directors believe they could provide better support by organizing into industry-specific divisions. The consulting industry is becoming increasingly competitive and inefficiencies in the sales process at BPS may interfere with the company's ability to win new business. The recently hired director of North American Sales Support must analyze the current process flow for Sales Support and identify the problems facing the sales organization. The president of the company has asked her to present a proposal for improving the performance of the entire group.
Keywords: Quantitative analysis;
technology;
operations management;
Product lines;
manufacturing;
capacity planning;
Production Planning;
Measurement and Metrics;
Production;
Management Practices and Processes;
Supply Chain Management;
Service Operations;
Salesforce Management;
Planning;
Consulting Industry;
North and Central America;
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Teaching Note
| HBS Case Collection
|
2011
Baria Planning Solutions, Inc.: Fixing the Sales Process (Brief Case)
Steven C. Wheelwright and William Schmidt
Teaching Note for 4568.
Keywords: Quantitative analysis;
technology;
operations management;
Product lines;
manufacturing;
capacity planning;
Production Planning;
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Supplement
| HBS Case Collection
|
2011
Baria Planning Solutions, Inc.: Fixing the Sales Process, Spreadsheet Supplement (Brief Case)
Steven C. Wheelwright and William Schmidt
Keywords: Quantitative analysis;
technology;
operations management;
Product lines;
manufacturing;
capacity planning;
Production Planning;
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Supplement
| HBS Case Collection
|
2011
Baria Planning Solutions, Inc.: Fixing the Sales Process, Faculty Spreadsheet (Brief Case)
Steven C. Wheelwright and William Schmidt
Keywords: Quantitative analysis;
technology;
operations management;
Product lines;
manufacturing;
capacity planning;
Production Planning;
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Case
| HBS Case Collection
|
2011
The Morrison Company
Steven C. Wheelwright and Paul Meyers
The Morrison Company develops and manufactures radio frequency identification tags (RFID) known as smart labels for the retail and pharmaceutical industries. RFID technology is a fast-growing and increasingly competitive industry. Sales have risen dramatically over the past year and production levels have had to increase to meet monthly and quarterly shipping targets. However, the increase has exacerbated existing manufacturing problems and has led to increased shipping delays and inadequate inventory on hand. In addition, sales to pharmaceutical companies are increasing while sales to retail companies are much lower than forecast. The newly hired director of operations must address the short-term problems quickly and devise a long-term solution for improving the company's operational capabilities.
Keywords: Quantitative analysis;
technology;
operations management;
Product lines;
manufacturing;
capacity planning;
Production Planning;
Technology;
Strategy;
Measurement and Metrics;
Production;
Growth Management;
Planning;
Product Development;
Retail Industry;
Pharmaceutical Industry;
Electronics Industry;
Citation: Wheelwright, Steven C., and Paul Meyers. " The Morrison Company." Harvard Business School Brief Case 114-564, May 2011.
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Teaching Note
| HBS Case Collection
|
2011
The Morrison Company (Brief Case)
Steven C. Wheelwright and Paul Meyers
Teaching Note for 4564.
Keywords: Quantitative analysis;
technology;
operations management;
Product lines;
manufacturing;
capacity planning;
Production Planning;
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Supplement
| HBS Case Collection
|
2011
The Morrison Company, Spreadsheet Supplement (Brief Case)
Steven C. Wheelwright and Paul Myers
Keywords: Quantitative analysis;
technology;
operations management;
Product lines;
manufacturing;
capacity planning;
Production Planning;
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Supplement
| HBS Case Collection
|
2011
The Morrison Company, Faculty Spreadsheet (Brief Case)
Steven C. Wheelwright and Paul Myers
Keywords: Quantitative analysis;
technology;
operations management;
Product lines;
manufacturing;
capacity planning;
Production Planning;
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Case
| 2011
Scientific Glass, Inc.: Inventory Management: Brief Case No. 4208.
Steven Wheelwright and William Schmidt
Keywords: Management;
Manufacturing Industry;
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Case
| HBS Case Collection
|
2011
AIC Netbooks: Optimizing Product Assembly
Steven C. Wheelwright and Sunru Yong
AIC Systems, located in Taichung, Taiwan, is a manufacturer of printed circuit boards, primarily for motherboards and video cards for personal computers. The firm is considered an original design manufacturer (ODM) and takes an active role in innovating and designing each new generation of components. By doing in-house design and development, the company has been able to foster exclusive, long-term relationships with its customers. The firm decides to diversify its portfolio to include consumer electronics with a particular focus on mobile technology. The goal is to move from manufacturing components for other computer companies to developing the firm's own line of branded consumer electronics. The new netbook market provides an opportunity for AIC Systems to design and manufacture a branded product in the mobile electronics industry. The production manager has created an assembly line for producing the new netbooks, and after three months of production he must consider ways to improve efficiency and reduce production costs. Students must perform a quantitative analysis of the existing assembly-line system and make recommendations to reach optimal efficiency.
Keywords: performance management;
Quantitative analysis;
manufacturing;
Production Planning;
Production management;
Measurement and Metrics;
Production;
Product Design;
Performance Improvement;
Mobile Technology;
Diversification;
Performance Efficiency;
Planning;
Manufacturing Industry;
Electronics Industry;
Taiwan;
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Teaching Note
| HBS Case Collection
|
2011
AIC Netbooks: Optimizing Product Assembly (Brief Case)
Steven C. Wheelwright and Sunru Yong
Teaching Note for 4245.
Keywords: performance management;
Quantitative analysis;
manufacturing;
Production Planning;
Production management;
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Supplement
| HBS Case Collection
|
2011
AIC Netbooks: Optimizing Product Assembly, Spreadsheet Supplement (Brief Case)
Steven C. Wheelwright and Sunru Yong
Keywords: Production management;
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Supplement
| HBS Case Collection
|
2011
AIC Netbooks: Optimizing Product Assembly, Faculty Spreadsheet Supplement (Brief Case)
Steven C. Wheelwright and Sunru Yong
Keywords: Production management;
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Supplement
| HBS Case Collection
|
2010
Scientific Glass Incorporated: Inventory Management, Spreadsheet Supplement (Brief Case)
Steven C. Wheelwright and William Schmidt
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Supplement
| HBS Case Collection
|
2010
Scientific Glass Incorporated: Inventory Management, Spreadsheet Supplement for Instructors (Brief Case)
Steven C. Wheelwright and William Schmidt
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Case
| HBS Case Collection
|
2010
FoldRite Furniture Company: Planning to Meet a Surge in Demand
Steven C. Wheelwright and Afarin Bellisario
Demand for folding and stackable chairs and tables at FoldRite Furniture Co. is unexpectedly strong. The company spent the previous two years improving manufacturing quality and efficiency, dropping poor-performing product lines, developing new products that are stylish and environmentally friendly, and instituting a program that allows customers to customize their orders and still get delivery within two weeks. As a result, sales interest in the new products is higher than forecast, in the U.S. and in Europe, where favorable exchange rates make American products highly competitive. In response to the surge in demand, Martin Kelsey, the production manager, must create a manufacturing plan that controls manufacturing and inventory costs, mitigates risk, and aligns with the strategic goals of the company. Students must complete a quantitative assignment as part of case analysis.
Keywords: risk management;
manufacturing;
Production capacity;
Production scheduling;
Risk Management;
Growth Management;
Production;
Logistics;
Order Taking and Fulfillment;
Business Strategy;
Manufacturing Industry;
Consumer Products Industry;
United States;
Europe;
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Teaching Note
| HBS Case Collection
|
2010
FoldRite Furniture Company: Planning to Meet a Surge in Demand (Brief Case)
Steven C. Wheelwright and Afarin Bellisario
Teaching Note for 4555.
Keywords: risk management;
manufacturing;
Production capacity;
Production scheduling;
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Supplement
| HBS Case Collection
|
2010
FoldRite Furniture Company: Planning to Meet a Surge in Demand, Spreadsheet Supplement (Brief Case)
Steven C. Wheelwright and Afarin Bellisario
Keywords: risk management;
manufacturing;
Production capacity;
Production scheduling;
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Supplement
| HBS Case Collection
|
2010
FoldRite Furniture Company: Planning to Meet a Surge in Demand, Spreadsheet Supplement for Instructors (Brief Case)
Steven C. Wheelwright and Afarin Bellisario
Keywords: risk management;
manufacturing;
Production capacity;
Production scheduling;
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Case
| 2010
Scientific Glass, Inc.: Inventory Management (TN): Brief Case No. 4209.
Steven Wheelwright and William Schmidt
Keywords: Management;
Manufacturing Industry;
Citation: Wheelwright, Steven, and William Schmidt. "Scientific Glass, Inc.: Inventory Management (TN): Brief Case No. 4209." Watertown, MA: Harvard Business Publishing Case, 2010.
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Case
| HBS Case Collection
|
2010
(Revised from original 2005 version)
Scharffen Berger Chocolate Maker (A)
Daniel C. Snow, Steven C. Wheelwright and Alison Berkley Wagonfeld
Scharffen Berger, a premium brand chocolate, is growing rapidly and must decide where and when to add capacity in the production line and with what technology. The company must consider the demands of marketing, the impact on quality and reputation, and the economics of alternative approaches to increasing output in both the short term and long term. Provides an opportunity for students to examine the existing process technology and flow, to understand the determinants of product quality, and to make recommendations about changes that will expand the capabilities of the firm in supplying its premium products to a rapidly growing market segment.
