Start 25th December - Finish 29th Dec
1.1 Introduction (Ifham mohamed)
The textile and clothing industry in Sri Lanka has been one of the major export
industries which is tremendously contributing to the national income since 1980s.
This has mainly expanded under the Multi-Fiber Agreement (MFA) which governed
international trade in textile and clothing. The gradual phasing out of the MFA in
2005 steered the intensified competition which triggered numerous innovations in the
clothing and textile industry in Sri Lanka, especially in leading companies, in terms of
product, process, marketing and organizational structures. Some companies have
aspired to become total service providers by designing and developing products while
some are exploring the establishment of their own brands.
Organic cotton and fair trade clothing have recently been introduced in
response to market demand for clothing products. The textile and clothing industry
has also introduced innovations in the production side by developing backward
linkages, implementing productivity improvement programmes, and adopting lean
manufacturing methods.
The main driver for process Innovations was intensified global competition.
Given that many global players like China and India are delivering basic customer
expectations of price, quality and speed, Sri Lankan producers needed to differentiate
themselves from the competition by providing better service. Customers are
increasingly demanding suppliers to provide integrated services so that they could
focus more on consolidating their brand image. In this regard, Sri Lankan textile
industry has adapted several innovations in their processes like Total Service
Providing options, Development of Backward Linkages, introduction to CAD/CAM
Technologies, Enterprise resource planning systems and Green Manufacturing Plants.
This report has mainly concerned over the application of Product and Process
innovations by MAS Holdings, one of the giants in the textile industry in Sri Lanka.
At the wearable technologies show in San Francisco in 2017, MAS unveiled ‘Firefly’,
the result of a collaboration with Flex to integrate IoT into clothing. The smart
clothing embeds a series of flashing LED lights in an attempt to provide better safety
measures for runners, cyclists and construction workers.
MAS Innovation has partnered with international universities such as Massachusetts
Institute of Technology and Stanford University as well as Sri Lankan universities to
research on areas such as wearable technology, health, wellness, digitization, and
customization.The MAS holding is being gaining benefit from different types of
innovation strategy through R & D. Which are likely Product innovation, process
innovation and incremental innovation. In this report we will discuss about three
R&D projects and their uncertainty, attractiveness and feasibility but sometimes there
can be equal value for all three projects individually on the viewpoint of different
analysis.further use of appropriate tools for performance assessment will lead to
decide the whether to invest on which project. Finally developing business plan how
to commercialize the R&D outcome.
1.2 Organization Overview (Chinthaka)
Inspiring the world with design, innovation and excellence, MAS Holdings
has established themselves as the preferred supplier of the world’s foremost fashion
brands. A company built on a far reaching idea 25 years ago, MAS exuberates the
perfect blend of daring, creativity and visionary thinking that has earned them global
acclaim.
The legacy began in 1986, when three brothers, Mahesh, Ajay and Sharad
Amalean took on what seemed to be an unconventional product choice of the time,
and went on to pioneer the art of lingerie manufacturing in the South Asian region.
Today MAS is one of Asia’s leading manufacturers of intimate apparel, sportswear,
performance wear and swimwear, with an annual turnover of over USD 1 billion.
Their 41 state-of-the-art facilities spread over 10 countries provide employment to
over 60,000 people.
MAS’s customer portfolio include strategic partnerships with global brands Victoria’s
Secret and Nike, as well as world-renowned brands such as Marks and Spencer, DBA,
lululemon, Soma, Columbia Sportswear, Ralph Lauren and Banana Republic. Global
design studios located across the world have developed into a vital value addition for
MAS, and by integrating lean manufacturing principles through MAS Operating
System (MOS), the business is transforming into a lean enterprise, delivering speed
and agility to customers. MAS’s investment in people & resources is facilitating
innovation throughout the value chain. Today, MAS is a vertically integrated
powerhouse with the ability to offer an extensive range of services from design to
delivery.
The establishment of Bodyline in 1992, signified a momentous achievement in the
history of export - oriented garment industries in Sri Lanka. The Company was
formed by bringing together two of the world’s renowned lingerie retail brands:
Victoria’s Secret - the number one fashion lingerie brand in the US, and Triumph – an
influential German lingerie brand present in most countries across Europe and Asia,
along with MAS as its local partner. In the beginning, Bodyline operated mainly as a
manufacturing arm of the JV’s key brand partner, MAST Industries (the sourcing arm
of Victoria’s Secret), committed to fill capacity, while Triumph International, the
product development partner provided technical support for the business.
