Document Papl

20 013
A APPA ARE EL IN NTER RNS SHIP PRE EPORT

ParagonApp parel lPvt. .Ltd.

Subm mittedTo: T Prof.Prabir rJana
Sandee epMitt tal M M.F.Tec ch Septembe er9,201 13
PREFACE
National Institute of Fashion Technology is a premier institute under Ministry of Textiles, Govt. of India and is responsible for human resource development for apparel industry in India. Department of fashion Technology is imparting education in crucial areas of technology application in garment manufacturing. The industry internship is aimed towards blending the classroom principles with industry application for the students. This internship helps industry to analyse dayto-day activities with the help of internees who in turn will learn practical application of different principles and will be able to draw inferences. This report attempts to present our experiences as an internee in the Paragon Apparel Pvt. Ltd. I basically worked with the IE and Merchandizing Department but it involved interaction with the other departments as well. The aim of this internship program was to gain practical knowledge in our area of specialization i.e. production. It gave us an opportunity to be a part of an esteemed organization and get the first-hand knowledge of working under various department of the entire exports house. It gave us a feel of work culture and the actual environment of working of export-oriented unit. Through this program I also got to apply theoretical knowledge into practice. Internship was a great learning experience for me. It helped to practically see what was available in the books and learn many new practical aspects of the industry which can't be learnt through books. At the end internship provides a gateway for the industry. The final chapter of this report discusses in detail about the projects done by me. The projects helped us to know more about the working and functionality of various departments in detail.
CERTIFICATE
This is to certify that Sandeep Mittal of MFTIII, National Institute Of Fashion Technology, New Delhi did their internships at Paragon Apparels Pvt. Ltd., Noida, NCR from May 27, 2013 to August 18, 2013 towards the partial fulfilmentoftheprogramM.F.Tech(Operations). This project report has been created and compiled by them under the guidanceofDr.PrabirJanaandistheirauthenticwork. SandeepMittal Dr.PrabirJana Mentor
ACKNOWLEDGEMENT
Through this project report I would like to thank numerous people whose consistent support and guidance has been the standing pillar in architecture of this project. To begin with, our sincere thanks to the management of NIFT for giving this opportunity to experience and learn the processes practiced in Apparel Industry. For the completion of this document we would like to thank Dr. Prabir Jana for being our mentor and our guide throughout the project. We would like to express our sincere thanks to the Management and staff of Paragon Apparel Pvt. Ltd. for their outstanding Support and cooperation in my efforts to gain knowledge about the practical aspects of Apparel industries during the Internship. I am thankful to Mr. Gareesh Taneja Mr. Vikram Kumar Mr. Pramod Kumar
(Sr. Merchant) (Manager I.E.) (Manager C.I.)
My Project Mentor, My Project Guide
for their support, guidance and carrying out my internship well throughout the internship period. We would like to grab this opportunity to express our sincere gratitude to all the department heads for guiding us through all the processes involved in their respective departments and were patient enough to answer all our doubts and queries. We would specially like to thank all the staff members and workers for helping us throughout the internship. Without their support, it would have been difficult job to successfully complete the training.
NationalInstituteOfFashionTechnology,NewDelhi
Table of Contents
INTRODUCTION............................................................................................................................. 3 i. Company-profile.................................................................................................................. 3
ii. Mission and vision................................................................................................................ 4 iii. iv. v. vi. Capacity Summary.......................................................................................................... 5 Products............................................................................................................................ 5 Buyers...................................................................................................................................6 Social Compliance............................................................................................................ 7
Employee Benefits..................................................................................................................... 7 vii. Statutory Benefits............................................................................................................ 7
ORGANISATION CHART/HIERARCHY...................................................................................... 9 UNDERSTAND THE APPAREL BUSINESS PROCESS.............................................................12 i. Description of the Buyer Side of the Apparel Supply Chain.........................................13
ii. Description of the Supplier Side of the Apparel Supply Chain.....................................15 iii. Description of the Manufacturer Side of the Apparel Supply Chain........................15
DEPARTMENT OVERVIEW........................................................................................................ 17 i. Paragon Apparel : Process Flow Chart........................................................................... 18
ii. Paragon Apparel : Departments Functions and Operations.........................................19 Cutting Department.................................................................................................................. 20 Stitching Department............................................................................................................... 22 Finishing and Packaging Department...................................................................................... 23 Printing Department................................................................................................................. 24 Production Planning and Control (PPC) Department..............................................................25 Merchandising Department ...................................................................................................... 26 Sampling Department.............................................................................................................. 29 Finishing Department.............................................................................................................. 33 Projects Done at PAPL.................................................................................................................... 36 IMPROVISATION OF LINE EFFICIENCY BY REDUCING PRODUCTION FLOOR DOWN TIME ................................................................................................................................................37 Introduction .................................................................................................................................37 What is Down Time?............................................................................................................... 37 VariousNonProductiveMeasuresinGarmentProductionthatlowerlineefficiency............38
