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KRC (U-3,4) Factory Monthly KSM (May-22 To July-22)
KRC (U-3,4) Factory Monthly KSM (May-22 To July-22)
Organized by:
Central-IE
Manufacturing Audit & Central Costing
1-2
Objectives of the Meeting:
1-3
Key Discussion points:
1. Planning, Production & IE KPI:
Monthly Target Vs. achievement status
Monthly Machine utilization %
Monthly Efficiency %
Monthly Profit/Loss status
Monthly Revenue status
On-Time Delivery Status
Monthly Short/excess shipment status
Monthly Style Wise Line Plan Analysis
Monthly PCD Hit rate status
Monthly NPT Analysis
Operators Skill Matrix Analysis
1-5
Overview of Performance:
1-6
Month wise Plan & Floor Target Vs. Achievement status:
1-7
Month wise Machine utilization % :
1-8
Month wise efficiency %:
1-9
Month wise profit/Loss status (Excluding Abnormal Loss) :
1-10
Month wise per Machine Plan Vs. Achieve Revenue status:
1-11
Month wise On Time Delivery status:
1-12
Month wise short/excess shipment status :
1-13
Root Causes Analysis:
1-14
Month wise Plan Vs. Actual Style Allocation Analysis (May-22):
ALLOCATION PLAN STYLE ANALYSIS ACTUAL RUNNING STYLE ANALYSIS
Avg qty % out Avg qty % out
Produced Produced
SMV Type Style Type Style Qty Plan Qty of total SMV Type Style Type Style Qty Produced Qty of total
Minute Minute
Produce Qty Produce Qty
<4.5 Very Basic 0 0 0 0.0% <4.5 Very Basic 1 19737 4386 0.7%
4.51-7.5 Basic 25 3401376 628332 86.2% 4.51-7.5 Basic 18 2946501 547901 85.8%
7.51-10.5 Semi Critical 3 813660 87000 11.9% 7.51-10.5 Semi Critical 4 597419 63195 9.9%
10.51-15 Heavy Semi Critical 1 48289 3328 0.5% 10.51-15 Heavy Semi Critical 1 64134 4420 0.7%
15.1-20 Critical 1 173884 10344 1.4% 15.1-20 Critical 3 325182 19035 3.0%
20.1- >=28 Heavy Critical 0 0 0 0.0% 20.1- >=28 Heavy Critical 0 0 0 0.0%
6.09 Basic 30 4437209 729004 100.0% 6.19 Basic 27 3952974 638937 100.0%
1-15
Month wise Plan Vs. Actual Style Allocation Analysis (June-22):
ALLOCATION PLAN STYLE ANALYSIS ALLOCATION PLAN STYLE ANALYSIS
Avg qty % out Avg qty % out
Produced Produced
SMV Type Style Type Style Qty Plan Qty of total SMV Type Style Type Style Qty Produced Qty of total
Minute Minute
Produce Qty Produce Qty
<4.5 Very Basic 3 309995 69500 6.7% <4.5 Very Basic 4 332628 74549 7.6%
4.51-7.5 Basic 18 4763956 889469 85.6% 4.51-7.5 Basic 19 4490990 835091 85.1%
7.51-10.5 Semi Critical 1 355779 45730 4.4% 7.51-10.5 Semi Critical 2 258906 32089 3.3%
10.51-15 Heavy Semi Critical 1 505287 34500 3.3% 10.51-15 Heavy Semi Critical 1 523155 35720 3.6%
20.1- >=28 Heavy Critical 0 0 0 0.0% 20.1- >=28 Heavy Critical 0 0 0 0.0%
5.71 Basic 23 5935017 1039199 100.0% 5.79 Basic 28 5678902 981289 100.0%
1-16
Month wise Plan Vs. Actual Style Allocation Analysis (July-2022):
4.51-7.5 Basic 12 2244295 421120 68.1% 4.51-7.5 Basic 18 1691691 319402 66.1%
7.51-10.5 Semi Critical 4 671156 86250 14.0% 7.51-10.5 Semi Critical 4 558925 71768 14.8%
10.51-15 Heavy Semi Critical 4 996253 77000 12.5% 10.51-15 Heavy Semi Critical 4 810235 62479 12.9%
20.1- >=28 Heavy Critical 0 0 0 0.0% 20.1- >=28 Heavy Critical 0 0 0 0.0%
6.57 Basic 23 4060289 618110 100.0% 6.60 Basic 30 3189719 483395 100.0%
1-17
Operators Skill Matrix Analysis :
KRC (U-3&4) Operator Skill Matrix
NO OF PERCENTAGE PERCENTAGE
GRADE GRADING
OPERATOR (%) (%)
A+ 0 0%
A 21 5% A 15%
A- 46 10%
B+ 110 24%
B 138 30% B 73%
B- 90 19%
C+ 30 6%
C 24 5% C 12%
C- 3 1%
D 0 0% D 0%
462 100% 100%
1-18
STYLE CHANGING ANALYSIS (LINE PLAN VS.EXECUTION COMPARISON OF KRC-U-3)
PLAN STYLE RUNNING HEAT MAP,KRC,U-3 Unit 3
No of
Line 2-Jul 3-Jul 4-Jul 5-Jul 6-Jul 7-Jul 16-Jul 17-Jul 18-Jul 19-Jul 20-Jul 21-Jul 23-Jul 24-Jul 25-Jul 26-Jul 27-Jul 28-Jul 30-Jul 31-Jul
Style
A LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING 1
B LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING 2
D T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt 2
