Introduction
In the niche but rapidly changing world of fashion accessories, the business of sunglasses has one challenge: combining customization with speed. A top builder of Build-to-Order (BTO) sunglasses was increasingly under pressure to deliver increasing volumes of product on time without jeopardizing their reputation for on-time delivery. With orders varying drastically due to style, lens material, and seasonal demand surges, the client needed to strategically plan capacity for both the short and long term. That’s when they engaged Production Modeling India (PMI) to dive deep into the complexities of their operations.
Client’s Challenge
• Cycle time differences are caused by lens properties and finishing requirements.
• Mix of manual and automated operations, some batch-based and some continuous.
• Highly seasonal weekly demand variations.
• Need to reduce order lead time while maintaining high service levels.
• Anticipate future bottlenecks and predict shift requirements for forecasted growth.
How PMI Helped a BTO Sunglass Manufacturer Reduce Lead Times Using Simulation - A Case Study
PMI’s Approach
PMI used a structured, simulation-based approach to bring clarity and control to the client's operations:
Developed a 2D simulation model integrating all major operations, both manual and automated.
• The model was verified using actual throughput and lead time figures to ensure accuracy.
• Shift Pattern Simulation Various shift combinations were simulated to assess their impact on weekly throughput.
Manual operations were studied using MODAPTS to reduce process lead times and optimize work content.
Shipment schedules were layered onto the simulation to track and reduce order lead times under multiple demand scenarios.
Findings and Recommendations
• The current shift pattern was insufficient to meet the future demand forecast.
• PMI proposed a new shift strategy, validated for the next five years’ projected demand.
• Identified the maximum production limit—a trigger point beyond which capacity expansion would be necessary.
• Delivered a dynamic planning model to adjust resources proactively and maintain timely delivery.
Conclusion
PMI’s strategic intervention helped the client transition from reactive production to proactive planning, preserving their market reputation while preparing them for scalable, efficient growth.