Darden Case Collection最新文献

{"title":"The Battle for Logan Airport: Jetblue Airways Versus American Airlines","authors":"Jared D. Harris, M. Lenox","doi":"10.2139/ssrn.2975232","DOIUrl":"https://doi.org/10.2139/ssrn.2975232","url":null,"abstract":"JetBlue Airways is only five days away from entering the Boston market by establishing a presence at Logan International Airport. The VP of strategy for JetBlue considers the range of potential competitive responses that he might expect from such established airlines as American Airlines, so he can anticipate and prepare. As the largest major carrier operating out of Logan, American had more at risk than the other major carriers and had not yet decided how best to compete with the LCCs. How would American respond?This case is a counterpart to S-0116, which takes the perspective of the incumbent, American Airlines. Instructors who wish to teach S-0229 will also need accompanying materials S-0250 and S-0118. \u0000Excerpt \u0000UVA-S-0229 \u0000Rev. May 20, 2015 \u0000The Battle for Logan Airport: \u0000JetBlue Airways versus American Airlines \u0000Low-fare doesn't have to be no-frills anymore. In the New Year, JetBlue will liberate Bostonians from high fares and offer a unique travel experience with new planes with 34-inch seat pitch for most seats, free in-flight satellite TV, and award-winning friendly service. We don't charge for snacks either—and you can have as many as you like. Bostonians will also find our operational performance liberating, as we have been an industry leader in completion factor, on-time arrivals, and customer complaints, as measured by the Department of Transportation. \u0000—David Neeleman, CEO of JetBlue Airways \u0000It was Friday, January 2, 2004, and Seth Norris, VP of strategy for JetBlue Airways, knew that his planned New Year's resolution for a better work/life balance would have to wait. His company was only five days away from entering the Boston market by establishing a presence at Logan Airport. Norris specifically considered the range of potential competitive responses that he might expect from such established carriers as American Airlines so he could anticipate and prepare. Norris most certainly did not want to see a repeat of what had happened at the Atlanta hub of Delta Air Lines. After eight months of fierce competitive pressure following JetBlue's entry, JetBlue had been forced to pull out of that airport. Norris evaluated the events of the past several months and prepared to make a presentation to CEO David Neeleman on his analysis of how American and others might retaliate and his recommendations for advance planning. \u0000From late May 2003 to January 2004, competition in the Boston market had intensified as first Song, a new low-cost carrier (LCC) owned by Delta, and then JetBlue announced plans to begin offering service in and out of Logan Airport. JetBlue was one of the most recent entrants into the LCC market and had been growing at a pace well beyond its peers for several years. Both Song and JetBlue aimed to target many of the most profitable routes served by American, the largest carrier out of Boston. Given the success of JetBlue and other LCCs in other markets, Norris believed there was a good chance that the low-fare prices JetBlue ","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"153 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115687499","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Coronet—Cameron Baker","authors":"Sherwood C. Frey, M. Colebank, P. Bacon","doi":"10.2139/ssrn.2975133","DOIUrl":"https://doi.org/10.2139/ssrn.2975133","url":null,"abstract":"This case and its companion, \"The Coronet—Leslie Forsyte\" (UVA-QA-0764), are intended for undergraduate, executive education, and MBA audiences. They were written for a \"Bargaining and Negotiating\" elective. This case is from the perspective of Cameron Baker, who owns a 1970 Dodge Coronet and needs to sell the car. Baker has a prospective buyer who has come to look at the car. \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0763 \u0000 \u0000Rev. Apr. 27, 2012 \u0000 \u0000The Coronet—Cameron Baker \u0000 \u0000Five years ago, an old car came into Cameron Baker's life. The grandiose plan had been to restore the car into a showpiece as a family project during Baker's son's high school years. During those years, little had been done on the car, and upon Baker's son's graduation from high school, he had lost all interest in the project. Nonetheless, the elder Baker maintained sentimental hopes that someday the project would resume. Last week, however, Baker's son announced he would not have time to work on the car. Baker's spouse then declared, “Get it out of our backyard, now!” The car needed to go so that a fire pit could be built on that spot for the neighborhood picnic next month. Having a dilapidated car sitting in the backyard was not the image the Bakers wanted to