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ARVIND LIMITED,
ELECTRONIC
CITY, BANGALORE
APPAREL INTERNSHIP ( 23RD MAY TO 27TH AUGUST)
DURBAR DASGUPTA
ACKNOWLEDGEMENT
We would like to add a few heartfelt words for the people who helped us to complete this
project.
We wish to express our gratitude to everybody who has assisted us in the learning process during
this internship. There are many to whom expression of gratitude is inevitable, but there are some
special people who have to be given prominence, without whom we would not have reached the
conclusion of this project so quickly and efficiently. We wish to thank our mentor, Mr.
Bibekananda Banerjee for providing this wonderful opportunity and encouraging & motivating
us.
No amount of Gratitude is adequate for Mr. Prashanth TS, Chief Manager IE and Planning,
for his consent in allowing us to conduct our internship in their esteemed company.
We are grateful to Mr. Sambasivarao Popuri, IE Department for providing us with all facilities
required during our internship period.
TITLE PAGE
A report is based on Fourteen weeks internship at Arvind Limited, Electronic City, Bangalore.
Prepared by Durbar Dasgupta and Sourav Dolui, B F Tech, Sem-VII, National Institute of
Fashion Technology, of Kolkata and Chennai centres respectively.
INTRODUCTION
As per our course curriculum fourteen weeks internship is mandated, which aims practical
understanding of various processes related aspects of the industry. Internship enables students to
get a better understanding of a company, and also gaining knowledge on its functioning.
We have chosen to pursue our internship at Arvind Limited at Electronic City, Bangalore It
owns and manages both the owned brands as well as the licenses of some of the best
international brands like Arrow, Lee, Wrangler and Tommy Hilfiger for the Indian domain.
In compilation of this Internship report, all our efforts have been made to present a
comprehensive picture of the activities undertaken at Arvind Limited.
OBJECTIVE OF INTERNSHIP
Gain in-depth knowledge of the working of the industry in terms of
Organization structure
Infrastructure
Material & manufacturing process
Departmental study
Quality control
CSR
COMPANY PROFILE
Industry :
Year of establishment :
Products Offered :
Shirts
Business type :
Industry focus :
Shirting
Geographic Markets :
Mode of fabrication :
Area :
Man power :
1080
Board of Director :
The unit was formed in 2003 with a vision to cater to the ever growing domestic and overseas
markets and since then the company has been quite active. Since its inception the company has
been producing shirts for the top international and domestic brands.
At Arvind, the focus is to service our customers and enable them to grow. We understand that
each customer is different, and needs specialized attention. The focus has always been on the
buyers expectations and their highly specialized needs.
The goal is to win our customers trust and confidence through reliability, so that they can
develop long-term programs and alliances.
It owns and manages both the owned brands as well as the licenses of some of the best
international brands like Arrow, Lee, Wrangler and Tommy Hilfiger for the Indian domain.
Arvind Limited is a vertically integrated company. Arvind has set up facilities in Bangalore
which would cater to some of the best names in the ready made garments industry.
S. Oliver
Puma
Zara
Tommy Hilfiger
FCUK
Espirit
Mexx
Benetton
French Connection
Sisley
Banana Republic
Mango
Guess
Marks and Spencer
Pureza
Splash
Lifestyle
Reliance
Lucky
Rocha John Rocha
Debanhams
Lord & Taylor
1. DEPARTMENTAL STUDY:
1.1 FABRIC STORE:
Physical check is done on the received goods to confirm details like Style No, colour,
P.O. No., weight per lot; etc which are provided in the PI(Production information) sheet.
Physical check is done for 100% of the received quantity/stock. A sample swatch from
the bulk is sent to buyer for approval.
The colour continuity card is used for the purpose of dividing the fabric into various
batches for avoiding shade variation within garment /batches.
First Quality inspection is done on 10% of the quantity using Four point system. If
the inspection criteria are not met then again 15-20% of the remaining quantity is
checked. Fabrics that fail the inspection criteria are sent back to the mill for
replacements as the fabric sourcing is in-house.
PROCESS FLOW :
FABRIC
RECIEVED
AGAINST
DC FROM
MILL
MAKING
CHALLAN
INWARD
ISSUE
FABRIC TO
CUTTING
AGAINST
DC
RECEIVE OF
ACTUAL
CONSUMPTI
ON AS PER
IE DEPT.
RECONCIL
ATION OF
FABRIC
AGAINST
PERTICULA
R ORDER
PHYSICAL
RECORDIN
G
QUALITY
CHECKIN
G
INWARD &
OUTWARD
STOCK
RECORD
PHYSICAL
1.2 SAMPLING:
The department is responsible for making various samples for buyer approvals.