Keywords: Production;
Business Processes;
Organizational Change and Adaptation;
Performance Capacity;
Quality;
Expansion;
Citation: Snow, Daniel C., Steven C. Wheelwright, and Alison Berkley Wagonfeld. " Scharffen Berger Chocolate Maker (A)." Harvard Business School Case 606-043, April 2010. (Revised from original September 2005 version.)
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Teaching Note
| HBS Case Collection
|
2010
(Revised from original 2006 version)
Scharffen Berger Chocolate Maker (A) & (B) (TN)
Daniel C. Snow and Steven C. Wheelwright
Keywords: Food and Beverage Industry;
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Teaching Note
| HBS Case Collection
|
2006
A Fall before Rising: The Story of Jai Jaikumar (TN) (A) and (B)
Paul W. Marshall, H. Kent Bowen and Steven C. Wheelwright
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Teaching Note
| HBS Case Collection
|
2006
(Revised from original version)
Harmon Foods, Inc., Teaching Note
Steven C. Wheelwright
Teaching Note for (9-171-248).
Keywords: Food and Beverage Industry;
Citation: Wheelwright, Steven C. " Harmon Foods, Inc., Teaching Note." Harvard Business School Teaching Note 176-152, October 2006. (Revised from original January 1976 version.)
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Supplement
| HBS Case Collection
|
2006
Harmon Foods, Inc.
Steven C. Wheelwright
Keywords: Food and Beverage Industry;
Citation: Wheelwright, Steven C. " Harmon Foods, Inc." Harvard Business School Spreadsheet Supplement 607-701, October 2006.
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Case
| HBS Case Collection
|
2006
Dreyer's Slow Churned(TM) Ice Cream
Noel H. Watson, Steven C. Wheelwright and Brian DeLacey
Examines capacity forecasting and planning in a complex new product introduction scenario. The introduction at Dreyer's, a large dairy snack manufacturer, involves not only a new product but a new manufacturing process and product package, thus implying a significant cross-functional coordination context. In December 2001, the company was faced with determining the roll-out plan for Slow Churned (TM), a new brand of ice cream made possible by capital-intensive innovations in Dreyer's manufacturing process. Using a patented extrusion technology (ET) operating at very low temperature and very high pressure, Dreyer's could produce ice cream that had half the fat of premium ice cream and one-third fewer calories, yet tasted as good as full-fat ice cream to 80% of the consumers surveyed. The recent strong results from a marketing B-scan test had CEO T. Gary Rogers about to ask his leadership team to consider a national launch. However, marketing had generated multiple options for packaging, branding, and advertising programs related to Slow Churned (TM), and manufacturing was anxious about a production scale-up as R&D continued to tweak the new process and refine its reliability and overall quality. Dreyer's Direct Store Delivery (DSD) system could reach 90% of the households in America as soon as any new product was ready, but the Sales organization remained skeptical of the reported B-Scan results.
Keywords: Advertising;
Forecasting and Prediction;
Growth and Development Strategy;
Brands and Branding;
Product Launch;
Product Development;
Planning;
Food and Beverage Industry;
United States;
Citation: Watson, Noel H., Steven C. Wheelwright, and Brian DeLacey. "Dreyer's Slow Churned(TM) Ice Cream." Harvard Business School Case 607-018, August 2006.
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Case
| HBS Case Collection
|
2006
(Revised from original version)
Chaircraft Corporation, 1988
Steven C. Wheelwright
Illustrates the difficulty of effective production planning and production control in a multistage production process affected by seasonal demand. A rewritten version of an earlier case by S.C. Wheelwright.
Keywords: Governance Controls;
Demand and Consumers;
Production;
Performance Effectiveness;
Planning;
Citation: Wheelwright, Steven C. " Chaircraft Corporation, 1988." Harvard Business School Case 689-082, July 2006. (Revised from original June 1989 version.)
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Teaching Note
| HBS Case Collection
|
2006
Process Control at Polaroid (A) (TN)
H. Kent Bowen and Steven C. Wheelwright
Teaching Note to 693047.
Keywords: Entertainment and Recreation Industry;
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Teaching Note
| HBS Case Collection
|
2006
The New Product Development Imperative (TN)
Steven C. Wheelwright
Keywords: Product Development;
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Supplement
| HBS Case Collection
|
2006
Genentech - Capacity Planning - Spreadsheet Model
Daniel C. Snow and Steven C. Wheelwright
Keywords: Green Technology Industry;
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Supplement
| HBS Case Collection
|
2006
Genentech - Capacity Planning Teaching Note, Spreadsheet Model
Daniel C. Snow and Steven C. Wheelwright
Keywords: Green Technology Industry;
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Exercise
|
2006
Building a Shed
Steven C. Wheelwright and Kerry Herman
Provides terminology and concepts for the process of building a wooden garden shed.
Citation: Wheelwright, Steven C., and Kerry Herman. " Building a Shed." Harvard Business School Exercise 606-146, May 2006.
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Exercise
|
2006
Boat Building Exercise: Four Modes of Propulsion
Steven C. Wheelwright and Kerry Herman
Describes alternative methods of propulsion (including steering) for small crafts (canoes, row boats, etc.) and the pros and cons of each.
Keywords: Buildings and Facilities;
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Exercise
|
2006
Improving Performance: Boat Building Exercise
Steven C. Wheelwright and Kerry Herman
Provides a framework for team problem solving and process improvement following concepts widely attributed to Toyota Motor Co.
Keywords: Framework;
Management Practices and Processes;
Problems and Challenges;
Groups and Teams;
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Case
| HBS Case Collection
|
2006
(Revised from original 2005 version)
Genentech - Capacity Planning
Daniel C. Snow, Steven C. Wheelwright and Alison Berkley Wagonfeld
While facilitating a complex clinical approval process over the next two to three years for a family of new cancer drugs, Genentech must develop a long-term capacity plan for a major class of new cancer products. Adding to the complexity and uncertainty is the fact that the lead time for planning, building, and certifying a new $600 million plus production-scale facility is five years. In addition, ensuring that the best process technology is incorporated into such a new plant makes the task facing David Ebersman, the senior vice-president of products operations, and his management team a daunting one. Frames the issues Ebersman and his team face and outlines the approach to date.
Keywords: Factories, Labs, and Plants;
Growth and Development Strategy;
Management Style;
Management Teams;
Time Management;
Product;
Product Development;
Business Processes;
Performance Capacity;
Planning;
Risk and Uncertainty;
Complexity;
Pharmaceutical Industry;
Citation: Snow, Daniel C., Steven C. Wheelwright, and Alison Berkley Wagonfeld. " Genentech - Capacity Planning." Harvard Business School Case 606-052, March 2006. (Revised from original November 2005 version.)
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Teaching Note
| HBS Case Collection
|
2006
Genentech - Capacity Planning (TN)
Steven C. Wheelwright and Daniel C. Snow
Keywords: Medical Devices and Supplies Industry;
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Background Note
| HBS Case Collection
|
2006
HBS CORE Seminar -- Designing an MBA Elective Course
Steven C. Wheelwright
Describes some of the key elements in designing and developing a case-based MBA elective. Uses five Harvard Business School courses to illustrate key points.
Keywords: Design;
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Case
| HBS Case Collection
|
2005
(Revised from original 2005 version)
Exel PLC--Supply Chain Management at Haus Mart
Zeynep Ton and Steven C. Wheelwright
Exel plc is a global third-party logistics provider, serving clients such as Home Depot, Dell, Unilever, and Marks & Spencer. Describes the range of activities Exel performs for its clients and the capabilities the company has developed. Exel traditionally focused on freight management and contract logistics services and is now considering providing supply chain planning services. Management believes that there is tremendous potential in combining supply chain planning with supply chain execution. However, there are risks involved in entering the new business. Describes the decision in the context of Exel's two-decade relationship with Haus Mart, a leading retailer of home textiles, housewares, and home accessories in Germany.
Keywords: Supply Chain;
Supply Chain Management;
Job Cuts and Outsourcing;
Strategic Planning;
Logistics;
Talent and Talent Management;
Activity Based Costing and Management;
Management Analysis, Tools, and Techniques;
Attorney and Client Relationships;
Contracts;
Risk and Uncertainty;
Decisions;
Retail Industry;
Germany;
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Case
| HBS Case Collection
|
2004
(Revised from original 1995 version)
Massachusetts General Hospital: CABG Surgery (A)
Steven C. Wheelwright and James Weber
A cross-functional team at Massachusetts General Hospital tries to reengineer the service delivery process (the "care path") for heart bypass surgery (CABG) in order to shorten hospital stays (and lower costs) while maintaining/enhancing the quality of care provided.
Keywords: Health Care and Treatment;
Medical Specialties;
Business Processes;
Mission and Purpose;
Product Positioning;
Product Marketing;
Management Practices and Processes;
Customer Satisfaction;
Service Delivery;
Service Operations;
Fair Value Accounting;
Ethics;
Pharmaceutical Industry;
Health Industry;
Massachusetts;
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Teaching Note
| HBS Case Collection
|
2003
(Revised from original 1977 version)
National Cranberry Cooperative, Teaching Note
Steven C. Wheelwright
Teaching Note for (9-675-014).
Keywords: Food and Beverage Industry;
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Case
| HBS Case Collection
|
2002
(Revised from original 1992 version)
Process Control at Polaroid (A)
H. Kent Bowen and Steven C. Wheelwright
Describes the initial efforts at a film production plant to shift from a traditional QC inspection mentality to a worker-based process control mentality. Students can prepare SPC charts, propose actions needed, and combine steps into an overall action plan.
