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Anyone who wants to produce top quality woven goods in high volume, and wants to stay competitive in the bidding for orders, must first and foremost have their planning and organization under control. An additional criterion is thorough familiarity with the entire production process, from fibre to fabric, to ensure that fabric production is profitable.
A precondition of optimum production in the weaveroom is meticulous planning. It is at the planning stage that process parameters, sequences of operations and working conditions are defined, all of which are relevant to profitability. The basis for these is optimal installation of the weaving machines, with appropriate transport routes and equipment. Additionally, capacities must be planned and the necessary infrastructure and resources created, including buffer store, air conditioning, lighting, personnel, quality control etc. This article spotlights key points that it is essential to take into account in the planning and organization of a weaving facility.
Yarn Quality
High yarn quality ought to be a matter of course. But its importance has to be pointed out repeatedly, because 80% of weaving machine stoppages originates in upstream process stages. In non-verticalized mills, all yarns supplied should be inspected on receipt. Not only the uniformity of the yarn is important; damaged packages are a sign of poor transport quality, and on the weaving machine they not only impair productivity but also cause waste. If there are no yarn reserves in the weft packages the result will be a weft stoppage. Thread breaks in weaving are the largest cost factor in the entire production process, because they always involve a machine stoppage.
Proportion of the different departments in the total thread break costs
A precondition of optimum production in the weaveroom is meticulous planning. It is at the planning stage that process parameters, sequences of operations and working conditions are defined, all of which are relevant to profitability. The basis for these is optimal installation of the weaving machines, with appropriate transport routes and equipment. Additionally, capacities must be planned and the necessary infrastructure and resources created, including buffer store, air conditioning, lighting, personnel, quality control etc. This article spotlights key points that it is essential to take into account in the planning and organization of a weaving facility.
Yarn Quality
High yarn quality ought to be a matter of course. But its importance has to be pointed out repeatedly, because 80% of weaving machine stoppages originates in upstream process stages. In non-verticalized mills, all yarns supplied should be inspected on receipt. Not only the uniformity of the yarn is important; damaged packages are a sign of poor transport quality, and on the weaving machine they not only impair productivity but also cause waste. If there are no yarn reserves in the weft packages the result will be a weft stoppage. Thread breaks in weaving are the largest cost factor in the entire production process, because they always involve a machine stoppage.
Proportion of the different departments in the total thread break costs
In the textile manufacturing process, thread break costs in weaving are far higher than in all other stages of production. Every stoppage prevented directly improves the company's profits.
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