TABLE OF CONTENTS

About Hush Puppies

Company brief

Supply Chain

Types of production process

Shoe sizes and feature

Normal production

Production of shoes with the help of direct injection

machine

Capacity Planning

Plant layout

Development workstations at Hush Puppies

ABOUT HUSP PUPPIES

The Hush Puppies brand is the heart of American casual. We

apply our philosophy of fun, comfortable, genuine style to every
shoe we make - from work to weekend. In essence, Hush
Puppies invented casual. In 1958, when we first introduced the
soft suede Hush Puppies shoe, something amazing happened;
the world discovered casual, comfortable style. And that style
has been a favorite ever since.

Because we combine advanced comfort technology with fun,

contemporary styling, Hush Puppies fit perfectly into everyday
life. So it's no wonder Hush Puppies have become a worldwide
favorite. With a full line of footwear, apparel, and accessories for
the whole family. Hush Puppies can be seen on the feet of
celebrities, in movies, and in 80 countries around the globe.

Hush Puppies is a division of Wolverine World Wide, the world's

leading maker of casual, work, and outdoor footwear. Hush
Puppies is headquartered in Rockford, Michigan.

COMPANY BRIEF

HUSH PUPPIES is a private limited company. It was

incorporated in 1989 under the company’s act 1913. Originally,
it was started as a company whole and sole proprietor ship but
after three years of its services it joined hands with
CATERPILLAR and they together ventured into TAURUS.

Almost all the departmental stores in the major cities of Pakistan

like Pindi, Peshawar, Lahore and Karachi are selling their
products.
In the beginning of 1989, they installed a shoe
manufacturing plant in Lahore on
Kasur Road, this started production in the same year. The
industry started
manufacturing shoes of various designs and qualities and
came into the market
with a rising demand.

SUPPLY CHAIN

The Hush Puppies Distribution / Supply Chain system is

designed to meet the requirements for planning, transacting,
tracking and reporting on all resources, demand and supply
within a company. The Distribution / Supply Chain is pre-
integrated with ERP systems and Customer Relationship
Management (CRM) systems.

Distribution Modules:

 Forecasting
 Order Entry
 Inventory Management
 Sales Analysis
  Requisitions / Purchasing
 Distribution Requirements Planning
 Warehouse Management
 Demand Management
 Receiving
 Cost Accounting
 Transportation

TYPES OF PRODUCTION PROCESS

Hush puppies is an exclusive footwear of high quality. The

production of these shoes takes place on kasur road factory.
This factory has the latest technology available, and labor is
easily available.

The production of HUSH PUPPIES shoes is of two types:

• Produced by the Normal production process

• Produced by the use of Direct Injection Machines

The main difference between the two procedures is that in

the first step, all the procedures are carried out and the
upper and the sole of the shoes are joined by the chemicals,
and the shoe is then exposed to Hydraulic Pressuring and
Chilling that fixes the upper with the sole of the shoe.

In the case of the HUSH PUPPIES manufactured using the

Direct injection Machine, the upper is attached to the lower
with the help of automated machines called Direct Injection
Machines. These machines work under a Control Panel. All
the specifications are directed to the Direct Injection
Machines (DIM). Each DIM provided with a last. The upper
and the sole of the HUSH PUPPIES are then molded
together by the machine.
The production of the HUSH PUPPIES by both methods will
later be
described in detail and all the processes involved in the
production of these
shoes are discussed clearly and concisely.

SHOE SIZES & FEATURES

Various components of shoes

 Sole
 Insole
 Stiffer
 Toe Puff
 Heels
 Shanks
 Quarters
 Tongue
 Separate Toe
 Counter
 Lining
 FilIing

NORMAL PRODUCTION

As stated earlier, the shoes are produced using two different

production
processes

The following is a description of the normal process:

Cutting

The production of the HUSH PUPPIES shoes starts from

Leather cutting. In this process, there is an emphasis on a
minimal wastage of the raw material.