Keywords: Management Systems;
Operations;
Quality;
Factories, Labs, and Plants;
Business Processes;
Change Management;
Consumer Products Industry;
Manufacturing Industry;
Citation: Bowen, H. Kent, and Steven C. Wheelwright. " Process Control at Polaroid (A)." Harvard Business School Case 693-047, January 2002. (Revised from original November 1992 version.)
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Background Note
| HBS Case Collection
|
2001
(Revised from original 1999 version)
New Product Development Imperative, The
Steven C. Wheelwright and Edward T Smith
Introduces students to the best practices for managing new product development projects. Includes concepts and tools related to structuring teams consistent with the project objectives as well as concepts and processes for improving project execution.
Keywords: Management Practices and Processes;
Product Development;
Performance Improvement;
Problems and Challenges;
Groups and Teams;
Citation: Wheelwright, Steven C., and Edward T Smith. " New Product Development Imperative, The." Harvard Business School Background Note 699-152, February 2001. (Revised from original March 1999 version.)
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Case
| HBS Case Collection
|
2000
(Revised from original 1999 version)
Eli Lilly: The Evista Project
Steven C. Wheelwright and Matt Verlinden
Describes the creation and operation of the initial two heavyweight teams for new drug development and launch. The primary focus is on one of the teams, Evista, although comparisons to the other team, Zyprexa, are included. Lilly must decide the next phase (postlaunch) for managing Evista's rollout.
Keywords: Projects;
Groups and Teams;
Operations;
Management Teams;
Product Development;
Transition;
Product Design;
Business Startups;
Business Plan;
Product Launch;
Competition;
Service Operations;
Pharmaceutical Industry;
Citation: Wheelwright, Steven C., and Matt Verlinden. " Eli Lilly: The Evista Project." Harvard Business School Case 699-016, June 2000. (Revised from original March 1999 version.)
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Teaching Note
| HBS Case Collection
|
2000
Vermeer Technologies (C), (D), and (E) TN
Steven C. Wheelwright
Teaching Note for (9-397-081), (9-397-082), and (9-397-085).
Keywords: Mergers and Acquisitions;
Employees;
Groups and Teams;
Information Technology Industry;
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Teaching Note
| HBS Case Collection
|
2000
Cisco Systems, Inc.: Acquisition Integration for Manufacturing (A) and (B) TN
Steven C. Wheelwright
Teaching Note for (9-600-015) and (9-600-016).
Keywords: Manufacturing Industry;
Technology Industry;
England;
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Case
| HBS Case Collection
|
2000
(Revised from original 1992 version)
TJ International (A)
H. Kent Bowen and Steven C. Wheelwright
Citation: Bowen, H. Kent, and Steven C. Wheelwright. " TJ International (A)." Harvard Business School Case 693-038, March 2000. (Revised from original November 1992 version.)
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Case
| HBS Case Collection
|
2000
(Revised from original 1999 version)
Cisco Systems, Inc.: Acquisition Integration for Manufacturing (A)
Steven C. Wheelwright, Charles A. Holloway, Nicole Tempest and Christian G. Kasper
Describes the procedures and processes used by Cisco Systems in its acquisition of high-technology firms. Its goal is to retain key engineering talent and to leverage existing product development efforts, but to quickly merge acquired companies its own systems and procedures. In addition to describing the general approach used by Cisco, this case describes some of the specifics involving its acquisition of Summa Four, a designer/manufacturer of a related product line, whose major activities are located in New England.
Keywords: Information Technology;
Leveraged Buyouts;
Acquisition;
Integration;
Mergers and Acquisitions;
Production;
Activity Based Costing and Management;
Corporate Entrepreneurship;
Innovation and Management;
Technological Innovation;
Talent and Talent Management;
Human Resources;
Manufacturing Industry;
Technology Industry;
England;
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Case
| HBS Case Collection
|
2000
(Revised from original 1999 version)
Cisco Systems, Inc.: Acquisition Integration for Manufacturing (B)
Steven C. Wheelwright and Christian G. Kasper
Supplements the (A) case.
Keywords: Manufacturing Industry;
Technology Industry;
England;
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Teaching Note
| HBS Case Collection
|
1999
Braun AG: The KF 40 Coffee Machine (Abridged) TN
Kim B. Clark and Steven C. Wheelwright
Teaching Note for a reprint.
Keywords: Product Development;
Design;
Markets;
Decision Choices and Conditions;
Reputation;
Groups and Teams;
Manufacturing Industry;
Germany;
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Teaching Note
| HBS Case Collection
|
1999
Eli Lilly: The Evista Project TN
Steven C. Wheelwright
Teaching Note for (9-699-016).
Keywords: Pharmaceutical Industry;
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Case
| HBS Case Collection
|
1999
(Revised from original 1997 version)
Guidant: Cardiac Rhythm Management Business (A)
Steven C. Wheelwright and Mikelle Eastley
Examines the choices Guidant must make in research and development spending and new product development. More specifically, CEO Jay Graf considers the payoffs and tradeoffs of using product development skills that he learned in CPI's core business when applied to a complementary business. The company's marketing strategies contribute highly to the discussion.
Keywords: Marketing Strategy;
Product Marketing;
Product Development;
Business or Company Management;
Management Skills;
Research and Development;
Business Strategy;
Communication;
Product Design;
Market Design;
Organizational Design;
Medical Devices and Supplies Industry;
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Case
| HBS Case Collection
|
1999
(Revised from original 1997 version)
Guidant: Cardiac Rhythm Management Business (B)
Steven C. Wheelwright and Mikelle Eastley
Supplements the (A) case.
Keywords: Medical Devices and Supplies Industry;
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Teaching Note
| HBS Case Collection
|
1999
(Revised from original 1999 version)
Guidant: Cardiac Rhythm Management Business (A) and (B) TN
Steven C. Wheelwright and Edward T Smith
Teaching Note for (9-698-021) and (9-698-024).
Keywords: Health Care and Treatment;
Product Marketing;
Health Industry;
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Teaching Note
| HBS Case Collection
|
1999
(Revised from original 1997 version)
Massachusetts General Hospital: CABG Surgery (A) TN
Steven C. Wheelwright
Teaching Note for (9-696-015).
Keywords: Pharmaceutical Industry;
Health Industry;
Massachusetts;
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Case
| HBS Case Collection
|
1999
(Revised from original version)
General Motors: Packard Electric Division
Steven C. Wheelwright
Packard Electric is the division of General Motors (GM) that does all of the electrical wiring and cabling for GM automobiles. They developed a new approach for passing the cables through the firewall between the engine and passenger compartments. The new technology called the RIM (Reaction Injection Molded) grommet, was supported heavily by the product development group because it was simpler to design and improved the leak seat. Process development was against using it because it cost more, complicated the manufacturing process, and provided only minor improvements in leak resistance. The students must analyze the risk in continuing with the project, the potential benefits from product simplification and the potential benefits from improving the leak resistance. The students must also review the product development process to determine conflicts before they reach a crisis.
Keywords: Business Divisions;
Cost;
Management Style;
Product Design;
Product Development;
Production;
Projects;
Groups and Teams;
Conflict and Resolution;
Technology;
Auto Industry;
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Case
| HBS Case Collection
|
1999
Volant Skis
Steven C. Wheelwright and Matt Verlinden
Volant brought innovation to the ski equipment industry in 1989 by developing a stainless steel ski. He claimed the skis could turn more easily, could hold an edge in icy conditions, and were more stable than aluminum or fiberglass skis. The company's "soft-flex" technology was patented, and soon word spread throughout the skiing community about the new high-performance ski. The company decided to offer a narrow product line. In 1995, Volant was unable to fulfill all its orders due to lingering manufacturing problems. A new operations manager came in and improved manufacturing yields, lowered costs significantly, and brought in a CAD/CAM system to streamline prototype design. The 1997 season was heralded by on-time delivery of promised shipments, and the company's reputation climbed. With the leader in the ski equipment industry capturing less than 25% of the market, Volant considered its strategy for competing in a fragmented market. In 1994, hourglass-shaped skis became a new trend, and Volant decided to make shaped skis exclusively. They also acquired the rights to a snowboard design at its manufacturing facility in Denver. Although Volant was the fourth best-selling supplier in the United States by 1998, it still was not a profitable company. It had to consider new growth strategies to become a leader in its industry and to yield a return for its investors.
Keywords: Change Management;
Technological Innovation;
Growth and Development Strategy;
Operations;
Product Development;
Performance Improvement;
Quality;
Corporate Strategy;
Value Creation;
Citation: Wheelwright, Steven C., and Matt Verlinden. " Volant Skis." Harvard Business School Case 699-129, February 1999.
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Case
| HBS Case Collection
|
1998
(Revised from original version)
Eli Lilly and Co.: Manufacturing Process Technology Strategy--1991
Gary P. Pisano, Steven C. Wheelwright and Jonathan West
Outlines the evolution of Lilly's corporate manufacturing strategy over the past decade. The corporate vice president of manufacturing must decide on the next phase of Lilly's strategy for the early 1990s, as well as to what extent and what role process development will play. Provides data outlining three different points in the product development process at which manufacturing process development might be initiated. Using learning curve concepts and data, students can estimate the economic costs and benefits (as well as organizational issues and challenges) associated with each. Illustrates process improvement's substantial impact in a capital-intensive industry, describes possible roles of manufacturing process technology in an industry that has viewed product R&D as its primary competitive advantage, illustrates phases through which manufacturing can evolve in pursuit of comparative advantage, and introduces students to a challenging and changing industry.
