IT consulting, software and support · Dhaka
Where it breaks
Two places where money is lost quietly.
Your people are not slow. The information is slow.
On the floor
You get to know the production after the shift
Hourly output is written on the board, then copied into a register, then into Excel at night.
Line efficiency and DHU are counted the next morning. By then nothing can be done about it.
A line stops for a feeding or machine problem, and the office hears about it at day end.
Which operator is doing well stays in the supervisor's head. It is not written anywhere.
Rework and rejection are counted at the end, so nobody can say which hour caused it.
Planning and stores
Everybody works on his own sheet
The plan is made in Excel, but the copy on the floor and the copy in the office are not the same.
Fabric and trims are booked against a style, but how much was actually used is checked only at the end.
Store issue and return are on paper, so the real stock is known only after physical counting.
A shipment date slips, and how much it cost is understood much later.
Sub-contract and outside process work stay in a separate notebook.
What we build
Eight things worth building first.
Not a full factory ERP from day one. Usually two of these, on the floor where the loss is highest.
Real-time production board
Hourly output per line, entered on the floor or taken from the counter, and the office can see it while the shift is still running.
Line efficiency and DHU
Efficiency, DHU and rejection counted per line, every hour, not the next morning.
Style-wise costing
Fabric, trims, CM and process cost against the style, and compared with what was actually used.
Planning board
One plan for everybody, with capacity, style change and shipment date in one place.
Store and inventory
Issue, return and real stock for each store, and usage checked against the booking.
Compliance and audit file
Buyer audit papers, certificates and corrective actions in one place, kept ready before the auditor comes.
Operator and attendance
Operator performance and attendance kept in record, so line balancing is done on data.
Buyer and order tracking
Order status, sample stage, approval and shipment, so you do not have to call three departments to get an answer.
What we look for on a floor, and what it is costing
Illustrative pattern
Where most floors start
Hourly output on the line board, copied into a register, then typed into Excel after the shift. Every morning management looks at yesterday. This is how most floors are running when we are called.
What we check first
We do not talk about software first. We sit on one floor for a full shift and see how long a stoppage takes to reach the office as a number.
What we build
A production board fed from the floor, with hourly output, efficiency and DHU for each line, and a stoppage alert that reaches the office while the line is still down.
How we roll it out
Four lines first, for one month, keeping the boards and registers as they are. After that, the rest of the floor.
What it looks like after
The office sees the shift while it is running, a stoppage is handled in minutes, and the monthly report comes from the same data the floor already entered.
The gap we usually find
A full shift
can pass between a line stopping and the office seeing it as a number.
The supervisor knows within a minute. There is just no way for him to pass it on.
What we ask to see
This is an example, based on how garment floors are generally run. It is not any particular client project.
Read the case studyOutcomes
What changes on the floor
Yesterday's output reviewed today
The shift seen as it runs
A stoppage reported at day end
Answered in minutes
Efficiency calculated next morning
Calculated per hour
Plan in one sheet per department
One plan for everybody
Real stock known after counting
Known from the issue record
Audit files collected in a hurry
Ready before he arrives
Why this sector is different
A factory floor does not wait for anybody.
Five things that decide whether the system is still running after one month.
Condition 01
The hour is the unit
A garment factory does not run on monthly figures. If a line loses one hour, that hour will not come back later in the week.
So the system must
The data has to come within the shift, not in a report the next morning.
Condition 02
The floor will not type
Operators and supervisors work with their hands. If entry takes long, it will be filled up later, or just made up.
So the system must
Entry in a few seconds, on a tablet or counter, in Bangla, with almost nothing to type.
Condition 03
The buyer decides the format
Compliance papers, reports and audit records have to follow what your buyer asks for, not what is easy for us.
So the system must
Reports made in the buyer's format, and audit files kept ready instead of collected at the last moment.
Condition 04
Cost sits in consumption
Profit on a style depends on how much fabric and trim was used against the booking, and it is known too late.
So the system must
Booking and actual usage compared while the style is still running.
Condition 05
Nothing can stop production
If a system makes the line wait, or the floor has to stop for training, it will be switched off within a week.
So the system must
It runs beside the existing boards until the floor trusts it. After that the boards go.
How we start
Four lines. One month.
Nothing is switched off, and no line has to wait for us.
One floor, one shift
We see how output, stoppage and rework reach the office now.
Pick the costliest gap
Usually hourly output, or fabric usage against the booking.
Four lines, one month
It runs beside the boards, so nothing on the floor is at risk.
Then the rest
Once the floor trusts the numbers, the boards come down.
Get in touch
Tell us where the hour is going.
Plot 22, Road 17, Sector 13,
Uttara West, Dhaka 1230, Bangladesh