1.

To what extent should or could Dean expect to apply the philosophies and techniques of JIT as
described in this chapter to the running of a staircase cell?
JIT is an approach in improving overall yield and eliminating waste. It also includes production
at a cheaper rate and delivers the essential parts at an apt time and place with an efficient quality
while minimizing the use of amenities, tools, and resources. It depends upon the balanced state
between the suppliers and the user's flexibility which is achieved through total involvement of
employees and group work. Dean can implement JIT techniques that seek to eliminate the
significant amount of waste that exists in his current operational processes. Basically there are
seven wastes to be considered as obstacles in the lean systems. It consists of over production,
wasting time, transportation, process inventory, motion and defectives.
Implementing this concept it will arrange a better valued chain and create a solid base of
production. The customized nature of products is not conducive to the type of streamlining seen
in volume manufacturing applications; they can still aim to streamline and reorganize their
staircase setup in order to save tie and reduce transport within their facility. They should seek to
reorganize their setup with more defined stations that will allow for a better flow of products
through ach process. Steps in the process such as cutting, sanding and machining are fair for each
staircase and they could easily create stations with one or two joiners working at each stage of
the process. There is existing space in their factory for such a setup and this would allow them to
handle more volume as anticipated in the growing market segment and factory space can be
utilized for a finishing station allowing them to stain and varnish items during the day rather than
at night. There are also some standard parts used in many of the products they produce they
should assign one or two individuals to produce those inputs alone. In this way if they can
implement cell then they could be more competitive on price and delivery and can win more
orders.
In managing operations, the lean approach is implemented in such a way that the simple things
are done well and waste is reduced in all the possible steps. There will be the elimination of
waste, involvement of staff in the operation and drive for continuous improvement.

2. What are likely to be the main categories of costs and benefits in establishing the cell? Are
there any nonfinancial benefits that should be taken into account?
The cost that are associated while establishing the cell is that the company is needs to have a
high volume of production which the company doesnt currently have and even the company
uses large expensive machines so while establishing the cells the company may have to invest a
large capital.
But there are also a large number of benefits associated with the establishment of cells. It will
result in the reductions of work in progress, scraps, flow time, scheduling transactions, and even
lower transportation with in the job shop.

The other non-financial benefits that should be taken into account are better team work, better
communication, job rotation enhancing the motivation, flexibility, etc.
3. At what stage and how should Dean sell his idea to the Joinery Manager and the workers?
Dean should inform the joinery manager and the workers about his idea, before implementing
the staircase cell in practice. He should conduct a meeting with the joinery manager and
department workers and discuss the various possibilities available. Deane has decided to go
forward with his idea of implementing staircase cell, after carefully analysing the current
condition of the joinery department. Even though a lot of work orders are coming in, there is a
delay in delivering the product. This also leads to a reduction in the quality of the product. By
implementing the staircase cell, there will be a better job flow and so leads to quicker throughput
times.
4. How different would the cell work be to that in the main Joinery Department?
Cells are designed in such a way that the specific characteristics are developed hence optimizing
the flow of the cells. In order to avoid big interruptions in operations, systematic progress can be
carried out on only a single cell at a time. Greater performance will be demonstrated by cells that
have been changed to line flow, in fields of quality, throughput time and expenditure. There is a
reduction in work-in-process, completed products, lead time, direct labour. There is an
improvement in production and quality control. In order to make manufacturing and quality
control easier, the factory is broken into small and consistent manufacturing units. Due to small
manufacturing units, it is simple to locate the root of problems.
High-volume and high-diversity products can be generated concurrently, by modifying workflow
according to the conditions of each product or plant. While enduring factory focus, cell structure
has the potential to achieve utmost system flexibility, since it combines both worker and product
adaptability. From single products, product groups, unique parts to no matter what market
conditions are required.

5. Should Dean differentiate the working environment by providing distinctive work wear such
as T-shirts and distinctively painted machines in order to reinforce a cultural change?
Dean should differentiate the working environment by providing distinctive work wear such as
T-shirts and distinctively painted machines in order to reinforce a cultural change Such
differentiation will contribute to team identity
In the case of B&B, it is important that Dean ensures that the attitudes of all the joiners are
favorable. Provision of distinctive work wear and distinctively painted machines will increase
the cohesion within the group. Employees wearing same T-shirts and working with same
machines try to co-operate and coordinate with each other and compete with others who have
different distinctive work wear and distinctive machines. Similarly, provision of distinctive
wears and distinctive machines create a different identity and the activities and roles can be
assigned clearly on the basis of the identity. Thus, the use of symbolism reduces disruption and
increases smooth operation in the cell.
6. What risks are associated with Deans Proposal?
There are certain risks involved in his proposal, they are:

A big amount is required for machine equipment and relayout.

There is unevenness in the application of equipment and employees.

There is an ability to disable delays caused by equipment failure, absence of workers.

Flexibility in production process reduces

There could be loss in routing flexibility, caused by changing into cells, which could
affect capability of cell use.

Maintaining equilibrium within the cells is tougher than flow shops.

Change in the production environment causes deterioration of cellular manufacturing.

There is a requirement of rearrangement of machineries, for changing to cellular

manufacturing.

In JIT the production is relied on suppliers, the entire production schedule can get
delayed if they are not able to get the stock in time.
Submited by Kajol Limbu