Keywords: Cost vs Benefits;
Management Practices and Processes;
Industry Structures;
Product Development;
Production;
Research and Development;
Competitive Advantage;
Corporate Strategy;
Manufacturing Industry;
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Teaching Note
| HBS Case Collection
|
1998
(Revised from original version)
Lehrer McGovern Bovis, Inc. & Lehrer McGovern Bovis, Inc. (Abridged), Teaching Note
Steven C. Wheelwright
Citation: Wheelwright, Steven C. "Lehrer McGovern Bovis, Inc. & Lehrer McGovern Bovis, Inc. (Abridged), Teaching Note." Harvard Business School Teaching Note 690-087, June 1998. (Revised from original April 1990 version.)
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Case
| HBS Case Collection
|
1998
Compaq, 1998
Steven C. Wheelwright and Matt Verlinden
In 1997, Compaq Computer Corp. had become a $25 billion powerhouse. It had accomplished its revenue growth projections, successfully made a number of strategic acquisitions, and increased its gross margins, principally by moving up market into servers, workstations, and networking gear. At the same time, there were a number of strategic challenges facing Compaq in 1998. Compaq seemed to be squeezed by apparently contrary impluses--the need to reduce inventory while also satisfying its distribution channel; the need to build-to-order while also taking on product lines added through acquisition; the need to both fulfill PC orders from a hand-holding position constituency while moving clientele to articulate specifically what it wanted. Managing expectations, increasing margins, making operations more efficient, expanding the product line, and changing distribution: This was a tall order.
Keywords: Mergers and Acquisitions;
Transformation;
Customer Relationship Management;
Profit;
Revenue;
Growth and Development Strategy;
Brands and Branding;
Distribution Channels;
Alliances;
Customization and Personalization;
Computer Industry;
Citation: Wheelwright, Steven C., and Matt Verlinden. "Compaq, 1998." Harvard Business School Case 698-094, April 1998.
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Teaching Note
| HBS Case Collection
|
1997
(Revised from original version)
Corning Glass Works: Erwin Automotive Plant, Teaching Note
Steven C. Wheelwright
Keywords: Auto Industry;
Citation: Wheelwright, Steven C. "Corning Glass Works: Erwin Automotive Plant, Teaching Note." Harvard Business School Teaching Note 677-249, June 1997. (Revised from original June 1977 version.)
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Case
| HBS Case Collection
|
1997
Massachusetts General Hospital: CABG Surgery (B)
Steven C. Wheelwright and Mikelle Eastley
Once the CABG care path is implemented and other care paths begun, hospital staff and administration examine the resulting data. Further methods of improving care and reducing cost are presented for analysis.
Keywords: Cost Management;
Policy;
Retention;
Management Analysis, Tools, and Techniques;
Operations;
Performance Improvement;
Health Industry;
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Teaching Note
| HBS Case Collection
|
1997
(Revised from original version)
Texas Instruments: Time Products Division, Teaching Note
Steven C. Wheelwright
Teaching Note for (9-677-043).
Keywords: Electronics Industry;
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Case
| HBS Case Collection
|
1997
(Revised from original 1991 version)
Manzana Insurance: Fruitvale Branch (Abridged)
Steven C. Wheelwright
Deals with performance assessment and improvement of a service operation in the insurance industry, a market that is highly sensitive to response time. Two branch offices in direct competition are described, and the impact of response time on performance is suggested. Management choices that impact response time are explored and the poorer performer of the two branches must decide how to respond.
Keywords: Business Offices;
Decision Choices and Conditions;
Time Management;
Service Operations;
Performance Evaluation;
Competition;
Insurance Industry;
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Case
| HBS Case Collection
|
1997
(Revised from original version)
Motorola, Inc.: Bandit Pager Project (Abridged)
Steven C. Wheelwright
Describes the development of a fully automated production line for manufacturing radio pagers. The company regarded the project as highly successful; it becomes clear in the case, however, that there were some shortcomings as well. Some marketing issues were not properly addressed and, despite the claims of the company that the project was completed in 18 months, development of the line continued after the official end date for over a year. The student must analyze the situation to determine what lessons should be taken from the project and how best to apply those lessons to other projects.
Keywords: Time Management;
Marketing;
Product Development;
Production;
Success;
Projects;
Technology;
Telecommunications Industry;
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Teaching Note
| HBS Case Collection
|
1997
(Revised from original version)
Motorola, Inc.: Bandit Pager Project and Bandit Pager Project (Abridged), Teaching Note
Steven C. Wheelwright
Teaching Note for (9-690-043) and (9-692-069).
Keywords: Telecommunications Industry;
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Case
| HBS Case Collection
|
1996
Food and Drug Administration: Business as Unusual at CDER
Steven C. Wheelwright and James Leonard
Keywords: Government Administration;
Food and Beverage Industry;
Pharmaceutical Industry;
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Case
| HBS Case Collection
|
1996
(Revised from original version)
Mattson Foods, Inc. (Revised): The Bardolini Division
Steven C. Wheelwright
The Bardolini Division of Mattson Foods, with plants in the northeast and midwest, wants to open up the western market for its pizza. Management must decide whether to build a new plant on the West Coast, and what type of technology to put in the plant if they decide to build it. The case addresses the issue of building a plant for marketing purposes and raises a number of logistical issues, including transportation and warehouse economics. A rewritten version of an earlier case.
Keywords: Logistics;
Emerging Markets;
Business Startups;
Decision Choices and Conditions;
Business Plan;
Capital Budgeting;
Expansion;
Buildings and Facilities;
Strategic Planning;
Marketing Strategy;
Technology;
Economic Systems;
Food and Beverage Industry;
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Case
| HBS Case Collection
|
1996
(Revised from original version)
Alulex Ltd.
Steven C. Wheelwright
Citation: Wheelwright, Steven C. " Alulex Ltd." Harvard Business School Case 695-059, May 1996. (Revised from original May 1995 version.)
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Case
| HBS Case Collection
|
1996
Biogen, Inc.: rBeta Interferon Manufacturing Process Development
Steven C. Wheelwright
Biogen, Inc., a Cambridge, MA-based biotechnology company, is wrapping up a project to develop a new manufacturing process for a new drug product that will reposition the company from a purely research-oriented company to a fully integrated pharmaceutical manufacturing organization. Morris Rosenburg, a senior scientist at Biogen, has been asked to perform a major evaluation of the project in order to report on lessons learned as well as to make recommendations on how to improve project management moving forward.
Keywords: Learning;
Technological Innovation;
Management Analysis, Tools, and Techniques;
Product Development;
Organizational Change and Adaptation;
Projects;
Research and Development;
Corporate Strategy;
Biotechnology Industry;
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Case
| HBS Case Collection
|
1996
(Revised from original version)
Plus Development Corp. (A)
Steven C. Wheelwright
Citation: Wheelwright, Steven C. " Plus Development Corp. (A)." Harvard Business School Case 687-001, January 1996. (Revised from original October 1986 version.)
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Case
| HBS Case Collection
|
1995
(Revised from original version)
Texas Instruments: Time Products Division
Steven C. Wheelwright
Outlines the components of Texas Instruments' low-cost digital watch. Focus is on getting the assembly line running smoothly and efficiently in order to meet production cost and delivery requirements.
Keywords: Cost;
Production;
Service Delivery;
Performance Efficiency;
Electronics Industry;
Technology Industry;
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Teaching Note
| HBS Case Collection
|
1995
Banc One Corporation and the Home Information Revolution TN
Steven C. Wheelwright
Citation: Wheelwright, Steven C. "Banc One Corporation and the Home Information Revolution TN." Harvard Business School Teaching Note 695-089, June 1995.
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Teaching Note
| HBS Case Collection
|
1995
Bendix Corporation (A) TN
Steven C. Wheelwright
Citation: Wheelwright, Steven C. "Bendix Corporation (A) TN." Harvard Business School Teaching Note 695-090, June 1995.
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Course Overview Note
|
1995
Superior New Product Development Executive Course
Dorothy Leonard-Barton and Steven C. Wheelwright
Keywords: Product Development;
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Case
| HBS Case Collection
|
1995
Hanrahan Motor Company (Revised)
Steven C. Wheelwright
Keywords: Auto Industry;
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Case
| HBS Case Collection
|
1994
(Revised from original 1993 version)
Chiron Corp.
Steven C. Wheelwright
Pablo Valenzuela, vice president of R&D at Chiron Corp., faces several choices for how to allocate scarce resources across several promising projects. These choices will determine Chiron's position in several emerging biotechnology and diagnostic markets, including tests for hepatitis C, HIV infection, and others. Valenzuela must examine Chiron's capacity, its strategy, and the character of the opportunity, including the impact of these choices on joint venture partners.
Keywords: Health Testing and Trials;
Research and Development;
Failure;
Business Strategy;
Joint Ventures;
Strategic Planning;
Opportunities;
Product Development;
Biotechnology Industry;
California;
Citation: Wheelwright, Steven C. " Chiron Corp." Harvard Business School Case 693-052, November 1994. (Revised from original April 1993 version.)
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Case
| HBS Case Collection
|
1994
Allegheny Ludlum Steel Corporation (Abridged)
Steven C. Wheelwright
Describes a decision facing Allegheny Ludlum Steel Corp. in June 1985: whether to continue to compete in the silicon steel business in the face of stiff competition from imports. Includes a complete description of the company's productivity improvement systems and procedures (its chief competitive strengths) and shows how they have become a tool for steady and continuous improvement.