Bodyline (Pvt) Ltd. based in Horana Sri Lanka is a world-class apparel manufacturer
and is engaged in product design, development, execution and marketing to global
brands including Victoria’s Secret, Nike, Triumph, Sloggi, VSX, Arena & Odlo
across multiple product categories. Bodyline also has a satellite operation in India
with a state of the art factory which employees almost 3000 employees and is a 100%
export oriented unit.
With 24 years of expertise in intimate apparel, Bodyline prides itself being a lead
vendor to Victoria’s Secret with renowned capability for launch execution. 24 years’
experience of making the world’s best bra’s has also resulted in Bodyline developing
the ability to better engineer and innovate 3D fit garments which led to key innovation
projects with Nike such as the “Nike Sponsored game day kits for Rugby World Cup
2011”, “Turbo Speed swift suit for London Olympics 2012”, “Nike Compression
Tight for speedy after game recovery” and “NIKE Fall ‘14 sports bra series”. By
2015, Bodyline was able to reach the category dominance in NIKE Sports Bras and
also launched Knockout Front Closure, the best-selling sports bra for VSX.
Bodyline believes in changing the game and continues to rewrite the rules in its
pursuit for excellence.
Selected Projects
1. Project 1 - R&D project(Product Innovation), Smart Garment (Smart Sport
Bra), Real time human health statement provider and changes identification.
2. Project 2 - R&D project(Process Innovation), Autonomation Solution,
Minimized the operation hadelling.
3. Project 3 - R&D project(Process Innovation), “Name” solution, Total process
implement and upgrade.
Project Attributes
1. Project 1 - Level of Uncertainty, Attractiveness, Feasibility
Uncertainty
50- 50 %
Attractiveness
100%
Feasibility
100%
This project was base on “Victoria Secret” under smart sport garments. Before to
start to get this project as a company we have to prove that we have all relevant
garment technologies, Skill people and ability to provide the first sample within the
given time period. If not the company will loss the relevant Order from the customer.
Victoria's Secret is selling an Incredible sports bra - quite literally, as that's what it's
called - that boasts heart rate sensors for bpm tracking on the go.
The electrodes are on the inside of the bra - which comes in pink or grey - and
connect up to "most clip-on heart rate monitors by leading brands".
The Incredible sports bra by Victoria's Secret is made from a Body-Wick fabric to
keep you cool and dry during workouts, and its makers claim it is suitable for running,
boxing and high-impact workouts.
https://inhabitat.com/ecouterre/victorias-secrets-incredible-sportsbra-monitors-your-heart-rate/
2. Project 2 - Level of Uncertainty, Attractiveness, Feasibility
Uncertainty
Attractiveness
20%
Feasibility
100%
100%
The purpose was to minimize the operation hadelling.
There are level of Autonomation according to the level of human involvement
of the process and this project is under Autonomation level 3.
Levels of Autonomation
Loding
Machine
cycle
Trimming/
Cutting
Dispose
Transfer to
other
mach.
Level 1
Level 2
Level 3
Level 4
Level 5
Brief Description about the Innovation
Combined machines for bottom attach and top stitch of intimates Bra.
Simultaneously completing second operation according to tension feed backs
between 1st & 2nd machine. Bobbing indicators, Quick & easy de-cupling of
machines. Improved access to bobbing. End cutter. Gravity dispose.
Current Method
Propose Method
Analysys
3. Project 3 - Level of Uncertainty, Attractiveness, Feasibility
Uncertainty
20%
Attractiveness
100%
Feasibility
100%
Project 3 - R&D project(Process Innovation) is under Autonomation. When
doing Autonomation projects there must be involvement of 3 parties:: those
are:
● Autonomation Engineers and team
● Industrial Engineering Team
● MAS- MOS (MAS Operation system ) team
The purposes of doing this project
Proper construction method finalize
Proper use of Standard Work Sheet
Process mapping and reduce retraining time
Production line and process balancing
Tack time balancing
Increase the efficiency and the effectiveness of the team member
Assessment of Project
Before doing a new project the project owner or project leading team must follow the
“NTI” (New Technology Introduce) process.
Project Stage
Activity
Document
Responsibility
Approval
Project
Initiation
Idea
Generation
(name.doc)
(name)
Idea
Evaluation
(name.doc)
(name)
(Departmnt)
Project
Requisition
(name.doc)
(name)
(Departmnt)
The responsibility is to evaluate idea against the current best method.
