The monthly knowledge sharing meeting reviewed the last seven months of performance for Palmal Group of Industries KRC units 1 and 2. Key discussion points included monthly targets versus achievement for production, efficiency, profit/loss and other KPIs. Issues that hampered production were also analyzed, such as delays in input plans, supplies and machine issues. The meeting aimed to understand the current position, identify areas for improvement and set new monthly performance targets.

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