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CHAPTER ONE
1. Introduction
Apparel mass production started in 17th century for navies
and militaries. Whereas, until the 19th century, garment
manufacturing were carried out as bespoke in local tailors for
the civil communities. Mass production of garment started at
the end of 19th century in USA and spread to Europe later.
After First World War, mass production was carried out widely
in western world. At that time, goods were often made on a
"make-through" system: that is, each garment was made
from start to finish by one multi-skilled operative or in some
cases by a skilled master tailor who employed several
trainees to work under his guidance.
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CHAPTER TWO
2. Garment Manufacturing Systems
Garment Manufacturing is the process by which garments are
created. Garments production is the last process of textile
production. Garments production is the heart of textile
production. Garments production includes the production of
finished apparel garments. Garment manufacturing systems
combine material (fabric and accessories), labours, and
capital resources in an organised way with the objective of
producing some styles.
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It is a system only
suitable in couture and
sample making.
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Advantages
Disadvantages
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Front making
Back making
Lining making
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Setting linings
Advantages
Disadvantages
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The advantages
of the The disadvantages of
progressive progressive bundle
bundle system system are:
are:
High productivity. Machine investment costs
are highy.
The system is not very
adaptable for short-run
A high level of
production and frequent
labor utilization
style changes, as these
can be achieved.
require rearrangement of
the workstations.
A uniformly high It involves high handling
standard of work costs for bundle handling
can be achieved. and transportation.
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The advantages
The disadvantages of
of the flexible
flexible flow system are:
flow system are:
Machine investment costs are
less than progressive bundle
High productivity.
system.
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handling of garment
components.
WIP level -In PBS generally -Less WIP in between
operators are asked to operators. As
sew as much pieces as workstation has limit of
they can without holding no. of hangers.
considering back and Also after completion of
front operators. This operation hangers are
resulted piling up of transported to the next
work in the operations operation automatically.
with higher work
content.
Cutting work -As a result of High -Lower WIP results in
requirement Work In Process (WIP) is less cutting works. A
required by sewing balanced flow of
section, cutting sections material established in
are required to perform between cutting and
60-70% more than sewing line.
actual production can
handle.
Inventory Level -Due high WIP and -Less inventory for
higher cutting, fabrics fabric and trims.
and trims need to stock
in advance
Excess labour - Usually in PBS needs -Plant with UPS system
requirement more overtime works, needs less overtime as
repair work due to some planning is easy in this
unfinished operations. manufacturing system.
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All the parts of one garment are loaded into a hanging clamp
attached to the trolley and in theory, there should only be
one garment at each workstation. Work is transported by a
computer controlled, overhead trolley system and each
station has an individual controller, which provides the
operator with information on the style being worked on. This
information comes from an information card, which
accompanies each trolley.
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Features
There is no doubt that this type of system is one of the best answers
to the garment production revolution, which is becoming more
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Chapter Three
Apparel Manufacturing Strategies
3.1 Introduction
Increased foreign competition has intensified the need for
more effective manufacturing. However, the means to
accomplish this task has become a subject of controversy. On
one hand, much of the practitioner literature suggests that
the implementation of Computer Integrated Manufacturing
(CIM) is the only means available to retain position of
manufacturing leadership, see, e.g., Vollum (1984) and
Berger (1986). Other authors cite the Japanese as having
achieved an extremely competitive position while employing
limited automation and using simple and decentralized
management techniques, e.g., Schonberger (1986).
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The terms push and pull refer to the means for releasing jobs
into the production facility. In a push system, a job is started
on a start date that is computed by subtracting an
established lead time from the date the material is required,
either for shipping or for assembly. A pull system is
characterized by the practice of downstream work centers
pulling stock from previous operations, as needed. All
operations then perform work only to replenish outgoing
stock. Work is coordinated by using some sort of signal (or
Kanban) represented by a card or sign. One problem with
comparing pull and push systems is that terms like JIT have
come to mean more than a way to schedule production. JIT
includes other features such as short setup times, perfect
quality, stockless production, and increased worker
involvement. To a certain extent, JIT has come to refer to all
that is good in manufacturing. As such, it is difficult to
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1. Increase in productivity
2. Uniformity of product
3. Reduction in costs
4. Consistency of quality
5. Shortening of production lead-time.
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discounts etc. the worst part is, even with this effort there is
no guarantee that the goods can be sold.
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just one process has trouble and the line stops, the processes
directly related to the troubled one will suffer from either a
shortage or a backup of parts.
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Chapter Four
1 Capacity Planning
4.1 Introduction
The apparel and textile industry is a fascinating example of
manufacturing and the supply chain. This sector is under
constant pressure, competition is fierce, and there are always
rival firms waiting to challenge. Competition will increase still
more in 2005 when countries with export quota restrictions
to Europe and USA are freed from those constraints.
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2. Product SAM
3. Line efficiency (Average)
But still many of us inquire for approximate SAM values for basic
products, like Tee Shirt, Formal shirt, Formal trouser or jacket. An
estimated SAM helps in capacity planning of the factory, calculating
requirement of machineries and even helps to estimate CM (cut and
make) costing of a garment.
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Standard minutes (SAM) of few basic products have been listed down
with its SAM range according to work content variation. In actual
cases garment SAM may go outside of the limit depending the above
factors. This list will be updated time to time adding more products.
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For Example: Suppose a factory has 8 sewing lines and each line
has 25 machines. Total 200 machines and working shift is 10 hours
per day. Total factory capacity per day is 2000 hours (200 machines *
10 hours). If factory is producing only one style (Shirt) of SAM 25
minutes and used all 200 machines daily production capacity at 50%
= (2000*60/25)*50% Pieces
= (2000*60*50) / (25*100) Pieces
= 2400 Pieces
[Note: Production will vary according to the line efficiency and during
learning curve or in the initial days when style is loaded to the line]
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Once you have above data you have to calculate following using above information -
a. Total minutes produced by the line: To get total produced minutes multiply
production pieces by SAM
b. Total minutes attended by the all operators in the line: Multiply number of
operators by daily working hours.
For example, refer following table. Data calculation formula has been given on the
header row of the table.
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s
attende
d
(E=A* (F=C*D
(C) B) ) 0)
48 8 160 44.25 23040 7080 30.73
48 11 240 44.25 31680 10620 33.52
34 8 300 25 16320 7500 45.96
35 11 400 25 23100 10000 43.29
35 11 329 25 23100 8225 35.61
34 8 230 25 16320 5750 35.23
34 8 200 35 16320 7000 42.89
35 11 311 35 23100 10885 47.12
34 11 340 35 22440 11900 53.03
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Where,
Total minutes produced = Total pieces made by an operator X SAM of the operation
[minutes]
Total minutes attended = Total hours worked on the machine X 60 [minutes]
Where,
Total minutes produced = Total pieces made by an operator X SAM of the operation
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[minutes]
Total on-standard minute attended = (Total hours worked Loss time) x 60 [minutes]
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