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Dore Dore

In: Business and Management

Submitted By cwellerf
Words 518
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Carlos Weller

Dore Dore

La familia Dore comenzó un negocio de ropa en 1819. Poco a poco logró su éxito y se convirtió en uno de los nombres mas reconocidos mundialmente en las medias de alta calidad. Dore Dore entonces estableció una línea separada de ropa cocida(Knitwear). Marguet se convirtió en el nuevo director de operaciones llevando a DD a un nivel mas alto. DD sobresale ante las demás marcas y se diferencia por su servicio al cliente para los clientes de las medias. Lead times largos era comunes en la insutria de la ropa.

Dore Dore ha tenido muchos problemas debido a los desajustes que se han tenido en la producción y la verdadera demanda de los productos, asi que Marguet empezó a investigar estrategias de respuesta rápida. Marguet came up with a supply chain divided in upstream as manufacturing and downstream as retail. La fabrica de medias produce básicamente calcetines y la división de ropa cocida produce básicamente ropa de niño.

La producción era 37,000 pares de calcetines y 2000 articulos de niños cada día. Para tener un pronostico de la demanda DD se basaba en intuición, ya que los tiempos de lead time eran tan largos y no se podía saber que demanda iba a tener los artículos, lo cual provocaba que DD manejara altos inventarios y por ocaciones no pudiera vender a tiempo los artículos, teniéndolos que rematar la siguiente temporada a menor tiempo. Basicamente lo que Marguet planteo fue bajar los lead times, basando los replenishments en data histórica de ventas. Teniendo 4 colecciones al año ayudaría a llegar mas fácil a la demanda de los clientes y a darle seguimiento a la fluctuación estacional de los clientes.

Experimentos de modo de planta operacional celular fueron primeros probados en los niños. Un sistema de fabricación celular es un grupo de trabajadores multifuncionales con varias maquinas operando cada quien varias y produciendo artículos similares. La celula es hecha con la ayuda de un consultor Eurolog. Incluye 6 personas y 12 maquinas. Las células resultaron con muchas mas mejoras que la línea de operaciones utilizada anteriormente. El throughput decrecio de 15 dias a 1 dia. El defect rate bajo de 5% a 2.5% pero el output per worker quedo igual.

TRADITIONAL OPERATION CHILDREN KNITWEAR OPERATIOn | | | | | Ninos | Process | Av. Lead time | Throuput time | 1 | Yarn & Fabric | 2.5 months | N.A. | 2 | Knitting | N.A. | 80 hours | 3 | dying | 5 weeks | N.A. | 4 | cutting | N.A. | 40 hours | 5 | sewing and finishing | N.A. | 120 hours |

TRADITIONAL OPERATION

Batch Size = 200 units
Bottleneck: sewing and finishing

WORK IN PROCESS :
Units Progressed/ day : 2000 (pag 4)

Throughput time : 15 days (pag 7)

WIP: 2000*15 = 30,000 units.

Number of workers = 42

WIP/ WORKER = 30000/ 42 = 714.29

New Cellular Operation

Units Progressed/ day = 2000

Throuput time = 1 day

WIP = 2000 *1 = 2000 Units

WIP/ Worker = 2000/42 = 47.6 units

Little’s Law

Cycle time = throughput time/ WIP

Traditional Operation

15dias * 8 hours* 60 min / 714.6min = 10.1 mins

Celular Operation

1 dia * 8 hour * 60 / 47.6min = 10.1 mins

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