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Re-engineering of Merchandising Department A Research Proposal For Post-Graduation At Submitted By Miss. Khushboo Master of Fashion Technology, Semester 3 National Institute of Fashion Technology NIFT Campus, GH-0 Extension Road Gandhinagar-382 007 Gujarat 1
Introduction-The global competition, intense work pressure for faster and better delivery,optimization of profits-sales, downtime analysis of productions process and humanerror, reduction in time-to-market, design driven market with quickly changing trends,customer demands for greater design variety and frequent design creation with specificchanges, information access in the production process, transactions and mostimportantly, need of the mass, are some of the challenges being faced by the Fashionand Apparel industry.Re-engineering is “Fundamental rethinking and radical redesign ofbusiness process to achieve dramatic improvements in critical measures ofperformance such as cost, service, and speed in order to make them more effective,efficient, and responsive.” In Garment Industry pre-production process networks are not standardized.They are unique for every single enterprise, every single buyer, and sometimes forevery single order. While the traditional "time-action-plan" concept in pre-productionactivities tries to control delays, it still gives rise to "me-first" mentalities. Pre – Productiondelays are the extension of the days beyond standard and planned schedule for the activitiesstarting from order enquiry to all approvals required for bulk production. These delaysincreases the lead-time even more than the standard one and hence to survive in the globalcompetitiveness is much more difficult for the manufacturers. By various studies andresearch in garment organization, it has been found that the % contribution of Pre-production delays accounts more than 50% of total delay of any order. This project workhas been design to; re-engineer the merchandising department. This will includerethinking and radical re-designing of all activities. The Project work would be targetingon minimizing the expansion of lead time in Pre-production. 2
Literature review:24 orders problem of delay in pre production was found and on further detailed analysisof the lead time and time spent in pre-production of these 24 order was studied it wasfound 65.5% of time was involved in the p pre-production of these 24 orders. 1Time consumed in product development is the biggest issue. Approvals and bulk fabricin house consumes approx 75% of the total pre production activity time and as far themost time consuming task. About 60% of the delays are at Pre production stage andremaining at the production stage and reduction of such time can help the company inmeeting the delivery dates on time. Controlling the delay would enable the company toreduce the deviation from the schedules lead time and honor the delivery date. 2Garment pre production activity, time loss in getting approvals and logistics relatedissues contribute to more than 80% of delays. The garment pre production activity issignificantly inefficient, any saving in time and manpower at this stage can help inimproving overall supply chain efficiency. Strengthening the pre production activity cansignificantly help in reducing the lead time. 3Objective: To analyze the extent of delays in executing the orders. To determine the extent of pre-production delays in overall delays. To determine the potential areas causing frequent delays To determine factors those can be controllable, to avoid delays 3
Methodology:First of all the pre-production activities will be study thoroughly and data would becollected. Further these are the concepts can be implemented to achieving the objectiveof research project: Elimination (remove a process) Compression (remove time within a process) Integration (re-engineering interfaces between successive processes) Concurrence (operate processes in parallel) Order management (Perfect Order is one that is on-time, complete, accurate, and in perfect condition.) Aggregating and prioritizing orders (This include selection of the orders and planned execution of the orders based on the importance and priority) Managing exceptions and substitutions (Inventory shortages, potential customer service issues and delivery problems should be monitored, so that the time and information necessary to place new orders, reroute, substitute and communicate with customers. Reporting (Capture key performance metrics and establish benchmarks for on- time deliveries, cash-to-cash cycle time, inventory turns and forecasting accuracy. Get the information needed to continuously improve fulfillment process) Sourcing (Optimize procurement across an extensive supply network, including stores, distribution centers and suppliers, to meet current demand. Proactive generation of purchase orders for additional supplies when needed. Plan for the future with Demand Forecasting so that right product at right time is ensured. Close eye on the events that may delay order delivery based upon past records) Critical Chain Approach (Like project management, pre-production activities in garment manufacture are driven by human parameters. Furthermore, some of the critical chain characteristics have a lot in common with garment pre- 4
production activities, all of which are addressed specifically and decisively in the critical chain approach. These include: - Reverse scheduling - Multi tasking - Task estimation - Parkinsons Law - No early finishes - Relay race approach - Follow-up mode:Possible deliverables:The possible deliverables research will be as bellow: 1. The study will help the organization to reduce the delay in 2. Identification and rectification of the causes of delay. 3. The research will be able to suggest the changes/modification need to be done for avoid unnecessary delay. 4. By implementing this concept the delay can be avoided. 5
End Note: 1. Pre-production delay in Garment .By: thegodkannan ,scribd.com 2. Posted by Anubhav Yadav, http://knowledgeandfashion.blogspot.com 3. The long and short of garmenting lead-time, By : C. K. Karekatti http://www.fibre2fashion.comBibliographyBooks:Jermy A. Rosenau, Devid A. Wilson, “Apparel Merchandising: The line startshere”,Fairchild, 2001.Grace I. Kuntz, “Merchandising: Theory, principle & practices” , Fairchild, 2000Articles:Stitch world, 2010,Apparel online, 2010Websites:www.tukatech.comscribd.comhttp://knowledgeandfashion.blogspot.comwww.fibre2fashion.com 6