Apparel Internship (Gokaldas Exports Ltd.

)
GOKALDAS EXPORTS LTD., BANGALORE, KARNATAKA

2013

Apparel Internship (Gokaldas Exports Ltd.)

(Study and Project done in the unit: Triangle Apparels-VI)
8/6/2013

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APPAREL PRODUCTION REPORT

Gokaldas Exports Ltd., Bangalore, Karnataka
(Study and Project done in the unit: Triangle Apparels-VI)

PREFACE This report is an account of hard work done and experience gained in the company having a reputed stand in the international market and policy of keeping itself updated with the changing times. The report mainly deals in the application of theoretical knowledge into a practical experience. This report attempts to present my experience in Gokaldas Exports Ltd. Indias premier export house. It gave me an opportunity to be a part of an esteemed organization and get the first hand knowledge of working of various departments under various heads. It covers the basic structure of an export house and working. It also includes various formats that are used in firms to maintain the records. Overall, this report covers the individual study of each department that a garment undergoes. As such, this report is not sufficient to pen down what I have gained from this in plant training.

ACKNOWLEDGEMENT
We are immensely grateful to Mr. Jhamandas Hinduja (Founder Gokaldas Exports Ltd.) for providing us an opportunity to do this momentous internship in this prestigious organization. Secondly, we would also like to express our heartfelt gratitude to Mr. Shripad Hedge (Corporate General Manager- Quality) and Mr. Raghavendra (KPO, H.O.) for their continuous support, and encouragement and valuable guidance in doing fruitful and challenging project, which would be an unforgettable experience to us. Back at our Institute we would like to thank our faculty members who helped us throughout the tenure of doing the entitled project, gearing us up in every phase, giving us various ideas and suggestions for collecting relevant data. A word of sincere thanks to Ms. Sweta Jain (Course Coordinator B.F.Tech-Bangalore), Mr. Mukherjee (Course Coordinator B.F. Tech.-Kolkata) and our college mentors Mr. Joseph Regy and Mr. Siddharth Ray for helping us out in the best possible ways during the period of internship. We would also like to acknowledge National Institute of Fashion Technology which provided us various amenities to carry out our study and come up with a worthy work. Last but not the least we would like to extend a word of thanks to our friends whose efforts can never be overlooked. Finally, sincere thanks to all for their courteous and helping attitude. - Akhsh Kriti Anurag Mosan Sohini Das

1. INTRODUCTION 1.1 Introduction

Studying theory of the procedures and operations in the garment manufacturing industry is not enough. Being a technical field, the 14 weeks long apparel internship helps students, gain an insight and hands on experience of the real deal happening in a garment manufacturing unit. It helps develop an ability to link the theory learnt before through academics with the practices undertaken at the industry. It also helps, moulding into a real-world setting giving pupils an insight into the whole of the process taken up at production, lending them with the choice of either analysing the whole production system or integrating and applying their own competencies and suggesting ways to mitigate losses undertaken, under critical situations faced by the industry. This report is based on the internship work done at Triangle Apparels-VI, a unit of Gokaldas Exports Ltd. during the period of 27 May 2013 to 31 August 2013 (3 months) as part of our studies for the Bachelors degree in Fashion Technology at NIFT Bangalore. The main objective of the internship was to gain practical exposure to real life situations encountered in a manufacturing unit. A mini project was also there in the agenda. The initial days of the internship were devoted entirely to gain an understanding of the working of the factory and the various operations that are carried out on the shop floor. Later on, we moved on to work upon our project collecting data for analysis and then proceed to concluding fruitful results.

1.2 Company Profile/Corporate Information

Name of the Company Head Company Area Total Factory Strength: Total machines Address of Head Office

Address of Production unit

Date of Establishment Technical Collaboration Product Capacity Sampling Capacity Lead Times

Triangle Apparels-VI Gokaldas Exports Ltd. (Est.: 2004) 33994 sq. ft. 1590 1026 Gokaldas Exports Ltd. 70, Mission Road, P.B. No. 2717, Bangalore, Karnataka - 560 027 Triangle Apparels-VI,No:25/26, 3rd Main, Industrial Suburb, 2nd Stage Yeshwantpur, Bangalore, India March 1,2004 Jackets, Pants, Shirts, Shorts, Tops, T-shirts, Skirts etc. for Men, Women, Children ---- million per year ------ garments every month Salesman Sample:-------- days Bulk Production: 60-90 days( depends on order quantity) CAD:Gerber USA Cutting: Embroidery: Fusing: Sewing: Brother Japan, Hoffman - USA Finishing: Adidas Abercrombie & Fitch Puma Decathlon GAP Levis Nike Tommy Hilfiger VF Corporation

Extract of Key Machines

Main Clientele

1.3 Background: Gokaldas Exports Ltd. (Head Office)

Founder: Jhamandas H.Hinduja Year of Establishment: Founded in 1979 Categories: Sports Wear, Casual Wear

Gokaldas Exports Limited was a family owned business founded by the late Jhamandas H. Hinduja in 1979. GEL, the Company was incorporated on March 1, 2004 by converting the erstwhile partnership firm Gokaldas India under Part IX of the Companies Act, 1956. Pursuant to the order of the Honble High Court of Karnataka dated November 20, 2004, Gokaldas Exports Private Limited and The Unique Creations (Bangalore) Private Limited have been amalgamated with the Company, with April 1, 2004 being the appointed date. The Company is engaged in the business of design, manufacture, and sale of a wide range of garments for men, women, and children and caters to the needs of several leading international fashion brands and retailers. The principal source of revenue for the Company is from export of garments and related products. The Company started as a business that manufactured silk scarves and stoles and later changed its business model to manufacture shirts in a 1,000 square feet rented space with 40 leg machines. The company targeted export markets- primarily The US and Europe and began to expand through partnership arrangements. As volume grew, technology was introduced for keeping records. The factory floors were transformed by introducing advanced, computer controlled machines replacing those run on leg power. The 70 or 80 manual patternmakers once a source of numerous problems had been replaced by five to six CAD systems. Huge industrial washing machines churned denim garments to give them the look of the hour stonewashed, acid washed, bleached while other garments were manually spray painted, sand blasted or laser engraved. Massive multi head embroidery machines emblazoned shirts and jackets with appliqus, badges, and embroidery. Gokaldas was able to provide its clients with any kind of garment right from ultra formal to ultra casual across mens, womens and childrens wear. Eventually, it specialized in outerwear, like coats and jackets; active wear, like warm ups and swimsuits; bottoms, like trousers and shorts; and casual wear, including shirts, blouses and dresses. By end of 2004 Gokaldas had 43 factories with 258 production lines scattered in and around the southern Indian city of Bangalore. It had more than 35,000 workers, which was nearly double the no. it employed in 1999-2000, and its total sales had increased at an annual compounded growth rate of 19.67% over this period. The company was valued at approximately $215 million

and exported nearly 90 percent of its production. However, to maintain its already slim margins in an increasingly competitive environment, Gokaldas needed to become more efficient. Company leaders hoped to improve profits by 10-15 percent without adding resources and Gaurav Hinduja, COO of the sportswear division and a third generation family member, became convinced that Lean would be the best means to make this happen. . Type of organisation Certification Gokaldas Exports Limited (GEL) is one of the leading apparel exporters of India serving large global retailers. It is an ISO 9001:2001 certified company, with proven manufacturing, marketing, product design and development capabilities The Company currently operates a 100% Export Oriented Unit, a Domestic Tariff Area Unit and a Special Economic Zone Unit. The Company is a public company domiciled in India and its shares are listed on two stock exchanges in India. Gokaldas prided itself as a one stop shop able to produce virtually any type garment required by its clients. GEL has a diversified product portfolio across various categories of garments for men, women and children. Over the years, Gokaldas had won many of the top export awards given to garment manufacturers in India including, in 2004, the coveted Highest Exporter Award from the Confederation of Indian Apparel Exporters. Its clients read like an A list of the worlds top apparel retailers: Nike, Gap, Old Navy, Banana Republic and Abercrombie & Fitch. Gokaldas factories are fully integrated, meaning they also make labels, tags, elastics, cords, cartons and packing materials everything needed for any garment produced.

Public/Private

Product Portfolio

Awards

Business Integration

The following graph shows the product mix of past two years. There has been a shift towards the jackets and outerwear products in FY 2011-12 signifying move towards value added garments. .

Category Movement

1.3.1 Group companies

Gokaldas forayed into manufacturing more categories of garments by starting more number of successful factories in and around the state of Karnataka.

