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BP and the Deepwater Horizon Disaster of 2010
Authors: Christina Ingersoll,
Richard M. Locke
The explosion and sinking of the Deepwater Horizon oil rig on April 20, 2010, resulted from a series of events and decisions involving employees of BP and its contractors. While there does not appear to be one clear culprit or reason that led to the disaster, the case explores issues of organization, information, and decision-making, as well as the ability or inability of individuals to voice their values as contributing factors.
Massachusetts General Hospital's Pre-Admission Testing Area (PATA)
Authors: Jérémie Gallien,
and Kelsey McCarty
The Pre-Admission Testing Area (PATA) is an outpatient clinic at Massachusetts General Hospital responsible for conducting preoperative assessments of surgical patients prior to their procedures. Set in June 2009, this case study describes the conditions of this busy outpatient clinic prior to a process improvement effort by a collaborative team of MIT Sloan students and faculty and MGH clinicians and administrative staff. It also examines the complete PATA experience from both the patient and provider perspective. The importance of improving PATA is emphasized through a description of how this relatively small clinic has a very large downstream effect on the MGH operating rooms and the entire perioperative care system.
Nissan Motor Company Ltd.: Building Operational Resiliency
and William Schmidt
Japan’s March 11, 2011 Great Tōhoku earthquake and tsunami was among the most damaging natural disasters on record. This case examines the organizational structure and operational decisions that allowed Nissan Motor Company to recover from the disaster more rapidly than its peers. In doing so, Nissan was able to increase production and capture market share from its slower-to-recover competitors.
In 2011 Rich Piltch, founder and CEO of ARS, a full-service restoration and reconstruction company based in New England, and the owners of three other restoration and reconstruction companies founded Restoration Affiliates (RA), a network of independent, full-service disaster restoration companies. With 21 members by the fall of 2013, RA represented the attempt of smaller regional restoration and reconstruction companies to compete against the big national players by providing a national service solution for their customers. But while forming a national affiliation gave members the geographic reach they lacked when operating on their own, Piltch was well aware that there were many issues to resolve in order to ensure RA’s long-term success.
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