Factors Affecting To The Poor Sewing Efficiency Level of Stylish Casual Wear (PVT) LTD, Kiriella

FACTORS AFFECTING TO THE POOR SEWING EFFICIENCY
LEVEL OF STYLISH CASUAL WEAR (PVT) LTD, KIRIELLA
This Supervised Independent Study Submitted to the Faculty of Management Studies,

Sabaragamuwa University of Sri Lanka in Partial Fulfillment of the Requirements for
the Special Degree of Bachelor of Science in EcoBusiness Management
HETTI ARACHCHILAGE SANDUNI ERANGIKA JAYAWEERA
(08/MS/148)
© 2014 H.A.S.E.Jayaweera
Faculty of Management Studies
Sabaragamuwa University of Sri Lanka
CERTIFICATION OF SUPERVISED INDEPENDENT STUDY

We, the undersigned, certify that
HETTI ARACHCHILAGE SANDUNI ERANGIKA JAYAWEERA
Candidate for the special degree of
Bachelor of Science in EcoBusiness Management
Has presented her supervised independent study entitled
FACTORS AFFECTING TO THE POOR SEWING EFFICIENCY LEVEL OF
STYLISH CASUAL WEAR (PVT) LTD, KIRIELLA
As it appears on the title page and the front cover of the supervised independent study
That the said supervised independent study is acceptable in form and content and
displays a satisfactory knowledge of the field of study as demonstrated by the
candidate through the oral examination held on
01st of August, 2014.
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DECLARATION
I, Hetti Arachchilage Sanduni Erangika Jayaweera declare that this supervised

independent study and the works presented in it are my own and it has been generated
by me as the result of my own original research.
Title of Supervised Independent Study:
FACTORS AFFECTING TO THE POOR SEWING EFFICIENCY LEVEL OF

STYLISH CASUAL WEAR (PVT) LTD, KIRIELLA
I confirm that:
(1).This work as done wholly or mainly while in candidature for a research degree at
this University; (2). Where any part of this supervised independent study has
previously been submitted for a degree or any other qualification at this University or
any other institution, this has been clearly stated; (3). Where I have consulted the
published work of others, this is always clearly attributed; (4). Where I have quoted
from the work of others, the source is always given. With the exception of such
quotations, this supervised independent study is entirely my own work; (5). I have
acknowledged all main sources of help; (6). Where the supervised independent study
is based on work done by myself jointly with others, I have made clear exactly what
was done by others and what I have contributed myself.
Signature of Student: Date:
Supervisor’s Recommendation:
This is to certify that this research has been prepared by H.A.S.E.Jayaweera under my
supervision.
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ii
Name of Supervisor: Date:
ABSTRACT
The group of Stylish Garments (Pvt) Ltd has five subsidiary companies in Sri Lanka
and Stylish Casual Wear (Pvt) Ltd, Kurugammodara, Kiriella, is one of the
subsidiaries of the group of Stylish Garments. As leading apparel manufacture, they
highly considered about their production level and the sewing efficiency level of the
factory. The expected sewing efficiency level of the Stylish Casual Wear (Pvt) Ltd is
65%. But up to now the company couldn’t achieve the expected sewing efficiency
level since the company was started. Therefore the purpose of this study is to identify
causes affecting to the poor sewing efficiency level of Stylish Casual Wear (Pvt) Ltd,
Kiriella. In order to comply with the above objectives the researcher developed eight
hypotheses. In this study it has been taken literature support from various sources
including research articles, journals and books related to the sewing efficiency. The
quantitative approach was selected as the research approach.108 Sewing Machine
Operators are selected as sample size for the research out of the 240 Sewing Machine
Operators by using the Sample Survey Calculator. To fulfill the research purpose a
survey was conducted to collect Primary Data by using a structured questionnaire. In
order to analyze the data, the researcher used Correlation Analysis to identify the
relationship between sewing efficiency and related sources of sewing efficiency.
Then, researcher used Multiple Regression Analysis to identify causes and also most
significant causes affecting to the sewing efficiency of Stylish Casual Wear (Pvt) Ltd,
Kiriella. The final result was presented by using pie charts and tables. As highlighted
in the analysis part, sewing machine breakdown, assigned quality targets, material
quality, operator working skills, working experience, job satisfaction, physical
working environment and training & development are the causes that affect to the
poor sewing efficiency level of Stylish Casual Wear (Pvt) Ltd, Kiriella. And also
assigned quality targets, operator working skills, job satisfaction, working experience,
training & development, sewing machine breakdown, material quality and physical
working environment are the most significant causes for the poor sewing efficiency
level of Stylish Casual Wear (Pvt) Ltd, Kiriella respectively.
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ACKNOWLEDGEMENTS
I would like to take this opportunity to acknowledge every person who are assisted
and encouraged me in numerous ways in order to complete my practical training
program and research report successfully.
First, I would like to express my deepest gratitude to Mrs. K. Manori Pathmalatha,