, No. 73/19/5, Industrial Suburb, Yeshwanthpur, Bangalore 560022, Karnataka - India Hinduja Sports Wear II No. 72/73, Industrial Suburb, Yeshwanthpur, Bangalore 560022, Karnataka - India Hinduja Processing & No 2, 5th Cross, Mysore Road, Bangalore - 560026 Finishing Unit Karnataka - India Hinduja Fashions No.76, Industrial Suburb, Yeshwanthpur, Bangalore 560022 Karnataka - India International Clothing Survey No.113, Hongasandra Village, Begur Hobli, (Near Company-II Bhondary Factory) 7th Mile, Bangalore - 560068 Karnataka - India International Clothing No.12, 'A' Block, 7th Mile Near Bhandary Factory, Hosur Company IV Road Bangalore - Karnataka - India International Clothing , No.180/1, Yellakunte, Begur Hobli, Hosur Road Company IV Bangalore - Karnataka - India JD Clothing Company No.9, Industrial Suburb Rajaji Nagar, Bangalore 560010, Karnataka India Intex V No.4, 1st A Cross, Kamakshipalya, Magadi Road Bangalore 560079, Karnataka - India Intex I No.31, Magadi Road, Bangalore 560079, Karnataka India Intex V No.1,#13 & 4, 1st A Cross, Kamakshipalya, Magadi Road Bangalore 560079, Karnataka - India Asiatic Exports No.55,56,63 & 64, BDA Main Road, Bommanahalli Bangalore 560068, Karnataka - India New Generation Apparels-I No.28E, Peenya, II Phase, Yeshwanthpur Bangalore , Karnataka - India Carnival Clothing I No.35, II Main Road Shrirampuram, Bangalore 560021, Karnataka - India Carnival Clothing II & III Govindapuram Main Road , Bangalore 560045, Karnataka - India Hinduja Sports Wear I
No.17/A-34/A-1, Industrial Area, Yeshwanthpur Bangalore - Karnataka - India

Triangle Apparels I Triangle Apparels II Luckytex III

No. 804/75, 7th WardJayapura Road Tumkur 572101, Karnataka - India No.106/5-9, Arabic College Post , Bangalore 560045, Karnataka India No.19/A, Industrial Suburb, 3rd Main Road, II Stage, Goruguntapalya, Tumkur Road , Bangalore 560022,

Triangle Apparels III Triangle Apparels V The Wearwel II Wearcraft Apparels Global Garments II The Unique Creations

Atlantic Apparels I Chennai SEZ Division Gokaldas Exports R&D I Gokaldas Exports R&D II Global Garments I Gokaldas Exports R&D IV Venkateswara Clothing Company II Euro Clothing I The Intex II Wearcraft Apparels I & II Venkateswara Clothing Company Sri Krishna Industries Atlantic Apparels II Triangle Apparels VI Dress Master Suits Global Garments III Gokaldas India

Karnataka - India No. 664, 665, 1001 & 290/A Nagavara Village, Kasaba Hobli, Bangalore, Karnataka - India No.3117A, 5th Main, Industrial Suburb, Yeshwanthpur Bangalore, Karnataka - India Industrial Estate N.H-206, Tiptur, Bangalore, Karnataka India No.17/1-38/4-1, Industrial Suburb, Yeshwanthpur Bangalore - Karnataka - India No. 46/3-B, Garvebhavi Palya, 8th Mile, Hosur Road Bangalore, Karnataka - India No.44, Industrial Suburb, 3rd Main, II Stage, Yeshwanthpur, II StageTumkur Main Road Bangalore, Karnataka India No. 46/3-B, Garvebhavi Palya, 8th Mile, Hosur Road Bangalore, Karnataka - India No.6/1, II Phase, MEPZ, NH - 45, Tambaram Chennai (Madras), Tamil Nadu - India No.78, Mission Road Bangalore 560027, Karnataka - India No.10, Mission Road Bangalore 560027, Karnataka - India No.17/1-38/4, Industrial Suburb, Yeshwantpur, Bangalore 560022, Karnataka - India No.39/2, II Main Road, CKC Garden, Bangalore, Karnataka - India No.10, KHB, Colony Industrial Area Yelahanka Bangalore 560064, Karnataka - India No.122/1, Doddabidarukallu Village, Yeshwantpur Bangalore 560077, Karnataka India #26, 2nd Cross, 3rd Main Road, Industrial Suburb, Yeshwantpur, Bangalore 560022, Karnataka - India No. 17/A, Industrial SuburbYeshwantpur Bangalore, Karnataka - India I, No.10, KHB Colony, New Satellite Town, Yelahanka Bangalore 560064, Karnataka - India No.25 & 26, 3rd Main, 2nd cross, Industrial Suburb, Yeshwantpur, Bangalore 560022, Karnataka India Plot No.28 D & E, Belawadi Industrial Area Mysore 570018, Karnataka India No.25 & 26, 3rd Main, 2nd cross, Industrial Suburb, Yeshwantpur, Bangalore, Karnataka - India No.77, 3rd stage, Peenya Industrial Area Bangalore, Karnataka - India Annexe, No.40/2, 2-1 & 2-3, 1st main, Industrial Suburb, Yeshwantpur, Bangalore 560022, Karnataka India No.21C & 21B, Survey No.34,35,36 & 37, Nallakadaranahalli, Peenya II Stage, Industrial Area, Peenya, Bangalore, Karnataka - India

Indigo Blues

Plot No-2, KIADB Industrial Area, Doddaballapur, Karnataka - India Balaji Finishing House I & No.60, II stage, Indl Suburb, Yeshwantpur II Bangalore 560022, Karnataka - India Atlantic Apparels-111 Survey No. A-7/1, Nacharam, Rangareddy Hyderabad, Andhra Pradesh - India Carnival Clothing Co. No.2/A-1, Chikkaveeranna Road Cross, Bannimantap Etn Mysore, Karnataka - India Carnival clothing company- Benganur Village Bangarpet - KGF Road , Kolar, II Karnataka - India Euro Clothing Company II T.B.Road Srirangapatna, Mandya District , Karnataka India Gokaldas Exports (P) Ltd, # 76/1, II & III Floor, Mission Road, Kalingarao Road , R &D III Bangalore 560027, Karnataka - India Luckytex-III No.17/A-34/A-1, Industrial Suburb, Yeshwanthpur Bangalore 560022, Karnataka - India Triangle Apparels-I Site No.804/75, 7th Ward, Near Tilak Park Police Station, Jayapure Road, Tumkur, Karnataka - India Triangle Apparels VI # 25/26, 3rd Main Road, Industrial Suburb, Yeshwanthpur, Bangalore, Karnataka - India

1.3.2 People and Work Procedures

The Head office has the following divisions: 1. CEOs Office 2. Marketing and Merchandising Department 3. Sourcing Department 4. Research & Development Department 5. Sampling Department 6. Planning Department 7. POCC Department 8. CAD Department 9. IT Department 10. Finance Department 11. HR Department

1.3.2.1 Important People

Chairman Managing Director, Finance Executive Director Chief Operating Officer Madanlal Hinduja Rajendra Hinduja Dinesh Hinduja Ashwin Hinduja Vivek Hinduja Gaurav Hinduja

GM

Mr. Surya Narayan, G.M, Human Resource Department

1.3.3 ORGANISATIONAL STRUCTURE OF GOKALDAS EXPORTS

CHAIRMAN (Madanlal Hinduja)

MANAGING DIRECTOR (Rajendra Hinduja)

EXECUTIVE DIRECTOR (Dinesh Hinduja)

CHIEF OPERATING OFFICER (Ashwin Hinduja_

CHIEF OPERATING OFFICER (Vivek Hinduja)

CHIEF OPERATING OFFICER (Gaurav Hinduja)

1.4 Background: Triangle Apparels VI (Production unit)

Triangle Apparels VI was established in ----------, as a unit of GEL. It is situated in Yeshwantpur Industrial Suburb, Bangalore. The unit has been set up to manufacture categories of garments ranging from shirts to trousers to jackets to skirts or t-shirts. The plant boasts of state-of-the-art machinery from Hoffman and Brother, spreaders and cutters from Gerber. The plant has the capacity to manufacture over ----------per year with 12 lines working. The Company currently has a total strength of nearly 1590 people and a total of about 1026 machines. On the export front it caters to countries like Australia, Canada, Europe, Japan, Mexico, Middle East, South Africa and United States. Threads, interlinings, buttons and other embellishments are sourced from the best suppliers from Hong Kong for offering its customers the highest quality products. The production line follows a progressive bundle system with an average bundle size of around 20 pieces. There are a total of 12 sewing lines and the production happens as a continuous flow of work-pieces in mass-production operations preparing parts (cuff, sleeve, collar etc.) initially and then the parts are assembled together. The product being assembled passes consecutively from operation to operation until completed.

1.4.1 Layout of the Factory No. of Building Factory Using No. of floors 1. Basement 2. Ground Floor 3. First Floor 4. Second Floor 5. Third Floor 6. Terrace 1 3 Cutting department. Administration Block, Sampling,Training Section, Creche Sewing A,B,C,D,E,F Sewing G,H,I,J,K,L,MN,O Finishing Workers Canteen

1.4.2 People and Work Procedures 1. Sampling Department 2. CAD Department 3. Fabric Store 4. Trims and Accessories Store 5. Industrial Engineering Department 6. Cutting and Fusing Department 7. Sewing Department 8. Finishing Department 9. Embroidery Department 10.Quality Department 11. Maintenance Department 12.Accounts and Finance Department 13.Human Resource & Administration Department 14.Information Technology Department 15.Training Department 1.4.2.1 Important People
General Manager (G.M), Production Factory Manager Production Manager. Assistant Production manager Mr Laxman Poojari Mr. Pradeep Mr. Ramkrishna Mr. Kumar

1.4.3 Clientele
Puma Decathlon Adidas

Mexx Puma ONeil

1.4.4 Employee Welfare Programs

Various facilities and schemes have been designed to ensure the welfare of the employees of the factory. Some of them are: 1. Training centre 2. Health centre or medical facility 3. First aid box facility 4. Ambulance facility 5. Crche 6. Provident fund(PF) 7. Transportation facility

1.4.5 ORGANISATIONAL STRUCTURE OF GOKALDAS EXPORTS

COO

Quality manager Quality Incharge Sampling Incharge Factory manager Store Incharge Assistant Store Incharge

General Manager Productio n manager Cutting Incharge Superviso rs- 3 Finishing Incharge Superviso rs-3 Floor Incharge- 3 Superviso rs- 2 per line

IED

Q.C.s(14)

Fabric Incharge Procut Operator

Minusing

Revenue Share of Gokaldas Exports Ltd. The revenues share of Gokaldas Exports from various geographical locations in 2010-11 and 2011-12 is given below.

