Your Company Logo Dr. Gordon Yen Enhancing Supply Chain Visibility in Fountain Set with SCOR Model

Your Company Logo Basic Information of FSHL Knitted fabric mill founded in 1969 One of the world’s 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

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

Your Company Logo Solution (SCOR) Collaborative project between GS1 and FSHL - To examine the entire ‘MAKE’ process

Your Company Logo 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

Your Company Logo ‘MAKE’ process in FSHL –Knitting –Dyeing –Finishing mills –Quality Control –Packaging and staging –Delivery

Your Company Logo Value-stream analysis Value-stream analysis Measure process performance with average length of time spent on each process Value Added Process Knitting The MAKE Process Non-value Added Process QC & Packaging DyeingFinishing Grey Fabric Staging Dyed Fabric Staging Finished Fabric Staging Packaged Fabric Staging Delivery

Your Company Logo Recommendations For Cycle Time Improvement Recommendations For Cycle Time Improvement Value Added Process  Process Time Without Affecting Product Quality Use additional facilities/resources to improve productivity Non-value Added Process  Staging Time Eliminate unnecessary staging/delay or minimize staging through root cause analysis The MAKE Process

Your Company Logo Potential Root CausePotential Root Cause Fabric Staging External Process Internal Process Awaiting customers’ provision of color assortment information Awaiting customers’ approval of fabric swatch (on color, architecture, etc.) Awaiting instructions from production planning Awaiting availability of materials Awaiting availability of machinery

Your Company Logo 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

Your Company Logo Define Standard Time For All Steps Under the WBS Identify Manufacturing Capacity From the Standard Time Optimization of Production Plan Achieve Defined Performance

Your Company Logo Set up Internal Benchmark & Model Operation

Your Company Logo Standard knitting time by fabric architecture, material, and knitting machine type Standard dyeing time by material type, color or by volume

Your Company Logo Under the SCOR model, performance are measured by –Fill rate –Cycle time In FS’s 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

Your Company Logo 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

Your Company Logo Improve Accuracy of Cycle Time Measurement

Your Company Logo Moving from manual record to barcode scanning system Also testing RFID for rapid and accurate measurement

Your Company Logo

Your Company Logo Overall benefits of the project

Your Company Logo 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

Your Company Logo Thank You