Project stage
Activity
Document
Responsibility
Remarks
Concept
Designing
Process
Analysis
(name.doc)
(Person &
Department)
User feedback
need to be
taken
Initial concept
Development
Tool to be Used
● PFMEA ○ A Process Failure Mode Effects Analysis (PFMEA) is a structured
analytical tool used by an organization, business unit, or crossfunctional team to identify and evaluate the potential failures of a
process.
●
QFD QFD uses a series of matrices to document information collected and
developed and represent the team’s plan for a product. The QFD
methodology is based on a systems engineering approach consisting of the
following general steps:
1. Derive top-level product requirements or technical characteristics from
customer needs (Product Planning Matrix).
2. Develop product concepts to satisfy these requirements.
3. Evaluate product concepts to select most optimum (Concept Selection
Matrix).
4. Partition system concept or architecture into subsystems or
assemblies and flow-down higher- level requirements or technical
characteristics to these subsystems or assemblies.
5. Derive lower-level product requirements (assembly or part
characteristics) and specifications from subsystem/assembly
requirements (Assembly/Part Deployment Matrix).
6. For critical assemblies or parts, flow-down lower-level product
requirements (assembly or part characteristics) to process planning.
7. Determine manufacturing process steps to meet these assembly or
part characteristics.
8. Based in these process steps, determine set-up requirements,
process controls and quality controls to assure achievement of these
critical assembly or part characteristics.
●
Axiomatic Matrix
Project
Stage
Activity
Document
Responsibil
ity
Approval
Remarks
Prelim
Business
Case
Compile
business
case
(name.doc)
(Person &
Department
)
(Person &
Department
)
Meeting
has to call
Prototype
Developme
nt
Proto
design
(name.doc)
(Person &
Department
)
(Person &
Department
)
PDR &
CDR review
need
Final
Business
case
Production
test
(name.doc)
(Person &
Department
)
(Person &
Department
)
User
feedback
need to be
taken
Business
case review
(name.doc)
(Person &
Department
)
(Person &
Department
)
Activity
Document
Responsibl
e
Approval
Project
Stage
Remarks
Industrializa Handover
tion
Product to
Process
owner
(name.doc)
(Person &
Department
)
(name.doc)
(Person &
Department
)
Complete
Rollout
Post
Evaluation
Business
case review
(Person &
Department
)
Responsibil
ity for to
complete
solution
implementa
tion/
monitor
solution at
least 3
month
User
feedback
need to be
taken
2. Innovation project Selection
2.1. R & D Expenditure
2.2 Uncertainty in R & D project
We can conclude the R & D project uncertainty according to the probability of
success of the relevant projects and considering the R & D expenditure. If the
R&D expenditure is high it can be uncertain project with the failures.
2.3 Scoring Project for Attractiveness
Criteria
Weight (1-5)
Rating (1-5)
1
1
Score (W×R)
Projects
Inventive Merit
Durability of Comp.
Advantage
Reward
Probability of
technical success
Probability of
commercial success
R&D costs to
completion
Time to completion
Capital and/ or
Marketing
Industry profitability
2
3
2
3
1
2
3
Economic,
stakeholders,
environmental and
technological factors
Strategic fit
Resource
Requirements
Market size and
projected growth rate
Emerging
opportunities and
threats
Total
2.4 Profile Analysis
Evaluation Criteria Relative
Weight
I. Economic
Impacts
Profitability of a
new venture
Producer’s cost
reduction
Customer’s value
Judgemental Scores
V.
Low
Low
Med.
High
V.
High
1
2
3
4
5
addition
II. Stakeholders
Impacts
Companies
formed
Investment capital
attracted
Job created
III.Environment
al Impacts
Conservation of
natural resources
Pollution
reduction
Environmental
friendliness
IV.Technological
Impacts
Publication and
patents
Royalties and fee
earned
Licenses and joint
ventures
2.5 R & D Portfolio Dimensions
In the probability of overall success part, there are three categories: Technical
success, commercial success and overall success. In here probability of overall
success is getting from considering these three categories.
Pro
ject
s
Evaluative Dimensions of Study
An
nua
l
R&
D
Pro
ject
Cos
t
Proba
bility
of
overal
l
Succe
ss
Technol
ogical
Maturit
y
Technol
ogical
competi
tive
strength
Risk
Project
Uncert attracti
ainty
veness
Compe
titive
impact
of
technol
ogies
Time
to
Compl
etion
R & D project Portfolio Selection
Proje
ct 1
Proje
ct 2
Proje
ct 3
Using these tools, study can perform an assessment of each R&D project and select
the best project to investment.
2.6 Attractiveness - Feasibility Matrix
2.7 White’s Approach
Business Plan - Commercialization of R&D outputs (Manesh
Kalansooriya)