M.F.Tech.Apparelinternship2013|ParagonApparelsPvt.Ltd.
Steps involved in project........................................................................................................... 39 FactorsresponsibleforProductionDowntime.......................................................................... 42 Data Collection........................................................................................................................... 44 Solutions ......................................................................................................................................47 Restudydonetotrackimprovement......................................................................................... 49 Conclusion..................................................................................................................................51 References ........................................................................................................................................51
INTRODUCTION
i.
Company-profile
Paragon Apparel is a part of Arihant Group of Companies. The group has a Turnover of USD 55.25 Millions with a wide stretch in fields like Automotive Parts / Edible Oil Extraction /
Garment Exports / Confectionary. Paragon Apparel is promoted by Mr. Roshan Baid & Mr. Sidharth Baid. Both promoters hold degrees in garment manufacturing and merchandising
from National Institute of Fashion Technology, Indias premier institute of fashion technology.Paragon Apparel Pvt. Ltd. stands steeped in time. The company started its operations way back in 2000 in Noida. But its ideas and views are what make it young. Paragon extended its unit to 2 other blocks in 2002. Established in Noida, PARAGON stands vertically integrated as one of the largest manufacturers and exporters in India offering ready - to - wear garments for ladies, men and children. A claim only some distinguished few can make in the hugely competitive arena of garment exports. Besides the dynamic and professional leadership of the promoters, Paragon is mainly recognized for its excellence in quality, product range, service and reliability. They have traversed beyond just manufacturing of garments. Paragon Apparels products are now considered as industry benchmarks pertaining to designs and quality. With a young and aggressive management at the helm, commitment to quality, respects for time and customer satisfaction are the basic tenets on which the organization is based. Each garment is considered important. This commitment is mirrored in their turnover of more than $ 55.25 Million, that too in face of recession in the textile segment. With a committed and skilled workforce and sophisticated modern machinery, they feel confident of executing the most exacting of orders. Their commitment to consistent quality, customer service and reliable delivery, right from management circles to the worker level, has seen their products being looked upon as an industry benchmark. Their intensively trained experts in various departments are constantly striving to control costs in order to create garments, which are value for money. With the continued goodwill M.F.Tech.Apparelinternship2013|ParagonApparelsPvt.Ltd.
Nat tionalInsti ituteOfFa ashionTec chnology,N NewDelhi
that Paragon enj njoys among g trade assoc ciates they feel confide ent of leadin ng the industry into n millenn nium. the next
Tur rn Over: The T Annual turnover of f Paragon Apparel A Pvt. . Ltd. is USD D 35 millio on. Owner of the e Compan ny: Mr. Sid dharth Baid and Mr. Ro oshan Baid Production Capacity: C 500000 garm ments per month. m
ii.
M Mission an nd vision
i. They are co ommitted to being a lead der in the fash hion industry y. ii. They deliv ver product an nd service of f up comprom mising qualit ty and integr rity consisten nt with their bran nd and their image. i t listening & responding g to the need ds of their cus stomers, asso ociates iii. They are committed to and to ho onouring thei ir individual value. v. They rem main committ ted to an entr repreneurial sprit that fue els the growt th of their Co ompany. iv v Through pr v. rincipled leadership, they y embrace di iversity and they t cultivate e strength, pr ride and passion to align their personal lives with their r profession lives. l
M F.Tech.Apparel M. A inte ernship2013|Paragon nApparelsPvt.Ltd.
iii.
Capacity Summary
iv.
Products
Paragon's work line is as vast as the organization. It covers men's and boys' shirts - casuals,
men's shirts - formal, ladies' and girls' dresses, men's and ladies' bottoms, among others . The product range covers:
3 button Polo Shirts T-shirts Tailored Collar Polo Shirts Turtle Neck Mock Neck Jackets Loungewear Golf wear Sportswear Sleepwear etc.
v.
Buyers
Paragons high profile customers are not only happy but also satisfied which has earned them recognition and unflattering loyalty from prominent buyers worldwide. REEBOK DOMESTIC REEBOK EXPORT ADIDAS DOMESTIC ADIDAS INTERNATIONAL PUMA DOMESTIC HUMMEL RELIANCE TRENDS
vi.
Social Compliance
Employee Benefits
1. Best Employee Award: For all the categories of employees for their overall performance 2. Attendance Bonus: Every month along with the wages, attendance bonus will be given to the employees. Those who have full attendance will get Rs.100 and Rs. 50 will be given for half /one day absence. 3. Health and Hygiene program especially for mothers of crche children and housekeepers. 4. Awareness Programmes: To Improve the Knowledge of employees regarding various matters awareness programmers are conducted. The following are important among them. HIV/AIDS Awareness programmes by NGOs Food and Nutrition Programmes Fire Fighting Training First Aid Training Sexual harassment committees Childrens Day Celebration for the crche babies Women's Day Celebration Social Responsibility of the Company:
5. Donations: for NGOs or other Organizations during natural Calamities like Tsunami, Earth quake etc. 6. Loan Facilities: To help the employees during their financial crisis loan will be given to them. (One month salary- will be given. To avail this facility the person should have worked for minimum one year.
vii.
Statutory Benefits
1. Canteen Facility. 2. ESI Facility All the employees are covered under ESI facility according to the Employees State Insurance Act, 1948. 3. Provident Fund: To ensure Social Security of employees they will be covered M.F.Tech.Apparelinternship2013|ParagonApparelsPvt.Ltd.
under Provident Fund Scheme according to the EPF and Miscellaneous Provisions Act, 1952.Contribution: 12% from Employee and 12% from Employer (divided into two: a) 8.33% for Pension Scheme b) 3.67% for EPF). a. Pension: At the age of 58 an employee can avail his/her Pension. For this he/she has to be worked for minimum 10 years 4. Gratuity: For those who render continues five years of service in the Organization. According to the Payment of Gratuity Act, 1972 the employee will get 15 days wages (last drawn wages) for the no. of years he has worked. Maximum 3, 50,000 5. Bonus: Pargons pays 15% bonus to its employees (divided into two - 10% and 5%) 6. Wages: According to the Minimum Wages Act. 7. Over Time Wages: If an employee performs overtime work he will be paid with overtime wages.
O ORGAN NISATIO ON CHA ART/HIE ERARCH HY
10
11
12
UNDERSTAND THE APPAREL BUSINESS PROCESS

