Due to High Work In Progress, managers are unable to manage the production well. Cut pieces from cutting room,sewing section and to finishing sections will take approx. 3-7 days. E.g. manufacturing a man's polo shirt,

the S.A.M. is 13.5mins, but in the bundle system, every operator has 3-4 bundles of 25-30 pcs. thus every operator will have min. of 100pcs WIP.

Through Put Time for complete sewing is 3 days.

Example

100pcs(WIP) x 13.5mins(SAM)=1,350 mins required

1,350 mins / 480 mins (8 hours per day) =2.8125 days

The most striking advantage of the SMRT System is the drastic improvement in Throughput Times. In the SMRT System Plant, Total cycle time was reduced from 3 days to less than a day. Fast throughput times is due to a reduction in Work In Process.

For instance, the SMART System producing the same polo shirt, SAM is still 13.5mins but the Throughput Time is about 5 hours only!

Example

20pcs(WIP) x 13.5mins(SAM)=270 mins

270 mins / 480 mins(8 hours)

=0.563 day OR =4.5 hours only!

This traditional method of manufacturing has been widely adopted in the Apparel Industry for the past 3 decades.

Parts of various component after being cut in the Cutting Room are tied up in bundles and distributed out to the Sewing Section. This is called the Progressive Bunle System (PBS).

This method requires bundle to be transported to individual sewing operators. Sometimes, factory porters/helpers are hired to do this transporting work. But usually, the operators have to stop and leave their workspace to look for the bundles.

This is an INEFFECTIVE practice, as production managers are unable to manage or plan the production effectively.

Factory Automation by the usage of UPS is NEW leapt into Garment Productionin the garment arena.

This practice taps on the capability of Technology by the mechanical transportation of cloth pieces to operators by the automated system.

This results in an Easier pick-up and Disposal at each workstation.

Further, the system addresses the problem of Wasted Time spent when the garment is idle between workstations.

Most crucially, UPS systems address the weakness of:
-Long Delivery Times
-Long Response Times

Statistics show that operators in most Progressive Bundles Systems (PBS) factory often spend a considerable time on tying and untying bundles, pulling the bundle tickets, handling works and associated clerical works.

The UPS presents the garment directly to the operator for easy pick-up and then automatically removes the garment upon completion. This reduces the Direct Labor Content by eliminating bundle handling costs and the associated clerical duties.

The PBS philosophy adopts the "High Work In Process", or "Keep The Girl Busy" task management.

E.g. If an operator can sew 200 dozens works per day, regardless of the production of other operators ( 120-150 dozens daily ). So everyday that particular sewing girl produces an extra 50-70 dozens work pieces left over, because others could not cope with her capacity. After 5 days, the extra builds up to 250-350 dozens, so WIP was increasing daily. Alas, the manager has to get additional manpower to work on the slacks.

UPS systems cause a reduction in Work In Process levels and change in the management Philosophy of an apparel plant from "High Work in Process" levels to "Low Work in Process" levels, which allow quick response.

In a UPS plant, every workstation will hold a max. of 25 garments per station. So a great reduction in Work In Process as compared to the Bundle System Plant where each operator has 100 pieces (WIP). All finished garments are transported automatically between workstations.

As a result of High Work In Process required by sewing section, cutting sections are required to perform 60-70% more than actual production can handle.

Lower WIP results in less cutting works. Coordination between cutting section and sewing section will improve.

Due to more cutting jobs being required, manufacturer needs to stock more fabrics and other accessories in advance of the actual planned production to fulfill the needs of the High WIP.

As a direct result of lower WIP, manufacturer will not be required to stock larger amount of fabric.

Due to the High Work In Progress, managers are unable to manage the production well.

Cut pieces from cutting room, sewing section and to finishing sections will take approx. 3-7 days or more.

E.g. if manufacturing a man's shirt, the S.A.M. is 13.5mins, but due to the bundle system, each operator has min. of 3-4 bundles and every bundle has 25-30 pcs . thus every operator will have min. of 100 pcs WIP.

The Through Put Times for complete sewing is 3 days.

Calculation:
100pcs(WIP) x 13.5mins(SAM)=1,350 mins

1,350 mins / 480 mins (8 hrs per day)=2.8125 days

Probably the most striking advantage of the UPS System is the drastic improvement in Through Put Times. Within the UPS Plant, the total cycle time was reduced from 3 days to less than 1 day! Fast through put times due to a reduction in WIP.

E.g. a UPS system producing the same man's shirt, SAM is still 13.5mins but the Through Put Times is about 5 hours only.

Calculation:
20pcs(WIP) x 13.5mins(SAM)=270 mins

270 mins / 480 mins (8 hours)=0.563 day OR

=4.5 hours only!

Progressive Bundle System often needs more overtime works, operators make-up and to do repair works due to some unfinished operations. The average Direct Labor Excesses is 13.3% which is definitely higher than UPS System.

Direct Labor Excesses were greatly reduced. Average excesses in plants using PBS were 13.3% of Direct Labor, while the average excesses in plants using the UPS were much lower. Consequently, UPS systems experienced less overtime, operator make-up and total repair costs versus those costs attributed to the PBS system.