Finlz REPORT

LOW PRODUCTION EFFICIENCY IN POLYTEX
GARMENT LTD.
Group A
Submitted by:
Haputhanthri Y Randima
Fernando H K KChathuranga Dasanayaka P M H ChathurangaGunarathna V G GPrajesh
De Silva P A U Kaushalya
-
ADBM F 132143
ADBM F 132054
ADBM F 132034
ADBM F 132073
ADBM F 132041
A project Report submitted for the partial fulfillment of the

requirements of the
Advanced Diploma in Business Management (Fulltime Course) 13.2
Productivity and Management Development Division

National Institute of Business Management
Colombo, Sri Lanka.
Submission deadline 21th of January
NIBM [Advanced Diploma in Business Management]
Signature Page
Declaration of Researchers
We hereby declare that this research report is a result of work and that we have
independently conducted and we have not attempted plagiarism.
..
..
..
..
..
Signature
Date
Declaration of supervisor
Those students have been supervised by me for the purpose of the research.
Name of the Supervisor Mrs. PavithraWikramasuriya
..
Signature
Date
Dedication
This research paper is lovingly dedicated to our respective parents and teachers who
have been our constant sources of inspiration throughout the life time.
They have given us the drive and discipline to
Tackle any task with enthusiasm and determination.
Without their love and support this effort would not have been made possible.

ACKNOWLEDGEMENT
We take this opportunity to express our profound gratitude and deep regard to our
supervisor Mrs. PavithraWickramasuriya, Senior Consultant, NIBM for her
exemplary guidance, monitoring and constant encouragement throughout the course
of this thesis. The blessing, help and guidance given by her time to time shall carry us
a long way in the journey of life on which we are about to embark.
We also take this opportunity to express a deep sense of gratitude to Mr.

KalumSampath, Manager Group TED, Polytex Garment, Ja-ela and Mrs. K. A.
SujathaChandraleka, Senior Supervisor, Polytex Garment, Ja-elafor their cordial
support, valuable information and guidance, which helped us in completing this task
through various stages.
We are obliged to staff members of Polytex Garment, for the valuable information
provided by them in their respective fields. We are grateful for their cooperation
during the period of our assignment.
Lastly, we thank almighty, our parents, brothers, sisters and friends for their constant
encouragement without which this assignment would not be possible.
YomaliHaputhanthri

HarshaChathuranga
KanishkaChathuranga
GayathPrajesh
AmilaUdana
EXECUTIVE SUMMARY
Sri Lankas apparel export industry is the most significant and dynamic contributor
for Sri Lankas economy. The industry has grown over the last three decades and has
become the number one foreign exchange earner and the largest single employer in
the manufacturing industry. Today, the garment industry occupies a pre-eminent
position in Sri Lanka, producing high quality garments combined with an industry
which is flexible and uniquely capable in servicing leading international brands.
Under this competitive manufacturing world, efficiency takes a vital place in the
overall operations of a production plant. Utilizing human, financial and material
resources in a correct way leads to carry out high production efficiency level which
helps to increase the profit of an organization. The purpose of this research is to
identify the production efficiency level of a business organization and the issues
which affect the increase or decrease of the efficiency level in real world business
practice.
Polytex Garment LTD. was the organization we chose for the purpose of fulfilling the
main objectives of the assignment. We were also able to recognize and understand the
various disparities that exist, based on the past records of production efficiency. Our
group members collectively participated in giving suggestions for the further
improvement of the current efficiency level in Polytex Garment LTD.
Table of Contents
List of Tables.............................................................................................. vii
List of Figures............................................................................................ viii
CHAPTER 1 INTRODUCTION TO THE PROJECT.............................................10
1.1 Introduction of the Organization.......................................................10
1.2Background of the Study........................................................................... 11
1.3 Research Problem................................................................................... 11
1.4 Research Questions................................................................................. 12
1.5 Research Objectives................................................................................ 12
1.6 Scope of the Research.............................................................................. 13
1.7Methodology.......................................................................................... 13
1.8Limitations of the Study............................................................................ 14
CHAPTER 2 LITERATURE REVIEW..............................................................15
2.1 Production Efficiency Theory.....................................................................15
2.2 Motivation Theory.................................................................................. 18
CHAPTER 3 PRESENTATION OF DATA AND ANALYSIS...................................20
3.1 Organization Process............................................................................... 20
3.2Efficiency Variations of Polytex Garment...........................................22
3.2.1
Annual Efficiency Variation 2011 & 2012.............................22
3.2.2
Line wise SAH efficiency variation 2013..............................23
3.2.3
Line wise SAH efficiency variation 2014..............................29
3.2.4
First time achievement in 2013 &2014...................................39
3.3Questioner Analysis...........................................................................40
CHAPTER 4 DISCUSSION.........................................................................54
CHAPTER 5 RECOMMENDATIONS AND CONCLUSION..............................60
5.1 Recommendations............................................................................60
5.2 Conclusion........................................................................................ 62
APPENDICES.............................................................................................. 64
List of References...................................................................................... 68
List of Tables
Table 1 :- Age Group
Table 2:- Satisfaction of the current work load
Table 3:- Nature of The Training Programme
Table 4:- Satisfaction of the Reward System
Table 5:- Nature of the Working Condition
Table 6:- Relationship with Supervisors
Table 7:- Relationship with Subordinates
Table 8:- Supervisor Assistence
Table 9:- Supervisor Appreciation for the Performance and Skills
Table 10:- Suerpervisor Interference in employee problems
Table 11:- Satisfaction about the Job Security
Table 12:- Knowledge about the Policies and Procedures
Table 13:- Nature of the opportunities for the personal growth and personality
Table 14:- Influence of the Management
List of Figures
Figure 1:-Line wise SAH efficiency variation 2011 & 2012....................................22
Figure 2:- Efficiency Rate of January 2013.................................................................23
Figure 3:- Efficiency Rate of February 2013...............................................................23
Figure 4:- Efficiency Rate of March 2013...................................................................24
Figure 5:- Efficiency Rate of April 2013.....................................................................24
Figure 6:- Efficiency Rate of May 2013......................................................................25
Figure 7:- Efficiency Rate of June 2013......................................................................25
Figure 8:- Efficiency Rate of July 2013.......................................................................26
Figure 9:- Efficiency Rate of Auguest 2013.................................................................26
Figure 10:- Efficiency Rate of September 2013...........................................................27
Figure 11:- Efficiency Rate of October 2013...............................................................27
Figure 12:- Efficiency Rate of November 2013...........................................................28
Figure 13:- Efficiency Rate of December 2013...........................................................28
Figure 14:- Efficiency Rate of January 2014...............................................................29
Figure 15:- Efficiency Rate of February 2014.............................................................29
Figure 16:- Efficiency Rate of March 2014.................................................................30
Figure 17:- Efficiency Rate of April 2014...................................................................30
Figure 18:- Efficiency Rate of May 2014....................................................................31
Figure 19:- Efficiency Rate of June 2014....................................................................31
Figure 20:-- Efficiency Rate of July 2014....................................................................32
Figure 21:- Efficiency Rate of Auguest 2014...............................................................32
Figure 22:- Efficiency Rate of September 2014...........................................................33
Figure 23:- Efficiency Rate of October 2014...............................................................33
Figure 24:- Efficiency Rate of November 2014...........................................................34
Figure 25:- Efficiency Rate of December 2014...........................................................34
Figure 26:- FTY 2013 & 2014.....................................................................................39
Figure 27:- Age Group.................................................................................................40
Figure 28:- Satisfaction of The Current Work Load....................................................41
Figure 29:- Nature of the Training Programme............................................................42
Figure 30:- Satisfaction of the Reward System............................................................43
Figure 31:- Nature of the Working Condition..............................................................44
Figure 32:- Relationship with Supervisors...................................................................45
Figure 33:-Relationship with Subordinates..................................................................46
Figure 34:- Supervisor Assistence................................................................................47
Figure 35:- Supervisor Appreciation for the Performance and Skills..........................48
Figure 36:-Suerpervisor Interference in employee problems.......................................49
Figure 37:- Satisfaction about the Job Security...........................................................50
Figure 38:- Knowledge about the Policies and Procedures.........................................51
Figure 39:-Nature of the opportunities for the personal growth and personality.........52
Figure 40:-Influence of the Management.....................................................................53
CHAPTER 1 INTRODUCTION TO THE PROJECT

