Case studies

After completion of the case study, the students will be able to understand lead and lag indicators, understand job performance and its linkage with job satisfaction, calculate the cost of turnover and design solutions to the problem of attrition and low satisfaction.

Pace Control Gears was a small-scale enterprise based out of Sonipat, India. It was an entrepreneurial venture by Rajesh Kumar, who had set Pace in 2010 to manufacture low-voltage electrical apparatus. Recently, Pace had begun to experience issues with quality control that were largely the result of human error. The company was facing a drop in satisfaction levels and higher attrition levels among the employees. Kumar had to find a solution quickly to address the problem, as it had direct implications for the company’s margins and the assurance of quality that it was associated with in the market.

This case study is suited to undergraduate and postgraduate courses in human resource management and general management.

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CSS 6: Human Resources Management.

The authors have discussed the importance of creating socially transformative health-care ecosystems in emerging economies like India. After completion of this case study and assignment questions, the students will be able to apply the case experience to comprehend the underlying factors influencing the decision of the implementation and replication of the Sanjeevani health-care service delivery model, understand the impact of free and subsidized health-care service delivery models on social transformation, evaluate the operational performance of health-care institutions using the balanced scorecard model and create practical relevance when implementing novel health-care solutions like Sanjeevani, which has been successful due to its singular pin-pointed focus on solving the issue of congenital heart diseases (CHDs).

Forty thousand surgeries against 0.3 million new CHD patients every year was the unbalanced equation of pediatric cardiac care in India. It also contributed to almost 46% of total CHD prevalence in the world. This case study explores the evolution of the affordable health-care ecosystem provided by Sri Sathya Sai Sanjeevani Hospital (Sanjeevani), Raipur, Chhattisgarh, which included services ranging from OPD to postoperative surgical care, including accommodation and food, completely free of cost. Over the past eight years, it had managed over 80,000 pediatric cardiac outpatients and performed over 9,000 surgeries. This case study also outlines the execution of Sanjeevani, as an affordable health venture aimed at producing social transformation. The pertinent question to be explored is, “Can the Sanjeevani healthcare ecosystem be replicated, both operationally and financially?”

This case study is suited to undergraduate Bachelor of Business Administration, Master of Business Administration (MBA) and executive MBA.

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CSS 2: Built Environment.

The learning outcomes are as follows: to identify and analyze the importance of operations management in a situation demanding minimizing environmental impact and maintaining operational momentum; access the risks faced during project executions and apply project management concepts to facilitate Karachi Steel in implementing indigenous technological solutions; and evaluate the importance of adaptability, continuous improvement and innovation in creating sustainable solutions to address complex challenges.

Javaid Iqbal, CEO of Karachi Steel, was the case’s protagonist. With capacity expansion, Javaid relocated the steel facility from Rawalpindi to Islamabad, Pakistan. The company encountered several difficulties because of the air emissions’ inconvenience to nearby residents and the strict environmental regulations. To push the emissions into the air, the company first installed a locally fabricated chimney. Later, they hired a foreign Pakistani engineering firm to install air filters, but the project proved unsuccessful. To control emissions, the company developed a Wet Particulate Control (WPC) system based on a water-sprinkling mechanism. The endeavor was successful, but it resulted in water pollution. As a result, Karachi Steel signed a contract with a local engineering company that invented and effectively installed an air filtration system. Karachi Steel not only devised solutions for their predicaments but also made significant contributions toward achieving the Sustainable Development Goals (SDGs). However, the emissions reporting and monitoring mechanism continued to cause inconvenience for regulators. In addition, the filtration facility encountered a blocked duct conveying zinc sulfate from smoke, resulting in the periodic suspension of operations. As Karachi Steel seek long-term solutions to current challenges, it is critical to examine the relationship between internal circumstances and external forces and stimulate a holistic approach to resolving issues within the realms of operations management and project management.

The case study is suitable for students pursuing their undergraduate degree programs in business studies or management sciences. This case can be taught in specific subjects in the domain of management sciences, including project management and operations management. Furthermore, undergraduate students pursuing degrees in environmental sciences, specializing in environmental impact assessment and sustainable development, can also learn from this case study. These subjects have the potential to provide students with a detailed understanding of the dynamic relationship between environmental problems caused by business activities, and how to address these challenges using principles of project management and operations management. There is no pre-requisite for this case study, and the level of difficulty is moderate. The recommended teaching pedagogy for this multidisciplinary case study includes role-playing exercises, simulations to replicate real-world situations and the Socratic method, which encourages critical thinking.

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CSS 7: Management Science.

Risk identification and qualitative assessment are the learning outcomes.

