Feasibility Study

Superstar Case Study

13Analyze multiple R&D projects using the spreadsheet based Business/Project analysis tool and make decision on which of the 15 projects will be funded.

Learning Goals

  1. Discuss how companies make choice among multiple projects due to limited resources and the need to prioritize among them
  2. Understand the relationship between company wide critical success factors, their relative importance, and how these are used in prioritizing among projects
  3. Analyze multiple R&D projects using the Business/Project analysis tool
  4. Communicate recommendations, negotiate with others, and come up with final list of prioritized projects that best ensure business success

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Full Case Study

Wellborn Abridged Case Study

47Wellborn Cabinets is a family owned business that was founded in 1961. The company’s headquarters and largest factory are located in Ashland, AL and occupy over two million square feet, building about 5,000 cabinets a day. Wellborn primarily supplies builders and dealers who work with customers to design kitchens and dressing and entertainment suites, with a typical order of 20 cabinets containing 15,000 pieces and costing about $15,000.

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Full Case Study

Wellborn Case Study

11Wellborn Cabinets is a family owned business that was founded in 1961. The company’s headquarters and largest factory are located in Ashland, AL and occupy over two million square feet, building about 5,000 cabinets a day. Wellborn primarily supplies builders and dealers who work with customers to design kitchens and dressing and entertainment suites, with a typical order of 20 cabinets containing 15,000 pieces and costing about $15,000. Wellborn began to use Enterprise Resource Planning (ERP) systems about 10 years ago to manage its business.

Wellborn Cabinets adopted a system called Symix, a full ERP system, in 1998. Although Symix had a complete set of modules, all of which were used across all of the company’s departments, each plant used its own database so two plants that were close together were not linked on the financial end. As a result, spreadsheets were used to merge data and engineers had to maintain 580,000 discreet bills of material. Shopfloor workers knew the bills of material were not accurate and paid little attention to them, instead building the cabinets using “tribal knowledge”, which led to frequent returns and many defects. Marketing, engineering, and training issues were also not addressed adequately.

Note: To view the entire case study, you must first login with your username and password. To create a username and password, click Register. Then you will be sent an e-mail to validate your entry. Once the account has been validated, you can login to this site to access full copies of the case studies.

Full Case Study