1.1 Introduction of the Organization
Polytex Garment Ltd group is one of the outstanding apparel exporting
companies in Sri Lanka, which is operating under the world class Esquel
Group. Esquel Group is the leading producers of premium cotton shirts in
China, Malaysia, Vietnam, Mauritius, and Sri Lanka. Esquel's vertically
integrated operations ensure the highest quality in every step of the apparel
manufacturing process. Y. L.Yang established Esquel Group in 1978 which
was basically started to produce local garments. Polytex Garment Ltd was also
established in the same year in Sri Lanka along with facilities of sewing
factories, cutting, washing and embroidering. There are five production plants
located under the Polytex Group in Sri Lanka, where Ekala, Yakkala, Kagalla,
Koggala plant I and Koggala plant II.
In the recent past, Polytex Garment haddeveloped and invested on new
technology in order to manufacture the best cotton garments in Sri Lanka.
Polytex Garment Ltd mainly manufactures Knit garments, focusing only on
cotton T-shirts as their main product. The company is renowned for continuous
product innovation and maintenance of the stringent quality standards, and
Polytex Garment is proud to be the preferred choice for leading international
brands such as Polo, Nike, Banana Republic, Marks & Spencer and Tommy
Hilfiger.
Polytex Garment Ltd has achieved ISO 9001 International Standard
Certificate, ISO 14000 Environmental Standard Certificate and also
WRAPCertificate. In Polytex Garment, there are about 5000 employees who
deeplycontribute to the work in a devoted and enthusiastic manner.
1.2 Background of the Study
A study on the garment industry was carried out in the Ekala branch of the
leading manufacturing company. This research mainly aimed examining the
production efficiency rate of the Polytex Garment, specifically focusing on the
factors that affect the efficiency rate of the production floor. The production
process is the key procedure of every manufacturing company, where the
efficiency of production takes a vital place and also creates a huge influenceon
the profit of the company. However, currently their efficiency rate of
production floor is lower than the expected level. This caused the emergence
of a number of problems to the company. A qualitative approach has been
adopted for the study. In order to gather information on the subject matter
under discussion, apart from the interviews, questionnaireswere distributed to
get the views, perceptions and opinions of the selected 25 employees in
production floor at Polytex Garment.
1.3 Research Problem

In the modern business world, efficiency in an organization plays a major role
to attain organizational goals and objectives. Over the years, the company was
involved in production of knit garments. It was mainly manufacturing cotton
T- shirts with embroidering. Currently there are 750 sewing machines
available at the Ekala plant, but only 391 employees (machine operators)are
being employed to run those machines. Therefore, the continuous gap between
expected efficiency level and current efficiency level of the production
division was identified. The companys monthly efficiency level is expected to
be maintained at 70%, but so far only 60%-65% efficiency level has been

achieved. Hence many factors that affect decrease in the efficiency level of
Polytex Garment are in existence.
Therefore this study was conducted in order to identify, investigate and
address to: what are the key factors or reasons for the gap between expected
efficiency level and current efficiency level of Polytex Garment in Ekala
plant?
1.4 Research Questions
What kind of place does the garment industry have in the world?
What is the production efficiency?
Why is production efficiency important to the manufacturing company?
How does the production efficiency affect the overall process of the
company?
What are the factors affecting the decrease in the production efficiency?
What kind of steps could the company take to minimize the issue?
1.5 Research Objectives
To identify the flow of the production process of the company.
To
identify
the
production
inefficiencies
within
their
existing
infrastructure.
Identification of root causes responsible for the inefficiencies.
Recommendations for minimize inefficiencies and improve productivity.
1.6 Scope of the Research
This report is concerned about analyzing the efficiency gap that is prevalent in
the Polytex garment Ekala branch by mainly focusing on the production

department. Since, it is a small scale qualitative research; the survey was
conducted for a sample of only 25 employees in the production plant, while a
discussionwas held with the manager.
1.7 Methodology
The target population of the research was employees of the production floor of
the Polytex Garment in the Ekala plant.
Sampling Method
The research sampling method that was used in this study is the stratified
sampling technique, in which scientific result were gathered in order to
represent the entire population of the production lines. There are 12 sewing
lines in Ekala plant with 32 employees are working in each line. Totally, 391
employees operate the sewing lines. Among 391 employees, 2 employees will
be picked from each sewing lines randomly to create the sample of 25
employees.
Data Collection
Primary Data Sources

A survey was conducted to collect data from the sampled employees
and an interview was carried out with the manager of the production
department to identify the main reasons for this problem.
Secondary Data Sources

Efficiency variation documents (which have been the organizations
basic analysis technique) were used as a tool for the collection of
secondary data.
Analyzing Method
The survey collected quantitative and qualitative data from the
employees and was examined in detail through commercial
spreadsheet packages such as MS-Excel and other suitable methods.
Data is presented data through charts and diagrams for clarity.
1.8 Limitations of the Study

Every organization has their rules and regulations according to the
organizational culture. So management of the organization was not ready to
disclose the secondary data to the outside parties. There were instances where
we realized that the management wasunable to understand the situation that
created a huge problem as well. Some members were not willingto express
their personnel ideas about the real situation that supported to create the
research problem in which the required information could not be obtained.
CHAPTER 2 LITERATURE REVIEW

