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• Case | HBS Case Collection | August 2017 (Revised March 2020)

  Flex Hungary: Launching Production (A)

  Willy Shih

  This case examines design choices in the construction of flow lines. Flow lines are a popular way of arranging production because they are simple and inherently efficient. Equipment or workstations are arranged according to the sequence of steps in which a product is made. Each step consists of a set of tasks that individually are minimum rational work elements. These are combined to form the work assignment associated with the step. The work follows the same sequence of operations as it moves down the line, and the sequence is fixed from batch to batch. The case setting is a production site in Hungary that is starting up the production of a personal beverage maker. Should the team implement a conveyor-paced line in preference to a manual pull system? An analysis of process steps and times gives students an opportunity to debate this question.

  Keywords: manufacturing; line-balancing; flow line; conveyor-paced line; consumer goods; consumer products; Production management; Production Planning; Production scheduling; Operations; Production; Management; Supply Chain; Design; Analysis; Goods and Commodities; Consumer Products Industry; Manufacturing Industry; European Union;

  Citation:

  Shih, Willy. "Flex Hungary: Launching Production (A)." Harvard Business School Case 618-002, August 2017. (Revised March 2020.)  View Details

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• Case | HBS Case Collection | August 2017 (Revised March 2020)

  Fuyao Glass America: Sourcing Decision

  Willy Shih

  In today's global economy, what are the factors that go into production location choice? This case is set in the world's second largest automotive glass producer as it expands from China into the United States. To meet a very aggressive cost target, management is faced with the alternatives of fulfilling the contract from its new Ohio factory, which can only produce above the target cost because it is still on a learning curve, or it can fulfill from its Tianjin, China, factory, which can produce below the cost target but will incur extensive shipping costs and require a far greater amount of inventory holding. This case examines a core question facing managers who want to produce physical products for world markets.

  Keywords: supply chains; globalization of supply chain; manufacturing footprint; manufacturing; Manufacturing strategy; Global Strategy; Supply Chain; Globalization; Supply Chain Management; Production; Logistics; Strategy; Auto Industry; Manufacturing Industry; United States; China;

  Citation:

  Shih, Willy. "Fuyao Glass America: Sourcing Decision." Harvard Business School Case 618-007, August 2017. (Revised March 2020.)  View Details

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• Background Note | HBS Case Collection | August 2019 (Revised March 2020)

  Note on Structured Interviewing

  Ethan Bernstein and Amy Ross

  Making good hiring decisions is a critical management activity, yet many leaders just “wing it” when interviewing candidates to fill openings by having an organic conversation to assess the candidate’s fit, unknowingly subjecting the process to unconscious bias. Instead, organizations should employ structured interviewing techniques to carefully assess the skills needed for a given opening, to determine a consistent approach for fairly evaluating candidates’ skills, and ultimately to make the best possible hiring decision. This note aims to help the reader acquire the skills necessary to be an effective interviewer and to champion best-practice interviewing within his or her organization. Beginning by briefly summarizing the pitfalls of unstructured interviewing, the note proceeds to explain three types of structured interviewing techniques, the steps hiring managers should undertake to prepare for and conduct interviews, and tips for making evidence-based assessments.

  Keywords: interviewing; Recruitment; Selection and Staffing; Human Resources;

  Citation:

  Bernstein, Ethan, and Amy Ross. "Note on Structured Interviewing." Harvard Business School Background Note 420-032, August 2019. (Revised March 2020.)  View Details

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