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Dore – Dore Case 1. Evaluate the changes Dore-Dore has made in its children’s knitwear division. How does the performance of the traditional operation and the cellular manufacturing system differ? For example, how does work-in-process inventory change when cells are implemented/ Dore-Dore’s children knitwear evolved overtime from a modest line of sweaters to full line of sweaters. Below is a more expansion on Traditional Operation and Cellular Manufacturing System, Traditional Operation: Before implementing cellular manufacturing system, Dore Dore’s used to produce 200 piece in average of the same style and color, with an average of eight different sizes within a batch. Sewing an average knitwear garment took 10 minute of actual labor .The inconsistency between the actual labor time and the three week period of the product to pass through all operations led to a higher production lead time. In the traditional batch production, each worker repeatedly performed a single, specific task on each product in a large batch of identical item and developed a expertise and rhythm that fostered high levels of speed productivity and product consistency. If a machine broke down, the worker had to sit idle while it was getting fixed. Whenever large number of batches were in program at any time, there would be at most two batches at most, with one moving into a cell as the earlier batch was completed. In the batch production system, each worker completed an operation on every unit in each batch before passing on entire batch to the next operation. Cellular Manufacturing System: A key principle of cell concept was that the groups were autonomous, managing their own time, distribution of work and workflow. Batches of 200 pieces of the same style and color moved quickly through the cell. If a machine in a cell broke down, the worker would move to another machine within the cell to continue working. In the cell, batches were split, and garments were from one operation to another as an individual unit. The workers in the cell balanced their work and made sure the batch made through the cell as quickly as possible. Because of training and accessibility of appropriately configured machines, any defects was easily fixable before it left the unit. The cellular manufacturing system has been better to handle decreasing batch sizes, but one issue was the smaller the batch the more machine thread had to be changed. On the other hand, traditional operations could handle larger batch much better. After comparing both of the system, it is noticeable that cellular system improved to process more products in less time and with cross-function workers, it was much easier to keep a balance in workflow. 2.Use Little’s law to examine the system. Traditional Operations: Per day Per Batch = 2000 units

Throughput time = 5 days each for 3 weeks = 15 days Work in Process= (2000 x 15) = 30000 Number of Workers= 42 Work In Process for each worker= (30000/42) =715 units Cycle Time = (Throughput time/Work-In-Progress) = (3 x 5x 8 x 60)/715 =10 minutes Cellular Manufacturing System: Per day Per Batch = 2000 units Throughput time = 1 day Work In Process = (2000 x 1) =2000 Units Number of Workers= 42 Work in Process for each worker =2000/42 = 48 units Work in Process for each worker in each cell= (2000/6) =334 units Cycle time for Cellular Manufacturing System = (1 x 8 x 60)/48 = 10 minutes Cycle for each cell = 10/7 =1.43 minutes For both systems, the cycle time is 10 minutes. 3. What is Dore-Dore motivation for converting to Cells? Should the company continue with its plans for complete implementation of cells in children’s knitwear? If not, which knitwear products (if any) should be manufactured in cells? There were several motivations for Dore Dore to convert to Cell Manufacturing System.; such as, -To reduce manufacturing lead times was to track seasonal demand fluctuations that would conflict company’s desire to maintain level employment in its manufacturing facilities. -Within few days ,the cells showed a number of improvements over line. The throughput time for a garment went down from 15 working days to one day, -The defect rate also dropped to 2.5% and the defects were detectable the it left the cell; it was easily fixed. -The workers in the cell had a balanced workflow and they helped each other if there was any issue with one’s work, this the cross-training also worked pretty efficiently. -As the time spent on each operation was getting lower, the employees were also performing additional tasks like completing delivery slips and shipment orders, which was supervisors After evaluating all the positive outcomes of implementing cellular manufacturing system, I think Dore-Dore should continue with its plan for complete implantation of cells in children’s knitwear.

4. Should Dore-Dore implement cells in its hosiery production area? If so, would you suggest any changes to the cell design as currently proposed by M. Enfert? If not, what alternative approaches could Dore-Dore take to address the concerns M. Marguet raises in the case? Dore Dore’s hosiery production area is much more complex than the children’s knitwear section. Hosiery production requires four distinctive operation and three out the four is compatible with cellular system. Also, hosiery is dependent on expensive, heavy machinery which can lead to encounter equipment issues. I would suggest making few changes to the cell design as currently proposed by M. Enfert.Per his design, it is seen that all the operations happening in one room but as the process of making hosiery is different, having all of the processing done in one area may have a quality impact on the finished product. Each of the operation process is unique and have different requirement. I think may be having two rooms for each two of the operation would be better. If noticed in Exhibit 13, the cell proposal looks a bit of chaos because of two teams within each cell and the placement of the machines, workers, and batch flow. This cell configuration can lead to potential mistakes and may lead to defective product. Another thing I would like to add is workers needs to be cross-trained. Cell manufacturing system aim to have a balance in all employee workflow. I think a worker should be rotated each week to each of the unit, so they can be cross trained and in-time they can be expertise in all units equally. As hosiery production has different processing than knitwear, I think the unit needs to run a trial to see the implication and compare it....