Scottish Textile & Leather Association Sharing Operational Excellence presentations
description
Transcript of Scottish Textile & Leather Association Sharing Operational Excellence presentations
Welcome
Sharing Operational ExcellenceScottish Textile & Leather Association
Our Twitter hashtag for the day is – #STLAmanufacturers
Welcome
David BreckenridgeChief Executive, Scottish Textile & Leather Association
Lynn WilsonZero Waste Scotland
BUSINESS IMPROVEMENT PROJECT:Reduce the Number of Small Dyeings
Gemma Gibson,Supply Chain ManagerRobert Noble and Replin Fabrics
CONTENTS
1. Introduction and Background2. The Business Improvement Project 3. Research4. Project Aims, How to Achieve These and Progress5. Implementation: The Story So Far6. The Next Stage7. Conclusion
1. Introduction and Background
2. The Business Improvement Project
What is a small package dyeing?< 30kgs
Two methods of dyeing:1) Package Dyeing2) Fibre (Top) Dyeing
2. The Business Improvement Project (continued…)
Three means of reducing the number of small package dyeings:
1. Increase the size of the dyeing2. Identify runners, repeaters and strangers and dye for stock3. Use current stock more effectively
3. Research• Forcefield Analysis
• Supplier Questionnaire- 8 questions- Face to face
• Quantitative Research
Forces for Change Forces Against Change
Customers require quick turnaround on orders Suppliers fearful of changeFewer purchase orders to raise and manage Complete change in purchasing culture
Fewer submits to analyse Time constraintsFewer goods inbound inspections Data - needs to be easy to understandBetter price/kg for larger dyeings Lack of detailed sales forecasting
Improved relationship with package dyerNo cost incurred
Personal development opportunities
Reduce the number of small package dyeings carried out by
Moorbrook Textiles (Robert Noble and Replin)
3. Research (continued…)Highlights:
1 October 2012 to 2 September 2013719 small dyeings (less than 30kgs) = 10,047.75kgs
22/1 NM SLN B5482 – dyed 6 times – once per month March-July 2013
13.4/1 NM WLN H5211 – dyed 10 times – 3 times in December 2012
13.4/1 NM WLN V2951 – dyed 8 times, twice in February 2013
4. Project Aims and How to Achieve Them
8 aims:1. Create data which is easy to generate and use2. Improve package dyer delivery performance (OTIF)3. Reduce customer lead times4. Utilise dyers more effectively5. Reduce number of submits to be analysed6. Reduce the number of inbound deliveries to be assessed7. Save time by reducing the number of purchase orders8. Reduce the purchase price/kg
5. Implementation: The Story So Far
Implemented August 2013
Update on current position (February 2014)Direct comparison of receipts (2 October 2013 – 21 February 2014 vs 2 October 2012 – 21 February
2013)
Number of small dyeings reduced by 56 purchase order lines and 506.48kgs
2012/2013 372 purchase order lines = 4,597.28kgs
2013/2014 316 purchase order lines = 4,090.80kgs
Measuring progress
6. The Next Stage
Continuation of the project
Other related projects:Top Dyeing vs Package DyeingYarn Stock Reduction ProjectProcess Redesign – Inventory and Sales Execution
7. Conclusion and Questions
Improving Productivity Through Alternative Ways of Thinking
David WoodhouseAlex Begg & Co.
Traditional Production – Niche Market
ALEX BEGG & Co.
David Woodhouse - Production Director
…the world’s finest cashmere scarf
…a radical rethink
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Weaving Efficiency - Before and After Modification
Individual Pieces
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First-line Manager’s Training Programme
Improving Productivity Through Alternative Ways of Thinking - Offline Preparation of Warp Beams
Mike Cass
Assistant Weaving Manager - Alex Begg & Co.
Investment in the latest warping technology
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Investment in the latest weaving technology
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A description of the terminology used in this presentation.
