As we launched our Dallas operation, same processes came in handy – where the factory has all departments under one room. Regular communication, team accountability, cross-function tasks, and TOP quality approval for every lot (sampling and production) are some of the items discussed above that have helped us sustain a Lean Manufacturing Operation.

Cheers!
Kiran Bindra

However, Kathleen, if American manufacturing follows your opinion of putting patternmakers on the factory floor. Soon there will be no more patternmakers in the United States. My job will move to the factory floor in China, Sri Lanka, Costa Rica, etc.

Whereas, good communication is vital to be able to create a pattern that works with all the problems that arise with certain types of equipment, fabrics, etc. Not all of a patternmakers job is related only to the factory floor.

We are the link between the product’s concept and is production. I have spent much of my time developing fitting and sizing standards, intrepreting designers sketches and solving those subsequent design problems. If those things are done at the corporate level, then when it is necessary to have mutliple vendors to keep from being held hostage by a single one, the product produced by one patternmeaker and product produced by more than one factory will have a shot at being consistent.

The key is wherever the patternmaker is located, whether the factory floor or the product development offices, there needs to be a good open communication to work together as a team that has a common goal of producing the best possible product at whatever the price point. This boils down to your staff….A company is only as good as its workers.

The TSS method will attract workers that are more thinkers than the old ‘bundle’ worker. Because they are doing a variety of tasks that require not just one trained repetitve skill, but the ablity to multi-task. Taking a product from its beginning to end seems in itself to promote more personal involvement and thus accountability in the product and the quality of its production.

Getting going is scary – so much to learn, so little time (and money). Contrary to how you may feel and what many people believe, this is not a closed group unwilling to help newcomers – go to the Discussion Forum (first link under the book photo) and skim through Danielle’s section of “If I were to Produce a Line”. That’s one example from at least a couple dozen.

kd, do your homework and come join us. We’re ready to welcome and help you.

When I read an article, and followed the link, at the end it said, if you are reading this long, consider buying the book.

Thank you again for putting the suggestion in a very appropriate position.

I am quoting some of your material at a productivity improvement program where 30 factories are participating. So you might get more visitors from Sri Lanka hopefully.

I don’t typically run across such a great evaluation of the use of LEAN out-side the regular Assembly and Test sphere. Here is an application of LEAN in Fashion….