Lean Supply Chain Management in Fashion and Textile Industry

Preface
Contents
Traditional Fashion and Textile Supply Chain: Concept to Consumer
1 Introduction
1.1 Fashion and Textile Supply Chain
1.2 Fundamentals of Lean Manufacturing
1.3 Concept of Lean Manufacturing
2 Principles and Tools of Lean Manufacturing
2.1 Principles of Lean Manufacturing
2.2 Tools in Lean Manufacturing
2.3 Implementation of Lean Manufacturing
2.4 Traditional Manufacturing versus Lean Manufacturing
3 Lean Manufacturing and Sustainability
4 Advantages and Disadvantages of Lean Manufacturing
4.1 Advantages
4.2 Disadvantages
5 Future Directions in Lean Manufacturing
6 Conclusions
References
Challenges in the Traditional Fashion and Textile Supply Chain
1 Introduction
2 Strategic Challenges
2.1 Buyer-Driven Supply Chain
2.2 High SKU Proliferation
2.3 Sustainability and Circularity
2.4 Educational Challenge
3 Operational Challenges
3.1 Lead Time and Sampling
3.2 Limited Use of Science and Technology
3.3 Abundance of Management Philosophies
4 Conclusion
References
Fundamental Concepts of Lean and Agile Manufacturing
1 Introduction
2 Lean and Agile Manufacturing
2.1 Lean Manufacturing
2.2 Agile Manufacturing
3 Differences Between Lean and Agile Manufacturing
4 Conclusion
References
Lean Concept in Fashion and Textile Manufacturing
1 Introduction
1.1 An Overview of Lean Manufacturing
2 The Development of Lean Manufacturing/Production
2.1 A Conceptual Framework
2.2 Henry Ford Production System
2.3 Toyota Production System (TPS)
3 The Development of Lean Supply Chains in Fashion and Textile
3.1 Lean and Garment Manufacturing Process
3.2 Lean and Textile Manufacturing Process
3.3 Lean Implementation in Fashion and Textile Manufacturing-Research
3.4 Elimination of Waste in Fashion and Textile Manufacturing
3.5 Continuous Improvement
3.6 Multifunctional Teams
3.7 Just-in-Time Production
3.8 Integration of Suppliers
4 Flexible Information System
4.1 Lean Implementation to Achieve Sustainability in Fashion and Textile Industries
5 Lean Operations: Benefits and Challenges in Fashion and Textile Industry
5.1 Lean Goals and Supporting Techniques: Benefits and Challenges
5.2 Lean Technique: Standard Parts and Processes
5.3 Lean Technique: Modular Design and Postponement
6 Conclusions
References
Standardized Work in Fashion Industry
1 Introduction
2 Productivity
2.1 Factors Influencing Productivity
2.2 Total Productivity Measure (TPM)
2.3 Partial Productivity Measures (PPM)
2.4 Productivity Improvement Techniques
2.5 Work Study
2.6 Advantages of Work Study
3 Method Study
3.1 Objectives of Method Study
3.2 Scope of Method Study
3.3 Steps Involved in Method Study
3.4 Selection of the Job for Method Study
3.5 Considerations for Selection of Method Study
3.6 Recording Techniques for Method Study
3.7 Charts Used in Method Study
3.8 Diagrams Used in Method Study
3.9 Symbols Used in Method Study
4 Motion Study
4.1 Principles of Motion Study
5 Work Measurement
5.1 Objectives of Work Measurement
5.2 Techniques of Work Measurement
5.3 Time Study
6 Allowances
6.1 Relaxation Allowance
6.2 Variable Allowance
6.3 Interference Allowance
6.4 Contingency Allowance
6.5 Policy Allowance
7 Line Balancing
7.1 Benefits of Line Balancing
7.2 What is the best way to achieve line balancing?
8 Conclusions
References
5S and Its Implications in Fashion and Textile Industry
1 Introduction
2 Historical Background of 5S System
3 The 5S Methodology
3.1 The First Pillar: Seiri (Sort)
3.2 The Second Pillar: Seiton (Set in Order)
3.3 The Third Pillar: Seiso (Shine)
3.4 The Fourth Pillar: Seiketsu (Standardize)
3.5 The Fifth Pillar: Shitsuke (Sustain)
4 Implementation of 5S in Fashion and Textile Industry
4.1 Tools for Implementing the 5S Lean Method
5 Implementing the 5S Method: Proposed Model
5.1 Phase I: Observation and Preparation
5.2 Phase II: Planning Lean Initiatives
5.3 Phase III: Implementing Lean Strategies
5.4 Phase IV: Assessment of Improved Process
6 Hypothetical 5S Case Study in Textile Industry
6.1 Phase I
6.2 Phase II
6.3 Phase III
6.4 Phase IV
7 Facilitating Factors: 5S Adoption in Fashion and Textile Industry
7.1 Human Factors
7.2 Customer-First Strategy
7.3 Management and Leadership 
