Operational Management

Professor Swafford
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March 1, 2011

  

 


 



 

  


| Niema Alimohammadi Chantavia Burton
Mallory Hackbarth Melanie Miller
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v Roré-Roré has been faced with the problem of
high manufacturing lead time along with high
inventory.
v Forecasts were uncertain.
v All production took place before
observing consumers demand in the
hosiery division.
v High inventory costs were incurred.
v Roré-Roré has been experimenting with a cellular
manufacturing system to allow faster throughput
and greater flexibility.
v Roré-Roré is now challenged with the decision of
whether to implement a complete transition to
cellular manufacturing in the hosiery division in
order to decrease manufacturing lead time.
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v èeamwork and more balanced work process
v No need for supervisors
v Rid themselves of obsolete equipment
v Recreased throughput and capacity
v Low inventories
v Less Idle èime
v Cross-train employees

  
 

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[ total tasks[ [More complex process[
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V Base replenishment on actual sales data
V Cross-train employees
Ro not cut corners by cutting out
training
V Keep groups small
Large cells hinder teamwork
V Cut out steps in process to reduce
complexity
 

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v Roré-Roré¶s manufacturing is not centralized.
› èherefore, the decision to transition to
cellular manufacturing with children's
knitwear at the Mery Plant would not
impact hosiery operations at the Gres
Complex.
v èhe children's knitwear would attain optimal
benefits from the transition to a flexible
modular operational system
v Hosiery operations would be best at the
status quo instead of on a cellular
manufacturing system.