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• Case | HBS Case Collection | 2010 (Revised from original 1991 version)

  Dore-Dore

  Janice H. Hammond and Audris Wong

  Dore-Dore, a French manufacturer of socks and children's knitwear, has just converted a portion of its knitwear operations to a flexible modular system to allow faster response and greater flexibility. The case provides an opportunity to assess the changes in knitwear operations, and to evaluate whether a similar conversion to modular is appropriate for socks. Other opportunities for lead-time reduction can also be examined. Can be used to illustrate the impact of changing from a traditional linear batch operation to manufacturing cells and the impact of operating system design and lot size on through-put time, quality, productivity, etc. In addition, provides an opportunity to discuss channel lead time reduction.

  Keywords: Order Taking and Fulfillment; Logistics; Production; Performance Productivity; Apparel and Accessories Industry; France;

  Citation:

  Hammond, Janice H., and Audris Wong. "Dore-Dore." Harvard Business School Case 692-028, September 2010. (Revised from original September 1991 version.)

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• Case | HBS Case Collection | 2009 (Revised from original 1997 version)

  Fabritek, 1992

  Janice H. Hammond

  Describes a large-volume automotive parts contract in a high-quality machine work company. Quality and delivery problems arise when one of the four men on the job is replaced with a high producer who cannot earn a substantial bonus because of machine interference.

  Keywords: Machinery and Machining; Compensation and Benefits; Selection and Staffing; Production; Quality; Manufacturing Industry;

  Citation:

  Hammond, Janice H. "Fabritek, 1992." Harvard Business School Case 698-014, February 2009. (Revised from original August 1997 version.)

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• Case | HBS Case Collection | 2008 (Revised from original 1994 version)

  Barilla SpA (A)

  Janice H. Hammond

  Barilla SpA, an Italian manufacturer that sells to its retailers largely through third-party distributors, experienced widely fluctuating demand patterns from its distributors during the late 1980s. This case describes a proposal to address the problem by implementing a continuous replenishment program, under which the responsibility for determining shipment quantities to the distributors would shift from the distributors to Barilla. Describes support and resistance within Barilla's different functional areas and within the distributors Barilla approached with the proposal.

  Keywords: Order Taking and Fulfillment; Logistics; Supply Chain; Technology; Food and Beverage Industry; Manufacturing Industry; Italy;

  Citation:

  Hammond, Janice H. "Barilla SpA (A)." Harvard Business School Case 694-046, March 2008. (Revised from original May 1994 version.)

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