Current Reporting Method
You prepare reports on the production status of all departments. In the morning you mail those reports or give a printed copy to your managers.
And managers are supposed to review all reports. You made a detailed report thinking that your manager should aware of production status from cutting to finishing, the performance level of each department, each sewing lines and style wise cost per piece, and details of orders those are slipping from the deadline.
Ask yourself.
Do they need the detailed tables of thousands of data on each of 10 reports to read line by line? You know exactly what figures managers actually looked into. Show them those data only.
Normally managers just look into key figures. Even if they want to read all reports they can’t do that because it would consume a lot of time. Instead of reports, they would prefer to call you and ask for reasons when they find any issues in the report.
So, why you are wasting your time making long reports and wasting papers for printing those long reports daily morning?
Let’s learn you how to make your production reports effective as well as more interesting. You can make a short report using one of the following methods –
First Method: Instead of 6 to 10 page reports prepare one page report with important data and numbers.
Instead of printing multiple reports make one dashboard and send the dashboard via e-mail. Such keyboard displays everything that need to be communicated.
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| KPI Dashboard (Click on the image to enlarge) |
How I made this Dashboard
- KPI-I: Department wise yesterday’s production Target Vs Actual Production
- KPI-II: Line wise machine productivity and efficiency figures of the last production day
- KPI-III: Line wise production and WIP reports
- KPI-IV: Style wise production of all lines
- KPI-V: Quality Report (Sewing and Finishing DHU)
- KPI-VI: Earned Vs Make-up% of the sewing operators
Write me if you have any question related to the KPI dashboard.
Check out my book – Garment Maker’s KPIs: Why Measure and How to Measure.


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