Leather material is issued to individual work stations from

the leather store. The leather is collected from the Hilal
tanneries and the Aziz tanneries.
 This leather is then cut. The cutting is of two types:

• Hand or Manual cutting.

• Press cutting.

The major difference is that in hand cutting the leather is cut

with the help of templates while in press cutting the leather
is cut with the help of the dyes which are processed by a
machine called the press. Another difference is that the press
cutting is for bulk while hand cutting is for the smaller
orders.

Advantages of Manual cutting

• Economical for small output

• Minimum wastage
• Minimum risk of accident

Disadvantages of Manual cutting

• Not easy to operate

• Economy of time is not enjoyed
• Tiring job
• More labor cost

Advantages of Press cutting

• Easy to operate
• Economy of time is enjoyed
• The job is easy as it is machine - oriented
• Economy of labor cost

Disadvantages of Press Cutting

 Not applicable in small production.

 Specific cutting could be made.

Machines which are used in the cutting department:

1. Pressing machines for cutting

2. Splitting machines
3. Skiving machines
4. Punching machines
5. Numbering machines
6. Labeling and stamping machines
7. Knives and patterns for hand cutting

Splitting

Leather that has been cut is not according to the required

standard, and consists of uneven surfaces. In this process, the
leather that has been cut is splitted so that it comes
according to the required standards and consists of even
surfaces.

Skiving

This means that procedures are carried to reduce edge

thickness by different gauges. Skiving is done for raw edge,
folding sticking, over and under lay serving, lasting and
decorations.

Numbering

After Skiving, various parts of the shoe are ready for

stitching. The main parts of the body of the shoe are
numbered with the help of numbering machines. This is done
in order to keep a check on different lots.

Closing

After the various parts of the uppers have been cut, they are
assembled in the closing department to form a closed upper.
This is then ready for the lasting and the sole is attached to
the upper in the Marking department.

Machines that are used in the Closing Department

1. Stitching Machine
2. Eyelet Punching Machine
3. Automatic Eyelet Fitting Machine
4. Probing Machine
5. Labelling Machine

Assembling

The assembling department of the process performs the

following functions.

1. Receiving uppers from closing department

2. Receiving sole components from sole cutting department
3. Issuing it to lasting department, the upper and related sole
components
4. Maintaining records of issued upper and other components

Certain operations are found at the end of the cutting

process; however they are a part of the Closing department.

In Counting and Checking even the simplest style of shoe

consists of a vamp
and two quarters comprising of about 72 pieces per 12 pairs
batch plus 24
counter linings.

Each bundle of parts is counted to ensure that it is complete.

The process in the closing department is divided into three
parts:

1. Stitching
2. Fitting
3. Finishing

In the Stitching department, there are about 50 workers.

Different parts of the shoes are stitched with the help of the
machines.

In the Fitting department, the procedure is divided into two

processes.

1. Cementing
2. Folding

Cementing is the procedure where two or more parts are

attached with the help
of the chemicals and the pastes.

Sometimes the design of the shoe is made in such a way that

the folding becomes essential. The surface required for
folding is first of all skived, then pastes are applied on it.

The third procedure is Finishing. In this procedure the

other activities like
fixing the eyelets, buckling, cutting the extra thread and
removing the extra
pastes are applied. In this procedure, using the conveyor belt
does the process,
and sometime it is distributed among the group members.

Lasting

Lasting means process by which upper of shoe takes it real

shapes after lasting
shoe Retains that shapes or designs. Lasting is the process in
which the designed
upper of the shoe is placed on a dummy like last. The
significance of the last is
that it gives the shoe its shape.

Functions of Lasting

• Receiving materials (uppers and bottoms) from closing

assembly.
• Starting operation of lasting
• Delivering to next department

In this department, various faults can be detected during

operations, which are

• Leather defects
• Designing faults
• Cutting Faults
• Closing or stitching defects

Conveyor belts assist the stitching process, the molding

process and the closing process.

This conveyor belt system is most suitable for mass

production. The process runs
smoothly until the last operation. Another system is the group
system in which
people are assigned a particular job. The conveyor system is
more beneficial to
transfer articles from one person to another.