The textile and apparel supply chain accounts for a good share in terms of number of companies and people employed. The apparel industry is divided into four main segments. At the top of the supply chain, there are fibre (raw material) producers using either natural or synthetic materials. Raw fibre is spun, woven or knitted into fabric by second segment. The third segment of the supply chain is the apparel manufacturer which converts fabric into garment with many processes involved. The final segment is the retailers who are responsible for making apparels available to consumers. The T angle of the apparel supply chain shows how buyer, suppliers and garment manufacturer are linked to each other. There are two sides of the T i.e. left and right. The left side is called the buyer to the manufacturer and the right side is called the suppliers to manufacturer. The two horizontal sides are linked to each other through the vertical side i.e. the buyer and suppliers are linked through apparel manufacturer. The T angle illustrates how information flows from the buyer to the apparel manufacturer. The information normally, sketches of the garment given by the buyer, are studied by the manufacturer and accordingly list of raw materials required is made. The different swatch (standard for type of yarn, colour of the yarn and piece of accessories) are sent to different suppliers for development. The supplier develops and sends it to manufacturer and which is forwarded to buyer. Once approved by buyer, the orders are placed with the suppliers with approved samples. When the raw materials are received as per the specifications given to the supplier, in-house manufacturing starts with the production. The different process of manufacturing results in the final garment product which is finally dispatched to the Buyer. The Buyer then retails the same through stores to the ultimate consumers.
13
Figure 1: The T angle of the Apparel Supply Chain
i.
Description of the Buyer Side of the Apparel Supply Chain
The buyer side is normally involved with designing of the garment, production of samples, order collection, apparel retail.
Apparel Design
Designing of Apparel is either done in-house or contracted to design companies. The first step in designing is the analysis of the consumer which the Company is targeting. The apparel design is influenced by various parameters like other designer collection presented in the fashion cities of the world, fashion reviews from earlier seasons, fashion magazine also plays an important input for the design efforts and most important is the feedback gained from the sales of the similar products that were developed earlier. Prototype garments are made for design approval which consumes considerable amount of time.
14
Production of samples and order collection
The next step after the design in apparel supply chain is the production of the samples. Once the designs are developed, decisions regarding the fabric like cotton or polyester and quantity etc are made. Based on fabric and quantity decided, decisions related to country and manufacturers are made. Once decision is made, developed designs are sent to different manufacturers and are asked to develop proto samples (the stage brings design from paper to cloth for design appearance). Normally, during proto stage manufacturer figure stands between 5 and 8. Once proto are developed, number of manufacturers is reduced to 2 to 3 depending on the total quantity of the article and also on selected manufacturer production capacity or volumes. The order quantities are placed to different manufacturers and manufacturer is asked to develop size-sets (alternate sizes of the garment are developed example S: Small, L: Large, XXL: Extra Extra Large). Once sizeset is approved, sale samples (samples developed for advertising and see the market response towards the article) are made. Finally, with everything in place two identical pieces are developed one for the buyer and other for the manufacturer called as sealer (sealer sample is identification or standard for production). This sample is stamped by the buyers and the manufacturer can proceed with the production.
Apparel Retail
Apparel products are made available to consumers in a variety of retail outlets. Specialty stores offer a limited range of apparel products and accessories specialising in a specific market segment. Apparel sales also take place through wholesalers or mass merchandisers such as Wal-Mart, Kmart and Target. These retailers offer a variety of hard and soft goods in addition to apparel. Departmental stores like Macys, Nordstrom offer a large number of national brands in both hard and soft goods categories. Off-price stores, such as Marshalls and T.J.Maxx buy excess stock of designer- label and branded apparel from retailers and are able to offer lower prices but with incomplete assortments. The apparel sale is also shared by mail order companies, e-tailers through internet, and factory outlets etc.
15
ii.
Description of the Supplier Side of the Apparel Supply Chain
The suppliers in the apparel manufacturing are quite diversified. It involves suppliers of different raw materials such as fibre and yarn producers, fabric manufacturers and other raw-materials.
Fibre and Yarn Production
Fibres are categorised into two groups: natural and man-made. Natural fibre includes plant fibres such as cotton, linen, jute etc and animal fibre such as wool. Synthetic fibres include nylon, polyester, acrylic etc. Synthetic fibre production usually requires significant capital and knowledge. Natural and synthetic fibres of short lengths are converted into yarn by spinners, throwsters and texturizers. Different types of fibres can also be blended together to produce yarn such as grindle etc.
iii.
Description of the Manufacturer Side of the Apparel Supply Chain
Fabric production
This segment of supply chain transforms the yarn into fabric by different processes such as weaving, knitting a non-woven process. In a weaving process, yarns are looped together lengthwise and width wise at right angles. Grey Yarn may be woven by a simple procedure to produce grey fabric and which are then dyed for a specific colour. Instead, dyed yarns may also be woven but not dyed. In knitting, yarn is interloped by latched and spring needles i.e. two different loops are mingled together with needle adjustment. Once the approvals regarding the raw-material are made by the buyer, the manufacturer can proceed with the production.
Apparel Production
The process proceeds once the fabric is produced; it is either dyed or washed. The dyed (coloured) yarn fabric is washed and grey fabric is dyed into a specific colour. After dyeing or washing, fabric is finished by removing water in the tumbler and later pressed in stenter which also maintains width of the fabric. Now the fabric is ready for garmentising M.F.Tech.Apparelinternship2013|ParagonApparelsPvt.Ltd.
16
i.e. it is ready to be cut and stitched into the garment. Garmentising starts with the design of the garment to be made (usually on the paper called specs). Patterns (usually made up of thicker and stronger paper) are made from the designwhich is then used to cut the fabric (cutting usually happens in the form of layers). CAD systems are used for pattern layout and are integrated together with cutting systems. In apparel manufacturing, all the stages are labour intensive as they are not suitable for any kind of automation. In the stitching section, garment is usually assembled using the progressive bundle system (PBS). Sewing machine operators then process or sew them in batches i.e. first few are operation are joining the different parts together and then further amendments related to design are carried out. The supervisors direct and balance the line activities and check the quality. This involves large work in progress (WIP) inventories and minimal flexibility. For faster apparel production, use of unit production system which reduces the buffer sizes between the operations or modular assembly systems and allows a small group of sewing operators to assemble the entire garment.
Finishing, Packaging and Dispatch of Apparel

