KPI

1. 1-0

2. Palmal Group of Industries
KRC(Unit-1,2) Monthly Knowledge Sharing Meeting-
KSM (Jan-22 To July-22)
Organized by:
Central-IE
Manufacturing Audit & Central Costing
1-1

3. Objectives of the Meeting:
1-2
To review factory last seven month performance
To understand our present position against
management expectation
To know about the scope of improvement
To set next month performance target

4. Key Discussion points:
1-3
1. Planning, Production & IE KPI:
Monthly Target Vs. achievement status
Monthly Efficiency %
Monthly PCD Hit rate status
Monthly NPT Analysis
Monthly Revenue status
Monthly Profit/Loss status
Monthly Machine utilization %
Monthly Short/excess shipment status
3. Quality Assurance Department KPI:
 Monthly Final inspection pass status
 Monthly OQL% status
Monthly DHU% status
Monthly Top 3 Defects analysis
2. Human Resource Department KPI:
 Monthly worker absenteeism status
4. Set next month performance target

5. 1. Planning, Production & IE KPI:
1-4

6. Overview of Performance:
1-5

7. Month wise Plan & Floor Target Vs. Achievement status:
1-6

8. Month wise Machine utilization % :
1-7

9. Month wise efficiency %:
1-8

10. Month wise profit/Loss status (Excluding Abnormal Loss) :
1-9

11. Root Causes Analysis:
1-10

12. Month wise per Machine Plan Vs. Achieve Revenue status:
1-11

13. Month wise and SMV wise Style
Allocation Analysis:
1-12

14. Style Allocation Analysis(Jan-22):
1-13
SMV Type Style Type Style Qty
Produced
Minute
Produced Qty
Avg qty % out
of total
Produce Qty
<4.5 Very Basic 9 451218 106165 14.3%
4.51-7.5 Basic 29 1794132 304505 41.1%
7.51-10.5 Semi Critical 11 1838911 221375 29.9%
10.51-15 Heavy Semi Critical 11 945150 69315 9.4%
15.1-20 Critical 6 697963 39465 5.3%
20.1- >=28 Heavy Critical 0 0 0 0.0%
7.73 Basic 66 5727374 740825 100.0%
StylingGroup GrpWiseStyleQty
GrpWise
ProductionQty
Item
A 1 11545 LadiesTop
E 32 438315 T-Shirt
H 1 495 Jogger
I 5 48010 Tank-Top
M 1 600 Sweat-Shirt
N 3 13490 HoodyWithZip
Q 8 123665 Shortpant
P 6 47625 Legging
8 63 740825

15. Style Allocation Analysis(Feb-22):
1-14
SMV Type Style Type Style Qty
Produced
Minute
Produced Qty
Avg qty % out
of total
Produce Qty
<4.5 Very Basic 3 137059 32640 5.4%
4.51-7.5 Basic 22 1284558 244505 40.4%
7.51-10.5 Semi Critical 7 1192892 145620 24.0%
10.51-15 Heavy Semi Critical 14 2182817 162245 26.8%
15.1-20 Critical 2 457202 20840 3.4%
20.1- >=28 Heavy Critical 0 0 0 0.0%
8.67 Basic 48 5254527 605850 100.0%
StylingGroup GrpWiseStyleQty
GrpWise
ProductionQty
Item
E 23 195200 T-Shirt
H 1 7825 Jogger
I 5 26275 Tank-Top
M 7 86205 Sweat-Shirt
N 4 27200 HoodyWithZip
Q 7 26935 Shortpant
P 7 82350 Legging
7 63 605850

16. Style Allocation Analysis(March-22):
1-15
SMV Type Style Type Style Qty
Produced
Minute
Produced Qty
Avg qty % out
of total
Produce Qty
<4.5 Very Basic 2 93370 20795 2.7%
4.51-7.5 Basic 22 2548931 484979 62.2%
7.51-10.5 Semi Critical 6 482162 55085 7.1%
10.51-15 Heavy Semi Critical 14 1789131 141163 18.1%
15.1-20 Critical 3 1567456 78310 10.0%
20.1- >=28 Heavy Critical 0 0 0 0.0%
8.31 Basic 47 6481049 780332 100.0%
StylingGroup GrpWise Style Qty
GrpWise
ProductionQty
Item
E 18 548670 T-Shirt
H 2 7439 Jogger
I 4 23005 Tank-Top
M 9 113858 Sweat-Shirt
N 1 1195 HoodyWithZip
Q 7 25090 Shortpant
P 6 61075 Legging
7 47 780332

