Prepared By : Mr. Dharmesh Mistry Mr Atul Katiyar Mr. Saurabh Lodhani Mr Amitabh Hore.
[Audio] Our company embarked on a significant transformation journey in February 2025, with the launch of our Advanced Logistics Platform, or ALP. Over the next four months, we worked tirelessly to implement new processes and technologies that would streamline our operations and drive efficiency across the board. From procurement to production, every aspect of our business was scrutinized and optimized to ensure maximum productivity and minimal waste. Our team's dedication and expertise were instrumental in achieving remarkable results, including a substantial reduction in lead times and a notable increase in product quality. As we look back on this period, it's clear that our efforts have paid off, and we're proud to showcase the progress we've made..
[Audio] There are significant variations in costs across various departments. The 300TC department has a high yarn cost percentage of 51%, while the 500TC department has a higher yarn cost percentage of 62%. The average process value loss across all departments is about 18%. Additionally, the average made-up cost percentage is around 15%. These findings indicate potential areas for improvement in cost optimization and loss reduction throughout the production process..
[Audio] Low productivity can be attributed to various factors including machine maintenance issues, absenteeism, material handling inefficiencies, line balancing problems, off-line work, poor method implementation, inadequate skills among employees, lack of discipline, excessive trims, and style over substance approach. Additionally, there are issues related to activity management, material availability, and feeding inefficiencies. These factors collectively contribute to low productivity and need to be addressed to optimize performance..
[Audio] Information flows through various departments within our organization, impacting production efficiency and product quality. The flow starts with PPC, which provides critical information about cutting operations. This data is then used by the cutting department to plan and execute their tasks efficiently. The store method and niotho line planning also play crucial roles in ensuring smooth inventory management and resource allocation. Maintenance activities are closely monitored to prevent equipment downtime, while output is tracked to measure overall performance. Effective information exchange among these departments enables us to optimize production processes, reduce waste, and enhance product quality..
[Audio] The INA section encounters inefficiencies in its processes, inadequate resource distribution, and ineffective interdepartmental communication. Conversely, it possesses a skilled workforce, existing infrastructure, and potential for automation. The INA section also has opportunities for technological implementation, workflow optimization, and enhanced team collaboration. However, threats arise from external supplier competition, regulatory changes, and potential disruptions in raw material supply chains..
[Audio] Our focus areas will be four key parameters. Firstly, we need to work towards achieving 100 percent On-Time-In-Full delivery, which means ensuring that all orders are fulfilled within the agreed timeframe. This requires advance planning to anticipate and meet customer demands. Secondly, we aim to reduce wastages in terms of Good Quality Items, which will help us minimize losses and optimize our resources. Thirdly, we need to optimize manpower costs by improving our Production-Planning-Process efficiency. And lastly, we will review and refine our inventory management practices to ensure that we maintain optimal stock levels while minimizing unnecessary holding costs..
[Audio] Efficiency losses occur in several key areas according to our analysis. Feeding losses and trims unavailability have a significant impact on our production. Style changeover losses due to smaller SKU's also contribute to inefficiencies. Work stations are often underutilized, resulting in wasted resources. Challenges related to skill unavailability exist in both sewing and packing departments. INA system downtime and critical machine downtime cause significant disruptions. Line rejections and line trims rejections, as well as washing programme challenges, further exacerbate these issues..
[Audio] To address efficiency losses, we have identified several key areas where improvements can be made. Feeding losses and trims unavailability can be mitigated through a 7-day advanced line plan. Style changeover losses due to smaller SKU's can be reduced by implementing planned changeovers in specified lines. Work station under-utilization can be addressed through line-wise monitoring at the beginning of each shift. Skill unavailability in sewing and packing can be resolved by creating a skill matrix for operators and providing them with necessary training. Multiskilling and upgrading operator ratings can also help reduce inefficiencies. INA system downtime and critical machine downtime can be minimized by allocating buffer machines in each line for critical operations. Washing programme challenges can be overcome by establishing process flows to avoid over-handling and rework. These actions will enable us to optimize our production processes and minimize waste..
[Audio] To address the challenges arising from frequent style changeovers, which cause disruptions due to unavailability of fabric or trims, we need to implement several measures. One such measure is to introduce full kitting within a 24-hour advance timeframe, ensuring that the cut part stock area is prepared in time for all lines. Dedicated manpower and supervisors should be allocated to oversee this process through a centralized window for each INA line. Moreover, we suggest using digital KANBAN through annunciators to monitor feeding availability, trims availability, and maintenance issues in real-time. A visual indicator connected to the Head of Department and relevant departments will provide immediate feedback. Furthermore, it is recommended to review feeding plans on a shift-by-shift basis, considering trims availability in a 48-hour advance timeframe. By adopting these measures, we can minimize style changeovers caused by fabric or trim unavailability and optimize fabric flow according to our planned schedule..