Warping Is the creation of a series of yarns (ends) laid out on the warp mill, and is kept in the right order by a lease band. The warp runs the required length of the cloth in loom
A gear Is a number of shafts that the warp is drawn through,
the gear controls the type of weave in the loom, required by the design team/customer
Knotting Is two complete warps, set up on a frame and knotted
together using a knotting machine
Brief explanation of knotting Ends being knotted by the
knotting machine Two warps, dressed and clamped in knotting frame
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Objectives • To improve productivity by reducing loom downtime
• Transferring the downtime from the weaving department to the preparation area (Warping Department)
• To plan in lead time for preparation in warping
• To facilitate the above by training people to be multi- skilled.
• To cut down on the downtime associated with gear changes in weaving.
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Pre-project Analysis
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Pre-project Loom Downtime Over 12 Weeks
Knotting in loom
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• Data was collected over a 12 week period
• 74 Gear changes
• 150 Hours downtime for knotting alone
• Over 48 weeks = 600 hours downtime M
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Gear ChangesWeaving Downtime
Collecting and quantifying data from gear change knotting
Mill Visit: Comparisons between Lovat Mill and Begg & Co.
Lovat Mill Begg & Co.
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Setup after Lovat Mill Visit
The stages of lifting gears into loom
• The gear is lifted into loom and connected to the under motion
• The warp beam is then lifted into loom
• The knotter then comes along and knots the warp and gear together
• Once this is complete the loom technician can then pull through and setup the loom to the reed width
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Investment in a knotting station
•Buying a purpose built station supplied by Groz Beckert.
Mobile knotting station
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Multi-skilling and building a team
• Drawer/Knotter:• Responsible for tying the gear and warp
together, off line
• Loomer/Assistant Tuner:• Responsible for lifting gears in & out of the loom
• Two new knotters:
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Benefits • Improved efficiencies in weaving
• Increased productivity within the preparation area (warping and drawing)
• A multi-skilled and flexible workforce
• Improvements in the planning process Mik
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Project Improvements
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Effect of Maximising Preparation Out of Loom
Knotting in loom Pre-preparing out of loom Knotting gears out of loom
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Annual Benefits• This initiative has delivered savings of 60 hours loom time weekly –
approximately 3,000 annually
• This equates to 21,600,300 picks
• Typically around 10% of the company’s loom output
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Questions
Innovation and Sustainable Manufacturing James Lang
Director, Scottish Leather Group Limited
Managing SeasonalityHawick Knitwear
Ian Mcleod
Why was Flexible Working necessary
• Satisfy customer demand in peak season without paying expensive overtime rates.
• Keep people gainfully employed in low season.
• Ensure customer orders are delivered on time.
• Ensure employees maintain stable earnings through the year.
Sales By Month
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Average Weekly Sales Load by Month
Sales by Season• Autumn Season – 165,000 units
• Spring Season – 100,000 units
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Spring Autumn
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Main Obstacles• Employee Buy in
Contractually must work a 44 hour week if required. Working extra in the Summer. Missing out on lucrative overtime payments.
• Keeping it Simple It needed to work for Employee’s and the Company. Needed flexible approach.
Solution for Hawick Knitwear• Worked with the unions who did recognise the problems faced by the business.
• Came up with a flexible working agreement which we have operated for around 15 years.
• Key Principles of Agreement Employees work an extra up to 5 hours per week for a maximum of 20 weeks
during peak periods. This money is not paid out but banked at time and a quarter (also benefits
cash flow). During low period we can reduce capacity by up to 10 hours per week. Employees draw on previously banked hours so they still get a full wage even
if only working 29 hours. Different sections can have different working patterns at the same time. We advise employees of working patterns on the Monday of the pre-ceeding
week.
Outcomes• Good agreement that has benefitted business.
• Minor tweaks implemented but generally still same agreement.
• Allows us to sell more production for our peak August/September delivery period.
• Less Production required for quieter October-March period.
• Keeps employee earnings stable throughout the year.
