An updated specification arrives while the production order is being prepared.
TEXTILE, APPAREL & FASHION / THE OPERATING DAY
Automate the SOPs
behind textile & apparel.
Connect the teams, records and handoffs behind textile & apparel, with the right people at each decision.
EXAMPLE OPERATION · TEXTILE & APPARELAll industries
daffyOS Example operation · Textile & Apparel / One connected enterpriseProduction Floor / Example record
A buyer change reaches the cutting floor
Supporting recordLinked to the original instruction
ATTACHEDDaffyI have linked the record and prepared the next step for Line supervisor. Approve the revised instruction before cutting starts?
DECISION OWNER / LINE SUPERVISOR
Approve the revised instruction before cutting starts?The source record, responsible team and proposed next step are linked. This example waits for the decision owner.
Line supervisor · Approval requiredTARGET OUTCOME
Approve the revised instruction before cutting starts?
Approve the revised instruction before cutting starts? The approval and follow-up stay attached to the original record.
RECORD IN FOCUSExample recordProduction Floor SOP / Example
EXECUTION / SIMULATED
- Operating record DaffyEvidence captured
- 2Daffy Line supervisorAwaiting approval
- 3Line supervisor Operation recordAction pending
- 4Operation record Follow-upFollow-up waiting
DECISION OWNER / LINE SUPERVISOR
Approve the revised instruction before cutting starts?The source record, responsible team and proposed next step are linked. This example waits for the decision owner.
Line supervisor · Approval requiredWORKING NOTES
- No working notes yet.
ONE CONNECTED OPERATING DAY
What needs your attention?
Context follows this operation.
THE WORKSPACES BEHIND THE THREADS
Where your work
comes together.
Each workspace holds its part of the operation. Daffy coordinates the handoffs under the permissions you set.
Production FloorQuality & InspectionInventory & StoresAttendance & ShiftsPayroll & StatutoryCompliance & AuditProject & DeliveryPackaging & LabellingDispatch & LoadingWorkforce CoreCosting & ProfitabilityVision AI GridMaintenance & Asset HealthSafety, EHS & IncidentsCommand CentreDAFFY Chat & Authority
ONE SOP TO START WITH
A buyer change reaches the cutting floor.
A representative scoping example. Integrations, actions and approval rules are agreed for your deployment.
01 / THE TRIGGER
An updated specification arrives while the production order is being prepared.
02 / THE HUMAN DECISION
Approve the revised instruction before cutting starts?
03 / THE CONNECTED OUTCOME
The cutting, stitching and quality teams receive the same approved specification.
THE PEOPLE BEHIND THE PROCESS
Different teams.
One operating context.
01Cutting
02Stitching
03Finishing & Packing
04Quality (Inline & Final)
05Fabric Stores
06Trims & Accessories
07Industrial Engineering
08Merchandising
09Compliance & Social Audit
10HR & Welfare
11Maintenance
12Despatch
THE OPERATING CYCLE
The handoffs that
make the business work.
Use this operating map to decide where a record is created, who takes responsibility and what must be checked before work moves.
- 01 / START THE RECORD
Order & tech pack
Capture the source instruction, evidence and responsible owner.
- 02 / CARRY THE CONTEXT
Fabric & trims
Link the fabric & trims record to the previous stage and the team responsible for the next handoff.
- 03 / CARRY THE CONTEXT
Cutting
Link the cutting record to the previous stage and the team responsible for the next handoff.
- 04 / CARRY THE CONTEXT
Stitching
Link the stitching record to the previous stage and the team responsible for the next handoff.
- 05 / CARRY THE CONTEXT
Inline & end-line QC
Link the inline & end-line qc record to the previous stage and the team responsible for the next handoff.
- 06 / CARRY THE CONTEXT
Finishing & packing
Link the finishing & packing record to the previous stage and the team responsible for the next handoff.
- 07 / CLOSE THE LOOP
Compliance & shipment
Retain the outcome, outstanding exceptions and decision history.
THE WORKSPACE MAP
The same brain.
Your industry’s vocabulary.
A workspace is shaped around the people and records it serves. These are starting points, with connected workflows between them.
Production Floor
Cutting & Stitching Floor
Which lines will miss target today?
Explore workspace Quality & InspectionInline & Final QC
Which operation generates the most defects?
Explore workspace Inventory & StoresFabric, Trims & Stores
Do we have trims for the next cut plan?
Explore workspace Attendance & ShiftsAttendance & Shifts
Who has crossed 55 hours this week?
Explore workspace Payroll & StatutoryPiece Rate & Wages
What did line six earn on piece rate this week?
Explore workspace Compliance & AuditSocial & Buyer Audit
Are we clean for the buyer audit next week?
Explore workspace Project & DeliveryOrder & Merchandising
Is the H&M order going to ship on time?
Explore workspace Packaging & LabellingFinishing & Packing
How many packing errors were caught this week?
Explore workspace Dispatch & LoadingShipment & Despatch
What ships this week and to whom?
Explore workspace Workforce CoreWorkforce & Welfare
Which operations have thin skill cover?
Explore workspace Costing & ProfitabilityOrder Costing
Which orders are running below costed margin?
Explore workspace Vision AI GridVision AI Grid
Show me fabric defects detected this shift.
Explore workspace Maintenance & Asset HealthMachine Maintenance
Which machines are due for service?
Explore workspace Safety, EHS & IncidentsSafety & EHS
Is all fire equipment in service date?
Explore workspace Command CentreCommand Centre
What needs my attention across both units?
Explore workspace DAFFY Chat & AuthorityDAFFY Chat & Authority
Aaj mera production kitna hua?
Explore workspaceAUTHORITY, IN CONTEXT
The right answer.
For the right person.
Agree access and action permissions before connecting operational data. The same question can require a different scope for each role.
“Aaj mera production kitna hua?”
Own production, own piece rate, own earnings.
“Which operation is the bottleneck on my line?”
Their line, hourly efficiency, DHU and manpower.
“Which lines will miss target today?”
All lines on their floor, plan versus actual.
“Is the H&M order going to ship on time?”
Their buyers, orders, delivery dates and risk.
“Are we clean for the buyer audit next week?”
Working hours, wages, audit findings and remediation.
“Which orders are running below costed margin?”
Both units, all buyers, margin per order.
START WITH ONE WORKFLOW
One SOP today.
A more connected company tomorrow.
Bring us the process, the people and the exceptions. We’ll map the first proof of value.