Keywords: Decision Choices and Conditions;
Business Strategy;
Performance Improvement;
Management Systems;
Technology;
Steel Industry;
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Case
| HBS Case Collection
|
1994
Pilkington Barnes-Hind
Steven C. Wheelwright
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Case
| HBS Case Collection
|
1993
(Revised from original version)
Snake River Steel
Steven C. Wheelwright
Keywords: Performance Capacity;
Performance Improvement;
Steel Industry;
Citation: Wheelwright, Steven C. " Snake River Steel." Harvard Business School Case 692-022, November 1993. (Revised from original September 1991 version.)
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Case
| HBS Case Collection
|
1993
(Revised from original version)
Plus Development Corp. (B) (Abridged)
Steven C. Wheelwright
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Case
| HBS Case Collection
|
1993
(Revised from original 1992 version)
General Electric: Major Appliance Business Group (Abridged)
Steven C. Wheelwright
Keywords: Consumer Products Industry;
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Case
| HBS Case Collection
|
1993
(Revised from original 1986 version)
Sun Microsystems, Inc. (A)
Steven C. Wheelwright
Sun Microsystems managers must decide whether to launch a new product into manufacturing. Teaching objectives include: 1) an analysis of the competitive environment, 2) examination of technological choices, 3) understanding of the new product development process, and 4) the nature of short design life vis-a-vis product development and product manufacture.
Keywords: Decision Choices and Conditions;
Product Launch;
Product Development;
Production;
Competitive Strategy;
Computer Industry;
Citation: Wheelwright, Steven C. " Sun Microsystems, Inc. (A)." Harvard Business School Case 686-133, September 1993. (Revised from original April 1986 version.)
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Case
| HBS Case Collection
|
1993
(Revised from original version)
FBO, Inc.
Steven C. Wheelwright
FBO, Inc. is a fixed-base operator at a large metropolitan airport. The general manager must decide if the current pooling format is the appropriate way to staff the commercial refueling operations. If pooling is deemed inappropriate then the implementation of a different format in the face of a hostile management/union relationship is a concern. A rewritten version of an earlier case.
Keywords: Selection and Staffing;
Labor Unions;
Operations;
Labor and Management Relations;
Aerospace Industry;
Citation: Wheelwright, Steven C. " FBO, Inc." Harvard Business School Case 692-074, April 1993. (Revised from original January 1992 version.)
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Supplement
| HBS Case Collection
|
1993
(Revised from original 1992 version)
TJ International (B)
Steven C. Wheelwright
Citation: Wheelwright, Steven C. " TJ International (B)." Harvard Business School Supplement 693-039, March 1993. (Revised from original November 1992 version.)
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Case
| HBS Case Collection
|
1993
(Revised from original version)
Corning Glass Works: Erwin Automotive Plant
Steven C. Wheelwright
Keywords: Auto Industry;
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Case
| HBS Case Collection
|
1992
Process Control at Polaroid (B)
H. Kent Bowen and Steven C. Wheelwright
The plant manager of a film production operation wants to create and implement a new approach to quality within the next 12 months. Issues of personnel (and their roles), production processes (and their control), and quality standards must be addressed.
Keywords: Employee Relationship Management;
Job Design and Levels;
Management Practices and Processes;
Production;
Quality;
Mathematical Methods;
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Case
| HBS Case Collection
|
1992
Kodak Business Imaging Systems Division
Marie-Therese M. Flaherty and Steven C. Wheelwright
Describes Kodak's decision regarding a manufacturing site for some of its products. Compares several types of products (with different cost structures) and several worldwide locations (with different characteristics). Provides a framework (model) for comparing and evaluating the options. Identifies relevant factors in evaluating manufacturing sourcing decisions and illustrates how the complexities can be addressed and handled effectively.
Keywords: Framework;
Production;
Product;
Global Range;
Supply Chain Management;
Factories, Labs, and Plants;
Electronics Industry;
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Background Note
| HBS Case Collection
|
1992
Kodak Business Imaging Systems Division, ROI Model Note
Marie-Therese M. Flaherty and Steven C. Wheelwright
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Case
| HBS Case Collection
|
1992
(Revised from original 1977 version)
Sorenson Research Co. (Abridged)
Steven C. Wheelwright
Presents the issues facing a high volume, high margin (but lightweight) medical products business. The company is trying to improve its inventory control to reduce inventory investment and improve service. The present multi-site inventory system is described and major alternatives for improving or replacing it are presented.
Keywords: Business Earnings;
Investment;
Volume;
Service Delivery;
Supply Chain;
Performance Improvement;
Medical Devices and Supplies Industry;
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Teaching Note
| HBS Case Collection
|
1992
Applied Materials TN
Steven C. Wheelwright
Teaching Note for (9-692-078).
Keywords: Industrial Products Industry;
Semiconductor Industry;
Citation: Wheelwright, Steven C. " Applied Materials TN." Harvard Business School Teaching Note 693-002, July 1992.
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Teaching Note
| HBS Case Collection
|
1992
General Motors: Packard Electric Division TN
Steven C. Wheelwright
Teaching Note for (9-691-030).
Keywords: Auto Industry;
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Teaching Note
| HBS Case Collection
|
1992
Quantum Corporation--Business and Product Teams TN
Steven C. Wheelwright
Teaching Note for (9-692-023).
Keywords: Consumer Products Industry;
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Teaching Note
| HBS Case Collection
|
1992
Dayton Electric Corporation TN
Steven C. Wheelwright
Teaching Note for (9-692-071).
Keywords: Auto Industry;
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Teaching Note
| HBS Case Collection
|
1992
Sun Microsystems, Inc. (A) TN
Kim B. Clark and Steven C. Wheelwright
Teaching Note for (9-686-133).
Keywords: Computer Industry;
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Teaching Note
| HBS Case Collection
|
1992
(Revised from original version)
Sun Microsystems and the UNIX Operating System: Creation of a Standard?, Teaching Note
Steven C. Wheelwright
Citation: Wheelwright, Steven C. "Sun Microsystems and the UNIX Operating System: Creation of a Standard?, Teaching Note." Harvard Business School Teaching Note 690-042, April 1992. (Revised from original December 1989 version.)
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Case
| HBS Case Collection
|
1992
(Revised from original version)
Sony Corp.: Workstation Division
Steven C. Wheelwright
-
Background Note
| HBS Case Collection
|
1992
(Revised from original version)
Rigid Disk Drives: An Industry Note
Steven C. Wheelwright and Clayton M. Christensen
Keywords: Software;
Citation: Wheelwright, Steven C., and Clayton M. Christensen. " Rigid Disk Drives: An Industry Note." Harvard Business School Background Note 692-014, March 1992. (Revised from original January 1992 version.)
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Case
| HBS Case Collection
|
1992
Applied Materials
Steven C. Wheelwright
Describes three subsequent generations of product development effort at an equipment firm supplying the semiconductor industry. The firm is partway into the third generation development and must decide whether and how to accelerate product development to respond to competitive pressures.
Keywords: Product Development;
Competitive Strategy;
Decision Making;
Industry Structures;
Industrial Products Industry;
Semiconductor Industry;
Citation: Wheelwright, Steven C. " Applied Materials." Harvard Business School Case 692-078, March 1992.
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Case
| HBS Case Collection
|
1992
(Revised from original version)
Quantum Corp.: Business and Product Teams
Steven C. Wheelwright and Clayton M. Christensen
Describes the adoption and evolution of product development teams and business teams at Quantum. Emphasizes integration of team capabilities with product development and competitive advantage in a rapidly changing environment.
Keywords: Product Development;
Groups and Teams;
Situation or Environment;
Competitive Strategy;
Integration;
Consumer Products Industry;
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Case
| HBS Case Collection
|
1992
(Revised from original version)
Associated Instruments Corp.: Analytic Instruments Division
Steven C. Wheelwright
Keywords: Industrial Products Industry;
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Case
| HBS Case Collection
|
1992
(Revised from original 1991 version)
Dayton Electric Corp.
Steven C. Wheelwright
Concerns a product redesign decision for one of the company's most successful motor products, its rectified power, medium D-C motor, the RPM. A one-year redesign program has proposed a design that comes close to meeting its stated cost and performance goals, but at the expense of abandoning the unique square configuration that gave the RPM motor a technical lead over its competitors. The head of R&D wants to reject the proposal and go back to the drawing board for a three-month crash program. The case discusses Dayton's approach to strategic planning as a company and the motor division's attempts to carry out technical planning in this context. It also covers the technical outlook for AC and DC motors.
Keywords: Product Design;
Strategic Planning;
Research and Development;
Business Divisions;
Decisions;
Forecasting and Prediction;
Product Development;
Technological Innovation;
Machinery and Machining;
Manufacturing Industry;
Ohio;
Citation: Wheelwright, Steven C. " Dayton Electric Corp." Harvard Business School Case 692-071, February 1992. (Revised from original December 1991 version.)
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Case
| HBS Case Collection
|
1992
Apex Insurance Corp. (AIC): Flood Insurance Program
Steven C. Wheelwright
Keywords: Insurance Industry;
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Case
| HBS Case Collection
|
1992
Metreke Cards
Steven C. Wheelwright
Used to introduce the assembly line process to first-year MBA students. Three different variations of an assembly line process for packing greeting cards are presented for analysis. To choose among the three, the students must address issues of time standards, capacity, supervision and training. A rewritten version of an earlier case.
Keywords: Business or Company Management;
Operations;
Production;
Product;
Publishing Industry;
Citation: Wheelwright, Steven C. " Metreke Cards." Harvard Business School Case 692-073, January 1992.