17. Style Allocation Analysis(April-2022):
1-16
SMV Type Style Type Style Qty
Produced
Minute
Produced Qty
Avg qty % out
of total
Produce Qty
<4.5 Very Basic 0 0 0 0.0%
4.51-7.5 Basic 25 2684353 509390 70.5%
7.51-10.5 Semi Critical 6 439572 48095 6.7%
10.51-15 Heavy Semi Critical 11 958481 78765 10.9%
15.1-20 Critical 5 1769629 86715 12.0%
20.1- >=28 Heavy Critical 0 0 0 0.0%
8.09 Basic 47 5852035 722965 100.0%
Styling Group Grp Wise Style Qty
Grp Wise
Production Qty
Item
A 2 45220 Ladies Top
C 1 2000 Ladies Dress
E 26 510935 T-Shirt
H 6 34425 Jogger
L 1 6820
Hoody Without
Zip
M 5 98670 Sweat-Shirt
N 2 12535 Hoody With Zip
Q 4 5075 Short pant
P 1 450 Legging
9 49 722965

18. Style Allocation Analysis(May-2022):
1-17
SMV Type Style Type Style Qty
Produced
Minute
Produced Qty
Avg qty % out
of total
Produce Qty
<4.5 Very Basic 0 0 0 0.0%
4.51-7.5 Basic 25 1754340 325344 66.0%
7.51-10.5 Semi Critical 5 379090 40500 8.2%
10.51-15 Heavy Semi Critical 9 622700 44630 9.1%
15.1-20 Critical 3 1694405 82140 16.7%
20.1- >=28 Heavy Critical 0 0 0 0.0%
9.03 Basic 42 4450535 492614 100.0%
StylingGroup GrpWiseStyleQty
GrpWise
ProductionQty
Item
A 4 110196 LadiesTop
E 19 157518 T-Shirt
H 2 5205 Jogger
L 1 6295
HoodyWithout
Zip
M 7 133295 Sweat-Shirt
Q 1 31700 Shortpant
P 4 20975 Legging
7 42 492614

19. Style Allocation Analysis(June-2022):
1-18
SMV Type Style Type Style Qty
Produced
Minute
Produced Qty
Avg qty % out
of total
Produce Qty
<4.5 Very Basic 0 0 0 0.0%
4.51-7.5 Basic 36 2482017 425403 64.7%
7.51-10.5 Semi Critical 7 901757 96830 14.7%
10.51-15 Heavy Semi Critical 8 851253 62538 9.5%
15.1-20 Critical 3 1305137 72320 11.0%
20.1- >=28 Heavy Critical 0 0 0 0.0%
8.43 Basic 54 5540164 657091 100.0%
StylingGroup GrpWiseStyleQty
GrpWise
ProductionQty
Item
A 2 23090 LadiesTop
C 1 1300 LadiesDress
E 31 459288 T-Shirt
I 1 6540 Tank-Top
M 4 62615 Sweat-Shirt
N 1 4400 HoodyWithZip
P 10 85348 Legging
7 54 657091

20. Style Allocation Analysis(July-2022):
1-19
StylingGroup GrpWiseStyleQty
GrpWise
ProductionQty
Item
E 18 265714 T-Shirt
H 1 10900 Jogger
I 1 5310 Tank-Top
M 1 920 Sweat-Shirt
N 2 7018 HoodyWithZip
P 12 135455 Legging
6 38 446682
SMV Type Style Type Style Qty
Produced
Minute
Produced Qty
Avg qty % out
of total
Produce Qty
<4.5 Very Basic 0 174181 8255 1.8%
4.51-7.5 Basic 23 1822554 351804 78.8%
7.51-10.5 Semi Critical 5 414201 45873 10.3%
10.51-15 Heavy Semi Critical 7 417167 36440 8.2%
15.1-20 Critical 3 107644 4310 1.0%
20.1- >=28 Heavy Critical 0 0 0 0.0%
6.57 Basic 38 2935746 446682 100.0%

21. Most common some Finding Issues in KRC(Unit-1,2) for production
hamper.
1-20
 Plan input date and close input date not appropriate. Maximum styles are input delayed
in sewing line.
 Some style planning one line but actually two or more line input in sewing.
 Same style two or more times input close and again input.
 Line wise style plan not matching in production line. Suddenly the style changes that is
the line plan changes.
 Some style production plan less than feasibility but this plan is not hitting.
 Some mixed style are planning one line but there are machine needs different number.
 Maximum line is not getting input properly for cutting supply delay.
 Some style planning in allocation sheet but we did not found in practical sewing line.
 Print supply very poor from ALP print.
 Last month Action Netherlands Men’s Tee shirt style fabrics Dia uneven (Dia found
61,62,65,64 etc.) For this reason cutting suffering big problem. But this style production
running in 6 lines.
 A large number of time loss for machine problem. Mechanics do not solve problem
within short time.

