Kim B. Clark
George Fisher Baker Professor of Administration, Emeritus
Kim B. Clark joined the Harvard faculty in 1978 and served as Dean of the Faculty at Harvard Business School from 1995 to 2005. He received the B.A. (1974), M.A. (1977), and Ph.D. (1978) degrees in economics from Harvard University. Professor Clark's research has focused on modularity in design and the integration of technology and competition in industry evolution, with a particular focus on the computer industry. He and Carliss Baldwin are co-authors of a book on the topic entitled Design Rules: The Power of Modularity (MIT Press, 2000). Earlier research focused on the areas of technology, productivity, product development, and operations strategy; publications on these topics include Leading Product Development: The Senior Manager's Guide to Creating and Shaping the Enterprise (with S.C. Wheelwright, Free Press, 1995); The Perpetual Enterprise Machine: Seven Keys to Corporate Renewal through Successful Product and Process Development (co-edited with H.K. Bowen, C. Holloway, and S.C. Wheelwright, Oxford University Press, 1994) and Revolutionizing Product Development (with S.C. Wheelwright, The Free Press, 1992). A comprehensive study on product development in the world auto industry (with T. Fujimoto), Product Development Performance, was published in 1991 by HBS Press. Other books include Dynamic Manufacturing (with R.H. Hayes and S.C. Wheelwright, Free Press, 1988) and Industrial Renaissance (with W.J. Abernathy and A.M. Kantrow, Basic Books, 1983). Additional publications include 'Managing in an Age of Modularity' (with C.Y. Baldwin, Harvard Business Review, September-October 1997),'Development Projects: The Engine of Renewal' (with H.K. Bowen, C.A. Holloway, and S.C. Wheelwright, Harvard Business Review, September-October 1994), 'Organizing and Leading 'Heavyweight' Development Teams' (with S.C. Wheelwright, California Management Review, Spring 1992), 'Capabilities and Capital Investment: New Perspectives on Capital Budgeting' (with C.Y. Baldwin, Journal of Applied Corporate Finance, 1991), and 'The Power of Product Integrity' (with T. Fujimoto, Harvard Business Review, November-December 1990).
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Book
| 2006
The Power of Modularity
Carliss Y. Baldwin and Kim B. Clark
Keywords: Design;
Governing Rules, Regulations, and Reforms;
Citation: Baldwin, Carliss Y., and Kim B. Clark. The Power of Modularity. Vol. 1, Design Rules. Cambridge, MA: MIT Press, 2006, Chinese Mandarin ed.
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Book
| 2004
The Power of Modularity
Carliss Y. Baldwin and Kim B. Clark
Keywords: Design;
Governing Rules, Regulations, and Reforms;
Citation: Baldwin, Carliss Y., and Kim B. Clark. The Power of Modularity. Vol. 1, Design Rules. Tokyo: Research Institute of Economy, Trade and Industry (RIETI), 2004, Japanese ed.
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Book
| 2000
The Power of Modularity
Carliss Y. Baldwin and Kim B. Clark
Keywords: Design;
Segmentation;
Citation: Baldwin, Carliss Y., and Kim B. Clark. The Power of Modularity. Vol. 1, Design Rules. Cambridge, MA: MIT Press, 2000.
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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
| 1991
Product Development Performance: Strategy, Organization, and Management in the World Auto Industry
K. B. Clark and T. Fujimoto
Keywords: Product Development;
Performance;
Globalization;
Auto Industry;
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Casebook
| 1982
Cases in Operations Management: Strategy and Structure
W. Earl Sasser, Kim B. Clark, David A. Garvin, Margaret B.W. Graham, Ramchandran Jaikumar and David H. Maister
Keywords: Cases;
Operations;
Management;
Strategy;
Organizational Structure;
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Casebook
| 1982
Cases in Operations Management: Analysis and Action
W. Earl Sasser, Kim B. Clark, David A. Garvin, Margaret B.W. Graham, Ramchandran Jaikumar and David H. Maister
Keywords: Cases;
Operations;
Management;
Theory;
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Article
| Management Science
|
The Architecture of Participation: Does Code Architecture Mitigate Free Riding in the Open Source Development Model?
Carliss Y. Baldwin and Kim B. Clark
Keywords: Design;
Technology;
Online Technology;
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Article
| Harvard Business Review
|
Managing in an Age of Modularity
C. Y. Baldwin and K. B. Clark
Keywords: Management;
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Article
| Production and Operations Management
|
Competing through Manufacturing and the New Manufacturing Paradigm: Is Manufacturing Strategy Passe?
