KNITTING YOUR FUTURE
Globalization has increased the commercialization of fabrics and apparel. Our customers face increasing pressures on their operations, personnel and profitability, which have resulted in consolidation that leaves less room for mid-market operators to survive.
The solution? Operate at the highest level. Focus on operational efficiency while implementing defensive strategies to make your business stand out.
Planning and Inventory Control - Knitting
- • Scheduling tool based on capacity and production priority.
- • Detailed production plan by production cell and machine.
- • New sales order policy to align commercial strategies with production capacity.
- • Inventory policy that regulates cycle counts.
- • Implement thread ordering process in line with production plan, including safety stock and a control of supplier service level.
- • Increased planning compliance, providing real-time visibility of the implemented plan.
- • Reduced metric tons of yarn inventory.
- • Improved supplier service, on-time and complete product.
- • Accurate real-time visibility of yarns in inventory.
Planning and Inventory Control - Dyeing and Finishing
- • Dyeing scheduling system linked to fabric scheduling.
- • Routing tables created to select dyeing equipment based on capabilities.
- • Implementation of formulation-based inventory deduction and control systems.
- • Implementation of cyclic chemical and color counts.
- • Reduction of dyeing errors.
- • Reduction of chemical inventory errors.
- • Reduction of chemical cost per kilo.
- • Increased on-time and complete deliveries.
Shop Floor, Maintenance and Quality
- • Product coding system specifying the fabric type, size, blend, composition, quality, weight, width, etc.
- • Implementation of daily preventive maintenance and cleaning program, measuring compliance with the plan.
- • Tracking of oil and needle consumption by machine and shift.
- • Installed downtime and metrics (TVC) at each workstation.
- • Kanban cards to control product flow from dyeing to shipping.
- • Implementation of supervisor routine and shift change.
- • Reduction of downtime due to contamination.
- • Reduction of needle breakage and oil consumption.
- • Reduced downtime of knitting and dyeing machines.
- • Increased equipment efficiency.
- • Standardization of finishing machine speeds, increase in standard equipment speed (yards per min).
- • Increased utilization of in-house cutting capacity, reducing average finished garment costs.
- • Reduced overtime costs in all areas.
Back Office and Structure
- • Analysis of the macro and microstructure and balance of supervisors' work.
- • Implementation of the Continuous Improvement Committee for expenses (COPAC Expense).
- • Savings in electricity and gas, decrease in express shipments, increase in recycled and reused materials in packaging.
"Some of the results obtained are a 20% increase in plant productivity, a 59% decrease in the percentage of composites and a 51% improvement in quality, through an efficient control of each of the productive areas: cutting, sewing, inspection, finishing and embroidery."
General Manager Devanlay Lacoste