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Case
| HBS Case Collection
|
1991
(Revised from original version)
Springs Industries (Abridged)
Steven C. Wheelwright
Citation: Wheelwright, Steven C. " Springs Industries (Abridged)." Harvard Business School Case 691-042, October 1991. (Revised from original December 1990 version.)
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Teaching Note
| HBS Case Collection
|
1991
BSA Industries: Belmont Division, Teaching Note
Steven C. Wheelwright
Citation: Wheelwright, Steven C. "BSA Industries: Belmont Division, Teaching Note." Harvard Business School Teaching Note 691-012, July 1991.
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Case
| HBS Case Collection
|
1991
(Revised from original version)
Motorola, Inc.: Bandit Pager Project
Steven C. Wheelwright
Describes the development of a fully automated production line for manufacturing radio pagers. The company regarded the project as highly successful; it becomes clear in the case, however, that there were some shortcomings as well. Some marketing issues were not properly addressed and, despite the claims of the company that the project was completed in 18 months, development of the line continued after the official end date for over a year. The student must analyze the situation to determine what lessons should be taken from the project and how best to apply those lessons to other projects.
Keywords: Time Management;
Marketing;
Product Development;
Production;
Success;
Projects;
Technology;
Telecommunications Industry;
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Case
| HBS Case Collection
|
1991
(Revised from original version)
Parry Homes, Inc.
Steven C. Wheelwright
Keywords: Construction Industry;
Citation: Wheelwright, Steven C. " Parry Homes, Inc." Harvard Business School Case 691-020, June 1991. (Revised from original October 1990 version.)
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Case
| HBS Case Collection
|
1991
(Revised from original version)
Charles Schwab: Financial Advisors Service
Steven C. Wheelwright
Keywords: Product Development;
Innovation and Invention;
Financial Services Industry;
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Case
| HBS Case Collection
|
1991
Gold Hill Computers (A)
Steven C. Wheelwright
Keywords: Computer Industry;
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Supplement
| HBS Case Collection
|
1991
Gold Hill Computers (B)
Steven C. Wheelwright
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Case
| HBS Case Collection
|
1991
Bell and Edison (A)
Steven C. Wheelwright
Citation: Wheelwright, Steven C. " Bell and Edison (A)." Harvard Business School Case 691-100, March 1991.
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Case
| HBS Case Collection
|
1991
Bell and Edison (B)
Steven C. Wheelwright
Keywords: Product Development;
Technology;
Citation: Wheelwright, Steven C. " Bell and Edison (B)." Harvard Business School Case 691-101, March 1991.
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Background Note
| HBS Case Collection
|
1991
Note on Taguchi Methods for Improving Quality Through Design
Steven C. Wheelwright
-
Case
| HBS Case Collection
|
1990
(Revised from original version)
BSA Industries: Belmont Division
Steven C. Wheelwright
Citation: Wheelwright, Steven C. " BSA Industries: Belmont Division." Harvard Business School Case 689-049, October 1990. (Revised from original December 1988 version.)
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Case
| HBS Case Collection
|
1990
(Revised from original version)
Insight Optical Equipment Co.
Steven C. Wheelwright
Keywords: Medical Devices and Supplies Industry;
Citation: Wheelwright, Steven C. " Insight Optical Equipment Co." Harvard Business School Case 675-168, September 1990. (Revised from original March 1975 version.)
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Case
| HBS Case Collection
|
1990
(Revised from original version)
Campbell Soup Co.
Steven C. Wheelwright
Describes the engineering effort at Campbell Soup Co. to develop a microwavable package and product for the growing convenience segment. Focuses on the role of engineering services in developing the production process, acquiring and installing equipment, and getting the process up and running. Students must address not only the status of the current project, but also the future steps that must be taken to complete that project successfully. Even more broadly, engineering's role as a reactive service organization vs. increasing demands that will require a proactive strategic advantage-based organization must also be addressed. Written from the perspective of the head of the engineering group at Campbell Soup Co.
Keywords: Product Development;
Production;
Engineering;
Strategy;
Business Processes;
Innovation and Management;
Planning;
Competitive Advantage;
Food and Beverage Industry;
Retail Industry;
Citation: Wheelwright, Steven C. " Campbell Soup Co." Harvard Business School Case 690-051, August 1990. (Revised from original May 1990 version.)
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Teaching Note
| HBS Case Collection
|
1990
(Revised from original version)
Campbell Soup Co., Teaching Note
Steven C. Wheelwright
Teaching Note for (9-690-051).
Citation: Wheelwright, Steven C. " Campbell Soup Co., Teaching Note." Harvard Business School Teaching Note 690-094, August 1990. (Revised from original June 1990 version.)
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Teaching Note
| HBS Case Collection
|
1990
Honeywell Residential Division: New Product Development, Teaching Note
Steven C. Wheelwright
Teaching Note for (9-689-035).
Keywords: Real Estate Industry;
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Teaching Note
| HBS Case Collection
|
1990
Plus Development Corp. (A) and (B) (Abridged), Teaching Note
Steven C. Wheelwright
Citation: Wheelwright, Steven C. "Plus Development Corp. (A) and (B) (Abridged), Teaching Note." Harvard Business School Teaching Note 690-093, June 1990.
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Case
| HBS Case Collection
|
1990
(Revised from original version)
General Electric Lighting Business Group: The High-Speed Horizontal Project
Steven C. Wheelwright
Keywords: Electronics Industry;
-
Teaching Note
| HBS Case Collection
|
1990
Associated Instruments Corp.: Analytic Instruments Division, Teaching Note
Steven C. Wheelwright
Citation: Wheelwright, Steven C. "Associated Instruments Corp.: Analytic Instruments Division, Teaching Note." Harvard Business School Teaching Note 690-091, May 1990.
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Teaching Note
| HBS Case Collection
|
1990
Sony Corp.: Workstation Division, Teaching Note
Steven C. Wheelwright
Citation: Wheelwright, Steven C. "Sony Corp.: Workstation Division, Teaching Note." Harvard Business School Teaching Note 690-073, April 1990.
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Case
| HBS Case Collection
|
1990
Lehrer McGovern Bovis, Inc. (Abridged)
Steven C. Wheelwright
Describes the growth of a construction management company and the operating problems it now encounters. Designed to introduce students to the value of competition in the construction industry, to show how the techniques of value analysis can be used to strategic advantage, and to illustrate the strains that growth places on an entrepreneurial and informal operating system. Also raises issues of quality and productivity in a service setting.
Keywords: Entrepreneurship;
Operations;
Construction;
Growth Management;
Quality;
Competition;
Problems and Challenges;
Performance Productivity;
Management Analysis, Tools, and Techniques;
Construction Industry;
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Teaching Note
| HBS Case Collection
|
1990
Instructor's Note on Development Project Audits
Steven C. Wheelwright, Geoff K. Gill and Kim B. Clark
Citation: Wheelwright, Steven C., Geoff K. Gill, and Kim B. Clark. "Instructor's Note on Development Project Audits." Harvard Business School Teaching Note 690-065, March 1990.
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Case
| HBS Case Collection
|
1990
(Revised from original version)
Sun Microsystems and the UNIX Operating System: Creation of a Standard?
Steven C. Wheelwright
Keywords: Software;
Computer Industry;
-
Teaching Note
| HBS Case Collection
|
1989
Eli Lilly and Co.: The Beginning of a Journey in Manufacturing, Teaching Note
Steven C. Wheelwright
Citation: Wheelwright, Steven C. "Eli Lilly and Co.: The Beginning of a Journey in Manufacturing, Teaching Note." Harvard Business School Teaching Note 689-089, May 1989.
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Case
| HBS Case Collection
|
1989
Eli Lilly and Co.: The Beginning of a Journey in Manufacturing
Steven C. Wheelwright
Keywords: Pharmaceutical Industry;
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Case
| HBS Case Collection
|
1988
Honeywell Residential Division: New Product Development
Steven C. Wheelwright
Describes three different product development efforts at the Residential Controls division of Honeywell, Inc. Each of the three projects was for a different market and competitive environment. Each was tackled in a somewhat different way within the Honeywell Engineering organization, and the results from each were quite different. Also describes the new product development procedures that have been used historically at the Residential Division, and some of the current thinking regarding future changes in these procedures. Provides an opportunity to contrast the factors that impact success of product development across three quite different projects and to see how the organization's approaches to product development impact the success in those varying environments. Also provides an opportunity for students to examine the engineering function and some of the key issues in managing that functional group. Finally, the path for changing the approaches to product development can be addressed, contrasting an incremental evolutionary approach to such procedures versus a complete replacement of those procedures by a new set.
Keywords: Product Development;
Construction;
Outcome or Result;
Situation or Environment;
Business Divisions;
Product Design;
Change Management;
Construction Industry;
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Case
| HBS Case Collection
|
1988
Plus Development Corp. (B)
Steven C. Wheelwright
-
Case
| HBS Case Collection
|
1987
(Revised from original version)
Ampex Corp.: Product Matrix Engineering (Revised)
Steven C. Wheelwright
Keywords: Competition;
Quality;
Management;
Electronics Industry;
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Teaching Note
| HBS Case Collection
|
1987
(Revised from original version)
Lowell Steel Corp., Teaching Note
Paul W. Marshall and Steven C. Wheelwright
Keywords: Steel Industry;
Citation: Marshall, Paul W., and Steven C. Wheelwright. "Lowell Steel Corp., Teaching Note." Harvard Business School Teaching Note 678-034, June 1987. (Revised from original August 1977 version.)