2.1 Production Efficiency Theory
In the modern competitive business world organizations need to change or be up-todated, as otherwise the survival of any organization would not be possible. In this
case, the efficiency level of every department should be at the optimum level.
Production efficiency plays a major role to face the challenge of surviving in the
competitive business environment. Products should be supplied to the buyers on time
for the company to gain a good reputation. If this does not happen so, competitors will
get the benefits of it, where there is a chance for the organization to collapse.
Production efficiency mainly consists of efficiency of employees (labour efficiency),
efficiency of machines and many more. The above mentioned factors should need to
be at its best for attainment of the optimum production efficiency rate. It is a
responsibility of every organization to manage all these resources well to make higher
production efficiency rate.
Efficiency is considered to be as one of the critical challenges in the production
process. Efficiency is measured by comparing the actually attained or realized value
of the objective function against what is attainable at the frontier. The resource
constraint makes increasing efficiency one of the most important goals of any
individual and society since efficiency acts as an important source of growth. Thus
efficiency has policy implications both at the micro and the macro-economic level.
Increasing technical and allocative efficiency is an important factor of productivity
growth and is more appropriate in developing countries where resources are scarce
and raising production through improved efficiency does not generally require

increasing the resource base or developing new technology. The importance of
measuring and analyzing the level of efficiency of firms cannot thus be
overemphasized.
In microeconomic theory of the firm, production efficiency is decomposed into
technical and allocative efficiency. A producer is said to be technically efficient if
production occurs on the boundary of the producers production possibilities set, and
is technically inefficient if production occurs on the interior of the production
possibilities set. That is, technical efficiency is the extent to which the maximum
possible output is achieved from a given combination of inputs. (Ellis, 1988) On the
other hand, a producer is said to be allocatively efficient if production occurs in a
region of the production possibilities set that satisfies the producers behavioural
objective.
Farrel (1957) distinguished between technical and allocated efficiency in production
through the use of the frontier production function. Technical efficiency is the ability
to produce the given level of output with a minimum quantity of inputs under a
certain technology.
The measurement of production efficiency has been highly recognized as an important
exercise in view of its relevance for policy makers in showing whether it is possible to
increase output by simply increasing the efficiency of the firm without substantial
additional resources. The methodologies for examining the production efficiency of
an entrepreneur can generally be grouped into four different broad categories: the
average factor productivity estimates; the linear programming approach; the
production function approach; and the profit function methodology. The simplest of
measure of efficiency is the partial or average productivity index. This approach is an

unsatisfactory measure since it ignores the presence of other factors, which affect the
average or marginal productivity and considers only one input at a time.
A simple comparison of total factor productivity is not a satisfactory efficiency
indicator because a business firms differ with respect to factor proportions,
subsistence needs, and off firm income opportunities, all of which have an impact on
the revenue obtainable in a given resources endowment (de Hean and Runge-Metzger,
1989). The attempts to overcome this shortcoming led to the development of total
factor productivity indexes in which a weighted average of inputs was compared with
average output. The profit function approach is also seriously criticized because of its
assumption of profit maximization as the given objective in the allocation process
(Ellis, 1988). Entrepreneur objectives may not necessarily be that of profit
maximization. Utility maximization or minimization risk could be important factors
influencing entrepreneurs decision making.
The conventional production function approach is the most widely used the measure
in the analysis of production efficiency of business firms. The traditional approach is
to estimate an average production function by a statistical technique such as least
squares. Average production functions have received far more attention for the simple
statistical reason that the mean of the error terms is zero. This is, however, not
consistent with the definition of production function.
The finding a measure of technical efficiency that is consistent with the definition of
production function has been a major concern for many researches. The production
technology is represented by the transformation (production) function that defines the
maximum attainable outputs from different combinations of inputs. Alternately, if
considered from an input orientation side, it describes the minimum amount of inputs
required to achieve a given output level. In other words, the production function
describes a boundary of frontier.
2.2 Motivation Theory

Motivation can simply be described as a process of generating commitment and
enthusiasm among every employee of the organization in order to achieve its goals
efficiently and effectively. The key elements included in the motivational process are
how hard a person tries to achieve the goals (intensity), how are they accomplished
(direction) and the continuous interest of the individual for goal attainment
(persistency).
Herzbergs Two Factor Theory
Psychologist Frederick Herzberg took the view that man lives at two levels, physical
level and the psychological level concerning about their success or failure of the job.
Herzberg investigated what do people want from their jobs? in detail, which they felt
exceptionally good or bad about their jobs. Several factors lead to employee
satisfaction while the others lead to dissatisfaction. Those are called Hygiene factors
and Motivation factors.
Hygiene factors. These are factors whose absence motivates, but whose
presence has no perceived effect. They are things that when you take them
away, people become dissatisfied and act to get them back. A very good
example is heroin to a heroin addict. Long term addicts do not shoot up to get
high; they shoot up to stop being sick -- to get normal. Other examples
include decent working conditions, security, pay, benefits (like health
insurance), company policies, interpersonal relationships. In general, these are
extrinsic items low in the Maslow/ Alderfer hierarchy.
Motivators. These are factors whose presence motivates. Their absence does
not cause any particular dissatisfaction, it just fails to motivate. Examples are
all the things at the top of the Maslow hierarchy, and the intrinsic motivators.
So hygiene factors determine dissatisfaction, and motivators determine

satisfaction. The two scales are independent, and you can be high on both. If you
think back to the class discussion on power, we talked about a baseline point on
the well-being scale. Power involved a threat to reduce your well-being, causing
dissatisfaction. Hence, power basically works by threatening to withhold hygiene
factors. Influence was said to fundamentally be about promising improvements in
well-being -- when you are influenced to do something, it is because you want to,
not because you were threatened. Influence basically works by offering to provide
motivators (in Herzberg's terms).
CHAPTER 3 PRESENTATION OF DATA AND ANALYSIS

3.1 Organization Process
Esquel group is the mother company of Polytex Garment which is located in Hong
Kong. Mother company allocated all the orders (designs) and resources (fabrics,
accessories) to the Polytex. When the mother company placed an order to the Polytex,
management of the company measured the production capacity first. Polytex garment
approved their orders according to the production capacity at that moment. Production
capacity was measured consistent with the number of operators and produce hours.
Produce hours was calculated by the mother company, Esquel group. If polytex
garment approved an order, buyer informed its needs and requirements to the
merchandising department and sent it to the sample room to make a sample of the
order. If that order needed washing and embroidering parts, washing plant and
embroidering department also involved to make a complete sample of the order. Then
the sample sent to the buyer through merchandiser to check whether the sample made
in a desired quality or not. If the buyer satisfied about the sample, pre-production
planning department made the targets and budget for the order according to the
production capacity. Targets were creating based on efficiency rate with using a
specific measuring system called Standard Minute Value. Standard Minute Value
(SMV) means the time required for a qualified worker working at Standard
Performance to perform a given task. To calculate the SMV, pre-production planning
department used worldwide recognized software called General Sawing Data.
Polytex Garment was using vertical integration process for their manufacturing
operation. As an above mentioned, Polytex Garment Group received all the resources

from their mother company Esquel Group. Esquel Group has owned theirs cotton
farms, produces a high-count yarn that has a silken texture and is extremely fine and
lightweight, making it the ideal fabric for garments of the highest quality. Sending all
the fabrics, yarn and accessories to the Sri Lanka reduced unnecessary cost of the
operation. After the resources received from China, management released bulk order
to the production floor. At the production floor first of all the fabrics was receiving to
the cutting department. Monthly, the cutting capacity was 128,000 dozens in the
cutting department. After that, pieces were procuring to the embroidering department
if needed. And then those pieces were releasing to the sawing lines. There were 12
sawing lines at Ekala plant and each sawing line was operating from 32 employees.
When the sawing line released a complete garment, that garment sent to the washing
plant. After that the garment was receiving to the ironing, pressing, quality checking
and finally packing department respectively.
This is the production process of the Polytex Garment.
3.2 Efficiency Variations of Polytex Garment

