Turag Presentation

Welcome To The Presentation About the Progress of Implementing IE Tolls & Techniques & An Overview On The Factory KPIs

Presented ByTURAG TEAM

Implementation Status On Production Module

Capacity Study & Hourly Production and capacity trend chartPrepare video library of process improvementInsuring Nonstop Feeding Without Any Supply chain Problem In Pilot LineMaintaining Productivity & Efficiency Tracker

Continued…………

Initiate complete thread cutting by sewing operatorsEnd table QC Team Will Not Use The Cutter For Thread CuttingSummery Of End line & Finishing Inspection(DHU Report)

Prepare Defect Library

Some Difficulties To Implement On Production Module

Initiate Complete Thread Cutting By Sewing Operator• Reason Behind Uncut Thread Is Operators

And Production Staffs Mind is not Set to Clear Excess Thread In Every Process By Operator As They Think It Will Reduce Needle Down Time, Need Proper Training. It Will Take Some Time To Implement.

• We initiate individual trimmer for each operation.

• Yet There Is No Compressor Facilities Installed To Utilize Auto Thread Cutting Option In Sewing Machine.

Implementation Status Of HR Module

Agree And Share Vision In The Factory

Update Job Description Of HR And Welfare

Implement Exit Interview For Factory

Implement Induction System In Factory

Continued……

Implement Buddy System In Pilot LineImplement And Communicate Easy Leave Policy In FactoryDevelop Workers Job Description

Use 5 Why Technique And Find Out The Root Cause

Some Difficulties To Implement On Production Module

Agree And Share Vision In The Factory• Yet There Is No Shared Vision Selected

Finally.• Will implement Soon By Selection Vision

Catchphrase

Lets Take A Glance At Pilot Line Performance Status

Month wise comparison of Average SMV & Efficiency In Pilot Line

July’13 August’13 September’13 October’13 November’13 December’130

10

20

30

40

50

60

17.32

31.45

26.53 25.81

16.1318.22

33.80

26.50

21.40

32.1036.59

49.85

Av-er-age SMVLinear (Av-erage SMV)

Brief Summary of Method Improvement

Collar surfacing with mark by operator(Remove one helper)

Cuff rib surfacing with mark by operator(Remove one helper)

Placket mark process improvement

Share the Video Library:

Month wise Quality Improvement comparison(Pilot line)

September’13 October’13 November’13 December’13 0

5

10

15

20

25

30

16.66

10.088.84

6.55

24.1525.5

17.15

12.96

DHU (Pilot Line)

Linear (DHU (Pilot Line) )

DHU (Fin-ishing)

Linear (DHU (Fin-ishing) )

Introduce Defect Library

Total Factory Summary (Last 7 Month)

Style Criticality Trends To Get Downward

June July August September October November December10

10.5

11

11.5

12

12.5

13

13.5

12.87

12.30

12.7813.03

13.33

12.74

11.23

Average SMV

Average SMVLinear (Av-erage SMV)

Highest Critical

Average Working Hour Trends To Get Upward

June July August September October November December9.50

10.00

10.50

11.00

11.50

12.00

11.40

10.70

10.98

11.6011.76 11.84

10.58

Average working hour

Average working hourLinear (Aver-age working hour)

Order Quantity Trends To get High In Volume


0.5

1

1.5

2

2.5

3

3.5

4

4.5

5

3.18 3.21

4.474.28

3.11

3.543.15

Average style change per line

Average style change per line

Average Efficiency Trends To Get Higher


5

10

15

20

25

30

35

40

45

50

33.28

39.27

33.6730.68

34.3737.27

44.14

Average Eff.(%)

Aver-age Eff.(%)Linear (Aver-age Eff.(%))

Average Productivity Trends To Get Higher


0.5

1

1.5

2

2.5

3

3.5

2.38

3.03

2.07

1.73

2.7

2.24

3.27Average Productivity

Average Produc-tivityLinear (Average Produc-tivity)

Average Target Achievement Trends To Get Higher


10

20

30

40

50

60

70

80

90

68.14

76.5571.31

65.2668.8

81.74 84.4

Average Target Ach.(%)

Average Target Ach.(%)

Linear (Average Target Ach.(%))

Average Manpower Utilization% Trends To Get Higher


95

96

97

98

99

100

101

96.17

99.03

99.86 99.73 99.84 99.77 99.72

Average Manpower Utilization(%)

Average Manpower Utilization(%)

Linear (Average Manpower Utilization(%) )

