Production Planning and Control

Production Execution Process

BBP Document

Presented To

For the Project

By

Mawai Infotech Ltd Confidential page 1/14

 Document History

AUTHORS & PARTICIPANTS

Name Role
Proj Sponsor
Proj. Manager – NTPL

Business process owner

Business process owner
Core User
Core User
Core User
IT Coordinator
Proj Manager – Mawai
Consultant- Mawai

REVISION HISTORY
Date Document Version Document Revision Author
Description
1.1 Draft for customer review
1.2 Audit Amendment

REVIEWED AND APPROVED BY

Name Title Date Approved

Proj Sponsor
Proj Coordinator
Proj. Manager – NTPL

Proj Manager – Mawai

Business process owner
Business process owner

Core User
Core User
Core User
IT Coordinator

Mawai Infotech Ltd Confidential page 2/14

Table of Contents

1 Business Processes 1
1.1 Product Development (PD) 2
1.1.1 Short Description of the Process 3
1.1.2 Expectation 4
1.1.3 Short Description of process module in SAP 5
1.1.4 Flow diagram6
1.1.5 Additional configuration elements 6
1.1.6 Process GAP 7
1.1.7 Fit GAP Analysis 8
1.1.8 Validations / Developments in process 8
1.1.9 Improvements to the Process Compared to As-Is Status 10
1.2 Security Requirements / User Management 11
1.3 Organizational Changes 12
1.4 RICEFW 13
1.4.1 Reports 14
1.4.2 Screen 15
1.4.3 Interfaces 16
1.4.4 Conversions 17
1.4.5 Enhancements 18

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1 Business Processes

1.1 Product Development Process (PD)

Product development is defined as the design and engineering of products that are serviceable for the target consumer,
marketable, manufacturable, and profitable.

If we express in broad sense then we can said, product development is the process of setting up the goals for the season,
conceptualizing, producing, carrying out market and trend research, introducing and delivering new products and services to
consumers (new product development), or improving on the old, developing product styles using the technical design process,
making samples of the products to finalize product styles with standards, selling the product line, and sourcing and
manufacturing the line.

This process is also involved in functions such as material requirement planning, inventory control, production planning and
scheduling, quality control, logistics, and finance.

Product development also provides fresh user experience, addressing a need, providing solutions to problems, increasing
customer base and market share as well as driving increase in sales and profit for a given company.

Even though the historical approach was to have the product development (PD) and production in house for many
manufacturers and brands, today it has quite become decentralized. The production has resulted in a tendency to split elements
of the PD and production processes between different countries. The rapid development of PD technologies and communication
technologies has enabled people at multiple locations around the globe to seamlessly integrate, collaborate, communicate, and
manage the product development process. Also, it is apparent that not only apparel manufacturers but also Towel contractors,
subcontractors, and specialty contractors have launched design and development units within their organizations for the
retailers and brands to select designs from without spending time and effort in product development.

Product Development Process:

The main purpose of product development process is to ensuring customers satisfaction and minimizing customer returns. With
the increase in competition, the industry’s focus on measures to monitor the PD process has increased. These measures can be
used to benchmark with competitors or to adopt best practices. In apparel industry the product development section is a
window for new buyers in term of pricing, sampling and information collection. Product development in garment industry is very
complex and lengthy process. In this article try to give all process with shortly. Now we will discuss a more general apparel
product development process considering the functions from designer’s idea or the initial design concept to make the product
ready for final production.

When developing products, it is important to know the business model (such as wholesale brand, private label, store brand,
customized product, etc.) and if the product is a new design or knock-off, so that the functions in these stages can be tailored to
the business model’s product situation. Product development strategies and processes for apparel industries vary as much as

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the number of companies in this field, as well as the complexities and simplicities; values and visions; market share and
penetration of each company, but for the purpose of this essay, I will summarize these processes into the basic steps that are
essential for the actualization and success of any product development endeavour within the industry in focus.

product development process considering six stages:

1. Line planning and research

The product development process is a team effort by a number of people involved from a number of departments in
organization. The initial step of this process is planning a line of products for a particular season or particular time period,
depending on the company’s selling seasons or selling practices. The PD team is generally comprised of several people from
designing, merchandising, research and development (R&D) and/or raw material development, technical design or product
engineering, sales and marketing, finance,Costing , graphic design, sourcing, operations, planning, and quality assurance.

The PD team uses the information from research on trends, colors, materials, previous successes or failures, past sales records,
experience from previous lines, and mark-down reports, etc. to brainstorm a plan for the new line. The information from this
effort will assist the designers and the PD team to formulate a plan for the new line with a positive (brand) image to influence
the consumer segment that the company is targeting for its sales.

