Improving Productivity of Apparel Manufacturing System, Essay Example

In the apparel industry, there is much work that needs to be done during the development process in which many smaller companies suffer from. During the development phase in which the production company can become a huge factor in the failure or success of the business, many have move to implement systems that improve productivity. The quick changing financial conditions, for example, worldwide rivalry, declining net revenue, client interest for brilliant item, item assortment and diminished lead-time and so forth have a real effect on assembling commercial ventures. The interest for a higher worth at lower cost is expanding, and surviving, clothing producers need to improve their operations through creating right-first-time quality and waste decrease. It is imperative to recognize, evaluate and eliminate causes of deviation in an operational procedure, to upgrade the operation variables, enhance and support process execution with executed control plans. The business can pick up higher profit and benefit with enhanced quality item by minimizing the requirement for revamps. It likewise minimizes cost and enhances inside all through time. Other ways in improving productivity include choosing ergonomic options for employees, as well as implementing a strategy for lean production, or balancing processes. As the apparel industry continues to be a competitive global industry, it must improve productivity.

In the clothing business, it is very normal that few rejected articles of clothing are left after shipment because of the inadmissible, and now and again unrepairable, abandons that happen amid the assembling methodology. This may happen because of low-quality crude materials or defective method or representative’s straightforward conduct (machine and/or human lapse). It is vital, along these lines, that the processing plant has advanced decently characterized check focuses to control the quality and decrease the dismissal rate. Improves in the articles of the clothing industry are very necessary however they hamper the smooth ordinary creation. In the clothing assembling industry, fundamental crude material is fabric; others are diverse sorts of trimmings and frill. Operational wastages in the attire assembling methodology are- top surface revamp, printed mark revamp, sewing issue revamp, pinhole revamp, fabric revamp, disgraceful fly shape, and different revamps. The deformities could be classified as defects in sewing in which defects occur from ill-function sewing machines; defects in placements, as defects arise in cutting and marking, as well as factors in the sewing production. Defects in fabric in which, defects are caused by the processing of dying or knitting of fabrics; and defects in embroidery in which result from the processing of embroidery of the garments.

The decrease in productivity can also be attributed by, “adverse working environments, such as those are too hot or too cold, inadequate illumination, poor air quality and noise level, these areas need attention for improvement takes place” (Muhundhan). The environment in which the employees work plays a key role in the level of production in which could be affected by excessive noise, poorly designed workstations, lack of ventilation, and unsuitable furniture. Inadequate protection from dangerous chemicals, inappropriate lighting, insufficient safety measures in emergencies, and lack of protective equipment for the employee. While this can be a significant factor in factories overseas, the apparel industry is seen as a safe environment to work in comparison to other industries. However, the hazards to contribute.

When measuring what productivity is in the apparel industry, it can be best defined as the correlation between the outputs and the inputs of a measured performance toward a set goal (Islam, Khan, Khan 10). The established goals of the organization measure the input of the variables that goes into the operation, which includes, money, time, training, space, and yardage. The plan is strategically to establish the specifics and the direction of the set goals for management and operations of the organization. Productivity is an imperative indicator of whether the organization is performing as projected. According to research from Habbib, Ahsan, and Amin, the best way to cope with the changes and factors that affect productivity is through the implementation of production tools. (Habbib, Ahsan, Amin 587). In implementing these control tools it will serve, “the purpose of flexibility, and save a lot of money by reducing production lead time, reducing the inventory, increasing productivity, training operators for multiple works, and by reducing rework” (Habbib, Ahsan, Amin 587).

In trying to minimize the need to rework garments, defects, and other errors, the methodology that needs to be followed  is a review of the quality system in the organization. In assessing, management can identify the defects in the different departments, and collect and analyze data from old records to identify the occurring defects. This will allow them to categorize the defects, and develop a quality inspection system in which uses a check sheet to capture the departmental defects, train the employees in the concepts of quality, and solve the quality issues. The organization can then implement an inline inspection system in the sewing department that balances inspection, which helps to improve the performance (Islam, Khan, and Khan 127). This will aid in providing a strategy that places the garments or more largely the sewing department through an inline inspection defect system, that captures the defect, analyzes the defects, which can provide a cause and effect analyzes of the frequently occurring defects, and provide practical solutions.