3.2.1 Annual Efficiency Variation 2011 & 2012
Figure 1:-Line wise SAH efficiency variation 2011& 2012
Line wise SAH efficiency variation - 2011 & 2012

100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
2011
11
10
Li
ne
Li
ne
Li
ne
Li
ne
Li
ne
Li
ne
Li
ne
Li
ne
Li
ne
Li
ne
Li
ne
2012
According to the above figure1 in 2011, Line 10 was not working. The reason was the
high labour turnover in line 10, therefore existing employees of line 10 allocated to
the other departments. Such as cutting, embroidering, packing and pressing.And it
shows in red colour24% of efficiency rate in line 11 as lowest efficiency rate of
the 2012 due to the management was appointed newly trained employees to the line
11.
3.2.2 Line wise SAH efficiency variation 2013
Figure 2:- Efficiency Rate of January 2013
Jan-13
Lines
Figure 3:- Efficiency Rate of February 2013
11
Li
ne
9
Li
ne
Li
ne
5
Li
ne
3
Li
ne
Li
ne
100%
90%
80%
70%
60%
50%
40%
Efficiency Rate
30%
20%
10%
0%
Feb-13
11
Li
ne
9
Li
ne
7
Li
ne
5
Li
ne
3
Li
ne
Li
ne
100%
90%
80%
70%
60%
50%
40%
Efficiency Rate
30%
20%
10%
0%
Lines
Figure 4:- Efficiency Rate of March 2013
Mar-13
Lines
11
Li
ne
9
Li
ne
7
Li
ne
5
Li
ne
3
Li
ne
Li
ne
100%
90%
80%
70%
60%
50%
40%
Efficiency Rate
30%
20%
10%
0%

Figure 5:- Efficiency Rate of April 2013
Apr-13
11
Li
ne
9
Li
ne
7
Li
ne
5
Li
ne
3
Li
ne
Li
ne
100%
90%
80%
70%
60%
50%
40%
Efficiency Rate
30%
20%
10%
0%
Lines
Figure 6:- Efficiency Rate of May 2013
May-13
Lines
11
Li
ne
9
Li
ne
7
Li
ne
5
Li
ne
3
Li
ne
Li
ne
100%
90%
80%
70%
60%
50%
40%
Efficiency Rate
30%
20%
10%
0%

Figure 7:- Efficiency Rate of June 2013
Jun-13
11
Li
ne
11
9
Li
ne
9
7
Li
ne
5
Li
ne
3
Li
ne
Li
ne
100%
90%
80%
70%
60%
50%
40%
Efficiency Rate
30%
20%
10%
0%
Lines
Figure 8:- Efficiency Rate of July 2013
Jul-13
Lines
Li
ne
Li
ne
7
Li
ne
5
Li
ne
3
Li
ne
Li
ne
100%
90%
80%
70%
60%
50%
40%
Efficiency Rate
30%
20%
10%
0%
Figure 9:- Efficiency Rate of Auguest 2013
Aug-13
11
Li
ne
9
Li
ne
7
Li
ne
5
Li
ne
3
Li
ne
Li
ne
100%
90%
80%
70%
60%
50%
40%
Efficiency Rate
30%
20%
10%
0%
Lines
Figure 10:- Efficiency Rate of September 2013
Sep-13
Lines
11
Li
ne
9
Li
ne
7
Li
ne
5
Li
ne
3
Li
ne
Li
ne
100%
90%
80%
70%
60%
50%
40%
Efficiency Rate
30%
20%
10%
0%
Figure 11:- Efficiency Rate of October 2013
Oct-13
11
Li
ne
9
Li
ne
7
Li
ne
5
Li
ne
3
Li
ne
Li
ne
100%
90%
80%
70%
60%
50%
40%
Efficiency Rate
30%
20%
10%
0%
Lines
Figure 12:- Efficiency Rate of November 2013
Nov-13
Lines
11
Li
ne
9
Li
ne
7
Li
ne
5
Li
ne
3
Li
ne
Li
ne
100%
90%
80%
70%
60%
50%
40%
Efficiency Rate
30%
20%
10%
0%
Figure 13:- Efficiency Rate of December 2013
Dec-13
11
Li
ne
9
Li
ne
7
Li
ne
5
Li
ne
3
Li
ne
Li
ne
100%
90%
80%
70%
60%
50%
40%
Efficiency Rate
30%
20%
10%
0%
Lines
Following figure 6, 7, 8 and 9 in 2013,April to June, there was a higher decline of

efficiency level. Union problem hasaffected to the overall operation of the company in
those months.
3.2.3 Line wise SAH efficiency variation 2014
Figure 14:- Efficiency Rate of January 2014
Jan-14
11
Li
ne
9
Li
ne
7
Li
ne
5
Li
ne
3
Li
ne
Li
ne
100%
90%
80%
70%
60%
50%
40%
Efficiency Rate
30%
20%
10%
0%
Lines
Figure 15:-Efficiency Rate of February 2014
Feb-14
Lines
Figure 16:- Efficiency Rate of March 2014
11
Li
ne
9
Li
ne
7
Li
ne
5
Li
ne
3
Li
ne
Li
ne
110%
100%
90%
80%
70%
60%
50%
40%
Efficiency Rate
30%
20%
10%
0%
Mar-14
11
Li
ne
9
Li
ne
7
Li
ne
5
Li
ne
3
Li
ne
Li
ne
100%
90%
80%
70%
60%
50%
40%
Efficiency Rate
30%
20%
10%
0%
Lines
Figure 17:- Efficiency Rate of April 2014
Apr-14
Lines
Figure 18:- Efficiency Rate of May 2014
11
Li
ne
9
Li
ne
7
Li
ne
5
Li
ne
3
Li
ne
Li
ne
100%
90%
80%
70%
60%
50%
40%
Efficiency Rate
30%
20%
10%
0%
May-14
11
Li
ne
9
Li
ne
7
Li
ne
5
Li
ne
3
Li
ne
Li
ne
100%
90%
80%
70%
60%
50%
40%
Efficiency Rate
30%
20%
10%
0%
Lines
Figure 19:- Efficiency Rate of June 2014
Jun-14
Lines
Figure 20:-- Efficiency Rate of July 2014
11
Li
ne
9
Li
ne
7
Li
ne
5
Li
ne
3
Li
ne
Li
ne
100%
90%
80%
70%
60%
50%
40%
Efficiency Rate
30%
20%
10%
0%
Jul-14
13
Li
ne
11
Li
ne
9
Li
ne
7
Li
ne
5
Li
ne
3
Li
ne
Li
ne
100%
90%
80%
70%
60%
50%
40%
Efficiency Rate
30%
20%
10%
0%
Lines
Figure 21:-Efficiency Rate of Auguest 2014
Aug-14
Lines
Figure 22:- Efficiency Rate of September 2014
13
Li
ne
11
Li
ne
9
Li
ne
7
Li
ne
5
Li
ne
3
Li
ne
Li
ne
100%
90%
80%
70%
60%
50%
40%
Efficiency Rte
30%
20%
10%
0%
Sep-14
13
Li
ne
11
Li
ne
9
Li
ne
7
Li
ne
5
Li
ne
3
Li
ne
Li
ne
100%
90%
80%
70%
60%
50%
40%
Efficiency Rate
30%
20%
10%
0%
Lines
Figure 23:- Efficiency Rate of October 2014
Oct-14
Lines
13
Li
ne
11
Li
ne
9
Li
ne
7
Li
ne
5
Li
ne
3
Li
ne
Li
ne
100%
90%
80%
70%
60%
50%
40%
Efficiency Rate
30%
20%
10%
0%