The following are the advantages of the conveyor belt system

• Smooth production
• It gives mass production
• It is good for lengthy and complex process
• Better operations control
• Better quality checkup
• Each operation is done automatically.
• Semi-skilled workers can be assigned jobs.

The following are the disadvantages of the conveyor belt

system

• If the machine fails, all process slips

• Not suitable for small production process
• Less flexible and maintain all problem

Strawbling

This process is the extension of the lasting process in which

the uppers of the shoes are attached to the sole of the shoes
and is put on the last for giving further shape.

Roughing and Cementing

The chemicals are applied while attaching the upper to the

lower. This is the process in which the gaps that are filled by
the chemicals are roughed so that any gap that is over-filled
and appears to be awkward is roughed by the help of the
specific tools so that the required surface area is smoothed.

Drying the Shoe

The joined upper and the lower are dried for 30 - 40 minutes
so that the chemicals can join the upper and the lower of the
shoe.

Joining

After the chemicals have been dried, the upper and the lower
components of the shoe are joined together. This process is
carried out manually.

Baking

Once the shoe parts have been joined, they are put into a
heater. This is done to bake the shoe to high temperatures so
that the adhesive chemicals can form a strong bond.

Hydraulic Pressing

The shoe is further applied to the hydraulic pressure so that

there is better attachment of the upper with the shoe.

Chilling

When the shoe is exposed to the hydraulic pressure, the shoe

is quite hot. To cool the shoe, it exposed to a temperature of
100 C that reduces the temperature of the shoe. Cooling the
shoe is referred to as the Chilling process.

Insole Insertion

Once the shoe is completed, an insole is placed inside the

shoe.

Finishing Rooms
The following functions are performed in the finishing rooms.
1. Pairing the de-lasted articles and de-nailing as well.
2. Removing extra threads
3. Cleansing of extra cement
4. Colour finishing
5. Shading sites designs
6. Spraying
7. Inserting the laces

Labeling

The shoes are then labeled with the price, the size number,
and the logo of HUSH PUPPIES.

Packing

Finally the shoes are packed in pairs in a box. These boxes

are then packed in a carton. A normal carton consists of 12
boxes and a big carton consists of the 24 pairs.
PRODUCTION OF SHOES WITH THE HELP OF DIRECT
INJECTION MACHINES

The same process manufactures the uppers for these shoes

as the HUSH
PUPPIES produced under normal procedures.

This procedure can be divided as follows:

In the first step, the granules in the form of the solids are
exposed to the
channels of the chambers that have relatively high
temperature. As a result of the
high temperature, these granules are melted into liquids that
are collected in
moulds. When these granules are melted into liquids, these
are collected in
moulds so that they could attain the shapes of the specific
mould.

When these liquids solidify they attain the shape that can be
referred as the
injections. These injections are then attached to the sole and
the net result along
with the upper of the shoe is exposed to the Direct Injection
Machines.

These machines then join the upper with the sole and the net
result is the Cheetah.

Significance
of HUSH PUPPIES produced by DIM

The direct injection machines are numerically controlled

machines and changing the values on the control panel alters
any error found during the production process. Any changes
in the control panel is subject to all the direct injection
machines

Quality Checking

Every shoe that is produced is checked by quality inspectors.

Every
aspect of the piece is checked thoroughly according to the
quality standards.

Effective Capacity Planning

Developing a comprehensive capacity plan can be a daunting

challenge at the outset and requires dedication and
commitment to maintain it on an ongoing basis. The following
10 tips can help ease some of the challenge and increase your
likelihood of an effective, successful program.

1: Start Small

Many a capacity planning effort fails after a few months

because it encompassed too broad a scope too early on. This
is especially true for shops that have had no previous
experience in this area. In these instances it's wise to start
with just a few of the most critical resources—say, processors
or bandwidth—and to gradually expand the program as more
experience is gained.