Programme Area Manager- Innovation
Textiles and the Circular Economy
Maurice Golden
Zero Waste Scotland
Overall aim: • Prevent Waste, • Increase Resource
Efficiency, • Enable a shift towards a
more circular economy.
Circular Economy Work Programme
• Embedding thinking, language and narrative in all engagement.
• Developing CE solutions and gather evidence.– Design, manufacture, selling, reuse– In partnership with academia / research
organisations• Stimulating CE business opportunities.
– Making business case– Piloting new opportunities
Summary
• How do we embed Circular Economy thinking into the Textile Sector?
• Where are the biggest wins?
• What ideas or initiatives can be actioned now?
• Is market intervention is required?
Terminology
• Circular Economy• Cradle to Cradle• Closed Loop
What’s the difference?
Recycle/End of Life Up Cycle Closed Loop
Scottish Clothing/Textiles
• Heritage
• Design
• Craft
• Quality
Examples of closed loop – Interior textiles
Camira Textiles
Examples of closed loop – Apparel
Patagonia/Teijin Eco Circle™
Disassembly Strategy
Refinity - raincoat
Image - Refinity©
Examples of waste elimination at design stage
Image Timo Risseman©
Innovation in Luxury Textiles Waste
Case Study
Image courtesy TRW©
Image courtesy TRW©
Image courtesy TRW©
Image courtesy TRW©
How can ZWS help?
• Recycling Innovation Fund
• Scottish Recycling Fund
• RETrieve Scotland
• Capital Grant Fund for Priority Resource Streams
Modern Apprenticeships
Willie WoodGroup HR Director
Where were we before MA’s?Elgin (Wovens)
• High skilled roles
• Shrinking pool of recruits
• Geographic isolation
• Good documentation of job roles but little structure for training
• Use of in-house Skill Audits to assess trainee progress – informal with little ‘weight’
Hawick (Knitwear)
• High skilled roles
• Other knitwear companies competing in same pool
• Circle of resource
• Lack of new blood to the industry/company
• Low level of structured training
• Lack of training skills (Trainers)
Why did we embark on this journey?Strengths
• Highly skilled Managers/Supervisors
• Large workforce offers flexibility
• Can offer career opportunities for employee progression
• Leadership vision
• Previous experience to learn from
• Internal support from HR Dept
Weaknesses
• Lack of structured training
• Lack of training skills
• Large workforce – lots of job roles within mill – complex
• BUSY!!! No time to train new recruits
Why did we embark on this journey?Opportunities
• Political will to support apprenticeships
• Partnership to develop project – Glasgow Clyde College (Cardonald)/STAG
• Utilize existing skills in workforce
• Develop relevant training to meet specific company needs
• Improve product quality
• Improve productivity
• Offer Nationally accredited qualifications
• Retain staff and skills
• Improve employee satisfaction
• Structure/systems for employee reviews – identify skill gaps and acknowledge success
• Succession planning
• Raise profile of the industry
• Attract high calibre applicants
What were the key steps?
• Partnership for development of infrastructure for Training and Accreditation – Glasgow Clyde College/STAG
• Initial assessment of Department
• Identify Job roles and skill levels
• Identify potential Trainers & Assessors
• Preparation of Assessment Materials for SVQ Qualifications
• Develop Training Materials
• Provide training for Trainers & Assessors
• Provide support to Trainers/Assessors to plan / implement / monitor & review
What challenges did we overcome?Threats/Difficulties• Previous negative experience of
SVQ’s to overcome
• Resistance of staff to take more responsibility
• Potential negative impact on production in short term (staff involved in development and training)
• Lack of time for training
Response• Offer new approach to assessment
process
• Invest time to explain & reassure staff & provide experienced support
• Support Trainers by developing Training Manuals to assist both trainer & trainee
• Invest in developing structure and resources, but streamlining assessment process to minimise impact
• Develop structured training that enables supervisors/trainers to make training routine and time efficient
What, in retrospect, would we do differently? (and now are!)