Lecturer, Faculty of Management Studies, Sabaragamuwa University of Sri Lanka for
her great supervision and precious advices give to make this research report success.
I would like to express my sincere thanks to Dr. Wasantha Rathnayake, Dean, Faculty
of Management Studies, Dr. W.K.Athula Gnanapala, Head, Department of Tourism
Management, Mrs. L.A.C. Sanjeewanie, Co-ordinator, Practical Training Unit and all
lecturers in the Faculty of Management Studies.
Further, I am immensely thankful to Mr. Roshan Priyantha, Human Resource

Manager, Stylish Casual Wear (Pvt) Ltd, Kiriella for his training supervision and
advices give to make my practical training program success.
I am very much grateful to Mr. Jeewantha Kumara, General Manager, Stylish Casual
Wear (Pvt) Ltd and all other staff members and workers of Stylish Casual Wear (Pvt)
Ltd, Kiriella.
Finally, I would like to express my special gratitude to my family and all my friends
who gave greatest support to me.
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TABLE OF CONTENTS
PERMISSION TO USE..................................................................................................I
DECLARATION............................................................................................................ii
ABSTRACT................................................................................................................iiii
ACKNOWLEDGEMENTS..........................................................................................iv
TABLE OF CONTENTS...............................................................................................v
LIST OF TABLES......................................................................................................vvi
LIST OF FIGURES.......................................................................................................ix
LIST OF ABBREVIATIONS.........................................................................................x
CHAPTER ONE: INTRODUCTION........................................................................1
1.1Background of the Study.......................................................................................1
1.2 Research Problem.................................................................................................4
1.3 Hypothesis of the Study........................................................................................5
1.4 Objectives of the Study........................................................................................6
1.5 Significance of the Study......................................................................................7
1.6 Limitations of the Study.......................................................................................8
1.7 Chapter Organization of the Study.......................................................................8
CHAPTER TWO: LITERATURE REVIEW.........................................................10
2.1 Theoretical Review.............................................................................................10
2.1.1 Definitions...................................................................................................10
2.1.2 Types of Efficiency......................................................................................11
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2.2 Empirical Review...............................................................................................13
2.2.1 Working Experience.....................................................................................13
2.2.2 Operator Working Skills..............................................................................13
2.2.3 Job satisfaction.............................................................................................13
2.2.4 Sewing Machine Breakdown.......................................................................13
2.2.5 Assigned Quality Targets.............................................................................14
2.2.6 Material Quality...........................................................................................14
2.2.7 Physical Working Environment...................................................................15
2.2.8 Training and Development...........................................................................15
CHAPTER THREE: METHODOLOGY................................................................17
3.1 Research Site......................................................................................................17
3.2 Conceptualization and Operationalization.........................................................18
3.2.1 Conceptual framework of the Study............................................................18
3.2.2 Operationalization of the Study...................................................................19
3.3 Research Approach.............................................................................................20
3.4 Research Design.................................................................................................21
3.4.1 Research site selection rational....................................................................21
3.4.2 Population....................................................................................................21
3.4.3 Sampling......................................................................................................22
3.4.4 Source of data..............................................................................................23
3.4.5 Method of data collection............................................................................23
3.4.6 Instruments and Techniques to be used.......................................................23
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3.4.7 Validity and Reliability................................................................................24
3.4.8 Methodological Limitations.........................................................................25
3.4.9 Method of Data Analysis.............................................................................25
3.5 Time frame and access to research site...............................................................26
CHAPTER FOUR: ANALYSIS AND DISCUSSION.............................................28
4.1 Data Presentation................................................................................................28
4.2 Data Analysis......................................................................................................30
4.2.1 Correlation Analysis and Multicollinearity Analysis...................................31
4.2.2 Regression Analysis.....................................................................................33
4.3 Discussion...........................................................................................................36
CHAPTER FIVE: CONCLUSION AND RECOMMENDATIONS.....................37
5.1 Conclusion..........................................................................................................37
5.2 Recommendations..............................................................................................38
REFERENCES...........................................................................................................39
BIBLIOGRAPHY......................................................................................................41
APPENDIXES............................................................................................................42
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LIST OF TABLES
3.1 Operationalization..................................................................................................19
3.2 Population..............................................................................................................21
3.3 Sample....................................................................................................................22
3.4 Validity...................................................................................................................24
3.5 Reliability Analysis................................................................................................25
3.6 Time frame work....................................................................................................26
