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8/4/2019 Productivity Improvement Through Planning Way_3_R

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PRODUCTIVITY IMPROVEMENTTHROUGH PLANNING WAY

By VENGAT and ANANTH


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What is Productivity

Productivity is factor ofOutput Vs Input

Here Output is the ProducedMinutes

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


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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


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Current Scenario

Many of us have invested on latestCutting, Sewing, Pressing machines toincrease 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


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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


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Planning Process

Critical path ( see detailed presentation)

Approvals

Fabric

Accessories

Mid Process ( Embroidery, Printing , etc)

Production

Shipment


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Variables to Plan Effectively

System in place

Capacity

Lead time

Material availability

Monitoring

Current production progress against Plan


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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


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Examples Method Engg


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Example - System

Activity Responsible From To

Order Enquiry Merchandising Buyer Marketing

Vailability for Production Merchandising Marketing PDM

Confirmation from Samling forViability

PDM PDM IE

Verification by IE IE IE Planning / Marketing

Process Sequence PDM/IE/ Merc IE Planning

Tentative Booking in Planning Planning Planning Marketing

Order Confirmation Merchandising Marketing Planning

Booking Confirmation Planning Planning Marketing

Set of Instruction & Ownership


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Cont

Monitoring

Planning

Execution

Analyzing

Feed Back


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Objectives of MPS

Short range Planning Horizon

Finished Product Schedule

Efficient Utilization

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The MPS System Structure

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Front End

Engine

Back End

Long-term,High uncertainty

Short-term,

Low uncertainty


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The MPS System: Front End

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Resource

Planning

Production

Planning

Demand

Management

MarketInternal & External

Customers

Master Production Scheduling (MPS)

Engine


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The MPS System: Engine

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Detailed Material Planning

Time-Phased Requirement

(MRP) Records

Material & Capacity Plans

Master Production

Scheduling (MPS)

Inventory

Status

Data

Routing

Order File

BOM


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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 TOPMANAGEMENTsATTITUIDE is right

Common Systems facilitate effective scheduling in any

business environment

MPS should reflect the companys approach to the businessenvironment 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 theoperations plan

8. The MPS activity & the role of the masterproduction scheduler must be clearlydefined organizationally

9. The MPS can be usefully considered as a setof firm planned orders

10. The MPS should be evaluated with a formalperformance 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- tomedium-term capacity, to what extent each

alternative could impact capacity and the relatedcosts

The current status of the system in terms ofworkforce level, inventory level and production

rate

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Production Planning Output

Fully load facilities and minimize overloadingand 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 andvalleys of expected customer demand

Get the most output for the amount of resourcesavailable

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Production Planning: Outputs

A production plan: aggregate decisions foreach 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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