Chopsi Francis

• Led the Dev-Bulk transition strategy by creating a Production Deployment Unit across 11 factories, aligned with Nike-MSE standards. Focused on control planning, embedded process controls, CTQ/CTP validation, and inline checkpoints for improving First Pass Yield (FPY) at the feeding stage to over 90% on new styles.
• Introduced Statistical Process Control (SPC) to monitor CTQ performance, with control charts showing 63% near the mean, 35% within ±1σ, 1% near control limits, and less than 1% outliers — enabling early detection and process validation.

• Executed high-fashion lingerie production for 150+ styles with 12-15 color variants per style, restructuring production modules to enhance style switchovers, improving confirmation and delivery speed by 12%.
• Achieved 80% efficiency through operation calibration, simplified operations by reducing non-value added portions of operations.

• Led strategic development for Uniqlo UQ Bodywear fabric division within a fully vertical setup, optimizing knitting, dyeing, and finishing to support garment BU operations. Reduced fabric-related reprocessing and rejections by 18% through technical restructuring of process flow and validation gates.
• Enhanced fabric output reliability by 15% through synchronized yarn specs, machine calibration, and finishing standards. Streamlined material handoff from lab-scale testing to full-scale production, ensuring consistency and compliance within vertical integration.

• Division Manager – Innovation, Product Development & Technical Systems
  Nan Yang Textile Co., Ltd, Jun 2006 – May 2022, Thailand
  •Scaled Nike production from 300K to 1.5M units/month expanding across six new categories .
  •Built full development and production platform for Jockey, delivering 700K units/month with 90%+ efficiency.
  • Improved factory efficiency from 40% to 70% through process standardization and lean application.
  • Established 3-pillar Innovation Center: Product Creation (3D prototyping), Process Automation, and Material Advancement to rapidly develop Concept to Commercialization averagely within 3-4days for main strategic customers.
  •Transformed sample room to multi-operator chassis model, enabling 20% opportunity for innovation and automation through proper GSD based NVA observations.
  •Reduced development cost and lead time by 30% through virtual prototyping, re-engineering sample room layout and processes.
  •Raised factory quality FPY from 70% to 99.5% by inline quality engineering tools and process control systems to CTQ/CTP, POM and MVS construction standards.
  •Transformed pattern accuracy from 40% to 100% through skill development, CAD upgrading, approved fit blocks, and validation controls.
  •Reduced fabric waste by 20% through standardization of cut marks, seam allowances, and shrinkage allowances.
  •Led Nike’s Project Victory under full contingency — converted a marketing building into a live development hub in 36 hours, coordinating layout, CAD, machinery, and execution across 30+ staff to deliver 30+ construction options for Nike Golf’s new direction. The success led to the formation of the company’s Innovation Center.
  •Delivered 3–4 day inbound development sessions with Nike, Jockey, and Dick’s Sporting Goods — finalizing commercial-ready designs through rapid prototyping, 30+ construction trials, cost/GSD evaluation, and technical method validation.
  •During COVID-19, led the rapid development of a 3D-fitted mask design from concept to semi-automated production (70% automation) in 3 days, supporting internal safety and community protection under extreme pressure.

• Managed Speedo’s full procurement cycle, including greige booking, consumption validation, MOQs, supplier scorecards, submitting CBD, and labdip processing.

• Collaborated with internal labs to ensure fabric compliance with chlorine/salt water standards. Managed 300 styles/season
• Established the first swimwear-focused technical design department, supporting Speedo, Victoria’s Secret, CK, Lands’ End, and M&S. Developed bra cups, molded features, and introduced 3D digital prototyping to accelerate design confirmation and submitted 3 seasonal collections/year
• Launched advanced nylon/polyester digital print systems, delivering innovations such as GRIPPER and rubberized transfers. Created a supplier capability database and presented a full sportswear concept to Victoria’s Secret, including compression apparel 30% cost reduction from original.

• Implemented SAP-based cutting room operations with JIT and FIFO to align production with shipment schedules while coordinating planning meetings to streamline material in-house processes, daily output tracking, reconciliation, and shipment tolerances with +/- 3% by ordering fabrics for 100%, OTP 100% and 80% efficiency with proper planning with Critical Path.
• Planned 40 production modules, achieving consistent output of 1,000-1,500 pieces per line/day.
• Eliminated waiting for cut-work through a proper fill-up process and priority plan based on shipment schedule and line input/output demands.
• Implemented first bulk consumption validation for bulk orders, enhancing order accuracy and reducing excess stock. Saved 10% from regular estimation.
• Led a 5S program to national recognition, winning first place among 500+ factories Akimoto 5S Award, 2001, and 1st Place in Sri Lanka National Productivity award in 2001.