Course Duration Certificate of CompletionTraining Materials 
2 hoursIs awarded after completing the courseUnlimited access


functions are applied in the sewing area which is actually the area requiring the least attention. The sewing area is already grouped into teams led by production supervisors. Engineering is primarily required for layout, time allotments and operator techniques but it is the production supervisor’s responsibility to ensure that these measures are effectively carried out.

Not enough attention is paid to engineering in the cutting department, the main supplier to the manufacturing floor. A factory can only adapt to the more efficient pull production and level its inventories by standardizing and controlling all its cutting processes. This means synchronizing cutting workflow with actual sewing demand.

The cutting department must provide cut parts in a timely manner but also ensure enough of a buffer so that the sewing department does not run short. Balancing the principles of just-in-time production where there is no buffer at all is the challenge which must be addressed.

The secret to reaching optimal pull production required by Lean Manufacturing is to strictly control the cutting processes. Recent projects have shown that a factory that clearly understands how to apply Lean Manufacturing principles and advanced engineering techniques will be able to synchronize cutting workflow with the pace of sewing in a standardized and controlled manner. Results of triple productivity increases compared to the factory’s current state before improvement efforts have far exceeded expectations.

This course covers the techniques for building a just-in-time structure in the cutting area by maximizing cutting table, equipment and worker utilization as well as the elimination of unnecessary activities that block the smooth flow between incoming fabrics to sewing supermarket.  


  • Build just-in-time structure
  • Recognize and eliminate unnecessary activities
  • Minimize and improve efficiency of administrative activities
  • Identify and simplify necessary activities
  • Standardize value-added activities
  • Integrate necessary cutting activities into team-based concept
  • Establish activity-time catalogue to lead pull planning
  • Design and initiate pull planning and just-in-time loading to maximize utilization of cutting resources
  • Synchronize workflow with sewing demand
  • Increase overall productivity
  • Level Kanban / supermarket

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  • Workflow and challenges

  • Identification of necessary and value-added activities

  • Assess cutting resources utilization

  • Main workflow objectives to design just-in-time structure

  • Bridge gaps between current and future state

  • Activity-time gearing workflow and process planning

  • Apply table matrix to ensure maximum utilization

  • Overall transformation plan

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