Business models in the garment industry

In Europe there are six main types of business models in the garment industry:

1)     Independent multi-brand stores

Independent multi-brand stores can be described as “stand alone” retailers who may havevery diverse assortment strategies because they cover the whole range of quality and price and vary in the degree of specialisation in clothing. Typical for this business model is that it is impossible to influence the design, cut, and branding. Compared to other business models, the lead times are comparatively long and may account for about 6 month or sometimes even longer. Multi-brand stores do not have private labels since they do neither own production facilities nor cooperate with subcontract manufacturers. This distribution channel is dominated by SME´s, which will not have very extensive supply chain processes.

Muscle-bone disorders

Ergonomic disorders are the fastest growing category of all the occupational illnesses. They include 56% of all diseases. Ergonomic risk refers to the physical stress factors and workplace conditions that carry a risk of damage or muscle-bone disorders of the employees. The risk is always present when the job requirements exceed the ability of workers to perform the task. If the tasks or movements repeat frequently (for example, every few seconds) the strain upon the muscles and tendons can accumulate, which can lead to permanent tissue damage. Tendons and muscles can often recover from the effects of repetitive stress if there is enough time to rest between these repetitions. Unfavorable working postures increase the fatigue of workers and the time of performing technology operations.

The main objective of physical ergonomics is to increase comfort, to reduce pain and the occurrence of muscle-bone disorders. The International Commission on Occupational Health (ICOH) defines a Muscle-bone disorders (MSD) associated with work as such disorders and diseases of musculoskeletal system that have a causal determinant which is associated with work. Damages and degenerative changes of the musculoskeletal system are the consequence of mismatch between the requirements for the load of organism and the abilities of organism to respond to those requests.

CONSTRUCTION AND MODELLING WOMEN'S SHIRTS

Basic dimension:

Bust girth = 88 cm

Waist girth = 72 cm

Hips girth = 97 cm

Help size: 

Armhole depth =1/10 Bust girth + 11.3 = 20.1 cm

Centre back = Armhole depth + 21.5 cm= 41.6 cm

Waist to hip = Length of the pattern = Centre back + (20 to22) cm – 1.4 cm (for correction) = 62.2 cm

Neck depth = 1/6 од ½ Bust girth – 0.6 cm = 6.7 cm

Across back = 1/4 Bust girth – 5.5 cm = 16.5 cm

Armhole Width =1/8 Bust girth - (1.5 to 2) cm = 9.3 cm

Across front = 1/4 Bust girth - (3.5 to 4) cm = 18.2 cm

Centre front = Centre back +1/2 Bust girth - (1.5 to 2) cm = 44.3 cm

Description of work:

Point 1 to Point 2 = Armhole depth = 20.1 cm

Point 1 to Point 3 = Centre back = 41.6 cm

Point 1 to Point 4 = Waist to hip = 62.2 cm

Point 5 to Point 6  = Across back =16.5 cm

Point 6 to Point 7 =2/3 Armhole Width = 6.2 cm

Point 1 to Point 8 = Neck depth = 6.7 cm

Point 7 to Point 9 = 6 cm (between)

Point 9 to Point 10 = 1/3 Armhole Width = 3.1cm

Point 10 to Point 11 = Across front =18.2 cm

Point 10 to Point А =1/4 Armhole depth = 5 cm

Point 12 to Point 13 = Centre front = 44.3 cm

EFQM Excellence Model

The European Foundation for Quality Management (EFQM) Excellence Model, is a self-assessment framework for measuring the strengths and areas for improvement of an organisation across all of its activities. The term ‘excellence’ is used because the Excellence Model focuses on what an organisation does, or could do, to provide an excellent service or product to its customers, service users or stakeholders.

Line balancing process

The process of balancing an assembly line involves three major steps: determine the takt time, calculate the theoretical minimum number of workstations and assign specific assembly tasks to each workstation. These steps can be performed has described below:

1. Takt Time

Takt time, also known as the production pace, is the rate at which customers require finished units.  In other words, it sets the desired time between units of production output, synchronized to costumer demand. It stems from the German word ‘takt’ that means pace, beat or musical meter and can be determined by dividing the productive time available per day and the required demand also per day.

We can determine the takt time by dividing the productive time available and the required demand per day, as previously described.