The Bharat Bijlee Construction Limited (BBCL) was one of the largest construction companies operating in the power sector in India. After successfully completing a few projects in the Middle East, BBCL decided to expand its presence into African region. The BBCL was awarded a $85m contract for three sub-station projects to modernise Algeria’s power grid system by the “Shariket Karhaba Koudiet Eddraouch Spa”, a state-owned company in charge of power generation, transmission and distribution in Algeria.

The project, which is the first of BBCL in Saharan region in Algeria’s, presents many unique situations that company had never encountered before, including sand dunes, severe weather, remote locations, supply chain & logistics, strict contractual deadlines and a high level of construction risk. The project manager for BBCL was sceptic about how well his company would perform under the present project circumstances. How could he better align himself with the client, the various on-site local contractors and the numerous suppliers spread around the world?

The case emphasises the identification of various project risks that the project manager might encounter in the project. What do the PESTLE and ASCE frameworks for risk identification each represent, and how are they helpful for the project team in understanding various risks? How should the project’s qualitative risk assessment be conducted? And how can a heat map be a better tool for comprehending the criticality of each risk in the project?

Undergraduate and post graduate courses in project management, civil engineering and architecture domain.

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CSS 2: Built Environment.

The primary learning objectives/outcome of case discussion is to apply design thinking principles to design innovative and socially responsible strategies that promote financial sustainability for organizations serving unique societal needs. The secondary learning objectives/outcome of case discussion is to gain a deeper appreciation for the potential social impact of their innovative ideas and understand the complexities and ethical considerations in social entrepreneurship, especially when working with individuals with special needs.

The case study describes the challenge facing Anil Kumar Kundra, the founder and trustee of Autism Ashram and Autism Guardian Village in Hyderabad and Gujarat, an organization that provides shelter and care for individuals with autism and residential facilities for their parents. Autistic individuals often lack social skills and may face challenges in reading, writing and communicating. In addition, they may experience behavioral issues, making it difficult for them to obtain employment or run their own ventures, resulting in a lifetime financial dependency on their guardians. In August 2023, Kundra, in pursuit of sustainability, aims to empower autistic individuals in the ashram to attain financial independence. He envisions Autism Ashrama as a self-sustaining entity, no longer dependent on contributions from parents. The dilemma facing Kundra is the need to identify innovative ideas that will enable these autistic individuals to contribute to revenue generation. The challenges faced by autistic individuals in their day-to-day lives make Kundra’s decision-making complex. While he acknowledges the challenge, he firmly believes that a handful of transformative ideas can bring about a revolutionary shift in the ecosystem for autistic individuals, rendering this business model truly sustainable. The case study invites students to help Kundra identify innovative ideas using design idea techniques, such as the Stanford d.school model.

This take-home assignment is suitable for both undergraduate and postgraduate students and is designed to explore the integration of sustainable business practices and design thinking in a real-world context.

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CSS 7: Management science.

After reading the case and answering the case assignments, students will be able to understand and explain the challenges and opportunities for engineering, procurement and construction (EPC) contractors and their subcontractors; understand and critically analyse the advantages and disadvantages of insourcing and outsourcing of engineering, procurement and construction in EPC projects; determine which situations merit insourcing or outsourcing within each of engineering, procurement and construction in EPC projects; understand and identify the competencies and qualifications that a subcontractor must possess if any EPC activity is outsourced to them; and develop a decision-making framework to determine which EPC activities must be kept in-house or outsourced in EPC projects.

In mid-March 2021, PetroSahand International Group, a leading EPC contractor specializing in the oil, gas and petrochemicals industries in Iran, encountered significant challenges with its subcontractors in engineering and construction. These issues resulted in widespread repercussions for the company, including project delays and mounting debts. At the peak of these crises, PetroSahand’s senior management embarked on a thorough examination of whether to insource or outsource various aspects of their operations, such as engineering, procurement and construction. Their objective was twofold: to prevent similar setbacks in future projects and to navigate existing projects with minimal disruption to the company’s reputation. To address this critical dilemma, PetroSahand enlisted the expertise of a consulting team from Sharif University of Technology. Comprising esteemed professors, graduates and students from one of Iran’s most respected institutions, this team undertook an exhaustive analysis of the insourcing versus outsourcing debate across EPC domains. Subsequently, they presented their comprehensive findings, thereby confronting PetroSahand’s senior management with a pivotal choice regarding the optimal approach for each activity.

The audience of this work is undergraduate and graduate students who are enrolled in project management courses, both fundamentals and advanced. In addition, this case helps senior managers of EPC contractors gain a deeper and more comprehensive understanding of insourcing or outsourcing different project activities.

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CSS 7: Management science.

After completion of the case study, the participants will be able to understand the significance of quality as a pivotal domain within project management and to analyze the issues related to quality and offer logical solutions.

