Production planning decides which order runs on which line, when it starts and when it finishes. A good plan meets delivery dates, keeps lines loaded without overload, and makes sure fabric and trims arrive before they are needed.
The inputs#
- Orders: style, quantity, delivery date, SMV.
- Capacity: lines, operators, working days and realistic efficiency. See garment capacity calculation.
- Material status: fabric and trim in-house dates.
- Approvals: pre-production sample, lab dips, test reports.
- Special processes: printing, embroidery, washing, and their capacity.
Step 1: Convert orders into minutes#
Minutes let you compare different styles on one scale.
Step 2: Choose a line#
Match the style to a line with the right machines, skills and experience. A line that has made similar styles recently will reach target efficiency faster.
Step 3: Estimate daily output with a learning curve#
New styles start slowly. Use your own history to plan efficiency by day:
Step 4: Calculate the sewing duration#
Add daily outputs until the order quantity is reached. That gives the number of sewing days.
Worked example#
Order: 12,000 polo shirts, SMV 16.0. Line: 34 operators, 480 minutes per day. Planned efficiency: 40% on day 1, 50% day 2, 55% day 3, then 60%.
| Day | Efficiency | Output | Cumulative |
|---|---|---|---|
| 1 | 40% | 408 | 408 |
| 2 | 50% | 510 | 918 |
| 3 | 55% | 561 | 1,479 |
| 4 onward | 60% | 612 per day |
Remaining after day 3: 12,000 - 1,479 = 10,521. At 612 per day: 10,521 / 612 = 17.2, so 18 more days. Total sewing time: 21 days.
Step 5: Work backwards from delivery#
From the ex-factory date, subtract:
- Finishing, packing and final inspection time
- Sewing days
- Cutting lead time before sewing starts
That gives the latest cutting start date, and from there the dates fabric and trims must be in-house. These dates feed into the time and action plan.
Step 6: Check material readiness#
A plan that starts a line before fabric arrives is not a plan. For each order, confirm fabric and trims are in-house, tested and approved before the planned cutting date. Flag any order where they are not.
Tracking the plan#
- Compare daily actual output with the plan for each line.
- Update the plan weekly with actual efficiency and material status.
- Show the plan visually (a board or chart of lines against dates) so everyone sees the loading.
Common mistakes#
- Planning at target efficiency instead of achieved efficiency.
- Ignoring learning curves and changeovers.
- Loading a line to 100% with no allowance for delays or rework.
- Forgetting special processes: embroidery or washing capacity can delay the whole order.
- Plans not updated after changes, so the floor stops using them.
The production planning sheet and the capacity calculator support this process.
Related guides#
- Production target calculation: setting daily targets from the plan.
- Pre-production meeting: confirming style details before the planned start.
- Line efficiency: the efficiency figures the plan depends on.
- Process flow chart and layout of garments finishing: planning finishing and packing capacity, not only sewing.
Frequently asked questions#
How far ahead should a factory plan? Most factories keep a firm plan for the next few weeks and a rough capacity plan for the next few months. The firm plan covers orders with confirmed materials; the rough plan checks whether new orders can fit.
Who owns the production plan? Usually a planning department that works with merchandising, production and industrial engineering. One owner avoids conflicting plans.
What if the plan shows an order will be late? Raise it early. Options include overtime, splitting the order across lines, adjusting the sequence of other orders, or agreeing a new date with the buyer.