The company is involved in production and exports of Ladies, Men's & Children's woven trousers, pants & shorts. Part of the Consumer Group, the factory is certified for Quality Management Systems ISO 9000:2000. The main market is EU accounting for about 68% of the business and USA contributes for about 28% of the market share. The company's customer profile includes leading brands and retail chains. The company is making conscious efforts to build capability to handle value added products.

	Base line assessment of productivity level and sharing of results and overall approach for productivity improvement
	Formation of Factory Improvement Team (FIT) for steering the program
	Detailed review and evaluation of production system and existing productivity measurement system, work study practices, identification of pilot line for implementation and training on fundamental concepts
	Design Engineered Methods and Layout to Improve Productivity in pilot line
	Execution of Engineered Methods and Layout, hands on training and hand holding of internal team during implementation and measurement of results on constant basis
	Gradual Roll out of learning from the pilot line to other lines and other departments
	Assessment of results and development of future roadmap

Top management commitment- The top management commitment to the program was very clearly communicated to the factory management team by the Director, Mr. Osama Taseer on day one. He said " the core strength of our organization is the human resource and I want my people to learn new techniques and constantly evolve to improve company's competitiveness."

High involvement of factory management team- The factory management team understood the advantages of learning new methodologies, scientific principles of IE and problem solving skills for improving the productivity and competitiveness of the organization. As a result the factory team, starting from GM to supervisors, whole heartedly participated in the training program and experimented with the tools learned and ideas provided by the experts.

Production team learned and implemented the work study techniques- A conscious decision of not employing qualified IE staff during the implementation of the program was taken. This was done to ensure that the production team learns these techniques and takes ownership of implementation. This decision ensured production team's full involvement and capacity building. A receptive working team was the biggest asset which was tapped to Saville Row's advantage.

Regular project progress review and constant communication- The factory management carried out regular project review with RBC consultants. The progress and issues if any, were communicated across the organization. People were appreciated for their efforts and participation.

CEP methodology used by RBC- There was a judicious mix of training on work study fundamentals like capacity study, method study, hourly bottleneck management and performance rating; team based problem solving skills, practical demonstrations and hand holding during implementation.

Implications for the factory and the buyers- In today's pulsating fashion business, buyers want to associate with factories that are agile and able to respond fast to ever changing market demands. They are looking for factories which are 'learning organizations', recognizing the need for constant upgrading of the knowledgebase of their team and grow with them.

The commitment to change and improvement through training the human resource shown by Saville Row team makes such organizations special for international buyers. Partnership with such organization can prove to be win-win relationship between buyers and suppliers.