Its necessary for factory KPI

1. 1-0

2. Palmal Group of Industries
KRC Monthly Knowledge Sharing Meeting-KSM
Organized by:
Central-IE
Manufacturing Audit & Central Costing
1-1

3. Objectives of the Meeting:
1-2
To review factory last month performance
To understand our present position against
management expectation
To know about the scope of improvement
To set next month performance target

4. Key Discussion points:
1-3
1. Planning, Production & IE KPI:
Monthly Target Vs. achievement status
Monthly Efficiency %
Monthly PCD Hit rate status
Monthly Revenue status
Monthly Profit/Loss status
Monthly Machine utilization %
3. Quality Assurance Department KPI:
 Monthly Final inspection pass status
2. Human Resource Department KPI:
 Monthly worker absenteeism status
4. Set next month performance target

5. 1. Planning, Production & IE KPI:
1-4

6. Month wise Plan Vs. Achievement status:
1-5

7. Month wise Floor target Vs. achievement status:
1-6

8. Month wise Plan Vs. Actual Style Analysis (OCT-21):
1-7
SMVType StyleType StyleQty
Produced
Minute
ProducedQty
Avgqty%out
oftotal
ProduceQty
<4.5 VeryBasic 2 530580 118350 13.7%
4.51-7.5 Basic 12 3728733 687381 79.6%
7.51-10.5 Semi Critical 2 381040 38450 4.5%
10.51-15 HeavySemi Critical 3 96818 8780 1.0%
15.1-20 Critical 3 183700 10381 1.2%
20.1->=28 HeavyCritical 0 0 0 0.0%
5.70 Basic 22 4920870 863342 100.0%
PLAN STYLES ANALYSIS ACTUAL STYLES ANALYSIS
SMVType StyleType StyleQty
Produced
Minute
PlanQty
Avgqty%out
oftotal
ProduceQty
<4.5 VeryBasic 1 818863 182782 19.3%
4.51-7.5 Basic 12 3504507 658998 69.7%
7.51-10.5 SemiCritical 1 332976 33600 3.6%
10.51-15 HeavySemiCritical 9 800542 70100 7.4%
15.1-20 Critical 0.0%
20.1->=28 HeavyCritical 0.0%
5.77 Basic 23 5456888 945480 100.0%

9. Month wise Plan Vs. Actual Style Analysis (NOV-21):
1-8
PLAN STYLES ANALYSIS ACTUAL STYLES ANALYSIS
SMVType StyleType StyleQty
Produced
Minute
PlanQty
Avgqty%out
oftotal
ProduceQty
<4.5 VeryBasic 1 430259 96040 11.1%
4.51-7.5 Basic 12 3113145 582100 67.5%
7.51-10.5 SemiCritical 2 1337221 142409 16.5%
10.51-15 HeavySemiCritical 1 428876 37100 4.3%
15.1-20 Critical 1 100771 5055 0.6%
20.1->=28 HeavyCritical 0 0 0 0.0%
6.27 Basic 17 5410273 862704 100.0%
SMVType StyleType StyleQty
Produced
Minute
ProducedQty
Avgqty%out
oftotal
ProduceQty
<4.5 VeryBasic 3 665019 150450 17.1%
4.51-7.5 Basic 15 3806737 707725 80.4%
7.51-10.5 Semi Critical 1 4509 455 0.1%
10.51-15 HeavySemi Critical 3 241003 21440 2.4%
15.1-20 Critical 0 0 0 0.0%
20.1->=28 HeavyCritical 0 0 0 0.0%
5.36 Basic 22 4717268 880070 100.0%

