Reduction of changeover time through SMED with RACI integration in garment factories

Abstract

Purpose

Shorter lead time with low price and quality product demand is pivotal in the garment industry. Pressure on production lead time stresses the importance of reducing style changeover time in manufacturing factories, and this paper aims to contribute to solving the challenge by showing how the single minute exchange of die (SMED) methodology in practice can be adapted to garment factories in developing countries.

Design/methodology/approach

The paper investigates three cases of SMED implementation integrated with responsible, accountable, consulted, informed (RACI) matrices in garment factories in an action research approach. Both quantitative and qualitative methods are applied.

Findings

The study shows a reduction of 50% to 64% of changeover time with SMED implementation measured with two key indicators – throughout time and time to reach peak production. Moreover, the implementation depends on the application of the RACI matrix for the distribution of responsibility as well as integration with the basic production flow before and after the application of SMED.

Practical implications

The study can guide better SMED implementation in garment factories with limited investment by stressing the need to adapt to the specifics of the garment industry, secure the division of responsibility and integrate SMED in the production flow before and after the changeover.

Originality/value

Limited research on the application of SMED in the garment industry. This paper contributes to understanding the specific conditions for successful implementation in the garment industry in developing countries and addresses additional activities that help secure a sustainable implementation process.

Citation

Mohammad, A., Hamja, A. and Hasle, P. (2024), "Reduction of changeover time through SMED with RACI integration in garment factories", International Journal of Lean Six Sigma, Vol. 15 No. 2, pp. 201-219. https://doi.org/10.1108/IJLSS-10-2021-0176