oI apparel products (1.6. industrlal thread and les) was approx1mately USU4UUm. By 2013, the Shenzhen factory housed 35 lab dyeing machines, 143 product dyeing machines and 624 Winding spindles, just for the apparel products. By investing in winding spindles, which were capable 0] running at 1,200m/min, compared to many of the competitors' machines which could only run an 200m/min, the Shenzhen factory was able to achieve production capacity of over 60,000 clu pei day.25 To achieve these fast speeds at the nish winding machines, investments were also required ir. higher quality winding machines prior to the dyeing process. Dye-lot machines were categorized by kilogram capacity: large batch, medium batch, and small batch machines. The majority of dyeing machines were in the small kilogram range, which enabled Coats Shenzhen to efficiently respond tc the vast majority of orders which were in those smaller ranges. At Coats' Shenzhen factory, Jamie's main problem was the same as that faced by most other producers Within the apparel industry although Coats could forecast volume requirements fairly easily, it was difficult to predict future color requirements as colors were fashion-led. The majority 01 orders that were processed by the Shenzhen factory were for colors already included on Coats\" SSP shade card, but this featured about 1,000 different colors. Furthermore, Coats had the ability tc produce any bespoke color and these requests made up twenty percent of their sales orders. Jamie was aware that fewer than 100 colors on the shade card had a high turnover and that the majority 01 colors had very low demand. The Shenzhen factory had the highest concentration of small dye lots, primarily due to the competitive environment in China and because many apparel manufacturer: created prototypes in China