2: Speak the Language of Your Customers

When requesting workload forecasts from your developers

and especially your end-user customers, discuss these in
terms that the developers and customers understand. For
example, rather than asking for estimated increases in
processor utilization, inquire as to how many additional
concurrent users are expected to be using the application, or
how many of a specific type of transaction are likely to be
executed during peak periods.

3: Consider Future Platforms

When evaluating tools to be used for capacity planning, keep

in mind new architectures that your shop may be considering,
and select packages that can be used on both current and
future platforms. Some tools that appear well suited for your
existing platforms may have little or no applicability to
planned architectures. This consideration should extend not
just to servers, but to disk arrays, tape equipment, desktop
workstations, and network hardware.

4: Share Plans with Suppliers

If you plan to use your capacity planning products across

multiple platforms, it's important to inform your software
suppliers of your plans. During these discussions, make sure
that add-on expenses—the costs for drivers, agents,
installation time and labor, copies of licenses, updated
maintenance agreements, and the like—are all identified and
agreed upon up front. Reductions in the costs for license
renewals and maintenance agreements can often be
negotiated based on all of the other additional expenses.

5: Anticipate Nonlinear Cost Ratios

One of my esteemed college professors was fond of saying

that indeed we live in a nonlinear world. This is certainly the
case when it comes to capacity upgrades. Some upgrades will
be linear in the sense that doubling the amount of a planned
increase in processors, memory, channels, or disk volumes
will double the cost of the upgrade. But if the upgrade
approaches the maximum number of cards, chips, or slots
that a device can hold, a relatively modest increase in
capacity may end up costing an immodest amount for
additional hardware. This is sometimes referred to as the
knee of the curve, where the previous linear relationship
between cost and capacity suddenly accelerates into
exponential increases.

6: Plan for Occasional Workload Reductions

A forecasted change in workload may not always cause an

increase in the capacity required. Departmental mergers,
staff reductions, and productivity gains may result in some
production workloads being reduced. Similarly, development
workloads may decrease as major projects become deployed.
While increases in needed capacity are clearly more likely,
reductions are possible. A good guideline to use when
questioning users about future workloads is to emphasize
changes, not just increases.

7: Prepare for the Turnover of Personnel

One of the events that undermine a capacity planning effort

early on is when the individual most responsible for and most
knowledgeable about the overall program leaves the
company. Regardless of the preventive measures taken, there
is no guarantee that attrition will not occur. But several
actions can mitigate the impact.

One action to take is to carefully interview and select an

individual who in your best judgment appears unlikely to
leave your firm anytime soon. Another tack is to ensure that
the process is thoroughly documented. If resources are
available, training a backup person is another way to mitigate
turnover. Finally, in extreme cases an employment contract
may be used to sustain ongoing employment of a key
individual.

8: Strive to Continually Improve the Process

One of the best ways to continually improve the effectiveness
of the capacity planning process is to set a goal to expand
and improve at least one part of the process with each new
version of the plan. Possible enhancements could include the
addition of new platforms, centralized printers, or remote
locations. A new version of the plan should be created at least
once a year and preferably every six months.

9: Institute a Formal Capacity Planning Program

Some shops initiate a capacity planning program in a very

informal manner in order to simply get something started.
There's nothing wrong with this approach if the intent is
merely to overcome inaction and to start the ball rolling. This
can also help raise awareness of the need to evolve this initial
effort into a formal capacity planning program.

The one major drawback to this method is that all too often
shops that start out with this approach never progress
beyond it. At some point soon after initiating a capacity
planning effort, a formal process needs to be put in place.
Over the years I have developed 10 cardinal rules to follow in
developing a formal, robust capacity planning process.

10: Market the Lesser-Known Benefits of Capacity

Planning

In addition to being able to predict when, how much, and

what type of additional hardware resources will be needed, a
comprehensive capacity planning program offers four lesser-
known benefits that should be marketed to infrastructure
managers and IT executives. These benefits can improve an
infrastructure by doing the following:

 Strengthening relationships with developers and

end users.
The process of identifying and meeting with key users to
discuss anticipated workloads usually strengthens the
relationships between IT infrastructure staff and end-user
customers. Communication, negotiation, and a sense of
joint ownership can all combine to nurture a healthy
professional relationship between IT and its customers.