K. B. Clark
Keywords: Competition;
Strategy;
Production;
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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
| Business History Review
|
Capital Budgeting Systems and Capabilities Investments in U.S. Companies after World War II
K. B. Clark and C. Y. Baldwin
Keywords: Capital Budgeting;
System;
Investment;
Business Ventures;
United States;
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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
| Industrial and Corporate Change
|
Integration and Dynamic Capability: Evidence from Development in Automobiles and Mainframe Computers
M. Iansiti and K. B. Clark
Keywords: Integration;
Growth and Development;
Technology;
Hardware;
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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
| Journal of the Japanese and International Economies
|
Product Development and Competitiveness
K. B. Clark and T. Fujimoto
Keywords: Product;
Research and Development;
Competition;
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Article
| Continental Bank Journal of Applied Corporate Finance
|
Capabilities and Capital Investment: New Perspectives on Capital Budgeting
C. Y. Baldwin and K. B. Clark
Keywords: Capital;
Investment;
Capital Budgeting;
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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
| Management Science
|
Behind the Learning Curve: The Learning Process
P S Adler and K. B. Clark
Keywords: Learning;
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Article
| International Journal of Vehicle Design
|
High Performance Product Development in the World Auto Industry
K. B. Clark
Keywords: Product;
Research and Development;
Auto Industry;
Citation: Clark, K. B. "High Performance Product Development in the World Auto Industry." International Journal of Vehicle Design 12, no. 2 (1991): 105–131.
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Article
| Harvard Business Review
|
The Power of Product Integrity
K. B. Clark and T. Fujimoto
Keywords: Trust;
Product;
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Article
| Administrative Science Quarterly
|
Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms
R. Henderson and K. B. Clark
Keywords: Design;
Innovation and Invention;
Failure;
Technology;
Product;
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Chapter
| Complex Engineered Systems: Science Meets Technology
| 2006
Modularity in the Design of Complex Engineering Systems
Carliss Y. Baldwin and Kim B. Clark
Keywords: Complexity;
Design;
Engineering;
Citation: Baldwin, Carliss Y., and Kim B. Clark. " Modularity in the Design of Complex Engineering Systems." In Complex Engineered Systems: Science Meets Technology, edited by Ali Minai, Dan Braha, and Yaneer Bar Yam. New England Complex Systems Institute Series on Complexity. NY: Springer, 2006.
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Chapter
| Advancing Knowledge and the Knowledge Economy
| 2006
Between 'Knowledge' and 'the Economy': Notes on the Scientific Study of Designs
Carliss Y. Baldwin and Kim B. Clark
Keywords: Design;
Knowledge;
Economy;
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Preface
| Design Rules: The Power of Modularity
| 2000
Preface
Carliss Y. Baldwin and Kim B. Clark
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Preface
| Design Rules: The Power of Modularity
| 2000
Preface
Carliss Y. Baldwin and Kim B. Clark
Citation: Baldwin, Carliss Y., and Kim B. Clark. "Preface." Preface to Design Rules: The Power of Modularity. Vol. 1, by Carliss Y. Baldwin, and Kim B. Clark. Cambridge, MA: MIT Press, 2000.
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Preface
| Design Rules, Volume 1, The Power of Modularity
| 2004
Preface to the Japanese Edition
Carliss Y. Baldwin and Kim B. Clark
Keywords: Japan;
Citation: Baldwin, Carliss Y., and Kim B. Clark. "Preface to the Japanese Edition." Preface to Design Rules, Volume 1, The Power of Modularity. Tokyo, Japan: Research Institute of Economy, Trade and Industry (RIETI), 2004, Japanese ed.
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Chapter
| Modularity
| 2002
The Value and Cost of Modularity
Carliss Y. Baldwin and Kim B. Clark
Keywords: Value;
Cost;
Citation: Baldwin, Carliss Y., and Kim B. Clark. "The Value and Cost of Modularity." In Modularity, edited by Masahiko Aoki. Tokyo, Japan: Research Institute of Economy, Trade and Industry (RIETI), 2002, Japanese ed.
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Chapter
| Managing in the Modular Age: Architectures, Networks, and Organizations
| 2002
Managing in the Age of Modularity
Carliss Y. Baldwin and Kim B. Clark
Keywords: Management;
Citation: Baldwin, Carliss Y., and Kim B. Clark. " Managing in the Age of Modularity." In Managing in the Modular Age: Architectures, Networks, and Organizations, edited by Raghu Garud, Arun Kumaraswamy, and Richard Langlois. Blackwell Publishing, 2002.