Key Focus Areas of Gokaldas Exports Ltd. The company has formulated its strategies and identified key focus areas to improve performance in the current environment. 1. Top line growth Strong focus on growing the top line by increasing share of business with existing customers and developing new customers 2. Foray into new product categories such as swim wear, work wear, sleeping bags 3. Focus on the India retail market and tap into its aggressive growth 4. Target capturing share of China business in the back drop of current challenges in China. 5. Improvement in operational efficiencies through lean initiatives 6. Sustained focus on financial management .

2. WORK FLOW
The work flow of Gokaldas Exports Ltd. is a result of the planned and coordinated effort from all the departments. Giving importance to quality and precision, checks are performed at every stage of manufacture right from pre-production to postproduction. The various departments in the unit are:

1. Marketing and Merchandising Department 2. Sourcing Department 3. Research & Development Department 4. Sampling Department 5. Planning Department 6. POCC Department 7. CAD Department 8. Pre-Production Department 9. Fabric Store 10.Trims and Accessories Store 11.Industrial Engineering Department 12.Cutting and Fusing Department 13.Sewing Department 14.Finishing Department 15.Embroidery Department 16.Quality Department 17. Maintenance Department 18.Accounts and Finance Department 19.Human Resource & Administration Department 20.Information Technology Department 21.Training Department All these departments are directly or indirectly related to the process of production right from reception and conformation of order to final finishing processes.

The process flow of confirmed orders at macro level is as below:

MARKETING SOURCING: WORKS OUT THE MATERIAL TO BE ARRANGED AND ARRANGES IT

SAMPLING DONE AND SENT FOR APPROVAL

ENQUIRY AND TECH PACK

PPC WORKS OUT THE CAPACITY

PILOT TRIALS MATERIAL PROCUREMENT AND ISSUE

PRODUCTION PLAN PRODUCTION ACTIVITY: FABRIC RECEIVED, FABRIC WASHING, CUTTING, EMBROIDERY, PRINTING, SEWING, FINISHING, PACKING

HRD: PLAN AND PROVIDE HUMAN RESOURCES AND TRAIN THEM

MAINTENANCE SUPPORT

QUALITY CHECK AND INSPECTION DISPATCH ERP SUPPORT FOR MIS CUSTOMER MARKETING FOLLOWS UP WITH CUSTOMER

The following flowcharts will explain the production work flow, starting from the Merchandisers job of getting the orders till the dispatch of the finished goods at the micro level.

MARKETING & MERCHANDISING SECTION

Merchandising team gets order

Merchants receive Tech-Pack consisting of GSS (Graded Specs Sheets) and all details of style, trims and construction details.

Tech-Pack sent to the Sampling Dept. for development of proto.

Development sample

Changes commented

Buyer Approval

Patterns developed

A Fabric consumption along with the mini marker taken from CAD Cost Calculation for Cut Make, Washing, Embroidery etc.

Get the sample approved and cut and make cost approved from buyer

Confirming the PO and receiving it

Developing Yellow seal

Developing Green seal

Size-set developed

Approval from the buyer for size-set

PPC meeting conducted

Pilot Run of 150-200 pieces done

Getting the TOP- top of production sample approved.

Bulk production starts

Follow up as per Ex-factory date

Sending the final shipping goods detail

Getting the inspection certificate Goods sent to the warehouse

Is order rejected?

Goods shipped

OCR-Order Completion Report made

FABRIC AND TRIMS SOURCING SECTION

Receipt of Authorized indents

Entries of indents in the indent register

Scrutiny of indents with respect to item description, qty, urgency, stock etc

Selection of few suppliers based on nomination, past Performance, etc

Existing Suppliers

New Suppliers

Nominated Suppliers

Purchase Enquiry is being sent to selected suppliers with all details

Receipt of PIs /Quotations from suppliers

Comparison of PIs/ quotes and sample approval

Negotiation based on rate, quality and delivery

Finalization of vendor based on negotiation

Preparation of PO on approved supplier

PO approval from Authorized Signatory

PO Value above 5000-Signed by GM phone/email/hand

Order placement via Fax / phone/email/hand

PO value <5000 Signed by HOD

Follow-up with supplier based on delivery schedule Follow-up for replacement Taking confirmation from stores on delivery

Selection of another Vendor

Confirmation on quality approval

Second rejection

Approved goods is in warded by stores

Rejected goods will be sent back for replacement

WAREHOUSE

Stores

Trims & Accessories

Fabric

Inspection

Storage

Inspection

Storage

Lab Testing

Shade Variation

Shrinkage

Inspection for Defects

FABRIC STORAGE SECTION

Receive PO sheet from H.O.

Enter data to procut

Fabric inward from godown

Bale opening

Shrinkage bit collecting from Central warehouse GSM test (only for wool)

Shrinkage test

Pattern grouping based on Shrinkage report

Folding and relaxing of fabric

Segregation according to grouping

Making of marker plan

Issue lay sheet to cutting section

Issue fabric to cutting section

Fabric consumption report

Send balance fabric to RTG

TRIMS STORAGE SECTION

Receive Trims from Supplier

Check Quantity against Invoice

Segregate Trims Stylewise

Inspect trims

Receive Cut Plans

Receive MRS authorized by supervisor

Issue trims to stores as per MRS

PRODUCTION, PLANNING AND CONTROL SECTION

Receipt of ODS from the merchant

Open Capacity available

Block Capacity in Fastreact

Review options, discuss with head of operations

Advance order confirmation to merchants & PCD to execution

If no

Check with IED for SAM, no. of machines and feasibility Inform Marketing/Merchandising

Monitor plans for variances

Circulation of Production Plan

Rework deliveries/PCD based on actuals, advice merchants

Review capacities based on actuals/ work on options to feed the lines

R & D SECTION

Receive Specifications or Sample Garment from buyer

Analyze feasibility if it is a new style

Develop Initial Samples if it is a new style

Develop the patterns as per the specifications

Develop the various samples as per buyer requirements and send for approval

Approved?

No

Yes Conduct Pre-Production Meeting

CUTTING SECTION

Receive marker and Lay plan

Receive Fabric

Laying of fabric

Place marker plan on lay

Q.C. check (Length and Quantity)

Cutting

Q.C. check with patterns

Bundling

Numbering

Panel Inspection

Numbering

Recutting

Panel Inspection

Recutting

Embroidery

Segregation

Fusing

Sorting and Bundling

Supermarket

Kanban Request

Issue to batch

SEWING SECTION

Layout setting

Receive cut parts from cutting section and load

Cut parts loading Receive PO packet from and sealer sample from merchant

Receive trims from store and Inspect as per trim card-randomly

Check cut panels with pattern

Study tech pack and sample for stitching

Batch setting

Issue for stitching in Assembly line

Stitching

Front and back panel inspecting

Not OK

Alteration

OK Match Bundle OK Not OK

Assembly checking 100%

Alteration

Match Bundle

Final Inspection

Not OK

Alteration

OK

Send to Finishing Department

FINISHING SECTION

Receive goods for washing

Check for shades

Check hand feel Forwarded to Kaja/Bartack section

Trimming Inside checking

Iron Final Checking Presentation Checking

Auditing for finishing Q/A

Quality assured garment goes to packing

Tagging (Sizewise, colorwise, countrywise)

Shade checking (approved shades only)

Packing Approval from merchant

Packing in poly bag

Packing pieces in carton box

Putting the sticker, barcode and countrywise duties

Carton box Storage

MARKETING & MERCHANDISING SECTION

The merchandising department is the nerve centre of any garment industry. Merchandising acts as a bridge between the buyer and the production house. The merchant understands all the demands required by the buyer and conveys all the information to his organization at various levels. He acts as a cross link between all the departments to communicate, monitor, distribute, gathers the essential information to achieve the goal of producing the entity using the optimum processes and man-power and at the optimum cost. Merchandiser acts as the very important person to the organization for getting the new orders by completing the previous or the obtained order in the right manner just according to the buyer specifications and therefore manages the company. Merchants job starts from understanding the techpack, developing the sample (development sample), getting approved, inculcating the changes in the product pointed by the buyer, procuring the essentials for the order and finally executing the order till the date of shipment. The ----------- heads the department. The functions of the department are: To get orders from buyer Generation of orders depending upon production capacity To get sample approved from buyer Purchase co-ordination Coordinate the working of different departments in the organization Generation of BOM Delivery of shipment Preparation of Time & Action calendar To make sure that the delivery of goods happen within buyers requirement.

All the communications between the buyer and factory happens through the merchandiser.

The detailed process flow for the merchandising department: Tech pack given by buyer:

The buyer gives tech pack to the merchant, which contains all the details about fabric, trims, wash, thread, stitch, measurements, stitch count, style specification, fit details etc. Development sample:

Development sample is a sample which is made up of original fabric and wash specifications as per the buyers tech pack. Total of 4 samples are made out of which 2 samples are sent to buyers office and 2 samples are kept in the industry itself. The buyer gives comment on the same and it becomes white seal sample with the callouts. Side by side BOM (Bill of material) is also prepared by the purchasing department. Fit sample:

After the approval of white seal sample, fit sample is made in 3 sizes. For every size, 3 samples are made. 2 samples are sent to the buyer for approval and one is kept in the industry. Buyer checks the sample for measurement and gives comment if any. The merchandiser again has to send back the sample with changes if any to get approval from the buyer. This becomes the black seal sample. Salesman sample:

After getting approval of black seal sample, the next step is the production of salesman sample. It is also called as ad sample or buyers sample. This is only for the wash approval from the buyer. Photo shoot sample:

This sample is made with all the finishing trims to be used on the garment like post embellishments, embroidery, printing for all the sizes. This is also called as mock shop sample. Grading can also be approved in this sample if required.