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Case
| HBS Case Collection
|
1987
Electrolux Corp. (A)
Steven C. Wheelwright
Keywords: Manufacturing Industry;
-
Teaching Note
| HBS Case Collection
|
1986
(Revised from original version)
Gentle Electric Co., Teaching Note
Jeffrey G. Miller and Steven C. Wheelwright
Teaching Note for (9-672-038).
Keywords: Electronics Industry;
Citation: Miller, Jeffrey G., and Steven C. Wheelwright. " Gentle Electric Co., Teaching Note." Harvard Business School Teaching Note 678-032, March 1986. (Revised from original August 1977 version.)
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Teaching Note
| HBS Case Collection
|
1985
(Revised from original version)
MOStronics Division, Teaching Note
Steven C. Wheelwright
Citation: Wheelwright, Steven C. "MOStronics Division, Teaching Note." Harvard Business School Teaching Note 676-162, November 1985. (Revised from original April 1976 version.)
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Teaching Note
| HBS Case Collection
|
1985
(Revised from original 1977 version)
Zenith Radio Corp. (A), Teaching Note
Steven C. Wheelwright
Teaching Note for (9-674-026).
Keywords: Electronics Industry;
-
Teaching Note
| HBS Case Collection
|
1985
(Revised from original version)
Blitz Co., Teaching Note
Paul W. Marshall and Steven C. Wheelwright
Citation: Marshall, Paul W., and Steven C. Wheelwright. "Blitz Co., Teaching Note." Harvard Business School Teaching Note 678-031, November 1985. (Revised from original August 1977 version.)
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Teaching Note
| HBS Case Collection
|
1985
(Revised from original version)
Blanchard Importing and Distribution Co., Inc., Teaching Note
Paul W. Marshall and Steven C. Wheelwright
Teaching Note for (9-673-033).
Keywords: Distribution Industry;
-
Teaching Note
| HBS Case Collection
|
1985
(Revised from original version)
Washington Post (A) and (B), Teaching Note
Steven C. Wheelwright
Teaching Note for (9-677-076) and (9-677-077).
Keywords: Newspapers;
Journalism and News Industry;
-
Case
| HBS Case Collection
|
1985
(Revised from original version)
Perkin-Elmer Instrument Division: Plans and Forecasts (Revised)
Steven C. Wheelwright
Keywords: Planning;
Forecasting and Prediction;
-
Teaching Note
| HBS Case Collection
|
1985
(Revised from original version)
Searle Medical Instruments Group (A), Teaching Note
Steven C. Wheelwright
Keywords: Medical Devices and Supplies Industry;
Citation: Wheelwright, Steven C. "Searle Medical Instruments Group (A), Teaching Note." Harvard Business School Teaching Note 677-242, March 1985. (Revised from original May 1977 version.)
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Case
| HBS Case Collection
|
1985
(Revised from original 1978 version)
Searle Medical Instruments Group (Abridged)
Steven C. Wheelwright
SMIG, a division of G.D. Searle, was a fast growing high market-share company in the field of nuclear medical instruments. It manufactured two basically different product lines, one very successful and the other less so. Although marketing was separate for these product lines, manufacturing was not. As capacity is reached, the issue is how the company ought to expand and/or alter its manufacturing operations.
Keywords: Change;
Brands and Branding;
Market Participation;
Production;
Success;
Performance Capacity;
Expansion;
Medical Devices and Supplies Industry;
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Teaching Note
| HBS Case Collection
|
1985
(Revised from original version)
Capacity Planning and Facilities Choice, Module Overview
Steven C. Wheelwright
Keywords: Planning;
Citation: Wheelwright, Steven C. "Capacity Planning and Facilities Choice, Module Overview." Harvard Business School Teaching Note 677-254, January 1985. (Revised from original July 1977 version.)
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Case
| HBS Case Collection
|
1984
(Revised from original 1976 version)
Chaircraft Corp.
Steven C. Wheelwright
Production control in a furniture manufacturing company. Based on a case by R.S. Rosenbloom.
Keywords: Production;
Consumer Products Industry;
Citation: Wheelwright, Steven C. " Chaircraft Corp." Harvard Business School Case 677-092, August 1984. (Revised from original December 1976 version.)
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Case
| HBS Case Collection
|
1984
(Revised from original version)
MOStronics Division
Steven C. Wheelwright
Citation: Wheelwright, Steven C. " MOStronics Division." Harvard Business School Case 675-167, February 1984. (Revised from original March 1975 version.)
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Case
| HBS Case Collection
|
1980
(Revised from original version)
Trus Joist Corp.
Steven C. Wheelwright
Keywords: Construction Industry;
Citation: Wheelwright, Steven C. " Trus Joist Corp." Harvard Business School Case 675-207, October 1980. (Revised from original May 1975 version.)
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Case
| HBS Case Collection
|
1980
(Revised from original version)
FMC Crane and Excavator Division
Paul W. Marshall and Steven C. Wheelwright
Keywords: Construction Industry;
Citation: Marshall, Paul W., and Steven C. Wheelwright. " FMC Crane and Excavator Division." Harvard Business School Case 676-178, October 1980. (Revised from original May 1976 version.)
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Teaching Note
| HBS Case Collection
|
1980
(Revised from original version)
Trus Joist Corp., Teaching Note
Steven C. Wheelwright
Keywords: Forest Products Industry;
Citation: Wheelwright, Steven C. "Trus Joist Corp., Teaching Note." Harvard Business School Teaching Note 676-197, October 1980. (Revised from original June 1976 version.)
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Teaching Note
| HBS Case Collection
|
1980
(Revised from original version)
FMC Crane and Excavator Division, Teaching Note
Steven C. Wheelwright
Keywords: Industrial Products Industry;
Construction Industry;
Citation: Wheelwright, Steven C. "FMC Crane and Excavator Division, Teaching Note." Harvard Business School Teaching Note 677-183, October 1980. (Revised from original February 1977 version.)
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Teaching Note
| HBS Case Collection
|
1980
(Revised from original version)
Atherton Division of Litton Industries, Teaching Note
Paul W. Marshall and Steven C. Wheelwright
Citation: Marshall, Paul W., and Steven C. Wheelwright. "Atherton Division of Litton Industries, Teaching Note." Harvard Business School Teaching Note 677-231, October 1980. (Revised from original May 1977 version.)
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Teaching Note
| HBS Case Collection
|
1980
(Revised from original version)
Carborundum, Inc., Teaching Note
Robert H. Hayes and Steven C. Wheelwright
Keywords: Industrial Products Industry;
Citation: Hayes, Robert H., and Steven C. Wheelwright. "Carborundum, Inc., Teaching Note." Harvard Business School Teaching Note 677-241, October 1980. (Revised from original May 1977 version.)
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Teaching Note
| HBS Case Collection
|
1980
(Revised from original version)
Distrigas Corp., Teaching Note
Steven C. Wheelwright
Keywords: Energy Industry;
Citation: Wheelwright, Steven C. "Distrigas Corp., Teaching Note." Harvard Business School Teaching Note 677-243, October 1980. (Revised from original May 1977 version.)
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Case
| HBS Case Collection
|
1980
(Revised from original version)
Reliance Electric Motor Division (B)
Steven C. Wheelwright
-
Case
| HBS Case Collection
|
1979
(Revised from original version)
Reliance Electric Motor Division (B) (Abridged)
Steven C. Wheelwright
Keywords: Industrial Products Industry;
-
Case
| HBS Case Collection
|
1979
Capacity Planning and Facilities Choice, Course Module
Steven C. Wheelwright
Keywords: Production;
Planning;
Decision Making;
-
Teaching Note
| HBS Case Collection
|
1979
(Revised from original version)
Managing Changes in Process Technology, Module Overview
Steven C. Wheelwright
Keywords: Change Management;
Business Processes;
Citation: Wheelwright, Steven C. "Managing Changes in Process Technology, Module Overview." Harvard Business School Teaching Note 678-002, July 1979. (Revised from original July 1977 version.)
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Supplement
| HBS Case Collection
|
1979
Trus Joist, Addendum to Assignment
Steven C. Wheelwright
Keywords: Forest Products Industry;
-
Teaching Note
| HBS Case Collection
|
1979
(Revised from original version)
Litton Microwave Cooking Products (B), Teaching Note
Steven C. Wheelwright
Keywords: Consumer Products Industry;
Citation: Wheelwright, Steven C. "Litton Microwave Cooking Products (B), Teaching Note." Harvard Business School Teaching Note 677-002, May 1979. (Revised from original July 1976 version.)
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Case
| HBS Case Collection
|
1978
(Revised from original version)
Black Diamond Coal Co. (B)
Steven C. Wheelwright
Keywords: Energy Industry;
Citation: Wheelwright, Steven C. " Black Diamond Coal Co. (B)." Harvard Business School Case 677-014, July 1978. (Revised from original August 1976 version.)
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Teaching Note
| HBS Case Collection
|
1978
Walton Instruments--1970, Teaching Note
Robert H. Hayes and Steven C. Wheelwright
Keywords: Asset Management;
Production;
Quality;
Citation: Hayes, Robert H., and Steven C. Wheelwright. "Walton Instruments--1970, Teaching Note." Harvard Business School Teaching Note 679-007, July 1978.
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Teaching Note
| HBS Case Collection
|
1978
Zenith Radio Corp. (C), Teaching Note
Steven C. Wheelwright
Keywords: Electronics Industry;
Citation: Wheelwright, Steven C. "Zenith Radio Corp. (C), Teaching Note." Harvard Business School Teaching Note 678-206, June 1978.