10. Month wise Plan Vs. Actual Style Analysis (DEC-21):
1-9
PLAN STYLES ANALYSIS ACTUAL STYLES ANALYSIS
SMVType StyleType StyleQty
Produced
Minute
ProducedQty
Avgqty%out
oftotal
ProduceQty
<4.5 VeryBasic 1 360640 80500 8.5%
4.51-7.5 Basic 10 4228055 800900 84.7%
7.51-10.5 SemiCritical 3 496005 55500 5.9%
10.51-15 HeavySemiCritical 1 104040 9000 1.0%
15.1-20 Critical 0 0 0 0.0%
20.1->=28 HeavyCritical 0 0 0 0.0%
5.49 Basic 15 5188740 945900 100.0%
SMVType StyleType StyleQty
Produced
Minute
ProducedQty
Avgqty%out
oftotal
ProduceQty
<4.5 VeryBasic 3 622808 141656 16.0%
4.51-7.5 Basic 14 3765287 710354 80.5%
7.51-10.5 Semi Critical 2 133749 13500 1.5%
10.51-15 HeavySemi Critical 1 201028 17390 2.0%
15.1-20 Critical 0 0 0 0.0%
20.1->=28 HeavyCritical 0 0 0 0.0%
5.35 Basic 20 4722872 882900 100.0%

11. Month wise efficiency %:
1-10

12. Month wise facts analysis :
1-11
SMV 1st
day 2nd
day 3rd
day 4th
day 5th
day 6th
day 7th
day 8th
day 9th
day 10th
day
<4.5 45% 60% 70% 75% 85% 85% 85% 85% 85% 85%
4.51-7.5 40% 55% 65% 70% 75% 75% 75% 75% 75% 80%
7.51-10.5 35% 45% 55% 60% 65% 65% 65% 70% 70% 70%
10.51-15 35% 45% 50% 55% 60% 60% 60% 65% 65% 65%
15.1-20 25% 35% 45% 50% 55% 55% 55% 55% 55% 60%
20.1-28 25% 35% 40% 45% 50% 50% 50% 55% 55% 55%
>=28.1 10% 20% 30% 35% 40% 45% 45% 45% 45% 50%
Efficiency Requirement
No of
Working
Days
No.Style
Running
No.Styling
No.of Avg.
Line
Run
days/Styling/
Line
Expected
Efficiency
26 22 9 16 46 days 75.0%
25 22 9 17 47 days 75.0%
25 20 8 18 56 days 75.0%
25 64 26 51 50 days 75.0%

13. PCD Hit & Fail Status :
1-12

14. Month wise NPT status :
1-13
Non
Productive
Minute
NPT Value
NPT Value in
Tk.
NPT% NPT (Pcs)
NPT (Man-
Hour)
NPT MC/Day
Total Earning
(Including NPT
Value)
Revenue/MC
(Without NPT)
25140 Min. 1,759.80
$ 146,063৳ 0.29% 4411 Pcs 419 1.5 MC 393,900.17
$ BDT 84266
0 Min. -
$ -৳ 0.00% 0 Pcs 0 0.0 MC 367,799.51
$ BDT 82646
-
$ -৳ 0.00% 0 Pcs 0 0.0 MC 366,613.84
$ BDT 82799
25140 Min. 1,759.80
$ 146,063৳ 0.11% 4411 Pcs 419 0.5 MC 1,128,313.51
$ BDT 83255

15. Month wise Machine utilization % :
1-14

16. Month wise worker absenteeism status :
1-15

17. Month wise profit/Loss status (Excluding Abnormal Loss) :
1-16

18. Month wise per Machine Plan Vs. Achieve Revenue status:
1-17

19. Month wise On Time Delivery status:
1-18

20. Month wise On Time Delivery status:
1-19

21. Month wise short/excess shipment status :
1-20

22. Factors influencing on efficiency %:
1-21
1. Style Analysis : Allocating the styles in such a way that
maximum line days can be achieved.
2. PCD hit Rate : Ensure PCD to ensure right style line feeding at
right time.
3. Set a standard Target : Target has to be as per feasibility
learning curve to get expected efficiency.
4. Production Monitoring : Ensure process wise production which
leads to target achievement of full line.
5. Line Balancing : Set right person at right place to get maximum
utilization of manpower and get output.
6. Operators Skill Matrix : Identify the right person as per process
& requirement.
7. Operators Availability : Reduction of absenteeism to ensure
operators availability as per requirement.