project. \u0000 \u0000The car was a 1970 Dodge Coronet. It had the same body as the 1970–73 Dodge Charger, Plymouth Road Runner, and Dodge Super Bee, so all the body parts were interchangeable, which made it an ideal car to restore. Regrettably, the car was not a Super Bee, which was by far the most valuable of the three models. Last year, a fully restored Super Bee had sold at a classic car auction for $ 81,000. Baker's “backyard wreck” was in fair to poor condition. The two front doors were in good shape with no rust and with the original glass windows. There was only minimal rust in the trunk. The metal on the back quarter panels showed minor rust holes and would require an expert to repair them. The rest of the car was rather rough: The front window was cracked, the interior upholstery would need to be completely replaced, and the motor was complete but did not run. The car would roll onto a trailer. \u0000 \u0000Baker had checked with the local junk dealer and was offered $ 500 for the scrap value of the metal. Baker had also been perusing several local used-car classified websites for several weeks and had not seen a truly comparable car for sale. Baker had seen a 1971 model that sold for $ 1,200, but the motor ran. It was time to sell this thing, clean up the backyard, and build the new fire pit. Baker advertised the car on two local classified-ad websites as for sale and “in fair condition, best offer.” It had been listed for two weeks without one phone call. \u0000 \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"47 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126741572","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Philip Morris USA: Life after the Master Settlement Agreement (a)","authors":"M. Moore, A. Wicks, Elizabeth Powell, B. Correll","doi":"10.2139/ssrn.2975205","DOIUrl":"https://doi.org/10.2139/ssrn.2975205","url":null,"abstract":"When Philip Morris USA (PMUSA) president and CEO Michael Symanczyk took office in 1997, he began to re-envision how to take his company forward in the midst of public outrage over the negative health consequences related to smoking, especially among youth. The case reviews the social and economic history of tobacco and smoking in the United States and provides context surrounding the crisis related to the Master Settlement Agreement (MSA) between four major tobacco companies, including PMUSA, and 46 states. The A-case concludes with Symanczyk contemplating how he will draft a new mission, values and strategy statement for the company. \u0000Excerpt \u0000UVA-S-0157 \u0000March 25, 2010 \u0000PHILIP MORRIS USA: \u0000LIFE AFTER THE MASTER SETTLEMENT AGREEMENT (A) \u0000As 1999 drew to a close, Michael Szymanczyk took stock of the remarkable rise and dramatic decline of cigarette smoking over the past century. Szymanczyk had joined Philip Morris USA (PMUSA) in 1990 as senior vice president of sales; recognized for his ability to command as well as his commanding presence, Szymanczyk had been promoted to president and CEO in 1997, becoming the unit's fifth CEO in 10 years. One of his first actions when he took the new position in December 1997 was to re-envision PMUSA's mission, values, and strategy. \u0000Szymanczyk was promoted amid a sea change in U.S. public opinion and policy prior to the 1998 Master Settlement Agreement (MSA), whereby PMUSA and three other tobacco companies paid $ 206 billion to 46 states to cover the public health costs of tobacco use and to put an end to state class-action lawsuits being brought against their companies. With U.S. cigarette sales smoldering and pressure from public health advocates increasing, Szymanczyk had to steer the company into the next millennium. How could PMUSA, the kingpin of U.S. tobacco, survive in such an antitobacco atmosphere? How could he rally employees embittered from years of battling the backlash? Should the company get out of tobacco altogether or simply change the way it did business? \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"90 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115234696","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Studies in Managerial Judgment","authors":"D. Clyman, Jennifer Smokevitch","doi":"10.2139/ssrn.2975096","DOIUrl":"https://doi.org/10.2139/ssrn.2975096","url":null,"abstract":"This case and its companion, \"Studies in Managerial Decision Making\" (QA-0494), consist of exercises that demonstrate several cognitive biases that are likely to affect judgment in decision making. They complement a curriculum focused on the normative approach to decision analysis by demonstrating real-world examples of how decision making can be skewed. The cases cover four of the main categories of heuristics: representativeness, availability, anchoring, and framing and are intended for students who have developed expertise with decision-tree analysis. (A teaching note is available.) \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0493 \u0000 \u0000Rev. Jan. 7, 2011 \u0000 \u0000STUDIES IN MANAGERIAL JUDGMENT \u0000 \u00001. Ann is finishing her MBA at a prestigious university in the southeast. Upon completion of her MBA, Ann is more likely to take a job in: \u0000 \u0000A. Management of the arts. \u0000 \u0000B. Management consulting. \u0000 \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121062305","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Naandan and Jain: Leave this World Better than You Found it","authors":"Gal Raz, Gerry Yemen","doi":"10.2139/ssrn.2975030","DOIUrl":"https://doi.org/10.2139/ssrn.2975030","url":null,"abstract":"India-based firm, Jain Irrigation Systems (Jain Irrigation), and its acquisition of NaanDan Irrigation Systems (NaanDan) offers an opportunity to explore supply chain sourcing and coordination as well as shupply chain management and global innovation. At the time of the case, Jain Irrigation's supply chain focus was mainly in India and the United States. While Jain Irrigation had deep knowledge of and production capabilities in the agriculture industry, Jain Irrigation believed that it would benefit from an Israel-based drip-irrigation company's technology and supply chain, so it arranged a meeting to talk about a joint venture. From its humble beginnings on a kibbutz in 1930, NaanDan had become a major manufacturer of micro irrigation with a global presence. NaanDan had manufacturing facilities in Israel, the United States, Chile, Brazil, Spain, and Australia. With its vast supply chain, NaanDan could get its product anywhere in the world. What the company leaders wanted was to create a competitive advantage through an investment in technology. In early 2007, NaanDan announced on its website that it was looking for a partner. The question was, should it sell the company to a large global firm such as John Deere, which had formed its own micro- and drip-irrigation business in 2006, seek private equity firms that had industry-specific knowledge and global networks, or pursue opportunities with competitors? \u0000Excerpt \u0000UVA-OM-1547 \u0000Rev. Apr. 3, 2017 \u0000NaanDan and Jain: Leave This World Better Than You Found It \u0000Farmers in the seventh-largest county in the world did a lot of talking about the weather—especially about rain or lack of it. The India-based firm Jain Irrigation Systems (Jain Irrigation), whose founder, Bhavarlal H. Jain, established the company with a mission to “leave this world better than you found it,” had been searching for an opportunity to help advance micro irrigation worldwide and gain competencies in that area. Thus far, Jain Irrigation's supply chain focus was mainly in India and the United States. While Jain Irrigation had deep knowledge of and production capabilities in the agriculture industry, the company believed that it would benefit from an Israeli-based drip-irrigation company's technology and supply chain, and NaanDan of Israel seemed like a good possibility, so it arranged a meeting to talk about a joint venture. \u0000From its humble beginnings on a kibbutz in 1930, NaanDan Irrigation Systems (NaanDan) had become a major manufacturer of micro irrigation with a global presence. NaanDan had manufacturing facilities in Israel, the United States, Chile, Brazil, Spain, and Australia. With its vast supply chain, NaanDan could get its product anywhere in the world. What the company leaders wanted was to create a competitive advantage through an investment in technology. In early 2007, NaanDan announced on its website that it was looking for a partner. The question was about the best way to enable the company to make this investmen","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125792564","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Final Exercises at the Darden School","authors":"E. N. Weiss","doi":"10.2139/ssrn.2975022","DOIUrl":"https://doi.org/10.2139/ssrn.2975022","url":null,"abstract":"This brief case discusses the graduation hooding ceremony at the Darden School of Business at the University of Virginia. Its purpose is to provide practice in calculating process operating parameters such as takt time, throughput rate, throughput time, and capacity. It also provides an example of the use of Little's Law and Operator Loading Charts. \u0000Excerpt \u0000UVA-OM-1538 \u0000Rev. Aug. 5, 2015 \u0000Final Exercises at the Darden School \u0000The University of Virginia (U.Va.), founded in 1819 by Thomas Jefferson, was one of the top-ranked public research universities in the United States. Each year, U.Va. held its Final Exercises on the third weekend of May on its historic Lawn. Each U.Va. school also held a separate diploma ceremony where graduates were hooded and received their official U.Va. diplomas. At the Darden School of Business, one of U.Va.'s 11 schools, the diploma ceremony was held outside on the Darden Grounds. \u0000The diploma ceremony process