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Teaching Note
| HBS Case Collection
|
1978
Reliance Electric Motor Division (B) and (B) (Abridged), Teaching Note
Steven C. Wheelwright
Keywords: Auto Industry;
Citation: Wheelwright, Steven C. "Reliance Electric Motor Division (B) and (B) (Abridged), Teaching Note." Harvard Business School Teaching Note 678-192, May 1978.
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Teaching Note
| HBS Case Collection
|
1978
(Revised from original version)
Project Nantucket, Teaching Note
Steven C. Wheelwright
Keywords: Massachusetts;
Citation: Wheelwright, Steven C. "Project Nantucket, Teaching Note." Harvard Business School Teaching Note 677-240, April 1978. (Revised from original May 1977 version.)
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Teaching Note
| HBS Case Collection
|
1977
Zodiac Brothers Toys, Inc. (B), Teaching Note
Jeffrey G. Miller and Steven C. Wheelwright
Keywords: Entertainment and Recreation Industry;
Citation: Miller, Jeffrey G., and Steven C. Wheelwright. "Zodiac Brothers Toys, Inc. (B), Teaching Note." Harvard Business School Teaching Note 678-098, December 1977.
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Teaching Note
| HBS Case Collection
|
1977
Sorenson Research Co. (Abridged), Teaching Note
Steven C. Wheelwright
Teaching Note for (9-677-257).
Keywords: Medical Devices and Supplies Industry;
-
Teaching Note
| HBS Case Collection
|
1977
Sinden Motor Products Corp., Teaching Note
Steven C. Wheelwright
Keywords: Auto Industry;
Citation: Wheelwright, Steven C. "Sinden Motor Products Corp., Teaching Note." Harvard Business School Teaching Note 678-077, October 1977.
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Case
| HBS Case Collection
|
1977
(Revised from original version)
Black Diamond Coal Co. (A)
Steven C. Wheelwright
Keywords: Mining Industry;
Energy Industry;
Citation: Wheelwright, Steven C. " Black Diamond Coal Co. (A)." Harvard Business School Case 676-056, September 1977. (Revised from original September 1975 version.)
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Teaching Note
| HBS Case Collection
|
1977
Eastern Airlines: December Schedule, Teaching Note
Daryl D Wyckoff and Steven Wheelwright
Keywords: Air Transportation Industry;
Citation: Wyckoff, Daryl D., and Steven Wheelwright. "Eastern Airlines: December Schedule, Teaching Note." Harvard Business School Teaching Note 678-012, August 1977.
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Teaching Note
| HBS Case Collection
|
1977
Sunshine Builders, Inc., Teaching Note
Jeffrey G. Miller and Steven C. Wheelwright
Teaching Note for (9-606-024).
Keywords: Real Estate Industry;
-
Teaching Note
| HBS Case Collection
|
1977
Kool King Division, Teaching Note
Steven C. Wheelwright
Citation: Wheelwright, Steven C. "Kool King Division, Teaching Note." Harvard Business School Teaching Note 677-233, May 1977.
-
Teaching Note
| HBS Case Collection
|
1977
Insight Optical Equipment Co., Teaching Note
Steven C. Wheelwright
Keywords: Medical Devices and Supplies Industry;
Citation: Wheelwright, Steven C. "Insight Optical Equipment Co., Teaching Note." Harvard Business School Teaching Note 677-213, April 1977.
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Teaching Note
| HBS Case Collection
|
1977
Systek International (C) (Revised), Teaching Note
William Abernathy and Steven C. Wheelwright
Citation: Abernathy, William, and Steven C. Wheelwright. "Systek International (C) (Revised), Teaching Note." Harvard Business School Teaching Note 677-214, April 1977.
-
Case
| HBS Case Collection
|
1977
Peek'n Peak Recreation, Inc. (Revised)
Steven C. Wheelwright
Keywords: Entertainment and Recreation Industry;
-
Teaching Note
| HBS Case Collection
|
1977
Infrastructure Segment: Spring Portion of First Year, Module Overview
Steven C. Wheelwright
Keywords: Infrastructure;
Citation: Wheelwright, Steven C. "Infrastructure Segment: Spring Portion of First Year, Module Overview." Harvard Business School Teaching Note 677-208, March 1977.
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Teaching Note
| HBS Case Collection
|
1977
Fabritek Corp., Teaching Note
Steven C. Wheelwright
Teaching Note for (9-669-004).
Keywords: Contracts;
Quality;
Service Delivery;
Auto Industry;
-
Teaching Note
| HBS Case Collection
|
1977
Chaircraft Corp., Teaching Note
Steven C. Wheelwright
Teaching Note for (9-677-092).
Keywords: Consumer Products Industry;
-
Teaching Note
| HBS Case Collection
|
1976
Hot Line, Inc., Teaching Note
Jeffrey G. Miller and Steven C. Wheelwright
Keywords: Telecommunications Industry;
Citation: Miller, Jeffrey G., and Steven C. Wheelwright. "Hot Line, Inc., Teaching Note." Harvard Business School Teaching Note 677-089, November 1976.
-
Teaching Note
| HBS Case Collection
|
1976
Max-Able Medical Clinic (A) (Revised), Teaching Note
William Abernathy and Steven C. Wheelwright
Keywords: Health Industry;
Citation: Abernathy, William, and Steven C. Wheelwright. "Max-Able Medical Clinic (A) (Revised), Teaching Note." Harvard Business School Teaching Note 677-100, November 1976.
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Teaching Note
| HBS Case Collection
|
1976
P.T. Pertamina: Gulf Industrial Processing, Teaching Note
Paul W. Marshall and Steven C. Wheelwright
Citation: Marshall, Paul W., and Steven C. Wheelwright. "P.T. Pertamina: Gulf Industrial Processing, Teaching Note." Harvard Business School Teaching Note 377-088, October 1976.
-
Case
| HBS Case Collection
|
1976
(Revised from original 1975 version)
Cross River Products
Steven C. Wheelwright
Describes production task of meeting peak seasonal demands in a light manufacturing plant. Information is provided for evaluating the options of overtime, second shift, second production line, and inventory buildup.
Keywords: Buildings and Facilities;
Information;
Labor;
Demand and Consumers;
Production;
Supply Chain;
Citation: Wheelwright, Steven C. " Cross River Products." Harvard Business School Case 676-086, October 1976. (Revised from original November 1975 version.)
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Case
| HBS Case Collection
|
1976
(Revised from original version)
American General Films
Steven C. Wheelwright
Keywords: Motion Pictures and Video Industry;
Citation: Wheelwright, Steven C. " American General Films." Harvard Business School Case 172-114, July 1976. (Revised from original September 1971 version.)
-
Teaching Note
| HBS Case Collection
|
1976
Cross River Products, Teaching Note
Steven C. Wheelwright
Teaching Note for (9-676-086).
-
Case
| HBS Case Collection
|
1976
Max-Able Medical Clinic (A) (Revised)
William Abernathy and Steven C. Wheelwright
Keywords: Health Industry;
-
Teaching Note
| HBS Case Collection
|
1976
Gruner & Jahr AG & Co., Teaching Note
Steven C. Wheelwright
Keywords: Teaching;
Information;
Citation: Wheelwright, Steven C. "Gruner & Jahr AG & Co., Teaching Note." Harvard Business School Teaching Note 176-154, January 1976.
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Teaching Note
| HBS Case Collection
|
1976
Perrin Freres, Teaching Note
Steven C. Wheelwright
Keywords: Teaching;
Information;
-
Teaching Note
| HBS Case Collection
|
1976
American General Films, Teaching Note
Steven C. Wheelwright
Keywords: Motion Pictures and Video Industry;
Citation: Wheelwright, Steven C. "American General Films, Teaching Note." Harvard Business School Teaching Note 176-155, January 1976.
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Teaching Note
| HBS Case Collection
|
1976
Alpha Concrete Products, Teaching Note
Steven C. Wheelwright
Keywords: Construction Industry;
Citation: Wheelwright, Steven C. "Alpha Concrete Products, Teaching Note." Harvard Business School Teaching Note 676-113, January 1976.
-
Case
| HBS Case Collection
|
1975
(Revised from original version)
Perrin Freres
Paul A. Vatter and Steven C. Wheelwright
Citation: Vatter, Paul A., and Steven C. Wheelwright. " Perrin Freres." Harvard Business School Case 175-087, October 1975. (Revised from original October 1974 version.)
-
Background Note
| HBS Case Collection
|
1975
(Revised from original version)
Experience and Cost: Some Implications for Manufacturing Policy
Steven C. Wheelwright
Keywords: Experience and Expertise;
Cost Management;
-
Supplement
| HBS Case Collection
|
1974
Perrin Freres, Supplement A
Steven C. Wheelwright
Keywords: Information;
-
Supplement
| HBS Case Collection
|
1974
Perrin Freres, Supplement C
Steven C. Wheelwright
Keywords: Information;
-
Case
| HBS Case Collection
|
1974
Alpha Concrete Products
Steven C. Wheelwright
Keywords: Construction Industry;
-
Case
| HBS Case Collection
|
1973
Lyon Plate Glass
Steven C. Wheelwright
Keywords: Manufacturing Industry;
Citation: Wheelwright, Steven C. " Lyon Plate Glass." Harvard Business School Case 173-240, May 1973.
-
Case
| HBS Case Collection
|
1973
Gruner & Jahr AG & Co.
Steven C. Wheelwright
Keywords: Publishing Industry;
|
|