Garments produced are labelled, packaged and usually shipped to a warehouse. The garments are then shipped to the retailers warehouse. In an effort to reduce time from placement of the product order to the consumers purchase of the apparel, several practices are gaining popularity. There is increased automation and use of electronic processing in the warehouses of both manufacturers and retailers.
17
DE EPARTM MENT OVERVI O IEW
Para agon appa arels has various dep partments
Merc chandising Dept. Samp pling Dept. . Purc chase Dept. Fabr ric Store Trim ms & accessory store CAD D Dept. IE Dept. CI Dept. D Qual lity Assuran nce Dept. Main ntenance Dept. D Print ting Dept. Prod duction Dep pt. Shipp ping Dept. HR Dept. D Adm min Dept. Acco ounts Dept
18
i. ii.
Paragon Apparel : Process Flow Chart
19
Paragon Apparel : Departments Functions and Operations

Company mainly deals in two segments of the apparel supply chain i.e. one manufacturing of fabric and other manufacturing of garment. These two segments are two different processes but are very much linked in the supply chain. The Company has different departments each having specified functions and responsibilities. Description of each department will follow in respect to how they occur in supply chain:
20
Cutting Department
The department is responsible for cutting of the fabric into different parts of the garment. This department is mainly responsible for cutting and avoiding wastage. To ensure minimum wastage, proper set of tools such as CAD and others are used in the process. The PPC by using CAD and other tools issues article average with a draft or diagram of how different patterns should be placed on to the layer. The cutting department based on their experience and expertise either accepts the proposed average or sometimes gives a better average by few percent. The department makes production plan for all cutting stations based on article or style requested. This also works on weekly basis. Once fabric is cut different parts of the same garment are bundled together.
21
22
Stitching Department
The department is responsible for stitching different parts of garment together. The process takes place in the assembly line system. The assembly line system is the set of many different stitching machines each for a specific purpose. These machines are arranged in an orderly fashion depending on how different parts of garment should be attached. Assembly line method is used for large production. PPC decides on the article or style to be produced with quantity. The stitching department makes necessary production planning i.e. time line in accordance with each article. The stitching process is the most time consuming and labour intensive process in the entire garment production. The planning is done weekly.
23
Fini ishing and d Packag ging Department

This is final sta age before the t garmen nt is ready to t be shipped. As the garment is already uires a ser ries of qual lity checks. . The garm ment goes t through the e quality finished, it requ chec cks like colour test, wa ashing test, , stitching test t etc. Af fter which i it is steam pressed, label lled, packed d into garm ment bags an nd finally, put p into the e cartons. O Once all car rtons are pack ked and labe elled, external quality check take es place and d goods are e shipped. The T PPC depa artment give es the detail ls of the PO O to be finish hed, packed d and dispatched.
24
Printing Department
In Paragon Apparel Pvt. Ltd. They have their own printing unit at the basement. They do all types of printing as per the requirement of the buyers. Different types of print are given below : Pigment print Puff print Foil print Water base print Flock print also running for the s/off printing. 1 big curing machine and 1 small curing machine is available there for the curing purpose. Plastic sole print PVC free rubber print Picture print Glitter print Transfer print
There are 2 automatic printing machine and 1 hand printing machine and table printing
25
Production Planning and Control (PPC) Department

The department is responsible for making plans for the entire organization i.e. all the departments. PPC being in the centre of all departments also controls their functionality. The PPC sends production plan to different departments on weekly basis and daily for any amendments. The PPC keeps check on different departments by requesting planning and production reports for each day. PPC only receives orders from the Management. With order quantity and dispatch date, it does the planning for product cycle. The top management is in continuous contact with PPC.
Figure 4: The PPC link with other departments
26
Merchandising Department
The department acts as a liaison between the buyer and manufacturing division. On one hand, the department is responsible for notifying changes in the product to the PPC and also to make sure that article is produced as per planning by the PPC and within dispatch time limits. On the other hand, it has to continually update buyer with planning and production status. The department takes care of all correspondence with buyer and is responsible for communicating it to PPC. The department also takes care of necessary sampling such as proto, size set and final which is necessary prior to production. In Paragon Apparel the structure of the merchandising department is as follows:-
Merchandising manager
Seniormerchandiser
Merchandisers
Asst.merchandise/sampling MERCHANDISER IS REQUIRED TO CARRY OUT FOLLWING ACTIVITIES:

