Dr. Gordon Yen

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Dr. Gordon Yen

• Enhancing Supply Chain Visibility in Fountain Set
  with SCOR Model

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Basic Information of FSHL

• Knitted fabric mill founded in 1969
• One of the worlds largest with over
• 50k tons of monthly capacity
• Highly vertical-integrated operations -
  Spinning, Knitting, Dyeing, Printing,
  Finishing Garment Production
• Ship fabric to over 40 countries for supply chain
  of internationally renowned brands

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• Multiple Challenges
• Fragmented supply chain
• Highly customized product quality and design
  requirements
• Large work-in-progress inventory
• Short lead-time High penalty on delay

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• Solution (SCOR)
• Collaborative project between GS1 and FSHL
• - To examine the entire MAKE process

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• Objectives
• To find out how time is spent on value-added and
  non-value added processes
• To provide insights for improvement
• Increasing visibility in the MAKE
  production process
• Reducing production time and cost

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• MAKE process in FSHL
• Knitting
• Dyeing
• Finishing mills
• Quality Control
• Packaging and staging
• Delivery

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• Value-stream analysis

Measure process performance with average length
of time spent on each process
Value Added Process
Knitting
QC Packaging
Dyeing
Finishing
Delivery
The MAKE Process
Non-value Added Process
Grey Fabric Staging
Dyed Fabric Staging
Finished Fabric Staging
Packaged Fabric Staging
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• Recommendations For Cycle Time Improvement

Value Added Process

• ? Process Time Without Affecting Product Quality
• Use additional facilities/resources to improve
  productivity

The MAKE Process
Non-value Added Process

• Staging Time
• Eliminate unnecessary staging/delay or minimize
  staging through root cause analysis

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• Potential Root Cause

External Process

• Awaiting customers provision of color assortment
  information
• Awaiting customers approval of fabric swatch (on
  color, architecture, etc.)

Fabric Staging

• Awaiting instructions from production planning
• Awaiting availability of materials
• Awaiting availability of machinery

Internal Process
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• Further break down steps through Work
• Breakdown Structure (WBS)
• Study each step and define a standard time
• Capacity can be obtained
• Prepare optimized production plan through
  staff
• experience or production scheduling software
• Compare the production plan with the actual
  output
• - Performance can be measured

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Define Standard Time For All Steps Under the WBS
Identify Manufacturing Capacity From
the Standard Time
Optimization of Production Plan
Achieve Defined Performance
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Set up Internal Benchmark Model Operation
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• Standard knitting time by fabric architecture,
  material, and knitting machine type
• Standard dyeing time by material type, color or
• by volume

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• Under the SCOR model, performance are measured by
  
• Fill rate
• Cycle time
• In FSs operation,
• Fill rate can be defined as
• of batch orders completed within standard time
• Cycle time can be defined as
• Average cycle time of a batch order

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• Set a target performance level for each, e.g.
• of batch orders completed within standard days
• As-Is 80, To-Be 90
• Average cycle Time
• As-Is 30 days, To-Be 25 days

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Improve Accuracy of Cycle Time Measurement
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• Moving from manual record to barcode scanning
  system
• Also testing RFID for rapid and accurate
  measurement

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• Overall benefits of the project

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• Performance quantification enhances supply chain
  visibility
• Eliminate wastes
• stemming from over-production, transportation,
  over-processing, waiting time, inventory, motion,
  and scrap
• Operational efficiency is enhanced in the overall
  supply chain
• Improve customer satisfaction

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Thank You