Textile costing and compliance tools that produce a document

Air freight bills the air inside the carton. The most expensive style on the order is often the one that must go by sea.

The half of a deduction that is justified cannot be contested, and the half that is unjustified cannot be fixed. Most factories only do one of the two.

A buyer who takes forty-eight samples and places two orders is a different business from one who takes nine and places six, and the costing sheet shows them the same.

A blended margin is an average the buyer never has to accept. They order the styles that are cheapest against the market, which are the ones your blend was hiding.

A four percent better price on ninety day terms is a worse offer at any normal cost of money, and it is the one that gets accepted.

A one per cent move in the rate is not a one per cent problem. On a nine per cent margin it is a seven and a half per cent problem.

An extra XL does not fill a short M. A lay that reads two percent over can carry a three hundred piece shortfall in the size the buyer ordered most of.

A supplier holding a fifth of your volume cannot supply the other four fifths on the week you need it to.

A minimum changes what you are charged, not what you consume. The longest-lead item sets the booking date for the whole order, however comfortable the rest of the sheet looks.

The cheapest fabric per metre and the cheapest fabric per garment are usually two different suppliers. Width and shrinkage move the answer further than price does.

Age is not what decides. A four month old lot nobody plans to use is worth less than a two year old lot about to be consumed.

Credit insurance is sold as protection against a buyer failing. On a book that is short of limit it is mostly a working capital product, and the two reasons to buy it have completely different thresholds.

Commission and profit are percentages of the price you quote, not of the cost you accumulated. Adding them to cost under-quotes every style you ship.

Waiting does not protect margin. It buys a deeper cut later, and a worse result at the end of it.

Your minimum order quantity is not a policy. It is the largest minimum in your chain, converted into pieces - and it is rarely the supplier everyone blames.

An overrun reported as one number cannot be acted on. A rate problem is answered by the buyer and a quantity problem by the cutting room, and the statement that does not separate them tells nobody to do anything.

The content test divides by your selling price. Discount the order far enough and a garment that qualified this morning does not qualify this afternoon.

The month the style starts earning is not the month the programme starts earning, and the gap between them is where it gets declared fixed.

Expediting a chain that is not the longest one buys nothing at all, however cheap it is - and that is where an expediting budget usually goes.

Pooling saves by a square root, not by a proportion - and correlated demand takes most of that back before you start.

A container is quoted as a rate and consumed as a volume. The costing sheet divides by a round number; the carrier bills whole boxes.

The invoice discount is argued over in a meeting. Everything after it is granted one department at a time, and nobody adds it up.

A calendar built forward from today always fits, because every duration in it is the optimistic one. Built backward from the ship date, the same numbers show which milestones are already late.

Cutting costs nine rupees a piece and adds a hundred and ninety-four to the cost of a change. It is the cheapest thing the floor does and it destroys nearly all the option value in the order.

A channel paying more per piece can net less once delabelling, freight and ninety day payment come off. And destruction is not free, so zero was never the baseline.

More allowance is not safer. A measurement fails as readily for being long as for being short, and the allowance only decides where the window sits.

Pulling the container out of the port stops the terminal's clock and starts the carrier's, on the same box, on the same day. Whether that helps is not something one number called demurrage can tell you.

A complying presentation obliges the bank to pay. A discrepant one obliges nobody, and the goods have already shipped. The fee is the smallest thing you lost.

Exposure does not begin when the cloth is cut. It begins the day the first thing you cannot sell to anyone else is ordered, and that is usually weeks earlier.

The incentive is booked into the price before it is collected, at a value it never reaches. By the time anyone checks, the difference has already been given to the buyer.

Nobody buys duplicate auditing deliberately. It accumulates one customer at a time, each request reasonable, and the total is never anybody's agenda item.

The audit is a quarter of the cost. The rest is the purge - and the purge is charged per campaign, so the delivery schedule is the price.

Three phthalates at 400, 380 and 430 ppm each pass a 1000 ppm group limit on their own line, and total 1210. The register that is read row by row finds nothing wrong.