was as follows. Students lined up to be hooded. Professors Venkataraman and Rodriguez performed the actual hooding ceremony. Together, they could hood 12students per minute, on average. After hooding, students waited at the top of the steps to the stage until a Faculty Marshal called their name. This past year, Professor Allayannis read the names of the Global MBA for Executives (GEMBA) students, Professor Wilcox read the names of the MBA for Executives (EMBA) students, and Professors Frank and Parmar read the names of the residential MBA students. There were 29 GEMBA students, 65EMBA students, and 315residential MBA students. Once their name was called, students walked across the stage to Dean Bruner, who handed out their diploma. Then they continued on across the rest of the stage and returned to their seat. \u0000The administration had set a target of finishing the diploma ceremony in 60 minutes. The Marshals called names at the rate of one every 7 seconds. It took students an average of 8.2 seconds to walk across the stage, shake the Dean's hand, and receive their diploma. After the handshake, it took students an additional 2 seconds to depart from the stage. There were approximately five students on the stage at any given time (one being hooded, two waiting for their names to be called, one in the process of receiving the diploma and congratulatory handshake, and one finishing the walk across the stage.) \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116548497","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Napco in 2009: Sales Growth in the Middle East","authors":"R. Landel, R. Goldberg, Josh Winkle","doi":"10.2139/ssrn.2974973","DOIUrl":"https://doi.org/10.2139/ssrn.2974973","url":null,"abstract":"The background regarding sales for the two-case series \"Napco in 2009: Relaunching the Five Stars Restaurants Project\" cases A and B, is presented in this case. This case and the two-part series are designed to be used as a set; however, sufficient background is provided in the A case for instructors to use the two-part series independently of this background case. Excerpt UVA-OM-1458 Rev. Mar. 14, 2012 NAPCO IN 2009: SALES GROWTH IN THE MIDDLE EAST Peter Hatem was taking the long flight to Riyadh, Saudi Arabia, out of Washington-Dulles International Airport. He settled into his seat and began thinking about the new ideas that he had recently generated to achieve 20% sales growth for the National Paper Products Company (Napco) in Gulf Cooperation Council (GCC) countries. Hatem was returning from the Darden Graduate School of Business Administration where he had just completed the summer 2009 Executive Program (TEP). During TEP, he had the opportunity to reexamine his plans for a pilot sales force development initiative he called the Five Stars Restaurants Project. Hatem was the area general manager for Napco in Riyadh and for the Napco Consumer Products Company in Dammam. Napco operated throughout the Middle East and in Egypt and the United Kingdom (Figure 1). Figure 1. Napco locations. Source: Company document; used with permission. . . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"32 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116548575","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"A Late Night at the Virginian Restaurant","authors":"R. Landel, S. Boes","doi":"10.2139/ssrn.2975032","DOIUrl":"https://doi.org/10.2139/ssrn.2975032","url":null,"abstract":"In this exercise, the manager of The Virginian, a small restaurant and bar in Charlottesville, has asked for help in reducing the average queue size at its bar. The Virginian prides itself on its fast and consistent service. (View the video at http://thevirginiancville.com/.) Students are offered four scenarios to guide their analyses. Students conduct analyses by preparing a simulated model on their own or using a simulation created with AnyLogic software.This exercise is supported by \"A Late Night at The Virginian Restaurant: Model Documentation and Guide\" (UVA-OM-1553). After learning the steps to run the model, students are asked to run it for four hours of simulated time under the four scenario conditions. \u0000 \u0000Excerpt \u0000 \u0000UVA-OM-1551 \u0000 \u0000Dec. 2, 2016 \u0000 \u0000A Late Night at The Virginian Restaurant \u0000 \u0000The manager of The Virginian, a small restaurant and bar in Charlottesville, has approached you and asked for help in reducing the average queue size at its bar. The Virginian prides itself on its fast and consistent service. (View the video at .) \u0000 \u0000The uniquely small size and location of the bar make The Virginian's service problem particularly challenging. The bar is especially narrow, which means there is only an opportunity for one long queue to form for customers ordering beer, wine, and other beverages. Right now the bar manager believes that there are, on average, around 10 customers in line at one time