 Improving communications with suppliers.

Suppliers are not unlike other support groups, in that they

generally don't enjoy last-minute surprises. Involving key
suppliers and support staffs with your capacity plans can
promote effective communications among these groups. It
can also make their jobs easier in meeting deadlines,
reducing costs, and offering additional alternatives for
capacity upgrades.

 Encouraging collaboration with other

infrastructure groups.

A comprehensive capacity plan by necessity will involve

multiple support groups. Network services, technical
support, database administration, operations, desktop
support, and even facilities may all play a role in capacity
planning. For the plan to be thorough and effective, all
these various groups must support and collaborate with
each other.

 Promoting a culture of strategic planning as

opposed to tactical firefighting.

By definition, capacity planning is a strategic activity. To do

it properly, you must look forward and focus on the plans of
the future instead of the problems of the present. One of
the most significant benefits of developing an overall and
ongoing capacity planning program is the institutionalizing
of a strategic planning culture.
 CAPACITY PLANNING

Capacity is defined as the limiting capability of a productive

unit to produce
within a stated time period, normally expressed in terms of
output units per units
of time.

HUSH PUPPIES shoes can be categorized as a mature

product with stable demand growth. Thus facilitating the job
of the production managers in estimating the capacity.

At present HUSH PUPPIES is manufacturing 8000 pairs of

shoes of various types every week. This is done in three
shifts. The way the firm plans their production is that the
buying firm, HUSH PUPPIES Sales Corporation, estimates
the market demand according to the stocks in hand at various
retail outlets. HUSH PUPPIES Sales then estimates the
future demand and projects the quantities to be ordered for
production. These quantities are ordered to the HUSH
PUPPIES factory. Thus HUSH PUPPIES plan their
production capacity in accordance with the orders placed by
HUSH PUPPIES Sales Corporation.
Since the capacity of HUSH PUPPIES determined by the
buying firm i.e. HUSH PUPPIES SALES CORPORATION as
stated earlier, the capacity given above is the average
capacity and if the demand increases the shoes are imported
from other international sales corporations therefore the
plant working at KASUR is working at its maximum capacity

The factory has a capacity to handle fluctuations in the

demand. While planning production management also takes
into consideration the fact that there is a certain loss of units
due to defective products and thefts. Therefore, the firm
always maintains a margin to cater for these discrepancies.

MANAGING DEMAND BY CAPACITY PLANNING

 When demand exceeds capacity the firm curtails demand

by raising prices and scheduling long lead times.

 When capacity exceeds demand this is coped through

price reductions and aggressive marketing

Design Capacity 1300 shoes manufactured per

day
Effective Capacity 1150 shoes manufactured per
day
Actual Capacity 950 shoes manufactured per
day
Efficiency 950/1150 = 82.61 %
Utilization 950/1300 = 73.17 %

PLANT LAYOUT

There are various types of plant layouts. The three basic

types of plant layouts
are:

1. Functional Layout
2. Line Layout
3. Fixed-Position Layout

The layout at HUSH PUPPIES is functional. This is so

because the products being manufactured are produced in
mass quantities. This type of layout means that the work is
organized according to the function performed. The item
being processed normally goes through a processing
sequence. The specification of what is to be accomplished
determines the details of processing and the time required.
The functional layout as a whole can be visualized as a
network of queues with variable paths or routes through the
system.

DEVELOPING WORK STATIONS AT HUSH PUPPIES:

Lead time:

=1.50+0.75+1.00+0.50+2.00+2.75+2.00+1.00+2.00+2.50+
2.00 +1.75+0.50+2.00+1.50+1.00+1.00+1.50
=27.25

Cycle time:

= 2.75 minutes
Theoretical number of work
stations = 27.25/2.75
= 9.9 or 10