In this case, the Bharat Bijlee Construction Limited (BBCL) group, with a proven track record of over five decades in the transmission and distribution business in India, decided to venture into international projects, considering the prevailing stagnant domestic power sector. They secured contracts worth $85m from the “Shariket Karhaba Koudiet Eddraouch Spa,” a state-owned company responsible for power generation, transmission and distribution in Algeria. However, during the execution phase of these projects, BBCL encountered significant challenges related to product and service quality. These challenges arose due to the tight schedule constraints and cost considerations, as well as a lack of understanding of the dynamics involved in executing international projects, especially in the demanding conditions of the sub-Saharan desert. This case study addresses the complex issue of ensuring and maintaining high-quality standards in large-scale substation projects situated in the challenging environment of the sub-Saharan desert, highlighting the importance of effective project management and international project execution expertise. The case study is from quality management knowledge area and focuses on identification of root cause of quality noncompliance and for better decision-making in projects.

The teaching case is designed for undergraduate and postgraduate courses in project management, civil engineering and architecture domain. The participants will be able to understand the application of various quality tools, statistical process tools and control charts in problem identification, categorization, root cause identification and decision-making.

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CSS2: Built environment

The case delves into the significant factors contributing to the steep decline of Sintex shares, examining both external and internal factors. Internally, the primary drivers were the expansion plan, the demerger decision, financial mismanagement and the delayed and inadequate integration of Information Technology (IT) into the business.

Sintex, a prominent private sector company listed in the Indian stock markets, operated in the textile and plastics sectors. However, in 2017, Sintex underwent a demerger into two separate entities: Sintex Industries Limited (SIL) and Sintex Plastics Technology Limited (SPTL). While SIL focused on textiles, SPTL dealt with plastics. However, soon after the demerger, the share prices of both companies began plummeting, leading to significant losses for investors. This case investigates the reasons behind this decline through a step-by-step analysis.

This case is suitable for postgraduate students pursuing an MBA, MMS and executive programs such as PGDBM and PGDM, with a specialization in business strategy. It is also beneficial for participants in management development programs (MDPs) designed for higher level executives. Additionally, the case can serve as training material for executives undergoing strategic role training within an organization. It is recommended to teach the case toward the end of the course, where the instructor can provide a summary of the previous classes’ teachings.

CCS7: Management Science

Upon completion of the case study, the students will be able to find the challenges and underlying structures that cause the problem; the students will be able to identify the dynamic variables and develop the interconnection and interlinkages among the time-delayed variables to build the story of the business case; the students could develop the block diagram and could build the system dynamics model using the simulation software STELLA, and if they do not have the simulation software, even then they could have a mental model to understand the problem well; the system dynamics students can design the policies to make the system better behaved and recommend solutions; and the students could make mind maps and develop the mental model and could recommend solutions and way forward to overcome the challenges and solve the issues.

Tradeasia is a small-scale manufacturing firm that had started its business activities near Sundar Industrial Estate, Raiwind, in September 2007. The company’s prime focus was to buy the potato starch from chips manufacturing companies and, then, extract the potato starch from the waste potato using its own machinery and sell it as a sizing agent to textile mills. Quality characteristics in terms of better millage and enhanced gullibility made it compatible with Rafhan corn-based starch. The major challenge linked to potato starch was its degree of wetness; the potato starch either extracted from rotten potato or procured from the potato chips manufacturing companies had a high degree of wetness and moisture content. Wet potato starch sometimes had more than 60% moisture content, which was really a challenge. Owing to the high degree of wetness, the wet starch was prone to fungus growth, and within hours, the fungus created toxins if it was not dried immediately, and then after 24 h, toxins acquired a black colour, and they became hardened like pebbles. The starch then was unusable even for sizing purposes for textile products. Reduction in the degree of wetness was really a big challenge and demanded prompt action and high productivity of the operational staff to make that product dry for sale purposes. This was the biggest challenge that ended up in huge inventories of wet starch. Capacity constraints and operational inefficiency killed the company’s productivity and affected the company’s profit.

This case study is written and developed for MBA and MS-level supply chain students of the system dynamics course or those studying management of supply chain complexities. This case study discusses the operational challenges while running the business; huge inventories, capacity constraints and inefficiency in production operations were the challenges associated with almost all manufacturing industries. This case study discussed not only why such challenges are appearing in the business but also the solution that resided in the wisdom shared by the employees in the board meeting. An integrated system dynamics model could be used to design the policies to overcome such challenges. Even the block diagram of the model and causal loop diagram could help to conceptualize the problem and explore the way forward.

Teaching notes are available for educators only.

CSS 7: Management science.