TNA PLAN

NATIONAL

INSTITUTE

OF
FASHION
TECHNOLOGY

FASHION EXPORT AND

MERCHANDISING

Submitted to
G.H.S Prasad Sir

Submitted byAbhishek
Singh
Ankita
Agarwal
Apala Singh

TNA PLAN

29th February 2016

II

Arushi
Sharma
Mangesh
Kharche
Mink Monga
MFM - 2015-17
Semester

TABLE OF CONTENTS
1. Introduction of TNA Plan
2. The planning process in clothing and manufacturing
3. TNA in garment industry
4. Importance of TNA
5. Conclusion
6. TNA Plan for Order received for 1,00,000 mens shirt marking
power loom y/d fabric
7. References

TNA PLAN

INTRODUCTION
Time and Action (TNA) calendar is one of the most important tools for
managing a project. In garment manufacturing each order is not less
than a project to a merchant because from order receiving to completion
of an order it involves a number of tasks of various timelines and
utilization of various resources. Like number of processes, lot of people
are also involved to accomplish an order. Similarly each order is unique
in terms of process and time demand. So, a detailed plan with welldefined responsibility is must in order to complete each order to get
completed on time. A time and action calendar defines the ideal
date/time period within which the major activities of an order should
occur against a scheduled delivery window.
In Apparel Manufacturing, Production capacity is one of the most
important criteria used for vendor selection by the buyers. It is because;
the production time of an order is directly proportional to vendors
production capacity. So it is very important that marketing and planning
personnel should aware about the production capacity of their production
units. Capacity of a factory is primarily expressed in terms of total
machines factory have. Secondly, how much pieces the factory produces
on daily for the specific products? In general, total numbers of machines
in a factory mostly remains same for a period. But factory may produce
various types of product during the season. According to the
product (style) category, machine requirement may change and daily
average production in each style may vary. So to be specific during
booking orders, planner should know exactly how much capacity he or
she needed to procure the order in a given time period.

TNA PLAN

A factorys capacity is presented in total minutes or hours or in pieces

(production per day). The method used to calculate capacity has been
explained in the following. To calculate Daily production capacity (in
pieces) one needs following information.

THE PLANNING PROCESS IN CLOTHING MANUFACTURE

The basic process includes the following stages:
1. Receive the order.
2. Plan to check if there is available capacity in sewing to achieve
the delivery date required.
3. Plan to check the available capacity in non-sewing areas (cut,
embroidery; print, wash and pack).
4. Plan to check sufficient lead time to order and receive fabric, trims,
approve sample, carry out lab tests.
5. Confirm delivery date to customer
Communicate plan to all departments.

and

reserve capacity6.

7. Monitor progress against plan8. Re-plan as required and return to

Point 5.

TNA PLAN

1. Calculation of factory capacity (in hours):

The factory has 150 machines and it runs for 8 hours a day. Total
number of machines = 150Shift hours per day = 8 hours So total factory
capacity (in hours) = 150*8 hours = 1200 hours

2. Calculation of Product SAM (SAM):

Supposing our product to be a shirt whose SAM is33.53. The SAM
value has been taken from the IE department of Orient Craft3. Factory
Average Efficiency: This data is collected from industrial engineer. Or
calculate it with historical data. Suppose average line efficiency is 50%.

3. Calculation of production capacity (in pieces):

Once we have above the above information, we can use the following
formula to calculate production capacity.

Production
capacity
(in
pieces)
hours*60/product SAM)*line efficiency

= (Capacity

in

Suppose the factory has 5 sewing lines and each line has 30 machines.
Total 150 machines and working shift is 8 hours per day. Total factory
capacity per day is 1200 hours(150machines * 8 hours). If factory is
producing only one style (Shirt) of SAM 33.53minutes and used all 150
machines daily production capacity at 80%= (1200*60/33.53)*80%
Pieces= (1200*60*80) / (33.53*100) Pieces= 1717.86 Pieces= 1718
Pieces
The term Capacity refers to the production capacity available or the
potential daily output of the company. Production capacity can be
expressed in number of units per day.

