2. TOPIC
The Factory Performance Evaluation Status &
Scope Of Further Improvement By Focusing On
The Key Performance Indicators
3. Index
Implementation & Initialization
of IE Tools & Techniques
Generation Of Key
Performance Indicators
Current Factory Status Based
On KPI’s
Comparison Of KPI’s In Recent
Months
4. Continued…………
Loss Calculation Based On NPT &
Cut to Ship Ratio
Scope Of Further Improvements By
implementing IE Tools & Techniques
Performance assessment based on
KPI(month of March)
Questionnaires
5. Implementation & Initialization of IE Tools &
Techniques
Implemented IE Tools:
Operation Bulletin
Line Balancing
Target setting based on manpower & line balancing
Manpower utilization report
Non Productive Time collection & root cause analysis
behind the NPT
Hourly Production Study
Sewing WIP assessment
6. Continued....
Initiated IE Tools:
Individual Production & Quality board for
operators
Skill matrix of all operators
Line WIP assessment
18. Factory Efficiency is Trends to get Higher
27.93%
30.27%
35.13%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
January February March
Efficiency
Efficiency
19. Target Achievement is trends to get higher
59.39%
65.81%
80.29%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
January February March
Target Achievement
Target
Achievement
Linear (Target
Achievement)
20. Factory productivity trends to get higher
2.18
2.83
3.16
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
January February March
Productivity
Productivity
Linear
(Productivity)
21. Average SMV Trends to get lower
9.12
7.02
7.88
0.00
1.00
2.00
3.00
4.00
5.00
6.00
7.00
8.00
9.00
10.00
January February March
Average SMV
Average
SMV
Linear
(Average
SMV)
22. Factory Average working hour trends to
get lower
11.78
12.64
10.67
9.50
10.00
10.50
11.00
11.50
12.00
12.50
13.00
January February March
Working Hour
Working
Hour
Linear
(Working
Hour)
23. Non Productive Time trends to get higher
0 0
473286
-200000
-100000
0
100000
200000
300000
400000
500000
600000
January February March
NPT (Non Productive Time in minute)
NPT
(MIN.)
Linear
(NPT
(MIN.))
24. Performance trends to get higher
27.93%
30.27%
36.16%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
January February March
Performance
Performance
Linear
(Performanc
e)
25. Absenteeism trends to get lower
9.86%
19.61%
8.18%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
January February March
Absenteeism%
Absentees
m
Linear
(Absentees
m)
27. Floor wise total NPT on month of March
0
50000
100000
150000
200000
250000
300000
350000
400000
450000
500000
1st floor 2nd floor 3rd floor Total
169169
264817
39300
473286
NPT(Man minute)
28. Floor wise Loss of Production due to NPT
0
5000
10000
15000
20000
25000
30000
35000
1st floor 2nd floor 3rd floor Total
13357 14023
2907
30288
Loss in Production (pcs.)
29. Floor wise Loss in FOB due to NPT
$-
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
1st floor 2nd floor 3rd floor Total
$28,018 $31,769
$433
$60,221
Loss in FOB
30. Responsible Sections for NPT(Non Productive Time)
for Month March
Production
17%
Supply chain
60%
Quality
2%
Cutting
2%
Printing
0%
Textile
2%
Maintenance
3%
Merchandiser
7% Absentism
1%
Store
6%
Power failure
0%
Responsible sections for NPT
31. Reasons Behind The Non Productive
Time
FABRIC DELAY
CUTTING DELAY
CUTTING MISTAKE
MACHINE BREAK DOWN
RE-WORK
APPROVAL DELAY
MACHINE DELAY
ACCESSORIES DELAY SUPPLYER
ACCESSORIES DELAY STORE
34. Factory Internal Supply Chain Status(Based on
Order Closing Status for Month of March)
589663
557966
538484 537848
490000
500000
510000
520000
530000
540000
550000
560000
570000
580000
590000
600000
Total Cutting Total Sewing Total Packing Total Shipment
35. Loss Ratios between the Stages of Factory Internal
Supply Chain
5%
3%
9%
0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
10%
Cut to Sew Loss
ratio
Sew to pack Loss
ratio
Cut to Ship Loss
ratio
Loss Ratio
Loss
Ratio
Poly.
(Loss
Ratio)
36. Loss in FOB due to Cut to Ship Loss
$94,269
$57,131
$153,358
$-
$20,000.00
$40,000.00
$60,000.00
$80,000.00
$100,000.00
$120,000.00
$140,000.00
$160,000.00
$180,000.00
Loss in FOB(cut to
sew)
Loss in FOB(Sew to
Pack)
Total Loss in FOB(Cut
to ship)
Loss in FOB
Loss in FOB
Poly. (Loss
in FOB)
37. Scope Of Further Improvements By
implementing IE Tools & Techniques
38. Generation of SMV/SAM for cutting
production
Evaluation of cutting Efficiency based on
SMV/SAM
Generation of cutting & Pre- production
SOP
System development in cutting section (
elimination of replace cutting system)
Process elimination & standardization of
cutting working procedure
Data recording & systematic analysis for
continuous improvement in cutting section
Process elimination & standardization of
sewing processes
39. Changeover time record & analysis
Finding root cause behind changeover time
Changeover time efficiency calculation
Establishment of preventive maintenance
Calculation of Overall equipment effectiveness(OEE)
Visual Management in Cutting, Sewing & Finishing
section
Establishment of Kanban system to minimize the
lead time of supply chain
Establishment of 5S technique allover the factory to
minimize the unnecessary movement
