Dore Dore Case Study

David Carere is a Victoria, BC REALTOR® at Newport Realty in Fairfield. Specializing in residential real estate, David has been involved with many new construction projects, both as a selling REALTOR®, as well as the marketing REALTOR®.

He knew that if he could reconfigure the plant away from assembly lines and into individual work stations, workers would be able to take more ownership of their work, producing better quality parts and be self-motivated by being able to measure their individual output, increasing job satisfaction. The new cells turned out to be a hit. Workers were excited about having more control over their output and being part of the new process.

LBS Textiles operates on a 300 node network system running Windows and have 400 people working on them. The firm operates on its homegrown distribution and accounting system that runs on legacy systems. It is assumed LBS Textiles has proprietary fabric designs that are used by the weaving plants to create products, which attract all demographics in the Northeast America.

Employee involvement was a key issue in product improvement because the line workers knew much better than management what was right or wrong with the production, their contribution to decision making became vital issue.

1) Compare and contrast the new plant to the old in terms of work design. Identify and rank order the most challenging problems and describe possible solutions.

The timing of capacity changes also needs to be taken into consideration to achieve maximum efficenty given that demands of their products varies with seasonal changes. The ability to react to market demand changes quickly will determine manufacturers flexibility in keeping up with these demands. Manufacturers needs facilities to produce, whether warehouses to store its raw materials or finished goods, or manufacturing plants to produce their products. Services facilities are needed by certain manufacturing industries such as consumer electronics to cater for returns. Distribution centres also determine the efficenty of production distribution and un-nesessary inventory holding will result in higher holding cost. Such facilities require large investments and are integral of the manufacturer’s supply chain strategy and thus proper planning is needed when making these decisions regardong the size, location which affect the overall operations. How manufacturers run their productions also determine how successful will they be in terms of productivity and quality levels. Different types of equipment and processes also affect the cost and output of the manufacturing plant. Information systems that flow both upstream and downstream affects the forecasting, planning, inventory and production levels, they must be robust to ensure the manufacturing firm is able to react accordingly to changing demands and variations. In addition to their internal environment,

Manufacturing operations are crucial to our company. To be successful and satisfy consumers, Jaguar Land Rover must have an efficient line of production. The operations management team is primarily concerned with overseeing, designing, and controlling the process of the business operations in the production of our goods. While we have been prosperous in the past, it is critical that we change our production process from just-in-case manufacturing to just-in-time manufacturing. Not only will implementing this new practice allow us to maintain our success, it will also allow us to surpass it and achieve an entire new level of prosperity.

Factory Connection is a retail apparel store that has high standards and implements goals within the company. The performance is measured by the knowledge and skill each employee possess while on the sales floor working with customers, and managing the overall store (Motowidlo, Brownlee, & Schmit, 2008). First, the employees are trained on the floor which allows them to get comfortable with the store as well as the customer base within the store. In addition, the employee is trained on the computer with operations and each function of sales. Next, the employee will work with shipping and receiving and how to categorize the clothing that needs to be put out on the sales floor. Once the customer understands the functions of the store and the

6. Focus only on your highest priorities for improving the production process at Stonehaven’s Gdansk factory (be specific). Explain why they are important. What actions do you recommend? How would you implement your recommendations? What do you predict will be the consequences?

It is becoming apparent that the ever changing environment in the global marketplace requires a swifter response time from businesses and their supply chains. The era when production was moved overseas, so businesses can take advantage of low-cost labor is coming to an end, because businesses are not only competing on price but also on time. The owner of Zara, a Spanish clothing store knows this first hand, and has turned supply chain management on its ear, making his company the “envy of the industry” (Ferdows, Lewis, & Machuca, 2004).

The Spanish retail chain Zara has unique supply chain management practices that enable it to gain a competitive advantage over other fashion retailers in the industry. Zara’s rapid response time enables the firm to quickly respond to changing fashions while deliberately under producing products. This strategy, which is supported by competencies in logistic management, design and information systems, allows the company to maintain less inventory and higher profit margins and is a key factor to Zara’s success. The firm should continue to add value by seeking new opportunities to expand in the retail market and maintain their sustainable growth.

The employees feel that they have greater responsibility and trust put on them, this can generate greater participation, commitment, and a better job performance.

Second, in fulfillment, we can also see speed in responding to demand. For example, the replenishment, as well as production will be optimized according to supply and demand as quickly as possible. Besides, the fulfillment will commonly completed in one or two days, clothes flowed quickly, and without stopping, from factories to DCs to stores, where they were immediately put on the sales floor. Third, in design and manufacturing, we can find how Zara respond quickly to demand. Zara brought out new items continuously throughout the year, including both changes to existing garments and entirely new creations. The network of production had made design from conception through production and into the DC in as little as three weeks. Besides, Zara did not have to predict what would be selling six months, or even one month, in the future; it could continuously sense what customers wanted to buy and respond “on the fly.” All these operations reflect the speed-chasing and target-oriented nature of Zara business.

4.Given the 4 areas of the company, choose some supply chain processes and suggest appropriate performance metrics.

This meant that the people setting up the site would have to think carefully about how the site would be made to suit their customers. This was definitely a major part of DoneDeal’s success as the way the site was made was so simple and user friendly that even the least skilled person on a computer would have been able to navigate around the pages and even post an ad with