Sampling starts right after Order Confirmation Meeting.
Based on the requirement of buyer various samples are prepared before
production.
Analyzes the tech-pack received and prepares patterns accordingly on CAD.
Accordingly samples are cut and tailor stitched.
PROCESS FLOW:
TECH PACK
FROM
MERCHAND
ISER
BUYER
COMMENTS
AND
APPROVAL
REVISED
TECH PACK
SMS SAMPLE
ORDER (PAID
SAMPLES)
BUYER
COMMENTS
AND
APPROVAL
PROTO
SAMPLE
PRE
PRODUCTION
SAMPLE
SIZE-SET
(IF
REQUIRED
)
APPROVAL
FABRIC
ANALYSIS
SAMPLE
CONSTRUCTI
ON
FINISHING
AND
PACKAGING
AND
SHIPMENT
COMMENT
S AND
SAMPLE
CUTTING
FORECAST FOR
BULK QUANTITY
(BUYER)
FIT
SAMPLE
COMMENTS
AND
APPROVAL
ORDER
CONFIRM/R
EJECT
PATTERN
MAKING
ACCORDING TO
SHRINKAGE
(CAD)
MARKER
(CAD)
PURCHASE
ORDER
CONFIRMATIO
N.
The cad department receives tech-packs from sampling department for pattern
development.
Marker of size-L is received from sampling department and based on that
Grading is done.
The patterns are developed as per the spec sheet with style details.
PROCESS FLOW:
Tech-pack
from
sampling
Base Pattern
of size L is
received
from
sampling
Grading
Decides
marker
ratio for
bulk
Add
Shrinkage
Size Set
Pattern
Marker
making
Revised
marker
making if
any error
Final Pattern
for bulk
After receiving approval on the size set, lay order plan/production programme
is prepared and sent to the CAD, cutting and the spreader.
The lay order plan is prepared as per the ratio to be cut and the quantity to be
cut. The spreader refers to the lay order plan for the length, the number of
plies and lays for spreading.
PROCESS FLOW:
Fabric
Issue
Requisi
tion
Fabric
Issue
Spread
ing
Bundli
ng
Ticketi
ng
Cutting
Cut
parts
bank
Issue
1.5 SEWING:
The sewing floor consists of main production activities such as sewing, finishing and
packaging.
Reports are maintained regarding issual to sewing. Accordingly the pieces are issued to
lines responsible for sewing.
Feeding is done into the line bundle wise. All parts of garment are assembled together in
roll form.
Before assembly of pieces they are checked for any quality related issues and accordingly
rejected and recorded.
The machines in the sewing line are laid out as per sequence of the operations. Bundle
system is followed for parts and UPS for assembly.
PROCESS FLOW:
Cutting
issue
Line Issue
Feeding
End line
checking
Inline
checking
Sewing
Button &
Button
Hole
Washing
1.6 QUALITY:
The quality department determines the check points (in line) by identifying
the critical operations based upon the buyer comments received upon the PP
sample and the complex operations.
Quality department assures quality production by appointing checkers,
Quality control and Assurance personnel within sewing lines to monitor the
production.
The QC is also responsible for developing AQL reports at the end of the shift
based upon buyer AQL levels at end-line checking.
The quality also approves the size set pieces during pre-production phase.
The quality is checked after pressing, folding, and packaging. After pressing
the garments are sent to the final checking tables where teams of checkers
check the garments for various defects.
The alterations are sent back to the respective lines based on the line number
sticker attached under the label by the end-line checker.
Quality department regularly checks the cut pieces as per the patterns
provided by the CAD.
Quality department conducts inspection of received fabrics using Four point
system.
PROCESS FLOW:
Store room
after
washing
Top side
checking
Inside
checking
Button
fixing
Ironing
Dusting
Auditing
Collar&pock
et button
closing
Final
checking
Repressi
ng
Measurem
ent
checking
Button
checking
Folding
Label
checking
Re-dusting
Presenta
ti-on
check
Packing
Warehous
e
1.8 MAINTENANCE:
Consumption calculation
Fabric
Thread
Line setup
Machine layout
Machine set-up
Line balancing
Productivity and efficiency management
Time study
Method study
Costing
Query stage costing
Pre-production costing
Final costing
Capacity planning
Capacity booking
Learning curve
Production feasibility
PROCESS FLOW:
1.10
MERCHANDISING:
PRE-PRODUCTION STAGE:
PRODUCTION STAGE:
After the PP sample from buyer is approved the merchandiser sends the buyer
comments received to all departments for reference.