Figure 24:- Efficiency Rate of November 2014
Nov-14
13
Li
ne
11
Li
ne
9
Li
ne
7
Li
ne
5
Li
ne
3
Li
ne
Li
ne
100%
90%
80%
70%
60%
50%
40%
Efficiency Rate
30%
20%
10%
0%
Lines
Figure 25:- Efficiency Rate of December 2014
Dec-14
Lines
13
Li
ne
11
Li
ne
9
Li
ne
7
Li
ne
5
Li
ne
3
Li
ne
Li
ne
100%
90%
80%
70%
60%
50%
40%
Efficiency Rate
30%
20%
10%
0%
Line number 1 achieved their target efficiency rate only 3 times in 2013 in
March, May and August respectively.

Line number 2 unable to achieve their expected efficency rate in any month. In
April it is recorded the 3rd lowest efficiency rate of 39% in this month.
Line 3 only achieved three times of their expected efficiency rate in 2013
Efficiency rate of line 4 often stayed between the range of 45%-55% in 2013.
Line 5 only achieved 4 times of their target efficiency rate in 2013.
Line 6 could able to achived nine times of their target efficiency rate in 2013.
Line no 7 only achieved one time of their expected efficieny rate 72% in July.
Line no 8 also achived only one time of their expected efficiency rate in this
year and it is recorded the 3rd lowest efficency rate in the month of June.
Line no 9 only achieved 2 times of their expected efficiency rate and recorded
the 2nd lowest efficiency rate of 38% in the month of April.

Line 10 only achieved 2 times in the target rate.
Line 11 only achieved one time of their target rate and recorded the lowest
efficienc rate of 32% in the month of April.

Line 12 started their work in the beginning of July month and achived their
target efficiency rate only in December.

Table
In 2014 according to the above table line 1 achieved expected efficiency level
only in two months, January and September respectively.

There can be seen only one efficiency achievement in the line 2.
Line 3 achieved expected efficiency level in 4 times 80% in January, 91% in
april, 76% in July, 71% in December.

72% of efficiency level achieved by the line 4 only in the month of September.
Above table shows line 5 achieved 71% and 83% of efficiency level in March
and April respectively.

Highest rate of efficiency level recorded in line 6 in the year of 2014.
Fabulouse rate of 102% reported as the highest efficiency rate achievement by
an any line in the last 4 years.

Line 7 unable to achieve the expected efficiency rate in any month. This line
has the lowest efficiency rate in the 2014.

Line 8 achieved expected efficiency level only in two times in the 2014.
Line 9 achieved expected efficiency rate in January, February and Novenber in
2014.
Line 10, Line 12, Line 13 and Line 14 couldbe able to achieve their efficiency
level specially at end of the year.
3.2.4 First time achievement in 2013 &2014
Figure 26:- FTY 2013 & 2014
FTY 2013 & 2014
2013
Months
ov
N
Se
p
Ju
l
M
ay
2014
M
ar
Ja
n
80%
70%
60%
50%
40%
Efficiency Rate 30%
20%
10%
0%
3.3 Questioner Analysis
Question1:Age group
Table 1 :- Age Group
Scale
No. of employees
Percentage
10 to 20
36%
20 to 30
28%
30 to 40
32%
40 to 50
4%
Figure 27:- Age Group
Age group
4%
10 to 20
36%
32%
20 to 30
30 to 40
40 to 50
28%
Above Figure 28 shows the age group of the employees who are working at the
production floor. Majority of the employees are in the age group of 10 to 20 (36%).

Question 2:My job content and responsibilities are appropriate (not over loaded or not under
loaded) for me.
Table 2:- Satisfaction of the current work load
Scale
No. of employees
Percentage
Agree
07
28%
Neutral
18
72%
Disagree
00
0%
Figure 28:- Satisfaction of The Current Work Load
Satisfaction of The Current Work Load
Agree
28%
Neutral
Disagree
72%
According to the Question no. 2, Figure 29 shows employee satisfaction on

the current work load. 72% of employees are been response as neutral.
Question 3:My organization provides better training programme to me.
Table 3:- Nature of The Training Programme

Scale
No. of employees
Percentage
Agree
12
48%
Neutral
32%
Disagree
20%
Figure 29:- Nature of the Training Programme
Nature of the Training Programme
20%
Agree
Neutral
Disagree
48%
32%
Thisfigure shows that the majority of the workers, 48% are satisfied with the training
programs which they have been given by the company.
Question4:I think that financial or financially related reward system in my organization is fair
and satisfactory.
Table 4:- Satisfaction of the Reward System
Scale
No. of employees
Percentage
Agree
24%
Neutral
10
40%
Disagree
36%

Figure 30:- Satisfaction of the Reward System
Satisfaction of the Reward System
22%
Agree
Neutral
42%
Disagree
36%
36% of total employees are not satisfied and 40% of employees are
neutral about the current reward system that the company is maintaining.
This shows that the reward system of the company is not an appropriate
level.
Question 5:-
I feel that working conditions are clean, pleasant & safe in my organization.
Table 5:- Nature of the Working Condition
Scale
No. of employees
Percentage
Agree
10
40%
Neutral
15
60%
Disagree
0%

Figure 31:- Nature of the Working Condition
Nature of the Working Condition
Agree
Neutral
40%
Disagree
60%
60% of employees are been response as neutral about the working

condition at the production floor.
Question 6:-
My relationship is good, with supervisors

Table 6:- Relationship with Supervisors
Scale
No. of employees
Percentage
Agree
16%
Neutral
36%
Disagree
12
48%
Figure 32:- Relationship with Supervisors
Relationship with Supervisors
16%
Agree
Neutral
Disagree
48%
36%
48% of total employees are directly saying that they have not a good
relationship with their supervisors and 36% are been neutral in this matter.
Table 7:- Relationship with Peers

With subordinates
Scale
No. of employees
Percentage
Agree
17
68%
Neutral
32%
Disagree
0%
Figure 33:-Relationship with Subordinates
Relationship with Subordinates
Agree
32%
Neutral
Disagree
68%
Above figure shows that 68% of employees have a good relationship with their peers.
Question 7:Our supervisors assist employees to work efficiency.

