CTA Ap­par­els – Stay­ing ahead in race

Stitch World - - PRODUCTION MANAGEMENT -

Ef­fi­ciency can be achieved only through team work and that too if all the team mem­bers of all the de­part­ments work with one an­other to ease the flow of work. An epit­ome of syn­chro­niza­tion of all four de­part­ments (De­sign, Pro­duc­tion, IE and Qual­ity) can be well ob­served in CTA Ap­par­els. To re­move all the cru­cial bot­tle­necks that in­ter­rupt pro­duc­tion pro­cesses at a later stage, all four de­part­ments fo­cus on meet­ing dead­lines as well as on ‘Plan Cut Date’ (PCD). De­sign team works in close col­lab­o­ra­tion with IE team for trans­parency in prod­uct de­signs and IE team then trans­fers this un­der­stand­ing to the qual­ity and pro­duc­tion teams mak­ing a never-to­break cy­cle.

“We con­duct PORA (Pre-Or­der Risk As­sess­ment) meet­ing for an or­der 30 days be­fore start­ing its pro­duc­tion. After we all have a uni­form view about the needs of a par­tic­u­lar or­der, we then con­duct AORA (After-Or­der Risk As­sess­ment) meet­ings in which we fill gaps be­tween de­sign and pro­duc­tion pro­cesses in or­der to im­prove ef­fi­ciency,” ex­plains Shashi Bhushan Jha, QA Man­ager, CTA Ap­par­els.

The mo­ment the com­pany gets an in­di­ca­tion about a prob­a­ble or­der, the man­age­ment starts to iden­tify the risk fac­tors that are fur­ther in­formed or dis­cussed with the buy­ers for the tech­ni­cal changes. The buy­ers are then re­quested to tweak the de­sign ac­cord­ingly mak­ing fur­ther pro­cesses eas­ier. “The ben­e­fit of con­duct­ing th­ese PORA and AORA meet­ings can be wit­nessed with the hike in over­all ef­fi­ciency of the plant from 40% to 65% over the years.”

Not only for the man­age­ment, but also for the sewing op­er­a­tors on the shopfloor who in­ten­sively fo­cus on WIP man­age­ment, th­ese morn­ing

meet­ings are or­ga­nized. The em­pha­sis is ba­si­cally on the first two hours of pro­duc­tion. Once the work­ers achieve this 2-hour ef­fi­ciency on a de­cent note, they are pumped up to per­form bet­ter, thus, the man­age­ment no longer needs to worry about peak hours’ ef­fi­ciency.

Cur­rently, the first 2-hours ef­fi­ciency of sewing floors of CTA is around 60% which the man­age­ment is aim­ing to in­crease to 90% in the com­ing months. “Mo­ti­vat­ing work­ers for this is the only key. We do not close doors even if they are late in morn­ing. If they con­cen­trate and ded­i­cate them­selves to­wards work, we give them some flex­i­bil­ity,” shares Manuj Dawar, GM-Op­er­a­tions.

Hav­ing achieved ef­fi­ciency CTA now wants to turn the stone to cost re­duc­tion. Had the cost re­duc­tion in ap­parel in­dus­try been so easy, there would not have been any crib­bing about it all across the ap­parel value chain. Al­though the ap­parel in­dus­try has been in­ten­sively work­ing to over­come this sce­nario for years now, yet, only a few of the ap­parel man­u­fac­tur­ers have achieved the tar­geted re­sults. CTA Ap­par­els is one of those few man­u­fac­tur­ers which is gear­ing up to con­trol 70% of the gar­ment cost through its tex­tile mill.

Cur­rently, the com­pany is pro­duc­ing ap­prox­i­mately 1,00,000 me­tres of wo­ven fab­ric per month and is fur­ther aim­ing to in­crease it by three times over the next two months. Di­nesh Ku­mar Dubey, GM (Pro­duc­tion) of the com­pany stated, “Sourc­ing fab­ric through this mill will en­able us to min­i­mize WIP on shopfloor as well as help us end our de­pen­dency on the third party fab­ric sup­plier and we can make our pro­duc­tion pro­cesses even bet­ter.”

CTA be­lieves it’s easy to be­come ver­ti­cally in­te­grated and get equipped with all the nec­es­sary tech­nolo­gies but it be­comes a prob­lem­atic sit­u­a­tion if that tech­nol­ogy is not used in the cor­rect man­ner. “When we used to out­source fab­ric, we gen­er­ally had 4-5% fab­ric wastage be­cause of de­fects. Now we are able to elim­i­nate those de­fects by man­u­fac­tur­ing fab­ric in our mill,” claims Di­nesh. He ex­plains how the man­age­ment in tex­tile mill con­trols data feed­ing in spread­ing ma­chines by choos­ing small lengths of fab­ric rather than us­ing large lengths in or­der to erad­i­cate fab­ric bow­ing and skew­ing. “With this, we get max­i­mum wastage of 2% thus, now we are sav­ing fab­ric cost by around 3%,” com­ments Di­nesh.

The sewing floors of the com­pany are equipped with more than 2,000 UBT ma­chines; with ma­jor chunk of th­ese ma­chines be­ing High­lead and the rest be­long­ing Gemsy brand. It has re­cently added an­other floor hav­ing next gen­er­a­tion High­lead UBT auto lifter ma­chines.

The com­pany is pro­duc­ing ap­prox­i­mately 1,00,000 me­tres of wo­ven fab­ric per month and is fur­ther aim­ing to in­crease it by three times over the next two months.

Not just the tex­tile mill, CTA has many more tech­niques in its bas­ket to re­duce the cost of a gar­ment. The sewing floors of the com­pany are equipped with more than 2,000 UBT ma­chines, with ma­jor chunk of th­ese ma­chines be­ing High­lead and the rest be­long­ing to Gemsy brand. In a whole new tech­no­log­i­cal move, the com­pany has re­cently added an­other floor hav­ing next gen­er­a­tion High­lead UBT auto lifter ma­chines. “Now we will be able to re­duce SAM by one more minute,” ex­claims Manuj.

Chal­lenges CTA is still fac­ing…

Apart from all no­tice­able ad­vance­ments and achieve­ments, CTA hon­estly shares about the ar­eas which are still un­sat­u­rated and need more care in or­der to be im­proved. At­tri­tion rate is one of them. “We have been fac­ing this is­sue for quite some time now. At one point of time, it used to be 10% and today it’s high as much as 35%,” com­ments Shashi.

To tackle this is­sue ef­fec­tively, qual­ity team has a check point for at­tri­tion rate in its CAPA (Cor­rec­tive and Pre­ven­tive Ac­tion) in­ter­nal au­dit sheet. And, to re­duce this rate sig­nif­i­cantly, CTA is plan­ning to add mo­ti­va­tional fac­tors for work­ers in the check points and train the work­ers on th­ese points. “Till next au­dit, we will work on the check points and train­ing seg­ments, then we will an­a­lyze CAPA again. We do not want any hur­dles in our way of suc­cess,” con­cludes Shashi.

CTA’s tex­tile mill is equipped with Loop ager print­ing machine by Tex­fab

The fin­ish­ing ta­bles have dif­fer­ent bins at­tached be­low for dif­fer­ent gar­ment de­fects

Shashi Bhushan Jha (L), Qual­ity Man­ager with Manuj Dawar (C), GM (Op­er­a­tions) and Di­nesh Ku­mar Dubey, GM (Pro­duc­tion) from CTA Ap­par­els

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