As per buyer requirement the merchandiser also provides each department
with department specific instructions provided by the buyer, for e.g. folding
technique, Packaging method and ratios.
Merchandiser remains involved with the follow up and decision making of the
order from beginning till the shipment.
1.11
In the post production phase the merchandiser tracks and follows up the final
Inspection.
It is also necessary to ensure that the order is ready on time and shipped as
required.
The merchandiser in coordination with the IE compiles the data relating to
final costs incurred.
This costing is sent to the H.O for accounting Profit and loss.
PRE-PRODUCTION PHASE:
Before production starts the PPC department starts the planning in order to
determine the timeline during which each production activity has to be
performed.
TNA action calendar is prepared accordingly to determine the duration for
each activity. The TNA calendar consists of various dates such as sample
approval, fabric booking, fabric receiving, production cut date, final
inspection and shipment.
The FI (final inspection) date is calculated as three day before the shipment
date. The PCD (production cut date) is determined by backward calculations
from the FI date and the days required for production purpose.
The period between the order booking and the PCD is utilized for sampling
and material procurement. The days required for production is calculated on
the basis of capacity, efficiency, labour turnover, learning curve and other
production variables.
PRODUCTION PHASE:
During the production phase the PPC is responsible for controlling the
production rate. Micro planning is done on daily basis with IE department
to meet required targets.
PPC also keeps track on the material procurement dates such as fabric
received dated for the purpose of revising TNA calendar.
1.12
After the production PPC department keeps track of various activities such
as finishing, washing, packaging and inspection dates and details.
EMBROIDERY:
The artwork from the buyer is directly received via merchandiser. The
department works on that art work on the CAD software.
During production the pieces requiring embroidery are received in bundle
form. Embroidery is done on some of the pieces and checked by the QC
against the buyer approved sample.
PROCESS FLOW:
Art Work
from
buyer
Sampling
Approval
Mass
Productio
n
Fabric consumption
Quantity
Secondary Fabric cost
Trims
Embroidery
CMT (Cutting, Making & Trimming)
Negotiation (getting the best out of a deal)
Shortage/wastage
Washing
Buyer specification (It is buyers responsibility to specify the quality required)
Currency (USD, INR, EURO, GBP)
Mode of Shipment (sea, air)
FOB (Free On Board)
CIF (Cost, Insurance and Freight)
OH (Over head)
Profit (level of %)
PROJECTS
\
PROJECT 1
(METHOD STUDY OF COLLAR RUN OPERATION IN LINE O)
METHOD STUDY:
Method study means a change as it is going to affect the way in which the job is done
presently and is not fully accepted by workman and the union. Human consideration play a
vital role in method study. These are some of the situations where human aspect should be
given due importance:
To study, analyse existing processes and methods followed in the line O for collar run
operation.
To use various tools and reduce the non-value added time.
DETAILED STUDY:
BUYER: J C PENNY
STYLE: 151203
LOT NO. 2
PRE-EXISTING METHOD:
The operator using both her hands to pick and place each of the two parts of the collar.
10
34.4
6
6.31
35.2
1
7.22
33.2
3
6.10
35.5
8
6.54
33.5
2
5.56
34.5
1
7.14
33.1
6
7.11
32.5
4
6.18
36.2
7
7.38
35.43
RECOMMENDATION :
In order to reduce the handling time and hence help in increasing efficiency of the line, the
worker was advised to use both her hands to pick and place the two collar panels
simultaneously.
A training programme should be arranged to improve the handling time of the workers.
7.19
Observations
10
29.0
3
2.42
28.5
6
2.27
29.11
29.5
7
2.19
29.3
6
2.11
29.4
1
2.17
30.3
4
3.08
30.2
3
3.11
28.4
7
2.03
29.03
2.38
Thus,
Reduction in average cycle time = 34.39 seconds 29.31 seconds
= 5.08 seconds.
Reduction in average handling time = 6.67 seconds 2.41 seconds
= 4.26 seconds.
PROJECT 2
2.38
TIME- STUDY:
10 closest observations were recorded.
Observations
Time( in seconds)
1
4.14
2
4.23
3
4.17
4
3.92
5
3.98
6
4.04
7
4.01
RECOMMENDATION:
Development of a product to facilitate the cutting of QC label.
Details of the prototype:
Diameter of the QC roll = 1 inch
Product mechanism = Pull and cut and sliding mechanism.