Table 8:- Supervisor Assistence
Scale
No. of employees
Percentage
Agree
36%
Neutral
8%
Disagree
14
56%

Figure 34:- Supervisor Assistence
Supervisor Assistence
Agree
Neutral
36%
Disagree
56%
8%
56% of employees are in dissatisfaction level about the guidance of their

supervisors. Only 8% says that they have been guided in a good way by
their supervisors.
Question 8:-
I feel the supervisors give appreciations for our performance and skills.
Table 9:- Supervisor Appreciation for the Performance and Skills
Scale
No. of employees
Percentage
Agree
20%
Neutral
32%
Disagree
12
48%
Figure 35:- Supervisor Appreciation for the Performance and Skills
Supervisor Appreciation for the Performance and Skills
20%
Agree
Neutral
Disagree
48%
32%
Considering about the figure 36, it shows that the supervisor appreciation
to subordinates for their performance and skills is not in a satisfied level.
48% are disagreed and 32 employees are neutral in relation to this matter.
Question 9:-
I feel better about the supervisor interference in our problem, well-being and feature.
Table 10:- Suerpervisor Interference in employee problems
Scale
No. of employees
Percentage
Agree
16%
Neutral
24%
Disagree
15
60%

Figure 36:-Suerpervisor Interference in employee problems
Suerpervisor Interference in employee problems
16%
Agree
Neutral
Disadgree
24%
60%
This figure37 show that the interference of supervisors in relation to

employees' problems are not in a please way. 60% of total employees are
not happy about the way their superiors' interference to their problems.
Question 10:-
I am satisfied with the job security given by the organization.

Table 11:- Satisfaction about the Job Security
Scale
No. of employees
Percentage
Agree
24%
Neutral
11
44%
Disagree
32%

Figure 37:- Satisfaction about the Job Security
Satisfaction about the Job Security
Agree
24%
32%
Neutral
Disagree
44%
This figure38 shows that the majority of employees feel unsafe about their
job security level. 40% of employees directly said their job security is in
unsafe level.
Question 11:-
I am aware with policies and procedures to the company and I find that satisfactory.
Table 12:- Knowledge about the Policies and Procedures
Scale
No. of employees
Percentage
Agree
19
76%
Neutral
24%
Disagree
0%

Figure 38:- Knowledge about the Policies and Procedures
Knowledge about the Policies and Procedures
24%
Agree
Neutral
Disagree
76%
76% of employees are agreeing with the statement of having a good

knowledge about the policies and procedures of the company.
Question 12:-
I think there are right opportunities in this organization for my personal growth and
personality.
Table 13:- Nature of the opportunities for the personal growth and personality
Scale
No. of employees
Percentage
Agree
24%
Neutral
19
76%
Disagree
0%

Figure 39:-Nature of the opportunities for the personal growth and personality
ure of the opportunities for the personal growth and persona
24%
Agree
Neutral
Disagree
76%
According to the question no. 12, 76% of employees feel that the
opportunity for the personal growth and personality given by the company
is neutral.
Question 13:-
I believe that the cooperation of the management also influences the level of
motivation.
Table 14:- Influence of the Management
Scale
No. of employees
Percentage
Agree
24%
Neutral
15
60%
Disagree
16%
Figure 40:-Influence of the Management
Influence of the Management
16%
24%
Agree
Neutrl
Disagree
60%
CHAPTER 4 DISCUSSION
When concern about these charts, can see a huge variation of efficiency rates between
sawing lines in each month in Polytex Garment. There are some factors which lead to
make these huge efficiency gaps.
In Ekala plant of Polytex Garment has 12 sawing lines in production floor. 32
employees were operating different tasks in each sawing line.When allocating orders
to the production floor, all the sawing lines did not handle the orders which came
from the same buyer at the same time. For an example, if line1 handle an order from
POLO at the same time line2 handle an order from Tommy Hilfiger. It means
different types of orders can be placed to the production floor at the same time. And
also some orders can be simple and the other orders can be difficult. Therefore sawing
lines which are handling simple orders get higher efficiency rate more than lines
which are handling complex orders. According to the above figures in an every month
of the every year some sawing lines achieved the efficiency target but some were not.
As an example, considering about the efficiency variation of February 2014, Line 6
achieved 102% than the other sawing lines.
Another important factor which leads to the efficiency variation is management
failures of allocating orders. There was no any special plan to allocate orders to the
sawing lines. Management selected sawing lines randomly to handle the orders, if it
was easy or heavy. Think that there was a line which was having newly trained
employees like the sawing line number 11 in 2012.When compare to the other sawing
lines in 2012 line number 11 achieved only 24% of efficiency. It was the lowest
achievement in that year. Management should need to aware about these lines and

they should allocate simple orders to these lines because it does not have skilled
employees to face the big challengers. But if management selecting the lines
randomly the lines which are having lack of skilled employees are going to face some
difficulties and it will lead to lose the customers.
Mixing easy and heavy orders is another error that management did when allocating
orders. When there is a new order received to a sawing line it takes some time to
arrange to the new order to get maximum output. Additional embroidering parts,
different type of sleeves or collars and some value added process can be included to
the orders. Sometimes it had to change the machines in the sawing lines to continue
the process. Whatthe management did is, if a sawing line completed its order they
give completely different order from previous one as the next task. Therefore again
same line have to take more effort and get more time to arrange to the new order and
it will lead to reduce the total efficiency of the company.
If a sawing line needs to perform well other sections also should need to play their
role well. Those sections have to do the backup part to push the sawing lines to
achieve the target. There are some important sections which are playing the backup
part of the main production process such as cutting section, quality check department,
embroider department Etc. Sometimes there can be see cutting issues, fabric delays,
accessories delays and incompatibility of existing fabrics and some fabrics does not
meet the required standard to complete a quality garment. Polytex Garment has
received orders from world populist companies such as Tommy Hilfiger, Polo, Marks
& Spencer, Etc. So the materials should need to be fulfilling the standard level.
Polytex Garment received all the fabrics from their mother company Esquels Mill.
Sometimes the fabrics were not fulfilling the standard level. And also Esquel Group
was sending all the materials only for the required quantity. Sometimes received

materials were not enough to complete the order. Therefore sawing lines need to wait
for received the best fabrics to complete the given task. The delay of each second,
each minute will reduce the huge amount of total efficiency in Company.
Polytex Garment proceeds theirs own training department to train new employees
according to their process of the company. The required efficiency level for a training
employee to allow the main production line is 50%. It means all the trainers who are
having efficiency rate 50% or more than that allowed to perform the main production
process. Company overall expected efficiency rate is 70%. According to the process
of the company efficiency rate was calculating based on the Standard Minute Value.
SMV means the time required for a qualified worker working at Standard
Performance to perform a given task. Standard Performance showed an employee
working in 100% of efficiency. If an employee worked in a sawing line, which has
50% of efficiency, it matters to decrease half of the efficiency rate in one part.So it is
totally impossible to get 70% of efficiency rate by using the workers who are
qualified only from having 50% efficiency rate.
Employee absenteeism is one of a factor which affect to the overall process of the
company. Absenteeism is an employees intentional or habitual absence from work.
While employers expect workers to miss a certain number of workdays each year,
excessive absences can equate to decreased efficiency and can have a major effect on
company finances, morale and other factors.If there is an absence of skilled employee,
there are no new trained employees to fulfill or replace the missing place. Therefore
absenteeism of a skilled employee can affect to reduce the large quantity of daily
efficiency rate.

