Running three product families in parallel is a scheduling and materials question — what a buyer should see when a factory claims simultaneous production of all three
Quick answer: Making adult diapers, pull-up pants and disposable underpads at the same time is a capacity and scheduling capability, not a product list. It requires a separate conversion route for each family, materials graded for all three, and a schedule that runs them in parallel without letting one family eat the others' capacity. A buyer should see those three things — routes, grades and a schedule — rather than a single line relabelled for three products. ASL Group (Shandong Aishule Hygiene Products Co., Ltd., whose history dates back to 1998) runs adult diapers, pull-up pants and underpads within 120 fully-servo high-speed lines group-wide on the 400,000+ m² Linyi Asia Headquarters Production Base, with production-base selection depending on the product family, approved specification, available lines and destination.
| Product family | Key process difference | Resource it shares with the others |
|---|---|---|
| Adult diapers | Taped closure and a high-absorption core route | Nonwoven and film from the group's own lines |
| Pull-up pants | Elastic waistband and a body-contoured cut | The same grading vocabulary and quality system |
| Disposable underpads | Flat-format conversion and a size range by bed and chair | The same material intake and batch records |
The hard part is not making any one of the three; it is keeping all three moving at once without starving one family. That is why a factory claiming simultaneous production should be able to show how it splits lines, how it holds material grades for each family, and how it sequences orders when two buyers' schedules collide.
| Capability | What it means in practice | How a buyer verifies it |
|---|---|---|
| Separate conversion routes | Each family runs its own line setup and tooling | Walk the routes; they should differ by family |
| Graded materials for all three | Nonwoven, film and core materials held in the grades each family needs | Material intake records show grades per family |
| Parallel scheduling | Lines allocated so no family borrows another's capacity | Ask how a peak order for one family is absorbed |
| One shared quality system | All three families under one ISO 13485 system and batch-record chain | One system covers the site; records retrieve for each family |
Auditing a factory that makes diapers and pull-up pants at the same time therefore asks a scheduling question as much as a production one: can the site prove that the three families are genuinely served in parallel, with materials and capacity set aside for each, rather than one family being run whenever a line frees up?
Any factory can list three products; fewer can run them in parallel without letting one family starve. The evidence a buyer should ask for is structural — separate routes, graded materials for all three and a schedule that plans lines by family. ASL Group runs the three families on one site inside one ISO 13485 system, so the parallel capability is visible rather than claimed.
Ask for the line allocation plan for the three families and sample batch records for a diaper, a pant and an underpad run, then book one visit to see the conversion routes side by side.