Thomas Stearns must decide whether to continue with planned software development and risk missing the completion deadline on a $20 million project or bite the bullet and make some costly hardware changes that will virtually eliminate the risk of missing the deadline. This introductory decision analysis case: (1) contains a compound (square-circle-square) decision, (2) encourages a discussion of the meaning of probability, and (3) requires the use of sensitivity analysis to handle the unspecified costs of missing the deadline. Excerpt UVA-QA-0350 INTERNATIONAL GUIDANCE AND CONTROLS Time was running out on the $ 20 million CARV (confined aquatic recovery vehicle) project, and Project Manager Thomas Stearns was concerned about maintaining the project's schedule. With 10 months left, considerable portions of the software remained to be developed, and Stearns was by no means certain that all the necessary development work would be completed on time. Software Development Stearns had had his project team working full force in recent months on the software development for CARV's command and guidance system. His headcount (the number of full-time-equivalent workers assigned to the project) had been increased recently, so total development costs were running at $ 300,000 per month, which was 25% over the project's budget. Stearns believed that there was but an 80% chance that the necessary software would be completed in the remaining 10 months. Despite the risk of not maintaining the schedule, he could not increase the headcount on the project or increase the rate of software development in any way. If the software were not completed on time, Stearns was fairly certain that one or two extra months of work would suffice to complete the project. Unfortunately, each month's delay in project completion meant a 2.5% ($ 500,000) reduction in the price of the contract. In addition to this precisely defined cost of not meeting the schedule, a hard‑to‑quantify, but no less significant cost of lost reputation was associated with not completing the project as scheduled. . . .
Thomas Stearns必须决定是继续按计划进行软件开发，冒着错过完成期限的风险，还是咬紧牙关，进行一些昂贵的硬件更改，从而消除错过期限的风险。这个介绍性决策分析案例:(1)包含一个复合(方-圆-方)决策，(2)鼓励对概率含义的讨论，(3)要求使用敏感性分析来处理错过截止日期的未指定成本。价值2000万美元的CARV(限水回收飞行器)项目的时间已经不多了，项目经理Thomas Stearns非常关心项目的进度。在剩下10个月的时间里，软件的相当一部分还有待开发，Stearns并不确定所有必要的开发工作都能按时完成。最近几个月，斯特恩斯已经让他的项目团队在CARV的指挥和制导系统的软件开发上全力以赴。他的员工人数(分配给项目的全职员工的数量)最近有所增加，因此每月的总开发成本为30万美元，超出了项目预算的25%。斯特恩斯认为，在剩下的10个月内完成必要软件的可能性只有80%。尽管有不能维持进度的风险，他不能以任何方式增加项目的人数或增加软件开发的速度。如果软件没有按时完成，Stearns相当肯定，一两个月的额外工作就足够完成这个项目了。不幸的是，项目每延迟一个月就意味着合同价格减少2.5%(50万美元)。除了这个精确定义的不能按时完成的成本之外，一个难以量化的，但同样重要的声誉损失成本与不能如期完成项目. . . .有关
{"title":"International Guidance and Controls","authors":"P. E. Pfeifer","doi":"10.2139/ssrn.2975064","DOIUrl":"https://doi.org/10.2139/ssrn.2975064","url":null,"abstract":"Thomas Stearns must decide whether to continue with planned software development and risk missing the completion deadline on a $20 million project or bite the bullet and make some costly hardware changes that will virtually eliminate the risk of missing the deadline. This introductory decision analysis case: (1) contains a compound (square-circle-square) decision, (2) encourages a discussion of the meaning of probability, and (3) requires the use of sensitivity analysis to handle the unspecified costs of missing the deadline. \u0000Excerpt \u0000UVA-QA-0350 \u0000INTERNATIONAL GUIDANCE AND CONTROLS \u0000Time was running out on the $ 20 million CARV (confined aquatic recovery vehicle) project, and Project Manager Thomas Stearns was concerned about maintaining the project's schedule. With 10 months left, considerable portions of the software remained to be developed, and Stearns was by no means certain that all the necessary development work would be completed on time. \u0000Software Development \u0000Stearns had had his project team working full force in recent months on the software development for CARV's command and guidance system. His headcount (the number of full-time-equivalent workers assigned to the project) had been increased recently, so total development costs were running at $ 300,000 per month, which was 25% over the project's budget. Stearns believed that there was but an 80% chance that the necessary software would be completed in the remaining 10 months. Despite the risk of not maintaining the schedule, he could not increase the headcount on the project or increase the rate of software development in any way. \u0000If the software were not completed on time, Stearns was fairly certain that one or two extra months of work would suffice to complete the project. Unfortunately, each month's delay in project completion meant a 2.5% ($ 500,000) reduction in the price of the contract. In addition to this precisely defined cost of not meeting the schedule, a hard‑to‑quantify, but no less significant cost of lost reputation was associated with not completing the project as scheduled. \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"16 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":"127860634","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}
This short case presents two typical conversations surrounding the issue of classroom teaching excellence. One conversation is from a student perspective, and the other is from a faculty perspective. Both conversations take the reader to the point of articulating, based on their own college experience, the attributes possessed by the great professors they have had in class or that they have observed. Excerpt UVA-PHA-0063 Jun. 23, 2011 TEACHING EXCELLENCE: WHAT MAKES GREAT PROFESSORS GREAT The Student Conversation In the student center . . .
