In apparel factories, performance and productivity depend on the effective utilization of manufacturing resources—including manpower, machinery, raw materials, space, and Methods. A major challenge affecting optimization is production delays among frontline workers, which stem from various factors that disrupt resource utilization and product flow, ultimately reducing efficiency. These delays lead to wasted time, bottlenecks, and slowed manufacturing processes, with issues such as equipment failures and misaligned quality-related information further halting production. To address these challenges, key areas must be streamlined, including internal supplies (information, documentation, trims and accessories, equipment, and tools), order changeovers, and continuous improvement policies. Achieving seamless optimization requires unifying key support functions to align objectives, eliminate inefficiencies, and drive a shared purpose.
The primary challenge hindering resource optimization and productivity is the inefficiency of internal supply systems. This encompasses a lack of value engineering input, poor coordination among key support staff, inefficient flow of internal supplies and information, and underutilized machinery. These issues consistently disrupt the frontline workforce, leading to reduced output. The resulting inefficiencies block resource utilization, disrupt product flow, and elevate work-in-progress (WIP) levels due to misaligned processes and unreliable work methods. To address this, the manufacturing sector must implement robust support systems and innovative strategies to ensure the timely availability of tools, materials, and accurate information in the required quantities and timeframes—referred to as a point-of-use system. Additionally, maintenance teams play a crucial role in providing reliable machinery, so they must be equipped with the necessary knowledge and skills to implement Total Productive Maintenance (TPM), ensuring that machinery is available when needed.
The second challenge hindering resource optimization and productivity is the traditional order changeover approach, which requires completing the running order before freeing sewing lines. This process is further impacted by machinery setup, adjustments, and worker movement between workstations—each requiring time and a learning curve to restore productivity. While effective during the mass production era, this approach is now obsolete in today’s fast-changing market. With growing product diversification, smaller order quantities, and shorter lead times becoming essential competitive factors, outdated changeover methods are costly and inefficient. Throughout the program, participants will receive structured guidance and practical steps to develop a quick changeover strategy, enabling them to adapt efficiently to evolving market demands and productivity challenges.
The third challenge hindering resource optimization and productivity is the lack of engagement from key support functions in maintaining and improving productivity standards, ensuring the availability of adequate machinery, and sustaining an effective point-of-use system. Support staff must have the necessary knowledge and techniques to uphold standards within their control and respond swiftly to deviations. This program includes a dedicated component on structuring and implementing a Gemba walk to actively monitor and sustain standards. Participants will gain a clear framework and methodologies for organizing an effective Gemba walk while also learning troubleshooting techniques through an interactive catchball game to drive continuous improvement.
In addition to the three key strategies for preventing delays, participants in this program will gain advanced skills to assess current support systems and the roles of key productivity functions. Using specialized assessment tools and troubleshooting techniques, they will identify weaknesses and develop a future-state unified management system. The expected outcomes include reduced order changeover times, the elimination of delays caused by information gaps, and the enhancement of the organization’s internal supply chain through robust continuous improvement policies.
Target Audience
- Factory and Plant Managers
- Production & Operations Managers
- Industrial & Manufacturing Engineers
- Process Improvement Specialists
- Lean Manufacturing Practitioners
- Work-Study & IE Professionals
- Supply Chain & Internal Logistics Professionals
- Quality & Continuous Improvement Teams
