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APPAREL OPERATIONS

Unlock your apparel business’s full potential with Technopak’s comprehensive operational consulting and strategic planning services

Apparel Operations

A Comprehensive Suite of Apparel Operations Consulting Services

Leveraging a rich heritage in Apparel Operations consulting services, Technopak empowers businesses to craft cost-effective strategies for the entire garment production process. Our top-notch apparel consulting & sourcing services  ensure an end-to-end roadmap to optimise the value chain. With a keen focus on operational consulting, our apparel processing services aid you with target setting, cost estimates, stock optimisation, customer analytics and tools, and much more. Whether you’re an emerging or an established textile and apparel entity, leverage our deep expertise and transformation capabilities to foster sustainable growth and competitive advantage in the global market.

KEY SERVICE AREAS

STRATEGY & PLANNING
  • Business entry and growth strategy
  • Business plan, resource requirement and key business numbers
  • Manufacturing and supplying capabilities
START-UP ASSISTANCE
  • Planning and design of factory
  • Implementation of layouts and processes
  • Selection and training of middle management
  • Efficiency and production build-up
SETTING UP OPERATOR TRAINING CENTRE
  • Program design and team profile development
  • Setting up selection and recruitment criteria and procedures for operators
  • Training operators on AAMT methodology
PERFORMANCE ENHANCEMENT
  • Productivity/efficiency enhancement
  • Material utilization and quality enhancement
  • Streamlining merchandising and pre-production activities
  • Lean manufacturing tools
  • Visual control and SOPs
  • Total quality management
INCENTIVE SCHEMES
  • Monitoring of individual operator performance and efficiency
  • Designing performance-based incentive schemes for operators
  • Development of KPI-based appraisal for middle management
CAPACITY BUILDING
  • Training need assessment
  • Middle management training on master plato
  • Training for merchandisers, quality personnel and industrial engineers
  • Establish training methodology
SOURCING SERVICES
  • Industry landscape and product strategy
  • Selection of key positions
  • Identification, due diligence, training, and analysis of vendors
PRE-PRODUCTION STREAMING
  • Capacity analysis
  • Operator remunerations
  • Setting time and method standards
  • Layout and method improvements
  • Production planning

CASE STUDIES

ASSISTING A GLOBAL DEVELOPMENT BODY IN EMPOWERING FEMALE GARMENTS WORKERS IN PAKISTAN

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QUALITY IMPROVEMENT PROGRAM FOR A BANGALORE BASED MANUFACTURER-RETAILER

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BUSINESS PROCESS RE-ENGINEERING OF A WORK WEAR MANUFACTURER-RETAILER IN BANGLADESH

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BUSINESS PROCESS RE-ENGINEERING OF A LARGE APPAREL MANUFACTURER BASED OUT OF BANGLADESH

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ASSISTANCE IN RE-ENGINEERING OF CUTTING ROOM FOR KNIT GARMENT FACTORY

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ASSISTING A GLOBAL DEVELOPMENT BODY IN EMPOWERING FEMALE GARMENTS WORKERS IN PAKISTAN

OVERVIEW

A Global Development body with headquarters in New York, advocating for change and connecting countries to knowledge, experience and resources to help people build a better life. Among four focus areas the client has, one is Poverty Reduction and Gender. Thus, client, Islamabad initiated the Project Gen-Prom, Pakistan with the objective to alleviate poverty by creating employment opportunities for the women in Pakistan. This was done by skill training relevant to sewing products industry through private sector partnership

OBJECTIVE

–> Technopak was invited by the Development body as a Technical Partner in its efforts to generate employment for women by skill development in garment sector through training and re-training, build the capacity of the private sector to conduct training & research, advocate gender mainstreaming in the garment sector, to record best practices and disseminate the information for up-scaling skill development initiatives in the industry.

–> Conceptualization of Satellite Training Units (STUs) and identification/establishment of the same.

WHAT WE DID

–> Develop clear team structure, organization, and recruitment criteria by inviting applications, short listing of candidates and conducting tests and interviews

–> Selection and Training of Program Coordinators, Master Trainers and female operators through classroom and sewing sessions  simultaneously.

–> Provided ‘Best Practices’ guidelines to Participating Companies

–> Building up of Client and Private sectors capacity to skill development program

–> Training center with a team capable of carrying out training as per scientific methodology

RESULTS

To summarize the achievements, while 12 Program coordinators, 266 Master Trainers and ~ 1,400 Workers (out of which 1,251 were female operators) have been trained directly across Faisalabad, Lahore and Karachi, ~3500 operators (90% females) have been trained in Satellite Training Units established by Technopak

QUALITY IMPROVEMENT PROGRAM FOR A BANGALORE BASED MANUFACTURER-RETAILER

OVERVIEW

  • The client a leading Indian Retailer based in Bangalore catering to high end Men’s & Women’s Formal wear
  • The two factories are the flagship manufacturing facilities for the Retailer and produce Formal Jackets, Trousers and Shirts.
  • Factory A has about 900 operational machines and produces about 40,000 Jackets and 100,000 Trousers a month and factory B has about 850 operational machines and produces about 3,00,000 Shirts a month.