这个简短的案例展示了围绕课堂教学卓越问题的两个典型对话。一个对话是从学生的角度，另一个是从教师的角度。这两段对话都让读者根据自己的大学经历，清晰地表达出他们在课堂上或观察到的伟大教授所具有的特质。摘自uva - pa -0063 2011年6月23日教学卓越:是什么让伟大的教授伟大的学生在学生中心的对话…
{"title":"Teaching Excellence: Reflecting on What Makes Great Professors Great","authors":"Mark E. Haskins","doi":"10.2139/ssrn.2975054","DOIUrl":"https://doi.org/10.2139/ssrn.2975054","url":null,"abstract":"This short case presents two typical conversations surrounding the issue of classroom teaching excellence. One conversation is from a student perspective, and the other is from a faculty perspective. Both conversations take the reader to the point of articulating, based on their own college experience, the attributes possessed by the great professors they have had in class or that they have observed. Excerpt UVA-PHA-0063 Jun. 23, 2011 TEACHING EXCELLENCE: WHAT MAKES GREAT PROFESSORS GREAT The Student Conversation In the student center . . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"17 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":"125404832","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}
This note provides information on Six Sigma and business improvement at Dominion Resources, Inc., including many examples of the CEO Tom Farrell's personal commitment and support. It can be used in executive education leadership programs and business courses in operations management in discussions about Six Sigma program elements that help sustain a culture of continuous improvement and deliver extraordinary business results. Ten years after its launch at Dominion Resources, Inc., Six Sigma, is one of the nation's most widely recognized initiatives having been cited for audited hard savings, integration into corporate culture, percentage of employees trained, sustained management support, and employee recognition. Excerpt UVA-OM-1453 Sept. 2, 2011 SIX SIGMA AT DOMINION RESOURCES, INC.: INVESTING IN EXCELLENCE I firmly believe that Six Sigma provides us with a clear pathway to excellence in everything we do—and how we do things every day. —Tom Farrell, CEO of Dominion Resources . . .