Cylindrical roller base diameter = 0.8 inches
Blade width = 1 inch
8
3.67
9
3.72
10
4.16
Observations
Time( in seconds)
1
1.08
2
1.17
3
1.04
4
0.98
5
0.91
6
0.96
7
0.84
8
0.89
9
1.03
10
1.12
Thus,
Reduction in cycle time for the Non-Value added activity( QC label cutting) = 4.004 seconds
1.002 seconds = 3.002 seconds.
PRODUCT IMAGE:
PROJECT 3
OBJECTIVES:
The project covers various objectives and milestones. To simplify, weve categorised into three
major objectives:
Implement effective method to calculate safety stock levels that incorporate the
accuracy of required WIP
Correct WIP for schedule - Right material is always available in the right quantity
in the right location
PROJECT SCOPE:
Re-cut
Time Study
Implement effective method to calculate safety stock levels that incorporate the accuracy of
required WIP
Introduce Mechanism to serve the fabric & trims from W/H to cutting table & module
Correct WIP for schedule - Availability of right quantity of right material at right location.
Spreading
Cutting- Straight Knife
Cutting- Band Knife
Bundling
Trims & lining Cutting
Quality Audit
Cutting Input Issue
PROBLEMS:
REQUISITE DATA:
1. FABRIC STORE: Report of the fabric received.
DATE
FABRIC QUANTITY
CUMULATIVE TOTAL
9/6/2016
2674.4 meters
2674.4 meters
14/6/2016
155.00 meters
2829.4 meters
18/6/2016
4719.60 meters
7549.00 meters
20/6/2016
1222.40 meters
8771.4 meters
20/6/2016
67.00 meters
8838.4 meters
FABRIC QUANTITY
3261
23
5500
150
5479
150
5496
150
5483
150
5488
150
5504
150
5491
124
5497
150
5484
150
5498
150
5358
91
So the probable solution is using bigger roll of fabric (consumption should be 1000 metres)
Benefits:
2. SPREADING:
Manual, 4 steps process.
RECOMMENDATION:
If roll size is bigger than normal size then no need of frequent changes of roll so it will reduce the time of
numbering.
PROJECT 4
( ANALYSIS OF THE EXISTING PRODUCTION FLOOR LAYOUT AND
DEVELOPING A NEW PRODUCTION FLOOR LAYOUT)
PRESENT LAYOUT:
LIMITATIONS:
Some lines follow UBS while others follow progressive bundling system.
PROPOSED LAYOUT:
PROJECT 5
(To analyze the various causes of Load Unload Variance in sewing and suggest their
remedies to reduce the re-cuts happening in the industry)
INTRODUCTION
Value loss is nothing but waste. All man machine and material that is subsequently not
a part of sold products is known as wastage.
Value Loss in Sewing is an issue of concern because of the magnitude of loss that it
incurs to the industry.
There was an issue in Arvind ltd that the Load and Unload quantities were not equal in
the batches.
In our project we have traced and recorded the loading and output receipts for one batch
and one style.
The Variance resulted in the number of missing pieces.
Some of the reasons for missing the parts were:
Part sent to Re-cut
Part given to batch after In-Line Inspection
Part Missing from bundle.
Part Damaged while sewing.
Part not properly cut.
Part having defect in embroidery/print, etc.
Line Layout
DATA COLLECTION:
Order details:
Loading details:
OUTPUT DETAILS :
Loading = 1025
Washing Input = 1012
Reason: Pieces were sent for re-cut which after production were sent to washing without
being recorded in the register due to immediate shipment.
OUTPUT DETAILS:
Loading = 2229
Washing Input = 2211
Reason: bottlenecking due to absenteeism, thus pieces were sent to sampling operators. 18
pieces were misplaced during this movement.
LOADING DETAILS:
OUTPUT DETAILS:
Loading = 1382
Washing Input = 1364
Reason: Embroidery problem. Pieces were sent back for re-cutting and then embroidery.
Thus, were not considered as line balance.
CAUSES:
RECOMMENDATIONS:
Order Tracking Sheet should be maintained not only for total quantity but also size wise.
Operators should be trained properly to make them more efficient.
For the re-cutting, no re-cutting should be done without the proper form with the required
signature.
Before requesting for re-cut, the racks and other part storage area is supposed to be
checked thoroughly.
On recovery of the re-cut parts from cutting or sewing, the corresponding person should
be questioned and proper action should be taken.
A weekly inspection of both the sections can be done to find about the re-cut parts.
The racks need to have dividers
The storage system of the cutting room needs to be worked upon and improved.