Reduction of changeover time through SMED with RACI integration in garment factories

Azim Mohammad · Abu Hamja · Peter Hasle

13 citations0/0 files storedInternational Journal of Lean Six Sigma

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Quality and Supply Management Management and Optimization Techniques Operations Management Techniques

Abstract

Purpose Shorter lead time with low price and quality product demand is pivotal in the garment industry. Pressure on production lead time stresses the importance of reducing style changeover time in manufacturing factories, and this paper aims to contribute to solving the challenge by showing how the single minute exchange of die (SMED) methodology in practice can be adapted to garment factories in developing countries. Design/methodology/approach The paper investigates three cases of SMED implementation integrated with responsible, accountable, consulted, informed (RACI) matrices in garment factories in an action research approach. Both quantitative and qualitative methods are applied. Findings The study shows a reduction of 50% to 64% of changeover time with SMED implementation measured with two key indicators – throughout time and time to reach peak production. Moreover, the implementation depends on the application of the RACI matrix for the distribution of responsibility as well as integration with the basic production flow before and after the application of SMED. Practical implications The study can guide better SMED implementation in garment factories with limited investment by stressing the need to adapt to the specifics of the garment industry, secure the division of responsibility and integrate SMED in the production flow before and after the changeover. Originality/value Limited research on the application of SMED in the garment industry. This paper contributes to understanding the specific conditions for successful implementation in the garment industry in developing countries and addresses additional activities that help secure a sustainable implementation process.

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References

1978An Assessment of the Scientific Merits of Action Research 1998Building operations management theory through case and field research 2002Action research for operations management 2019A Revolution in Manufacturing: The SMED System 2004Lean or agile: A solution for supply chain management in the textiles and clothing industry?2019Action research in business and management: A reflective review 2018Key Issues in Slow Fashion: Current Challenges and Future Perspectives 2019Silo-Busting: Overcoming the Greatest Threat to Organizational Performance

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