Elgin (Wovens)• Realistic expectations of scale and
complexity of the task
• Staged roll-out
• Don’t overwhelm new Assessors with too many Candidates
• Careful recruitment of Assessors - consideration of broader skills required – lower level Management/Supervisors with more technical skills may need additional support (written/communication/IT)
Hawick (Knitwear)• Set aside scheduled, regular times
for MA
• Take yourself totally away from shop floor to avoid interruptions
• Appreciate time required and improve time management
What are the outcomes within Johnstons and Industry?ELGIN (Wovens)
PHASE 1 – 2012-2013
• One Department
• 5 Trainer/Assessors
• 22 Level 2 MA’s completed in Weaving
HAWICK (Knitwear)
PHASE 1 – 2012-2013
• 2 Trainer/Assessors
• 6 Level 2 MA’s completed
What are the outcomes within Johnstons and Industry?ELGIN (Wovens) HAWICK (Knitted)
PHASE 1I – 2014-2015
• 3 new Departments (Hand Sewing, Mending, Shima Knitting)
• 6 Level 2 MA’s (5 Aged 16-19, 1 Aged 40+)
PHASE II – 2014-2015
• 3 new Departments
• 7 new Trainer/Assessors
• 3 new Trainers
• 7 Level 2 MA’s in Weaving
• 3 Level 3 MA’s in Weaving
• Estimate 21 new Level 2 MA’s this year
What are the outcomes within Johnstons and Industry?ELGIN (Wovens)
PHASE III – 2015 - 2016
• 8 new Trainer/Assessors
• 5 new Trainers
• Estimate 25+ new Level 2 enrolled
• Estimate 8 new Level 3 enrolled
HAWICK (Knitted)
PHASE III – 2015 – 2016
• Maintain momentum
• Continue improving on excellent foundations
• Develop new recruits
Training ComparisonUniversity
• 4 Year Course
• £££ Debt
• Limited income for 4 years
• Job?
Modern Apprenticeship
• On-the-job Training
• No Debt
• Monthly Wage
• Excellent Career Prospects
Willie Wood, HR [email protected]
Innovation @ Scott & Fyfe
John Lupton
Agenda
• Background
• Features
• External Agencies
• Challenges
• Outcomes
• Lessons
• Un-traditional Scottish textile business
• 150 years of history in Tayport
• Fighting the effects Declining markets Toughening conditions Increased global competition
• Total business restructuring around Innovation Employee Ownership Cross-functional team working
The Background
The Structure
Tools
Make it visual
Innovation DEMANDS space
Graffiti beats Powerpoint
Post-Its beat shared drives and spreadsheets
External Agencies
• Scottish Enterprise
• S.M.A.S.
• CEED
• Glasgow School of Art
• Scottish Development International
• Institute of Directors
• Universities Heriot Watt, Stirling, St Andrews, Glasgow, Edinburgh, et al.
• Fife economic partnership
• Scottish Textiles and Leather
Key Performance Improvements
• Over 30% of products sold in 2013 not made 2 years ago
• Secured new distribution outlets in over 5 Countries
• Over 50 new product ideas in “innovations funnel”
• Over 20 new products under development
• Faster Product development cycles
• 38% improvement in direct labour cost per tonne
• 10% sales growth from new customers
• 33 % sales from products less than 2 years old
• 18% improvement in sales per employee (UK)
Lessons We are Still Learning
1.Restructure early … with a strong “Believe or Leave” policy
2.Celebrate your misses as well as your hits
3.Fail Fast and Fail Forward” - Fail fast, don’t give up fast
4.Opportunities that smell wrong at the start never ripen
5.Set operations to welcome trials
6.Stop believing our own press, unless the headlines are bad
7.Stop listening to, believing, and making decisions on, one persons view
8.Innovation doesnt sell itself, you still need brilliant sales management
Its not for
{Everyone}
{Ingredients}Various
{Recipe}Build your own
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