By Frederick H. Abernathy, John T. Dunlop, Visit Amazon's Janice H. Hammond Page, search results, Learn about Author Central, Janice H. Hammond, , David Weil

The attire and fabric industries have consistently been on the mercy of quickly altering types and fickle buyers who wish the newest designs whereas they're nonetheless in model. the end result for those companies, frequently compelled to forecast revenues and order from providers with scant information regarding unstable call for, is a heritage of inventory shortages, excessive inventories, and dear markdowns. yet, because the authors clarify in A sew in Time, technological advances within the Eighties lead the way for a brand new suggestion in retailing--lean retailing.
Pioneered via businesses like WAL-MART, lean retailing has reshaped the way in which that items are ordered, almost getting rid of delays from distribution middle to revenues rack by means of drawing on revenues info captured electronically on the checkout counter. Armed with up to date facts approximately colours, sizes, types, and geographic revenues, clothing and cloth businesses now has to be capable of reply swiftly to real-time orders successfully according to new techniques to allotting item, forecasting, making plans, organizing creation, and coping with provider family members. A sew in Time exhibits that even within the face of burgeoning product proliferation, businesses that effectively adapt to the area of lean retailing can lessen stock danger, lessen bills, and elevate profitability whereas enhancing their responsiveness to the ever-changing tastes of consumers. in accordance with the good fortune of those practices within the clothing undefined, lean retailing practices are propagating via increasingly more purchaser product industries.
A richly unique and resonant account, A sew in Time brilliantly captures either the historical past and way forward for the retail-apparel-textile channel and gives daring insights at the alterations and demanding situations dealing with outlets and brands in all segments of our speedily altering economy.

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Additional resources for A Stitch in Time: Lean Retailing and the Transformation of Manufacturing--Lessons from the Apparel and Textile Industries

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S. textile industry has taken advantage of economies of scale in production to serve large, expanding, and, for much of the century, protected markets for textile products. It has become an industry adept at producing high-quality products in large runs competitively and its strengths and limitations must be understood in this context. Capital Intensity and Economies of Scale Primary textile manufacturing includes both the spinning of raw cotton and other fibers into yarn and the weaving of yarn into "greige goods," or unfinished cloth.

Yarn was in short supply in the new country and much in demand in households that did hand weaving as well as in workplaces with looms that produced sheeting, shirting, and stockings for commerce. Some of the American states and improvement societies had even offered generous rewards for the establishment of water-powered combing and spinning, especially those based on state-of-the-art English Arkwright operations. But British law strictly prohibited the export of drawings, plans, or models of these new technologies.

The jobber-contractor system developed to address many of the The Past as Prologue 27 issues that still concern apparel-makers. It provided great flexibility in coping with fluctuations in style, season, and economic conditions; at the same time, jobbers did not take on the substantial costs of plant, equipment, or employees that "inside shop" manufacturers did. This system also separated and specialized the functions of production from the purchase of materials and the selling of finished products—developments that greatly influence women's and children's apparel today, including the complexity of the regulation of labor conditions.

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