Expert Talks

I've lived through the challenges faced by RMG sector for over 3 decades & been frustrated by past industry efforts to overcome their challenges & I am intensely worried about the social conditions for workers, especially in the aftermath of COVID-19 and the approach of Industry 4.0 then 5.0 RMG factories can no longer rely on experience gained on the job. it's the time to throw away outdated management style & inadequate skills. No technologies or skilled operators can save the industry. But the Human system does It requires: Engineers equipped with advanced knowledge & analytical tools who are capable of designing efficient manufacturing concepts which capitalize on economies of scale and result in the ability to make a greater mix of products more rapidly at lower cost Managers & Staffs equipped with the essential techniques allowing them to remove daily obstacles & challenges thereby allowing product to move continuously in a more efficient and cost-effective manner Production supervisors to engage immediately in applying correct methods, monitoring, troubleshooting, adjusting for deviations & eliminating workflow disruptions, all actions designed to increase productivity and quality levels. Reskilling Revolution-Time has come

I was honored to act on behalf of Dagher & Partners the holding company of DGC and DIP as a lecturer for the workshop of raising awareness of some of the leading Bangladeshi RMG groups about “PROGRESS Project” of swisscontact Bangladesh. The workshop was organized by PROGRESS team. Thank you. This program is not just a basic industry-based training system that primarily targets individuals in line positions. Instead, it has been designed to enhance key productivity-related functions and develop the necessary interrelated skills to adapt to market dynamics. Ultimately, this will lead to improved performance and responsible production. In order to achieve the objective of higher productivity, it is crucial to have multiple levels of staffing and interconnected workers who are equipped with advanced engineering techniques, knowledge-related skills, and essential abilities. These individuals will collectively enhance performance. For the project to succeed, it is essential for senior management to fully commit to providing the necessary key productivity resources and actively engage throughout its duration. Without this commitment, the sustainability of the project will be compromised. The program’s design was based on in-depth benchmarking, assessing difficulties, and identifying the related manufacturing systems and skills needed. We, at Dagher & Partners, are excited to introduce the revolutionized Productivity-Related Skills (PRS) package, a unique offering in Bangladesh. Each package focuses on systems change and enhancing productivity-related skills in each area of manufacturing, from cutting/knitting to packing. The pilot project will enable senior management to make informed decisions about the future of the manufacturing platform, ensuring its readiness for current and upcoming challenges, which are expected to intensify in the years to come. With the commitment of senior management, D&P can guarantee the desired outcomes of the project.

To facilitate the evolution of textile and apparel companies, it is essential to adopt a strategic and forward-thinking approach rather than simply replicating past experiences.

Mission accomplished..... This pact has been drawn up in 5 sectors (textiles and clothing, renewable energies, essential oils, mining and agri-business) between the Malagasy government and the private sector to enable a significant advance in industrialization in Madagascar. My role is limited to the strategic development of the textile and clothing industry, to make it a more modern, competitive, sustainable and dynamic sector, fully integrated into the global economy, and to increase exports and contribution to gross domestic product (GDP). Implementing these strategies will not only ensure a solid future for the Malagasy industry, but also contribute to improving social, environmental, economic and employment conditions. This is a joint commitment by the State and the private sector, with precise commitments and strict deadlines over a 20-year period (vision 2040). This vision has three timeframes: - In the short term, build a new image for the apparel sector within the framework of a cluster to present itself as a modern 21st century industry capable of responding responsibly to changing market dynamics. - By 2030, adapt the new image through the cluster to the rest of the industry through strong, unified trade associations, raising business expectations and career opportunities. - By 2040, extend strategic initiatives to rural areas to promote new manufacturing entities linked to key apparel industry, resulting in increased employment across the country.

So many companies in the apparel industry today are working hard to stay in business but the job security of their employees is dependent on a mindset mired in the past without any reality based on current global demand. Many have been forced to lay off employees. Some of these out-of-work employees are in the hopes that attaining Lean certification will miraculously enable them to be employed again. It is past time to stop fooling ourselves. Unless the industry rehauls itself completely, there is no magic pill. We need more creativity and advanced engineering in the apparel industry to adapt and redesign Lean Manufacturing concepts and tools to work for the apparel industry. Be brave and find your own path towards greater excellence. Don’t be satisfied with piecemeal improvement efforts that achieve modest 5% to 15% enhancements. Past projects have proven that the apparel industry can reduce manufacturing costs by up to 45%. Each percent of cost reduction translates into pure profit compared to what the factory was previously able to achieve.

🇺🇦🇺🇦 Ukraine, Ukraine 🇺🇦🇺🇦. The home of some of the greatest Kaizen mind. I am always anxious to hear their never-ending improvements. They live by the principles of Kaizen 24/7. It’s all at “Progress Service”, a mid-sized footwear company based in Lviv led by dynamic and energetic young captain, my friend Pavlo Fedyuk They measure performance by the rate of change. Conducting over hundreds of Kaizen events weekly. They are never satisfied with what they achieved, not enough. Their successful lean stories brought in group of factories following the same maturity path and challenging each other weekly. Implementing lean tools wasn’t enough. Their main focus on practices and practices. True engineering value. It took Pavlo Fedyuk years through continual development to embark the entire worksforce in this Lean Journey driven by shared values. Wish many companies following the same path. Progress Service, set the example on how to lead by value.

👋 👋 👋 👋 Congratulations.