Read the case study below and answer ALL the questions that follow.
The case describes how Whirlpool (company) instilled innovation as a core competency by making significant investments
which included redesigning business processes, training thousands of employees, and changing the culture of the
company. The case discusses the various initiatives taken by Whitwam to encourage employee participation.
As innovation from everyone and everywhere required knowledge to be assimilated and democratized, the company set up
a comprehensive internal Knowledge Management System (KMS) in 2001. The case elucidates the various KM tools used
by Whirlpool such as the Innovation E-Space portal and the I-Pipe to capture, share, and manage knowledge. The case
highlights how Whirlpool’s KMS served as a platform wherein Whirlpool employees worldwide participated and contributed
to innovation-related activities resulting in new ideas, products, and services which in turn contributed to Whirlpool’s overall
revenues and profits. The case concludes by emphasizing the company’s plans to carry on its vision of “Innovation from
Everyone Everywhere” and to invest in product innovation to drive sustained future growth and create value for its
shareholders, employees, and customers.
Source: https://www.icmrindia.org
Answer ALL the questions in this section.
SECTION B [60 Marks]
Answer ANY THREE (3) questions in this section.
QUESTION 1 (40 Marks)
Analyze the success story of Whirlpool from the abstract above. In your analysis detail how
innovation contributed to it. Further, using the abstract, discuss the value of a learning organisation
and distinguish it from organisational learning.

Examine the concept of Business Process Reengineering (BPR) in relation to Whirlpool, analyze
how does BPR contribute to the competitiveness of the company and discuss how to improve the
success of a BPR process.

Jack and Jill Smith have just retired and want to build a small, basic cabin in the Blue Mountains of Vermont. They have hired Daryl Hannah as the general contractor for the project. She has assembled a team of three workers to complete the project: Tom, Rick, and Harry. Daryl has negotiated a cost-plus contract with the Smiths whereby she will receive 15 percent beyond the cost of labor and materials. Before they sign the contract, the Smiths want an estimate of how much the project is likely to cost and how long it will take. Darryl has estimated that the cost for materials, permits, etc., will total $40,000. She wants to determine labor costs as well as how long the project will take. This is one of several projects Daryl is managing, and other than occasionally helping out, her role is strictly limited to supervising. She has devised the following master plan and assignments. Note that Rick is the only skilled plumber in the group while Harry is the only skilled electrician. Tom is a general carpenter and can assist them with their work. Rick and Harry each get paid $300 a day while Tom gets paid $200 per day. Darryl has negotiated a 10 percent management reserve to deal with unexpected problems. Unused funds will be returned to the Smiths.

Table 2 Estimates of Blue Mountain project

Case Questions

1. How can outsourcing project work alleviate the three most common problems associated with multiple resource scheduling?
2. Explain the risk associated with leveling resources, compressing or crashing projects and impose durations or “catch up” as the project is being implemented.
3. Prepare a short proposal for the Smiths that includes a Gantt chart with resources assigned, and cost estimates if the project starts on 8/1/16.
4. Did resource limitations affect the final schedule? If so, how? What financial risks does this project face?
5. What can the Smiths do to protect themselves against those risks?