Concerning about the matters in 2011 at line 10 and line number 11 in 2012, both
problems arose due to lack of skilled employees who can perform at more than 60%
of efficiency rate.
There was a huge labour turnover in line number 10 at the beginning of the year 2011.
Almost 40% (13 skilled employees) of skilled labours leaved the company and
existing employees could not handle the targets in a successful way. Management
replaced the vacancies by using training employees but their capability and
experience does not match the desired outcome. Therefore they decided to close the
line number 10 and existing employees allocated to different departments such as
cutting, pressing, washing and embroidering.
In 2012 there were 75% (24 employees out of 32) of newly trained employees in line
number 11. So new employees who are not have enough experience unable to reach
the speed as their seniors did before. And supervisor in line number 11 unable to do
the coordinate part between existing senior employees and newly trained employees.
Therefore in 2012, line number 11 unable to reach its given task.
Labour unions one of the most crucial factors which can affect to the process of any
organization. It might build an opportunities and as well as the challenges to the
management of the organization. There was a union problem in 2013 till the end of
the July form April. According to the above figure 6, 7, 8 and 9 can be seen a higher
decline of efficiency variation in 2013. The speed of the production process remained
lower level due to the conflicts between union and the management. Labour union
always tried to affect to the production process in a bad manner. They force the
employees to do not cover the remaining targets. Because of that, supervisors in each
line had to struggle and they also had to force the employees to cover the targets on

time. According to the questioner analysis employees do not have good relationship
with their supervisors. Table 06 shows that only 16% of employees agree for the
having good relationship with their supervisors. Majority of the employees (48%)
were disagreeing with that statement. The satisfaction of financially or financially
related rewarding system was low among the employees. 46% of employees were
disagreeing with that statement.
Another factor which causes to reduce the efficiency rate is machine breakdowns. In
polytex garment there were 750 sawing machines and 10 embroidering machines.
Normally organization cannot stop the decaying and breakdowns of the machines. But
when going to replace the machine it will take long time period such as 15 to 20
minutes. It means the working process of technical operators was going slowly. This
is a big matter that management should concern about.
Lack of employee motivation is another problem that can be seen at the Polytex
Garment. It can also be a reason for the above mention two problems, employee
absenteeism and turnover. Motivation leads to encourage employees to do their works
in an effective and efficient manner. It is affect to the overall efficiency of an
organization. Considering about the questioner analysis can find out some
demotivation factors. According to the Table 6 employees do not have a good
relationship with their supervisors. Supervisors are the people who work closer to the
employees at the production floor. Bad relationship between employees and
supervisors leads to create big problems. Other statements in questioner which are
related to the supervisors behaviour helps to proof above mention reasons further
more. Table 8 shows 56% of employees disagree with the statement of better
assistance from supervisors to do their works efficiency. And there was a complaint

from employees that supervisors were not appreciating employee performance and
skills. Table 9 shows 48% of employees proof that complain. The supervisor
interference for the problems among employees is also low at the Polytex Garment.
According to the Table 10 60% of employees agree with that issue. Due to those
problems the employee motivation gets decreases to work in an efficient and effective
manner at the Polytex Garment.
CHAPTER 5 RECOMMENDATIONS AND CONCLUSION

5.1 Recommendations
Need to reduce the arranging time period to the new order.
Different types of orders can be placed to the production floor. It can be an easy
style or a heavy style. Management should need to get complete idea about the
new order before it release to the sawing lines. And also analyzing information
about the previous styles which are already placed to the sawing lines helps to
allocate orders to the right sawing lines. As an example, if the new order is a
heavy one, there can be some sawing lines which are already completing same
kind of style, so allocating that new style to the same sawing lines than the sawing
line which is completing easy type of style reduces unnecessary arranging time
period for the new order. Therefore those sawing lines can easily achieve the
efficiency targets. So management should always need to allocate orders to the
lines which are more capable to adapt to the new order.
Need to increase the required efficiency boundary of a training employee to

represent the main production process.
Polytex Garment has their own training department to train new employees
according to their operational process. New employees can have different skills
and abilities according to their educational level. Some trainees can finish training
period in 2 or 3 months, but some are not. Polytex Garment follows a procedure to
select new employees to the production floor with calculating efficiency rate of an
each employee. Currently the required efficiency rate for a training employee to

perform to the main production process is 50%. But company overall expected
efficiency rate is 70%. According to the scale of SMV (Standard Minute Value)
training employee should need to have at least 60% of efficiency level to
contribute to achieve overall efficiency level in the production process. Otherwise
new employee would not be capable to saw alike the senior skilled employees
sawing speed and to perform the high pressure events.
Mixing new employees with the skilled employees.
Studying above incidents in discussion part, can realized how important this is.
New employees do not have enough experiences to handle sawing process in an
effective manner and unable to reach the efficiency level. As an example, in 2011
line no. 10 and line no. 11 in 2012, both could not be able to achieve expected
efficiency level due to lack of skilled employees while doing serious damage to
the production floor. Therefore when allocating newly trained employees to the
main production flow management should mix new employees with skilled
employees rather than make them stick together to make sure that the above
incidents will not happen again.
Backup parts should need to be on time
Quality check department, cutting section, embroider sections are some examples
for the backup parts of the main production process. If those departments have
failed to do their jobs eventually the sawing lines will fail to cover the targets.
Sometimes sawing lines have to wait until it received the required quantity of
fabrics. Sometimes they received fabrics in desired quantity but the quality of the
fabrics is at a lower level. Cutting department need to be hurry because they have

to supply the desired materials at the right time. So there should be a clear,
effective system to coordinate those departments and to monitor the whole process
of the company.
Increasing employee motivation
In relation to the discussion part lack of motivation is a big problem at the Polytex
Garment. Because of that employee absenteeism and turnover was increased.
Large number of skilled employees tends to leave the organization due to this
reason. So without enough skilled employees, production department cannot be
able to achieve the expected efficiency level. First of all management should need
to facilitate a good atmosphere to create a proper communication process among
employees and supervisors. Such as organizing annual get together, annual trips,
sports competitions. It helps to decrease the conflicts between employees and
supervisors. Especially management should need to organize a training
programme for the supervisors as well. (Training supervisors about how to build a
good relationship with their subordinates and how to understand their feelings
[some kind of a mental training]) And also need to create a rewarding system
(non-financial) to appreciate employee skills and performance.
5.2 Conclusion
Over the past few years, apparel industry has become one of the most popular
manufacturing fields in the world. This study focused about the low production
efficiency of Polytex Garment, one of a leading apparel company in Sri Lanka.
According to the above chapters Polytex Garment has faced an issue of decreasing
production efficiency during last two three years. As recognized, there were some
problems, when placing orders to the production floor, selecting and allocating newly

trained employees to the sawing lines, performance of the backup sections, machine
breakdowns and the lack of motivation of an employee. Those are the reasons that
affect to reduce the production efficiency of Polytex Garment. It suggested, reducing
the arranging time period for the new order and providing good atmosphere for the
backup sections to work on time, thereby reducing the time of operation and reducing
the lead time in production. Thus the cost of production can be reduced. By rectifying
other reasons with motivating employees to do their work in best way and mixing
training employees with the existing employees, production rate can be improved.
According to the study, production efficiency contains the effective time management,
low cost, effective usage of resources, Etc. all these factors affect to the overall
process of the organization. As the conclusion, in manufacturing field production
efficiency is a major component that affect to the profit of the organization.
APPENDICES
Employee Motivation Survey

