Leaders For Global Operations (LGO)
Master of Finance
Master of Business Analytics
Master of Science in Management Studies
System Design and Management (SDM)
MIT Sloan Fellows Program
MIT Executive MBA
Visiting Fellows Program
Office of International Programs
Faculty & Research
News and Publications
MIT Sloan Management Review
MIT Executive MBA
MIT Sloan Fellows Program (MBA or SM)
About MIT Sloan
Facts and Figures
Visit MIT Sloan
Work At MIT Sloan
SEARCH LEARNING EDGE
You may be trying to access this site from a secured browser on the server. Please enable scripts and reload this page.
Turn on more accessible mode
Turn off more accessible mode
Skip Ribbon Commands
Skip to main content
Turn off Animations
Turn on Animations
A free learning resource for management educators and students
Page not found
Accounting and Finance
Leadership and Ethics
All Site Content
Operations Management Case Studies
"We Are Market Basket"
On July 18, 2014, the majority of Market Basket’s 200 non-unionized front office workers, another 300 warehouse associates and 65 truck drivers walked out on their jobs and spent the next six weeks protesting in front of the family-owned New England supermarket chain’s headquarters. Customers joined the protest by doing their grocery shopping elsewhere, essentially bringing business to a halt. The protestors were objecting to the firing of Market Basket CEO Arthur T. Demoulas by the company’s board of directors, on which sat his cousin, and foe, Arthur S. Demoulas. But why, many wondered, was having Arthur T. at the helm so important to so many different stakeholders? What exactly were they trying to protect? And why were their concerns so widely and deeply shared that they would risk banding together in protest without any legal protections for their actions?
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.
Managed by Q
In July 2015, Managed by Q co-founder and CEO Dan Teran was trying to decide how best to grow the 15-month old on-demand office cleaning and maintenance company. As Teran saw it, Q, which differentiated itself from the competition by leveraging people and technology, could grow by acquiring customers in its existing markets of New York, Chicago, and San Francisco; expanding into new markets; or, diversifying the range of services it offered in the office management space. No matter which path Q chose, Teran was committed to protecting the company’s unique business model and culture.
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.
Quest Diagnostics (A): Improving Performance at the Call Centers
and Sarah Kalloch
In July 2015, MaryAnn Camacho joined Quest Diagnostics’s National Customer Service (NCS) organization as its Executive Director. Quest was the leading provider of diagnostic services and solutions in the United States. Camacho was hired to turn around an organization that had gone through a complex consolidation process the year before, in which its 20 customer service call centers had been pared down to two. Labor costs were high as was absenteeism and turnover. Customers were dissatisfied with the quality of service and some were taking their business to Quest’s chief competitor. There was a lot to fix, and Camacho wondered whether to focus first on people or operations?
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.
Toyota Supplier Relations: Fixing the Suprima Chassis
and Jamie Bonini
In late 2004, Walt Bernstein, the director of production control for Toyota Motor Manufacturing’s Macon, Georgia operation, was notably frustrated with the plant manager for ChassisCo, a Toyota supplier. There were quality and conformance issues with the rear suspension cradle that ChassisCo was manufacturing for Toyota’s new Suprima crossover. ChassisCo had made a number of operational improvements since production started 14 months earlier, but problems continued to surface. Bernstein, an expert in Toyota’s production principles, needed to figure out what to do.
© 2020 MIT SLOAN SCHOOL OF MANAGEMENT