CENTRAL RESULTS | APPLICATION FORMS | ADMIT CARDS | ANSWER KEYS | COLLEGE CUT OFF LIST | CENTRAL RECRUITMENT FORMS AND MORE

Overview

Pee Empro dominates the woven goods niche, working expertly with a wide range of fabrics of every weight and weave. With an ISO 9001 certified vertically integrated garment manufacturing facility performing printing, dying, and embroidery under the same roof, the company produces over 30,000 pieces/day at 300,000 sq. ft. of manufacturing space. GAP, Abercrombie & Fitch, Hollister, Old Navy and United Colors of Benetton source their clothes from Pee Empro. 

Current Situation

Pee Empro was one of the first businesses to volunteer at the Okhla Garment & Textile Cluster to evaluate training needs for their employees. The garment business is entirely driven by prices and the marketplace is extremely competitive, with new and increased competition from other countries in the sub-continent. Rework and rejects on the stitching lines were generally attributed to the gaps in training infrastructure.

Solution

Our team helped put together recommendations for improving the training infrastructure, summarized in this report (hyperlink), and conduct a Fish-bone analysis for the reworks and rejects on the stitching lines. A few other areas of improvement were identified as:

  • Inadequate housekeeping practices left waste on production lines, hampering the productivity of employees and quality of goods produced
  • The production team did little to collect data, make observations and derive insights into the causes of these defects, thus leaving the management blind to issues at hand
  • The business lost 11% trained employees every month to churn, leaving low to medium performers on the production lines, further bringing down productivity and quality of the production lines
  • The vast majority of employees generally lacked motivation and needed incentives to perform as well as align with the business’s overall goals

Results

Sookshm put together the needed infrastructure in the form of job roles and key responsibility areas for production supervisors and designed communication policies, reporting structures and improvements in the existing RFID system to measure productivity and quality at each workstation on the production line.

The business now enjoys a clearly defined policy on rework and rejects, achieving a 60% reduction in Defects per Hundred Units (DHU), a standard metric used across industry. The newly collected data from RFID systems has reduced in-line inventory and instances of unbalanced lines, thus improving productivity.