4.1 Correlation Analysis...............................................................................................31
4.2 Multicollinearity Analysis......................................................................................33
4.3 Model Summery.....................................................................................................33
4.4 Coefficient..............................................................................................................34
LIST OF FIGURES
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1.1 The difference between expected and achieved sewing efficiency level.................2
1.2 Total sewing efficiency levels in production teams on January, 2014...…………..3
1.3 Total sewing efficiency level in production teams on March, 2014...………...…..3
3.1 Conceptual Framework of the Study......................................................................18
4.1 Gender distribution of the Sample.........................................................................28
4.2 Age distribution of the Sample...............................................................................29
4.3 Marital status distribution of the Sample...............................................................29
4.4 Working experience distribution of the Sample.....................................................30
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LIST OF ABBREVIATIONS
GDP Gross Domestic Production
MC Marginal Cost
P Price
PPF Production Possibility Frontier
SAM Standard Allowed Minute
SM Sewing Machine
SMO Sewing Machine Operator
SMV Standard Minute Value
TPM Total Productive Maintenance
VIF Variance Inflation Factor
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CHAPTER ONE
INTRODUCTION
Chapter one provides a brief summary of the background of the study, research
problem, hypothesis of the study, objectives of the study, significance of the study,
limitations of the study and chapter organization of the study.
1.1Background of the Study
Sri Lanka’s Apparel Export Industry provides the most considerable contribution for
the national economy and has become the number one foreign exchange earner in the
country. According to the information of Central Bank Report, it represents about
42.2% of GDP in 2010. Stylish Garments (Pvt) Ltd also provides a certain
contribution for the development of the national economy (Refer Appendix D).
Simply, Efficiency means “Doing the thing right” (Drucker, 2007). Doing the thing
right is certainly essential for any organization’s success. Once the employees know
the right things to do, they can focus on doing them right. It helps to do something
with a minimum amount of effort and minimum amount of wasted inputs. The least
amount of time with the least amount of resources is needed to complete tasks for
efficient employees and managers. So, efficiency increases the productivity and saves
both time and money.
Sewing Efficiency is playing a vital role in the Apparel Industry to provide the most
significant contribution for the national economy and also in order to remain
competitive within the Apparel Industry. At present, Sewing Efficiency is a major
challenge to the Apparel Industry including Stylish Casual Wear (Pvt) Ltd, Kiriella.
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Normally, any garment factory has specific sewing efficiency level that should
achieved by itself and it differs from garment factory to factory according to their
scale. The expected sewing efficiency level of the Stylish Casual Wear (Pvt) Ltd,
Kiriella is 65%. The operational activities of the company started on 1 st of April 2013
and up to now the company couldn’t achieve the expected daily sewing efficiency
level of 65% since the company was started (Refer Appendix E). According to the
daily sewing efficiency records, there is a difference between expected daily sewing
efficiency level and achieved daily sewing efficiency level of the company.
Figure 1.1 The difference between expected and achieved sewing efficiency level in
production flow on January, 2014
Source: (Daily Efficiency Report – 2014)
The figure 1.1 shows the difference between expected and achieved sewing efficiency
level in production flow on January, 2014. The blue color line represents the planned
sewing efficiency level and the red color line represents the achieved sewing
efficiency level as a percentage. The planned sewing efficiency level is 65%. But the
achieved sewing efficiency levels during the month of January are in the lower level
than 65%.
Mainly there are nine production lines in the factory. According to the line sewing
efficiency levels of the company, all production lines are not in expected sewing
efficiency level of 65%.
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Figure 1.2 Total sewing efficiency levels in production teams on February, 2014
Source: (Line Efficiency Report – 2014)
Figure 1.3 Total sewing efficiency levels in production teams on March, 2014
Source: (Line Efficiency Report – 2014)
Because of poor sewing efficiency level, the company faced to the several difficulties.
Most of the time, Sewing Machine Operators did not complete their hourly and daily
targets respectively. As a result of that, the company couldn’t complete the orders
within the estimated time period and also couldn’t start other orders according to the
production plan. Not only that, employees completed the orders by working over
night when the shipment date is closer and also sometimes the company appointed
additional Sewing Machine Operators to complete shortages of the order quantity
when the shipment date is closer. As this kind of situations, the company bears an
additional time and cost for the production.
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Therefore, researcher thinks this type of research is timely essential and through this
research the researcher is trying to identify causes affecting to the poor sewing
efficiency level of Stylish Casual Wear (Pvt) Ltd, Kiriella.
1.2 Research Problem
Efficiency is an important attribute because all inputs are scare. So, it is essential for
any organization to achieve their goals and objectives by using their limited resources
like men, materials, machines, money and time etc. In present, because of poor
sewing efficiency, Stylish Casual Wear (Pvt) Ltd, Kiriella faced to many difficulties.
They failed to achieve their daily targets and also daily sewing efficiency level. As a
result of that, Production Managers and Line Supervisors transferred their tension
towards Sewing Machine Operators in the production floor. It caused to increase
Sewing Machine Operators’ absenteeism and also turnover of the company.
Furthermore, increased damages and also inefficiency level in the production floor
when appointing new Sewing Machine Operators to fulfill Sewing Machine
Operators’ absenteeism and turnover.
As well as, all nine production lines in this company are not in expected sewing
efficiency level. Few numbers of teams achieved the expectable sewing efficiency
level and most of the teams are not going on planned sewing efficiency levels.
Although Managers are followed some strategies, these are also not enough to
increase the sewing efficiency level of the company. So, it is necessary to identify the
courses affecting to the poor sewing efficiency level of the factory before planning
how to improve the Sewing Machine Operators’ sewing efficiency level. Therefore,
the researcher intends to identify causes affecting to the poor sewing efficiency level
of Stylish Casual Wear (Pvt) Ltd, Kiriella.
4
1.3 Hypothesis of the Study
H1 = There is an impact of working experience on poor sewing efficiency.
Majumder & Begum (2000) found that garment workers mostly female garment
workers are young, unmarried, with little education, of rural origin and from poor
families. So women who work in the Garment Industry have had no previous work
experience and it affect to the efficiency level of the factory.
H2 = There is an impact of operator working skills on poor sewing efficiency.
Dheerasinghe as cited by Liyanage & Galhena (2009) explained that the lack of
skilled labor is the major challenge facing the Sri Lankan Apparel Industry. Lack of
skilled labor normally affect for the efficiency level of the factories.
H3 = There is an impact of job satisfaction on poor sewing efficiency.
If a person’s work is interesting, pay is fair, promotional opportunities are excellent,

