...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...
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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...
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...* 1. DORE’ DORE’ A STUDY ON IMPLEMENTING THE CELLULAR DESIGN PROCESS IN THE ORGANISATION. * 2. Background Dore Dore was established by Jean Baptiste in 1819 It was the world class manufacturer of fashionable knitted products Its hosiery division produced socks and stockings for men, women and children & accounted for 88% of DD’s sales Its knitwear division produced a line of children's knitwear such as play clothes, sweaters and nightclothes. It focused on both quality and fashion It produced hose not only under its DD trademark, but also for famous designers. DD commented a 30% to 40% market share in this segment One of DD’s competitive strengths was its superior customer service for hosiery. * 3. Operations & Problems & Planning. Its operations were divided between two main sites – MERY PLANT, which encompasses all children’s knitwear operations; and GRES COMPLEX, which encompasses the company’s headquarters and central hosiery factory. Each season DD produced each style in two seasons in hosiery and preset production for Knitwear division. Forecasts were uncertain; all production took place before observing consumers demand in Hosiery Division. High inventory costs were incurred. Many items were left unsold. The company wanted to get into Cellular Design Layout for better Production And Operational Utilization. (for instance Part A & Part B shown below) * 4. COMPANY’S DESIGN LAYOUT (Part A) In children’s knitwear division, the company is using presently...
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...Dore - Dore Background Dore Dore, established by Jean Baptiste in 1819 was a world class manufacturer of fashionable knitted products. Its hosiery division produced socks and stockings for men, women and children & accounted for 88% of DD’s sales. Its knitwear division produced a line of children's knitwear such as play clothes, sweaters and nightclothes. It produced hose not only under its DD trademark, but also for famous designers like Yves St.Laurent, Nina Ricci and Chantal de Thomas.DD commanded a 30% to 40% market share in the high end hosiery segment. Operations Its operations were divided between two main sites – MERY PLANT, which had all children’s knitwear operations; and GRES COMPLEX, which had the company’s headquarters and central hosiery factory. Currently they are facing problem of high manufacturing lead time and high inventory. For e.g. in Mery Plant lead time is three months. This increases risk of forecasting and change in fashion. So they are changing current layout to cellular layout to decrease manufacturing lead time (MLT). Mery Plant- Knitwear operations In children’s knitwear division, the company is presently using a product and process design layout to do the operations in the production. In sewing operation they are using product layout. Sewing operation consist of 42 workers 55 machines. As an experiment they have designed one cell with 6 workers which resulted into decreased in MLT from 3 weeks to 1 day. They can make 6 such cells as they...
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...1. Evaluation of the Changes that Dore Dore has made to its Children’s division The use of cellular manufacturing in the Children’s division would generally bring about greater efficiency for the following reasons. First and foremost, it would save time by reducing transfer time. Given that the production machinery would be clustered together in a cell, transfer of work-in-progress along the production line would be much faster. Second, in a cellular system the workers are generally cross-trained. This allows greater utilization of the human resource at hand and thereby reduces worker idle time significantly. Third, given the cross training of worker, a bottle-neck is less likely to occur or be a problem. Whenever work-in –progress starts accumulating in a particular operation, the cross trained workers would be able to help prevent the creation of a bottle-neck. To surmise, cellular production would be largely beneficial particularly since it would drastically decrease the flow time. However, it has to be recognized that the cellular manufacturing layout would also entail costs. First, there would have to be multiple machinery that would have to be acquired as now machines would not be shared according to the task performed. Acquisition of new machines would certainly be costly. Second, another related disadvantage would be that there would be greater idle time experienced by the machines and consequent inefficient use of the machines. Third, it is also necessary to be cognizant...
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...Dore-Dore Discussion Questions The teaching objectives of the case are as follows: a. Provide an opportunity to review and reinforce basic process measurements such as throughput time, cycle time, work-in-process inventory, labor utilization, and machine utilization in two different operating environments. b. Introduce the reader to a useful application of “Little’s Law,” relating work-in-process inventory and throughput time to cycle time or output rate. c. Introduce the concept and operations of cellular manufacturing system. Emphasize the human resource changes that must accompany the physical reconfiguration of the operations. d. Identify the impact of cellular manufacturing on various plant performance measures, such as labor productivity, equipment productivity, inventory levels, throughput time, and quality. Provide an opportunity for reader to assess the costs and benefits of a cellular manufacturing system. 1. a. Describe in words the traditional layout and then the cellular layout and evaluate the changes Dore-Dore has made in its children’s knitwear division. b. 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? c. Estimate the value of inventory reduction given that knitwear account for 12% of sales (assume an annual inventory carrying cost of 22.5%). In other words, estimate the WIP inventory value of the traditional layout...
