If you were to ask someone outside the clothing industry how they imagine a clothing manufacturing company is structured, they would most likely answer that there's a group of tailors and seamstresses developing each garment individually. This model worked in the early 20th century; however, nowadays, the most advanced companies mass-produce garments, optimizing operations.
A modern clothing company like GDI Uniforms It's more like an automotive company, with different production lines, each dedicated to the development and manufacturing of a specific model. But in a context as diversified as the current textile industry, is it still possible to execute a production plan effectively? Is it still possible to organize production plans for one or more production lines simultaneously? Or might such plans be thwarted?
Mass production has transformed over time, especially in recent years. For example, in the 70s and 80s, it was common to talk about large orders, while today companies are managing thousands of micro-orders simultaneously and countless models, some even unique and never to be repeated. Because of all this, the complexity of production management, both internal and external, has increased exponentially, and all indications are that this trend will not stop.
If yesterday production planning consisted simply of standardizing each line for a certain time, with models and colors that changed very occasionally, today proper planning involves agile vertical and horizontal integrations between the various production units.
So, what needs to be done to plan and organize production resources? An effective Production Planning and Control System must:
- Captivate quickly orders and forecasts.
- Evaluate correctly assess the impact on the Production System.
- Plan the production itself depends on the arrival of the inputs.
- Assign Orders to the sewing lines, taking into account internal links, such as processing times, bottlenecks, etc.
- Monitor the orders in process and compare them with what was previously planned.
- Check compliance is in process commitment dates, taking the appropriate actions to ensure that what has been agreed is fulfilled.
Efficiency and effectiveness in these activities depends, above all, on having reliable data readily available, promptly filed, classified, and on the instruments used to collect them, for example, histories, time and motion studies, etc.
Now, the production area needs to be integrated with the sales area and vice versa, achieving communication in the same language and on the same timeline. Integrating production with the sales function typically means:
- DISCOVER sales models and how to serve customers, whether internal or external.
- Aline the links of the production system.
- Establish the coordination procedures in case of problems or delays.
- In short: prevent This allows us to prevent and anticipate solutions for potential crises.
Finally, optimizing production is a complex and constantly evolving issue, depending on the specific production lines where it's being implemented. However, there are established improvement processes that outline well-defined actions. Smaller lines are easier to optimize, allowing for faster and more effective intervention. Larger, more complex lines, on the other hand, require a more detailed analysis of each of the following points:
To conduct a thorough analysis of method and resources which are available: Labor, Machinery, etc.
- Identify critical points and areas of opportunity.
- Formulate a frame of reference.
- Create an operational plan and share it with the internal client.
- Assign one or more companiessharing the work plan.
- Provide support to the designated officials and monitor progress in the process.
- Establish Control procedures and provide feedback to the commercial area.
Provide timely feedback to the production line, helping to plan in the most effective way.
At GDI we have evolved, improving our processes to become what we are, a world-class textile company. Our Production department comprises a group of Human, Material, and Intangible Resources that collaborate synergistically to achieve all our goals. The main function of the Production Manager is to lead all these Resources. with our continued focus on satisfying each of our Business Partners.
Our Production Area is ready to start projecting your corporate image to each of your clients.
Come closer to us and together let's build the best project for you!
Roberto Moro – Production Manager of GDI Grupo Diamante Internacional