Although all planning and financial projections for fiscal 2015 had been prepared, the president of Eternal Faucet Limited had just informed Greg Lawrence, chair of Eternal Faucet Limited’s planning committee, of an opportunity to purchase several new production machines.
Elise Hoffman recently purchased Ontario Products, a distributor of crafts and gifts to retailers in the Muskoka region of Ontario, Canada. After three months of operations, Hoffman’s supplier called very upset because his bank had returned Hoffman’s last two cheques to him as NSF (meaning not-sufficient funds).
Peter Winford, general manager of Whitewater Specialties, Kelowna, B.C., was trying to decide whether to continue to pursue a potentially large order of fiberglass fascia signs from a major Canadian retailer.
Peter Brady was the owner of a small manufacturing company, Strand Art Products. Brady wondered if he should accept an offer from a large Canadian retail chain store to produce 2,000 cartons (36,000 mirrors).
Josie Bailer must decide whether to open a small flower shop in a new plaza opening near her existing retail box plant lot in a year’s time. She has done some research into the revenue and cost sides of flower shops.
John Parson, president of Terra Minerals Ltd., has just discovered that one of his highly regarded and recently promoted executives, Steve Bartlett, had previously been terminated from a company because of a drug abuse problem.
Christina Berdytch’s grandmother, Josie Berdytch, wants to retire from the family’s clothing manufacturing business. There were operating and marketing problems that needed attention in addition to general management issues.
Chad Bartos, owner of Regent Flooring Inc., had experienced slow sales in the summer but was anticipating a busy fall. He must determine if his current production operation will produce the projected sales demand for flooring for the upcoming month of September.
Tom Baxter, owner and general manager, must compile financial statements from a year-end listing of adjusted accounts because he is meeting with the bank’s loans manager tomorrow to review Lamrock’s financial statements.
Michael Bakshi, owner of Suits for Men, Inc. (Suits), a men’s clothing store, must decide whether to replace his current tailor-made suit line with a line of medium-priced suits.
This short case was designed to give students a simple quantifiable overview of production design decisions. The case should be used early in an operations module. Bankruptcy usefully introduces the concept of output, throughput, and inventory carrying costs.
In an attempt to capitalize on the increasing popularity of soccer, Sports Unlimited Inc. developed two soccer pitches in Greater Halifax, Nova Scotia, in 2008, under the management of Sports Unlimited (Halifax) Inc. In 2010, air-supported bubbles were added to cover the pitches each year from mid-October to mid-April, so that the facility could offer indoor soccer during the Canadian winter.
Jason Lapchinski, an entrepreneur, is considering opening a high-end car detailing business. Along with a solid marketing plan, Jason must assess the financial viability of his proposed venture.
Ryan Gregson, vice president of the newly formed customer service department of Foremost Department Stores Inc. (Foremost), must decide what to do about a potential candidate for a key senior position in his department. The candidate, Dianne Reilly, has very strong credentials for the job and appears to be an excellent fit, but a recent discussion with her current regional manager uncovers that she had cancer.
The Pharmed First Inc. case illustrates an interpersonal conflict in a retail drug store chain. George Bremner, regional manager, has to decide how to handle a store manager, Angela MacFee, who has openly challenged his authority and questioned his decision making.
James MacPherson, CEO of Recreational Living Limited, must decide where to relocate the canoe and leisure craft manufacturing operations.
James Jankowski, general manager of Pewter, Inc., must decide whether to accept a large order from a major retail chain.
Douglad MacDonald must decide whether to go ahead with an entrepreneurial opportunity to wholesale Scottish-themed soft toys and novelties to retailers in North America.