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Comment
| Managing in the Modular Age: Architectures, Networks, and Organizations
| 2002
Commentary on Managing in an Age of Modularity
C. Y. Baldwin and Kim B. Clark
Keywords: Management;
Citation: Baldwin, C. Y., and Kim B. Clark. Comment on "Commentary on Managing in an Age of Modularity." Managing in the Modular Age: Architectures, Networks, and Organizations, edited by Raghu Garud, Arun Kumaraswamy, and Richard Langlois. Blackwell Publishing, 2002.
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Chapter
| Competing in the Age of Digital Convergence
| 1997
Sun Wars: Competition within a Modular Cluster
C. Y. Baldwin and K. B. Clark
Keywords: Competition;
Citation: Baldwin, C. Y., and K. B. Clark. "Sun Wars: Competition within a Modular Cluster." In Competing in the Age of Digital Convergence, edited by D. B. Yoffie. Boston: Harvard Business School Press, 1997.
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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
| Managing Product Development
| 1996
External Integration in Product Development
T. Fujimoto, M. Iansiti and K. B. Clark
Keywords: Integration;
Product Development;
Citation: Fujimoto, T., M. Iansiti, and K. B. Clark. "External Integration in Product Development." In Managing Product Development, edited by T. Nishiguchi. New York: Oxford University Press, 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
Project Leadership and Organization
K. B. Clark, M. Iansiti and R. Billington
Keywords: Projects;
Leadership;
Organizational Design;
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Chapter
| The Relevance of a Decade: Essays to Mark the First Ten Years of the Harvard Business School Press
| 1994
The Product Development Imperative: Competing in the New Industrial Marathon
K. B. Clark and T. Fujimoto
Keywords: Product Development;
Competitive Advantage;
Citation: Clark, K. B., and T. Fujimoto. "The Product Development Imperative: Competing in the New Industrial Marathon." In The Relevance of a Decade: Essays to Mark the First Ten Years of the Harvard Business School Press, edited by Paula B. Duffy. Boston, MA: Harvard Business School Press, 1994.
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Chapter
| Integrating Design and Manufacturing for Competitive Advantage
| 1992
Manufacturing for Design: Beyond the Product/R & D Dichotomy
W. B. Chew, K. B. Clark and F. Fujimoto
Keywords: Product Design;
Research and Development;
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Chapter
| Measures for Manufacturing Excellence
| 1990
Measurement, Coordination and Learning in a Multi-plant Network
W. B. Chew, K. B. Clark and T. Bresnahan
Keywords: Factories, Labs, and Plants;
Organizational Structure;
Networks;
Business Model;
Measurement and Metrics;
Cooperation;
Citation: Chew, W. B., K. B. Clark, and T. Bresnahan. "Measurement, Coordination and Learning in a Multi-plant Network." In Measures for Manufacturing Excellence, edited by Robert S. Kaplan. Boston: Harvard Business School Press, 1990.
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Working Paper
| HBS Working Paper Series
| 2006
Architectural Innovation and Dynamic Competition: The Smaller "Footprint" Strategy
Carliss Y. Baldwin and Kim B. Clark
Citation: Baldwin, Carliss Y., and Kim B. Clark. Architectural Innovation and Dynamic Competition: The Smaller " Footprint" Strategy. Harvard Business School Working Paper, No. 07–014, August 2006.
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Working Paper
| HBS Working Paper Series
| 2006
Where Do Transactions Come From? A Network Design Perspective on the Theory of the Firm
Carliss Y. Baldwin and Kim B. Clark
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Working Paper
| HBS Working Paper Series
| 2005
Designs and Design Architecture: The Missing Link Between "Knowledge" and the "Economy"
Carliss Y. Baldwin and Kim B. Clark
Citation: Baldwin, Carliss Y., and Kim B. Clark. Designs and Design Architecture: The Missing Link Between "Knowledge" and the "Economy". Harvard Business School Working Paper, No. 05–052, February 2005.
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Working Paper
| HBS Working Paper Series
| 2004
Modularity in the Design of Complex Engineering Systems
Carliss Y. Baldwin and Kim B. Clark
Citation: Baldwin, Carliss Y., and Kim B. Clark. "Modularity in the Design of Complex Engineering Systems." Harvard Business School Working Paper, No. 04–055, May 2004.
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Working Paper
| HBS Working Paper Series
| 2003
The Architecture of Cooperation: Does Code Architecture Mitigate Free Riding in the Open Source Development Model?
Carliss Y. Baldwin and Kim B. Clark
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Working Paper
| HBS Working Paper Series
| 2003
The Pricing and Profitability of Modular Clusters
Carliss Y. Baldwin, Kim Clark and C. Jason Woodard
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Working Paper
| HBS Working Paper Series
| 2003
Design Rules: Volume 1, the Power of Modularity: Preface to the Japanese Edition
Carliss Y. Baldwin and Kim Clark
Citation: Baldwin, Carliss Y., and Kim Clark. "Design Rules: Volume 1, the Power of Modularity: Preface to the Japanese Edition." Harvard Business School Working Paper, No. 04–013, September 2003.