本文提供了Dominion Resources, Inc.关于六西格玛和业务改进的信息，包括CEO Tom Farrell个人承诺和支持的许多例子。它可以用于高管教育领导力项目和商业运营管理课程，讨论六西格玛项目要素，帮助维持持续改进的文化，并提供非凡的业务成果。在Dominion Resources, Inc.推出六西格玛十年后，六西格玛已成为全国最广泛认可的倡议之一，被引用为经审计的艰苦节约、融入企业文化、接受培训的员工比例、持续的管理支持和员工认可。DOMINION RESOURCES, INC.的六西格玛:投资于卓越我坚信，六西格玛为我们提供了一条清晰的途径，使我们在所做的每件事上都能取得卓越，以及我们每天做事的方式。-汤姆·法雷尔，自治领资源公司首席执行官…
{"title":"Six Sigma at Dominion Resources, Inc.: Investing in Excellence","authors":"R. Landel","doi":"10.2139/ssrn.2974970","DOIUrl":"https://doi.org/10.2139/ssrn.2974970","url":null,"abstract":"This note provides information on Six Sigma and business improvement at Dominion Resources, Inc., including many examples of the CEO Tom Farrell's personal commitment and support. It can be used in executive education leadership programs and business courses in operations management in discussions about Six Sigma program elements that help sustain a culture of continuous improvement and deliver extraordinary business results. Ten years after its launch at Dominion Resources, Inc., Six Sigma, is one of the nation's most widely recognized initiatives having been cited for audited hard savings, integration into corporate culture, percentage of employees trained, sustained management support, and employee recognition. \u0000 \u0000Excerpt \u0000 \u0000UVA-OM-1453 \u0000 \u0000Sept. 2, 2011 \u0000 \u0000SIX SIGMA AT DOMINION RESOURCES, INC.: \u0000 \u0000INVESTING IN EXCELLENCE \u0000 \u0000I firmly believe that Six Sigma provides us with a clear pathway to excellence in everything we do—and how we do things every day. \u0000 \u0000—Tom Farrell, CEO of Dominion Resources \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":"130237276","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}
What material should be included in a teaching note, the instructional tool that accompanies your business school case study—and makes its use far more likely? All good teaching notes have several characteristics in common. This technical note can help any business school professor, case writer, or collaborator create a teaching note that helps an instructor use your case to its fullest potential. Excerpt UVA-PHA-0062 Rev. May 9, 2014 ON WRITING TEACHING NOTES WELL If you want to stimulate discussion, knowing everything about the subject is only half the battle. Equally important, if not more so, is the need to have organized your thoughts well in advance. A good teaching note helps instructors do exactly that: prepare. It also helps the instructor evaluate the appropriateness of a given case. Every well-written business case study should come with an equally well-written teaching note. Sometimes called an instructor's manual, a teaching note suggests how the case may be used—not the only way, but the way the author planned to use it as he or she wrote it (see Exhibit1 for a template). Indeed, even with a road map, many instructors will choose their own routes. There is some debate about whether the optimal time to write a teaching note is before or after the case is taught. In fact, the most effective teaching notes are written both before and after. A solid teaching plan provides a framework for reviewing the case and determining whether enough information is provided for a good analysis and discussion. This note offers suggestions on when to write each part. . . .
{"title":"On Writing Teaching Notes Well","authors":"Gerry Yemen","doi":"10.2139/ssrn.2975053","DOIUrl":"https://doi.org/10.2139/ssrn.2975053","url":null,"abstract":"What material should be included in a teaching note, the instructional tool that accompanies your business school case study—and makes its use far more likely? All good teaching notes have several characteristics in common. This technical note can help any business school professor, case writer, or collaborator create a teaching note that helps an instructor use your case to its fullest potential. \u0000 \u0000Excerpt \u0000 \u0000UVA-PHA-0062 \u0000 \u0000Rev. May 9, 2014 \u0000 \u0000ON WRITING TEACHING NOTES WELL \u0000 \u0000If you want to stimulate discussion, knowing everything about the subject is only half the battle. Equally important, if not more so, is the need to have organized your thoughts well in advance. A good teaching note helps instructors do exactly that: prepare. It also helps the instructor evaluate the appropriateness of a given case. \u0000 \u0000Every well-written business case study should come with an equally well-written teaching note. Sometimes called an instructor's manual, a teaching note suggests how the case may be used—not the only way, but the way the author planned to use it as he or she wrote it (see Exhibit1 for a template). Indeed, even with a road map, many instructors will choose their own routes. \u0000 \u0000There is some debate about whether the optimal time to write a teaching note is before or after the case is taught. In fact, the most effective teaching notes are written both before and after. A solid teaching plan provides a framework for reviewing the case and determining whether enough information is provided for a good analysis and discussion. This note offers suggestions on when to write each part. \u0000 \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"30 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":"122139574","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}
This case is part of the "Living Lean" series, which presents accessible, everyday scenarios for a Lean process-improvement journey. In this episode on the 5S method of organizing and sustaining an efficient process, a recently transplanted couple with a garage full of boxes decides to eliminate clutter in their home. Excerpt UVA-OM-1448 Rev. Nov. 4, 2013 living lean: DaVID AND the Case of the Hoarded House David and his wife, Heidi, had lived in their single-family home in a new development for about a year and a half. Both followed hectic schedules: David was a student in an MBA for Executives program and a full-time IT program manager, and Heidi was the executive director of a local performing arts center, which required her to work odd hours. As a result, the two of them had allowed their home to accumulate layer upon layer of stuff in almost every room, closet, and wardrobe of the house. One night in December, David drove home from an evening class as a wintry mix of snow and freezing rain began to accumulate on the street. Their house had an attached garage, but he and his wife typically parked on the street and used the front door, because the garage still held a large number of unpacked boxes from their recent move. The wind had picked up, and David was tired, hungry, and cold, so, feeling ambitious, he decided to test the garage entry to his home. He was not sure whether the batteries in the garage door opener were going to work, but when he pressed the button, the garage door began to lift. He slowly nosed his Accord into the garage, hoping for the best, but there were simply too many boxes. He moved the car to the curb, carefully navigated the sidewalk to the front door, sank into the living room couch, and called his wife at work. . . .
