›

›






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 i
 
î Strategies and Concepts

î Relationship among Production Standards,

Capacity and Production Planning

î Factors that impact Productivity and

measures of Productivity

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 i
 
î ëmpact of Resource Management on
Productivity

î HR, ënventory and equipment acquisition

î Waste management and environmental

concerns

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 i  
î uuick overview of what this topic is all
about
Standardization and flexibility

Time and Money

People and Machines

Function and Systems

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 ›




î Flexible Manufacturing

Small Orders

Short Lead Times

Capability to quickly and efficiently produce a

variety of styles.

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 ›




î Flexible Manufacturing

Adopting new technology

Better development and use of resources.

Focus on the production systems is maximum

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 ›




î alue added manufacturing ( AM)

ët is a 0

 

focuses attention on 







 

that is 


 

  

without increasing the
value of the product.

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 ›




î alue Added Manufacturing ( AM)

E.g. Activities like



, 



and  

do not add value.

To operate in AM firms must evaluate

processes and find more efficient ways to
produce a product

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 ›



î [



ët is the 



of the firm to
strategically 

to
grow in new markets with new products and
to develop new competencies.

An agile manufacturing firm 




 and strategically profits from it.

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 |
 ›



î [



The ability to 


  

and through



lead the emergence
of new markets.

Enabling customers to 
 that they

are being 



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 ›



î [



*evelop internal and external cooperation to

bring innovative products to market through
cross functional teams, empowerment,
virtual companies and partnerships with
competitors

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 ›



î [



*evelop a flexible organization that thrives

on change and uncertainty.

Rewards innovation and shares

responsibility for success.

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 ›



î   




integration of ëT, automation and team

based flexible manufacturing

produce a wide variety of products and

services.

The goal is to be agile enough so products

can be made to order rather than made to
plan.
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 ›



î   




Product life cycles are short & markets diverse

May involve single ply cutting, modular-type

teamwork production and integrated ëT

Reduces the risk associated with trying to

anticipate customer demand months ahead of
POS to the ultimate customer

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 ›

›
 

î PP is an integrative process of  





 


  with
available resources.

î Planners work 
 
 ahead of
planned delivery to ensure that specific
materials are available when needed

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 ›

›
 

î Long Term Production (months or selling

period) is based on  



and budgets

î Short term production planning (days or

weeks) is based on    .

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 ›

›


î PP at the corporate level is usually longer

term.

î ënvolves analyzing of potential sourcing

strategies, types of styles in the line, type of
fabric, labor intensity of the line, planned
volume per style, reorder expectations,
expected delivery dates, and the resources
available.
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 ›

›


î Also involves the decision to produce in their

own plant or sub-contract it.

î This means having appropriate equipment,

trained personnel, available capacity and
established start dates for promised delivery
dates.

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 ›

›



î oew styles may require a change in processes,

equipment, and a longer conversion time.

î ën case of  
, styles change frequently,
which means 
must be built into the
production schedule

î Allow the operators to make 




 
in handling a new
fabrication or process
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 |
 
 ›


›


î This generally relates to 0
  



 for styles on order with 

  


 in the plant

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 ›


›

î Style specifications and samples supplied by
technical designers describe the process of
operations, materials to be used, special skills and
handling procedures and quality requirements
demanded for production

î r 

  



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 ›


›


î [  

to make

the product more   
, identify equipments
to be used and determine production times for
each operation.

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 ›

›
 

î ››

 

Coordinating plant capacity with style

requirements

Projected olume

Shipping dates

Planning for effectively using plant capacity

and maintain high productivity.

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 ›





î This refers to the  


  




of a plant, machine, or work center in a
given period of time.

î Capacity is due to the availability of resources

such as 

, 
, , & 


 that
require capital investment by the firm.

î measured in units of output i.e

 

  

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î Maximum Capacity ±   







 in a given period of
time.

î Potential Capacity- 
 


  




|



  


î Committed Capacity ± è  


  for production during a given time
period

î Available Capacity ± *


 between
 


and  


for a certain time period

|



  


î Required Capacity ± 
  
necessary to produce a specific volume in a
certain period of time

î Excess capacity ± *ifference between

 


and 0



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- A key to effective capacity planning is to


 






to ensure that the required capacity
and available capacity are compatible.

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 ›



›
î This is the rate stated in [ or [ , that
reflects the time required for a normal operator
to complete one operation using a specific
method.

î The › is also an indicator of how many times

the operation can be completed in an hour.

î è  ›  

´ 
0

   


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|
 ›






 

î Estimate the 
 for completion of each

operation

î *etermine the 0

for an order

or style

î *etermine production   and

 

for orders

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 ›






 

î Plan the daily volume that should be completed

î *etermine the backup inventory needed to

support the workflow

î *etermine how many operators and machines

should be performing each operation

î Schedule specialized equipment

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 ›






 

î Balance work flow between departments and

work centers

î Monitor Production delays

î Assess the performance of individual operators

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î Critical and Crucial

î People unlike machines are valuable to firm.

î Machine capabilities can expand with better

training, motivation, experience and
reinforcement

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î Ëob descriptions must be accurate and

complete so that the positions are not
misrepresented.

î *eveloping accurate and appropriate job

descriptions is difficult and time consuming.

î Skill Matrix

î Compensation ± rules for payments of salary

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 ›
 
 



î This is often used as a key measurement of a
firms productivity

Two dimensions which affect labor costs of a

product,

î clock hours it takes to produce the product and

î the productivity of labor

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 ›
 
 



î Productivity of labor can be evaluated as

Units of output per labor hour

alue of finished goods per hour

Units of production per labor rupee

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 ›
 
 



Labor utilization :

î percentage of time operators actually produce

when compared to the total time available

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 ›
 
 



î ën case of ›
the following
standards are followed

On Standard

Off Standard

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 ›
 
 





On Standard

means that the operator is   


  


for the operation
that he is assigned

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 |
 ›
 
 




Off Standard

means the operator is compensated usually

with an   , even when he is oOT
producing a product.

Reduced efficiency

Generally due to 

 
,
 
 , etc.
|

 
 
 


î Orientation Program

î Training Programs

î Ëob Skills

î Cross Training for multi skill operations

î Live training

î estibule Training ± simulated

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 ë 




ënventory control and Turnover

î This is an effort to maintain stock levels and

costs within acceptable limits

ënventory levels must be

î high enough to maintain a steady workflow,

î keep inventory investment at a minimum and

î provide good customer service

|

 

 ë 




î ënventory is a controllable element that has a

major impact on productivity

î ënventory management is key to the success of

the firm.

î ët restricts cash flow and does not add value to

the product

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 ë 




ënventory turns and productivity can be improved

through

î  

,

î more    

 

and

î 
 

 

 .

|

 
 G




î Production waste is costly and controlling

it is a social responsibility

î Cutting generates a lots of waste and

disposing them may be more expensive

î *yeing and washing need a lot of water

|

 
  


›

 



î Replacement of essential ^
 



î Replacement of  

to
increase productivity and reduce costs

î Acquisition of ^
to expand
production capacity and to improve quality

|

 
  


›

 



î Acquisition of ^
to produce new
product line

î Acquisition of ^
to improve
safety and environmental factors

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 [
 

 

î Clemson Apparel Research (CAR) ± South

Carolina

î Textiles Clothing Technology Corporation

[TC]
- oorth Carolina

î Computer ëntegrated Manufacturing (CëM) ±

University of Southwestern Louisiana

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