Pre-production meeting:

After getting approval for photo shoot sample, pp meeting is held which discusses the comments on black seal sample. Garment construction report:

After PP meeting, GCR is prepared which is a data sheet that includes all the parameters in a garment to consider. This is made for the durability of garment. Garment testing report:

Various tests are conducted on the garment to check for its shrinkage and shade requirements. The report is also called as Taper report and is handed over to PPC and cutting. PP sample:

This sample consists of all actual trims, and final specification. This is also called a green seal sample, which means that green light is given and the company can proceed with the actual production. Actual production:

First a size set is prepared in the batch only. Inspectors from buyers office come and inspect the garment with the merchandisers. After size set, pilot run of 100-150pcs is carried out in one sewing line itself. After pilot run, bulk production starts. The top bulk production sample is again sent to the buyer by the merchandiser who is called black seal/red seal sample.

FABRIC AND TRIMS SOURCING SECTION

The sourcing department deals with purchase of fabric and trims required for bulk production of approved orders in the factories.

Hierarchy

General Manager

Manager

Manager

Team leaders

Team leaders

Team leaders

Team leaders

Team leaders

Team leaders Merchandisers 48

Sourcing department is the department which gets all the indents from the various departments which are approved by the GM operations or marketing heads. Based on these indents the purchase department makes purchases. There can be two types of indents: Non garment indents Garment related requisitions

The non garment indents are related to the non raw material indents like needles, hardware, etc. The garment related indents comprise of whatever related to garments. The approval of GM operations and marketing heads is enough for small items but for capital items which involve capital purchase, the approval need to be taken from the CEO. These comprise of all machineries of high value and high price electrical works. But for general consumer items indents need to be raised by stores itself. The indents are raised for fabric and trims, etc for which the buying is done mainly from the buyer nominated supplier. In this case the factory cant earn enough profit so it tries to do parallel development of raw material so that later on the order can be manufactured in-house. Or else discounts can be taken from the buyer nominated supplier also which the buyer does not know. The things which are kept in mind while placing an order are quality, delivery and price. Indents received Enquiry generated (quantity etc) Sent enquiry to market (to certain people only when garment) Gets quotation Check for price, delivery schedules, etc. Choose among the different Make a call to whom to place the order

Selection of Suppliers The selection of suppliers for the purchase of all required goods is done on several bases which are as follows: based on price based on quality based on delivery schedule based on past experience production /supply capacity Often the suppliers are nominated by the buyer himself.

Measures taken while confirming the order For an order to be finalized for a certain supplier various criteria are need to be fulfilled which are as follows: comparison of rates between different vendors ensure for best negotiated rates taking sample approval from merchandising dept before confirming order if required Preparing PO and approval from Authorized Signatory. Headed by Mr.----------- (G.M.), this department starts its work when the Merchandiser feeds the initial information like purchase order, quantity, and size wise breakup into the WFX software. It is responsible for getting the fabric and trims from the nominated buyers. Main responsibilities of this department include: Determination of the requirements. Decision on the process parameters. Based on various inputs like fabric requirement, shades etc. It then decides upon the following: Supplier on the basis of delivery and quality. Lead time Price Quality constraints Product constraints Fabric Sourcing Representative then discusses the above mentioned points in the order clarity meeting held after the order is approved

STORE SECTION

The stores department has been segregated into two sections: 1. Trims and accessories 2. Fabric

The main functions being carried out in the stores department cater to inspection and storage. Both inspection and storage are being same for trims as well as fabric. The amount of fabric that can be stored in the department : -------------- meters Area of the store: -----------------ft.

Issue of Fabric and Trims As soon as the fabric is received from the supplier a GRN (Goods receipt Note) is prepared. The GRN consists of the following details of the fabric Fabric content Declared order quantity Received order quantity Lot no.

Other details include: Order reference no. PO no. Style No. Invoice No. Supplier Name and address Garment name Buyer Material delivery date

The GRN (Goods Receipt Note) is prepared for every lot of the fabric received from the suppliers. Thus for a particular order there may be 3-4 GRNs depending on the number of lots in which the fabric for that style was received by the stores department. A similar GRN is prepared for the received trims and other accessories also. The person responsible for the generation of the GRNs is the Store manager or the Store In-charge. Storage: The material, both fabric and trims are stored temporarily till the inspection for the same is completed. The storage has been divided into the following sections for temporary storage: 1. Fabric to be issued to the stores 2. Trims to be issued to the stores 3. Fabric to be inspected 4. Trims to be inspected 5. Inspected Fabric to be issued to cutting room 6. Inspected Trims to be issued to cutting room The permanent storage area has been allotted to: 1. Rejected fabric 2. Rejected trims 3. Surplus fabric 4. Surplus trims

Inspection Fabric Inspection: The following steps are followed for the fabric inspection process:

Step 1: In the first step, the percentage of inspection is decided on the basis of the quantity of the material issued for a particular order. The percentage of inspection is decided based on the below mentioned range Fabric received in meters 0-500 500 1000 1000 2500 > 2500 Amount to be inspected 100 % 50 % 20 % 10 %

Step 2: The 4-point system is followed for fabric inspection. Under this system the points are allotted on the basis of length of the defect. 0-3: 3-6: 6-9: Above 9: 1 pt 2 pt 3 pt 4 pt

Step 3: Selection of Inspection

The type of inspection is selected from one of the following four: 1. Dye lot inspection 2. Batch inspection 3. Width inspection 4. Shade inspection The selection of the inspection is done based on the buyers requirement Step 4: The average shipment points are calculated based on the following formula: a) For linear meter

Avg. shipment pts. = (Total pts. * 100)/ Inspected meters of fabric

b) For square meter

Average shipment pts. = (Total pts. * 100)/ (Inspected meters of fabric* cuttable width)

The rule for the average shipment points for a lot is: Average shipment pts. per 100 square yard > 30 : Rejection of the fabric lot Average shipment pts. per 100 square yard < 30 : Acceptance of the fabric lot Types of fabric defects: The main types of fabric defects for which the rolls are inspected belong to the below mentioned categories: Yarn defects slubs, floats, foreign matter etc. Contraction defects bowing, skewing etc Dyeing defects streaks, reed marks etc Finishing defects stains, fold marks etc

Fabric Inspection Machines:

???????

Shrinkage test: Fabric swatches are taken from each roll of a lot and tested for shrinkage

The size of the fabric swatches cut for shrinkage test is 50cm *50 cm An area of 35cm*35cm is marked on the cut piece using the shrinkage test scale with a yellow marker The swatches are sent for washing to washing units nominated by the buyer After wash, the yellow markings on the swatches are measured again both in warp and weft direction The percentage difference is measured and the garment marker dimensions are added id the difference is negative and subtracted if the difference is positive

The differences (if any) are termed as warp and weft shrinkage for warp and weft directions respectively. Negative shrinkage value represents reduction in the dimensions after wash while positive shrinkage value represents increase in the dimensions after wash

Shade Variation Test

Stores recieve fabric from the mills

Cuts a piece of fabric of 10cm x 10 cm from each roll along the grain line for the preparation of Shade card

Cuts a piece of fabric of 10cm of whole width from one roll for the preparation of Center Selvedge Variation Card Cuts a piece of fabric of 10cm of whole width from one roll for the preparation of Center Selvedge Variation Card

Each cut piece is checked in the color matching cabinet under different lights.

The same shade fabric is segregated and put into same families. These families are named as A, B and so on

The Fabric is cut into 4 equal parts and named as A, B, C and D

Family swatches are sent to the merchandiser and it is approved by him and he selects the target fabric having the appropriate hand/ feel / color. If it is rejected then the rolls are sent back to the fabricator.

The parts of the fabric are sewn together

Rolls are named and segregated according to shade family code. These rolls also have their shrinkage and inspection report attached to them and sent to the cutting department. Copy of approved Shade Card is sent to cutting, production, packaging and quality check departments.

The parts are sewn together in the order C, A, D, B

CSV is sent to the merchandiser and he approves it and if it is rejected then the rolls are sent back to the fabricator.

Trims Inspection: Trims received by the centralized trims are subjected to inspection prior to for bulk production. The AQL of 2.5 is the acceptance criteria. All trims and accessories are checked against the specific actions originally intended by the merchandiser for the purchase in this regard. The trim card with sample representation of the requirement is handed overlong and authentication by the merchandiser. On the receipts of the specific trims and accessories, a trim card is made with a sample from the bulk and forwarded to the merchandiser. On receipt of the approval confirming of the trim card, the inspection would connect to quantity and qualitative checks. Trims and their Critical Points for Inspection: Item Trims description 1. Label (main, a. Written Content b. Colour Shades c. Size of label d. Seam Margin (in case of folding Label) e. Clarity of written Content f. Tearing Strength 2. Button collar, decorative) (main, a. Button Ligne size b. Colour Shades c. Print/emboss clarity d. Colour fastness/ rubbing fastness e. Button impact strength f. Baking Test Check Points

size, content)

g. Heat test

3.

Hand Tags

a. Written Content b. Colour Shades c. Clarity of written Content d. Punch Position e. Colour Fastness

4.

Velcro

a. Width b. Hook c. Shade Evenness d. Sewing Margin

5.

Zippers

a. Length (4mm lock to lock) b. Zipper Tape Shade c. Embossing or written content d. Zipper Run e. Slider locking if auto lock

6.

Threads

a. Thread as approved b. Shade Consistency across tubes c. Yarn types d. Ply count

7.

Elastic/ cord

Draw

a. Stretch ability (elasticity %) b. Width/ width variation/ thickness c. Elastic- wavy/flat d. Washed/ Unwashed e. Secure edges/ yarn winding

8.