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Working Paper
| HBS Working Paper Series
| 2002
Where Do Transactions Come From? A Perspective from Engineering Design
Carliss Y. Baldwin and Kim Clark
Citation: Baldwin, Carliss Y., and Kim Clark. "Where Do Transactions Come From? A Perspective from Engineering Design." Harvard Business School Working Paper, No. 03–031, September 2002.
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Working Paper
| HBS Working Paper Series
| 2002
The Option Value of Modularity in Design An Example from Design Rules, Volume 1: The Power of Modularity
Carliss Y. Baldwin and Kim Clark
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Working Paper
| HBS Working Paper Series
| 2002
The Fundamental Theorem of Design Economics
Carliss Y. Baldwin and Kim Clark
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Working Paper
| HBS Working Paper Series
| 2002
Institutional Forms, Part 1: The Technology of Design and Its Problems
Carliss Y. Baldwin and Kim Clark
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Working Paper
| HBS Working Paper Series
| 2001
Modularity after the Crash
Carliss Y. Baldwin and Kim Clark
Citation: Baldwin, Carliss Y., and Kim Clark. " Modularity after the Crash." Harvard Business School Working Paper, No. 01–075, May 2001.
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Working Paper
| HBS Working Paper Series
| 1999
Afterword - Chapter 16
Carliss Y. Baldwin and Kim Clark
Citation: Baldwin, Carliss Y., and Kim Clark. "Afterword - Chapter 16." Harvard Business School Working Paper, No. 99–081, January 1999.
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Working Paper
| HBS Working Paper Series
| 1999
Competition Among Hidden Modules and Industry Evolution - Chapter 15
Carliss Y. Baldwin and Kim Clark
Citation: Baldwin, Carliss Y., and Kim Clark. "Competition Among Hidden Modules and Industry Evolution - Chapter 15." Harvard Business School Working Paper, No. 99–069, January 1999.
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Working Paper
| HBS Working Paper Series
| 1999
The Emergence of Modular Clusters - Chapter 14
Carliss Y. Baldwin and Kim Clark
Citation: Baldwin, Carliss Y., and Kim Clark. "The Emergence of Modular Clusters - Chapter 14." Harvard Business School Working Paper, No. 99–068, January 1999.
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Working Paper
| HBS Working Paper Series
| 1999
The Value of Inverting and Porting - Chapter 13
Carliss Y. Baldwin and Kim Clark
Citation: Baldwin, Carliss Y., and Kim Clark. "The Value of Inverting and Porting - Chapter 13." Harvard Business School Working Paper, No. 99–067, January 1999.
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Working Paper
| HBS Working Paper Series
| 1999
The Value of Augmenting and Excluding - Chapter 12
Carliss Y. Baldwin and Kim Clark
Citation: Baldwin, Carliss Y., and Kim Clark. "The Value of Augmenting and Excluding - Chapter 12." Harvard Business School Working Paper, No. 99–066, January 1999.
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Working Paper
| HBS Working Paper Series
| 1999
All Modules Are Not Created Equal - Chapter 11
Carliss Y. Baldwin and Kim Clark
Citation: Baldwin, Carliss Y., and Kim Clark. "All Modules Are Not Created Equal - Chapter 11." Harvard Business School Working Paper, No. 98–097, January 1999.
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Working Paper
| HBS Working Paper Series
| 1999
Design Options and Design Evolution - Chapter 9
Carliss Y. Baldwin and Kim Clark
Citation: Baldwin, Carliss Y., and Kim Clark. "Design Options and Design Evolution - Chapter 9." Harvard Business School Working Paper, No. 98–055, January 1999.
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Working Paper
| HBS Working Paper Series
| 1999
Enterprise Design: A Task Structure Plus a Contract Structure - Chapter 8
Carliss Y. Baldwin and Kim Clark
Citation: Baldwin, Carliss Y., and Kim Clark. "Enterprise Design: A Task Structure Plus a Contract Structure - Chapter 8." Harvard Business School Working Paper, No. 98–054, January 1999.
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Working Paper
| HBS Working Paper Series
| 1999
The Value of Modularity Splitting and Substitution
Carliss Y. Baldwin and Kim Clark
Citation: Baldwin, Carliss Y., and Kim Clark. "The Value of Modularity Splitting and Substitution." Harvard Business School Working Paper, No. 98–087, January 1999.
