Processing a large volume of work
Part 2
his series continues with processing the work
efficiently within the plant after all the conditions outlined
in last month’s article (Part 1) have been met.
The first requirement now is to prepare
the “Daily Production Report” before, or soon
after, the plant production process begins. This report is
essential in order to know how much is to be done, how it will
be done, how long it will take to do and which pressing units
will get the most work. This last essential point is most
important in planning the most productive area in the plant:
finishing.
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How can we know all of these essentials
beforehand? What is the “Daily Production Report”?
How is it prepared? This document has horizontal columns
listing each type of garment with the number to be processed
that day and the total of all garments to be processed that
day.
These numbers are listed under each
column’s heading. Listed vertically are the various
stores and routes so we can easily tell what volume each source
has for that day.
The plant manager and the general manager
each have a copy of this report, and a large plastic-covered
outline of the report should be posted prominently in the plant
for all concerned persons to see. The figures are written in
with a felt tip pen (non-permanent type). The plant manger can
now control the workflow efficiently from the cleaning/spotting
area, to the finishing area, to the inspection/assembly area,
to the bagging area and finally to the distribution area.
The general manager and plant manager can
easily tell which lots have been completed and the length of
time it took for that completion. We also know whether the
day’s work will be completed within the normal working
day or whether it will need to be worked overtime or carried
over to the next morning.
If the volume is unusually large for that
day, the general manager can then make the decision as to how
to promise orders to customers or even whether to use another
shift in the finishing area after the normal working day. In my
operation I maintained a list of pressers who were looking for
“moonlighting” work in the evening.
In my operation, my office was the focal
point of control similar to a military headquarters during a
combat operation. I had a plastic-covered chart divided into
these two major categories:
“Drycleaning/Wetcleaning” and
“Laundry.”
On the left side were the sources, and,
vertically across the top, were the various areas within the
production process: Cleaning/Spotting, Finishing,
Inspection/Assembly, Bagging, Laundry Washing, Shirt Finishing,
Laundry Pants Finishing.
Above each column was a light, and after
each source was completed in that area the light would be lit.
Each area had buttons connected to the office chart’s
lights. By analyzing the “Daily Production Report”
chart against the “Production Process”
chart’s lights, I could easily tell how the day’s
production was progressing.
Since quality and production were required
to attain a satisfactory net profit and to satisfy my superiors
(the commanders of units on the post), as well as my individual
customers, the challenge for maximum efficiency was always
present.
Efficiency in the
cleaning/spotting/wetcleaning area
The large pickup bags of soiled work were
lined up in priority order for processing. In front were all
the “specials” to be processed first.
Next were the bags for the first source in
the process chain, followed by the second source in the process
chain, etc. The sources were selected for process according to
the delivery sequence of the driver servicing the drop stores.
This is critical in order to avoid backtracking of deliveries
to drop stores.
At this point, lots are formed under the
supervision of the plant manager to include each source
according to the priority chain. If the first source was too
small to be a lot unto itself, it was combined with the second
source to be a viable lot of 50 to 60 orders (exclusive of
singles) which usually consisted of about 200 garments.
The garments indicated to have spots were
pre-spotted, if required, or put with the normal run if
pre-spotting was not required. These spotted garments had been
placed into a separate pickup bag at the drop store and noted
as stated in Part 1 of this series.
The normal work was classified according
to weight of fabric and whether white/light or medium/dark in
color. Solvent maintenance was excellent, load factor was 20
percent of rated capacity of the cleaning machine (petroleum
140 flash solvent). We had transfer units to reduce production
time while not reducing running times. Moisture was added to
each classification except soft woolens and knits to reduce
spotting.
After cleaning, each garment was examined
for spots under a four-tube, daylight, fluorescent fixture
using the slanted inspection board.
At right angles to the inspection board,
was the spotting board with steam, air, vacuum and water. The
only way to effectively inspect for spots after cleaning is by
using the equipment mentioned above; not be
“eyeballing” haphazardly during the unloading of
the machine as most operators do.
Note: My spotting textbook that
accompanies my stain removal video describes this procedure in
detail.
As the garment is inspected for spots, the
easy-to-remove spots are immediately taken out on the spotting
board, air-dried and hung on the distribution conveyor’s
respective slot to be conveyed to the respective finishing
unit.
Note: If your plant does not use a
distribution conveyor, the spot-free garment is hung on the
“unfinished rail” alongside the inspection board
within a grouping formed in accordance with the particular
finishing unit required for its pressing.
My production plant used a distribution
conveyor to move work from the cleaning/spotting/wet cleaning
area through each step of production to the distribution area
for delivery to stores and route. It is amazing how much time
can be saved by not manually pushing work around the plant, and
how much more production can be obtained from the pressers
since work is always piled up behind them. This eliminates
“pacing” by the pressers which is the worst
consumer of time.
If a branch store (source) had a volume of
orders greater than 75, then the work was broken down into two
or more lots within that source.
Next month I will continue with moving the
drycleaning work from the pressers to its final destination at
the distribution area.
Note: My spotting video, “The
Caplan Method of Stain Removal,” which includes my
comprehensive text and handy spotting board reference available
in English, Spanish and Korean (video only in Korean) from the
Golomb Group, c/o Dennis McCrory, 7664 Plaza Court,
Willowbrook, IL 60521, phone (800) 679-5856. A lecture and
demonstration are presented similar to my classes over the
years at IFI and SDA. This video and text are ideal for
training inexperienced spotters as well as a good review for
experienced spotters. Digesting with enzymes, bleaching,
oxidized oil stains and caramelized sugar stains are discussed
and demonstrated. An article on “Removing Spots in the
Cleaning Machine” and an article on “How to
Increase Production in the Spotting Department” are
included in the comprehensive text book.
Also available from the Golomb Group, in
English and Spanish, is my video on step-by-step shirt
finishing which includes my comprehensive text in loose-leaf
form outlining each procedure for single-operator and
two-operator cabinet shirt unit using a cabinet sleeve press.
Proper forming of the collar using heated collar formers is
demonstrated. Each lay is demonstrated for top quality with
very little effort by the operators. Attractive detailing and
packaging of the hangered shirt, padding, steam pressures and
timing are all discussed. A unique wash formula for whiter
whites and brighter colors and removal of grease and body oils
is included in the loose-leaf text book.
My experience with shirts spans over 55
years with US Army as a principal laundry and dry-cleaning
concessionaire at Ft. Meade, MD, where average shirt volume was
approximately 10,000 per day. We were constantly
“sampled” for excellent quality in both finishing
and washing in laundry and drycleaning and in tailoring. We
operated our own 40,000-sq.-ft. plant for over 35 years.
Stan Caplan has over 35 years experience
in his own high volume dry-cleaning, laundry and tailoring
plant and two package plants with adjoining coin-operated
laundry and drycleaning. Stan is the former chief instructor at
the International Fabricare Institute, the Southwest
Drycleaners Association and various other trade
association-sponsored schools throughout the US and courses in
Canada, Mexico, South Africa, Singapore and Hong Kong. Stan
offers consulting, training and engineering services in all
areas from customer service area to the boiler room since 1981.
His complete system withtotal quality management will produce
maximum efficiency, economy and product excellent quality. Stan
can be reached at 3601 Clarks Lane, Suite 307, Baltimore, MD
21215-2731, phone/fax (410) 358-0870. His e-mail address is stancap100@aol.com.
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