Starting a new Knitwear Facility in STM#7

SGFL is the export oriented unit annually export 3.6 millions pairsMajor customers: Levi's, Docker's, Caprice, Strive, Doc Martin, Zara, Tommy HilfigerTeam Lead Production Operations (Stitching) Reporting to the Factory ManagerManaged 16 lines each line has 40+ man power

Assistant Manager IE Operations in Before WashMajor Customers: Levi's, Bonobos, Jack & Jones, Express, Pearson, Beneten, Diesel, Pull & Bear, Dressman and Silver Jeans.I'm responsible for 13,500 PC's/Day along with 565+ Machine's, 635 Man Power and 7 IE Team Members1. Daily, Weekly and Monthly Capacity Planning as per styling and execution to achieve high efficiency2. Machine and Man Power Planning3. Piece rate development and verification through WiMetrix Industrial Data Intelligence.4. KPI monitoring5. Loss mapping for VSM6. Coordination with Production, PPC, Maintenance, PD and Quality for smooth production.7. Sewing Layout and Execution8. Cross training of sewing operators for high fashion styling.9. 5S Implementation10. Reduction of Less Than 55% Eff. Oprtrs11. Trained new employees CTTI and NLP Program12. Make feasibility for new lines with minimum resources13. Prepare CBA (Cost Benefit Analysis) and reduce manual working through automation.14. Execution of WiMetrix in sewing from scratch.

Nishat Mills (Apparel Division) Unit 39 & 69Major customers: JC Penney, H&M, PRIMARK, GAP, OJG, CELIO, STOOKER, BRAND MACHINE, C&A, JBC, BLEND and KIABIProducts just like Basic 5 Pkt, Semi Fashion, Fashion, High Fashion & Very High Fashion Bottom Garments in Twill & Denim.After shift start firstly I use Lean tool "Gemba Walk" (What's the target condition of line, actual condition, obstacles face, how I improve)Working on KAIZEN in Sewing Department and reduce the Cycle Time, SAM, Less Waste & Reduce Bottleneck.1. Target setting of each line and strongly follow up2. Identify the bottleneck and troubleshooting and resolve the problem.3. Capacity calculation as per new style feeding and managing M/O for Line Balancing.4. Make Plant Efficiency Report of Sewing Floor A,B,C, D & E having 2200+ Mc's5. Mock-up preparation for specially H&M & JC Penny customer6. Implementation of 6S (Sort, Set in order, Shine, Sustain, Standardized and Safety).7. Calculate non-productive time (low output, waiting for feeding, accessories not in house, maintenance issues M/C breakdown etc)8. Calculate piece rate as per skill level with help of Time, Motion & Production Study.9. Elements Time Studies for critical operations and reduce the SAM for target and piece rate calculation.10. Make Style wise Operation Breakdown and cross verification from production department.11. Responsible for Style Bulletin, Rate Calculations, Capacity Studies and Wage Preparation of 10-Sewing Lines having 650+ Mc's.12. After successful achievement. We Planned Strength of Sewing (MMR Man to Machine Ratio) as per Current and Future Capacity.13. Prepare sheet of CPG (Cost per garment) at the end of month with the help Approved Style Bulletins and submitted to the HOD.

PRODUCTS just like Pillow, Bed Sheets, Sham, Quilt Cover, Napkin, Table Cover, Apron e.t.cBeirholm , Creadore, & Pottery Barn are major customer of Sapphire TextileJob Description . Time study for new article.. Daily Machine Utilization Calculation. Capacity Calculation . SAM Calculation . Piece rate as per skill level. Man machine requirement. Process simplification by method study. Bottleneck identification and their remedy . Daily target setting for stitching lines. Working procedures (SOP’s) for proper operational working. Making Daily Efficency report of CUTTING,STITCHING,FINISHING & PACKING. Making Customer wise Efficency & Summary Cut to Pack.Note: Sir Waqas Dilawar GM Operations (Sapphire Textile Mills Unit #7) my HOD is my reason of SUCCESS.