National Clothesline

It is probably this industry’s worst-kept secret that I am the creator of the Tailwind System.

Throughout the recession — or whatever you call it — I have remained extremely busy. Some of you know everything about Tailwind, some of you think that you know everything about Tailwind and some others know nothing. Some, undoubtedly, think that it’s just another way to tag, others perhaps believe that it’s a stepping-stone to automation. Even those that know the Tailwind System probably have never really thought it out to the point that they have never spoken the words that describe it so well: Tailwind is a management system. There is no similar product in the industry.

One of the key components of Tailwind is its inherent ability to move garments through your plant at lightning speed. The importance of this is very much misunderstood.

Often the basic belief is that fast breeds poor quality, “bang and hang,” if you will. This is very much incorrect and adherence to that belief is costing you more money than you can imagine.

“Fast” sounds like a euphemism for “slam, bam, thank you ma’am” (pardon the guttural connotation). But suppose that I convince you that “going fast” will result in better quality?

Your immediate thought likely moves to pressing productivity. “Freddie presses 45 good shirts per hour, but when he presses 50 shirts per hour, the quality is poor.”

Do data, history and facts back this up to the point that you can say with confidence that I am wrong. Well, I don’t want to go in this direction today, but I assure you that Freddie’s inability to produce 50 good shirts per hour is connected to training, paycheck size and a secret agenda. It’s unlikely to be equipment related.

I digress. Instead of considering the presser’s productivity, what about the inspector’s? Or the touch-up person’s? Or the assembler’s pieces per hour?

It is here that your quality is affected, not (necessarily) at the press itself. Take a look at Photo 1. Does it look familiar?

You are going to have to take my word for this, but I happen to know that the two shirt pressers here are pressing less than 60 shirts per hour and there are well over 100 shirts here and there is a lot of touchup.

The shirt in Photo 2 is a horrifying example of this. It is almost logical to conclude that if the productivity of the pressers were to increase at all, the shirts would be worse still.

A thousand bucks says you’re right, but the cause is not the press or the presser. The cause is your assembly system and your workflow! Believe it! It’s a fact!