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Working Paper
| HBS Working Paper Series
| 1998
System/360: A New Design Creates New Contract Structure Possibilities
Carliss Y. Baldwin and Kim Clark
Citation: Baldwin, Carliss Y., and Kim Clark. "System/360: A New Design Creates New Contract Structure Possibilities." Harvard Business School Working Paper, No. 98–063, January 1998.
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Working Paper
| HBS Working Paper Series
| 1997
The Modular Operations - Chapter 4
Carliss Y. Baldwin and Kim Clark
Citation: Baldwin, Carliss Y., and Kim Clark. "The Modular Operations - Chapter 4." Harvard Business School Working Paper, No. 98–059, December 1997.
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Working Paper
| HBS Working Paper Series
| 1997
The Economic System Surrounding The Artifacts and Designs - Chapter 3
Carliss Y. Baldwin and Kim Clark
Citation: Baldwin, Carliss Y., and Kim Clark. "The Economic System Surrounding The Artifacts and Designs - Chapter 3." Harvard Business School Working Paper, No. 98–053, December 1997.
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Working Paper
| HBS Working Paper Series
| 1997
Designs and the Structure of Firms and Industries - Chapter 1
Carliss Y. Baldwin and Kim Clark
Citation: Baldwin, Carliss Y., and Kim Clark. "Designs and the Structure of Firms and Industries - Chapter 1." Harvard Business School Working Paper, No. 98–052, December 1997.
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Working Paper
| HBS Working Paper Series
| 1997
The Microstructure of Designs
Carliss Y. Baldwin and Kim Clark
Citation: Baldwin, Carliss Y., and Kim Clark. "The Microstructure of Designs." Harvard Business School Working Paper, No. 98–031, October 1997.
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Working Paper
| HBS Working Paper Series
| 1997
Value, Contract Structure and Organizations
Carliss Y. Baldwin and Kim Clark
Citation: Baldwin, Carliss Y., and Kim Clark. "Value, Contract Structure and Organizations." Harvard Business School Working Paper, No. 97–085, May 1997.
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Working Paper
| HBS Working Paper Series
| 1996
Design Options and Design Evolution
Carliss Y. Baldwin and Kim Clark
Citation: Baldwin, Carliss Y., and Kim Clark. "Design Options and Design Evolution." Harvard Business School Working Paper, No. 97–038, November 1996.
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Working Paper
| HBS Working Paper Series
| 1996
The Value of Modularity -- Splitting and Substitution - Chapter 7
Carliss Y. Baldwin and Kim Clark
Citation: Baldwin, Carliss Y., and Kim Clark. "The Value of Modularity -- Splitting and Substitution - Chapter 7." Harvard Business School Working Paper, No. 97–039, November 1996.
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Case
| HBS Case Collection
|
2000
(Revised from original 1991 version)
Workplace Safety at Alcoa (A)
Kim B. Clark and Joshua D. Margolis
Examines the challenge facing the managers of a large aluminum manufacturing plant in its drive to improve workplace safety. The CEO of the company has made safety a top priority. The plant has made good progress in reducing the injury rate, but now confronts the need to accelerate its improvement. Doing so requires the safety director to consider progress to date and analyze the opportunities for improvement, many of which involve fundamental changes in behavior at all levels of the organization. Progress has not been uniform throughout the plant and past approaches may not be adequate in meeting the challenge. As the case comes to a close, these issues come to a head because a superintendent wants to fire a supervisor who has failed to adhere to safety procedures. Designed to introduce students to the issues of safety in its operating context. Students have information available that allows them to analyze underlying causes and identify major opportunities for improvement. However, the interactions between safety and other dimensions of manufacturing performance are evident in developing and implementing a plan for improvement.
Keywords: Working Conditions;
Safety;
Problems and Challenges;
Change Management;
Operations;
Resignation and Termination;
Factories, Labs, and Plants;
Manufacturing Industry;
United States;
Citation: Clark, Kim B., and Joshua D. Margolis. " Workplace Safety at Alcoa (A)." Harvard Business School Case 692-042, January 2000. (Revised from original October 1991 version.)
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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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Case
| HBS Case Collection
|
1998
(Revised from original version)
Chaparral Steel (Abridged)
Kim B. Clark
Examines a major capacity expansion proposal of Chaparral Steel, a steel minimill. Gives students the opportunity to evaluate the proposed expansion in the context of the competitive environment, market demand, technological choice, and the demands of a global industry. Also challenges them to analyze the proposal's implications for manufacturing strategy, technological innovation, market share, and company finances.
Citation: Clark, Kim B. " Chaparral Steel (Abridged)." Harvard Business School Case 687-045, January 1998. (Revised from original December 1986 version.)