1.Feeding losses & Trims unavailability.. Reason:. Frequent Style changeover due to unavailability of fabric or unavailability of trims. Proposal: Full kitting to be done in 24 hours advance time frame ensuring advance feeding with kitting ready in cut part stock area for all the lines. Allotment of separate manpower as well supervisor to ensure the Full kitting through a centralized window for each INA LINE. Implementation of digital KANBAN through annunciators for keeping an eye on feeding availability , trims availability as well as maintenance issues through a visual indicator connected to HOD as well respective concerned DEPT. Review of feeding plan on shift basis with trims availability in advance time frame of 48 HOURS. Minimization of style changeover inducted due to fabric unavailability or trims unavailability through realisation of fabric flow as per plan..
[Audio] The underutilization of workstations in our production process is a major challenge. This issue arises from various factors, including the use of tailors for tasks unrelated to sewing, such as marking, labeling, turning over duvets, reworking, cutting zippers, closing buttons, and initial folding for pressing. Moreover, operators are occasionally employed as end-line inspectors when the production rate is high, resulting in difficulties in maintaining a balanced workflow during style changes. Furthermore, there is a scarcity of skilled operators in crucial operations like Z-hemming, marrowing, and piquoting. To resolve these problems, we recommend planning open stock with fewer stations and multiple products within the line, such as open stock pillow pairs along with flats or fitted items. We also suggest implementing a flexible workforce budget for INA lines based on the planned style, rather than a fixed budget for sewing and packing. Lastly, establishing a training area on the shop floor can enhance skills and manage buffer tailors with training instructors and expert trainers..
[Audio] Higher AQL failures are occurring due to sewing defects after packaging, resulting in rework and repackaging of AQL passed goods. This process involves material handling and repackaging, contributing to inefficiencies. To address this issue, we propose implementing real-time rechecking for failed goods and repackaging of AQL passed goods..
[Audio] Our current performance metrics show that we have met our targets across several key indicators such as rejection rate at greige inspection due to weaving, returns to process from lab and processing, R-grade percentage at FFI, D-grade percentage at FFI, downgrade percentage at BS cut and sew, downgrade percentage at finishing department, and AQL failure rate. Nevertheless, there are some areas where we need to enhance our performance, including lowering the rework rate for the day and boosting the Good Quality Index rate. Specifically, our overall rework rate for the day has been approximately 14-16%, while our GQI rate has varied between 83-86%. These figures imply that we still have opportunities for improvement in terms of productivity and quality management..
[Audio] Our current performance metrics show that there are opportunities for improvement across several key areas. The rate of items returned from the processing lab and factory floor for reprocessing stands at an average of 4.2%, which exceeds our target of 2.2%. Moreover, the percentage of D-grade products in the process fabric averages 1.75%, while our goal is 1.3%. In addition, the R and ELO grade percentages in the process fabric are higher than desired, averaging 0.65% as opposed to the target of 0.6%. Finally, the AQL failure rates in the cut and sew processes are substantially higher than our target, averaging 7.65% compared to the desired 4.9%. These metrics point out areas where we can improve our overall quality and efficiency..
BS Cut & Sew : Process Improvement. -CRou Issuance Rotl Loading to Cutting Machine Cutting and dling Bundle Transfer to Stitching Lino Booking of FRC/Non FRC. 8tieker genention for small bag Pmcess Flow Auto fabric requisition in of rejections ' Rej«€an in Stitching Stitching and Poly Packing Metal Detector Receiving at Carton Packing and Seving 1 % Katran default booking Real time Dashboard of RFC/Non FRC and Down grade entry Notification if it cross the norms Power BI dashboard for FRC/Non FRC, Down grade reconciliation Re-collection of Non FRC in 40 Kg bag Moved into separate location for waste FRC>I meter send for reusing in other orde convert to parts •store in Incomplete A grade SET to split into Flat / Fitted / Pillow Reiected locatior material* transfer to Oddment center Re-cuttu•.•• Sutchui8 of the part and part/ SET based on requirement.
[Audio] Our current manual processes in roll loading for cutting, layering and counting are inefficient. Bundles are stored at cut-part, scanned, offered to AQL after packing, then moved to a pallet, which is subsequently moved to a metal container, and finally packed into cartons. The process involves multiple manual entries into the SAP system, including production booking and inventory updates. This outdated scenario has been replaced by a newly developed one..
[Audio] We are aiming to utilize technology to enhance efficiency and refine our procedures. Experts in artificial intelligence have been collaborating closely with us to investigate its capacity for streamlining our operations. A key focus area is the application of AI to generate an optimized cutting plan. This will allow us to decrease waste, minimize mistakes, and simplify our manufacturing process. Consequently, we can boost productivity while upholding high-quality standards. Our objective is to introduce this solution within the next quarter, and we are certain that it will yield substantial advantages for our company..
[Audio] We have now reached the final stage of our analysis, where we have identified opportunities for productivity and quality improvement throughout the entire value chain from cotton procurement to cut and sew. Our findings indicate that there are areas where we can optimize processes, reduce waste, and enhance efficiency. We believe that implementing these improvements will lead to significant benefits for our organization. I would like to take this opportunity to express my gratitude to everyone who contributed to this project. Their hard work and dedication have been invaluable. Thank you for your attention..