Fleet OEE is not the average of the machine figures. Averaging weights a four-hour mangle equally with a twenty-four-hour dyeing machine, and it flatters every time.

A short run on its own warp is the most expensive thing a weaving shed does, and a range accumulates them without anybody deciding to.

Three departments meet on this number and none of them owns it. It ends up set by whichever one it appears in the budget of.

Change it when the extra cost of one more hour has risen to equal the average cost per hour of the cycle so far. Everything else on this sheet is arithmetic around that one line.

Loading says the hours fit, so the date is met. Almost half of a real lead time is material lying still, and the last few orders are what put it there.

Bring overtime within the code and the number of workers below a living wage rises, without a single wage being cut.

A book that fits the factory in total can still miss every date in it, and capacity quoted in pieces stops being true the moment the style mix moves.

A quotation below your cost per piece is not a saving. Most of that cost does not leave with the work, and the part that stays is spread over everything else you make.

A leaver costs six times what the recruitment ledger shows, and the difference is standard minutes a replacement did not earn while learning the job.

Once capacity binds you are not selling garments, you are selling hours. The best order on the book is often the one to refuse.

A permanent head is the cheapest hour in the factory when it is busy and the dearest when it is not. The order book already says which it will be.

Every process can run at a respectable yield and the shipment can still be short, because a set is only as good as its worst component.

A line produces at the rate of its slowest station, not at the rate of its operators. The difference is fifteen to thirty percent on a typical bulletin, and it is paid for every shift.

Eight percent absence costs nothing on an operation with slack and the whole line on the one that binds. Every plant knows its rate; almost none can price a point of it.

A yarn that breaks more does not merely waste yarn. It stops a loom, and loom time is the scarce thing.

A factory short of capacity should be quoting dearer, not chasing volume - and the strike rate it is proud of is the evidence.

One of the few settings in a spinning mill that meters money in both directions at once, chosen at commissioning and left alone for years.

Overtime is authorised at a multiplier and consumed as an output rate. The eleventh hour is paid at two and rarely produces at one.

A store reporting ninety-four percent availability can still stop a line for six weeks. The missing six percent is never the expensive part.

Four completely different faults produce the same 88%. A mill that reads the number and orders "improve efficiency" has issued an instruction nobody can act on.

What a line costs per metre is not a property of the line. A wide stenter heating full width for narrow cloth is burning gas across ninety centimetres of nothing.

The night shift is usually the cheapest one to run, and the evening shift the dearest. A mill dropping a shift on instinct drops the wrong one.

What a lot is worth in a mix is not its price. It is its price divided by what it contributes to the line that is binding, and only one line usually is.

A roll three grams heavy is not a quality event and never appears on a report. It is a delivery of free yarn, repeated on every metre for as long as the quality runs.

Four specimens, an average inside the limit, and a level on every carton. The average is not the claim, and the difference has a price.

Shared plant comes in lumps, so the cost per spindle is a sawtooth. Expanding more is regularly cheaper per spindle than expanding less.

A spinning mill's load is flat around the clock and a solar plant's output is a bell curve. The units that do not overlap are not saved at the tariff.

A stage has an economic size and it is almost never the size of your own consumption. Build above it and you have entered a business you did not mean to enter.

The written-down value decides nothing and dominates the argument. What decides it is the output each option earns over the years it actually buys.

Add the projects up and you count the same tonne twice. Capital does not shrink when the load does, so the ranking you build in is not the ranking on the list.

Connected load is not maximum demand, kW is not kVA, and contract demand is not transformer rating. Each confusion is bought once and billed monthly.

Own account earns more per kilogram and job work earns more per rupee. Which one is right depends on whether the spindles or the bank limit run out first - and in most mills both do.

Three months of cotton is not a position. Cover measured against what you will spin says nothing about the yarn whose price you have already agreed.

A kilogram of yarn is not a kilogram of cotton, and EBITDA is not cash. Both shortcuts flatter a spinning project, and both are corrected here.

The promoter margin is not the working capital, it is a quarter of it. The rest is a sanctioned limit that has to exist before the mill can trade.

