Solve the case study :1. Logically answering Case Study Questions 2. Writing a Critical analysis of the Case in which you will identify the following:  The management-related problem of the case study Symptoms\signs of the problem Write how the problem of the case has been solved Your suggested Solutions Final Recommendation\critical opinion on the case 590Part Six ControllingCase ApplicationMoistureloc manufactured at our U.S. factory. Bausch &Lomb's first priority is the health and safety of con-sumers. If there is a problem with our product, we'll findit and we'll fix it."On May 15, 2006, the company explained that ithad "finally, after months of sleuthing, found a linkbetween the product and a potentially blinding eyeinfection." In a release by the U.S. Food and DrugAdministration, Bausch & Lomb proposed that "uniqueBlurred VisionIt's unrealistic to think that all products can be guaranteed100 percent safe at all times in all places for all people.But as consumers we'd like to believe that manufacturersare doing whatever they can to ensure that products areas safe as possible... especially when it comes to prod-ucts used on or in our bodies that have the potential todo serious harm or damage. And more importantly, we'dlike to believe that if manufacturers discovered some-characteristics of the formulation of the ReNu Withthing potentially wrong with one of their products, thatthey would take immediate action to correct it.Executives at Bausch & Lomb found themselves dealingwith such a scenario as problems with one of its mostpopular and lucrative products-a contact lens cleaner,ReNu With Moistureloc-became more evident.Doctors in Hong Kong first started noticing cases ofa troubling eye infection Fusarium keratitis in July of2005, but were not able to make the connection specifi-cally to Bausch & Lomb's product. Yet, in February of2006, the company agreed to stop selling that lenscleaner in Hong Kong and Singapore. By March 2006,more than 100 people in Hong Kong, Singapore, andthe United States had developed eye infections, "withsome of the worst cases requiring cornea transplants,"and the connection to the ReNu product was pretty evi-dent. Health officials in Singapore said "they had estab-lished a strong statistical connection between Bausch &Lomb's ReNu With Moistureloc cleaner and Fusariumeye fungus infections." But it wasn't until April 13, 2006,after some U.S. retailers independently began removingthe product from shelves, that Bausch & Lomb took itsfirst public action-a voluntary market withdrawal-asking retailers to remove the ReNu product from theirshelves temporarily until it could further investigate thereports of fungal keratitis infections among contact lenswearers. In open ads in USA Today and regional news-papers, the company also recommended that consumersswitch to another lens care solution product. CompanyCEO Ron Zerrella said, "For more than 150 years, Bausch& Lomb's mission has been to enhance your vision. Wefind ourselves in a position where the safety of one ofour products manufactured at our United States plant isin question. We've done a series of exhaustive tests onthe product, and a thorough inspection of the plant,and nothing has yet been found to show that ReNuWith Moistureloc contributed to these infections in anyway. However, in the cases of infections reviewed tndate, the majority of patients reported using ReNu WithMoistureloc product in certain unusual circumstancescan increase the risk of Fusarium infection. Based on thisscientific data, Bausch & Lomb has decided to perma-nently remove the ReNu With Moistureloc productworldwide." Although the company said it moved as"rapidly as possible to understand and respond to itsproduct's role in the outbreak," others say it did notmove fast enough to avert a crisis.DISCUSSION QUESTIONS1. What role should an organization's control systemplay in situations like these?2. Did Bausch & Lomb do enough? Could its control sys-tem have been more effective? How?3. Which type of control-feedforward, concurrent, orfeedback-do you think would be most important inthis type of situation? Explain your choice.4. How might immediate corrective action have beenused in this situation? How about basic correctiveaction?5. What role would information controls play in this sit-uation? Financial controls? Customer interactions?6. What, could other organizations learn from thissituation?Sources: K. Bradsher and W. Arnold, "Asian Officials Call Bausch Slowto React," New York Times Online, www.nytimes.com, May 22, 2006;B. J. Feder, "From Asia to America: How Bausch's Crisis Grew," NewYork Times Online, www.nytimes.com, May 18 2006; FDA Statement,"Bausch & Lomb Global RecallLens Cleaning Solution," www.fda..gov, May 15, 2006; P. Mintzand F. DiMeglio, "Bausch & Lomb: Crisis Management 101,"BusinessWeek Online, www.businessweek.com, April 17, 2006; andPress, Release, Bausch & Lomb, April 13, 2006.ReNu With Moistureloc Contact