OBJECTIVE

  • Design and implement Quality Management System and MIS based on TQM and Lean Principles
  • Design and implement framework for Cost of Quality
  • Implement SPC for effective and objective monitoring and control
  • Reduce DHU levels across  the factory

WHAT WE DID

  • Detailed approach for gap analysis, design of best quality improvement processes, training and implementation and follow up
  • Formulated strategy to improve quality performance, reliability and durability, conformance to requirement based on key principles of TQM & Lean
  • Designed and standardized Quality Workstation based on Visual Controls & 5 S Principles
  • Defined guidelines for using SPC technique along with escalation plan and implemented 
  • Designed and implemented MIS system along with multiple periodical analysis

    Designed and implemented Cost of Quality framework for the facility

RESULTS

  • Reduced sewing and finishing DHU level  in Factory A by 28% and in Factory B by 25% over the baseline
  • Created base line for Cost of Quality

BUSINESS PROCESS RE-ENGINEERING OF A WORK WEAR MANUFACTURER-RETAILER IN BANGLADESH

OVERVIEW

Client is firmly established as a world leader in the design and manufacture of stylish, comfortable, high-quality workwear that meets recognised international standards. Their extensive and unique collection of workwear, safety footwear and PPE protects people all over the world in diverse industries They specialize in hazard protection including flame, electric arc, chemical, molten metal, heat, cold, visibility, rain and ESD.

OBJECTIVE

  • Overall Business Process Re-engineering of their manufacturing facility in Bangladesh, which includes:
  • Sewing Efficiency Improvement
  • Overall Quality Improvement
  • MMR Optimization

WHAT WE DID

  • Strengthened the Industrial Engineering Department, for SAM based target, across all the Production Departments
  • Restructured the existing Training set up to improve the quality of training
  • Interventions in sewing to improve efficiency 
  • Re – Designed the Quality management systems for streamlined manufacturing operations
  • Designed the MIS to monitor factory performance and departmental KPI’s

RESULTS

  • A work study department, capable of continuous process improvement to ensure progressive environment, was established. Well engineered operations and processes resulting in reduced training time and improved quality management. 
  • There was improvement of 12% in overall sewing efficiencies and 50% reduction in factory DHUs.

  • Factory MMR improved by around 9%

BUSINESS PROCESS RE-ENGINEERING OF A LARGE APPAREL MANUFACTURER BASED OUT OF BANGLADESH

OVERVIEW

One of the largest textiles and apparel-oriented holdings in Bangladesh, in order to be competitive, needed assistance in re-engineering one of their shirt manufacturing units.

OBJECTIVE

Client wanted Technopak to conduct a diagnostic audit of the manufacturing facility and implement Lean and other world class manufacturing principles for overall Performance Enhancement of the facility.

WHAT WE DID

  • Strengthen the overall factory systems, industrial engineering, and planning function by developing well-engineered Standard Operating Processes in tune with Lean Manufacturing Principles.
  • Improve Productivity level of the Sewing Lines to achieve reduction in throughput time.
  • Process Quality Improvement by reducing Defects per Hundred Units (DHU) levels and improving Right First Time (RFT).
  • Training and Setting-up of Continuous Improvement Team to ensure a progressive environment.

RESULTS

  • Well-engineered operations and processes resulted in reduced training time and improved quality management.
  • 20% improvement in sewing productivity from the baseline productivity of 63 pieces per line. Improvement in DHU levels and RFT by 18% and 15%, respectively.

ASSISTANCE IN RE-ENGINEERING OF CUTTING ROOM FOR KNIT GARMENT FACTORY

OVERVIEW

Client is a knit apparel manufacturing company based out of Faisalabad, Pakistan with 3,000+ sewing machines, manufactures quality knit garments for mass and medium segment reputed buyers like Tommy Hilfiger, Tom Tailor, J.C.Penny, etc. The manufacturing process at Client manufacturing facility is vertically integrated including all the process involved in garment manufacturing. The cutting section is a centralized facility located in mills at the out skirt of Faisalabad. The cutting section is highly automated, using machines like Auto spreaders (13), CNC cutters (5) and Die cutting machine(1).

OBJECTIVE

  • Assist Client in streamlining all functions in its Cutting Section, thereby
  • improve material utilization (by reducing spreading losses) and Cutting Section’s
  • efficiency, and reduce Labor Cost per SAM.

WHAT WE DID

  • Implementation of  Efficiency and Cost per SAM data as key performance measures
  • Re-organization of Industrial Engineering practices
  • Introduction of Warm Changeover
  • Initiation of 6 days working – 8 hrs per shift compared to 7 days working – 11 hrs per shift
  • Implementation of 5S Principles
  • Process Flow Optimization
  • Utilization of Available Technology

RESULTS

  • Cutting efficiency improvement by 24%
  • Fabric utilization improvement by 6.5%
  • Cost Per SAM reduced by 22%
  • Monthly SAM produced increased by 19%
  • Reduction in monthly wastage by 18%