Delivering on time.
WHY IT MATTERS MORE HERE THAN ALMOST ANYWHERE
Clothing is made for occasions, and late is equivalent to never.
WHAT TO ESTABLISH
What the garment is for, and the actual date needed.
WHY THE ACTUAL DATE
Customers state the event date; you need it earlier for fitting and correction.
WHAT TO QUOTE
A completion date you can meet, with margin.
WHY MARGIN
Something always goes wrong, and there is no recovery time otherwise.
WHAT TO ESTABLISH ABOUT CAPACITY
How many garments you can actually produce in a period.
HOW
From your standard times and available hours.
WHY THAT NUMBER MATTERS
Accepting beyond it guarantees failure.
WHAT TO DO WHEN CAPACITY IS FULL
Decline, or quote a later date.
WHY DECLINING IS BETTER
A refused order costs one customer; a failed order costs several.
WHAT PERIODS ARE PREDICTABLY BUSY
Festive seasons Wedding periods School resumption, for uniforms
WHAT TO DO ABOUT THEM
Plan capacity, materials and labour in advance.
WHAT TO ESTABLISH
A cut-off date beyond which you do not accept work for the season.
WHAT TO TRACK
Every order: what, for whom, for when, current stage.
WHY BY STAGE
It shows what is at risk before it is late.
WHAT TO DO WHEN SOMETHING WILL BE LATE
Tell the customer immediately.
WHY
They can adjust, and they cannot if they discover it on the day.
WHAT TO NEVER DO
Promise a date to win the order.