E HOODY HOODY HOODY HOODY HOODY HOODY HOODY HOODY LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING 2
G JACKET JACKET JACKET JACKET JACKET JACKET JACKET JACKET JACKET JACKET JACKET JACKET JACKET JACKET JACKET JACKET JACKET JACKET JACKET JACKET 2
LADIES
B T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT
DRESS
TANK TOP TANK TOP TANK TOP 3 5
C LEGGING LEGGING LEGGING T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT 2 3
D LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT 2 3
E T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT - LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING JACKET JACKET JACKET - - - - 3 3
F TANK TOP TANK TOP LEGGING LEGGING TANK TOP TANK TOP TANK TOP TANK TOP TANK TOP TANK TOP TANK TOP TANK TOP TANK TOP - - - - - - - - 2 4
H LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING 1 2
STYLE CHANGING ANALYSIS (LINE PLAN VS.EXECUTION COMPARISON OF KRC-U-4)
PLAN STYLE RUNNING HEAT MAP,KRC,U-4 Unit 4
No of
Line 2-Jul 3-Jul 4-Jul 5-Jul 6-Jul 7-Jul 16-Jul 17-Jul 18-Jul 19-Jul 20-Jul 21-Jul 23-Jul 24-Jul 25-Jul 26-Jul 27-Jul 28-Jul 30-Jul 31-Jul
Style
A T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt 2
B T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt 2
C T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt 2
F T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt 1
G T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt T-shirt JOGGER JOGGER JOGGER JOGGER JOGGER JOGGER JOGGER JOGGER JOGGER JOGGER 2
A T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT 1 4
B T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT 1 3
C T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT - - - - - - - - - - 1 2
C2 - - - - - - - - - - - - - - - - - - - - - 0 0
D T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT 1 4
E JOGGER JOGGER JOGGER JOGGER JOGGER T-SHIRT T-SHIRT - - JOGGER JOGGER T-SHIRT LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING LEGGING 3 4
E+F - - - - - - - - - - - - - - - - - - - - - 0 0
F T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT T-SHIRT 1 1
H - - - - - - - - - - - - - - - - - - - - - 0 0
PCD Hit & Fail Status (May-22):
1-21
PCD Hit & Fail Status (June-22):
1-22
PCD Hit & Fail Status (July-22):
1-23
Month wise NPT status :
Non Total Earning
NPT Value in NPT (Man- Revenue/MC
Productive NPT Value NPT% NPT (Pcs) NPT MC/Day (Including NPT
Tk. Hour) (Without NPT)
Minute Value)
63205 Min. $ 4,424.35 367,221৳ 0.97% 10216 Pcs 1053 5.2 MC $ 343,893.84 BDT 86562
136475 Min. $ 9,553.25 792,920৳ 1.63% 23582 Pcs 2275 9.1 MC $ 473,161.80 BDT 92624
62182 Min. $ 4,352.74 361,277৳ 1.07% 9424 Pcs 1036 5.6 MC $ 271,491.04 BDT 69293
261862 Min. $ 18,330.34 1,521,418৳ 1.26% 43222 Pcs 4364 6.6 MC $ 1,088,546.67 BDT 83739
1-24
NPT status (MAY-2022):
1-25
NPT status (JUNE-2022):
1-26
NPT status (JULY-2022):
1-27
2. Human Resource Department KPI:
1-28
Month wise worker absenteeism status :
1-29
Factors influencing on efficiency %:
1. Style Analysis : Allocating the styles in such a way that maximum line days can be
achieved.
2. PCD hit Rate : Ensure PCD to ensure right style line feeding at right time.
3. Set a standard Target : Target has to be as per feasibility learning curve to get
expected efficiency.
4. Production Monitoring : Ensure process wise production which leads to target
achievement of full line.
5. Line Balancing : Set right person at right place to get maximum utilization of
manpower and get output.
6. Operators Skill Matrix : Identify the right person as per process & requirement.
7. Operators Availability : Reduction of absenteeism to ensure operators availability
as per requirement.
1-30
SUMMARY OF TODAY DISCUSSION :
Order Execution Flow Chart
Order Confirmation
Fabric Delay
Sample Approval Planning Fabric & Accessories planning
Cutting Plan
Print/Emb. Plan
Productivity Loss
Sewing Production
FRI Plan
1-31
3. Quality Assurance Department KPI:
1-32
Final Inspection Pass Status
1-33
Thank You