22. 1-21
Unit Name Line Buyer Style Target Pcs
Required
Input Pcs
Actual Input
Input Short as
per target
Remarks
A MORRISON 26882 2600 Pcs 3500 Pcs 2000 Pcs -600 Pcs Out of Plan
B ACTION MEN'S TEE 3200 Pcs 4000 Pcs 1800 Pcs -1400 Pcs Cutting Supply delay
C ACTION MEN'S TEE 3200 Pcs 4000 Pcs 1000 Pcs -1488 Pcs Cutting Supply delay
D+E KAPORAL BENJY 1000 Pcs 1600 Pcs 400 Pcs -600 Pcs Print Supply delay
F LEFTIES
ATIF
(BOTTOM)
1800 Pcs 2500 Pcs 2000 Pcs 200 Pcs OK
G ACTION MEN'S TEE 3200 Pcs 4000 Pcs 1000 Pcs -2200 Pcs Cutting Supply delay
H ACTION MEN'S TEE 3200 Pcs 4000 Pcs 1000 Pcs -2200 Pcs Cutting Supply delay
18200 Pcs 23600 Pcs 9200 Pcs -8288 Pcs
Line Buyer Style Target Pcs
Required
Input Pcs
Actual Input
Input Short as
per target
Remarks
A MORRISON 26882 1000 Pcs 1500 Pcs 1000 Pcs 0 OK
B SAINSBURRY 141005067 1800 Pcs 2200 Pcs 1040 Pcs -760 Cutting Supply delay
C ACTION MEN'S TEE 3000 Pcs 3500 Pcs 1512 Pcs -1488 Pcs Cutting Supply delay
D MANGO 303606 MK 1500 Pcs 2000 Pcs 1001 Pcs -499 Cutting Supply delay
E ACTION MEN'S TEE 3000 Pcs 3500 Pcs 1600 Pcs -1400 Cutting Supply delay
F MORRISON 26882 2600 Pcs 3000 Pcs 1600 Pcs -1000 Cutting Supply delay
G MORRISON 26882 2600 Pcs 3000 Pcs 1524 Pcs -1000 Cutting Supply delay
H MORRISON 26882 2600 Pcs 3000 Pcs 1600 Pcs -1000 Cutting Supply delay
18100 Pcs 21700 Pcs 10877 Pcs -7147 Pcs
36300 Pcs 45300 Pcs 20077 Pcs -15435 Pcs
Palmal Group of Industris
Sewing Line Update-KRC(Unit-1,2)
SUB TOTAL
G.TOTAL
Unit-2
Unit-1
SUB TOTAL

23. Month wise facts analysis :
1-22
SMV 1st
day 2nd
day 3rd
day 4th
day 5th
day 6th
day 7th
day 8th
day 9th
day 10th
day
<4.5 45% 60% 70% 75% 85% 85% 85% 85% 85% 85%
4.51-7.5 40% 55% 65% 70% 75% 75% 75% 75% 75% 80%
7.51-10.5 35% 45% 55% 60% 65% 65% 65% 70% 70% 70%
10.51-15 35% 45% 50% 55% 60% 60% 60% 65% 65% 65%
15.1-20 25% 35% 45% 50% 55% 55% 55% 55% 55% 60%
20.1-28 25% 35% 40% 45% 50% 50% 50% 55% 55% 55%
>=28.1 10% 20% 30% 35% 40% 45% 45% 45% 45% 50%
Efficiency Requirement
Month Factory
No of
Working
days
No.
Style
Running
No.
Styling
No. of
Avg.
Line
Run
days/St
yling/Li
ne
Expecte
d
Efficienc
y
Achieved
Efficienc
y %
January-22 KRC(U-1,2) 26 63 15 12 21 days 65% 51%
February-22 KRC(U-1,2) 23 48 17 13 18 days 70% 56%
March-22 KRC(U-1,2) 26 47 16 15 24 days 70% 58%
April-22 KRC(U-1,2) 26 49 20 16 20 days 70% 56%
May-22 KRC(U-1,2) 21 45 19 16 17 days 70% 53%
June-22 KRC(U-1,2) 26 54 14 13 24 days 65% 52%
July-22 KRC(U-1,2) 21 38 12 16 28 days 65% 39%
G. Total
KRC (U-1,2)
TOTAL
24 344 113 100 20 days 68% 52%