between 10:00 p.m. and 2:00 a.m. This makes the bar area very crowded and hurts business. The bartenders estimate that customers arrive at The Virginian randomly at an average of three per minute. The manager would like to get the average queue size below two, using the fewest number of bartenders possible. The system estimates that three new customers desire a drink every minute. Right now there are two bartenders. How many bartenders would the manager need to get the average queue size below two customers? Run the model for four hours of simulated time. \u0000 \u00001. Scenario 1: Service time is triangular; it takes a bartender between 15 seconds and 75 seconds to fill a drink order, the most common time being 30 seconds. \u0000 \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"28 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134372025","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Specialty Distilled Chemicals Corporation","authors":"William W. Sihler","doi":"10.2139/ssrn.2975062","DOIUrl":"https://doi.org/10.2139/ssrn.2975062","url":null,"abstract":"Producer of high-value, small quantity chemicals is troubled by inaccurate weighing and filling which result in customer complaints of shortages. Considering that competition is based on customer service, the president is anxious to pinpoint the extent and case of the problem. Machinery and labor problems might be responsible, assuming that there are shortages in completed inventory. A sample has been taken of five items, and the question is whether to sample further, to refill and reprocess, or to ship somewhat more than the customer wants. \u0000 \u0000Excerpt \u0000 \u0000UVA-QA-0051 \u0000 \u0000Specialty Distilled Chemicals Corporation \u0000 \u0000Wiping his hand across his forehead, Mr. Robert Bannerman put down the telephone. He had just received the third call in a week complaining about a shipment that had averaged on the short side. To compound his irri­tation, he had learned the week before that consumption of material in the previous month was substantially in excess of the amounts needed given the output of finished goods. Since he knew that there had not been a change in work-in-process, Mr. Bannerman presumed that either there had been considerable waste or that some orders had been overfilled. \u0000 \u0000Specialty Distilled Chemicals Corporation, of which Mr. Bannerman was president, was a small, regional processor and compounder of specialty chemical products. The company's line was a broad one, with its products typically being packaged in small units of high value. Individual containers ranged from one quart to 10 gallons and seldom were larger than 50 gallons. \u0000 \u0000Although the composition of Specialty's products required great care, packaging them was less difficult. Weight sensitive machinery was used, but frequent changes in product, slight variations in density between batches, and the impact of certain compounds on the machinery itself adversely affected accuracy. \u0000 \u0000Specialty Distilled Chemicals was one of 15 odd companies competing in a large metropolitan area. Competition was generally on the basis of customer service rather than on price because all firms could purchase raw materials at about the same cost. Margins were satisfactory but not generous, a situation Mr. Bannerman found tolerable given the relatively low fixed costs and high variable labor and material requirements. \u0000 \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131649522","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Living Lean: Belinda, Bags, and Batches","authors":"E. N. Weiss, R. Goldberg","doi":"10.2139/ssrn.2974980","DOIUrl":"https://doi.org/10.2139/ssrn.2974980","url":null,"abstract":"This case is part of the \"Living Lean\" series, which presents accessible, everyday scenarios for a Lean process improvement journey. In this episode on batching, a woman rushing to the grocery store on Thanksgiving is sensitive to the relative merits and waste of two types of checkout aisle. \u0000 \u0000Excerpt \u0000 \u0000UVA-OM-1466 \u0000 \u0000Rev. Oct. 24, 2013 \u0000 \u0000LIVING LEAN: Belinda, Bags, and Batches \u0000 \u0000Illustrations by Michael Twery. \u0000 \u0000Around 2:00 p.m. on Thanksgiving Day, as guests began to arrive, Belinda took the turkey, glistening and brown, out of the oven. She had left just enough time to whip up some gravy on the stovetop and warm up the mashed potatoes and sweet potato casserole that had been cooked the day before. \u0000 \u0000As her friends and family entertained themselves and waited for mealtime, Belinda peered into cabinets that had not been cleaned out in over a year and failed to find any flour for the gravy. All the activity was starting to give her a headache, so she took some ibuprofen. \u0000 \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129663352","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}