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Case
| HBS Case Collection
|
1997
(Revised from original version)
Corning Glass Works: The Z-Glass Project
Kim B. Clark
Considers decisions facing the leader of a manufacturing staff project team assigned to a plant where yields have deteriorated sharply. The process is complex: the plant organization is not cooperative and there are deep disagreements about what is wrong and how to fix it. Provides an opportunity to analyze yields and productivity, as well as the organizational and personal challenges inherent in line-staff interaction.
Keywords: Decisions;
Production;
Problems and Challenges;
Conflict Management;
Performance Productivity;
Factories, Labs, and Plants;
Groups and Teams;
Consumer Products Industry;
Manufacturing Industry;
United States;
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Teaching Note
| HBS Case Collection
|
1997
(Revised from original version)
Corning Glass Works: The Z-Glass Project, Teaching Note
Kim B. Clark
Teaching Note for (9-681-091).
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Case
| HBS Case Collection
|
1994
Pilkington Float Glass--1955
Kim B. Clark
The case examines the development of the float glass process at Pilkington in the mid-1950s. Pilkington has pursued the development of a radically new process for flat glass production, but has experienced serious problems at each stage of development. The senior management must now decide whether to scale up to commercial production. A rewritten version of an earlier case.
Keywords: Transformation;
Decision Choices and Conditions;
Technological Innovation;
Product Development;
Research and Development;
Commercialization;
Technology;
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Teaching Note
| HBS Case Collection
|
1994
(Revised from original version)
Sedalia Engine Plant (A), Teaching Note
Kim B. Clark
Teaching Note for (9-481-148).
Keywords: Industrial Products Industry;
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Case
| HBS Case Collection
|
1994
(Revised from original version)
New Balance Athletic Shoes
Kim B. Clark
Faced with growth exceeding 100% per year, James Davis, president of New Balance, must decide how to meet the need for additional capacity. Several factors contribute to a climate of extreme uncertainty. Several options are considered, ranging from a second shift to acquiring a plant in Ireland. Sufficient information is provided to allow an analysis of forecasted demand as well as the strategic financial and organizational implications of alternative courses of action.
Keywords: Factories, Labs, and Plants;
Forecasting and Prediction;
Financial Strategy;
Information;
Growth Management;
Organizational Design;
Performance Capacity;
Risk and Uncertainty;
Apparel and Accessories Industry;
Republic of Ireland;
Citation: Clark, Kim B. " New Balance Athletic Shoes." Harvard Business School Case 680-110, April 1994. (Revised from original January 1980 version.)
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Case
| HBS Case Collection
|
1993
Hardcard Project: Plus Development Corp. (A1)
Kim B. Clark
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Case
| HBS Case Collection
|
1993
Hardcard Project: Plus Development Corp. (A2)
Kim B. Clark
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Case
| HBS Case Collection
|
1993
(Revised from original 1992 version)
Lehigh Valley Industries (LVI)
Kim B. Clark
Describes a situation confronting a manufacturer of forged parts that has recently undergone a leveraged buyout. The company is under pressure to improve operating performance dramatically. Describes several options designed to improve performance, including adding capacity to bottleneck operations, reducing setup times, and improving the reliability of operations. Contains sufficient information to allow students to analyze the options and ground decisions in an understanding of the current manufacturing process. Can be used ideally as a summary in a module on process analysis or to illustrate the challenges of improving operating performance with minimal capital investment.
Keywords: Management Practices and Processes;
Product;
Production;
Performance Improvement;
Capital;
Manufacturing Industry;
Industrial Products Industry;
Citation: Clark, Kim B. "Lehigh Valley Industries (LVI)." Harvard Business School Case 693-040, October 1993. (Revised from original October 1992 version.)
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Supplement
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1992
Plus Development Corporation (C)
Kim B. Clark
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Teaching Note
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1992
Bendix Automation Group (B) TN
Kim B. Clark
Citation: Clark, Kim B. "Bendix Automation Group (B) TN." Harvard Business School Teaching Note 693-005, July 1992.
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Teaching Note
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1992
Ceramics Process Systems (B) TN
Kim B. Clark
Teaching Note for (9-691-006).
Keywords: Manufacturing Industry;
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Teaching Note
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1992
Design for Manufacturability at Midwest Industries TN
Kim B. Clark
Citation: Clark, Kim B. "Design for Manufacturability at Midwest Industries TN." Harvard Business School Teaching Note 693-007, July 1992.
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Teaching Note
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1992
Resotech, Inc. TN
Kim B. Clark
Citation: Clark, Kim B. "Resotech, Inc. TN." Harvard Business School Teaching Note 693-008, July 1992.