Poly bags

a. Thickness b. Print matter content c. Print matter rub off d. Poly bag size e. Poly bag self adhesiveness/ flap size f. Perforation if any

First stage: 100% inspection Second stage: AQL 1.0 but in case of rejections Final Audit Inspection is done at AQL 2.5 On completion of the inspection the inspector completes the relevant reports of the inspected lot and would stamp quality assurance Seal identifying the lot as confirming for consumption for bulk production.

Documents maintained: Documents received by stores Receipt Challan Delivery Challan Shade Card by the fabricator Test Reports of both fabric and trims by the vendor and the labs.

Documents generated by stores Goods Receipt Note Centre To Selvedge Report Shade Card Inspection Report Shrinkage Report Challans For Different Departments

Different areas within the Store: Quarantine A quarantine area must be designated in the warehouse for all goods received. Items cannot go into the main warehouse area until they have been inspected, applicable to fabrics and accessories. Goods Accepted After passing inspection goods can be stored in the main warehouse. There must be a storage system in place which allows items to be easily found i.e. each storage location has a reference name/number and items are allocated specific storage location or items are stored by PO.

Goods Rejected Every warehouse must have a dedicated area clearly marked REJECTED for goods which fail the inspection process. Each roll of fabric or box of accessories must be clearly labelled REJECTED and stored in the rejected area.

Accessories Inspection All accessories must be inspected to an approved STD. The merchandising team at the T1 must provide a signed accessories card to the warehouse at style and colour level to ensure this inspection can take place. Inspection must include: Logo design Colour Design/shape Sharp points (safety) Length/width where applicable (i.e. zips, fasteners)

Metal Detection (MD) accessories must be tested through a metal detector as part of the inspection process. It is required that the metal buttons pass the metal detection of 1.2 mm 100% MD for all metal accessories (including hangtags made from recycled materials) and all type of embroidered accessories such as badges etc. Minimum 10% MD from each accessories' lot should be done for all the rest accessories' type

Accessory inspections must follow AQL 1.5 in an area with adequate D65 lighting (minimum lux 750)

SAMPLE SIZE (BASED ON AQL1.5 NORMAL, LEVEL I; SOURCE: MIL STANDARD 105E) Load Size 1-280 281-1200 1201-3200 3201-10000 10001-35000 Sample Size 8 32 50 80 125 Accept 0 1 2 3 5 Reject 1 2 3 4 6

Label Wash Test Purpose Once labels are received in the quarantine area they should be tested per lot to determine dimensional or appearance changes of the label after home laundry. Principle After washing, all wording that printed on sewn label reduced and subtracted, and heat transfer could peel off and damaged. This test intended to give overall view condition of printed wording on sewn label and appearance of Heat Transfer label. Test description Testing condition follow 7.01 Garment Machine Wash Procedure

Care Label Specimen preparation: Sewn Label-cut piece fabric with 8cm length and width 4cm and sewn it with label Wash and dry the specimen 5 times by following the care instruction given on the label: 8cm X 4cm (Lx W)

COMPUTER AIDED DESIGN SECTION SECTION

The personnel structure of the department is as follows:

As the customer approaches the company with his requirements the company goes up for the proto sample or shows the customer samples from GE collection. As per the Proto sample developed prices are decided upon. If the buyer is convinced with the samples made, he places an order with the company and provides the merchant with the Pattern Indent. The pattern indent is released by the merchant and it goes to the technician who understands the pattern details and then conducts a DFM-design for manufacturing meeting engaging the technician himself, the merchandiser, the IE personnel, and the Brand QA. The CAD department is divided into three sections and uses ACCUMARK for the following 3 sections: 1. Pattern making section: Making the patterns using specification sheets and then checking their fit on virtual dummies. 2. Grading section: Generally medium size patterns are developed and they are graded up to the required number of sizes up and down. 3. Marker making section: Markers are made keeping in mind the following factors:

Mode of spreading Length of the fabric available Horizontal matching Vertical matching Shrinkage along warp and weft

After the patterns are done a texo is prepared. The texo demonstrates clearly the fabric consumption per garment. Based on the patterns made and fabric consumption markers are plotted and the R&D section takes over.

PRODUCTION, PLANNING & CONTROL SECTION

The main aim of PPC department is to plan a production schedule taking into account all the factors so as to dispatch the orders on date. PPC is mainly concerned with: Trims collection details Fabric collection details Line plan Execution of the plan

PPC acts as a bridge between merchandising and production. The Purchase Order packet (P.O. packet) is given to PPC by merchandising which contains information about projected orders. P.O. packet contains information like style, delivery date, SAM of garments, embroidery or printing details, washing details, fabric sort number, consumption in house, trims etc. The PPC blocks the order. After the order confirmation, planning is done. Care is taken while planning that similar style should be loaded on same line to increase the productivity. At the time of order confirmation, merchants also give production file having styling details, specification sheet, bill of material (BOM) to PPC to communicate buyers requirement to production. Order document print (ODP) contains all the minute details of the garment. Purchase requisition (PR), purchase order (P.O.) and Performa Invoice (PI) are also received along with sealers sample (buyers approval sample) and patterns. After the receipt of all the above mentioned things from the merchandising department, size set is prepared. Care is taken that PCD (planned cut date) meets all the requirements of trims, fabric etc. Bulk production starts from size-set sample. Continuous monitoring of the plan is the main objective of PPC. Before starting the production of a new style, Pre-production meeting (PP) takes place, where factory manger, industrial engineer, quality control manger, production

manager and concerned supervisors take part. The production capacity is analyzed for the style. Thus the main aim of PPC is: To ensure smooth production On time delivery of goods Meeting buyers quality Reducing operational costs

Responsibility: Planning of orders in terms of capacity and delivery recovered.This department deals with execution of orders. It makes a good co-ordination among all departments. Execution of orders takes place using a software known as FAST REACT. Fast React is a kind of planning software that decides how many lines are presently running in factory, what are their availability, what can be done to increase line efficiency. How lines are to be allocated. 10 lines are there. It helps in on tracking. Orders are put on planning board. PPC department hold Pre production meeting where fabric relaxation time is decided before cutting, what should be the maximum number of plies per lay, how many notches are required. Production planning follows a critical path that is a time and action calendar. Critical path involves 7 activities. 1) Fabric sourcing 2) Fabric flow date that is: flow to cutting room, checking, inspection, finishing. 3) Sewing and trims date 4) Packing and Finishing material 5) Garment approval deadline 6) Preproduction Sample that is followed by pilot run (Fit-1 size, Size set) 7) Post Production activity(done by production execution team using planning software Fast React)

Order booking is done by the marketing team .This is followed by enquiry from merchandizing and PPC department till the orders are delivered.These orders are placed by the PPC department on the planning board. A brief explanation of the working of PPC department is as follows: Step 1: Receipt of order file The order file is the file which contains the order detail, style detail, shade size detail, fabric detail, material group wise detail and assortment detail. After the receipt of order sheet, the pre-production department ensures that all the material and trim requirements are in-house before the actual production could start. Step 2: Yellow seal sample It is the first sample that is made as per the buyers specification and sends the same for approval from Step 3: Green seal sample It is the final sample approved by the buyer. Step 4: Indent (Taper report) This is a report that contains information about the fabric rolls required for a particular style mentioned in the taper sheet. For each fabric roll, information is provided regarding the meters contained, the shade, lengthwise and widthwise shrinkage percentage and remarks (ok or high shrinkage). The preproduction department has to ensure that the taper report is received to respective departments on time. Step 5: Size-set pattern Pre-production department plans the date by which the size-set pattern should be ready for size set cut and sewing. Step 6: Embroidery or printing

Any embroidery or printing that needs to be done as per the buyers specification on the size-set cut sample should be achieved by a planned date. This department ensures that the required machinery is in place for embroidery or printing to happen. Step 7: Size-set sample sew This department makes sure that the sampling department is producing sizeset sample with the approval from head office as on planned date or not. Step 8: Size set to wash The size-set is sent to head office by the sampling department for washes as per requirement and pre-production department ensures that all this happens by the planned date. Step 9: Size-set wash complete After approval from buyer, the size set arrives back to the factory. This should happen at planned date as per pre-production department. Step 10: Pre-production meeting (PPM) This is the most important step in planning department. All the department heads sit together and discuss about the production requirements and make a plan as to how the whole production should be carried out by synchronizing the working of each department. Step 11: Pilot cutting This is a production cutting of small number of garments, generally 500 garments before bulk production to check for feasibility of the style and check for any problems during actual production. Any problem that occurs during pilot cut is considered and solved accordingly. Pre-production department ensures that pilot cutting is achieved within specified time. Step 12: Embroidery or Printing Any embroidery or printing required in the particular style is carried out within planned time.

Step 13: Pilot sewing The cut pilot pieces are sewn on or before the planned date as per the line plan given to sewing department by pre-production department. Step 14: Bulk pattern The approval from head unit, bulk spreading and cutting is carried out on or before planned date. Step 15: Embroidery or printing Embroidery or printing similar to pilot run is carried out for bulk pieces. Preproduction department ensures that this happens as by planned date. Step 16: Bulk sewing The pre-production department is responsible for feeding different lines as per the line plan and achieving the target on or before the scheduled date.

Step 17: Bulk pattern dispatch It is the responsibility of pre-production department to dispatch the sewn garments to for final finishing and packaging as by planned date.