As students of the National Institute of Business Management, we are conducting this
survey to review the application of the Motivation for the requirement of fulfilling
the research. We assure that the information will be used for academic purpose only
and shall be kept confidential.
1. Department:
2. Gender:
3. Age:
a. 10 to 20
b. 20 to 30
c. 30 to 40
d. 40 to 50
4. My job content and
Male [ ]
Female [ ]
[ ]
[ ]
[ ]
[ ]
responsibilities are appropriate (not over loaded or not
under loaded) for me.

a. Agree
[ ]
b. Neutral
[ ]
c. Disagree
[ ]
5. My organization provides better training programme to the trainees.
a. Agree
[ ]
b. Neutral
[ ]
c. Disagree
[ ]
6. I think that financial or financially related reward system in my organization is
fair and satisfactory.
a. Agree
[ ]
b. Neutral
[ ]
c. Disagree
[ ]
7. I feel that working conditions are clean, pleasant & safe in my organization.
a. Agree
[ ]
b. Neutral
[ ]
c. Disagree
[ ]
8. My relationship is good.
with supervisors,
a. Agree
[ ]
b. Neutral
[ ]
c. Disagree
[ ]

with subordinates,
a. Agree
[ ]
b. Neutral
[ ]
c. Disagree
[ ]
9. Our supervisors assist employees to work efficiency.
a. Agree
[ ]
b. Neutral
[ ]
c. Disagree
[ ]
10. I feel the supervisors give appreciations for our performance and skills.
a. Agree
[ ]
b. Neutral
[ ]
c. Disagree
[ ]
11. I feel better about the supervisor interference in our problem, well-being and
feature.
a. Agree
[ ]
b. Neutral
[ ]
c. Disagree
[ ]
12. I am satisfied with the job security given by the organization.
a. Agree
[ ]
b. Neutral
[ ]
c. Disagree
[ ]
13. I am aware with policies and procedures to the company and I find that
satisfactory.
a. Agree
[
b. Neutral
[
c. Disagree
[
14. I think there are right
]
]
]
opportunities in this organization for my personal
growth and personality.

a. Agree
[ ]
b. Neutral
[ ]
c. Disagree
[ ]
15. I believe that the cooperation of the management also influences the level of
motivation.
a. Agree
b. Neutral
c. Disagree
[ ]
[ ]
[ ]
List of References
Employee handbook Polytex Garment, Ekala, Sri Lanka

Documents of Line Wise SAH Efficiency Variation 2011, 2012, 2013 &
2014 .Polytex Garment, Ekala, Sri Lanka

Ricky W. Griffin, Herzbergs Two Factor Theory, Management: Principles
and Applications, 10thEddition, 2012

http://www.esquel.com/en/
http://en.wikipedia.org/wiki/Productive_efficiency
http://www.tutor2u.net/business/gcse/production_efficiency_measures.htm
http://upetd.up.ac.za/thesis/available/etd-10122007-
115628/unrestricted/03chapter3.pdf
http://industries.ul.com/wpcontent/uploads/sites/2/2013/12/MC102_ProductionEffiencyAssesments_F_W
eb.pdf
http://www.tutor2u.net/business/people/motivation_theory_herzberg.asp

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LOW PRODUCTION EFFICIENCY IN POLYTEX

A project Report submitted for the partial fulfillment of the

Productivity and Management Development Division

NIBM [Advanced Diploma in Business Management]

NIBM [Advanced Diploma in Business Management]

NIBM [Advanced Diploma in Business Management]

We also take this opportunity to express a deep sense of gratitude to Mr.

NIBM [Advanced Diploma in Business Management]

NIBM [Advanced Diploma in Business Management]

NIBM [Advanced Diploma in Business Management]

Annual Efficiency Variation 2011 & 2012.............................22

Line wise SAH efficiency variation 2013..............................23

Line wise SAH efficiency variation 2014..............................29

First time achievement in 2013 &2014...................................39

NIBM [Advanced Diploma in Business Management]

NIBM [Advanced Diploma in Business Management]

NIBM [Advanced Diploma in Business Management]

CHAPTER 1 INTRODUCTION TO THE PROJECT

NIBM [Advanced Diploma in Business Management]

1.2 Background of the Study

1.3 Research Problem

NIBM [Advanced Diploma in Business Management]

1.4 Research Questions

1.5 Research Objectives

To identify the flow of the production process of the company.

Identification of root causes responsible for the inefficiencies.

Recommendations for minimize inefficiencies and improve productivity.

1.6 Scope of the Research

NIBM [Advanced Diploma in Business Management]

Primary Data Sources

Secondary Data Sources

NIBM [Advanced Diploma in Business Management]

1.8 Limitations of the Study

NIBM [Advanced Diploma in Business Management]

CHAPTER 2 LITERATURE REVIEW

NIBM [Advanced Diploma in Business Management]

NIBM [Advanced Diploma in Business Management]

NIBM [Advanced Diploma in Business Management]

2.2 Motivation Theory

NIBM [Advanced Diploma in Business Management]

So hygiene factors determine dissatisfaction, and motivators determine

NIBM [Advanced Diploma in Business Management]

CHAPTER 3 PRESENTATION OF DATA AND ANALYSIS

NIBM [Advanced Diploma in Business Management]

NIBM [Advanced Diploma in Business Management]

3.2 Efficiency Variations of Polytex Garment

Figure 1:-Line wise SAH efficiency variation 2011& 2012

Line wise SAH efficiency variation - 2011 & 2012

NIBM [Advanced Diploma in Business Management]

3.2.2 Line wise SAH efficiency variation 2013

Figure 2:- Efficiency Rate of January 2013

Figure 3:- Efficiency Rate of February 2013

NIBM [Advanced Diploma in Business Management]

Figure 4:- Efficiency Rate of March 2013

NIBM [Advanced Diploma in Business Management]

Figure 6:- Efficiency Rate of May 2013

NIBM [Advanced Diploma in Business Management]

Figure 8:- Efficiency Rate of July 2013

NIBM [Advanced Diploma in Business Management]

Figure 9:- Efficiency Rate of Auguest 2013

Figure 10:- Efficiency Rate of September 2013

NIBM [Advanced Diploma in Business Management]

Figure 11:- Efficiency Rate of October 2013