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So time taken to complete 80,000 pieces assuming 6 days working in a

week, No. of days taken to stitch 80,000 pieces = 80,000/1718 = 46.56
days If there are 6 days working in a week, the no. of weeks required =
46.56*7/6= 54.32 days= 7.76 weeks= 8 weeks
[Note: Production will vary according to the line efficiency and during
learning curve or in the initial days when style is loaded to the line]
Production (capacity) planning is normally done based on sewing
capacity. Having knowledge of the capacity in other processes (internal
or external) is also very important. Otherwise planner may fail and will
not be able to meet the dead line. Other departments such as Cutting
room capacity, Finishing room capacity, Washing Capacity and capacity
of the value added jobs. The production planning department (PPC)
computes the available capacity annually and advises the marketing
and merchandising department to fill the same. Apart from efficiency of
the work force, planning also takes into consideration, the changes in
products. For example a shirt may be of different styles such as long
sleeved, short sleeved, two pockets, single pockets, without pockets,
formal collar, casual collar, collar with or without fusing, with or without
front placket, with or without back yoke or with saddle stitch or
decorative stitch on the shoulder. There may be many more variations.
Similarly,
other garments such as womens shirts, skirts,
pants, jeans, dresses also have tremendous variation. Based on the
design, its construction and complexity and finally the fabric, the daily
productivity and thereby the capacity is estimated for a month but
changes are incorporated the very next day! Such are the exigencies of
the industry

Resource Planning
A planner has to consider the resources available to accomplish the
planned production. These may be in the form of raw materials,
manpower and finances. Based on the available capacity and orders
booked by the marketing and merchandising department, the raw
material schedule is prepared by the planner. Each confirmed order
received has to be planned and produced for it to be delivered on time.
Based on the capacity allocated to a product, resources required are
communicated to the product management team, which works closely
with different agencies such as raw material suppliers, finance and
commercial department to make these available to the production

TNA PLAN

department. The production plan is based on customer demand and

market conditions. While the capacity may be insufficient sometimes, it
is also possible that capacity will be underutilized on some occasions.
Gaps in the plan due to underutilization increase production costs.
Hence, it is the responsibility of a planner to alert whenever such breaks
or gaps occur in the plan. He or she can only plan the extent of the
visible horizon, which, is a season in the garment industry and starts to
implement the initial decisions. Often due to uncertainties in either
demand or raw materials, revision in the plan becomes necessary.

TNA IN GARMENT INDUSTRY

Time and Action Calendar or TNA, a popular tool used in apparel
manufacturing industry is a technique for tracking and following up
of important milestones in preproduction processes to ensure
timely delivery within stipulated delivery date. Garment preproduction and merchandising functions are characterized by
people in an organization doing multiple activities. While some of
the activities are dependent and follow each other, a few others are
independent. Every garment company takes enormous care during
the planning of an order. Every little detail is interwoven into the
planning system. Making a TNA Calendar is not just entering
activity names and duration in tabular forms; it is also about
scientifically working-out the activity duration, logically determining
the preceding and succeeding activities. Time and action calendar
consist of the short term and long term plans so carefully laid out.
A time and action calendar is a most effective communication tool
that proves it to be useful to this task. The chart consists of time
frames listed for every action planned (major ones) and these
actions need to be earned out on time. The purpose of TNA is to
cross check at frequent intervals, say, once a week, whether the
planning is being executed satisfactorily. The more frequent the
checks, the easier it is to correct deviations. TNA is especially
useful when a buyer wants to know the status of execution of an
order.

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IMPORTANCE OF TNA
The importance of TNA can be summarized.
1. It helps to streamline the pre-production activities.
2. Easy understanding of order processing.
3. Clear understanding of timelines given by buyer.
4. It gives the clear idea about the minor or sub activities that
need to perform during order processing at different level.
5. TNA gives the idea about the status of running order and talks
about delay or deviation, if any.
6. TNA gives the dates at which raw material need to be
sourced, in a way it helps to optimise the inventory.
7. TNA also reduces the risk of delivery delay.

TNA PLAN

CONCLUSION
In the apparel manufacturing industry the TNA is a perfect
technique for tracking and following up of important milestones
during the pre-production processes and production process to
ensure timely delivery within an assigned delivery date requirement.
The chart consists of time frames listed for every action planned
(major ones) and these actions need to be achieved on time
according to the chart. The purpose of TNA is to cross check at
frequent intervals, whether the planning is being executed properly
and on time. TNA is especially useful when a buyer requests to
know the current status of execution of an order.
Buyer will not accept any delay in the garments delivery and if the
garments cannot be shipped out on time then there will be good
possibility that buyer may cancel the order or may ask for air
shipment or Buyer may ask for discount. To avoid all such adverse
situation merchandiser need to do proper planning to execute any
order.
TNA is most important activity for timely shipment.

TNA PLAN

TNA PLAN FOR ORDER OF

1,00,000 PIECES OF MENS
SHIRT MARKING POWERLOOM
Y/D FABRIC

TNA PLAN

REFERNCES
1. Apparelstructure.com
2. Textiletoday.com
3. Apparel Merchandising by - Jeremy A. Rosenau, David L.
Wilson
4. Fashion for profit by - Francis Harder