Let's first take based on data collected by ABIT (Brazilian Textile and Apparel Association) in 2008 Brazil possessed around 100,000 clothing, and of these, 72% ie 72,000 apparel, small businesses that accounted for 11% of national production.

What first hand already raises the question of non-productivity, the sector that is second in employment generation in Brazil. The first is the construction.

With over 20 years providing consulting, lecturing, teaching and working at management level in various countries. I found that the key to this unproductive, cause is related to the Individual Award of the Working Group within the Manufacture. The Entrepreneur (owner of confection) unintentionally with this attitude is promoting the unbalancing of Job stations. I will be more clear.

In Production Engineering, the productive capacity of a line of work concept is directly related to the slower job. The technical term for this is restriction of the process popularly known as a production bottleneck. Was widely discussed in the book "The Goal" by Eliyahu M. Goldratt.

Let's take, for example, a production line with only three jobs station. The first station with a production capacity of 30 operations per hour, the second with 10 pieces per hour and the third with a production capacity of 30 pieces per hour. For the entrepreneur what matters is the amount of finished pieces at the end of the production line at the end, for example, one hour. In our example will be only 10 pieces, because the operation number two will determine the productive capacity of the entire line of work.

Think with us now, if the workstation number one performing 30 pieces station number two, at the same time will perform 10 pieces, ie, twenty pieces performed in the previous step can not be worked, and if two season run 10 shortly after an hour it will provide only 10 pieces manufactured for the subsequent step, once season three will have only 10 pieces available, even if he has the capacity to work with 30 pieces per hour, it will only manufacture what it has available.

In short, at the end of the production line in an hour will provide 10 manufactured products that were produced in three operations.

Returning to our manager who has this production line with three workstations (unbalanced). He wants maximum individual production. In desperation for productivity, he throws the challenge for each operator produce the maximum in his vision the operator to be productive can not stop producing.

At the end of one hour the scenario will be

Operator number 1 = Won 100% of productivity because he produced 30 pieces (he was happy!)

Operator 2 = gained 100% productivity produced 10 pieces (was happy), but the businessman tied 20 pieces processes (capital immobilized on raw material) without knowing he is starting to generate damage.

Operator 3 = won 33% of productivity produced 10 pieces (was unhappy) because he had the capacity to produce 30 pieces, but had only 10 pieces available, now two scenarios will happen:

Scenario 01: The Production Supervisor, in despair not to see the machine stopped boot another production of another article even if it means not increase production because there was no immediate demand of another article.

Scenario 02: The operator sees that the supervisor has no control over the situation it slows the rhythm of work and maintains the appearance that all is well.

In both scenarios the great smokescreen is the huge pile of parts in processes that are in each sewing machine for the supplier is a blessing to have huge piles beside each machine, as it will have less supply interventions (and less work ). All very confusing and if the analyst does not have a very critical view of the process will think we're in a dynamics productive plant.

But unfortunately this is a common scenario and unproductive a tour apparel industries.

To assist businesses and entrepreneurs in these challenges the company PracticalTex consulting and providing System for Production Engineering Industries Clothing and Footwear 100% web, with automated production rules of Production Engineering ie, artificial intelligence routines have been created of which the user of the system will have a tool for analysis and control of production, like a production Engineer available to every entrepreneur apparel and footwear for this all over World, so lacking in skilled labor focus on production strategy.

Watch the videos on YouTube to get a quick overview of the PracticalTex. After seeing the videos I invite you to learn more about the PracticalTex, log onto the website: www.practicaltex.com contact tab and fill out the form, you will indicate which day of the week and time so we can have an online presentation of PracticalTex via Skype.

Feature of languages in an international organization design can be developed in Brazil or the United States and its production run in China have a multilingual communication platform will help in communication and especially an increase in quality because of questions how to produce may be more quickly understood.

See the first video on YouTube to get a quick overview of the PracticalTex. After seeing the videos I invite you to learn more about the PracticalTex, log onto the website: www.practicaltex.com contact tab and fill out the form, you will indicate which day of the week and time so we can have an online presentation PracticalTex via Skype.

I invite you to learn more about the PracticalTex, go to contact tab, fill out the form, where you indicate day of week and time so we can have an online presentation of PracticalTex System and Consulting via Skype.