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R. Landel, Georgios Mexis, Christopher Olden Lee Howard Porter
The note provides documentation of a process simulation model that was prepared to simulate the invoicing work of 16 accounts payable analysts described in the case "Accounts Payable at Rockwell Collins" written by Professor Philip C. Jones, Tippie College of Business, University of Iowa. Excerpt UVA-OM-1554 Oct. 18, 2016 Accounts Payable at Rockwell Collins: Process Simulation Model Note Contents 2. . . .
该说明提供了流程模拟模型的文档，该模型准备模拟16名应付账款分析师在“罗克韦尔柯林斯应付账款”案例中所描述的工作，该案例由爱荷华大学蒂皮商学院的Philip C. Jones教授撰写。摘录UVA-OM-1554 2016年10月18日罗克韦尔柯林斯公司应付账款:流程模拟模型注释内容2. . . .
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A packaging supplier for a pharmaceutical firm proposes an innovative cost-saving measure for the next clinical trial: instead of dozens of custom labels for participating countries, one universal booklet label with a page for each. A senior clinical supplies manager must weigh the proposal before presenting it to the clinical team. Were the efficiency and cost savings worth the hassle? This fictionalized case is designed for a first-year operations module on supply chain management. Excerpt UVA-OM-1446 Aug. 3, 2011 GALEN PHARMACEUTICS: THE BOOKLET LABEL DECISION Once again, Milad King, senior clinical supplies manager at Galen Pharmaceutics Inc. (Galen), reviewed the documents on his desk. It was May 2011, and he had just received a proposal from one of his packaging suppliers for Galen's latest Phase III clinical trial. This proposal was unlike any he had seen in the past in complexity, operational design, and, consequently, cost. The supplier was proposing an innovative way to label the supplies for the trial. Although the new label would cost $ 4.00 more per label, the supplier promised significant operational and manufacturing savings that would more than make up for the cost. King knew the clinical team would want his recommendation at its next bi-weekly meeting—which happened to be the following morning. Galen Pharmaceuticals and the Development of GP-8210 . . .
