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Denim Industry Best Practices

A proactive planning team can make production process easy

Here we can see every team is partially doing other teams job and which actually makes the whole process complicated. But is it not better to simplify this and make respective team accountable?

proactive planning team

So, we should find the best way to do it! The planning team should lead to RMG manufacturing. However, if we look at the existing way of working is as below:

  • Marketing team following up production, quality, purchase, commercial, etc.
  • Production team following up planning, merchandising, etc.
  • Sewing team following up cutting, finishing, printing, embroidery, etc.
  • Finishing team following up sewing, cutting, washing
  • GPQ as part of merchandising team works for assuring product quality
  • Quality team monitoring production work
  • HRD is working to hire a new team as management is not happy for existing team

The current situation is planning team preparing the Gantt chart after getting order input from the marketing team. It’s a kind of assistance for the production team to know the order pattern. If the production team follows proposed Gantt chart blindly then a certain percentage of production line may stay input less ending up with efficiency loss as they are not responsible to ensure supply chain.

So who can ensure smooth execution to deliver in time? Who can lead internally? Probably we all are thinking of anyone team among merchandising or planning or production team. Generally, it is difficult for the merchandising team as it is not easy to coordinate all internal resources. If production teams want to lead, then they need to compromise with efficiency or product quality. On the other hand, the planning team is working in the center of all team, so the planning team should be able to take the better lead, but planners should have enough product and manufacturing knowledge.

Purchase and the merchandising team are responsible for ensuring smooth feeding the lines. Sometimes the logical unexpected reason can be there for delaying in housing materials. But this message is not conveying to the planning team always, rather passing to their managers or production managers.

Then production manager starts thinking of alternative feeding for his sewing lines with/without consulting with the planning team.

Means production manager can’t fully concentrate on his responsibility rather he is thinking for others work. Automatically product quality is deteriorating which is ending up delay delivery, short shipment, creating conflict among internal teams, and even creating personal conflicts. Surely also losing efficiency.

So, one team should lead internally and one team ensure externally. We all know that the marketing team is leading externally, also internally in some cases. The marketing team is not interested to lead internally. If the marketing team see smooth delivery with correct quality, then they can go back to brands and retailers for more order even at a higher price.

So who can ensure smooth execution to deliver in time? Who can lead internally? Probably we all are thinking of anyone team among merchandising or planning or production team. Generally, it is difficult for the merchandising team as it is not easy to coordinate all internal resources.

If production teams want to lead, then they need to compromise with efficiency or product quality. On the other hand, the planning team is working in the center of all team, so the planning team should be able to take the better lead, but planners should have enough product and manufacturing knowledge.

Still, the main challenges of planning will be a smooth supply chain or alternative planning. The solution of the problem is introducing supply chain department as back end support of the planning team and planners need to work from order receiving date instead of start working one week before PCD. They need to focus on both macro planning and micro planning, so that top to the bottom part of the team has aligned.

That does mean that hiring new people, rather re-organizing of existing manpower and training them if necessary.

Management can transfer Production or Quality General Manager to lead planning team to simplify the whole process – marketing – planning – merchandising/purchase – supply chain – planning – production – quality – export commercial – finance – marketing.

Simplified production process
Figure: Simplified production process.

It can help to focus right people into right task like-

  • Production team to production
  • Quality team for quality
  • HR for resource development
  • Marketing for order feeding

It also can assist to ensure-

  • Transparency
  • Traceability
  • Accountability
  • Reduce lead time
  • Frustration in work
  • Short shipment
  • Reduce waste
  • Misusing company resources
  • Happiness in work
  • Correct material flow

Then the planning department will be the main data center, so all should know where to pass information. Planning department should be the bridge of all departments. Surely, planning will criticize marketing team for wrong order pattern and marketing team will also criticize for planning failure, but if this criticism act positively. Both teams will find a way to improve for future and synchronize for better harmony.

Then the planning department will be the main data center, so all should know where to pass information. Planning department should be the bridge of all departments. Surely, planning will criticize marketing team for wrong order pattern and marketing team will also criticize for planning failure, but if this criticism act positively. Both teams will find a way to improve for future and synchronize for better harmony.

Once the individual department will do their tasks and the culture gets established, automatically it will help to reduce the number of the task for all. A quality team will gain the trust of production quality ending up reducing manpower in the quality team. Marketing will gain trust in production and quality team. HRD will gain trust in their human resources. End of the day – a profitable company will grow up with trust and enjoyment of work.

Shafiur Rahman, G-Star Raw

About Author: Shafiur Rahman has graduated from Shahjalal University of Science and Technology (SUST) in Industrial Production Engineering, a renowned university in Bangladesh. He worked in many textile factories and now working as Regional Operations Manager of G-Star Raw which one of the leading brands for denim in the world.

If anyone has any feedback or input regarding the published news, please contact: info@textiletoday.com.bd

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