PRODUCTIVITY UPSWING THROUGH TWO-PHASE CONTINUOUS PROCESS IMPROVEMENT MODEL: THE CASE OF APPAREL MANUFACTURER

Changes in the market in the apparel industry require changing modes of production and lead to the need to enhance production. One way to respond to such changes is the implementation of continuous process improvement. Two-phase Plan-Do-Check-Act (PDCA) procedure for continuous process improvement in the apparel industry was designed, and experimentally verified in the company in Serbia. Effects of the implementation were measured through productivity. The workplace layout, material handling system, and workplace organization were improved and the results show a significant increase in productivity. This study presents original suggestions to practitioners about how to implement continuous process improvement and make significant productivity improvements in the apparel industry

[1]  Andrea Chiarini,et al.  Japanese total quality control, TQM, Deming's system of profound knowledge, BPR, Lean and Six Sigma: Comparison and discussion , 2011 .

[2]  Zhijian Pei,et al.  Lean Manufacturing Implementation in the Sewing Industry , 2014 .

[3]  A. Oude Lansink,et al.  An international comparison of productivity change in the textile and clothing industry: a bootstrapped Malmquist index approach , 2015 .

[4]  Aki Jääskeläinen,et al.  Identifying future challenges for productivity research: evidence from Finland , 2010 .

[5]  Mahmut Kayar,et al.  A RESEARCH ON THE EFFECT OF METHOD STUDY ON PRODUCTION VOLUME AND ASSEMBLY LINE EFFECIENCY METOT ANALİZİNİN ÜRETİM HACMİ VE MONTAJ HATTI VERİMLİLİĞİNE ETKİSİNİN ARAŞTIRILMASI , 2014 .

[6]  J. Pallant.  SPSS survival manual : a step-by-step guide to data analysis using SPSS version 15 , 2007 .

[7]  S.K.P.N. Silva,et al.  Viability of Lean Manufacturing Tools and Techniques in the Apparel Industry in Sri Lanka , 2011 .

[8]  Tushar Kirtikumar Acharya.  Material handling and Process Imprvement using Lean Manufacturing Principles , 2011 .

[9]  Sanjay Bhasin,et al.  Performance of Lean in large organisations , 2012 .

[10]  Toni L. Doolen,et al.  A review of lean assessment in organizations: An exploratory study of lean practices by electronics manufacturers , 2005 .

[11]  Yuji Yamamoto,et al.  Fundamental mindset that drives improvements towards lean production , 2010 .

[12]  George L. Hodge,et al.  Adapting lean manufacturing principles to the textile industry , 2011 .

[13]  Bengt Klefsjö,et al.  The machine that changed the world , 2008 .

[14]  Peter Hasle,et al.  Lean and the working environment: a review of the literature , 2012 .

[15]  James P. Womack,et al.  Lean Thinking: Banish Waste and Create Wealth in Your Corporation , 1996 .

[16]  M. Bruce,et al.  Lean or agile: A solution for supply chain management in the textiles and clothing industry? , 2004 .

[17]  D. Coghlan,et al.  Action research for operations management , 2002 .

[18]  Mücella Güner,et al.  A RATIONALIZATION STUDY ABOUT SIX-STEP METHOD SYSTEMATIC AND LEAN MANUFACTURING TECHNIQUE FOR THE APPAREL INDUSTRY KONFEKSİYON SEKTÖRÜNDE ALTI KADEME METODU SİSTEMATİĞİ VE YALIN ÜRETİM TEKNİĞİNE YÖNELİK BİR RASYONALİZASYON ÇALIŞMASI , 2012 .

[19]  Christine Nadel,et al.  Case Study Research Design And Methods , 2016 .

[20]  Kalinga Jagoda,et al.  A bottom-up approach for productivity measurement and improvement , 2013 .

[21]  Richard B. Chase,et al.  Operations Management , 2019, CCSP (ISC)2 Certified Cloud Security Professional Official Study Guide, 2nd Edition.