{"title":"Galen Pharmaceutics: The Booklet Label Decision","authors":"E. N. Weiss, K. Ribe","doi":"10.2139/ssrn.2974965","DOIUrl":"https://doi.org/10.2139/ssrn.2974965","url":null,"abstract":"A packaging supplier for a pharmaceutical firm proposes an innovative cost-saving measure for the next clinical trial: instead of dozens of custom labels for participating countries, one universal booklet label with a page for each. A senior clinical supplies manager must weigh the proposal before presenting it to the clinical team. Were the efficiency and cost savings worth the hassle? This fictionalized case is designed for a first-year operations module on supply chain management. \u0000 \u0000Excerpt \u0000 \u0000UVA-OM-1446 \u0000 \u0000Aug. 3, 2011 \u0000 \u0000GALEN PHARMACEUTICS: THE BOOKLET LABEL DECISION \u0000 \u0000Once again, Milad King, senior clinical supplies manager at Galen Pharmaceutics Inc. (Galen), reviewed the documents on his desk. It was May 2011, and he had just received a proposal from one of his packaging suppliers for Galen's latest Phase III clinical trial. This proposal was unlike any he had seen in the past in complexity, operational design, and, consequently, cost. \u0000 \u0000The supplier was proposing an innovative way to label the supplies for the trial. Although the new label would cost $ 4.00 more per label, the supplier promised significant operational and manufacturing savings that would more than make up for the cost. King knew the clinical team would want his recommendation at its next bi-weekly meeting—which happened to be the following morning. \u0000 \u0000Galen Pharmaceuticals and the Development of GP-8210 \u0000 \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"17 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":"133343644","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}
While maintaining Lean manufacturing standards, the plant manager for the Clarksburg, Virginia, location of a manufacturer of coated abrasives must evaluate a capital investment of $8 million. The investment would reduce labor needs and provide reduced setups. A discounted cash flow analysis must be performed to analyze the investment. Relevant costs and valuation of production flexibility are key issues.This case is taught jointly in two of Darden's first-year courses, Financial Management and Policies and Operations. Excerpt UVA-OM-1503 Aug. 27, 2013 DAZZ MANUFACTURING COMPANY Dorothy Hoffman, plant manager for the Clarksburg, Virginia, location of DAZZ Manufacturing Company, angrily tossed the monthly shipping report back onto her desk and swore under her breath. The Clarksburg plant had again failed to improve its dismal performance meeting shipping dates. Only 60% of its June shipments had met the well-established four-week service standard of the coated-abrasives industry. Hoffman knew that prompt customer service was necessary to maintain DAZZ's competitive position in the industry, but so far, she had seen little improvement in this aspect of the plant's performance. Hoffman was considering the possibility of replacing some of the plant's equipment and revising the production schedule in hopes of more closely meeting her customer-service targets. An investment of $ 8 million would provide a significant reduction in setup times for a major portion of DAZZ's production process. Hoffman believed in lean thinking, the latest management philosophy, but knew the board of directors would need more than just her faith that the lean investment was worthwhile. What Hoffman needed was hard-number justification. Company Background DAZZ was a leading producer of abrasives, including such products as sandpaper and grinding wheels. Industrial firms were the company's primary market. DAZZ had four manufacturing plants in the midsouthern and southeastern United States. DAZZ's Clarksburg plant produced all the company's coated-abrasive products—a line consisting of approximately 5,000 finished items in numerous grades, shapes, and sizes. The Clarksburg plant had $ 126.5 million in annual sales, giving it an 18% share of the U.S. coated-abrasives market and making DAZZ the third-largest of the four major domestic producers. In recent years, DAZZ had achieved a 28% gross margin and 8% operating margin on sales of its coated-abrasive products. . . .
{"title":"Dazz Manufacturing Company","authors":"E. N. Weiss, R. Goldberg, Michael J. Schill","doi":"10.2139/ssrn.2975005","DOIUrl":"https://doi.org/10.2139/ssrn.2975005","url":null,"abstract":"While maintaining Lean manufacturing standards, the plant manager for the Clarksburg, Virginia, location of a manufacturer of coated abrasives must evaluate a capital investment of $8 million. The investment would reduce labor needs and provide reduced setups. A discounted cash flow analysis must be performed to analyze the investment. Relevant costs and valuation of production flexibility are key issues.This case is taught jointly in two of Darden's first-year courses, Financial Management and Policies and Operations. \u0000 \u0000Excerpt \u0000 \u0000UVA-OM-1503 \u0000 \u0000Aug. 27, 2013 \u0000 \u0000DAZZ MANUFACTURING COMPANY \u0000 \u0000Dorothy Hoffman, plant manager for the Clarksburg, Virginia, location of DAZZ Manufacturing Company, angrily tossed