Samira Fursule
Roll No: D005
Supply Chain Analytics
1. Evaluate the Changes Dore Dore has made in its Children’s Knitwear division.
Ans:
Cellular Manufacturing: Cellular manufacturing significantly reduced many types of
waste present in the traditional sewing process and resulted in delivery time falling from
15 days to 1 day. Given a flow rate of 2,000 garments per day work–in-progress fell from
30,000 to 2,000 units, improving annual work-in-process turns from 16X to 240X.
Traditional Operations: Under traditional operations, Dore-Dore’s production batch
size in sewing, on average, was 200 pieces of the same style and color, with an average of
eight different sizes within a batch. The knitwear sewing contained 55 sewing machines
installed and was staffed by 42 workers. The additional machines were either specialty
machines used for occasional operations or extra machines used in periods of peak
demand.
2. How does the performance of the traditional operation and cellular manufacturing
system differ? (e.g. how Work In Process Inventory changes when cells are
implemented?
Ans:
Comparison: The grid layout by machine type of the traditional system took no
account of garment dependent workflow variability and resulted in the unnecessary
movement of inventory. By contrast the garment-specific cell design reduced product
movement and cross-trained operators who could switch tasks, which helped balance
work-flow.
3. What changes are required to ensure successful implementation of cellular
manufacturing ?
Ans:
Crisis Management: If a machine in a cell broke down, it would have to be quickly
repaired or replaced; if possible, during the repair period, the worker would move to
another machine within the cell to continue working. Encouraged to act autonomously
with regard to work methods, the workers rearranged the cell in a new one evening after
management and other workers had gone home.
Cross-Training: At first, the team tried to assign work using traditional methods, with
each worker specializing by task. This system made the sweatshirts well but was difficult
to adapt to the next style assigned to the cell.
Reorganization: The knitwear factory was currently organized by machine typ. For
example, all button hole machines were located in one area. Batches of partially–
completed product were moved in wheeled bins by floor supervisors or material handlers