7.4 Organizations Culture 
7.5 Staff Compliance
7.6 Collaborative Tools
8 Barriers to Implementing Lean Manufacturing in the Fashion and Textile Industry
8.1 Human Factors
8.2 Organization Culture
9 Conclusion
References
Kaizen Applications in Fashion and Textile Industries
1 Introduction
1.1 Definition of Kaizen
1.2 History of Kaizen
2 Principles of Kaizen
3 Concepts of Kaizen
4 Techniques and Practices of Kaizen
5 Implementation of Kaizen
5.1 Kaizen Planning Stage
5.2 Kaizen Execution Stage
5.3 Kaizen Control Stage
6 Benefits and Drawbacks of Kaizen
6.1 Benefits of Kaizen
6.2 Drawbacks of Kaizen
7 Kaizen in Fashion and Textile Industry
7.1 Use of Traditional Technology
7.2 How Kaizen Works in Fashion and Textile Industries
7.3 Challenges
8 Case Studies
8.1 Textile and Apparel Industries in Bangladesh
8.2 Productivity Improvement in Peru
8.3 Reduced Lead Time in India
9 Conclusions
References
Kanban Applications in Fashion and Textile Industries
1 Introduction
1.1 Definition of Kanban
1.2 History of Kanban
1.3 Aim of the Kanban System
1.4 Description of Kanban System
2 Principles of Kanban
2.1 Level Production
2.2 Smooth Information Flow in a Factory Floor
2.3 Do not Produce or Move Parts Without a Kanban
2.4 Always Attach a Kanban to a Product
2.5 Avoid Delivering Faulty Parts to the Succeeding Stages
2.6 Produce the Precise Quantity of Parts Withdrawn
3 Kanban Systems (Push and Pull Approach)
3.1 Types Based on Approach
3.2 Types Based on Operation Stages
4 Benefits and Drawbacks of Kanban System
4.1 Benefits of Kanban
4.2 Drawbacks of Kanban
5 Implementation of Kanban
5.1 Fashion and Textiles Industry Applications
5.2 How Kanban Support Fashion and Textile Industries
6 Conclusions
References
Other Lean Tools in Fashion and Textile Manufacturing
1 Introduction
2 Muda in Lean Manufacturing
2.1 Overview
2.2 Muda Application in Fashion and Textile Industry
3 Six Sigma and Statistical Process Control
3.1 Overview
3.2 Statistical Process Control
3.3 Six Sigma Concepts
3.4 Six Sigma- A Five Stage Process
3.5 Six Sigma and SPC in Fashion and Textile Industry
4 Ergonomics Concepts and Tools
4.1 Overview
4.2 Ergonomics in Lean Management
4.3 Ergonomics Tools in Fashion and Textile Industry
5 Conclusion
References
Digital Technologies for Lean Manufacturing
1 Introduction
2 Digital Technologies for Lean Manufacturing
2.1 Industry 4.0
2.2 Blockchain
2.3 RFID Technology
2.4 AI and Robotics
2.5 Automation
2.6 IT Applications
2.7 Other Technologies
3 Recent Lean Trends in Fashion and Future Directions
3.1 Sustainable Steps of a Fast-Fashion Brand—Uniqlo
3.2 Le-Agile and Conscious Collection of H&M
4 Conclusions
References
Lean Manufacturing: Case Studies from Fashion and Textile Industries
1 Introduction
2 Case Studies
2.1 Case Study 1. The Adinkra Textile Sub-Sector in Ghana’s Textile Industry
2.2 Case Study 2. Ethiopian Cotton Spinning Industry
2.3 Case Study 3. Traditional Hand-Loom Sector of Varanasi, Uttar Pradesh in India
3 The Application of the 5S System
3.1 Case Study 1. Sample Section of the Apparel Industry in Bangladesh
3.2 Case Study 2. The Improvement of the Italian Luxury Fashion Brand
4 The Implementation of Value Strem Mapping
4.1 Case Study 1. Higher Customer Satisfaction as an Achievement in ABC Clothing Ltd. In India
5 Application of Muda, Six Sigma and Statistical Process Control
5.1 Case Study 1. Applying Muda Concept to Natural Fiber Clothing Manufacturing
5.2 Case Study 2. Applying Lean Six Sigma to a Spinning Mill In India
5.3 Case Study 3. Applying Statistical Process Control (SPC) to a Denim Garment in Turkey
6 Conclusions
References
Benefits, Drawbacks, and Future Directions of Lean on the Fashion and Textile Industry
1 Introduction
2 Lean Supply Chain in the Fashion and Textile Industry
3 Lean and Sustainable Supply Chains: Benefits and Challenges
3.1 Sustainable Benefits
3.2 Sustainable Challenges
4 Future Directions Lean and Sustainable Supply Chains
5 Future Lean and Supply Chain Visibility
6 Future Lean Supply Chains Are Digital
6.1 Blockchain and the Internet of Things
6.2 Cloud Computing
6.3 Artificial Intelligence (AI)
6.4 Big Data
6.5 Virtual Reality/Augmented Reality (VR/AR)
7 Conclusions
References