the monthly shipping report back onto her desk and swore under her breath. The Clarksburg plant had again failed to improve its dismal performance meeting shipping dates. Only 60% of its June shipments had met the well-established four-week service standard of the coated-abrasives industry. Hoffman knew that prompt customer service was necessary to maintain DAZZ's competitive position in the industry, but so far, she had seen little improvement in this aspect of the plant's performance. Hoffman was considering the possibility of replacing some of the plant's equipment and revising the production schedule in hopes of more closely meeting her customer-service targets. An investment of $ 8 million would provide a significant reduction in setup times for a major portion of DAZZ's production process. Hoffman believed in lean thinking, the latest management philosophy, but knew the board of directors would need more than just her faith that the lean investment was worthwhile. What Hoffman needed was hard-number justification. \u0000 \u0000Company Background \u0000 \u0000DAZZ was a leading producer of abrasives, including such products as sandpaper and grinding wheels. Industrial firms were the company's primary market. DAZZ had four manufacturing plants in the midsouthern and southeastern United States. DAZZ's Clarksburg plant produced all the company's coated-abrasive products—a line consisting of approximately 5,000 finished items in numerous grades, shapes, and sizes. The Clarksburg plant had $ 126.5 million in annual sales, giving it an 18% share of the U.S. coated-abrasives market and making DAZZ the third-largest of the four major domestic producers. In recent years, DAZZ had achieved a 28% gross margin and 8% operating margin on sales of its coated-abrasive products. \u0000 \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"58 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":"128323901","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}
This note was written to evaluate an opening section of a business case study. It was developed for case writing workshops and may be useful for new case writers seeking to appraise their own material. How searchable would your case be in a database? Is there at least one sentence in the opening paragraph(s) that acts as a guide for case analysis? Excerpt UVA-PHA-0067 Apr. 12, 2012 Opening Section Critique 1. Read a colleague's opening section. Case title: Reviewer's name: . . .
{"title":"Opening Section Critique","authors":"Gerry Yemen","doi":"10.2139/ssrn.2975058","DOIUrl":"https://doi.org/10.2139/ssrn.2975058","url":null,"abstract":"This note was written to evaluate an opening section of a business case study. It was developed for case writing workshops and may be useful for new case writers seeking to appraise their own material. How searchable would your case be in a database? Is there at least one sentence in the opening paragraph(s) that acts as a guide for case analysis? \u0000 \u0000Excerpt \u0000 \u0000UVA-PHA-0067 \u0000 \u0000Apr. 12, 2012 \u0000 \u0000Opening Section Critique \u0000 \u00001. Read a colleague's opening section. \u0000 \u0000Case title: \u0000 \u0000Reviewer's name: \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":"115081843","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}
R. Landel, Christopher Olden Lee Howard Porter, G. Mexis
Tutorial and tech note combined to introduce students to model building and outputs in AnyLogic. Excerpt UVA-OM-1549 Rev. Mar. 2, 2018 Bank Office Simulation Tutorial and Technical Note: Model Building and Data Collection Using AnyLogic Multimethod Simulation Software The Bank Office Description This tutorial helps users develop a simple service system for a bank office. The bank consists of one automatic teller machine (ATM) and four tellers. The ATM provides people with a quick self-service for cash and deposits, whereas tellers handle more complex transactions (e.g., paying bills or opening a new bank account). Additional operational details are provided during the tutorial. . . .
{"title":"Bank Office Simulation Tutorial and Technical Note","authors":"R. Landel, Christopher Olden Lee Howard Porter, G. Mexis","doi":"10.2139/ssrn.2975031","DOIUrl":"https://doi.org/10.2139/ssrn.2975031","url":null,"abstract":"Tutorial and tech note combined to introduce students to model building and outputs in AnyLogic. \u0000Excerpt \u0000UVA-OM-1549 \u0000Rev. Mar. 2, 2018 \u0000Bank Office Simulation Tutorial and Technical Note: \u0000Model Building and Data Collection Using AnyLogic Multimethod Simulation Software \u0000The Bank Office Description \u0000This tutorial helps users develop a simple service system for a bank office. The bank consists of one automatic teller machine (ATM) and four tellers. The ATM provides people with a quick self-service for cash and deposits, whereas tellers handle more complex transactions (e.g., paying bills or opening a new bank account). Additional operational details are provided during the tutorial. \u0000. . .","PeriodicalId":390041,"journal":{"name":"Darden Case Collection","volume":"10 4 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":"134079951","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}
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