Improving garment fit and function through ease quantification

Simeon Gill (Department of Clothing Design and Technology, Manchester Metropolitan University, Manchester, UK)

Journal of Fashion Marketing and Management

ISSN: 1361-2026

Publication date: 10 May 2011



The purpose of this paper is to provide a theoretical model for considering ease numerically in the clothing pattern. Classifying the pattern as a geometric Cartesian coordinate system, this model proposes the need to quantify the partly coincident variables of ease, which will enable greater control over garment fit and function, using traditional or CAD/CAM methods.


The principles of pattern/garment dimensions are considered with support from analysis of literature and contributing factors to the variables of ease are categorised. These principles support a proposed theoretical model for considering pattern/garment dimensions, in the numeric format that they exist within the context of pattern construction.


Pattern construction occurs in a 2D Cartesian coordinate system, guided by body dimensions and ease. This can be modelled in the form of an algorithm relating to the placement of cardinal points defining the pattern outline. Recognition of the numerical nature of the pattern, suggests the need to quantify the coincident variables of ease, to achieve greater control over garment fit and function.

Research limitations/implications

Few sources exist enabling the recognition of ease requirements in the pattern/garment and when guidance on ease is presented, there is little rationale as to how it has been established, or what contributes to its definition.


The paper shows how current methods of pattern construction can be modelled more effectively, recognising the geometric nature on which they are based. Modelling these relationships highlights where quantification can be provided, by existing knowledge or future research.



Gill, S. (2011), "Improving garment fit and function through ease quantification", Journal of Fashion Marketing and Management, Vol. 15 No. 2, pp. 228-241.

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