Another production control tools in improving productivity the utilization of value stream mapping (VSM) tool in which maps the information and material flows, which can control and signal the direction of the value. It provides an enhanced visual representation that provides the identification of the value-adding steps and eliminates the waste, or non-value adding steps. This tool can be used in changing the facility layout to provide a better system in which to control inventory, purchasing, material handling, and improve the work-in-process (WIP) inventories. The changes to the facility layout are also supported by further research from Shumon, Arif-Uz-Zaman, and Rahman (2010), in which they implement the balancing process that helps in the flow of production in smoother layout. “Considering working distance, type of machines and efficiency, workers who have extra time to work after completing their works, have been share their work to complete the bottleneck processes (total production is decreased)” (Shumon, Arif-Uz-Zaman, Rahman 102). In switching to a more balanced layout, their research showed that that there is considerable improvement in productivity, in regards to increases in the total output, manpower, working time, and target where increased from 48% efficiency to 58% efficiency (103). The facility change can provide an improved work environment and better efficiency.

In supporting the change in facility layout, improvement production can further be developed with change in workstation.

Research from Muhundhan (2013) and Muhundhan (2013), shows that changes in the workstation from placing material, controls, and tools within easy reach, to implementing more ergonomically changes has been proven to increase production. Many employees in which operate the sewing machine have shown to have a higher risk of injury from strained necks, joints, and shoulder injuries as they work longer. Muhundhan believes, “factors that relate to reducing injury rates include empowerment of the workforce, safety protocols, and greater seniority of the workforce, good housekeeping and active role of top management” (Muhundhan). In applying ergonomics, it will focus on designing the environment around the employee. It will ensure that safety and general health of the employee are priorities, and provide the necessary support for the employee to perform their job. In studying the injury rate of workers, he found that there are lapses in work environment, equipment and tools that affect the safety and the health of the employees in the facilities (Muhundhan). Improvements to the type of scissors, lighting, inspection table, better ventilation, and the use of earplugs has shown to improve productivity. He further illustrated from his observations that, “With proper training and instruction, machine guarding, personal protective equipment and ergonomically designed work systems, garment workers can manufacture products in safe and healthy workplaces” (Muhundhan 227). Research has also pointed to the need for better observation, inspection, and  improved design and workstation, can significantly improve productivity and efficiency.

Competition from global organizations will continue to put the apparel industry in a competitive environment. As mentioned, productivity can be affected by several factors that include defects that can deter production. These errors can largely be attributed to environmental factors, work conditions that place employees at health risks, and variables that get in the way of job performance. By following the different strategies and methods such as balanced processes, implementing an improved quality system, changing the facility layout, or applying ergonomics and a redesign of the workstation, research has provided evidence in which supports all initiatives that improve productivity, which is essential in the apparel industry. The changes can greatly change the performance, and improve employee retention, and overall satisfaction.

Works Cited

Habib, Ahasan, Ahsan, Nazmul, Amin, Bony. “Improving Productivity of Apparel Manufacturing System Using Value Stream Mapping and Production Control Tools Focusing on Printing Section.” International Journal of Research in Engineering and Technology. Vol 2, Is. 90. Sep 2013. Web. 28 Aug. 2014. http://www.academia.edu/5227867/Improving_Productivity_Of_Apparel_Manufacturing_System_Using_Value_Stream_Mapping_And_Production_Control_Tools_Focusing_On_Printing_Section

Islam, Mazedul, Khan, Adnan Maroof, Khan, Mashiur Rahman. “Minimization of Defects in the Sewing Section of Apparel Industry.” Research Journal of Management Sciences. Vol.2(8), 10-15. Aug 2013. Web. 29 Aug 2014. http://www.isca.in/IJMS/Archive/v2/i8/2.ISCA-RJMS-2013-042.pdf

Islam, Mazedul, Khan, Adnan Maroof, Khan, Mashiur. “Minimization of Reworks in Quality And Productivity Improvement in the Apparel Industry.” International Journal of Engineering and Applied Sciences. Vol1, No. 4. Jan. 2013. Web. 29 Aug. 2014. http://eaas-journal.org/survey/userfiles/files/Minimization%20of%20Reworks%20in%20the%20apparel%20industry.pdf

Muhundhan, M. “Improved Work Station Design for Improved Productivity.” International Journal of Scientific Engineering and Technology. Vol. 2, Iss. 3. Pp. 225-227. 1 April 2013. Web. 29 Aug. 2014. http://ijset.com/ijset/publication/v2s4/paper8.pdf

Muhundhan, M. “Apparel industry: Ergonomics for improving productivity.” The Indian Textile Journal. 2013. Web. 30 Aug 2014. http://www.indiantextilejournal.com/articles/FAdetails.asp?id=5242

Shumon, Rezaul, Hasan, Arif-Uz-Zaman, Kazi, Rahman, Azizur. “Productivity Improvement through Line Balancing in Apparel Industries.” International Conference on Industrial Engineering and Operations Management. 2010. Web. 29 Aug 2014. http://www.iieom.org/paper/133%20rezaul.pdf