Comparison of Apparel Production Systems: A Simulation

Abstract

The purpose of the study was to analyze efficiencies of three production systems used in the apparel industry, "push" (bundle), kanban, and "team" (modular). A simulation model developed by the Textiles/Clothing Technology Corporation ([TC]2) was implemented and the "product" was retractable ball point pens. Three university faculty who were veterans of a [TC]2 seminar that focused on this simulation conducted the study. A 3x3x3 (production system x order x university) factorial with Latin Square design was implemented. Multivariate analysis of variance (MANOVA) tests were run and Least Significant Difference (LSD) comparison tests conducted to compare differences among pairs. Dependent variables were number of units produced, units in process, number of defects and average time (in seconds) per unit produced. Significant differences were found in relation to dependent variables, the production system used and order in which systems were introduced. Implications were given regarding implementation of the production systems within the apparel industry and utilization of the simulation model in the apparel production classroom.

Die vergelyking van produksiestelsels in ‘n simulasie-eksperiment

“…The findings of this simulation experiment supported the findings of a similar experiment by Oliver et al (1994). It proved to be an excellent tool for teaching manufacturing processes.…”

“…Die operateur by 'n bepaalde werkstasie voltooi net die taak wat aan hom toegeken is. Daarna word die kledingstuk aangegee na die Riley, in Oliver et al (1994), is van mening dat die bondelstelsel veral geskik is vir produsente wat groot hoeveelhede van 'n basiese produk moet lewer. Die werkers moet egter vaardig wees aangesien onbekwame operateurs wat nie dieselfde volume werk as die vaardige operateurs kan volhou nie bottelnekke (opeenhopings) kan veroorsaak.…”

“…Weens die groot volumes werk-in-proses is die periode wat die voorraad in proses is, die deurvoertyd, die produksie-en wagtyd meestal lank. Dit bring mee dat groot hoeveelhede kapitaal vir lang periodes vas is (Oliver et al, 1994).…”

“…Die stelsel is eenvoudig om te implementeer en die werkers voel meer betrokke by die konstruksieproses. Die reaksietyd op bestellings is vinnig om die JIT-filosofie te realiseer (Oliver et al, 1994). Die werkers is beter gemotiveer om werk van 'n goeie kwaliteit te lewer omdat hul foute die hele proses meer opsigtelik blokkeer en omdat inherente tekortkominge in die stelsel makliker geïdentifiseer kan word (Suri & De Treville, 1986).…”

“…Bondels uitgesnyde pante word onder die werkers/operateurs versprei. Stappe word volgens 'n bepaalde orde deur die operateurs in die produksielyn voltooi (Oliver et al, 1994). Die aantal stappe bepaal die aantal operateurs wat by die produksieproses betrokke is.…”