his or her supervisor is helpful, and co-workers are friendly it helps to satisfy the
worker with their job and it affects for the efficiency level of the factory (Brief as
cited by Ahamed, 2014).
H4 = There is an impact of sewing machine breakdowns on poor sewing efficiency.
Hiba (1988) emphasized that machine breakdowns mainly affect for the production
process and it affects for efficiency reduction, production delays and poor quality of
productions.
H5 = There is an impact of assigned quality targets on poor sewing efficiency.
The quality of garments is very important to its survival in an increasingly

competitive Apparel Industry in order to maintain the production of high quality
garments and improved productivity in the factory (Seneviratna, 2013).
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H6 = There is an impact of material quality on poor sewing efficiency.
The production of garments from high quality fabrics not only gives comfort to the
wearer but also helps in the smooth working of manufacturing processes and leads to
almost defect free garments (Choudhary & Geol, 2013).
H7 = There is an impact of physical working environment on poor sewing efficiency.
Parimalam (2006) investigated on the environmental factors of Garment Industry and

its effects. They concluded that congested work area, improper ventilation, dust,
excessive noise, high temperature and humidity inside the apparel plant are the major
problems. They also found that all these problems affect for the concentration and
skill of the operator to work (Parimalam as cited by Mandal, 2008).
H8 = There is an impact of training and development on poor sewing efficiency.
Training is a systematic process of enhancing the job related skills, attitudes and
knowledge of personnel for the purpose of improving individual and organizational
performance (Chatterjee, 1999).
1.4 Objectives of the Study
Main Objective
 To identify the causes affecting to the poor sewing efficiency level of Stylish
Casual Wear (Pvt) Ltd, Kiriella.
Specific Objectives
 To identify the impact of each causes on sewing efficiency in it.

