Drivers of change in UK clothing manufacturing

Abstract

The most successful companies want to remain successful and are continuously trying to improve their manufacturing operations. How and why these changes are decided, upon and driven through to implementation is of interest to all companies in any particular manufacturing sector. The research described in this paper looks at the drivers of change in UK clothing manufacturing companies. Clothing manufacturers face competitive pressures just as in other industries, but the sector has sonic particular characteristics. In the UK clothing industry, retailers rather than manufacturers dominate the list of key players. This concentration of retail buying power is coupled with intense competition in the home market from overseas and a highly negative balance of trade. The factors investigated as potential drivers of change included:

Restructuring and reconfiguration

“…Again, this is consistent with trends in other manufacturing sectors where high value-added activities are retained and further rationalized (Best, 2001). The subsequent re-engineering and work re-organization that occurred with these innovations in textiles and clothing, linked with cross functional teams and multi-skilling amongst operatives, improved productivity and quality, particularly in larger companies (Bruscas et al, 1998;Sels and Huys, 1999).…”

The European clothing industry

“…For firms that maintained domestic production, organizational restructuring that included re-engineering and changes in work organization often occurred. Increasing use of just-in-time (JIT) and quick response (QR) techniques to meet shorter lead times, together with a systematic use of teamwork and multi-skilling amongst operatives, to improve both productivity and quality, were features adopted by many, particular larger companies (Bruscas et al, 1998;Sels and Huys, 1999). Many firms also sought technological solutions to cost issues.…”

Understanding Labour Turnover in a Labour Intensive Industry: Evidence from the British Clothing Industry*

“…These twin processes – increased international competition and product market changes – have acted as major restructuring impulses for UK clothing manufacturers (Dicken, 1998; Taplin and Winterton, 1996). Under the new demand conditions, traditional manufacturer strategies that emphasize direct cost reduction, labour efficiency and machine efficiency appear increasingly less appropriate (Bruscas et al, 1998, p. 238). Consequently, many manufacturers have pursued ways of better responding to the new competitive pressures.…”