Heads: Production manager || Factory manager This department takes care of the production planning and control (PPC) activities and also coordinates with the IE activities as well as any R&D activities of the factory. It controls the planning and gives guidance from fabric to shipment. The main function of PPC is to create the deadlines for each process and coordinate with various departments. The PPC department receives the required information from the Product Development team such as: Style no./item description Fabric type

 Projected quantity Based on the R & D report the construction feasibility and cost analysis of the style is done by the PPC department. The PPC dept. prepares a monthly capacity budget for each production unit. The PPC department is to coordinate with all the departments including IE and Quality.

PO pocket received

Info. loaded into Fastreact

Allotment overtakes

INDUSTRIAL ENGINEERING SECTION

Industrial engineering department is the life blood of any industry and garment industry is no exception. The industrial engineering department is responsible for all the factory operations. The involvement of this department starts right from the receipt of the order from the buyer. As soon as the customer confirms the order, the merchandising department forwards the order details to the industrial engineering department for further processing. The CM cost (cut make cost) is prepared based on the details provided. This includes the following activities:

Operational breakdown determination of SAM (standard allowed minutes) for each individual operation calculation of cost per machine hour Standard and achievable efficiencies, etc

The activities of the IE department continue once the order is confirmed. The Approved Production Sample (APS) is forwarded to the department. The sequences of the processes are studied in detail, and the any suggestions for changes are made. On the receipt of the confirmed order, a full-fledged operation bulletin is prepared. This, along with all the necessary attachments, guidelines and files, the documents are forwarded to the production department. The IE personnel has to constantly visit the line while the batch is set, during new style loading and also to monitor the day to day activities. They have to ensure that the process is running smoothly and closely monitors the flow till the first product

comes out of the line. After that, periodic checks are done for proper line balancing and for productivity improvements. They also monitor the manpower allotment. Based on the data collected from the line, reports are generated and the performance is evaluated against the actual target and the results are sent to the management. The industrial engineering department also undertakes projects for reducing waste, increasing efficiencies, work place engineering, ergonomics improvement etc. Some R&D activities are also done to develop tailored solutions for the prevailing problems. Head manufacturing (GM) heads the industrial engineering department. There are three industrial engineers reporting to the GM. Industrial engineers takes care of R&D, pre production and production basement. The IE department\ plays one of the key roles in the garment industry. The main objective is to: Analyze the sample/technical pack Line arrangement

The line arrangement and production capacity is achieved by work study, time study and allowances. Thus SMV is improved. The work study is measured by method study and work measurement. Time study is used for all the planning and control systems. Production target= 480 mins/ standard time Operation bulletin It is a format prepared by IE department, which gives information about type of machines, attachments, total no. of operations, time taken for each operation, total time taken to make a garment and efficiency of style. Batch setting Batch setting is the process of machines with suitable folders, needle and with other setting to carry out operation in sequence according to operation bulletin into various section. It is to set the operator to achieve desired standards and various reference samples are made to make sure that desired quality can be achieved.

Hierarchy in the Department:

General Manager

IE Head

Production Manager

Assistant

Assistant

SAM Standard allowed minutes The SAM is calculated by the formula: SAM= single sewing cycle+20% personal fatigue+15% m/c delay+2%contingency allowance

Method of costing When Tech pack comes to merchant, he fixes the same and sends it to IE department. IED does the feasibility analysis called as Cut and Make charges, which means whether a particular order can be accomplished in the factory or not. The following process is followed in IE department. Activities in IE department The SMV is based on GSD where SMV=100% GSD (general sewing data) SAM is at certain percentage of SMV added. This value is given to merchant, who keeps information about cost/SAM (factory specific). The merchandiser calculates the garment cost, which is:

GARMENT COST=COST PER SAM*SAM OF THE GARMENT

Once the order is confirmed, thread chart is prepared, which calculates the thread consumption for a garment. After the thread count, sealers sample is prepared. The IE department gets PO Packet and line design from the Head Office. From the Line design sent by the H.O. IED makes Operation Bulletin, where the slowest operation decided the output.

R&D SECTION
The personnel structure of the department is as follows:

Headed by Mr. -------------, this department is involved in making the samples for fetching orders. The main function of the R&D department in-housed in the Head Office arena is the Product development. This starts with the feasibility analysis and progresses through iterative sample developments. Thereafter the sampling department in the factory takes over and carries out all the pre-production activities. The R&D section operators are highly skilled and are capable of tailoring a complete garment. On receipt of the customer request, the basic patterns are developed by the CAD department and the Development stage samples are made by the operators in accordance with the buyers requirements. The samples made are examined completely by the merchandising team and then forwarded to the buyer for their comments. If the buyer is satisfied with the samples and costs he places an order with the company.

Sometimes the buyer supplies the specification sheet, a sample garment, or both, based on which the patterns are developed. Categories of samples made in the R&D section: Marketing promotion samples: May not have any specific request from anyone but would be made from inputs from various sources like: Information about latest trends, inventions, in the field fashion, fabrics, accessories etc Latest in tools and plants and production Styling according to season, gender, age group, category etc Past experiences from buyers selling patterns and market response etc. Can be selected for production with modification Mainly to inspire them directing them to a new trend. Development samples Proto Sample Fit Sample Salesman Sample Size-set Samples Pre-production Samples Ad /Photo samples etc Sealer samples TOP samples The development samples are made according to the precise information given by the buyers. There are chances that these samples get selected according to market feasibility or there are chances too that these samples are dropped and the order cancelled. The material and trims required for the development of samples is procured from the merchant who himself gets it from the buyer. The quantities of fabric received from the buyer for development of samples are as under:

Jacket Trousers Shorts Half sleeved shirt Full Sleeved shirt

2.5-3 meters/ sample 2 meters/ sample 1.5-2 meters/ sample 1.5 meters/ sample 2 meters/ sample

The nap and face up for the fabric is specified by the buyer. The buyer also specifies the number of garment samples he requires for the development stage under the desired category of samples. It generally counts to 7 garment samples per style. Then the production related garment samples are done in the factory itself before which a PP meeting is held to decide upon the requisites.

SAMPLING SECTION

Production Manager

Supervisor

Supervisor

Q.A.

Checker

Checker

Workers 40

Headed by Mr. Bhojraj Poojaraj, the main function of the sampling department in-housed in the factory is to prepare the Salesman Samples. {{

?????? where do the Pre-production activities happen??

carry out all the pre-production activities which may culminate in the batch production activity, once the order is received. The pre-production meeting is conducted at the factory which is chosen for mass production of that style and

involves all the concerned personnel like IE department people, Quality personnel, line supervisors etc. They are apprised about the various aspects of production like the styling, style number, construction details, labelling details etc. The pre-production department will be in constant touch with the merchandising department, which generates the orders. The buyer supplies the specification sheet, a sample garment, or both, based on which the patterns are developed. }}

CUTTING SECTION

Hierarchy

Cutting Incharge

Cutting Supervisor

QC

Minusing

Pattern master

Marker

Cutters, Recutter

Spreader

Numbering, Sorting, Fusing operators Bundling helpers

Procut operator

Loading Helper

Loading Helper

Pre-works

Prepare Layout

Verify Patterns and Samples

Mock Layout done as discussed in PPM Numbering stickers decided depending on the type of fabric
Spreading, Cutting and Bundling are present on the same floor. Headed by Mr. Ranganath S. the cutting department plans its daily cutting according to the kanban request by the Sewing section and provides cut parts to 12 sewing batches. Main Details: The cutting department has 2 automatic spreaders and on automatic cutter It has 3 Straight knives and 2 band knives. It provides around 40,000 cut pieces per day on an average to the sewing section.

Machines: Machine Band Knife Edge cutters Straight Knife Fusing machine Number 2 2 2 2 Details

Manpower and Equipments: Process Equipment used Spreading table Spreading Edge cutting machine Relaying Pins Cutting table Cutting Band knife Straight knife Recutting Numbering Fusing Sorting/bundling Quality control Checkers Production writers Pro-man data entry Front placket tailors Helpers Computer Kansai DNCS 1 1 Recutting table Ticketing machine Fusing machine Table 8 (same as spreading) 2 2 2 8 2 11 9 10 3 1 5 5 16 13 16 1 10 No. of equipment 8 Manpower

8.4 Ticketing and Bundling: The ticketing of the cut parts is started immediately after the first lay of the fabric is spread. Ticketing is done mainly at 3 stages:

1. Before cutting starts 2. Between cutting and bundling 3. At the time of bundling

I. As soon as the lay is spread and marker is made on the top ply of the lay, tickets are put on each part of the marker. This sticker/ticket lists the following information about a cut part:a) Style no. b) Part- sleeve/collar/cuff etc. c) Cut no. d) Size/Shrinkage( shrinkage is mentioned for both warp and weft) e) Quantity/ Color (quantity denotes the no. of parts cut out from a particular lay).

* Note: Shade is nowhere mentioned on the sticker put at this stage

A typical sticker looks like this:

Style: T30989 Part: Sleeve Cut No. : 5 Size/shrinkage: S Qty/ Color: 210 3% warp 5% weft 100 White

II. After cutting, the cut parts are numbered on the basis of size as well as cut no. the numbering is done according to cut no. starting from the smallest size cut in that cut number. Date A numbering book is maintained to keep a record of the cut pieces. The format of the numbering book is as under: Cut no. XS S M L XL XXL 3XL S. No. Qty Total

75 75 75

1-75 76-150 151-225 226-314 89 89 315-403 404-492

75 75 75 89 89 89

75 150 225 314 403 492

89

Thus all cut parts of S size of the 1st cut no. are numbered 1-75 followed by M and L as 76-150 and 151-225 respectively. The numbering ticket is put using a ticketing machine and it lists the no. of pieces as well as its size. A typical numbering ticket looks like this

M- 7107

III. A third type of sticker/ticket is put just before bundling starts. In this tickets are prepared by referring the cut plans for the shades of the pieces. The shades are mentioned on these bundle tickets for avoiding shade variation problems at the time of sewing. The bundle ticket consists of the following details

a) Bundle no. b) Ticket range c) Bundle size ( or no. of pieces in the bundle) d) Work order No. e) Size f) Part g) Shade h) Style No. i) Color

j) Cut No.

