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Harvard Case - Carestream Health Inc.: When Disruption Hits a Lean Supply Chain

"Carestream Health Inc.: When Disruption Hits a Lean Supply Chain" Harvard business case study is written by Stephan Vachon, Zhiduan Xu, De Gao. It deals with the challenges in the field of Operations Management. The case study is 6 page(s) long and it was first published on : Dec 11, 2019

At Fern Fort University, we recommend Carestream Health Inc. implement a comprehensive digital transformation strategy focused on enhancing supply chain agility and responsiveness. This strategy should incorporate a combination of technology investments, process improvements, and organizational change to navigate the disruptive forces impacting the medical imaging industry.

2. Background

Carestream Health Inc. is a leading provider of medical imaging systems and IT solutions. The company has historically relied on a lean supply chain model, prioritizing efficiency and cost optimization. However, the emergence of new technologies, evolving customer demands, and increased competition have disrupted this model, leading to challenges in responding to market fluctuations and maintaining profitability.

The case study highlights the company's struggle to adapt to the rapid adoption of digital imaging technologies, the rising demand for personalized healthcare solutions, and the need for more flexible and responsive supply chains.

3. Analysis of the Case Study

The case study can be analyzed through the lens of several frameworks:

a. Porter's Five Forces:

  • Threat of New Entrants: High, due to the emergence of digital imaging startups and the increasing accessibility of technology.
  • Bargaining Power of Buyers: Moderate, as healthcare providers are increasingly demanding competitive pricing and customized solutions.
  • Bargaining Power of Suppliers: Moderate, as Carestream relies on a global network of suppliers for components and materials.
  • Threat of Substitutes: Moderate, as alternative imaging technologies and telehealth solutions are gaining traction.
  • Competitive Rivalry: High, as the industry is dominated by a few major players, leading to intense competition.

b. Value Chain Analysis:

  • Inbound Logistics: Carestream's reliance on a lean supply chain model has made it vulnerable to disruptions and delays.
  • Operations: The company's manufacturing processes need to be optimized for faster product development and customization.
  • Outbound Logistics: Carestream needs to improve its distribution network to ensure timely delivery of products and services.
  • Marketing and Sales: The company needs to adapt its marketing strategies to target the evolving needs of healthcare providers.
  • Service: Carestream needs to enhance its service offerings to provide comprehensive support to customers.

c. Operations Strategy:

  • Lean Manufacturing: While effective in the past, Carestream's lean model needs to be adapted to incorporate greater flexibility and responsiveness.
  • Supply Chain Management: The company needs to invest in advanced technologies and processes to improve visibility, collaboration, and agility.
  • Innovation: Carestream needs to prioritize research and development to stay ahead of the technological curve and develop innovative solutions.

4. Recommendations

Carestream should implement the following recommendations to address the challenges posed by the disruptive forces in the medical imaging industry:

a. Digital Transformation:

  • Invest in Cloud-Based Platforms: Migrate core business processes to cloud-based platforms to enhance data sharing, collaboration, and real-time visibility across the supply chain.
  • Implement Advanced Analytics: Leverage data analytics to improve demand forecasting, optimize inventory levels, and identify potential disruptions.
  • Adopt AI and Machine Learning: Explore the use of AI and machine learning for tasks such as predictive maintenance, quality control, and product development.

b. Supply Chain Optimization:

  • Implement Agile Manufacturing: Transition to an agile manufacturing model that prioritizes flexibility, responsiveness, and rapid product development.
  • Enhance Supplier Relationships: Foster stronger relationships with key suppliers to improve collaboration, communication, and access to critical components.
  • Optimize Inventory Management: Utilize advanced inventory management techniques such as Just-in-Time (JIT) and Kanban systems to reduce lead times and minimize inventory holding costs.

c. Organizational Change:

  • Develop Digital Skills: Invest in training and development programs to equip employees with the digital skills necessary to navigate the changing landscape.
  • Embrace Cross-Functional Collaboration: Promote cross-functional collaboration between departments to facilitate faster decision-making and knowledge sharing.
  • Foster a Culture of Innovation: Encourage experimentation, risk-taking, and continuous improvement to drive innovation and product development.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core Competencies and Consistency with Mission: The recommendations align with Carestream's core competencies in medical imaging and technology, while supporting the company's mission to deliver innovative solutions that improve patient care.
  • External Customers and Internal Clients: The recommendations address the evolving needs of healthcare providers for personalized solutions, faster turnaround times, and improved service. They also aim to enhance the efficiency and effectiveness of internal operations.
  • Competitors: The recommendations aim to position Carestream as a leader in the industry by leveraging digital technologies and agile supply chain practices to gain a competitive advantage.
  • Attractiveness: The recommendations are expected to improve profitability by reducing costs, increasing efficiency, and enhancing customer satisfaction.

6. Conclusion

By embracing digital transformation, optimizing its supply chain, and fostering a culture of innovation, Carestream can navigate the disruptive forces in the medical imaging industry and position itself for long-term success.

7. Discussion

Alternatives:

  • Maintaining the status quo: This would likely lead to further decline in market share and profitability as the industry evolves.
  • Focusing solely on cost reduction: This could lead to short-term gains but would not address the underlying challenges of agility and responsiveness.

Risks and Key Assumptions:

  • Technology adoption: The success of the recommendations depends on the successful adoption and integration of new technologies.
  • Employee resistance: Resistance to change from employees could hinder the implementation process.
  • Market volatility: The recommendations assume that the market will continue to evolve and that Carestream can adapt to changing customer needs.

8. Next Steps

Carestream should implement the recommendations in a phased approach:

  • Phase 1 (Short Term): Implement cloud-based platforms, invest in data analytics, and enhance supplier relationships.
  • Phase 2 (Medium Term): Adopt agile manufacturing practices, optimize inventory management, and develop digital skills among employees.
  • Phase 3 (Long Term): Explore AI and machine learning applications, foster a culture of innovation, and expand into new markets.

By taking these steps, Carestream can effectively navigate the challenges of disruption and emerge as a leading provider of medical imaging solutions in the digital age.

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Case Description

In October 2014, Carestream Health Inc. (Xiamen) (CHX) was faced with a supply chain disruption caused by a labour dispute involving most of the ports on the west coast of the United States. The work-to-rule strike was having a considerable impact on the operations of the ports and was putting pressure on CHX's lean supply chain. In particular, the supply of wide rolls of films, the key material to CHX operations, was compromised. In an emergency meeting, CHX's management team discussed using other shipping options. One of these options, (airfreighting) appeared to be feasible but costly. The meeting's leader who was the director of the Asia Pacific Lean Six Sigma asked the management team to determine when CHX should use airfreight for its supply of wide rolls, how many rolls should be airfreighted each time, and what the best mechanism would be to govern the use of airfreight.

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