Question

Solve the case study :1. Logically answering Case Study Questions 2. Writing a Critical analysis of the Case in which you will identify the following:  The management-related problem of the case study Symptoms\signs of the problem Write how the problem of the case has been solved Your suggested Solutions Final Recommendation\critical opinion on the case 590Part Six ControllingCase ApplicationMoistureloc manufactured at our U.S. factory. Bausch &Lomb's first priority is the health and safety of con-sumers. If there is a problem with our product, we'll findit and we'll fix it.&#34;On May 15, 2006, the company explained that ithad &#34;finally, after months of sleuthing, found a linkbetween the product and a potentially blinding eyeinfection.&#34; In a release by the U.S. Food and DrugAdministration, Bausch & Lomb proposed that &#34;uniqueBlurred VisionIt's unrealistic to think that all products can be guaranteed100 percent safe at all times in all places for all people.But as consumers we'd like to believe that manufacturersare doing whatever they can to ensure that products areas safe as possible... especially when it comes to prod-ucts used on or in our bodies that have the potential todo serious harm or damage. And more importantly, we'dlike to believe that if manufacturers discovered some-characteristics of the formulation of the ReNu Withthing potentially wrong with one of their products, thatthey would take immediate action to correct it.Executives at Bausch & Lomb found themselves dealingwith such a scenario as problems with one of its mostpopular and lucrative products-a contact lens cleaner,ReNu With Moistureloc-became more evident.Doctors in Hong Kong first started noticing cases ofa troubling eye infection Fusarium keratitis in July of2005, but were not able to make the connection specifi-cally to Bausch & Lomb's product. Yet, in February of2006, the company agreed to stop selling that lenscleaner in Hong Kong and Singapore. By March 2006,more than 100 people in Hong Kong, Singapore, andthe United States had developed eye infections, &#34;withsome of the worst cases requiring cornea transplants,&#34;and the connection to the ReNu product was pretty evi-dent. Health officials in Singapore said &#34;they had estab-lished a strong statistical connection between Bausch &Lomb's ReNu With Moistureloc cleaner and Fusariumeye fungus infections.&#34; But it wasn't until April 13, 2006,after some U.S. retailers independently began removingthe product from shelves, that Bausch & Lomb took itsfirst public action-a voluntary market withdrawal-asking retailers to remove the ReNu product from theirshelves temporarily until it could further investigate thereports of fungal keratitis infections among contact lenswearers. In open ads in USA Today and regional news-papers, the company also recommended that consumersswitch to another lens care solution product. CompanyCEO Ron Zerrella said, &#34;For more than 150 years, Bausch& Lomb's mission has been to enhance your vision. Wefind ourselves in a position where the safety of one ofour products manufactured at our United States plant isin question. We've done a series of exhaustive tests onthe product, and a thorough inspection of the plant,and nothing has yet been found to show that ReNuWith Moistureloc contributed to these infections in anyway. However, in the cases of infections reviewed tndate, the majority of patients reported using ReNu WithMoistureloc product in certain unusual circumstancescan increase the risk of Fusarium infection. Based on thisscientific data, Bausch & Lomb has decided to perma-nently remove the ReNu With Moistureloc productworldwide.&#34; Although the company said it moved as&#34;rapidly as possible to understand and respond to itsproduct's role in the outbreak,&#34; others say it did notmove fast enough to avert a crisis.DISCUSSION QUESTIONS1. What role should an organization's control systemplay in situations like these?2. Did Bausch & Lomb do enough? Could its control sys-tem have been more effective? How?3. Which type of control-feedforward, concurrent, orfeedback-do you think would be most important inthis type of situation? Explain your choice.4. How might immediate corrective action have beenused in this situation? How about basic correctiveaction?5. What role would information controls play in this sit-uation? Financial controls? Customer interactions?6. What, could other organizations learn from thissituation?Sources: K. Bradsher and W. Arnold, &#34;Asian Officials Call Bausch Slowto React,&#34; New York Times Online, www.nytimes.com, May 22, 2006;B. J. Feder, &#34;From Asia to America: How Bausch's Crisis Grew,&#34; NewYork Times Online, www.nytimes.com, May 18 2006; FDA Statement,&#34;Bausch & Lomb Global RecallLens Cleaning Solution,&#34; www.fda..gov, May 15, 2006; P. Mintzand F. DiMeglio, &#34;Bausch & Lomb: Crisis Management 101,&#34;BusinessWeek Online, www.businessweek.com, April 17, 2006; andPress, Release, Bausch & Lomb, April 13, 2006.ReNu With Moistureloc Contact

Accepted Answer

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