Garments Pre-Production Activities and Quick Changeover (QCO) Time

Garments Pre-Production Activities and Quick Changeover (QCO) Time

Garments Pre-Production Activities

Pre-production activities in the garments industry refer to all the essential tasks completed before bulk production begins. These activities ensure that production runs smoothly, efficiently, and with minimal defects. The key pre-production activities include:

1. Sample Development – Creating proto samples, fit samples, size set samples, and pre-production samples for buyer approval.

2. Fabric & Trim Approval – Sourcing, testing, and approving fabrics, trims, and accessories to meet buyer requirements.

3. Pattern Making & Grading – Developing accurate patterns and grading them into different sizes.

4. Consumption & Costing – Calculating fabric and material consumption, costing per garment, and setting price margins.

5. Production Planning & Line Layout – Organizing production schedules, defining the workflow, and preparing the line layout for efficient manufacturing.

6. Risk Analysis & Pilot Run – Identifying potential risks in production and conducting pilot runs to resolve issues before bulk production.

Quick Changeover (QCO) Time

Quick Changeover (QCO) is a lean manufacturing concept aimed at reducing the time required to switch from one style to another in garment production. The goal of QCO is to minimize downtime, maximize efficiency, and increase production flexibility.

Key Steps in Reducing QCO Time:

1. Preparation in Advance – Ensuring all necessary materials, trims, and tools are available before the style change.

2. Standardized Work Methods – Using standardized machine settings, attachments, and templates to streamline the changeover process.

3. Operator Training – Training operators and technicians to quickly adjust machines and workstations.

4. Parallel Processing – Performing some changeover tasks while production is still running to save time.

5. Use of SMED (Single-Minute Exchange of Die) – Implementing techniques to complete changeovers in the shortest possible time.

By implementing QCO strategies, garment factories can reduce style changeover times, improve production efficiency, and enhance overall productivity.

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Case Study on Garments Production Planning Using Critical Path Method (CPM)

Case Study on Garments Production Planning Using Critical Path Method (CPM)

Company Overview

A leading lingerie manufacturer, XYZ Apparel Ltd., faced challenges in meeting production deadlines due to inefficient scheduling, frequent bottlenecks, and delayed material arrivals. To overcome these issues, the company adopted the Critical Path Method (CPM) for production planning.

Problem Statement- Despite having an advanced ERP system, the company struggled with:

 Delays in order completion.

 Lack of coordination between departments.

 Increased production costs due to last-minute adjustments.

 Inefficient resource allocation leading to idle time and overtime.

 CPM Implementation in Production Planning

Step 1: Identifying Key Production Stages

The production process was divided into the following tasks:

 Material Sourcing & Inspection (5 days)

 Fabric Cutting (3 days)

 Printing/Embroidery/Moulding (if required) (4 days)

 Sewing & Assembly (10 days)

 Washing & Finishing (6 days)

 Quality Inspection (3 days)

 Packing & Shipment Preparation (2 days)

Step 2: Determining Activity Dependencies

 Fabric Cutting can only start after Material Sourcing & Inspection.

 Printing/Embroidery can begin only after Cutting.

 Sewing & Assembly depends on the completion of Printing/Embroidery.

 Washing & Finishing starts after Sewing & Assembly.

 Quality Inspection and Packing & Shipment are sequential.

Step 3: Constructing the CPM Network Diagram

A network diagram was created to visualize dependencies and identify the critical path.

Example Dependencies:

A → B → C → D → E → F → G

Where:

A = Material Sourcing

B = Fabric Cutting

C = Printing/Embroidery

D = Sewing

E = Washing

F = Quality Inspection

G = Packing & Shipment

Step 4: Identifying the Critical Path

 Total duration (critical path): 5 + 3 + 4 + 10 + 6 + 3 + 2 = 33 days

 The critical path (A → B → C → D → E → F → G) was the longest sequence of dependent tasks, meaning any delay in these activities would delay the order.

Step 5: Optimizing the Process

Parallel Processing:

 Started Printing/Embroidery on partial fabric batches to overlap with Cutting.

 Conducted Quality Inspection in parallel with Washing to reduce idle time.

 Resource Optimization:

 Increased workforce in Sewing & Assembly to reduce time from 10 to 8 days.

 Improved material procurement lead time, reducing Material Sourcing from 5 to 4 days.

 Buffer Time Allocation:

A 2-day buffer was added after Quality Inspection to absorb any unexpected delays.

Final Optimized Critical Path

Total reduced time: 33 → 29 days (4-day reduction)

Results & Benefits of CPM Implementation

✅ On-time order completion improved from 70% to 95%

✅ Production lead time reduced by 12%

✅ Improved coordination between departments

✅ Reduced last-minute overtime and cost overruns

✅ Better visibility and proactive risk management