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Capacity planning answers a deceptively simple question: how many garments can this factory realistically make in a given time period? Getting this number right is what stops a factory from accepting more orders than it can deliver — a mistake that damages every buyer relationship at once, not just one order.
Daily Capacity (pieces) = (Number of Machines × Working Hours × 60 × Line Efficiency %) ÷ Garment SMV
This is calculated at multiple levels — per machine, per line, and rolled up to the whole factory — and it changes for every style, since a higher-SMV garment reduces how many pieces the same line can produce in the same time.
What a single machine can process per hour, based on its cycle time for a given operation.
The combined output of an entire line, which is limited by its bottleneck station, not its fastest one.
How much available labour time exists, based on headcount, working hours, and planned attendance.
The sum of every line's capacity, adjusted for shared constraints like cutting or finishing capacity that multiple lines depend on.
A factory rarely has one product with one SMV running all the time. Real capacity planning has to account for style changeovers, mixed-SMV lines running different products, and a realistic (not theoretical) efficiency figure — which is exactly why capacity numbers should be revisited regularly, not calculated once and reused indefinitely.