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Teaching Note
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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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Background Note
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1991
Note on Technical Problem Solving
Kim B. Clark and Marco Iansiti
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Case
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1990
Ceramics Process Systems Corp. (B)
Kim B. Clark and Brent D. Barnett
Ceramics Process Systems (CPS) is an advanced ceramics company facing problems with lead time in product/process development, and late delivery of prototype parts to its customers. Engineering is confronted with difficult technical problems and multiple objectives (i.e., meet customer requirements for prototype parts, build technical capability). Kathryn Sundback, head of development for molded products, must deal with the lead time and delivery problems on current products while making choices about and allocating resources to several new projects that marketing has developed. The case gives students the opportunity to examine engineering capacity, the nature of the development process, managing the set of projects as a whole (i.e., mix of project type, resource allocation) and customer interaction in a dynamic, technical, and market environment. May be used with Ceramics Process Systems Corp. (A).
Keywords: Product Development;
Business Processes;
Management Practices and Processes;
Supply Chain Management;
Machinery and Machining;
Goals and Objectives;
Resource Allocation;
Customer Satisfaction;
Customer Value and Value Chain;
Manufacturing Industry;
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Case
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1990
(Revised from original version)
Sanyo Manufacturing Corp.--Forrest City, Arkansas
Robert H. Hayes and Kim B. Clark
Keywords: Electronics Industry;
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Teaching Note
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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
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1988
(Revised from original version)
Everest Computer (A): The Development of the SuperMOS Process
Kim B. Clark
The research and development lab at the semiconductor development and manufacturing facility of a computer systems manufacturer has embarked on a radically improved semiconductor manufacturing process for application in a new computer system. The case offers a detailed picture of the trade-offs involved in semiconductor process development and the issues that arise from deciding how much of a technological leap to take and how to gain control of a complex manufacturing process.
Keywords: Factories, Labs, and Plants;
Governance Controls;
Production;
Research and Development;
Hardware;
Semiconductor Industry;
Citation: Clark, Kim B. "Everest Computer (A): The Development of the SuperMOS Process." Harvard Business School Case 685-085, October 1988. (Revised from original April 1985 version.)
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Case
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1988
(Revised from original 1986 version)
Sun Microsystems, Inc. (B)
Kim B. Clark
Dissects the manufacturing process and procedures of a high-end computer manufacturer. The main issue is how to introduce new products and ramp them up quickly in a competitive environment where time-to-market is crucial. Focuses on engineering change orders--how they are proposed, documented, approved, and implemented--and raises questions about how the procedure might be made more efficient. The case also allows students to grapple with other issues, such as how to organize pilot production most effectively and how to organize the process flow in a plant where many products are assembled on the same line.
Keywords: Factories, Labs, and Plants;
Time Management;
Product Launch;
Production;
Business Processes;
Competitive Strategy;
Computer Industry;
Citation: Clark, Kim B. " Sun Microsystems, Inc. (B)." Harvard Business School Case 686-134, May 1988. (Revised from original April 1986 version.)
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Case
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1987
Resotech, Inc.
Kim B. Clark
Keywords: Product Development;
Medical Devices and Supplies Industry;
Citation: Clark, Kim B. " Resotech, Inc." Harvard Business School Case 688-017, September 1987.
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Case
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1986
(Revised from original version)
Chaparral Steel (A)--1977
Kim B. Clark
Keywords: Steel Industry;
Citation: Clark, Kim B. " Chaparral Steel (A)--1977." Harvard Business School Case 685-055, August 1986. (Revised from original January 1985 version.)
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Case
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1986
(Revised from original version)
Chaparral Steel (B)--1979
Kim B. Clark
Keywords: Steel Industry;
Citation: Clark, Kim B. " Chaparral Steel (B)--1979." Harvard Business School Case 685-056, August 1986. (Revised from original January 1985 version.)
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Case
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1986
(Revised from original version)
Springs Mills: Textile Manufacturing--1981 (A)
Kim B. Clark
Keywords: Manufacturing Industry;
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Case
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1986
(Revised from original version)
Springs Industries: Textile Manufacturing--1983 (B)
Kim B. Clark
Keywords: Buildings and Facilities;
Planning;
Human Resources;
Management;
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Case
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1986
(Revised from original version)
Inland Steel: Quality Scheduling--1985
Kim B. Clark
Keywords: Quality;
Management;
Steel Industry;
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Teaching Note
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1986
(Revised from original version)
New Balance Athletic Shoes, Teaching Note
Kim B. Clark
Teaching Note for (9-680-110).