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...woven is made of interweaving of warp and weft knits structure formed by interlacing of loops shirt, trousers, jeans - all woven round neck tees, track pants, polos, socks, sweaters - all knits if it stretches, its knits yarn - dhaga loom - machine on which woven fabric are made in 1851, it was handlooms now, there are machine looms only 2 types of textile - knits, woven woven - chiffon, georgette, silk, tusser, tusser silk, silk goergette, denims knits - different types of fabric and different blends; single jersey (can have just cotton, cotton viscose, cotton poly), ribbed (only pearl) leather is not a fabric. leather can only be stitched on a flat lock. there are other separate machines. cotton is a yarn (the base material) single jersey, chiffon are fabrics you can do cotton in ribbed structure also hosiery - socks, pantyhose, stockings, leggings - all knits couture - custom designs - made to order - 52 are recognized - tal lancman, maurizio galante (designers) valanteno pret-a-porter (pret) - armani showrooms (ready to wear) - more elite mass market - gap haut (pronounced "hoth) - high class monde - world 3 types of sowing machines - flat lock (detailing in the knits - like hems), over lock (used for knits), lockstitch (used for wovens) 3-4 seasons vs. zara every 2 weeks hose is weather dependant? yes, ppl wear it when it's colder stockings have more denier -- how closely the fabric has been knit how to pronounce...
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...Dore análisis de casos Dore Información del Ensayo: 686 palabras | 3 páginas. 1. Evaluar los cambios Dore Dore tiene loco en la división de géneros de punto de sus hijos. ¿Cómo funciona el rendimiento de la operación tradicional y el sistema de fabricación celular difieren? (Para evaluar las diferencias entre los dos sistemas, se supone que prenda un promedio de los niños requiere 10 operaciones, y que una el tiempo de producción de una prenda de vestir en tejidos de punto es de 3 horas.) Por ejemplo, ¿cómo cambio en el inventario de trabajo en proceso cuando las células se implementan? ¿Qué cambios son necesarios para asegurar la implementación exitosa de manufactura celular? Es a través del entrenamiento necesario trabajador? 2. ¿Cuál es la motivación de Dore Dore para convertir a las células? En el supuesto de continuar con sus planes para la implementación completa de las células en los géneros de punto de los niños? Si no es así, que las prendas de punto (en su caso) debe ser fabricado en las células? 3. Si Dore Dore implementar las células en su área de producción medias? Si es así, ¿podría sugerir cambios en el diseño de las celdas como se propone actualmente por M. Enfert? Si no, ¿qué otros enfoques podrían Dore-Dore tomar para hacer frente a la preocupación M. Marguet plantea en el caso? Dore análisis de casos Dore . 1 de Chilren división Prendas de punto: [S 2Si Proceso Promedio de tiempo de entrega Tiempo de Rendimiento 1 Proveedores de...
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...Essay about Gustav Dorés picture US’ sentences and capital punishments The picture is called ‘Exercise Yard’, and is made by Gustav Doré in 1872. The picture illustrates a flock of prisoners walking around in a circle at Newgate Prison in London. In the time the picture was made, London also had capital punishment and rough prison sentences. In the US some states still have capital punishment - for example California, Texas, Tennessee and Florida etc. Many states have abolished it, but it still exists, especially in the US. Capital punishment is in debate and discussion all over the world, and it has always been a taboo as everyone knows they are going to die someday, but apart from that we do not know anything about death, and many people fear it. Capital punishment was repealed in 1972 because of an innocent man who were charged with death penalty for a murder he did not commit. Four years later in 1976 capital punishment got re-established and today in year 2016 the US still has it. As I said before there are many different opinions and arguments for and against capital punishment – so it is basically impossible to define whether it is wrong or right. Some people believe that death penalty is a good punishment to have in society. These people believe that if you do something horrible, for example kills a significant or major person, you are not suitable for the society and you have to “kick the bucket” and evaporate from the surrounding world. It is not only political...
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...1. Evaluate the changes Dore-Dore has made in its children's knitwear division. How does the performance of the traditional operations and the cellular manufacturing system differ? For example, how does work-in-process inventory change when cells are implemented? Traditional Operations: Under traditional operations, Doré-Doré’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 (Exhibit 7). The additional machines were either specialty machines used for occasional operations or extra machines used in periods of peak demand. The sewing machine operators worked eight hours per day, five days per week. Sewing an average knitwear garment took 10 minutes of actual labor. 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. According to Exhibit 4, the work-in-progress inventory fell by an estimated 1.23FF million and holding costs by 275,000FF . 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...
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...Version 0.99 University of Illinois at Urbana-Champaign College of Commerce and Business Administration BADM 467 - Process Management Summer 2003 Dilip Chhajed Nick Petruzzi chhajed@uiuc.edu petruzzi@uiuc.edu 323 DKH 328D DKH office hours: office hours: Description Process Management includes a myriad of activities: insuring that a product or service is of high quality, choosing the appropriate design and technology for producing a good or service, planning and controlling the flow of materials or customers so that lead times are minimized, and distributing finished goods or services. Relevant decisions range from how much material to order for making a product, to determining how much capacity is needed to provide a good level of service, to evaluating which technology will best meet a company's needs. In short, this course focuses primarily on developing and applying tools and techniques to ensure that the right products and resources are at the right place at the right time so as to maximize profit within a business process or supply chain. The “products” could be either goods, services, or both; and the “resources” could be either material, people, money, information, or any combination of the four. In the first part of this course, we will focus on process design and improvement issues by studying the relationships between key process parameters such as capacity and throughput, and by analyzing processes in order...
