TNA, The critical path

TNA in the apparel industry represents a proper fusion of time and action. To fulfill an export order in the textile business, regular analysis of production activity with the aid of time is required. The Critical Path Method, Time and Action Plan, or Calendar is the name for this frequent examination. TNA is another name for this. A merchandiser can quickly understand the order’s current state by using this evaluation. We all know that the buyer must include the lead time on the order sheet when placing an export order. A merchandiser creates a Critical route in accordance with this lead time. This process aids in guaranteeing order delivery within the allotted period.

TNA in the apparel Industry:

Time and Action Calendar, often known as TNA, is a common tool used in the clothing manufacturing sector. It is a technique for monitoring and following up on significant preproduction process milestones to guarantee prompt delivery by the specified delivery date. People in an organization performing numerous tasks are typical of pre-production and merchandising functions for clothing.

A few of the actions are independent, while others are dependent and follow one another. Every clothing manufacturer plans every order with proper effort. The planning system is intricately integrated with every last detail. Making a TNA Calendar involves more than just entering activity names and durations into tabular formats; it also involves calculating the activity length scientifically and selecting the activities that come before and after it rationally. The short-term and long-term plans that were so meticulously worked out are included in the time and action calendar.

The most effective communication tool that shows it to be helpful for this activity is a time and action calendar. Every important action that is planned has a time range stated on the chart; these actions must be completed on time. The goal of TNA is to regularly assess, perhaps once a week, whether the planned is being carried out successfully. The simpler it is to remedy deviations, the more frequently the checks are performed. When a buyer wishes to know the progress of an order’s execution, TNA is very helpful.

Importance of TNA in the apparel industry:

Each order is like a project to a merchandiser when we consider the structure or work flow of the apparel industry because, from the time an order is received until it is fulfilled, a variety of tasks requiring the use of different tools and resources, numerous processes, a large workforce, etc. must be completed. Every time, the sequence will be different in terms of the process, the amount of time required, the style, etc. TNA therefore enters the picture and plays a crucial part in this.

• To fulfill each order on schedule, a clear, well-defined plan with well-defined responsibilities is essential. Therefore, we may determine the optimal date and time frame for the primary operations of an order with the aid of a time and activity calendar.

• TNA updates the running order and checks to see if there are any issues.

• Making TNA is similar to forecasting, which is highly helpful for order execution in the future. As a result, merchandisers become more proactive in their business.

• It aids in time savings for the merchandiser throughout production and gets rid of superfluous activity.
• It aids in determining the length of time that various garment industry divisions take to complete tasks and the current state of the product.

• It can be confusing for a merchandiser to manage two or more projects at once, but having a well-organized Time and Action plan for each order can lessen the confusion of many running orders.

Basic Structure of TNA in the apparel industry:

Typically, merchandisers create an order plan in a spreadsheet by listing the important operations in the first column and the anticipated dates for each process to be completed in the next column. The time and action calendar are the common name for this planning document (TNA). Once the TNA calendar is created, it will be simple for merchandisers to make a list of their daily “to do” items and tackle them one at a time. According to the TNA timetable, processes can be carried out promptly to determine whether an order is on track or is likely to be delayed. The information below must be available in order to create TNA.

– The process flow of an order containing a list of tasks that must be completed

– The ability to produce goods through cutting, stitching, washing, and finishing

– Batch-wise and product-wise capacity for sewing (production per day per batch)

– Lead times for different tasks, such as the lead times for raw materials, sampling, etc.

– Ex-factory date or scheduled shipment date

Typically, TNA is independent of the type of fabric used to make products, such as knit or woven. TNA is primarily dependent on the specific order process flow, the required machine, and the production capacity. The two most important dates in TNA are the planned cutting date (PCD) and the ex-factory date.

The merchandiser needs the following information to create a plan for TNA in the apparel industry:

• A lengthy order’s procedure, from sampling to dispatch, including tasks to be completed for each action

• Exact production capacities of each department within their unit. In some circumstances, the merchandiser must additionally be aware of the production capability of their vendor.

• Proposed lead times for various raw materials and the amount of buffer time needed for each department

• Style complexity at each departmental level, both in terms of technical details and the throughput times of various departments.

• The duration of the cargo, logistics facility, and transportation for the specific customer, as well as the precise delivery date to the customer

• The availability of the specialized equipment/technology and its potential effects
• Information on the company’s local and national holidays, as well as details about the holidays observed by clients or suppliers from whose raw materials were imported or to whom products needed to be delivered.
• Difficulty with regard to the manufacturing and sourcing of trims and accessories
• The governments and political ideologies of the countries in question
• The length of time it took the customer or buyer to respond at various points.

The preproduction processes are streamlined to a varied extent with the aid of a successful time and action plan. The table also makes clear information about daily delays. The merchandiser can keep track of the supporting or minor tasks for each task using this activity chart. The sample section presents problems as a result of this preparation work. The merchandiser feels uneasy when the sample procedure is unexpectedly delayed since each stage of the sampling process requires consent from the buyer or from senior management of his or her own organization. Therefore, based on each individual’s expertise, adequate buffer time needs to be supplied between the steps throughout the TNA preparation. The Figure lists the several crucial tasks that a must complete. The Figure outlines the several essential tasks that a merchandiser must complete at different stages of sample development.

Conclusion:

Since the production of clothing necessitates the cooperation of numerous individuals, groups, suppliers, buyers, and manufacturers, merchandisers prepare a time and action calendar and execute all activities in accordance with it to ensure that all tasks are completed on time and in the proper manner. TNA is a crucial tool for the prompt shipment of the order because any delay will give the buyer a negative opinion of the company and may even cause them to refuse future orders from that company. It resembles a summary of the entire sequence that needs to be carried out. By knowing all the benefits and drawbacks of the order, the merchandiser must prepare a really good and cozy TNA. If a clear and well-defined TNA is established and followed, it leads to proper order execution, follow-up, good resource and inventory management, improved customer service and satisfaction, and overall improvement of the organization’s reputation and financial success.

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