Keywords: Apparel and Accessories Industry;
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Case
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1985
SEEQ Technology--1984
Kim B. Clark
Examines a decision about product and process technology facing a small, three-year old semiconductor company. The company must decide between pursuing a well-defined technology (N-MOS) with significant short-term advantages or an advanced technology (CMOS) that has longer term strategic implications. Gives students an opportunity to explore the relationship between learning and technological innovation in a dynamic industrial setting.
Keywords: Semiconductor Industry;
Citation: Clark, Kim B. "SEEQ Technology--1984." Harvard Business School Case 685-081, April 1985.
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Background Note
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1985
Winter Age of the Japanese Steel Industry
Kim B. Clark
Describes the situation facing the Japanese steel industry in 1984. Two strategies for coping with the world steel situation are presented: diversification and globalization. The actions of Nippon Steel and Nippon Kokan are used to illustrate these strategies.
Keywords: Globalization;
Situation or Environment;
Business Strategy;
Diversification;
Steel Industry;
Japan;
Citation: Clark, Kim B. "Winter Age of the Japanese Steel Industry." Harvard Business School Background Note 685-050, January 1985.
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Case
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1984
(Revised from original version)
Toyo Kogyo Co. Ltd. (A)
Kim B. Clark
Keywords: Japan;
Citation: Clark, Kim B. " Toyo Kogyo Co. Ltd. (A)." Harvard Business School Case 682-092, December 1984. (Revised from original April 1982 version.)
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Case
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1984
(Revised from original version)
Toyo Kogyo Co. Ltd. (B)
Kim B. Clark
Citation: Clark, Kim B. " Toyo Kogyo Co. Ltd. (B)." Harvard Business School Case 682-093, December 1984. (Revised from original April 1982 version.)
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Background Note
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1984
Note on the Textile Industry in the 1980s
Kim B. Clark
Presents major developments in textile production technology during the 1970s and early 1980s. Outlines the specific innovations as well as the company and country of origin.
Keywords: Goods and Commodities;
Innovation and Invention;
Production;
Manufacturing Industry;
Citation: Clark, Kim B. "Note on the Textile Industry in the 1980s." Harvard Business School Background Note 684-046, January 1984.
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Case
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1983
(Revised from original version)
LVI -- Allentown Works (A)
Kim B. Clark
Citation: Clark, Kim B. " LVI -- Allentown Works (A)." Harvard Business School Case 682-046, December 1983. (Revised from original November 1981 version.)
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Case
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1982
(Revised from original version)
General Foods: Productivity Measurement Program
Robert H. Hayes and Kim B. Clark
Keywords: Performance Productivity;
Performance Improvement;
Strategy;
Food and Beverage Industry;
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Teaching Note
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1982
Kalamazoo Plant: Parts Division, Acme Motors, Teaching Note
Kim B. Clark
Keywords: Industrial Products Industry;
Citation: Clark, Kim B. "Kalamazoo Plant: Parts Division, Acme Motors, Teaching Note." Harvard Business School Teaching Note 683-032, September 1982.
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Teaching Note
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1982
Boise Cascade: Manufactured Housing Division, Lafayette Region (B), Teaching Note
Kim B. Clark
Keywords: Construction Industry;
Citation: Clark, Kim B. "Boise Cascade: Manufactured Housing Division, Lafayette Region (B), Teaching Note." Harvard Business School Teaching Note 683-033, September 1982.
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Background Note
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1982
Note on Kanban and Just-In-Time Inventory Systems
Kim B. Clark
Keywords: Asset Management;
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Case
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1982
(Revised from original version)
Boise Cascade: Manufactured Housing Division, Lafayette Region (B)
Kim B. Clark
Keywords: Housing;
Construction Industry;
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Supplement
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1981
LVI -- Allentown Works (B)
Kim B. Clark
Keywords: Air Transportation Industry;
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Supplement
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1981
LVI -- Allentown Works (C)
Kim B. Clark
Keywords: Air Transportation Industry;
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Supplement
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1981
LVI -- Allentown Works (D)
Kim B. Clark
Keywords: Air Transportation Industry;
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Background Note
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1981
Competitive Status of the U.S. Automobile Industry--1981: Crisis and Transition
Kim B. Clark
Examines the competitive status of the U.S. auto industry in 1979-80. Provides information on the historical background of the current crisis using data on the United States and Japan. Discusses the competitive position of the U.S. industry in terms of productivity, cost and quality. Also addresses the potential impact of technological change on competition.
Keywords: Competitive Advantage;
Auto Industry;
Citation: Clark, Kim B. "Competitive Status of the U.S. Automobile Industry--1981: Crisis and Transition." Harvard Business School Background Note 682-006, July 1981.
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