APPAREL PRODUCTION PLANNING AND CONTROL

Assigment 1 Elements of APPC

SUBMITTED TO: MR. RAM MOHANON 12/02/2015

SUBMITTED BY:RAJIV RANJAN21DFT-VI

INTRODUCTION:

Production planning and Control department is one of the important department for the apparel manufacturing company. In the context of the apparel manufacturing primary roles of the Production Planning and Control (PPC) department has been listed below. Each functions has been explained briefly just overview about the task.

4 Activities of apparel production planning and control Analysing forecasting planning and scheduling controlling

Production analysis

Quality specifications can be analyzed with one of the following The finished garment A muslin fitting or other facsimile A sketch of the garment (Saves cost of sample) Production analysis (qualitative)

Examine the sketch, fit or garment and determine the style line specifications of the garment with respect to fit, drape and silhouette. Determine all the possible patterns breakdowns of the garment with can yield the style specification. Sketch the patterns in miniature with detailed contour for each pattern and state the number of pieces for each pattern in the garment. Make the grain lines on each pattern Fabric analysis: determine the yarns, construction, count, and finish of the fabrics, to be used. Evaluate its drape and work characteristics with respect to the specific style specifications determined in step1 and the production process to be used. Trimming and findings analysis: determine the specifications, properties and work characteristics of the trimmings and findings in the garment, Sewing thread and yarn, twist, size, finish, tensile and loop strength etc, closures; buttons, zippers buckles elastics hooks and eyes lacings snaps etc. Process analysis; With respect to quality standards: determine and evaluate the sewing operations, state the specifications and its accompanying tolerances limits, line specifications, required drape specifications, seam type, stitch type, cutting, folding, fusing, marking, under pressing, final pressing, packaging etc.

Production analysis quantitative

1. The production machinery or equipments and utility equipment needed2. Work station layout arrangement of materials, operators, machines etc.,3. Material handling equipment/system needed4. Flow process grid sequence of operations5. The production control plan; production schedule.

Production control system Types of forms Sales order Sales tally sheet Purchase order Receiving memo Cutting order The cutting production control chart Cutting projection tally sheet Re cut or swatch ticket Bundle ticket Bundle control sheet Sewing dept. projection tally Pressing production tally Packing and shipping projection Charge memo Invoice or bill Production control ledger Equipment maintenance record Equipment inventory control Receiving quality control sheet Laboratory quality control sheet Rejection memo Daily operator scheduling sheet Production control charts Daily operator productivity report Daily inventory in proce3ss report Design approval

ANALYSING

1)Determine the quality specifications of the product. It provides the specifications for the following elements of production:a) Raw Materialb) Production Equipment and Toolc) Production Personnel

2) Determine the quantitative production capacity of each operation ,job or process.FORECASTING

It is the process of estimating the future sales or rate of delivery. Forecasting the anticipated load of production per unit time. Forecasting serves as the basis of planning. since we are able to anticipate the future we are able to plan better. Forecasting requires experience ,judgment and technical expertise

PLANNING

Planning is an analytical process which encompasses an assessment of the future ,the development of alternative courses of action to achieve the desired objective and selection of the best and most feasible course of action from among these alternatives.ORGANISING-What & Where?Activity of organizing involves sequence of communication and material processing. SCHEDULING -WHEN?Activity of scheduling decides when would each process happen.DEPUTIZING-WHO?PLANNINGProduction machine & Equipment , Shift hours and manufacturing capacity.Manufacturing processes, process set up times and production throughput rates.Work Station layoutDetail resources and processes involved for each job, materials required and work instructions." Master Schedule" .Basic Flow Process Grid Construction.Forecast &schedule resource requirements vs. capacity.Priorities workload and process jobs." Production Schedule" production control plan .

CONTROLLING

It is the activity which involves supervision of the execution of the production plan followed with the immediate feedback and the corrective action.Factors tending to simplicity of planning and control are: Degree to which repetitive work occurs, that is, when the same work is done over and over again in the same way, preferably in cycles. Absence of special dates for special items, as when everything is made for stock. Fixed capacity of machines or processes. Invariable method of operation of machines or processes Absence of discreet parts and assembly Completely balanced production in which capacity of every process is strictly proportional to flow of work.

Factors determining control proceduresControl procedures are determined by several conditioning factors: Varied or repetitive character of operations. Nature of manufacturing processes. Magnitude of operations. Varied and Repetitive OperationIn general variety of operations complicates the problem of planning and control, where as repetitive operations, since they reduce variety tend to simplify the problem.In practice, there are all sorts of variant between these two extremes. These may be represented by the continuous production of a single standardized product on the one hand and the completely special order business on the other. Some of the principle variants are Manufacturing to order, which may or may not be repeated at regular intervals Manufacturing for stock, where the product is made up of parts but the processes are not optional. Custom orders may be intermingled. Factors tending to a complex control system are:

Number of ultimate parts in the product. Number of different operations on each part. Extent to which processes are dependent, that is processes which cannot to be performed until previous operations have been completed.