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...Economy. In Shinohata, we see an excellent portrayal of a Japanese village from the perspective of Ronald Dore a British sociologist who visited the village in 1955 and again in 1970. The village is of course named Shinohata and in 1955, Dore writes of a town of largely self-sufficient farmers just recently weaning itself off a feudal land-lordship system, “I wanted to find a village in central Japan with several landlords of medium-sized holdings, in an area where forestland played a larger part in the village economy [forestland was exempt from the land reform].” By all indications Shinohata was what one might imagine a rural village to be not many luxuries, no real technological integration, and not terribly easy to reach. Enter the Japanese City in the same period a rapidly growing and urbanizing force to be reckoned with, “the driving force for postwar urbanization was the growth of heavy industry, [but after the 1964 Tokyo Olympics] employment in construction, wholesale and retail sales, services, finance, real estate, and public service has increased relative to manufacturing. The population engaged in primary industry dropped drastically, from...
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...pimienta. Deje reposar 1 hora antes de sofreír. Justo antes de servir, caliente una sartén con mantequilla y aceita de oliva; dore las chuletas por ambos lados y añada el azúcar morena poco a poco, cocine a fuego medio hasta caramelizar; formando una especia de salsa y hasta que el puerco esté bien cocido, retire y sirva de inmediato. CHULETAS DE CERDO CON SALSA DE GUAYABA PIÑA INGREDIENTES: 4 chuletas de puerco ahumadas o regulares 1cdta. De sal 1cdta. Pimienta 1tz miel de abeja 1cda. Azúcar morena 1tz mermelada de guayaba 1/2tz jugo de guayaba piña 1/4tz mermelada de piña PREPARACIÓN: Sazone con sal y pimienta las chuletas(sin son las regulares). Aparte, en una olla honda, cocine el resto de los ingredientes. En un sartén caliente, cocine por ambos lados las chuletas hasta dorar. Retire del fuego y bañe con la salsa. POLLO AGRIDULCE INGREDIENTES: 4 filetes de pollo picados en cuadros de 1” 2 dientes de ajos machacados 1cdta. Sal 1/4cdta. Pimienta 3cdas. Aceite 2 tazas de cebolla picada en cuadros 1 taza de pimentón rojo 1 taza de pimentón verde 1 taza de pimentón anaranjado 1/2taza de kétchup 3cdas. De salsa china 1 taza de jugo de piña 1cdta. De maicena PREPARACIÓN: Sazone el pollo con ajo, sal y pimienta. Dore en dos cucharadas de aceite. Una vez dorado, agregue el resto del aceite, la cebolla y los pimentones. Dore los vegetales. Una vez dorados, agregue el kétchup, la salsa china y el jugo de piña. Cocine por unos minutos para que la...
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...August 20, 2015 3.2.13 Practice: Revision Strategies The tempest one of the most difficult Shakespearean works in my opion to stage, from its stormy, chaotic first scene to its sureality to its ambiguous resolution, with Prospero facing his silent, treacherous brother and renouncing the power that has made every action in the story possible. Potent language remains the central force and mystery of this fathomless play. Prospero speaks almost a third of the lines in The Tempest, and controls the amount of speech every other character on the island has through manipulation and magic. Prospero’s narrative of how he came to the island, what he did once there, and what he is owed for this history, goes largely unchallenged in the text. Yet the play offers innumerable readings and opportunities for alternate staging, particularly in light of postcolonial discourse about Prospero’s relationship with Ariel and Caliban, the legitimacy of his authority, and the nature of his magic and command over language. Though Prospero can be played many ways, there is no doubt he is The Tempest’s show runner. The metatheatrical nature of the play sometimes detracts from its action on the page, but it also offers the chance to explore exactly why Prospero needs an audience for his revenge, and whether or not it satisfies him, onstage. Prospero restricts the sight and knowledge of the other characters, putting them to sleep or manipulating them with invisible forces, but he often lets us, the audience...
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...richest billionaires of 2010 with individual net worths of $4.1 billion self created between the launch date in 1987 and today. So what is it that has made Red Bull one of the most successful energy drinks in the world? Designed to improve stamina, the ingredients of Red Bull boost performance by increasing alertness, concentration and reaction speed, making it the perfect supplement for periods of heightened physical pressure and mental stress. (Simpson J & B Dore, 2008). The drink is a variant of Yoovidhya’s Krating Daeng, a tonic discovered by Mateschitz who was awed by its powerful effect on reducing his jetlag post travel to the Far East. Mateschitz had experienced nothing as effective in the Western market and saw huge potential for a more palatable version amongst the Westerners, who needed more than one of the few existing sports energy drinks to help relieve them of the symptoms of a busy lifestyle. In 2006 it was recorded that more than three million Red Bull’s were consumed worldwide! (Simpson J & B Dore, 2008). So who is it that consumes these drinks? Red Bull is targeted at three main groups of people: the sporty, the party-animals, and the workers, each seeking the benefits of endurance that Red Bull provides in their individual disciplines. With a funky can design and an extreme promotional strategy, Red Bull has been...
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