Design/Sampling. Fabric. Accessories. Testing. Production. Quality Check. Documentation. Shipping/Forwarding
27
Buyercomestoshowroom
Selectionofdesignbybuyerfrom showroom/buyersowndesign
Technicalpackage
Protosamplefrom merchandiser
Approvalfrombuyer
Firstfitsentforcomments
Commentsfrombuyer
28
Ifanychangesthensecondfitsentandsoontillapprovalis received
Preproductionsample
Sizesetsenttobuyer
Sealersample
Orderconfirmed
Productionfilesenttoproductiondepartment fromthemerchandisingdepartment.
The merchandiser has to keep records of all the transactions between the buyer and him. For this record keeping is done in the form of MASTER FILE. The master file contains the following: Tech-pack Fabric swatch Trim sample Size set Quality assurance M.F.Tech.Apparelinternship2013|ParagonApparelsPvt.Ltd.
Mails sent by the buyer Approvals received Embroidery sample, if any Costing
29
Sampling Department
Sampling unit is situated at the basement of Paragon Apparel down to the merchandising department.
The merchandiser communicates the passed samples or the comments recd to the sampling dept .This process is followed for all the types of the samples. The sampling section also calculates the Thread Consumption. This is done using the meter. The meter is attached to the sewing machine and the garment is stitched. The meter gives the amount of thread consumed (in mts). They also calculate the thread using the measuring method. They stitch a meter length. Then the thread is ripped off and the length measures. They then prepare the Thread Consumption Report. This report contains the details Type of stitch, Stitching length, SPI, Consumption per mtr. This is filled for all the stitches in the garment.
30
The sampling section in-charge maintains a Daily Machine Checking List. This list contains many details regarding the machines in the sampling section. This is filled in and kept as a record. Details: line no, mechanic name, date, m/c ID no, m/c type. The details of the m/c filled in are: oil level, cleanliness, threading, guides/attachments, eye guard, finger guard, pulley guard, loose parts, and remarks. The Line mechanic, Line supervisor, Floor manager and the Mechanic In-charge signs in the list. Another sheet, the Machine Breakdown Status is maintained. This contains the details of the breakdown of the machine at any point of time. Details: Name, code, date, line style, No, m/c no, defects, B/D Start, B/D End, m/c sign, remarks.
Stages and Types of Samples Development Samples

These are the samples that are made at the start of the sampling section. These samples are made to get an idea of what the style is like.
Proto Samples
These are done to get an idea of the garment. The samples are made using Substitute Fabric and Substitute Trims. That is, actual fabric and actual trims are not used. Near to fabric and trims are used for these samples. For J Crew the samples are made of L size. For Shorts the samples are made of 32 sizes and the rest of the samples are made of M size. 4 proto samples are made. o 1 is sent to the buyer o 1 is sent to the company o 1 is sent to the merchandiser o 1 is kept in the Sampling section The samples are then sent along with the Sample Submit sheet. If comments are sent back, then a 2nd Proto Sample is made.
Fit Samples
31
These samples are basically made to check the Fit of the garments. This sample is not made for all the buyers. It is made only for those buyers who order for them.
Size-set Samples
These samples are not made here, but made in the Sewing Section. These samples are made for different sizes. This is done to check the Pattern Grading. This sample is not made for all the buyers. It is made only for those buyers who order for them. The buyers ask for these samples to check the Pattern grading and the different sizes of the garments. 3 samples are made
Extraction Samples
These samples are made for business purposes. This sample is not made for all the buyers. It is made only for those buyers who order for them.
Pre-Salesmen Samples
Generally the above 3 samples are not asked for by most of the buyers. Hence the next sample made after the proto sample, is the Pre-Salesmen Sample. These samples are made to check the samples whether they are proper for the Showroom samples. 3 samples are made. These samples are sent to the buyer for approval. If they are approved then the Showroom samples are made.
Salesmen/Showroom Samples
These samples basically made to check the sales of the style. They are made and sent to various places where the customer feedback is taken as to whether the style will work or not. M.F.Tech.Apparelinternship2013|ParagonApparelsPvt.Ltd.
32
About 16-20 samples are made depending on the buyers requirement. After these samples are made and sent, the sales are checked. Then depending on the customer feedback, few styles are dropped or few styles are approved. The styles which are approved are then given order for.
Pre-Production Samples
These samples are not made here, but made in the Sewing Section. These samples are made prior to production, to approve the sample for bulk production. 4 pre-production samples are made and sent to the buyer for approval. If the samples are approved then the Pre-Production Sealer Samples are made, otherwise the samples are made once again incorporating the comments sent back.
Garment Pack Test Sample

These samples are made for the testing of the garments. 3 GPT samples are made and sent to the merchandiser. The merchandiser then sends the samples for testing. The report obtained after the testing is called the GPT report.
Pre-Production Sealer Samples

