1. Training Syllabus
Topic: How we do Plan???

2. Content ………………………….
1. Key Information
2. Product Range
3. Technical Details
4. Planning & Control
* Planning Strategy
* Consideration
* Priority
* Capacity Allocation as per Buyer Volume
* Buyer Allocation
* Learning Curve / ladder of Productivity
* Execution at a Glance
* Conclusion
1. Key information
Mahmud Jeans Limited (MJL) is one of the leading Garments manufacturer
and exporters of readymade Garments and a sister concern of Mahmud Group.
It’s designed and installed with state of the art equipment, 100% compliant
well equipped Garments manufacturer among the Garments Industries in
Bangladesh.
3200
Employees
22
No. Of Line
Fully Vertical Setup - spinning, waving, stitching, washing and finishing
Year of Establishment: 2009
Production Capacity
Spinning: 30 tons per day
Weaving (Denim): 100,000 yds per day
Sewing & finishing: 40,000 pcs per day
Washing: 45,000 pcs per day
Factory Space: 2, 26000 sft
Group Turnover: USD 102.00 million per year.

3. Mahmud Jean’s t/o: USD 50.00 million per year.
Total Manpower: 3,200
Management Personnel: 175
Our Motto
Growing business together with our valuable customer by providing
 Best product
 Best quality
 Best service & above all
 On-time delivery
Mahmud Group: Difference is our people…………..
Our renowned customers are.
 Sweden, USA, Europe, Canada, Netherland.
H&M, K.Mart, C&A, Hema, G3, Asmara, Tally Weijl, Mango, OVS, Best Seller
Kauf land, Jordache, Carre Four, Lager
2. Production range (styling)
Basically we are woven garment manufacturer. We produce Trousers, Skirt,
Unlined Jacket, Overall, Short all, Shorts, School Dress, Shirt.
3. Technical detail
 Cutting Section:
Equipped with computer aided designing, marker making, manual
spreading & cutting.
 Computer Aided Designing (CAD):
Computer aided designing equipped with TUKA and Leuctra systems
with digitizing board and full width pattern plotter.
 Sewing Section:

4. This section is comprised of Latest generation JUKI, FDM, Brothers,
Kansai, Vibe Mac sewing machines with automatic thread trimming and
sucking device also ETON line.
 Finishing Section:
This section is equipped with skilled manpower, metal detector, vacuum
table, steam iron, thread sucker and other modern facilities.
4. Production planning and control
What is planning?
Planning is a detailed proposal of doing or achieving something.
Especially it consists of the planning of routing, scheduling, dispatching
inspection, and coordination.
Production planning without production control is like a bank without a bank
manager, planning initiates action while control is an adjusting process,
providing corrective measures for planned development. Production control
regulates and stimulates the orderly how of materials in the manufacturing
process from the beginning to the end.
Production Planning and Control (PPC) is a process that comprises the
Performance of some critical; functions on either side, viz., planning as well as
Control.
Production Planning and control
Production Planning Production Control
Planning Dispatching
Routing Following up
Scheduling Inspection
Loading Corrective

5. Production planning:
Production planning may be defined as the technique of foreseeing every step
in a long series of separate operations, each step to be taken at the right time
and in the right place and each operation to be performed in maximum
efficiency. It helps entrepreneur to work out the quantity of material
manpower, machine and money requires for producing predetermined level of
output in given period of time.
Routing: Under this, the operations, their path and sequence are
established. To perform these operations the proper class of machines
and personnel required are also worked out. The main aim of routing is
to determine the best and cheapest sequence of operations and to ensure
this sequence is strictly followed
Scheduling: It means working out of time that should be required to
perform each operation and also the time necessary to perform the entire
series as routed, making allowances for all factors concerned. It mainly
concerns with time element and priorities of a job.
Loading: The next step is the execution of the schedule plan as per the
route chalked out it includes the assignment of the work to the operators
at their machines or places.
So loading determines who will do the work as routing determines where and
scheduling determines when it shall be done.
Dispatching: Dispatching involves issue of production orders for starting
the operations. Necessary authority and conformation is given
Dispatching is an important step as it translates production plans into
production.
Follow up: Every production programmed involves determination of the
progress of work, removing bottlenecks in the flow of work and ensuring
that the productive operations are taking place in accordance with the
plans. It spots delays or deviations from the production plans. It helps to
reveal detects in routing and scheduling, misunderstanding of orders
and instruction, under loading or overloading of work etc. All problems
or deviations are investigated and remedial measures are undertaken to
ensure the completion of work by the planned date.
Inspection: This is mainly to ensure the quality of goods. It can be
required as effective agency of production control.