Relieving a bottleneck does not remove it, it moves it. The gain stops when the next stage binds, usually long before the new machine is anywhere near full.

Everybody signs the clause believing it makes the cost a pass-through. The shortfall is not an accident; it is four ordinary terms nobody added together.

A cheap fuel with poor calorific value, burning at lower efficiency and leaving a fifth of its mass as ash, can make dearer steam than a fuel priced at twice as much.

Humidification is an energy line to one manager and an efficiency figure to another. The setpoint is usually neither decision, but an inheritance.

Kilowatt-hours per kilogram falls when a mill spins coarser counts. Nothing improved; the denominator moved.

What the yarn costs the group is its variable cost when the mill has spare and its market price when it has not. A markup is neither, and it is wrong in both directions.

Moving a load to the cheapest tariff can raise the bill. Energy is charged when it is drawn; maximum demand is charged whenever it happens, and shifting concentrates it.

Thirty thousand spindles drop their ends in the same second whether the supply returns after four minutes or forty. The log records the minutes.

Three point six for warp and three point two for weft. Nobody can say where they came from, and they are applied to counts that have nothing in common.

The cost per cubic metre answers what the plant costs to run. It does not answer what a cubic metre saved is worth, and using it for that overstates every conservation project you will ever appraise.

A kilogram of waste costs what the fibre cost by the time it left, less what the waste fetches. Neither of those is the price of cotton.

Flexibility is the gap between the best average and the average of the best. Where one article wins in every market, that gap is nought and the flexible machine is a slower dedicated one.

The product with the best margin per square metre is often the worst thing the line can make, because the same kilograms become ten times the area at a tenth of the weight.

What carries a wear class is not the weight of the pile. It is the weight divided by the height, and only one of those two is expensive.

Margin is not waste. Ten specimens are tested and every one has to pass, so what decides a component is how many standard deviations it stands clear by, not how far above the number it looks.

Wear-out failures cluster, so a guarantee twice as long is never twice as expensive. On the seeded product it is three and a half times.

A gate is not worth what it catches. It is worth the difference between what it costs to catch a problem here and what it would have cost at the gate after this one.

Eight tests on four styles is not thirty-two tests. On three materials and six colourways it is one hundred and eighty-four, and one line of the protocol is half the bill.

The cost of a fault is not a property of the fault. It is a property of how far the material travelled before anybody noticed.

"We tested to the equivalent standard" is three different commercial situations, and the register knows which one you are in.

Yarn is sold by weight and consumed by length. A count certificate inside tolerance can still be an invoice for metres that never arrived.

Tightening the limit to stop bad cloth shipping scraps good cloth by the same mechanism. There is a place to stand and it is not the specification limit.

The sum insured says how much and the indemnity period says how long. The rebuild is set by neither, and the months past the end of the policy are the ones by which the buyers have gone.

Two clocks run and the shorter one ends the garment. When the finish fails first, sixty-two per cent of the cloth goes into the bin with it.

Garments do not leave a pool by wearing out. They leave by being lost, condemned or taken home - and that puts a ceiling on life the label cannot lift.

The requirement sits at the top of the chain, not at the bottom. A comfortable surplus against the finished goods is regularly a deficit against the fibre.

The rule of mixtures promises a strength the fibres do not deliver, and the recycled percentage fed at the blowroom is not the percentage the label can claim.

Nearly half the insulation in a layered system is the air between the layers, and it is the half that disappears when the garment is worn tight.

The cloth destroyed getting a range to shade does not care how long the run is - which is why the crossover is set by what the fabric is worth, not by what the machines cost.

Both routes are quoted as a cost per metre and only one of them is. Rotary falls with every metre; digital does not move at all.

Almost no wash recipe was chosen. It was arrived at, written on a card, and run ten thousand times.

If every job is express then the express queue is the whole queue, and the wait is exactly what it was before anybody paid anything.

A range is quoted at one price per kilogram and does not have one cost per kilogram. The small colours pay the same development bill as the large ones.

A top-up that succeeds nine times in a hundred is not a cheap attempt. It is three wasted processes and a fabric that will not survive the strip it needed in the first place.