These samples are the ones that are sent for the bulk production. The production sample if approved the n the same and fresh samples are again made. These are sent to the buyer for the Seal. If the production sample is not approved, then fresh samples are made according to the comments and the changes sent by the buyer. These samples are sent to the buyer for the Seal. Once the Pre-Production Sealer Samples are approved, the buyer puts a Seal on the sample. This sample then becomes the one to go for the bulk production. Along with this sample, a Package is sent. This package contains the FPT report (fabric pack test), GPT report (garment pack test) and shrinkage report. M.F.Tech.Apparelinternship2013|ParagonApparelsPvt.Ltd.
33
This sample and package is sent to the production floor, and after this the bulk production if the order starts.
Finishing Department
The general processes followed in the finishing sections are: This is the process of checking or inspecting the fabric in a cabinet under the tube-light. This process checks for any major defects such as damaged fabric or unravelled stitching. The pcs with major defects are marked with stickers. o Kaja (Eyelet) This process is carried out for the styles that require a button hole. Kaja means Eyelet or a button hole. The button holing is the next process after counter checking. This is done on the button holing machine here itself. o Bartack After the Kaja is done, the pc goes for bartacking process. This is carried out on the Bartack machine. o Tagging This process is the attaching of a Tag near the pocket area. This process is carried out if the style demands it. This process is carried out to give a creased effect near the pocket. This goes to the person who does the tagging. This is carried out in the tagging machine. o Washing After the tagging process, the pcs are all sent to the washing process. The required wash cycle is carried out on the process and the pcs received. o Button attaching After the pcs are received from washing process, buttoning of the garments is carried out. This is done in the button attaching machine. There are 5 machines. o Trimming M.F.Tech.Apparelinternship2013|ParagonApparelsPvt.Ltd.
o Counter Checking
34
After the buttons are attached to the garments, trimming of the threads is carried. There are 12 trimming tables. The pcs are kept on the tables and the threads are trimmed from all the areas except the pocket bag (done later separately). o Thread sucking The pcs then go the thread sucking machine. Here, each pc is turned up side down inside the (Ramsons) thread sucking machine. This removes any remains if the thread pcs on the garment. o Middle Checking After these processes are carried out, the pcs go for the middle checking process. There are 12 tables where this process is carried out. The parts checked for in this process are: Waist Band Front pocket, Back pocket, Coin pocket In/Out Seam Front Panel/ Back panel Front rise/ Back rise Bottom hem
These parts are checked for the stitches, seams, symmetry and the appearance. o Pocket Turning After the middle checking, the pcs go to the pocket turning process. Here, the pocket bags are turned inside out. This is done to make the dusting process easy. o Ironing The pieces are then received for ironing. In this process the pieces are given slight ironing. They are not pressed hard to remove all the creases. Only excess creasing is removed. o Label Attachment After this process, the main label is attached to the pc. This process is done on the SNLS machines next to the iron tables. o Label Trimming M.F.Tech.Apparelinternship2013|ParagonApparelsPvt.Ltd.
35
After the labels have been stitched and attached, the pcs go for trimming again. This time the trimming of the label threads is done. o Final Checking After all the above processes, the pcs finally go for the final checking process. In this process the checking sequences are: Front top Side Garment Main label, Size label and Wash care label Collar: Line balancing, collar point, CP length, Pick shape, Collar middle Out Right Shoulder seam: Right A/H, Back A/H , Side seam Right Bottom Hem, Front pocket, Left bottom hem, Left side seam, Left A/H, Left back AH Back Side Back yoke straight line, pleats distance from A/H Down stitch raw edge Broken stitch stain Unsecured buttons Front placket hi-low Shade variation The pcs that are found proper are passed and a record is maintained by the feeding helper in a register. Details maintained Name (operator), No. of pcs passed. If the pcs are found to have defects then they are put in a separate carton and sent for alterations. Defects found are: Stitching Bartack/Button Missing Spot washing Damages.
The alterations if any are required are carried out in the finishing section itself.
36
Projects Done at PAPL
Projects Done
As a part of industrial learning we tried to understand the various process going on in the industry and our mentors Mr. Gareesh Taneja and Mr.Vikram Singh helped us and guided us to complete our observations, readings and the project. The list of projects done Production Downtime Control
37
IMPROVISATION OF LINE EFFICIENCY BY REDUCING PRODUCTION FLOOR DOWN TIME
OBJECTIVE: To improve the line efficiency by altering the line layout and by clubbing few operations in the same line
Introduction What is Down Time? Down time also known as non-productive time, Off-standard time is one of the top most reasons for less factory efficiency. It is one of the major Key Performance Indicator which every has to analyse. Factory has to analyse major down times to control and improve machine and operator utilization. Top 5 reasons for down time are Line setting Operation sitting idle No feeding Machine breakdown No planning for line Garment manufacturing business more specifically garment export business is a profitable business if factory performance is measured and management work to improve performance level step by step. Each of the above KPI plays role on production cost, factorys reputation and profit margin.
38
Various Non-Productive Measures in Garment Production that lower line efficiency
MachineBreakDown FeedingPlanChanged Absenteeism NeedleBreakDown FeedingDelay CuttingQualityIssue LineSetting OperatorFrequentlyChange StitchingQualityIssue OperatorAdjusting/Morning PowerFailure NoApprovalSample/File AccessoriesDelay
39
Steps involved in project 1. One Floor with 10 lines is selected for the study of the Down Time. 2. Various factors leading to down time of production line are analysed. 3. Study is done for 14 days (14 JUNE to 30 JUNE) on 10 lines. (All the factors responsible for Down Time are identified). Down time of every individual line is recorded and the Factors for the same are noted. 4. Recorded data is interpreted in excel and maximum contributing factors are considered. 5. Cause and Effect Diagram is prepared for the major Down Time contributing factors. 6. Root Cause of Major Factors is addressed and control points are established. 7. Solutions are suggested to the company to reduce the Down Time. 8. Restudy has been done on the same production line for 10Days (12 JULY to 23 JULY) to track the improvement percentage.
40
For the Study of down time one complete unit is selected. Paragon Apparel has 5 units out of which study is done only on UNIT-5, D71-72 Facility, Paragon Apparels Pvt. Ltd. Unit 5 comprises of - Cutting Area
o 2 Cutting tables of 20 metre length o 3 Straight Knife Cutters o 1 Fusing Machine
- Sewing Area
o 280 Sewing Machines Arranged in 10 Lines o 10 Ironing Tables o 10 Packing Tables SOP For IE Department
41
Floor Plan
42
Factors responsible for Production Downtime
Machine Break Down The period of time the machine is not available for production due to maintenance or breakdown Feeding Plan Changed Sometimes the final point of initial line feeding, plan is changed due to high priority orders or production planning errors. Absenteeism This is the Down Time due to non availability of workers due to high absenteeism Rate. Operators were not present in the initial operations or critical operations. Feeding Delay All plans and efforts towards productivity will fail if line is not been fed continuously. No feeding or irregular feeding is one of the top reasons for lower productivity in poorly managed factory. Poor production plan, wrong selection product mix in seasons and ineffective cutting department are the reasons that stop continuous feeding. Power Failure Frequent power failures result in the Downtime as time taken between power failures and running the Power GENSET incurs huge loss of time. Accessories Delay All trims have not been approved or not yet sourced. Until required trims are sourced all operation cant be started. Few garment components has been sent outside for printing or embroidery but did not received on time. Cutting Quality Issue
43
In many cases downtime is created by the Cutting quality problems which results in the production halts. Accessories Quality Issue
Even though quality of the Accessories is tested in very advance but some minor cases are noted of getting production stoppages due to the accessories quality issues.
Stitching Quality Issue

