In garment manufacturing, one of the most critical yet often overlooked factors affecting overall productivity is Style Changeover Time (COT). This term refers to the period between the last piece of the previous style coming off the production line and the first piece of the new style being produced. Ideally, this changeover time should be as short as possible to minimize downtime, increase machine utilization, and maintain production flow. A prolonged COT not only hampers productivity but also increases costs and delays customer orders.
In this article, we will explore the importance of reducing Style Changeover Time, identify common reasons for high COT, and provide practical strategies that garment manufacturers can use to optimize their changeover process.
What is Style
Changeover Time (COT)?
Style Changeover Time is the time gap between the last piece of an old style and the first piece of the new style on a production line. It includes various activities such as changing machine settings, adjusting tools, preparing materials, and ensuring quality standards are met. This time is critical because every minute of downtime means lost productivity and delays in meeting delivery deadlines.
In ideal conditions, Style Changeover Time should be measured in single digits (minutes), but in many garment manufacturing setups, it stretches to hours, affecting the overall efficiency of the production process.
Why Reducing Style
Changeover Time is Crucial for Garment Manufacturing
Reducing COT offers numerous benefits to garment manufacturers. By streamlining the changeover process, businesses can:
Increase Production Capacity: Reducing COT means less downtime, allowing machines to produce more units in the same amount of time.
Improve Line Efficiency: Faster changeovers enhance overall line efficiency, helping manufacturers meet tight deadlines and increase throughput.
Save on Costs: Minimizing COT reduces labor costs, storage costs, and other expenses related to downtime and inefficiency.
Enhance Customer Satisfaction: On-time deliveries are crucial for customer satisfaction. A quicker changeover time ensures that orders are completed and shipped on time, leading to repeat business.
Boost Business Competitiveness: Faster production cycles give manufacturers a competitive edge, enabling them to meet market demands more effectively.
Reasons Behind
High Style Changeover Time
Before implementing strategies to reduce COT, it’s essential to understand the factors that contribute to its increase. Here are the most common reasons for high Style Changeover Time in garment manufacturing:
1. Lack of Multi-skilled Operators
2. Unavailability of Cut Panels or cut part input
3. Unnecessary Movement and Poor Workstation Layout
4. Unavailability of Specialized Machines or Attachments
5. Quality Control Issues
6. Work-in-Progress (WIP) from Previous Style
7. Lack of Proper Pre-planning
8. Unplanned Changes in the Production Schedule
9. Operator Training During Changeover
10. Inadequate Communication between Teams
11. Incorrect or Missing Information in Style Changeover Plans
12. Prolonged machine setup time, including adjustments and calibration
13. Lack of Required Tools and Materials at the workstations
14. Poorly Balanced Production Lines
15. Lack of Spare Parts or Machine Maintenance
16. Not Using Lean Manufacturing Principles like SMED (Single Minute Exchange of Dies)
17. Lack of Standardized Procedures for Style Changeovers
18. Behavior or attitude of middle management
19. Sudden and unexpected plan change
20. Product & Raw Material Diversity
21. Pre-production activities not fulfill within time
22. Initial product quality setting and technical support longer.
Key Activities for
Achieving Zero Change-Over Time (ZCO) in Production: Action Plan, Methodology,
and Best Practices:
Achieving Zero Change-Over Time (ZCO) is critical for enhancing operational efficiency and meeting production goals. Below are key activities and best practices to minimize downtime, optimize processes, and ensure smooth production workflows.
1. Timely Operator and Helper Attendance
Ensure all operators and helpers are present on the production floor by early at start up time, with production starting promptly to meet first-hour targets.
Action: Implement an attendance sheet and monitor punctuality.
Responsible Departments: Industrial Engineering (IE), Production, Administration.
2. Optimal Manpower Allocation
Recruit experienced operators who align with the production line's efficiency requirements. Ensure that operators and helpers are assigned appropriate roles to avoid skill wastage.
Action: No helpers should work as operators and vice versa to maintain quality and efficiency.
Responsible Departments: IE, Production.
3. Preparation for Upcoming Production
Styles
Ensure all materials, including approved samples, trims cards, and production files, are prepared in advance for new production styles.
Action: Finalize style preparations before the scheduled input date to avoid delays.
Responsible Departments: IE, Production, Quality.
4. Create Operation Bulletins (OB)
Once style data is confirmed, the IE and planning teams should develop detailed Operation Bulletins to guide production.
Action: Ensure OBs are ready to streamline the production process.
Responsible Departments: IE, Planning.
5. Cross-Departmental Layout Planning
Conduct team discussions involving production, technical, and quality teams to address potential challenges related to new styles and ensure smooth line integration.
Action: Collaborate early to anticipate and solve issues.
Responsible Departments: IE, Production, Technical, Quality.
6. Critical Operation Management
Identify critical operations early in the process and assign qualified operators. Provide necessary training, including cross-training, if required.
Action: Schedule overtime for cross-training to build a versatile workforce.