6. Corrective measures: Corrective action may involve any of those
activities of adjusting the route, rescheduling of work changing the
workloads, repairs and maintenance of machinery or equipment, control
over inventories of the cause of deviation is the poor performance of the
employees. Certain personnel decisions like training, transfer, demotion
etc. may have to be taken. Alternate methods may be suggested to
handle peak loads.
Capacity Allocation
We have capacity to produce (projected)
Quantity 750000pcs
Minutes 12750000minutes
Production planning Strategy.
1. Opportunity invention
2. Sustains
3. Overcome the weakness
4. Prefer the priority
5. Implement the rules & regulation
6. Evaluate the rules & regulation
7. Projection for next 1 year
8. Mission & Visions
Consideration of planning
 Order quantity
 Pcd, tod and lead time
 Styling (Basic, semi critical, critical)
 Line capability and capacity
 SMV, manpower and working hours
 Learning curve considering previous record
 Machinery and technical attachment
 Wash and finishing

7. Learning curve and ladder of productivity.
During the style selection we have to follow the ladder diagram and learning
curve like as mentioned below.
Learning Curve 2
Item Basic Pant
SMV 16
M/P 70
W/H 10
Height Efficiency = (70 %) Denim
Height Efficiency = (60 %) Denim
spandex
Required
Pic Day
1st 2nd 3rd 4th 5th
Required % 20% 30% 50% 60% 60%
Actual tgt 447 655 1091 1309 1527
Plan tgt 400 600 1100 1300 1600
Planning (Execution at a glance)
Suppose we are doing H&M buyers order as per our previous history then we
follow the order chart for month also Pcd, X-Factory and X-Country after that
look for line and space which are not loaded /which are near about input
date.
Than talk to merchant about fabric, accessories, PP comments to make sure
size sets before Pcd and make a chart for production schedule as below.
0%
50000%
100000%
150000%
200000%
1st 2nd 3rd 4th 5th
Required %
Actual tgt
Plan tgt

8. H&M Sunday Tagging / 85983pcs / 1000pcs per day
Date 5 13 16 Total/Day G.ttl
Req Ship Qty
till
15-Jun 0 0
16-Jun 0 0
17-Jun 0 0
18-Jun 0 0
19-Jun 0 0
20-Jun 100 100 100
21-Jun 200 200 300
22-Jun 400 400 700
23-Jun 600 100 700 1400
24-Jun 800 200 1000 2400
25-Jun 900 400 1300 3700
26-Jun 0 3700
27-Jun 1000 600 1600 5300
28-Jun 1000 800 1800 7100
29-Jun 1000 900 1900 9000
30-Jun 1000 1000 2000 11000
1-Jul 1000 1000 2000 13000
2-Jul 1000 1000 2000 15000
3-Jul 0 15000
4-Jul 1000 1000 2000 17000
5-Jul 1000 1000 2000 19000
6-Jul 1000 1000 100 2100 21100
7-Jul 1000 1000 200 2200 23300
8-Jul 1000 1000 400 2400 25700
9-Jul 1000 1000 600 2600 28300
10-Jul 0 28300
11-Jul 1200 1000 800 3000 31300
12-Jul 1200 1000 900 3100 34400 8656
13-Jul 1200 1000 1000 3200 37600 9002
14-Jul 1000 1000 2000 39600
15-Jul 1000 1000 2000 41600
16-Jul 800 800 1600 43200
17-Jul 0 43200
18-Jul 0 43200
19-Jul 0 43200 19508
20-Jul 0 43200 29290
21-Jul 0 43200
22-Jul 0 43200
23-Jul 0 43200

9. Need SMV from costing department
Make a calculation
Like that…………………………..
Style SMV 16
M/P 70
W/H 10
Wanted efficiency = 70 %
NB. Need to maintain this
Allowance range
4 % PLUS FOR SPANDEX+ DENIM
3% OR 2.50% PLUS FOR NON WASH
here we have to Add 4 % allowance of required qty
of required date
If the line doesn’t meet the qty of require the find
out another suitable line or share the plan
production on another line
Then go to the plan layout
put the day with color of ending day
& give a arrow sign
For an Example……………
Suppose there are every line are blank to get style before the input date.
Then what should we do?
Then talk to merchant. I2f he able to pick the date forward by change the
loading will be loaded as per this condition
Buyer GAP
Style 547882
Smv 24.5
Qty 5086
Input Date 18-Sep
delivery date 30-Sep

10. Otherwise that early days will be remaining blank & style date will be the
same. Blank 3 0r 4 days may occupied by another qty of another style
After doing this things merchant confirm us about PP & OTHERS APPROVAL
Then we send the mail about fabric transfer regarding on that style to store.
After getting bulk permission we go for bulk production. In the that time we
have to keep our close eyes for current production & productivity .wash
follow up &cutoff schedule also maintain by us by conducting with
production responsible .we take a review meeting every week with all
concern factory for developing, review & problem analysis .
Conclusion: according to this system we are the MJL Planning Team are
trying to meet our Mission & Vision. Though have some discrimination but
trying to overcome it. We are implementing the ERP software planning in the
group. As a result it will be customized & helpful to all team