...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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...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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...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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...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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...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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...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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...being that they can hire the kind of legal representation that the average person could never afford. Where most people arrested for DWI, drug possession, public indecency or shoplifting have to use a public defender, go into debt to hire a lawyer or accept whatever deal prosecutors offer, rich people can afford the best defense that money can buy. Their careers may even benefit from the publicity surrounding their cases. The difference is not just because of their celebrity status, but also because celebrities have wealth. In many ways celebrities get special treatment by police, prosecutors and judges. While young rappers or sex stars may have their careers enhanced by publicity, others 2. have been able to use their star status to keep proceedings and the terms of settlements private or to escape jail time they otherwise might have had to serve. In general, the special treatment celebrities get receive, make it less likely that they will be convicted of a major offenses or jailed. One exception to their advantage may be, at least in some cases, when it comes to sentencing. There celebrities sometimes receive harsher terms as judges seek to make examples of them. It seems that one...
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...Recognizing and Minimizing Tort and Regulatory Risk A tort is an act by a business that results in injury to a person, property, or good name. In most cases the person injured is entitled to compensation (Jennings, 2006). It is in the businesses best interest to be educated on local, state, and federal laws and regulations to reduce regulation and tort liability. A business must protect its assets, earnings, and good name. A company must have a plan in place to reduce and eliminate fines, penalties, and tort liability. The business must have a preventive plan in place to address regulation compliance and tort liability (Dore, 2008). Preventative, detective, and corrective measures The preventive plan should include measures to know and understand regulations and liability torts the business could encounter. Furthermore, the business plan should include steps that will be taken in the event of a government regulation violation or a tort liability. The plan should first identify the possible torts for non-compliance to government laws and regulations. The following are some of the issues the preventive plan should include: The business must identify health risks to employees, consumer, and the general public. The business must take solid steps to ensure the product, or services rendered is not harmful to others. An employee of the business needs to be assigned and responsible to understand the laws and regulations that affect all facets of the business. This person needs to keep...
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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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...Bondage is also presented in erotic and mainstream literary forms, including cartoons and magazines, and depicted in erotic art, such as some of the works of Gustave Doré and John Everett Millais. The mythical Andromeda was a popular subject for bondage in art by painters including Rembrandt's Andromeda Chained to the Rocks (1630), Théodore Chassériau (1840), Edward Poynter (1869) and Gustave Doré (1869). Other popular scenarios for bondage in art was that of Angelica from the fifteenth century epic poem Orlando Innamorato, which is itself a continuation of the romantic epic saga Orlando Furioso, which is similar to that of Andromeda in that the heroine is offered as a sacrifice to the sea gods; and the damsel in distress theme. The damsel in distress theme was also used in The Perils of Pauline (1914) motion picture serial, which found Pearl White in mortal danger on a weekly basis. Depictions of bondage in art may be erotic, in which case they would tend to depict a young woman in danger and fear, and some are BDSM in style. Bizarre was a fetish and bondage magazine published between 1946-1959 by bondage artist John Willie. It included drawings and photographs using professional bondage models in bondage or sadomasochistic scenes. Sweet Gwendoline was the main female character in his works, published largely in the 1950s and 60's, and possibly the most famous bondage icon after Bettie Page. She was repeatedly depicted as the stereotypical naïve blonde damsel in distress. ...
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...Recognizing and Minimizing Tort and Regulatory Risk A tort is an act by a business that results in injury to a person, property, or good name. In most cases the person injured is entitled to compensation (Jennings, 2006). It is in the businesses best interest to be educated on local, state, and federal laws and regulations to reduce regulation and tort liability. A business must protect its assets, earnings, and good name. A company must have a plan in place to reduce and eliminate fines, penalties, and tort liability. The business must have a preventive plan in place to address regulation compliance and tort liability (Dore, 2008). Preventative, detective, and corrective measures The preventive plan should include measures to know and understand regulations and liability torts the business could encounter. Furthermore, the business plan should include steps that will be taken in the event of a government regulation violation or a tort liability. The plan should first identify the possible torts for non-compliance to government laws and regulations. The following are some of the issues the preventive plan should include: The business must identify health risks to employees, consumer, and the general public. The business must take solid steps to ensure the product, or services rendered is not harmful to others. An employee of the business needs to be assigned and responsible to understand the laws and regulations that affect all facets of the business. This person needs...
