I read Just-Style sometimes. Usually I can’t because the membership is expensive (but they’re running a special this month) and most of it doesn’t apply to me. For some reason, the link to this article I’m referencing is still live, so get it. The article is From concept to market in 8 weeks. I’m not sure I’m going to write about it but get it if you think you’d be interested. It’s this quirky “we can be lean push manufacturers” thing. He took ZARA out of context; that’s not how they do it and he implied as much. ZARA is something else I haven’t written about. I’m not sure what I think about the article just yet. Still, the article will give you detailed time lines more typical of push manufacturing. I shivered all over. It’s scary.
One of the things I learned from The Machine That Changed the World is the glaring error that popped right out of the sequence in “From Concept to Market…” which is that the chief designer isn’t held to a firm decision right from the beginning. One of the hallmarks of lean manufacturing is everyone taking responsibility and anticipating any problems, without waffling, from the first stage. As Kathleen said, the writer took his own wishful thinking and has grafted examples on rather than understanding the concept.
Carol
July 21st, 2005
7:22 AM
My first comment was a little hasty as it referred to the writer’s setup of traditional push thinking and not his suggested modification of it. I did what I accused him of, scanned quickly and jumped to a conclusion.
The (real) major problem is that success is based on all elements in the chain being willing to give (your) company VIP status and special handling. What incentive do they have? The supply lines are far too extended for the postulated fast turnaround in anything other than unrealistically ideal circumstances. If rush charges or special shipping are added, you’ve jacked up the prices on garments that haven’t been market-tested, much less presold.
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2 Responses to “Just-Style”
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July 21st, 2005
6:58 AM
One of the things I learned from The Machine That Changed the World is the glaring error that popped right out of the sequence in “From Concept to Market…” which is that the chief designer isn’t held to a firm decision right from the beginning. One of the hallmarks of lean manufacturing is everyone taking responsibility and anticipating any problems, without waffling, from the first stage. As Kathleen said, the writer took his own wishful thinking and has grafted examples on rather than understanding the concept.
July 21st, 2005
7:22 AM
My first comment was a little hasty as it referred to the writer’s setup of traditional push thinking and not his suggested modification of it. I did what I accused him of, scanned quickly and jumped to a conclusion.
The (real) major problem is that success is based on all elements in the chain being willing to give (your) company VIP status and special handling. What incentive do they have? The supply lines are far too extended for the postulated fast turnaround in anything other than unrealistically ideal circumstances. If rush charges or special shipping are added, you’ve jacked up the prices on garments that haven’t been market-tested, much less presold.