Clothing and Textile workshop TRALAC

Slide1: 

ENHANCING ENTERPRISE PERFORMANCE IN THE CLOTHING AND TEXTILE INDUSTRY IN NORTHERN KWAZULU NATAL Presentation By ILO/Swiss Project OCTOBER 2004

THE OBJECTIVE: 

THE OBJECTIVE To demonstrate that the industry in South Africa can withstand difficult global trading conditions To build confidence in the prospect of survival and growth, through a focussed programme of co-operative endeavour at enterprise level

THE RATIONALE: 

THE RATIONALE An industry too important and strategically placed to sacrifice 120,000 jobs at stake, many in non metropolitan areas Contributes 1.5% to GDP Cost of creating jobs is comparatively low

THE TARGET: 

THE TARGET The toughest environment Enterprises in Newcastle and Ladysmith

Labour Costs: 

Labour Costs Werner International 2002

Productivity: 

Productivity Coughlin, Rubin and Darga (2001) – mens casual shirt

THEOPTIONS: 

THE OPTIONS Two options: Pursue slash and burn and low wage policies OR Promote decent work, and build industry capability through skills development and world class manufacturing practices

Participants: 

Participants

BASELINE SURVEY: 

BASELINE SURVEY Assessments conducted in each enterprise to identify quantifiable performance improvement opportunities across the supply chain Maturity of best operating practices assessed Teamwork 5S Visual Performance Measurement Focused Improvement Strategies Training needs HR/IR best practice Climate and Risk assessment

Slide10: 

PRACTICES PERFORMANCE 1 2 3 4 5 100% 75% 50%  Hospitech; Charnaud  Frame  Trump  Sandown; Derlon  Allwear  Leisureknit Potential Savings (R’s) 250 – 500k : Charnaud 500 – 1000k : Hospitech; Leisureknit 1000k + : Allwear, Derlon, Sandown, Trump (Within 1 year of rollout) Perf. Prac. Trump 75 1,7 Sandown 68 1,1 Leisureknit <50 1,0 Hospitech 1 89 1,0 Frame 82 2,1 Derlon 68 1,2 Allwear 67 1,5 CPC 89 1,1 Assessment Overview

IMPLEMENTATION PLAN: 

IMPLEMENTATION PLAN Each enterprise develops a comprehensive implementation plan Jointly developed and signed off by management and shopstewards Identifies a pilot site Appoints an implementation team Sets performance improvement targets Identifies performance improvement measures

CAPACITY BUILDING: 

CAPACITY BUILDING A college A nine month programme of focused training Training targeted at Implementation teams Supervisors Managers and shop stewards Shop floor trainers

CAPACITY BUILDING: 

CAPACITY BUILDING Training focus world class manufacturing best operating practices quality assurance supervisor development performance management HR/IR best practices

Consultancy support: 

Consultancy support Training backed by on site consultancy support On site blitz focused improvement programmes

Approach: 

Approach College Review & Train Implement Best Practices Advise and Train on Site Improvement Projects

Project Oversight: 

Project Oversight Project Steering Committee Senior management union DOL Employer Association SETA Local Councils ILO

Project Outcomes: 

Project Outcomes Measurable improvement in production efficiencies, product quality and people development Discernable advances in individual and organisational competencies Improvement in HR/IR practices and organisational climate

2.1 Enterprise Level Measures (1): 

2.1 Enterprise Level Measures (1) OE/OEE : Absenteeism : Staff Turnover Due to new FM?

2.2 Enterprise Level Measures (2): 

2.2 Enterprise Level Measures (2) Training Days: Safety Incidents Yarn cutting knives

4.1 ILO C&T College Training Programme (Sept. – Dec. 2004): 

4.1 ILO C&T College Training Programme (Sept. – Dec. 2004)