How do we do mass production in a textile company?
If we were to ask someone outside the clothing industry how they imagine a company that produces clothes is structured, they would most likely answer that there is a group of tailors and seamstresses developing garment by garment. This model worked in the early 20th century; however, nowadays the most advanced companies develop garments in series, optimizing operations. A modern clothing company like GDI Uniforms is more like a company in the automotive sector, where there are different production lines, each dedicated to the development and manufacture of a specific model. But in a context as diversified as the textile industry is today, 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 could those plans be thwarted? Mass production has been transforming over time, especially in recent years. For example, in the 70s or 80s, it was common to talk about large orders, while today companies find themselves managing thousands of micro-orders at the same time and an infinite number of models, some even unique and not to be repeated. Because of all this, the complexity of production management, whether internal or external, has multiplied exponentially, and everything seems to indicate 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 productive resources? An effective Production Planning and Control System must: 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 has to be integrated with the commercial area and vice versa, managing to communicate in the same language and with the same timing. Integrating production with the commercial function usually means: Finally, optimizing production is a complex and constantly changing argument, depending on the lines where it is to be implemented. However, there are established and improvement routes, which include well-identified actions. Small lines are easier to work on and allow for faster and more effective intervention. Meanwhile, the larger and more complex lines have to be broken down and each of the following points addressed: Conduct a thorough analysis of the method and the resources available: Labor, Machinery, etc. 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 consists of a group of Human, Material and Intangible Resources that collaborate in synergy to achieve all our goals. The main function of the production manager is to lead all these resources, with our continuous 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