2. Design concepts: line concept through research

After planning, the PD process begins with the design, which is a critical component in the development of fashion products. The
design process begins with a line concept, which explains the mood, theme, and other key elements that contribute to the
identity of the line. To develop the line concept, the designers obtain their inspirations for designs by conducting research. This
involves market research and fashion research, from which they interpret findings into styles considering the brand and the
target consumer. The market research provides information that helps the company to understand consumer demands. This is
done by investigating the target consumers and their behavior, their preferred product designs and characteristics, and the
general market trends. The fashion research provides trends for the season as silhouettes, design details, colors, fabrics, and
trims.

Designers play a vital role in bringing the textile design ideas. Textile designers get their inspirations from mood boards from the
design team, catwalk reports, print suppliers, and observing other fashion manufacturers or retailers.

The companies that conduct trend research evaluate what has occurred in the past and project what may happen in the next
season, tracking economic trends, social and cultural trends, technological advances, and political influences, which may all have
an impact on the product design as well as on consumer behavior and spending.

Collaborating with the designer, the merchandiser will review the trends, analyze previous sales, consider the budget allocated
and projected sales for the department or account, and come up with the line plan. With the product designs for the line
finalized, the design-development process begins.

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3. Design development: line development

At this stage the designers interpret the research findings and translate the line concepts into styles considering the sales
potential, appropriateness for the brand, target consumer, and product line. The activities involved in this stage are raw material
development, testing and approval, color testing and approval, acquisition of sample yardage, pattern-making and fit approval,
style evaluation and approval, wear testing, and preliminary costing, leading to finalizing sample specifications and translating
the line from sketches to actual product line. Merchandising, marketing, and PD teams will review samples to make decisions on
final line adoption. Merchandising team identifies the assortment, makes volume decisions, and establishes pricing and gross
margins.

4. Line presentation and marketing

The styles to be adopted in the line are reviewed in the line review meeting attended by executive decision-makers from sales,
sourcing, finance, operations, planning, and manufacturing. PD team will order raw materials for more duplicates. Production
planning and control division will carry out detailed costing and develop product specs. Marketing and merchandising teams will
develop promotional materials for sales reps. Line is presented at markets to retail channels using sales samples by marketing
team.

Marketing and merchandising teams will review retail orders, compare with sales forecast, and add/drop styles, colors, and sizes
to come up with the final modified line.

5. Production planning: pre-production

During the production planning stage of the PD process, sourcing decisions are made to identify which production facility will
produce the approved styles in the line. The functions at this stage of the PD process will depend on what type of contractor will
be used for production of the styles. Translating the decided prototypes and first patterns into complete size range for final
production. PD team will finalize quality, production, and process standards for manufacturing. Production planning and control
division will manage grading, marker making, planning, and sourcing of both material and production. Quality, material, and
engineering specifications will be finalized by merchandising and production planning and control division.

6. Line optimization:

Merchandising team will review the final line against orders, drop styles with inadequate orders, and replace with new styles,
colors, and sizes to optimize the line for profitability. If changes are made, the model will direct to previous phases as
appropriate. This phase will continue while production is in progress.

Conclusions:

Product development process in apparel firms is growing. Companies concentrate on improving the cost-effectiveness of the
process by streamlining and shortening the PD cycle using the latest technologies and improving the market responsiveness. The
digital PD process using virtual technologies provides the opportunity for companies to shrink the product development cycle
time from months to days. Communicating the standards and specifications among supply-chain partners using tech-packs that
were developed during PD, provides the opportunity for quality assurance and control in the garment manufacturing process.
Actually the success of a product in apparel industry is determined by the interaction and integration of value, time, cost and
quality.

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1.1.1 Short Description of the Process

Overview of current NPD Process:-

 New Product Development demands received from the marketing team with reference for Customer
sample or advice.
 As per Customer Sample or advice, PD team will inspect and prepare spec sheet and generate bill of
material and delivered to Costing to prepare Cost sheet.

 After Cost Sheet Prepare and take approval to Customer for order or Sample Prepare

 If Customer ask for Sample , then PD will Generate Demand for Sample Production to PPC

 After Sample dispatch to Customer for approval to Start Bulk order

 If customer specific shade in order then Lap Dip team Generate three Shade card and Send request for
approval from customer
 Based on Approval Shade Card no , Lap Dip Team will generate his Recipe and Rout of Product
Manufacturing

Note: - AS IS documents attached for reference.

1.1.2 Expectation

Below are the expectations from PD department:-

 Need to see the tracking report in SAP customer wise sample to order .
 In case any changes in the customer order after spec system, system allows entering the changes in
but need some approval process it should go thrugh by PD and Lap Dip team .

 Operations need functionality to be able to evaluate capacity constraints for a given demand.

 Need to see the daily MIS reports.