Variations in capacity of machines for different classes of work. Example speed of machines varies according to the nature of the material being work on. Degree to which subassembly exists Occurrence of customer orders containing specific delivery dates. Receipt of orders for many small lots.

Nature of Manufacturing Control is at a minimum where a single homogeneous product is treated by a fixed sequence of processes in a continuous flow. Eg: Coke Cola bottles or underwear. Repetitive operations in factories making many products at the same time. Here a great variety of materials are used in many ways and for many purposes. Sometimes the situation is made even more difficult when custom orders and manufacturing for stock are intermingled. Less accurate planning is possible when manufacturing for stock.

Little forecasting and no definite scheduling is possible with the raw material situation can be surveyed in light of probable demands. Magnitude of operations Scale of operations has an important bearing on the nature of the problem. The degree to which the performance of any activity must be decentralized depends upon the scope of operations and the convenience of their location in larger factories, activities associated with warehousing, processing operations and custody of finished goods must of necessity be carried on in numerous locations.

The importance of control functions and procedures will vary from factory to factory. This variation systems from differences in The degree of control required The control organization Factory management Market served The manufacturing process. The product complexity.Costs and Benefits of Production ControlIn any manufacturing enterprise, someone must perform the various functions of production control; whether it is done by a group of specialists or whether is done by the superintendents, foremen and workmen is a matter for each organization to decide, after a consideration of the costs of each method as related to the results obtained. Benefits:The customers: Increased productivity Better values On time deliveriesThe producers: Adequate wages Stable employment Job security Improved working conditions Increased personal satisfaction Security of investment Adequacy of return

PRODUCTION GRID

AnalysisThe qualities specification for producing a given garment or product are based on the analysis of the following 1. The finished garment for the consumer2. A muslin fitting or other facsimie of garment3. Sketch of the garmentIt is usually possible a great deal of sample making time and money by properly analyzing a sketch before sample or even fitting is made. It is quite common in some plants to make samples before a production analysis because the production analysis of sample shows that the garment cannot be produced for desired cost. Chances are that a good detailed production analysis made from a rough sketch of the garment would be shown that the garment could not be made for the desired cost. This would have saved the cost of making the useless sample. There are two types of production analysis: - Qualitative and QuantitativeThe steps for qualitative production analysis of a garment are follows:1. Examine the sketch, fitting of garment and determine the style line specifications with respect to fit, drape and silhouette.2. Determine all the possible pattern breakdowns of the garment which can yield the style specifications.3. Fabric analysis: determine the yarns, constructions, count, and finish of the fabric use. 4. Trimming and finding analysis: determine the specification, properties and work characteristics of trimmings and finding of the garment.5. Process (constructions) analysis with respect to quality standards: a. Determine and evaluate the sewing operations. b. Determine and evaluate the preparation operations (assuming the sewing operations are the prime operations, since those are ambient). c. Determine and evaluate completion (finishing) operations

After the qualitative analysis has presented the list of quality specifications the qualitative production and analysis should be need to determine: 1. The production machine or equipment and utility requirement needed for the operations.2. Work station lay out: The proper arrangement of materials of machine or equipment.3. Transportation to the next work station: The method used and equipment used.4. The flow process grid: The sequence of operation with respect to. a. Spatial relationship. b. Time relationship. 5. The production control plan: The production schedule (time table)

Flow process grids and charts Most production managers , engineers ,and manufacturers are familiar with the use of the flow process chart as a tool for designing production systems and plant layouts. A study of flow process charts in various textbooks and technical magazines article showed that the flow process chart, used in most places , is actually an inadequate tool for production planning purposes. These flow process charts are in adequate because they are diagrams without any time or space scales. Any production blueprint ,diagram or chart must be based on these principles (time and space relationships) if it is to be a worthy engineering tool for calculating production system efficiency is time value based on space relationship plus space values .