At Integra, the bundle size for each cut part for all orders has been pre-fixed to 5. Thus the ticket range has a fixed length of 5 numbers. (E.g.: 201-205) There are two types of Bundles at this stage: Front: Back: Containing parts of Front and Sleeve Containing parts of Back, Collar and Cuff

A typical bundle ticket looks like this

Bundle No. Ticket Range Bundle Size

Work Order No. Size

Part

Shade

Style No.

Color

Cut No.

Example:

1985

9379-9388

10

WP- 46

XL

Sleeve

T30989

100-White

52

After the bundle tickets have been put manually on each bundle, then the bundles are put in a Kanban Bin. There are separate Kanban Bins for Front and Back Parts.

Each Kanban bin holds 12 bundles. Each Kanban bin has a tag attached to it.

The bundle numbers are inserted into this tag. The Kanban bins are placed in the cutting supermarket and transferred to the sewing department when the need arises.

EMBROIDERY SECTION
Hierarchy Embroidery Incharge

Supervisor

Framer-3

Framer-3

Operators-3

Operators-3

Checkers-6

Checkers-6

Headed by Mr. Nagaraj, this department is responsible for machine embroidery on cut panels and readymade garments as well. There are 3 computerized machines of make --------------- with twenty heads each. There is one machine operator and framer per machine.
Thread for embroidery comes from ---------------. Thread with ticket number ------------ is used for embroidery here. This is in case silk, rayon or Lurex thread. If the thread used is of polyester then the ticket number used is of 50 ticket number and 3 plies. The paper used for embroidery is white non woven 40 GSM interlining. Stitches per inch - --------- stitches. Capacity -------- pieces per day Stitches per day ---------------- stitches Marks on the fabric for the embroidery start and end are done by the cutting section. This is a 16 hours working department. 1 shift 8 hours

2 shift 8 hours overtime At a time --------- needles are issued at a time from the maintenance time. The needle size used for embroidery varies from ------------- size. Usually ----------- needles break every day.

SEWING SECTION

Hierarchy
Factory manager

Quality manager

Production manager

Roving Checker/Q.C. 1 per 2 lines

Assistant production manager

Water spider 1 per line

Floor incharges -3

Supervisors (2 per line)

Checkers (3 per line

Needle issuer1 per 5 batches

Operators-55 per line

Helpers- 5 per line

Iron operator - 3 per line

End table checker- 1 per line

Pre-works Mock Layout prepared

Red Tag punched

Line set using the punched layout

Critical operations, check points and loading points decided (Factory modifies line design)

Pre production meeting note made

Line set using the punched layout

Distributed in different departments

Target/ delivery date given

The sewing process is fully following the Parts and assembly System. There are 12 sewing lines with around 45-50 machines each. The target production is around 300-400 garments per line per shift, but the average production is only around 250 garments per line per shift. Each line comprises of basic SNLS, DNLS, FOA, SNCS, Overlock, Bartack machines. All these machines not only reduce the SAM of a garment drastically but also increase productivity & consistency in quality. The operator skill required becomes very low and hence operator costs decrease as well. The main objective of this department is to produce garments confirming to buyers standards in garment constructi on.

There are checkers & iron tables at certain distinctive places in the line which cater to quality requirements of the buyer. Headed by the Production manager, Mr. Ramakrishna the sewing line is changed over whenever a new style comes in, the information like operation breakdown, critical operations, line design, target are put up on display. The garment sample and trim details are also put up on display for reference. Line supervisors decide upon the operator allocation so as to balance the sewing process and give directions to the operators about their respective jobs. Inline checking and auditing take place as pre-decided. The in line checkers and QCs ensure that the quality coming out of each operation is as per the quality specification.

Machine types & operations they are used for:

SEWING M/C SNLS Ordinary SNLS With UBT DNLS Ordinary SNCS DNCS Feed Off the Arm 3TH. O/L 5TH. O/L Flat Lock

Make / Model

No.

Make / Model

No.of M/C

Button hole

FINISHING SECTION

Hierarchy

Factory manage r Finishing manager Quality manager Quality incharge Finishing incharge Kaja/ Bartack incharge Measur ement checkin g H.O. Q.A.

Iron section Incharge Supervisor

Trimming Section Incharge Supervisor

Final checking

Presentation Incharge Q.C .-3

Packing Incharge

Supervisor

Supervisor

Packing Incharge

Supervi sor

Wrap per

Headed by Mr. Kantharaj, the finishing section is responsible for the finishing of garments according to the style requirement. The finishing is done by the Measurement Checkers, Ironers, Trimming operators etc. The special finishes needed to be given to the garments are given at the washing stage by means of washing chemicals such as pinching effects on denim garments.

 The finishing processes applied are thread trimming, Ironing, tag attachment, folding, and final packing. The finishing Department is divided into 2 parts. 1 part undertakes finishing for TA-6 factory while another part is for Wearwell factory of the same group. The lines are loaded on the basis of priority and urgency. TA-6 finishing department has a capacity of 15 iron tables, 7 button attachment machines, 2 machines for rework, 11 machines for label attachment and 7 wrapping machines. There is a needle detector present as well to check for the metal contaminated garments.

QUALITY SECTION

Hierarchy:
GM(Quality) Vineeth Sr. QAM Satishchandra Manager-CSC team Manjunath B.P. QA Head Roshan HO QA Dhaneesh QC Incharge Chandru A- Siddhesh B-Siddhesh C-Shridhar D-Srinivas E-Ravi F-Shivkumar G-Bhaskar H-Achuth I-Suresh J-Sathish HO QA Karunakar QC Incharge Yogesh K-Arun L-Prakash M-Umesh N-Prakash O-Ganesh P-GunaShekhar Q-Kavitha R-Sathish S-Hussain T/U-Lokesh Babu

TA-VI has an excellent in-place system for quality output. Quality audit tools like AQL 1.5, 2.5, 4 are followed for garment auditing, and 4 point system is followed for fabric checking. TA-VI also relies on a external well equipped testing lab for the FPT (Fabric Processing Test) & GPT (Garment Processing Test). All fabrics and garments undergo testing before mass production. Quality checks and audits are done in the given sequence.

Store: 100 % Fabric Checking once the fabric is received (4 point system). 100 % Trims Checking once the trims is received (0.1 0.5 AQL).

Cutting : Quality check for the marker 100% In-line checking while spreading. 100% Checking of cut pieces before they are issued to sewing floor. Quality audit of cut pieces at AQL 1.5 before dispatch to numbering. 100% quality check for Fusing 100% Checking of pieces after embroidery.

Sewing Lines Quality audit of embroidery pieces at AQL 2.5 before dispatch to bundling. 100% Checking of Garment parts at in-line check points. 100% Checking of Garments parts at end-line. Quality audit of garments at AQL 2.5 before dispatch to finishing. 100% Checking of Garments after washing. Quality audit of washed garments at AQL 4.0.

Finishing and Packaging : 100% Checking of Garments in-line while finishing 100% Initial inspection 100% Final inspection 100% Measurement audit 100% Random Audit Final Packing audit Random Checking of garments before shipment (AQL 4.0 is followed for packing)

In addition to quality checking and auditing Integra believes in quality assurance. To achieve good quality and keep up with their quality assurance policies Integra provides all its workers with guidelines and instructions to keep in mind while working to produce a desired quality level 1. Quality Assurance (Sewing): On the sewing floor, both inline and end- table inspection is done for 100% of the garments. Rejection rate per batch Inline inspection: 0% instead- Recutting and rework End-table inspection: 2% Alteration rate (for both): 5% Manpower: 5 per batch 4 (inline-parts) 1 (End-line-whole garment)

2. Inline Inspection: Inline inspection is done part wise (for shirt) Collar Check points: Collar point- sharp, equal Collar width (as per pattern) Mitering / balancing of fabric Width and length wise (depending on buyers requirements) line balancing for checks, plaids Fusing SPI, width (as per buyers requirements) Esprit: 9 EDC: 10 Levis: 14 (Workers, Dockers & Signature) Triburg: 8 For O/L: SPI- 16 to 18 standard for all buyers

Neck band Check points: Neck band peck- equal Width (as per pattern) Fusing

Sleeve Check points: Grain line to be followed for diamond placket Mitering for diamond placket Raw edges on the inner side Left and right sleeve placket match (length and width wise)- equal and even

Right front placket Check points: Front (Kaja) placket- width bigger than button placket(1/2 cm variation always) Both plackets should follow feature line Mitering (length and width wise) Kansai placket- major problems Skipped stitch Uneven width of placket Broken stitches

Back Check points: Sides alignment Inner and top yoke should be aligned equally on all sides (a/h + top + neck) Top stitch on top yoke- straight

3. End-line or End-table Inspection: End-line inspection is done for Assembly operations

Check points Shoulder attaching: equal margin Label attaching: placing Collar attaching: 6mm or inch margin, no raw edges Size label + loop label attaching: placement Sleeve attaching Notches of sleeve and body on front and back to be matched Shoulder to sleeve: 100% line matching Sleeve margin: 5/8 (seam allowance) Body margin: (seam allowance) Side seam attaching: O/L and Feed off the arm Bottom hem: major problems Roping Twisting Uneven width Broken stitches Raw edges