 Need to See Inventory report of Sample Area

 Need to record his all parameter of customer sample and Generate print of Specs Sheet

1.1.3 Short Description of process module in SAP

 In Product Development, marketing need to enter the requirements for the finished material. After
enter enquiry , system will generate the inspection lot against customer sample requirement (Enquiry
orders) for material.

 Product Development and Lap Dip (PPC & DyeLab) department will record his result against
inspection lot .

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  Marketing and Costing need to verify the specie sheet and calculate cost for product.

 After Approval of costing , Marketing and Customer , Based in customer request PD Team Will
Generte demand of material ( Create Sale order of Development ) and PPC Team will run MRP and
Create Planned order and Convert into Production

 After release the production order, PPC team will give the material issue slip to store against the
production order

 After Production, Material will move to Sample Location and Dispatch to market or Customer.

Task Task Name Task Performed by Input Documents Output Documents Application
No. Description

1 Enquiry from Marketing Order wise Sample Team S.D.F Technical Sheet SAP
Yarn Issue

2 PPC Run MRP PPc Sale order List Of Production SAP

order

2 Yarn Receive Sample wise Production Order wise Yarn Stock SAP
Yarn received Team requirement

3 Warping Warping Production Warping Plan, Yarn Production Team SAP

Team
4 Sizing Sizing Production Warping Plan, Warf Production Team SAP
Team Beam

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 5 Weaving Weaving Production Loom Plan, Weaver Production Team SAP
Team Beam

6 Doff inspection Doff Inspection Doff no First Cut Pices SAP

Inspection

7 PD QA Analysis PD Loom Sample Pc QA Sheet SAP

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1.1.4 Flow diagram

Mawai Infotech Ltd Confidential page 10/14

1.1.5 Additional configuration elements
Screen Need to Develop

1.1.6 Process GAP

 The main expectation of this process is needed to automatically generate Material mater, BOM and
Routing based on spec sheet

 Sample of towel in/out in sample inventory , Easy traceable and disturb sample to marketing or
customer

AS-IS TO BE
4. New product Development wise planning and Trackable 4. Z development required
( Need to more discussion with business)

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1.1.7 Fit GAP Analysis
 Need to develop the new screen for to enter the Production development

 Tracking of Sample and will capture customer report to be recorded with Z development as finalized.

 Based on Specx sheet , System will generate Weaving BOM and Routing , Based on Approved Shade
card system Will generate bom and rout for processing and csp plant

1.1.8 Validations / Developments in process

 Need to develop tracking report

 Need to develop the new screen for to enter the Product Spec Sheet.

1.1.9 Improvements to the Process Compared to As-Is Status

 Sample development form (S.D.F)

 Technical Sheet
 Sales Contact
 Sample Memo
 Loom Card
 Planning of Exact inventory with respect to MRP
 Product costing to Map the exact process revenue
 Real time Management reporting
 Real time variance calculation of the new sample order against calculate Cost price
 Accurate Inventory position & control

1.2 Security Requirements / User Management

The authorization matrix is attached. The final matrix will be prepared at the time of final preparation phase.

1.3 Organizational Changes

1.4 RICEFW
1.4.1 Reports
Below is the list of critical SAP standard reports which can be used in day to day business. Also the formats given by NTPL for
custom reports are attached herewith.

Sl. No. SAP Transaction/ Report Name Key Parameters

1 CS11 - Material BOM Level By Level  Assembly/Material
 Plant
 Alternative

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 Sl. No. SAP Transaction/ Report Name Key Parameters
 Quantity
 BOM Level
2 CR60 - Work Centre Information System  Plant
 Work Centre
 Capacity Category
 Fields related to work centre (Ex. Standard
Values)
3 CR06 - Cost Centre Assignment for Work Centre  Plant
 Work Centre
 Cost Centre
 Activity Types
4 CA80 - Work Centre Where used List  Plant
 Work Centre
 Material
 Task list Number
 Operations
 Control Key
5 CA51 - Task List Print List  Details regarding routings maintained.
 Plant
 Material
 Routing number
 Standard value details
9 COOIS - Order Information System -  Order Number
Production orders by MRP Controller  Material
 Scheduled Finish Date
 Order Quantity
10 COOIS - Order Information System -  Order Number
Goods Movement against Production Orders  Material
 Quantity
11 COOIS - Order Information System -  Order Number
Confirmations  Material
 Operation Confirmations
12 Need To develop
Printout of Specs Sheet
13 Need To develop
Sort master detail
14 Need To develop
Sample Tracking report

1.4.2 Screen
Sl. No. SAP Transaction/ Report Name Key Parameters
1 Create Screen of Sort master Entry and Upload data Need To develop

1.4.3 Interfaces

1.4.4 Conversions

 BOM (Bill of Material)

 Work center

 Routing

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  Production Version

1.4.5 Enhancements

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