2.1 Apparel production systems:
The system of Integration of production proceeding, handling of material, staff that give direction to work flow and ultimately producing of final product is called an apparel production system. A production system is comprised of attributes having function to transform inputs into desired outputs. The attributes can be human labor, machines and tools. Following are some types of production systems:
I. Progressive bundle system.
II. Unit production system.
III. Modular production system.
Proper management, methods of material handling, proper layouts and employee training are important factors of every system. Firm may adapt these systems for one product line or different system for different product lines in the same plant.
2.2 Progressive bundle System:
In Progressive bundle system (PBS), as name suggests, the bundle of garments parts moved in succession from one operation to next. This is a traditional production system, but still widely used. According to AAMA Technical advisory committee (1993) reported that 80% of apparel manufacturer use the bundle system. They also made prediction about decreasing the trend of this system with time. Progressive bundle system is a way of avoiding the severity and some of problems of the coordinated line system. Machines and operatives are planned into sections, each of which specializes either in the production of a major sub section( collars, cuffs), or the assembly of two or more sub components. Bundles are garment parts used to make a finished garment. Bundle sizes vary from firm to firm. Some firms follow standard bundle size which is two to hundred parts while other firms follow their cutting plans, shading, sizes and target operation. Assembling of bundles took place in cutting room by matching cut parts with corresponding parts and bundle tickets (list of operations and parallel coupons for every operation). Each bundle gets a ticket that specifies the shade number, size, style, list of operations and piece rate for each operation. Operator keeps an analogous part of that coupon for each bundle they complete. At the end of work day, bundle coupons are returned and the earned time from completed bundle tickets is totaled to conclude the operator reward. Firms may use electronic bundle tickets and smart card that a company each bundles and that swiped at each work station along with their own identification card. 
Each firm which uses a progressive bundle system has evolved its own exclusive approach as to how the bundles should be handled. Size of each bundle depends upon many influencing factors and how it moves from work station to work station. These factors range from rate of production and bundle weight to physical operating space which, incidentally, also influences how a bundle is moved, whether it is in hampers, totes, or tied bundles.
Each bundle was assigned four production tickets:
1) Subassembly for preparatory work
2) First assembly which covers the coat shell
3) Second assembly which covers the balance of the assembly
4) Finishing work which covers hand sewing and finish pressing
Bundles are moved from cutting room to sewing room and given to a specific operator planned to perform the work. An operator performs a single operation on all cut pieces of bundle, reties them, processes the coupon, and set it on one side until it is pulled out and transports it to the next operator. A PBS requires high work in process in order to make sure the unbroken flow of work for all operators. The use of the progressive bundle system was discontinued in the assembly department after the Unit Production System was put on line. All components of a coat are now matched once and travel as a unit on a carrier. This eliminates most of what used to be the bundle preparatory work. The one preparatory operation which is still necessary has become part of the UPS loading operation.  The physical...
References:  G. R. E. and Glock, Apparel Manufacturing: Sewn Product Analysis, 4/E. Pearson Education, 2005, p. 672.
 V. Tech, “An Empirical Investigation of Apparel Production Systems and Product Line Groups through the Use of Collar Designs,” vol. 8, no. 1, 2013.
 H. Eberle, Clothing Technology: From Fibre to Fashion. Europa-Lehrmittel Nourney, Vollmer GmbH, Verlag, 2008, p. 304.
 Operations Management: Critical Perspectives on Business and Management, Volume 2. Taylor & Francis, 2003, p. 520.
 Heizer, Jay, Render, Barry, and Rajashekhar, Operations Management. Pearson Education, 2009, p. 808.
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