Production Line Planning – Once we’ve set up our Capacity Booking Chart in the Production Planning and Control (PPC) process, the next step is Production line planning or Loading Plan. During this stage, we strategically allocate styles to various production lines or batches, considering delivery dates. Prioritization involves assessing not only the delivery timelines but also taking into account factors such as Order Quantity and the production time required for each style.
This detailed Production line planning ensures optimal utilization of resources and efficient execution of the production schedule. Hope you are clear with term” Production line planning”. This plan gets shared with everyone in the factory – from the cutting and stitching teams to finishing, trims store, and even the top boss. It’s like the blueprint that guides the whole production process, making sure everyone is on the same page and things run smoothly.
Best way to plan
Below we’ll learn the step by step guide on How to plan a line on an Excels Sheet manually. Today, there are many software options like Fast React of Coats used for planning that we will update you in the next blog on how we plan using that software.
How many days should we plan for?
Let’s plan for a month, starting from the 1st of November to the 30th of November, see the above table provides a detailed overview of the Production line planning and performance metrics for a garment manufacturing line over a period of time, delineated by dates and corresponding days of the week. We should keep date and days column on top, 1st thing 1st never plan for a week off and on any holiday, Like Sundays and any national holiday remove it from plan. Sometime we run factories unofficially in that case we might get caught in compliance or in any other buyer visits.
If production doesn’t align with the plan, factories may run on weekly offs or even on national holidays to meet the ship date.
After the date and days columns, add Line No. to specify which line is being planned, the style, order quantity, and delivery date. We plan horizontally to include more details like Style No., Order Qty, and Dlv Dates without increasing cell sizes. In the example table, two styles are planned in Line No. 1: #Tessa Dress and #Belliver Cowl Dress, with associated order quantities and delivery dates, sourced from the Capacity Planning Sheet , to know more about capacity click here.
SMV (Standard Minute Value)
SMV indicates the standard time required for each garment’s production in minutes. The SMV, provided by the Industrial Engineer, will differ for each style, and it’s mentioned in the respective column.
Standard Minute is the time value arrived at for a task based on the average rate of output which qualified workers will naturally achieve without over exertion provided that they know and adhere to the specified method and provided that they are motivated to apply themselves to their work.
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Running Machine
This column denotes the number of machines actively planned for production each day to achieve the target output and meet shipment deadlines. Try to utilize the total machines installed in that line if possible. If we have a line of 30 machines and our machine plan, devised by the Industrial Engineer for optimal productivity, designates that the style is set to run on 18 machines, the remaining 12 machines should not be left unutilized.
To address this situation, it is advisable to plan a small batch of a basic style and concurrently run two styles on the same production line. Failing to utilize these machines can result in significant production losses. This phenomenon is commonly referred to as production loss, where the potential output of the production line is not maximized due to underutilization of available resources. By effectively managing machine allocation and production line planning, we can mitigate such losses and enhance overall efficiency.
Learning Curve
The percentage indicates the learning curve applied to production efficiency over time. When introducing a new style to a production line, sewing operators, undergo an initial period to reach their maximum or normal sewing speed. The time taken by a sewing operator to complete a garment is generally higher when commencing work on a new style.
With repetitive tasks, the operator becomes more familiar and efficient, resulting in a reduction in the time required for stitching a garment or completing a specific operation. This efficiency improvement may stem from becoming accustomed to a new operation, adapting to a different machine with varied settings and guides, or handling a different type of material.
Planned/Target Production:
Determining the realistic target for the production line involves the application of a provided formula.
Consideration for a 5% absenteeism rate during Production Line Planning is essential. The Production line planning chart assumes an 8-hour shift with an additional 2 hours of overtime. Efficiency calculations are based on the planned date, taking into account the learning curve.
Cumulative Plan
The ‘Cumulative Plan’ feature is instrumental in accumulating daily targets, providing a running total over the specified planning period. For instance, if the plan outlines 233 pieces on the 1st day and 327 on the 2nd day, the cumulative target for the 2nd day amounts to 560 pieces, and this cumulative approach persists for subsequent days.
This comprehensive planning chart for one production line serves as a template for repetition across other lines. Ultimately, the summation of all lines culminates in the completion of the factory planning process.
Planned vs. Production
It’s clear that production line planning involves a systematic approach to organizing resources and schedules for optimal efficiency. Now, let’s delve into the next crucial aspect: Planned vs. Production. Combining both topics in a blog post makes perfect sense as it allows for a seamless transition in understanding the holistic process and monitoring practices on a daily basis and reschedule as per the actual output.
Actual Output – This is the real deal – the actual number of clothes/garments made each day. We need to keep track of this and jot it down in our records. The Actual Output shows us how well our production line is doing in real-time. It’s like a quick snapshot of what’s happening on the factory floor
Actual Cumulative Output – the Actual Cumulative Output adds up the actual production numbers over some time, like a running total. It gives us a bigger picture of how we’re doing overall. Day by day, it shows us the progress we’re making, giving us a better sense of how efficient our production line is over time.
Deviations –
Now, let’s talk about deviations. This just means the difference between what we planned to make and what we actually made. It’s like a heads-up that helps us spot where things might be going off track. Looking at deviations is a smart way to catch any hiccups early on. If we see a gap between the plan and what’s really happening, we can figure out what’s causing it and make quick adjustments.
Take, for instance, Chart 1.3. On 9th Nov (Sat), deviations were 487 pcs, but by 11th Nov (Mon), they reduced to 195 pcs. Why?
Because the production team utilized Sunday, putting in an extra 7 hours with 58% efficiency. This highlights the importance of avoiding holiday in Production Line Planning for a smoother workflow.
Efficiency (%) – Efficiency is calculated by comparing Total Minute Produced to the Total Minute Worked, providing insight into production effectiveness
Total Minute Produced = Output X SMV
Total Minute Worked = No. of Machine Worked X Working Minutes
Total Working Minutes -Knowing the total minutes worked is fundamental. It helps us understand the workforce commitment and productivity over a specific period, Formula – No. of Machine Worked X Working Minutes
Total Minutes Produced -This tells us the actual time utilized for garment manufacturing. It’s a crucial metric to gauge the efficiency of our production processes e.g.- Output X SMV
This detailed information allows for a comprehensive analysis of the production line’s performance, including adherence to planned targets, efficiency levels, and the utilization of machine capacity. Monitoring these metrics aids in identifying areas for improvement, optimizing production processes, and ensuring that the manufacturing line operates at its full potential