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1. Evaluate the changes Dore Dore has mad in its childrens knitwear division. How does
the performance of the traditional operation and the cellular manufacturing system differ?
(To assess differences between the two systems, assume that an average childrens garment
requires 10 operations, and that an the throughput time for a single garment in knitwear is
3 hours.) For example, how does work-in-progress inventory change when cells are
implemented? What changes are required to ensure successful implementation of cellular
manufacturing? Is worker cross-training necessary?
2. What is Dore Dores motivation for converting to cells? Should the company continue
with its plans for complete implementation of cells in childrens knitwear? If not, which
knitwear products (if any) should be manufactured in cells?
3. 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 case analysis
1. Chilrens Knitwear Division:
[s
2If
From the above table, we can see the bottleneck operation is sewing and finishing.
* Traditional Method:
Units progress/day=2000 units
Throughput time= 15 days
Work in process=30000 units
Number of workers=42
WIP/worker=30000/42=720 units
* Cellular Method:
Units progress/day=2000 units
Throughput time=1 day
Work in process=2000 units
Number of workers=42
WIP/worker=2000/42=48 units
Since cycle time= throughput time/ work-in-progress, so cycle time of traditional operation
is 3*5*8*60/720=10 min and cycle time of cellular operation is 1*8*60/48=10 min. Then
the output per worker remains the same.
