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Presents an alternative framework to resolve the initial problems encountered in implementing a cellular manufacturing (CM) project. There are not a large number of case studies available detailing the same. The main thrust is on identifying some of the problems which arose in implementing a CM project at Otis Engineering, a business unit of Halliburton Corporation located in Carrollton, Texas. The project was implemented at one of Otis′s four plants and only the product line manufactured by that plant was considered. The extensive literature on scheduling in CM was drawn on to resolve problems in reducing set‐up times and increasing throughput. Set‐up‐time reduction, process capability, operator training and scheduling strategies were deemed to be critical to the successful operation of the cell.