Unnecessary Manpower Trends To Get Downward


48

50

52

54

56

58

60

62

6462

60

58

5556

5253

Manpower per line

Man-power per line

Cut To Ship Loss Trends To Gets Higher

June July August September October November December6%

8%

10%

8%

9%

8%

9%

8% 8%

9%

Cut to Ship Ratio

Cut to Ship RatioLinear (Cut to Ship Ra-tio)

Air Percentage Trends To Get Lower

June July August September October November December0%

5%

10%

15%

20%

25%

7%

20%

14%

12%

7%

2%0%

AIR%

AIR%

Linear (AIR%)

Earning Trends Get Higher By Reducing Air Ship Qty

June July August September October November December $-

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$254,434

$569,445

$182,220

$249,167

$59,867 $60,868

$7,393

AIR SHIP QTY

AIR SHIP QTY

Linear (AIR SHIP QTY)

Factory Turnover Trends To Get Lower

September 13 October 13 November 13 December 130.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

7.00%

8.00%

4.89%

6.15%

7.06%

3.20%

Factory Turnover

ActualLinear (Actual)

Operator Turnover Trends To get Upward & Helper Turnover Trends To Get Downward

September 13 October 13 November 13 December 130.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

67.35%

74.79%

59.35%

38.89%32.65%

25.21%

37.40%

61.11% Helper Turnover

Linear (Helper Turnover)

Operator Turnover

Linear (Opera-tor Turnover)

Why Working Hours Trends To GetHigher

Weak Supply Chain

Improper Time & Action Plan

Low Quality Input

Lack Of Inter Department Cooperation

Responsible Department For Non Productive Time(June)

Textile28%

Cutting28%

Merchandising19%

Printing21%

Maintenance3%

TextileCuttingMerchandisingPrintingMaintenance

Responsible Department For Non Productive Time(July)

Textile12% Cutting

6%

Merchandising35%

Printing36%

Maintenance7%

Sample1%

Quality1%

Mechanical1%

TextileCuttingMerchandisingPrintingMaintenanceSampleQualityMechanical

Responsible Department For Non Productive Time(August)

Textile59%

Cutting17%

Merchandising21%

Maintenance3%

TextileCuttingMerchandisingPrintingMaintenance

Responsible Department For Non Productive Time(September)

Textile24%

Cutting15%

Merchandising27%

Printing13%

Maintenance10%

Sample3%

Quality4%

Technical3%

TextileCuttingMerchandisingPrintingMaintenanceSampleQualityTechnical

Responsible Department For Non Productive Time(October)

Textile14%

Cutting7%

Merchandising63%

Printing12%

Maintenance3%

Quality2%

TextileCuttingMerchandisingPrintingMaintenanceQuality

Responsible Department For Non Productive Time(November)

Textile5% Cutting

3%

Merchandising46%

Printing5%

Maintenance21%

Sample2%

Quality11%

Production5%

Technical2%

TextileCuttingMerchandisingPrintingMaintenanceSampleQualityProductionTechnical

Responsible Department For Non Productive Time(December)

Textile33%

Cutting3%

Merchandising38%

Printing9%

Maintenance8%

Quality5%

Technical3%

TextileCuttingMerchandisingPrintingMaintenanceSampleQualityProductionTechnical

A Question May Arise That Why Garments Production Is Not Responsible For Non Productive Time?

The Answer Is, Yes They Are But Their

Non Productive Time Occurrences Are Negligible.

Fabric Balance Trends To Get Downward

June July August September October NovemberDecember

-5%

0%

5%

10%

15%

20%

25%

20%

-1%

12%

0%

7%

10%

2%

Fabric Balance Percentage

Fabric Balance Percent-ageLinear (Fabric Balance Per-centage)

Input Balance Trends To Get Higher

June July August September October November December

-4%

-2%

0%

2%

4%

6%

8%

10%

12%

14%

1%

-1%

11%12%

-3%

7%

3%

Input Balance Percentage

WIP Per-centageLinear (WIP Percent-age)

Output Balance Trends To Get Lower


-15%

-10%

-5%

0%

5%

10%

15%

4%

10%

-10%

3%

-6%

3%2%

Output Balance %

Output Balance%Linear (Output Balance%)

Packing Balance Trends To Get Lower


-30%

-20%

-10%

0%

10%

20%

30%

40%

50%

60%

12%

53%

-9%

21%

12%

-17%

13%

Packing Balance %

Packing Balance %

Any Question?

Documents

Turag Presentation