Solved Case Analysis: Southeastern Mills: The Improvement Journey B by Robert D. Landel, Rebecca Goldberg

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Description

Appropriate for courses in operations design and performance management. A Business Process Improvement team has completed its preliminary evaluation of different system design for launching a Lean-Six Sigma improvement journey. It reviews the results of a two-day assessment workshop recently completed by a consulting group that had scored highly on the team’s selection criteria. This case is the second of a three-part case series (OM-1419, OM-1420, and OM-1421) that follows the team’s investigations, selection criteria development, assessments, and final decision. Students are asked to critique how the consultants operated and how well the consultants understood the high-performance workplace culture and practices at Southeastern Mills. Students are also asked to consider what the consultants learned during the two-day experience. Students are expected to select a systems design model and state if its current high-performance management elements should be modified. A teaching note (OM-1393TN) is available.

Publishing Authority:

Darden Business Publishing – University of Virginia

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