In a flow process chart is to be an efficient planning instrument , it must be constructed with mathematical graph uses the grid information of a y axis ,the ordinate and x axis, the absisa. The y axis is the time line of the production system and longitudinal relationships among the various work and temporary storage stations. The x axis depicts lateral relationships among the work and temporary storage stations. The work flows from the base of the graph, the first time level the top of the graph ,the final time level . The total production Time is equal to the sum of the y time levels. Each time level is equal to the time required to produce a required amount of product units. The production equipments and workers per work station on the graph will be equal to that required to yield the required amount per unit time level. An FPG constructed for complete production control must not only list all operations (processing and inspection) of the garment with minimum level construction, it must also list the following data. Total processing time per bundle. Inventory in- process time per bundle, without temporary storage time allowed Total processing time for the garment (including inspection). Between the total of successive levels. Amount of machine (and other equipment) of each type, needed to produce a hourly required amount. The amount of operators needed in the production line to produce the required daily amount. The temporary storage allowed totally, between successive levels, including a safety factor tolerance to prevent bottlenecks due to machine breakdown or changes in the production line. Total schedule inventory-in- process time; the it takes a bundle to pass through entire production line after the bundle enters the first levels temporary storage.BASIC FLOW-PROCESS GRID CONSTRUCTIONSince the largest percentage of production labor in apparel manufacturing is most often engaged in the sewing department, and since this department usually has the all over production problems of coordinating production problems between work stations, the principles for making a Flow Process Grid will be developed and illustrated by making an FPG for the sewing production of a simple garment, a mans T shirt.Step 1. List all the sewing operations necessary to produce the garment.Step 2. Group the operations in the levels according to numerical order in which these operations may be performed to give the quality specification for the garment. For example, assume that the T-shirt is going to be produced and the quality specification for seam sequence for the sewing operations.From these quality specifications, we see that the seam side seam and underarm seams may be combined into one operation if this is quantitatively better than it as listed, two seprate operations. This permits us to list the operations. This permits us to list the operations on the following possible levels of operational sequence:STEP 21. Side seams, shoulder arm, collar seam, underarm seam2. Neck seam, sleeve hem, hip hem3. Covering stitch 4. Armhole seamOn examining this arrangement of four levels we find that the side and shoulder seams cannot be made simultaneously at two different work stations because the same parts are needed for both operations.This would place the armhole seams or the sleeve hems on the fifth level. If the sleeve hem is made on the fifth level, the armhole seam must be placed on the sixth level, and vice versa. The answer as to which it is best to make the armhole seam on the fourth, sixth, seventh or the eighth level will depend on the others factors.Flow process grids for production control An FPG constructed for complete production control must not only list all operation (processing and inspection) of the garment with the minimum level construction , it must also list the following data 1. Total processing time per garment (including inspection)2. Total processing time per bundle3. Inventory in process time per bundle without temporary storage time allowed between the total 0of successive levels.4. The amount of machines and other equipments of each type, needed to produce the required hourly amount.5. The amount of operators needed in the production line to produce the required daily amount.6. The temporary storage allowed totally, between succ3essive levels, including a safety factor tolerance to prevent bottlenecks due to machine breakdown or changes in the production line.7. Total scheduled inventory in process time, the time it takes to bundle to pass through the entire production line, after the bundle enters the first levels temporary storage.

In some grids, code symbols designating the title of operation may be included. such codes consist of a letter identifying the operations positions in the main assembly or sub assembly line, with an adjoining numbers locating the operation level on the fpg. these may include in the operation title column or in a separate column The unit time per operation is the 100% efficiency time for operation based on the prescribed method with the prescribed equipment and includes the allowed PFD. the bundles time is the time for the maximum bundles amount or the average bundles amount used. It is optimum with the respect to operating time and inventory in process time hence a bundles may contain less garment but never more The number of operator and machines used per operation will be synonymous unless the work station is on3 in which the operator controls the two or more machines simultaneously. When such a situation exist the operator column should have two figures for such operations, one figures posted above the other. The top figure is for the operator the bottom is for machines.The total inventory in process (the number of garment in production line) is computed by multiplying the inventory-in-process time by the amount of garments scheduled to be produces per hour according to FPG.The symbol for the type of machine used for the operation can be listed in the lower right hand corner of the operations titled column. It is advisable to use the following colors scheme. If possible, for fpgs because it permits one to pinpoint and relate pertinent information for production control more rapidly.Black-operation title, unit time, arrows, level numbers.Blue-bundle time, maximum assembly line time, total safety factor tolerance time between levels, total inventory-in-process time.Red-machine symbols, operations required per operation, total operations needed.Green- amount of machines needed. When no operator services a gang machine setup, this is issued only in the summary of machines required for the production line. This summary table is usually posted at the top of FPG.Additional colors with different allocation of type of data per color may be used if so desired.Production gridThe core for production system efficiency is time. Whereas. The core of plant layout efficiency is time value based on space relationship plus space values. If a process flow chart is to be efficient planning instrument, it must be constructed with mathematical rough, concepts, using the grid formation of y-axis the ordinate and x-axis the abscissa. The y-axis is time line of production system and longitudinal space line of production or plant layout. The x-axis depicts the lateral space relationship among the work and temporary storage stations.Such a flow process chart, one with graph grid structure containing ordinate and abscissa values, will be referred to here as flow process gird.An FPG constructed for complete production control must not only list all operations (processing and inspection) of the garment with minimum level construction, it must also list the following data. Total processing time per bundle. Inventory in- process time per bundle, without temporary storage time allowed Total processing time for the garment (including inspection). between the total of successive levels. Amount of machine (and other equipment) of each type, needed to produce a hourly required amount. The amount of operators needed in the production line to produce the required daily amount. The temporary storage allowed totally, between successive levels, including a safety factor tolerance to prevent bottlenecks due to machine breakdown or changes in the production line. Total schedule inventory-in- process time; the it takes a bundle to pass through entire production line after the bundle enters the first levels temporary storage.

BIBLIOGRAPHY

APPAREL MANUFACTURING HANDBOOK- JACOB SOLLINGER