By VENGAT and ANANTH

PRODUCTIVITY IMPROVEMENT THROUGH PLANNING WAY

What is Productivity
Productivity is factor of Output Vs Input Here Output is the Produced Minutes Have we ever calculated how much sewing

time we have wasted every day? And why?

Industry Research says that 20% to 40% of

sewing time is wasted without any work

Factors affecting Productivity

Delay due to Style Approval, Missing Fabric, Accessories Waiting due to Cut parts, Prints, Embellishments. Shortage of some Specific Machine. Etc

These problems are avoidable as thy are caused by Poor Planning.

Inadequate communication.
Focus on all Resources Utilization, to reduce idle time

The resources are 3M - Men, Machine, Material

To do that Plan in Better Way

Current Scenario
Many of us have invested on latest

Cutting, Sewing, Pressing machines to increase productivity, indeed that alone would not ensure the productivity. Many of us not yet optimized productivity because we are looking only HALF part of entire process. Sewing faster alone not going to increase productivity

How to Increase Productivity ?

The Answer is to Ensure - Planning Process
Master Production Schedule

Action Plan
Material Requirement Plan

Monitoring and closely reviewing the Feed Back

Method Engineering (see Example)

Industrial Engineering Practice ( Separate Presentation)

Standard Operating Procedures

Planning Process
Critical path Approvals Fabric Accessories Mid Process ( Embroidery, Printing , etc)
( see detailed presentation)

Production Shipment

Variables to Plan Effectively

System in place Capacity

Lead time
Material availability Monitoring Current production progress against Plan

Results of Effective Planning

Meet - Customer order due dates Maximize - Resource Utilization

Minimize - Idle time, Overtime, Step delays, Lead/Queue time, time in the System and WIP
Monitoring
Historical Data - Man, Machine, Material Work Flow Material Flow Work Demand Quality

Examples Method Engg

Example - System

Set of Instruction & Ownership

Activity Order Enquiry Vailability for Production Confirmation from Samling for Viability Verification by IE Process Sequence Responsible Merchandising Merchandising From Buyer Marketing To Marketing PDM

PDM

PDM

IE

IE PDM/IE/ Merc

IE IE

Planning / Marketing Planning

Tentative Booking in Planning

Planning

Planning

Marketing

Order Confirmation Booking Confirmation

Merchandising Planning

Marketing Planning

Planning Marketing

Cont
Planning Execution Feed Back Monitoring Analyzing

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Objectives of MPS
Short range Planning Horizon Finished Product Schedule Efficient Utilization

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The MPS System Structure

Long-term, High uncertainty

Front End Engine

Back End
Short-term, Low uncertainty
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The MPS System: Front End

Resource Planning

Production Planning

Demand Management

Market
Internal & External Customers

Master Production Scheduling (MPS)

Engine
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The MPS System: Engine

Routing Order File

Master Production Scheduling (MPS)

BOM

Detailed Material Planning

Time-Phased Requirement (MRP) Records Material & Capacity Plans
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Inventory Status Data

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MPS Techniques
In response to seasonal sales a company may adopt:
Level production MPS approach
No hiring/firing of workers
Buffering with inventory and backlog

Chase production MPS approach

Capacity adjustments from one period to another No inventory

Hybrid strategy
Uses elements of level and chase approaches
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Conclusions

The MPS System will be effective only if the TOP MANAGEMENT s ATTITUIDE is right Common Systems facilitate effective scheduling in any business environment

MPS should reflect the companys approach to the business environment in which it operates
Customer order promising should be closely linked to the MPS The MPS function should use the common MRP II, database Micro Planning has to derived from MPS

Feedback System to be linked to Action Plan

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The End

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Cont

7. The master production scheduler must keep the sum of the parts (the MPS) equal to the operations plan 8. The MPS activity & the role of the master production scheduler must be clearly defined organizationally 9. The MPS can be usefully considered as a set of firm planned orders
10. The MPS should be evaluated with a formal

performance measurement system

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Production Planning: Inputs

A forecast of aggregate demand covering the

selected planning horizon (6-18 months) The alternative means available to adjust short- to medium-term capacity, to what extent each alternative could impact capacity and the related costs The current status of the system in terms of workforce level, inventory level and production rate

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Production Planning Output

Fully load facilities and minimize overloading and under loading Make sure enough capacity available to satisfy expected demand Plan for the orderly and systematic change of production capacity to meet the peaks and valleys of expected customer demand Get the most output for the amount of resources available

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Production Planning: Outputs

A production plan: aggregate decisions for

each period in the planning horizon about

workforce level inventory level production rate

Projected costs if the production plan was implemented

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Medium-Term Capacity Adjustments

Workforce level adjustments
Hire or layoff full-time workers Hire or layoff part-time workers Hire or layoff contract workers

Utilizing existing work force

Overtime Idle time (under time) Reduce hours worked

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Medium-Term Capacity Adjustments

Inventory level adjustments
Finished goods inventory Backorders/lost sales

Subcontracting

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