Case Study Analysis: Implementing LEAN at Caesars Casinos, Illinois

This case study analysis examines the challenges faced by Caesars Entertainment, specifically at the Harrah’s Metropolis Casino and Hotel, as they sought to implement LEAN operations. The analysis identifies key issues such as relocation, competition, and customer service inefficiencies. The student's analysis includes a situation analysis highlighting the need for LEAN principles to improve operations and reduce waste. The recommendations involve utilizing Kaizen workshops and the "five whys" method to identify root causes and improve daily processes. The implementation plan focuses on leveraging management expertise to eliminate waste and achieve new performance objectives. The case study also references the assignment brief, which outlined the need for improved supply chain management within the casino environment. The student's analysis is focused on the aspects of supply chain, the bullwhip effect and lean implementation.

Running head: CASE STUDY ANALYSIS
Case Study Analysis
Name of the Student
Name of the University
Author notes:

1CASE STUDY ANALYSIS
Problem Statement
Relocation and renovation, unavailability of options other than gaming options,
inefficacy in effectiveness of operations and customer service, and the increasing amount of
competition were some of the major issues that were detected. As per the intuition of Hirch,
accumulation of waste was the main problem as far as supply chain is concerned. Thus, the
main issue was detected as the question regarding how the company would be able to manage
be stay profitable while maintain a Lean supply process, cope with increasing competition in
the market, satisfy the customer and generate revenue from the latter rather from sources
other than gambling.
Situation Analysis
It was found out the that in order to sustain in the market, the company had to
incorporate lean activities in the management of their operations. Hence, a lean team was
formulated in order to improve the processes within the organization. Kaizen workshops were
organized and it was found out that the employees had incorrect perception about what lean
processes are. Thus, it was the aim of the teams to educate the employees regarding the true
meaning of lean systems.
Through proper and constant communication, the staff were educated about the
mechanism of lean principles. The main rationale behind lean principles are to reduce the
amount of waste that the company could reduce in the internal processes. Carrying out the
same would imply that the company would be able to improve the experience of the
customers, improve the effectiveness of the processes and improve the services that are
offered by the company by spending on problem solving rather than accumulating
unnecessary waste.

2CASE STUDY ANALYSIS
Recommendations
In order to detect, the root cause of the problem, the Kaizen workshops decided to
implement five whys. The five whys are the assimilation of definition of the problem, the
measure of the problem, the analysis, improvement and controlling of the problem. It is an
effective way to find out the main issue and improve on the same. It was recommended that
the operations should not be changed, rather it would be best for the company to leave the
nature of operations as is was already taking place, otherwise the flow of work would be
disrupted. The key performance indicators suggested that the company must improve, thus it
was decided that the company would have to implement a lean culture through which they
would be able to eliminate wastes and solve problems on a daily basis.
Implementation plan
In order to successfully implement the LEAN principles in the company the company
would need to utilize the experts of the management teams who are capable of incorporating
the complete elimination of wastes. Furthermore, it can be said the company is experienced in
term of implementation of lean activities. Even if the committed mangers can help to mitigate
the issues, resistance can be expected from the part of the staff who might not be completely
convinced about the uncertainty related to successful implementation of the plan and might
not be willing to participate as a result of the increased expectation that they would be subject
to in order to achieve the newly established performance objectives.