How to monitor TNA Planning

How to monitor TNA Planning? We have made & circulated the Monthly Planning sheet for how the goods will move, but you know, things don’t always go as planned, especially when machines and people are involved. So, what do you do to make sure everything stays on track?

How do you keep an eye on this plan and how to deal or communicate with the department head who did the deviation. When to tell the deviation to the General Manager and when to let the big bosses know if things are not going as expected? Well, that’s what we’re going to talk about in this blog. We’ll get into how we watch over the plan and the steps we take to tell the higher-ups if things are going off course.

Identifying Delays 1st Day

When a delay is detected, the production is not coming as per the planning and there is a deviation of one day. We have to inform to the department head or manager who is responsible for the specific process or department.

We have to ask him Why is there a deviation? What is the alternate solution? what are your next steps to minimize it and come back on to the plan.

If the department head analyzes the root cause of the delay and come back with a valid solution and take the corrective necessary action to bring the schedule back to the track.

If he didn’t take any corrective action with in a day the the issue to be escalated to his senior Factory or General Manager. They need to know what’s going on and step in to sort things out

Delays not sorted out on 1st Day

If the delay persist and the department head’s corrective action are not sufficient to minimize the delay, the PPC executive escalate the matter to the General Manager or Factory Head. This ensures a broader perspective on the issue.

The General Manager intervenes to implement additional measures to resolve the delay with his experience and his knowledge. and if the delays continues beyond the second day, it’s time to involve the top management for a strategic overview and decision-making. The top management evaluates the situation and initiates decisive actions to address the issue.

Is the delay sorted out

Regulars follow-ups are conducted to ensure that the corrective actions are effective. If the delay persists, further interventions are needed. We have to talk to the next department to accommodate the delay . If the department agrees then the reschedule the Planning accordingly or else go to the Merchant and inform him or her about the delay so that they can update there CP (Critical Path). To know more on CP (Critical Path) click here

In extreme cases where delays cannot be resolved within the existing T&A plan, then only the CAP is updated with the Merchants

And a new plan may be developed to accommodate the changes.

Let’s analyze the deviation chart of Planned vs Actual.

On 23rd Nov, there’s a deviation of 148 pcs, and we immediately highlighted it with the Production Manager. Despite some efforts, the production manager couldn’t hit the target the next day.

At this stage, the PPC team informs the senior, like the General Manager. He steps in to address the problem, takes necessary actions, and works accordingly.

Conclusion

Dates will get changed, delays may get accommodated but the PPC team’s job is to make sure everyone knows about these delays so they can act on them. The goal of efficient production planning is to meet the production deadlines and keep things running smoothly and ensure smooth operations. However, delays are inevitable, and it’s essential to have a structured approach to monitor and address them promptly. In this blog post, we’ have outline a step-by-step guide on how to monitor T&A planning and take corrective actions when delays occur.

By following this structured approach to monitor and address delays, PPC can navigate challenges, minimize disruptions, and maintain a streamlined production process. Remember, proactive monitoring and decisive actions are key to staying ahead in garment manufacturing.