Intense competition, both nationally and globally, has caused a new focus on quality

management in textile companies. An influx of senior management from outside the industry

has  brought  some  new  methods  into  the  industry,  but  most  initiatives  have  come  from

companies within the industry looking at all avenues of improvement.

One of the first things many of the new senior managers noticed was their companies'

enormous inventories. The number of inventory turns per year in textiles remains among the

lowest  of  all  industries.  Supply  chains  are  extremely  long  and  complex,  and  products  are

routinely  stored,  loaded  and  shipped  many  times  during  the  production  cycle.  Warehouses

represent a large part of the space and costs in the textile manufacturing process.

Special projects in reducing inventories, creating fast response strategies and cutting

product  development  times  are  now  common  in  many  leading  companies.   Several  of  these

companies have been leaders in implementing Six Sigma quality programs. DuPont uses the

program  for  its  productivity  and  quality  improvement  strategies.  It  considers  Six  Sigma  a

business-management process that concentrates on eliminating defects from work processes.

The leading fibre, textile and apparel companies will always continue to search for ideas and

methods  in  quality  management  that  create  competitive  advantage.  The  speedy

implementation  of  the  right  methods  will  make  a  significant  and  successful  difference  in

many of these companies' futures. The implementation of Six Sigma practices in textile and

apparel industries may yield a competitive advantage by a substantial reduction in the defects

and process times in the industry.

Tags :
Your rating: None Average: 4.3 (3 votes)

Posted by

Thu, 21/04/2011 - 01:56