Stitching Quality is continuously monitored and checked. But some quality problems takes lot of time to get resolved and may lead to Down Time.
Line Setting
Even SMED tools are followed in line setting but due to line setting there are Down Time which can be further addressed.
Technical Layout Issue/Methods

Supervisor did not fully assess the operation sequence or skill requirement for each operation. Quality issue, supervisor not able to give suitable operator for the critical operation
No Approval Sample/File Some cases are noted when due to some reasons sample is not approved or in the pipeline. Needle Break Down Due to the Quality and Compliance issue Needle Break Down results in the production delays of approx 15 to 20 minutes as line is stopped to find all parts of the broken needle and pieces of nearby machines has to pass through a needle detector to ensure a safe merchandize.
44
Data Collection Down time of every individual line is recorded and the Factors for the same are noted. All the Factors are considered and down time is calculated for each day per line for a period of 14 Days. Which shows about 20% of the total available time is wasted in doing non-productive tasks.
So in a shift of 8 hr i.e. 480min down time is 96min per machine.
45
TOT TALPRO ODUCTIV VEvsDO OWNMINUTE M
20 0%
TTLDOWNTIME T TTLProduct tiveTIME
80%
Sum mmary rep port is prep pared whic ch shows percentag ge contribu ution of th he factor in down n time
Summ mary 14 4juneto o30june

1% 2% % 0% 4% % 6% 1% 2% 17% 1% 6% 0% Machin neBreakDow wn FEEDIN NGPLANCHAN NGED Absent teeism NEEDLEBREAKDOW WN FEEDIN NGDELAY Cutting gQulityIssue Linesetting OPERA ATORFREQUEN NTLYCHANGE E 29% 24% Stitchin ngQulityIssue e Operat torAdjusting/ /MORNING PowerFailure NoApp provalSample e/FILE 7% ACCESS SORIESDELAY Y Others
Acco ording to the report prepa ared the majo or 3 down tim me contributi ing factor co omes to be
46
- Feeding Delay -29 %

Line operators sit idle due to no feeding from other department.
- Line Setting 24%

Operators in the sewing line sit idle due to Delay in Line Setting.
- Cutting Quality Issue 7%

