Trayton Group launches into the digital era with Lectra
Customer Company Size
Large Corporate
Region
- Asia
Country
- China
Product
- Vector
- Versalis
- Diamino
Tech Stack
- Automated Cutting Equipment
- Pattern Making Software
Implementation Scale
- Enterprise-wide Deployment
Impact Metrics
- Cost Savings
- Productivity Improvements
- Customer Satisfaction
Technology Category
- Functional Applications - Remote Monitoring & Control Systems
- Functional Applications - Manufacturing Execution Systems (MES)
Applicable Functions
- Quality Assurance
Services
- System Integration
- Training
About The Customer
Trayton Group is a Chinese furniture manufacturer that has grown from a small sofa workshop to a three-factory enterprise employing 2,000 people. The company manufactures fabric and leather upholstered furniture for renowned brands like Ikea and BoConcept. In 2005, Trayton launched its own furniture brand, Simon Li, to make high-quality leather furniture accessible to everyone. The company operates close to 100,000 m² of manufacturing facilities in Zhejiang and Shanghai and has established joint ventures with BoConcept and Kvadrat.
The Challenge
Trayton Group faced challenges with their manual fabric and leather cutting process, which heavily relied on operator knowledge for accuracy and quality control. This method hindered production flexibility and was impractical due to difficulty in finding skilled operators, rising labor costs in China, and increased pressure on prices and delivery times.
The Solution
Lectra, a long-time partner of Trayton, proposed the Vector and Versalis solutions for fabric and leather cutting, respectively. After an initial onsite analysis, Lectra and Trayton teams collaborated to redesign the company's processes based on best practices. The implementation of these solutions allowed Trayton to automate its cutting process, eliminating unnecessary material waste and ensuring consistent quality. The transition also simplified staffing needs, as operators now only require basic computing skills. Continuous improvement activities further optimized the process, increasing the overall yield of cutting efficiency.
Operational Impact
Quantitative Benefit
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