The process of End-table checking also checks for the parts in the following sequence along with their major check points 1. Labels Size Sticker cross check Main label placement on the body (measurements also) Size label: 6 cm from wearers left side Wash care label: 4 or 10 cm above bottom hem (attached always on left side of wearer Front placket batch label(especially for Esprit mens): 3 cm above bottom hem 2. Collar Collar point balancing Pick shape

 Collar centre Mitering of collar with neck band 3. Front Length and width of both fronts matched Mitering for front plackets Kaja placket: left (mens), right (womens) Width of kaja placket: = 2.5 cm to 3 cm Button placket: 1= 2 cm 4. Sleeve Both sleeve measurements balancing Mitering: shoulder to sleeve Shoulder drop on both sides: equal Sleeve placket: length and width wise Cuffs: pairing should be proper with mitering 5. Armhole Neat finishing No puckering or pleats 6. Side seam Feed off the arm operation in which sleeve gets wrinkling and puckering Sleeve and side seam joint should be even 7. Bottom hem Bottom hem near the fronts should be straight upto a distance of 3 on both the fronts

MAINTENANCE SECTION

This department takes care of all sorts of maintenance needs of the factory, be it machine maintenance, utility equipment maintenance, civil maintenance or even the carpentry and plumbing works. Proper maintenance of machines is crucial for the successful running of the factory as any breakdown of machines will cause delays in work, which will lead to wastage of valuable production time. Therefore the company gives emphasis to the improvement in maintenance activities. The factory is slowly maturing to implement TPM and has successfully implemented autonomous maintenance in fusing department where the employees are empowered and trained to carry out scheduled maintenance activities on their own. They are currently introducing the same on the sewing floor as well. There are two types of maintenance: 1. Preventive maintenance Breakdown maintenance Preventive maintenance

Regular routine maintenance that assists in reliable machine performance. scheduling daily, weekly, monthly and 6 monthly checks daily maintenance: SPI, outside cleaning, oil level check 6 monthly maintenance: oil changing (if color of oil changes then also oil is changed. A Preventive maintenance schedule as per attached list is being practiced. The preventive maintenance schedule has been prepared by referring the Engineers Manual of the supplier and consultation with the Engineers of respective machine suppliers. Preventive maintenance check list are fixed in each machine to ensure maintenance schedule. Breakdown maintenance

2.

Unanticipated maintenance activity resulting in stoppage of machine and production. 10 different mechanisms for 10 different lines Line mechanic checks the machine very often and rectifies the problem and takes supervisors sign over it.

This will be carried out by the maintenance team of the company and recorded. Suppliers manual is available in the plant in case guidance is required. In the event of major breakdown which the company cannot handle, it will be informed to the suppliers service section. Minor adjustments, which operator can perform are listed out and the same will be attached on the stitching machines.

Commissioning of the machines: All the machines are pre-set and completely assembled. As such minor adjustments are required for commissioning. Installation work has been done by authorized dealers of the respective machines and utilities.

Generator Maintenance: Generator commissioning has been done by the authorized dealer. All the maintenance manuals of generator are available at the plant. Company has entered a service contract with authorized service agency.

Compressor Maintenance: Commissioning work has been done by the authorized dealer. Maintenance work has been carried out by the supplier. Company has entered a service contract with authorized service agency.

Consumables: Consumables mainly used are needles, knives and oils. These are changed either after breakage or by observing that they are blunt or otherwise not functional. Needle systems used for different machines are as per attached list. Spare parts availability For single needle and double needle machines of Brother and Juki no spare parts are kept in stock because the dealer is there in Bangalore itself and whenever a problem arises the dealer is called for rectification and spare parts.

For special machines of V.I. B.E. Mac spare parts are kept as the dealer is not in Bangalore. The machines are imported from Japan.

Spare parts replacement Broken parts are brought to the department and the machine number is written which is unique for every machine in the factory. The reason and rectifiers name is recorded and the spare part is given for replacement. New defrix no.1 colorless oil is used. When this oil changes color or turns yellowish or reddish then it is replaced.

Needle replacement procedure: When a needle breaks all the parts of the broken needle are collected and taped together and then only the production starts. Incase of missing broken needle part: Red bin- every garment in that area are kept in a bin and passed through the needle detector. And when the needle part is detected, then only the production starts.

People Involved: Mechanics- 1 per 1.5 lines Electrician- 1 per 3 lines STP/ETP Operator-0 Boiler operator-2

ACCOUNTS AND FINANCE DEPARTMENT

This department takes care of all the accounting and financial activities related to the factory. The department is responsible for maintaining yearly audited financial statements for the company. Accounting operations handles the activities like the maintaining the books for Purchase Sales Expenses Payments, i.e., payments of bills as per the GRN generated by the stores.

Finance operations include: Collection, that is, collection of payments from the customers LC or letter of credit creation Managing BG or bank guarantee.

This department takes care of the exports and imports as well. The main functions include: 1. Licensing JTFT license (advance license for fabric trims & embellishments) EPCG (license for imports of capital goods)

2. Documentation of certification 3. Logistics Documentation 4. Shipment details as per the buyer 5. Customs Clearance 6. Bank documents 7. Documentation of Payment to suppliers 8. Duty exemption documents etc.

HUMAN RESOURCE & ADMINISTRATION SECTION

HR Department takes care of all the employee related activities like the recruitment, selection, induction, training, remunerations, provident fund, gratuity, ESI etc. The administration department takes care of the transportation, guest accommodation and other industrial relation activities like dealing with the labor department, pollution control board, local panchayath, municipal works etc. Recruitment is done by aptitude tests. It is used to be in the local language. On recruitment, the employees are to produce the documents required for the age proof, PF nomination, gratuity nomination, ESI nomination and employable certificate. Every employee recruited will undergo an induction training and initial training on the tailoring machines. There also certain advanced training programs aimed at multi skilling the work force. Objectives: To maintain the personnel documents. To ensure employees benefits To recruit new staff, employees etc. To collect and solve employees grievances

INFORMATION TECHNOLOGY SECTION

The company has an IT department which takes care of the MIS and the ERP system of the company. Two software applications ------------ and ------------- are being used in the factory. Stage is Inventory Management software while Proman takes care of all the production related activities. Once the order is confirmed, a new account is opened in the software which generates the work order no. Once the Work Order no has been generated all the information related to that order can be traced using that number. Apart from this, the company uses Morgan Software for lay planning and Gerber Accumark for marker planning. The MTM department uses SAP ERP. The IT department has data entry operators who regularly enter the information into the software. The main functions of IT dept are: Maintaining MIS Managing all IT related tasks like maintaining network, internet access etc Assist the employees to tackle any IT related issues encountered Maintenance of all hardware like computers, scanners, printers, Xerox machine, fax machines etc.

TRAINING SECTION
There is a full-fledged training department which imparts the initial training to the operators as well as advanced training to experienced operators. All training needs of the company are dealt in a scientific way. All newly recruited employees are to undergo an induction training which aligns them with the organisation. Operators are recruited after a selection test. Freshers are taken in D grade. In the case of experienced operators, the grade in which they are included is decided based on their skill levels. A 15 day training program is devised for the new recruits, which include: Basic exercises 6 paper exercises 4 fabric exercises Job exercises Single cycle Stamina build up

The employees are also given a discipline class and awareness on team work concept. The trainees are constantly monitored for their performance and their learning curves are plotted against the ideal curve to identify the gaps. Once the trainees achieve 50% efficiency, they are absorbed in the production line on jobs suitable to their caliber, and are constantly monitored by training department till they reach an efficiency level of 75%.

HOUSE-KEEPING SECTION

People Involved: Supervisor-1 Sweeper- 13 Toilet Cleaner- 4 Gardener cum dog keeper- 2

Problems seen in the factory: PPC department in H.O. decides for the Factory capacity on per day basis and decides SAM for operations without taking into account actual operator efficiency present in the factory who has to undertake the real work of Production. Therefore the SAM pre-decided the observed SAM As sampling is done in the H.O. most of the Critical operations are not identified before the bulk production starts. Incorrect operations lead to Increased time loss in operations due to operators idleness. Fabric not received on time or received an unchecked lot No use of appropriate folders or templates in stitching No. of reworks carried out is far more to hinder the meeting of planned target for any day Improper WIP Defects arise because either the operator is inefficient in that particular operation or the operator is not careful or there is a machine breakdown Communication problem between operator and supervisor There are certain defects that are not taken care of in the sewing itself and are passed onto the finishing department Method followed by each operator doing a similar operation is different many times. (method each operator follows should be checked) Bottleneck operations allocated to unskilled or grade b operator (maintain database for multi skilled operator so as to enable shuffling him within operations Operator not present at workstation

Pattern for Sampling

a

Planning

Production schedule

Fabric Ware house

Trims/ GDI Accessories ware house GDI

Customer Merchant
PPM Approval Wash Approval Sample Indent

GDI, Shade Approval, CSV Approval, Consumption Approval

Production Co-ordinator
GDI, GRN Capacity
planning

Line Plan

GMO

GDI, GRN

Planning Deptt.?
P.O. Sample

Style detail PO Approval F pocket R release pl FR plan a Style n Allocati on PO details

H.O. Pattern Deptt.

Washing Plan

H.O. IED

FM/PM

Line M/c plan, folder attachments, profile Design details

Factor? IED

Washing

Copy

Sampling Deptt.

Pattern/ CAD Deptt.

Patterns & Markers

EMB
Patterns for marking & iron Line Design Packing List, Packing Approvals

Fabric stores
Batch Size Cycle Time No. of people WIP pcs Down time C/O time 1 pc 316 min 8 12,778

Trims/ Accessori es Stores

? Cutting?

? Sewing

KB & Dispatch

Finishing ?& Packing

C.t.=316 min VA=0 Ct208, VA=0