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# Dore Dore

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Dore Dore Case study - Solutions:

1. Evaluate the Changes Dore Dore has made in its Children’s Knitwear division.

* Children Knitwear Traditional setup (Product – Focused Layout) * Children Knitwear cellular setup (Process – Focused Layout)

Traditional Operations:

Yam & Fabric supplier – 2.5 months – average lead time
Knitting – throughput time – 80 hrs
Dyeing – 5 weeks – average lead time
Cutting – 40 hrs – throughput time
Sewing and finishing – 120 hrs – throughput time
Lead time & Throughput time – batch size = 200 units
Bottle neck operation is sewing & finishing.

Work in progress calculations:

Units progress / day = 2000 units
Through put time = 15 days
WIP = 2000 *15=30000 Units
No of workers = 42
WIP/worker = 30000/42=720 units

Cellular operations

Work in progress calculations
Units progress / days = 2000 units
Through put time = 1 days
WIP = 2000*1= 2000 units
No of works = 42
WIP/worker=2000/42=48 units

Cycle time = throughput time /work in progress

Traditional operations: 3*5*8*60/720=10 mins

Cellular operations: 1*8*60/48=10 mins

Hence we can infer that output per worker remains the same.

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?

Throughput time (sewing & finishing): Traditional: 15 days / Cellular operation: 1 day

No of sewing machines required: Traditional opert. 55 / Cellular operation: 84

Capital on machines: Traditional : Low / Cellular operation: High

Average price of sewing machine: Traditional: 55*55000=3025000 ff / Cellular operation: 84*55000=4620000 ff

Work in process inventory: Traditional: 2000*15=30000 / Cellular operation: 2000*1=2000

Defect Rate: Traditional: 5% / Cellular operation: 2.5%

Handling of batch size Traditional: more suitable for large batch sizes /

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