This variant condenses the two parts of "K&S Industries Inc. in China: Transferring Knowledge (A) and (B)" into a single-use case.
Apt for the MBA, EMBA, GEMBA, and executive education plans, the case scenario delivers a manufacturer of semiconductor assembly equipment aiming to attain growth in its wire bonding utensils segment-in particular, capillaries and dicing saw blades-via geographic extension.
At the time, capillaries were finished by it in Yokneam, Israel, and blades in Santa Clara, California. The growth committee team is stimulating with designing and opening a brand new facility in Suzhou, China. By broadening operations to China, cost economies were meant, where K&S's marketplace had developed. And it was but it was not unclear whether it made sense to move the capillary procedure, the dicing blade production, or both. Furthermore if K&S is moved to China, it would keep the Israeli-based factory open but close the American-based. If both were moved, what order would make sense given that one existing factory would be closed down and the other kept open? And after those decisions were made, what exactly would look like?
PUBLICATION DATE: July 17, 2013 PRODUCT #: UV6703-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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