Responsible Departments: IE, Production, Quality.
7. Machine Preparation
Ensure that all machines required for production are set up and tested at least one day before production starts.
Action: Verify machine functionality before deployment to avoid disruptions during production.
Responsible Department: IE.
8. Equipment Readiness
Ensure that all essential equipment such as folders, guides, presser feet, and patterns are available and fully functional.
Action: Coordinate with the maintenance team to prepare the equipment.
Responsible Departments: IE, Production.
9. Pre-Production Meeting (PP meeting)
Conduct a Pre-Production Meeting to review and finalize all critical production aspects, ensuring alignment across departments.
Action: Address potential issues proactively to streamline production and reduce delays.
Responsible Departments: IE, Production, Technical, Quality, Store.
10. Ensuring Accessories and Trims
Availability
Following the Pre-Production Meeting, confirm that all accessories and trims are available in-house before production begins.
Action: Resolve any inventory or supply issues promptly.
Responsible Departments: IE, Production, Technical, Quality, Store.
11. Pre-Production Cut Kit Preparation
Ensure that all cut panels are inspected and ready for feeding into the production line.
Action: Confirm that the cut kit is accurately sized and quality-checked before production starts.
Responsible Departments: IE, Production, Quality.
12. Optimized Line Layout
After reviewing past production data, design the best possible line layout for the upcoming production run.
Action: Apply a layout that minimizes movement, reduces cycle time, and improves overall efficiency.
Responsible Departments: IE, Production.
13. Manpower Allocation Based on Operation
Bulletin (OB)
Ensure that the required number of operators and helpers are allocated based on the OB specifications.
Action: Address any manpower gaps or skill mismatches before production starts.
Responsible Departments: IE, Production.
14. Minimizing Line Layout Time
During layout setup, monitor machine configurations, process timing, and quality checks to minimize the time spent on setup.
Action: Continuously track time spent in setup phases to identify areas for improvement.
Responsible Departments: IE, Production.
15. Ensuring Method Consistency
Implement standardized methods for critical processes to ensure consistency and minimize errors.
Action: Follow method studies to identify process improvements and optimize efficiency.
Responsible Departments: IE, Technical.
16. Workstation & Line Balancing
Conduct thorough work studies and monitor hourly production data to ensure line balance and prevent workflow disruptions.
Action: Identify and resolve bottlenecks on the floor to ensure smooth operation.
Responsible Department: IE.
17. Setting Operator Targets
Pre-define and communicate individual operator targets to ensure alignment with overall production goals.
Action: Adjust targets as necessary during line setup to accommodate operational changes.
Responsible Departments: IE, Production.
18. Addressing Bottlenecks
Identify bottlenecks in the production process and implement corrective actions like motion studies, time studies, and machine adjustments (e.g., motor RPM and pulley settings).
Action: Remove obstacles to optimize line speed and efficiency.
Responsible Departments: IE, Production.
19. Learning Curve and Incentive Programs
Introduce a learning curve for newly set-up production lines, offering incentives for performance improvements.
Action: Track performance milestones and reward team efforts to encourage continuous improvement.
Responsible Departments: IE, Production.
20. Input Monitoring and Continuous Feeding
Ensure that materials from cutting and stores are consistently fed into the production line without interruptions.
Action: Monitor input flow to maintain production continuity.
Responsible Departments: Cutting, Planning.
21. Inline Quality Inspection
Implement regular quality checks at key stages of production, particularly at needle points, to maintain product quality.
Action: Address quality issues immediately to prevent defects from progressing down the line.
Responsible Department: Quality Assurance.
22. Promoting Team Awareness
Encourage the production team to take proactive steps in areas like absenteeism management, line targets, and quality improvements.
Action: Foster a collaborative environment through regular team meetings and motivational initiatives.
Responsible Departments: Production, Quality.
Benefits of
Reducing Style Changeover Time (COT)
Increased Productivity: Faster changeovers result in more production output in the same amount of time.
Improved Line Efficiency: With reduced downtime, the production line operates at a higher efficiency, increasing overall output.
Cost Savings: Minimizing changeover time reduces labor costs and overhead, leading to more cost-effective production.
On-Time Delivery: Faster changeovers allow for quicker completion of orders, ensuring timely delivery to customers.
Enhanced Customer Satisfaction: Meeting deadlines consistently improves customer trust and leads to repeat business.
Higher Competitiveness: By reducing COT, manufacturers can meet customer demands more effectively, improving their competitiveness in the market.
Conclusion
Reducing Style Changeover Time (COT) is a crucial factor for improving productivity, efficiency, and overall performance in garment manufacturing. By implementing strategies such as pre-planning, training multi-skilled operators, optimizing the use of tools and materials, and applying the SMED methodology, manufacturers can streamline their changeover processes and reap the benefits of increased output and reduced costs. Ultimately, reducing COT not only improves the bottom line but also enhances customer satisfaction and strengthens a company’s competitive edge in the marketplace.
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