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...Eastern Asian Enterprise Structures and tlie Comparative Analysis of Forms of Business Organization Richard D. Whitley Abstract Richard D. Whitley Manchester Business School, Manchester, U.K. The economic success of different forms of business organization in East Asian countries emphasizes the variety of viable enterprise structures and suggests the need for a comparative analysis of how they develop and operate in different societal contexts. Major differences between East Asian business 'recipes' include the range of activities that are authoritatively coordinated, their pattems of development, the ways in which they are organized and controlled and the organization of inter enterprise relations. These differences suggest eight major dimensions on which dominant enterprise structures in different societies can be compared and how their development can be linked to major social institutions. Introduction Organization Studies 1990,11/1:047-074 © 1990 EGOS 0170-8406/90 0011-0003 $1.00 The economic success of Japanese firms over the past 40 years has emphasized the viability of alternatives to United States management structures and practices, as well as highlighting the limited generality of the business strategy-structure relationships identified by Chandler (Alford 1976; Kagono et al. 1985: 99-110; Maurice et al. 1986). Whereas it may have seemed reasonable in the 1960s and 1970s to regard Japanese organizational practices and forms as temporary stepping stones...
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...offered some university wide training for TAs. Of these, only about 56% offered department specific training. Gray, P.L.; N. Buerkel-Rothfuss (1991). "Teaching assistant training: A view from the trenches". In J. D. Nyquist, R. D. Abbott, D. H. Wulff, & J. Sprague (Eds.). Preparing the professorate of tomorrow to teach. Dubuque, Iowa: Kendall/Hunt. pp. 40–51. A survey carried out by Golde and Dore (Golde, C.M. & Dore, T.M. (2001). At cross purposes: What the experiences of doctoral students reveal about doctoral education (www.phd-survey.org). Philadelphia, PA. Report prepared for the Pew Charitable Trusts), found that graduate teaching assistants reported being placed in teaching...
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...more detail. Email ftsales.support@ft.com to buy additional rights. http://www.ft.com/cms/s/0/8733b030-de30-11e0-9fb7-00144feabdc0.html#ixzz1nQtJndIR During 2010, the privately held company saw sales in Brazil grow by 32 per cent, while Turkish and Japanese consumers increased their intake by more than 80 per cent. Overall, the group posted sales last year of €3.78bn ($5.17bn), compared with €3.26bn a year earlier. In spite of its size, however, the group is still steeped in the sort of folklore and philosophical quackery that most large multinationals eschew in favour of efficiency of production. In one example of the group’s unusual approach to mass production, the caps on its bottled mineral water can be sealed only on nights when the moon is full in the sky. This is the kind of behaviour that could infuriate shareholders of a publicly listed company. Mr Mateschitz is unambiguous about the likelihood of Red Bull appearing on the stock market in the future, however. “Never. Thanks to our financial philosophy, we are not and never have been in need of additional capital, nor does anybody want to cash in. If we were to go public, the company would lose all of its benefits and in turn we would be left with numerous disadvantages,” he says. http://www.ft.com/cms/s/0/8733b030-de30-11e0-9fb7-00144feabdc0.html#axzz1nQrxHXt1 Some observers say that Red Bull's branding is revolutionary, calling it an 'anti-brand' strategy. The company faced additional problems in Pakistan where...
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...GDN Working Paper Series Education, Training and Youth Unemployment in Kenya Joy Kiiru, Eldah Onsomu and Fredrick Wamalwa Working Paper No. 26 October 2009 About GDN The Global Development Network (GDN) is a leading International Organization of developing and transition country researchers and policy and research institutes promoting the generation, sharing, and application to policy of multidisciplinary knowledge for the purpose of development. Founded in 1999, GDN is now headquartered in New Delhi, with offices in Cairo and Washington DC. This Working Paper has been prepared within the GDN’s Global Research Project Institutional Capacity Strengthening of African Public Policy Institutes to Support Inclusive Growth and the MDGs. The project has been fully funded by the United Nations Development Programme’s (UNDP) Bureau for Development Policy (BDP) and Regional Bureau for Africa (RBA). The views expressed in this publication are those of the author(s) alone. © GDN, 2009 2 Education, Training and Youth Unemployment in Kenya Joy Kiiru, Eldah Onsomu and Fredrick Wamalwa 1 Abstract Young people in Kenya constitute 30% of total population while youth unemployment constitutes 78% of total unemployment. In nearly all developing countries the rate of urban unemployment in the 15-24 age group is at least double the rate of all other age groups. These high rates of urban unemployment in this age bracket are also seen in developed countries, although the rates are far lower than...
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