24. PCD HIT RATE:
1-23

25. Month wise NPT status :
1-24
Non
Productive
Minute
NPT Value
NPT Value in
Tk.
NPT% NPT (Pcs)
NPT (Man-
Hour)
NPT
MC/Day
Total Earning
(Including NPT
Value)
Revenue/MC
(Without NPT)
80020 Min. 5,601.40
$ 464,916৳ 0.72% 10350 Pcs 1334 5 MC 564,764.40
$ BDT 93637
87520 Min. 6,126.40
$ 508,491৳ 0.94% 10091 Pcs 1459 6 MC 498,986.51
$ BDT 96092
195920 Min. 13,714.40
$ 1,138,295৳ 1.77% 23589 Pcs 3265 12 MC 524,966.38
$ BDT 87069
86540 Min. 6,057.80
$ 502,797৳ 0.82% 10691 Pcs 1442 5 MC 505,422.16
$ BDT 89879
283380 Min. 19,836.60
$ 1,646,438৳ 3.36% 31366 Pcs 4723 19 MC 390,827.33
$ BDT 84947
168490 Min. 11,794.30
$ 978,927৳ 1.58% 20124 Pcs 2808 11 MC 552,354.52
$ BDT 91592
291414 Min. 20,398.98
$ 1,693,115৳ 4.20% 47701 Pcs 4857 25 MC 301,345.64
$ BDT 71117
1193284 Min. 83,529.88
$ 6,932,980৳ 1.91% 153914 Pcs 19888 11.9 MC 3,338,666.94
$ BDT 614333

26. NPT status KRC (U-1), JULY-2022:
1-25

27. NPT status KRC (U-2), JULY-2022:
1-26

28. Operators Skill Matrix Analysis KRC(UNIT-1) :
1-27
Grade Standard Actual
A 25.0% 32.5%
B 50.0% 45.8%
C 25.0% 21.7%
D 0.0% 0.0%
Total 100.0% 100.0%
Operators Skill Matrix KRC (UNIT-1)

29. Operators Skill Matrix Analysis KRC(UNIT-2) :
1-28
Grade Standard Actual
A 25% 15%
B 50% 71%
C 25% 14%
D 0% 0%
Total 100% 100%
OperatorSkill Matrix KRC(Unit-2)

30. Month wise On Time Delivery status:
1-29

31. Month wise short/excess shipment status :
1-30

32. 2. Human Resource Department KPI:
1-31

33. Month wise worker absenteeism status :
1-32

34. Factors influencing on efficiency %:
1-33
1. Style Analysis : Allocating the styles in such a way that
maximum line days can be achieved.
2. PCD hit Rate : Ensure PCD to ensure right style line feeding at
right time.
3. Set a standard Target : Target has to be as per feasibility
learning curve to get expected efficiency.
4. Production Monitoring : Ensure process wise production which
leads to target achievement of full line.
5. Line Balancing : Set right person at right place to get maximum
utilization of manpower and get output.
6. Operators Skill Matrix : Identify the right person as per process
& requirement.
7. Operators Availability : Reduction of absenteeism to ensure
operators availability as per requirement.

35. 3. Quality Assurance Department KPI:
1-34

36. Month wise Final inspection status:
1-35

37. 1-36
Month wise Final inspection OQL status :

38. Month wise Sewing DHU status :
1-37

39. TOP 3 DEFECTS OF LAST 5 MONTHS
1-38
SL NO. Month
UNCUT-
THREADS
BROKEN
STITCH
RAWEDGE
SKIP
STITCH
1 Mar-22 29.9% 20.1% 17.3%
2 Apr-22 24.1% 12.2% 14.8%
3 May-22 21.6% 11.0% 13.8%
4 Jun-22 29.7% 15.4% 16.2%
5 Jul-22 25.2% 14.1% 14.1%
26.1% 14.6% 14.9% 15.7%
TOP 3 DEFECTS OF LAST FIVE MONTH
SUB TOTAL

40. Root cause & Action plan of Uncut thread
1-39

41. Root cause & Action plan of Broken stitch
1-40

42. Root cause & Action plan of Raw-edge
1-41

43. Root cause & Action plan of Skip stitch
1-42

44. Thank You