Why lean production

Production in many company demonstrate us one of way for must change organization in  garment manufacturing, because:

• reflects and supports target attainment and quality values for short term and long-term periods,
• development and engagement of all employees for improvement within the organization,
• resources of an organization (finance, IT, height-tech textile material and new cutting and sewing technologies) are coordinated with the quality of garment and organization values,
• overview of all processes in a garment company and change of the existing combination of processes, emphasis on shortening the technological time,
• indirect connection with customer satisfaction,
• organization will be successful only if it adequately motivates its employees,
• quantitative evaluation as better quality, increase of productivity and
• reduced stocks.

To the technological system of production was flexible, it is necessary to:

• Always on the training.
• The new practice knowledge and experience in the field of management.
• The new knowledge about practice in the field of garment technology and information systems.
• Set of positions to achieve a faster transport of objects and to answer any of the technological procedure (different models and articles).
• The constant practice of training workers.
• Work on the acceptance of change.
• Analyze the technological operations and procedures and make their optimization.
• The design workplace.
• Improvement of internal transport.
• Apply the techniques of network planning of production.
• Define each of the quality of fashion products.
• The trend towards the "zero error" and reduce the warehouse of finished products.
• Bringing the team responsibility of all employees.
• The creation of recognizable fashion brands.

If we try to implementation lean production in garment industry few key principles behind can be summarized as follows:

1. Recognition of waste – The first step is to recognize what does and does not create value from the customer’s perspective. Any material, process or feature which is not required for creating value from the customer’s perspective is waste and should be eliminated.

2. Standard processes – Lean requires an the implementation of very detailed production guidelines, called Standard Work, which clearly state the content, sequence, timing and outcome of all actions by workers. This eliminates variation in the way that workers perform their tasks.

3. Continuous flow – Lean usually aims for the implementation of a continuous production flow free of bottlenecks, interruption, detours, back flows or waiting. When this is successfully implemented, the production cycle time can be reduced by as much as 90%.

4. Pull-production – Also called Just-in-Time (JIT), Pull-production aims to produce only what is needed, when it is needed. Production is pulled by the downstream workstation so that each workstation should only produce what is requested by the next workstation.

5. Quality at the Source – Lean aims for defects to be eliminated at the source and for quality inspection to be done by the workers as part of the in-line production process.

6. Continuous improvement – Lean requires striving for perfection by continually removing layers of waste as they are uncovered. This in turn requires a high level of worker involvement in the continuous improvement process.