Dragoslav SLOVIĆ, Dragana STOJANOVIĆ, Ivan TOMAEVIĆ

İKİ FAZLI KONTİNÜ PROSES GELİŞTİRME MODELİ İLE VERİMLİLİK ARTIŞI :KONFEKSİYON ÜRETİMİ ÖRNEĞİ

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

Keywords:

Productivity, Continuous improvement PDCA cycle, Apparel industry, Sewing,

PDF

___

1. Bruce M., Daly L., and Towers N., 2004,“Lean or Agile: A Solution for supply chain management in the textiles and clothing industry?”, International Journal of Operations & Production Management, vol:24(2), pp. 151-170.
2. Kapelko M., and Lansink A. O., 2014, “An international comparison of productivity change in the textile and clothing industry: a bootstrapped Malmquist index approach”, Empirical Economics, pp: 1-25.
3. Chase R., Jacobs R., and Aquilano N., 2004, Operations Management for Competitive Adventage, Irwin McGraw Hill.
4. Kayar M. and Akalin M., 2014, “A Research on the Effect of Method Study on Production Volume and Assembly Line Efficiency”, Tekstil ve Konfeksiyon, Vol: 24(2), pp: 228-239.
5. Käpylä J., Jääskeläinen A., and Lönnqvist A., 2010, “Identifying future challenges for productivity research: evidence from Finland”, International Journal of Productivity and Performance Management, Vol: 59(7), pp: 607-623.
6. Jagoda K., Lonseth R., and Lonseth A., 2013, “A bottom-up approach for productivity measurement and improvement”, International Journal of Productivity and Performance Management, Vol: 62(4), pp: 387-406.
7. Gouranourimi F., 2012, “Total Quality Management, Business Process Reengineering & Integrating them for Organizations’ Improvement”, American Journal of Scientific Research, No. 46, pp: 47-59.
8. Maschek T., Thürer M., and Deuse J., 2013,“A Structured Approach for the Operationalization of Strategy Deployment (Hoshin Management)”. Tobias Schoenherr (Hg.): Integrating Practice in POM Research and Teaching. 24th Annual POM Conference. Denver, Colorado, USA, Vol: 3(6), pp. 1-10.
9. Acharya T.K., 2011, “Material handling and Process Improvement using Lean Manufacturing Principles”, International Journal of Industrial Engineering: Theory, Application and Practice, vol: 18(7), pp. 357-368.
10. Yamamoto Y. and Bellgran M., 2010, “Fundamental mindset that drives improvement towards lean production”, Assembly Automazion, vol: 30(2), pp. 124-130.
11. Womack J., Jones D., and Ross D., 1990, The Machine that Changed the World, Rawson Associates, New York.
12. Hodge J., Goforth R., Joines J., and Thoney K., 2011,“Adapting Lean manufacturing principles to the textile industry”, Production Planning & Control: The Management of Operations, vol: 22(3), pp. 237-247.
13. Womack J. and Jones D., 2003, Lean Thinking: Banishing Waste and Create Wealth in Your Corporation, Free Press, New York.
14. Doolen T., and Hacker M. E., 2005,“A Review of Lean Assessment in Organizations: An Exploratory Study of Lean Practices by Electronics manufacturers” Journal of Manufacturing Systems, vol: 24(1), pp. 55-67.
15. Bhasin S., 2012, “Performance of Lean in large organizations”, Journal of Manufacturing systems, vol: 32(3), pp. 349-357. 16. Hasle P., Bojesen A., Jensen P. L., and Bramming P., 2012, “Lean and the working environment: a review of the literature”, International Journal of Operations & Production Management, vol: 32(7), pp. 829-849.
17. Utkun E. and Güner M., 2012, “A Rationalization Study About Six-Step Method Systematic And Lean Manufacturing Technique For The Apparel Industry”, Tekstil ve Konfeksiyon, Vol: 22(2), pp: 152-158.
18. Obeidat M. S., Al-Aomar R. and Pei Z. J., 2014, “Lean Manufacturing Implementation in the Sewing Industry”, Journal of Enterprise Transformation, Vol:4(2), pp. 151-171.
19. Silva S. K. P. N., Perera H. S. C., and Samarasinghe G. D., 2012, “Viability of Lean Manufacturing Tools and Techniques in the Apparel Industry in Sri Lanka”, Applied Mechanics and Materials, Vol:110, pp. 4013-4022.
20. Singh V. K., 2013, “PDCA Cycle: A Quality Approach”, Utthan–The Journal of Management Sciences, Vol:1(1), pp: 89-96.
21. Coughlan P., and Coghlan D, 2002, “Action Research for Operations Management”, International Journal of Operations & Production Management, vol: 22(2), pp. 220-240.
22. Urošević S. and Stamatović M., 2011, “Role of Small and Medium-Sized Enterprises in the Enhancement of the Serbian Textile Industry in Times of Crisis”, FIBRES & TEXTILES in Eastern Europe, Vol: 19(4), pp: 14-19.
23. Chiarini A., 2011, “Japanese Total Quality Control, TQM, Deming system of profound knowledge, Lean and Six Sigma”, International Journal of Lean Six Sigma, Vol: 2(4), pp. 332-355.
24. Güner M. and Işler M., 2013, “The Effect of Model Change Processes on the Overall Equipment Effectiveness in Clothing Production”, Tekstil ve Konfeksiyon, Vol: 23(3), pp: 297-302.
25. Yin R.K., 1994, Case study research: Design and methods. London, Sage.
26. Pallant J., 2010, SPSS survival manual: A step by step guide to data analysis using SPSS. McGraw-Hill International.