G. tech

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সেরা গোল

How to reduce production costs and increase efficiency in a factory.


As Head of the production will be given a target to increase daily garment production.
Need to focus on reducing production costs and motivating the team to do the same.
Should be daily monitoring of the profit and loss report and figuring out ways to reduce costs.
**Here is a work procedure in a few ways that will not only increase production but will also reduce production costs:
1. Multiskilling operators - Floater concept: The most important factor of cost is labor wages. If we can reduce manpower in the production area, the overall cost can be reduced by a good margin.
To reduce manpower focus should be appointed multiskilling operators. Force should be given to training operators on those operations which cause bottlenecks.
For example, if there is a higher absenteeism rate or if we are struggling to keep a specific operator then operators from other operations should be trained for that operation. We can identify the top 5 operations which cause production loss or balancing issues on daily basis.
2. Floater operators: Floaters are those operators who can do two or more operations (except their own/fixed process) with at least 50% efficiency. There should be at least 10% (of total manpower) floaters. These floaters need to train in those operations where manpower or skill is less. This will help to balance a line and achieve the target on a daily basis even if some operators are absent.
To motivate operators to become floaters, we can offer an incentive scheme. The incentive could be fixed or efficiency-based. In this way more and more operators will come forward to become floaters. Utilizing floaters will help to reduce manpower and achieve targeted production.
3. Deskilling operations -
Deskilling operation will help increase the operator's production capacity for that operation. For deskilling operations, like using folders, attachments, pressure foot, templates, etc., where applicable. This can be developed with the help maintenance team.
This initiative and the proper application of folders and attachments will reduce the training cycle and retain operators for a long time.
4. Reduce helpers and upgrade them to sewing operators:
Helpers, for example, activities like marking garment panels before stitching operation, ironing parts, folding, and trimming threads, and helpers perform matching components.
We should focus on reducing the use of helpers in a sewing line in alternative ways.
This can be done by adopting better practices like drill marking in cutting instead of manual marking in sewing, thread trimming by the operators themselves, etc.
We can train them in machine operations and improve their skill level. By reducing helpers from a sewing line productivity can be increased without increasing manpower.
Reducing the number of helpers does not mean removing helpers from the factory. Instead, upgrade helpers into sewing operators or pressmen, or quality checkers based on their skill and interest through the training program. They will be our assets in the long run.
5. Reduce rework and number of quality checkers:-
One of the major objectives of us to maintain product quality. If to reduce production costs should focus on reducing rework and rejection rate on the production floor. This can be done with the help of the quality department.
Regular monitoring, adequate training, and the concept of self-checking by operators will help to reduce rework and rejection rates. If there are fewer quality issues then you can work on reducing and eliminating the need for quality checkers.
So, We should work in this area to improve production costs by reducing rework/ rejection and if possible reducing manpower.
6. Reduce overtime working
We need to see the possibility to reduce overtime hours.
More importantly, overtime should be used to build WIP in those operations which are bottlenecks but it should not be used to complete targets. This should be well planned in advance and fully utilized. Reducing overtime will help in reducing production costs.
7. Reduce material wastage- trims, fabric
Fabric alone accounts for almost 60-70% of the total cost of garment manufacturing. The utilization of fabric is the most important with respect to cost-saving.
Make sure cost saving by achieving the best efficiency of CAD and making a hundred percent accurate markers.
After cutting when input in sewing a lot of fabrics get wasted in re-cutting, parts replacement, remaking lost garments, etc.
A record needs to be prepared to monitor these fabric wastages. The same goes for trims. When we enter a production floor, the most common fact we see - trims are lying on the floor like thread, buttons, laces, and tapes. And once the order is closed these trims are thrown away without realizing the value same.
This ends up consuming a lot of trims than required in completing an order.
For example, a thread holds its value till the time order is running. After that, we can see thread cones lying here and there. Since it is not returned in stores and taken into account in OCR (order completion report), no one knows the actual thread consumption. So we end up ordering extra thread again and again taking higher wastages during costing.But this cost can be reduced easily. We need to monitor leftover fabrics and trims at the end of each order so as to analyze the reasons and how to reduce wastage in the future. This will surely help to reduce production costs.
8. Increase line efficiency
Increasing efficiency leads to reduced wastages and helps to produce maximum output in minimum input required.
Improving the utilization of sewing machines, sewing operators, and other resources by following all the above-mentioned ways can increase production efficiencies.
For developing the current systems or looking for new production techniques in order to rapid changes and speed up production in a continuous manner in order to fulfill orders, while at the same time improving its quality and reducing all related costs.Production at Garments is disrupted on the production floor for various reasons.
Waiting for work. Sometimes many operators sit in line without work for various reasons. This wastes a lot of working hours. Below are mentioned some reasons and action.
Reason:-
1) Input from cutting.
2) Lack of trims-accessories.
3) The previous operator could not give enough work to the next operator.
4) Waiting for work to alter or re-work.
5) Not being able to balance the line properly.
6) Operator Missing.
Action:-
1) Proper line layout and line balancing
2) Input the same style in the same line as much as possible.
3) Do not run another style by suddenly stopping the line.
4) Setting back-to-back lines during style change.
5) Give as much style input as possible in the same line.
6) Keep a sharp eye on the line supervisor/line chief so that no operator makes any wrong stitches.
9.) Increase line productivity by Lean :
Lean means the elimination of non-value-added activities and Kaizen means continuous improvement. Hence, the Lean-Kaizen concept means continuous elimination of waste through small-small improvements. The application of lean manufacturing tools increases productivity, improves product quality and manufacturing cycle time, reduces inventory, reduces lead time, and eliminates manufacturing waste.
Lean Manufacturing has helped to achieve operational and manufacturing excellence by increasing productivity and enhancing value while reducing waste and costs.

Conclusion:-
Achieving cost competitiveness will benefit organizations to get an edge over others. This can be possible by reducing production costs. Production cost control and cost reduction are the most important roles of a production manager.

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