Operator in the sewing line sit idles due to issues in the cutting quality.
47
Solutions
1. Job card for the printing unit is prepared so that all the factors and time duration can me mentioned on it. This will help in defining the priority for the lot and timely sewing line can be feed.
48
2. Traffic line system is suggested for the lines. So that it can be visually identified that the WIP available for feeding the line. Green Yellow Red - 7 hour feeding WIP available. - 4 hour feeding WIP available. - 2 hour feeding WIP available which notifies that line will Soon be out of feed.
3. Instructions are given to line setting team for the Line Setting for the adjustment of machines before setting it in the line so that operator time can be saved as 40% of the line setting time is due to Machine Adjustments that are done after the machine is put in line. Checklist was given to obtain all the required things prior line setting. 4. One helper was also given to line setting team for threading the Sewing Machines as it will save the line setting time for the company.
49
Res study don ne to track impro ovement
Restudy for individua i al line is recorded again a for the Impr rovement cording. Rec All the Factor rs are cons sidered an nd down ti ime is calc culated for r each day y per iod of 9 Days. Whic ch shows about a 15% % of the to otal availab ble line for a peri e is wasted d in doing g non-prod ductive tas sks. time Whi ich gives 5% 5 impro ovement
TO OTALPR RODUCT TIVEvsDOWNMINUT TE
15%
TTLDOWN D TIME TTLProductive P TIM ME
85% %
50
Summary 12JULYto23JULY
MachineBreakDown 7% 2% 5% 3% 4% 11% 3% 4% 1% FEEDINGPLANCHANGED Absenteeism NEEDLEBREAKDOWN FEEDINGDELAY CuttingQulityIssue Linesetting 12% OPERATORFREQUENTLYCHANGE 21% StitchingQulityIssue OperatorAdjusting/MORNING 1% 23% 3% PowerFailure NoApprovalSample/FILE ACCESSORIESDELAY Others
These are the Improvement which can be seen in the down time after the Improvement was made.
51
Conclusion The improvements made in the company had made difference in total productive time by decreasing the Down time by 5 %. So the outcome can be seen as saving of 1shift of 8 hours per month.
References
Most of the information on the company and the departments has acquired from the interaction and involvement in the process. Form the survey, books and internet. The sources from where the information has acquired are mentioned below Most of the information is procured from internal sources of PAPL. http://www.stitchworld.net o o o Edition:May2011 Edition:June2009 Edition:March2009

Document Papl

Transféré par

Informations du document

Description originale:

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

Document Papl

Transféré par

Droits d'auteur :

Formats disponibles

20 013

A APPA ARE EL IN NTER RNS SHIP PRE EPORT

Subm mittedTo: T Prof.Prabir rJana

Sandee epMitt tal M M.F.Tec ch Septembe er9,201 13

(Sr. Merchant) (Manager I.E.) (Manager C.I.)

My Project Mentor, My Project Guide

Employee Benefits..................................................................................................................... 7 vii. Statutory Benefits............................................................................................................ 7

DEPARTMENT OVERVIEW........................................................................................................ 17 i. Paragon Apparel : Process Flow Chart........................................................................... 18

Nat tionalInsti ituteOfFa ashionTec chnology,N NewDelhi

M F.Tech.Apparel M. A inte ernship2013|Paragon nApparelsPvt.Ltd.

Nat tionalInsti ituteOfFa ashionTec chnology,N NewDelhi

O ORGAN NISATIO ON CHA ART/HIE ERARCH HY

M F.Tech.Apparel M. A inte ernship2013|Paragon nApparelsPvt.Ltd.

Nat tionalInsti ituteOfFa ashionTec chnology,N NewDelhi

M F.Tech.Apparel M. A inte ernship2013|Paragon nApparelsPvt.Ltd.

UNDERSTAND THE APPAREL BUSINESS PROCESS

Figure 1: The T angle of the Apparel Supply Chain

Description of the Buyer Side of the Apparel Supply Chain

Production of samples and order collection

Description of the Supplier Side of the Apparel Supply Chain

Fibre and Yarn Production

Description of the Manufacturer Side of the Apparel Supply Chain

Finishing, Packaging and Dispatch of Apparel

Nat tionalInsti ituteOfFa ashionTec chnology,N NewDelhi

DE EPARTM MENT OVERVI O IEW

Para agon appa arels has various dep partments

M F.Tech.Apparel M. A inte ernship2013|Paragon nApparelsPvt.Ltd.

Paragon Apparel : Process Flow Chart

Paragon Apparel : Departments Functions and Operations

Nat tionalInsti ituteOfFa ashionTec chnology,N NewDelhi

Fini ishing and d Packag ging Department

M F.Tech.Apparel M. A inte ernship2013|Paragon nApparelsPvt.Ltd.

Production Planning and Control (PPC) Department

Figure 4: The PPC link with other departments

Asst.merchandise/sampling MERCHANDISER IS REQUIRED TO CARRY OUT FOLLWING ACTIVITIES:

Stages and Types of Samples Development Samples

Garment Pack Test Sample

Pre-Production Sealer Samples

Projects Done at PAPL

IMPROVISATION OF LINE EFFICIENCY BY REDUCING PRODUCTION FLOOR DOWN TIME

Various Non-Productive Measures in Garment Production that lower line efficiency

Factors responsible for Production Downtime

Stitching Quality Issue

Technical Layout Issue/Methods

So in a shift of 8 hr i.e. 480min down time is 96min per machine.

Nat tionalInsti ituteOfFa ashionTec chnology,N NewDelhi

TOT TALPRO ODUCTIV VEvsDO OWNMINUTE M

TTLDOWNTIME T TTLProduct tiveTIME

Summ mary 14 4juneto o30june

M F.Tech.Apparel M. A inte ernship2013|Paragon nApparelsPvt.Ltd.

- Feeding Delay -29 %

- Line Setting 24%

- Cutting Quality Issue 7%

Nat tionalInsti ituteOfFa ashionTec chnology,N NewDelhi

Res study don ne to track impro ovement

TO OTALPR RODUCT TIVEvsDOWNMINUT TE

TTLDOWN D TIME TTLProductive P TIM ME

M F.Tech.Apparel M. A inte ernship2013|Paragon nApparelsPvt.Ltd.

Vous aimerez peut-être aussi