Importance of PPC in Textile

Introduction:

The apparel and textile industry is a fascinating example of manufacturing and the supply chain. This sector is under constant pressure, competition is fierce, and there are always rival firms waiting to challenge. So it is needed to maintain quality, quantity and other parameters in just time to maintain the relationship with buyers. For this reason every moment it needs to monitoring, planning, control and implementation of production.

The above illustrates the close relationship between monitoring, planning, control and implementation.
It demonstrates that:

Ø  Planning and control describes ways which implementation and monitoring should be done;

Ø  Implementation and monitoring are guided by the project work plan; and

Ø  Monitoring provides information for project planning and implementation.

The Planning and Control activities at this company include:

Ø  Long term capacity planning, up to 18 months ahead

Ø  Short term detailed planning of factory units

Ø  Planning of cutting room activities.

Ø  Planning of sewing room activities

Ø  Production Control

Ø   Inventory Control - raw material purchasing, finished goods; Call off etc.

Ø  Critical Path control.

THE PLANNING PROCESS IN CLOTHING MANUFACTURE:

The basic process includes the following stages:
1. Receive the order.
2. Plan to check if there is available capacity in sewing to achieve the delivery date required.
3. Plan to check the available capacity in non-sewing areas (cut, embroidery; print, wash and pack)
4. Plan to check sufficient lead time to order and receive fabric, trims, approve sample, carry out lab tests.
5. Confirm delivery date to customer and reserve capacity.
6. Communicate plan to all departments.
7. Monitor progress against plan.
8. Re-plan as if required.

In an ideal world, this cycle would be carried out in a systematic way. No plan is ever perfect, but all that we have learned about total quality management reminds us that we must aim at the ideal rather than settle for 'Acceptable Quality Levels' that have a built-in failure rate. Although the first priority is the customer delivery date, the factory must also consider the best place to make each product, taking into account both skill and machine constraints. Production efficiency depends upon this. In the clothing industry, planning will typically focus on sewing, as it can account for up to 80% of the skill and resources required. However, the capacity constraints of supporting areas also have to be assessed. In particular, the pre-production events must be planned to ensure that production begins on schedule.

BASIC CAPACITY CALCULATIONS:

In the clothing industry, most companies still work to standard minutes, which is the calculated or measured standard time to produce a garment. A basic calculation may be as follows:

• 8 working hours per day = 480 minutes
• 10 operators per team
• Capacity = 4800 minutes per day
• Standard Minutes for T-shirt style a = 12 std min @ 100% efficiency =
4800/12 = 400 pieces per day

Necessity of Production planning & control in textile:

Production planning & control in textile sector is very important for reach those parameters:

Ø  To develop safe and effective way of production.

Ø  To ensure smooth flow of raw material.

Ø  To ensure required quality.

Ø  Always develop a new formula for old items.    

Ø  Eliminates bottlenecks and backtracking.

Ø  To facilitate maximum productivity.

Ø  To provide one way follow of materials for manufacturing quality products within in short time.

Ø  Decrease production cost.

Ø  Effective utilization of production resources.

Ø  Effective utilization of production capacity.

Ø  To maintain quality, quantity and other parameters in just time.

Conclusion:

This paper presents an interactive model based system for the management of production in textile production systems focusing on the Master Production Scheduling. Because of

 the special characteristics of the industry, that is mainly the multi-phase process with multiple units per phase, different planning horizons and different production requirements for each phase, the scheduling of these systems becomes quite complex. The industry has been developed following both vertical integration, particularly among spinning and weaving firms, and horizontal integration, promoted by the idea that a full line of textile products is necessary for effective production planning & control.