 To identify the most significant causes for poor sewing efficiency level in it.
1.5 Significance of the Study
This research can be useful to several parties in various manners. The parties who will
be benefited through this research can be described as follows.
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Significance for the company
This research emphasizes the poor sewing efficiency level of Stylish Casual Wear
(Pvt) Ltd, Kiriella. Through this research, observed relevant sections and collected
data to identify the causes affecting to the poor sewing efficiency level and also better
solutions and suggestions to mitigate poor sewing efficiency level of Stylish Casual
wear (Pvt) Ltd, Kiriella. In future, if the company needs to improve the sewing
efficiency level, they can easily get the relevant information from this research. So,
this research will be more useful to increase the sewing efficiency level of the factory,
to achieve daily targets, to increase the productivity, to reduce the garment
manufacturing cost and unnecessary cost of the company, to increase the satisfaction
level of the workers, to complete the shipments on time, to win the international
market, to increase the company reputation and finally to increase the profit of the
company.
Significance for the Group
This research is more important to get an idea about the causes that affect to the poor
sewing efficiency level of Stylish Casual Wear (Pvt) Ltd, Kiriella. Through this
research, researcher presents causes for the poor sewing efficiency level and better
solutions and suggestions to mitigate poor sewing efficiency level of this factory.
So the owner of this group can apply suitable solutions and suggestions for other
companies of this group which had the same situations to mitigate their poor sewing
efficiency level and also for further improvements and developments of the group.
Significance for the Sewing Machine Operators
Generally, basic salary of workers in Apparel Industry is low. But workers in the
Apparel Industry have ability to earn more money in addition to their basic salary. If
employees achieve planed daily targets by maintaining higher sewing efficiency level,
they can get higher amount of incentives in addition to their basic salary. So by using
this research, the employees can identify their sewing efficiency level, causes
affecting for their poor sewing efficiency level and solutions to mitigate their poor
sewing efficiency level. Finally, this research helps to increase employees’ sewing
efficiency level and also salary of the Sewing Machine Operators in this factory.
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Significance for the Academic Study
This research supports to enhance knowledge about the concepts of Efficiency,

Effectiveness and Productivity etc. Furthermore theories, principles and concepts
which were learnt in lecture halls can be practically applied in a company and can get
an experience about issues and challenges related to the concept of efficiency and also
to the factory.
Significance for the Researchers
This research will be able to use as literature review for researches who are going to
do research relate to the concept of sewing efficiency.
1.6 Limitations of the Study
It is very difficult to find out actual data from Sewing Machine Operators for the
research analysis. Most of Sewing Machine Operators do not like to provide accurate
data about their hourly and daily targets because they believe it will affect for their
job. And also it is difficult to arrange time to discuss with managers and other
executive level employees because their busy working schedules. Many difficulties
were occurred when collecting secondary data because of the improper documentation
works.
1.7 Chapter Organization of the Study
This research mainly includes five chapters.
Chapter One - Introduction
Chapter one represents overall framework of the research. This chapter provides a
brief summary of the background of the study, research problem, hypothesis of the
study, objectives of the study, significance of the study, limitations of the study and
chapter organization of the study.
Chapter Two - Literature Review
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Chapter two focuses on several theories, principles and concepts which are relevant to
this research area will be discussed to facilitate a better understanding about the
research. Furthermore, focuses on the findings of the previous researches which have
been carried out in relation to same research field.
Chapter Three - Methodology
Chapter three provides the overview of the research methodology. It includes research
site, conceptualization and operationalization of the study, research approach, research
design and time frame & access to research site. Research site selection rational,
population, sampling, source of data, method of data collection, instrument and
techniques to be used, validity and reliability, methodological limitations and method
of data analysis of the study are describe under the research design of the study.
Chapter Four – Analysis and Discussion
In this chapter the researcher discusses about the result of the research. Through the
first part of this chapter, the researcher discusses about demographic composition of
individual respondents. Then, the researcher discusses about the all results including
correlation and regression analysis of the research. Finally, researcher shows how to
reached research objectives through this study.
Chapter Five - Conclusion and Recommendations
This chapter mainly includes two sections; Conclusion and Recommendations.

Conclusion summarizes the whole study with special attention to the analysis of data
in achieving the research objectives. Recommendation explains the possible
alternative actions suggested by the researcher based on the study in order to
overcome the issues and challenges related to the poor sewing efficiency level of the
factory.
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CHAPTER TWO
LITERATURE REVIEW
Chapter two focuses on several theories, principles and concepts which are relevant to
this research area will be discussed to facilitate a better understanding about the
research. Furthermore, focuses on the findings of the previous researches which have
been carried out in relation to same research field.
2.1 Theoretical Review
2.1.1 Definitions
 Efficiency
“Efficiency is doing things right” (Drucker, 2007).
“Efficiency is the achievement of the ends with the least amount of resources”
(Koontz, 1990).
 Effectiveness
“Effectiveness is doing the right things” (Drucker, 2007).
 Productivity
“Productivity is a measure of the efficiency and effectiveness to which

organizational resources (inputs) are utilized for the creation of products and/or
services (outputs)”.In the garment manufacturing factory, “output” can be taken as
the number of products manufactured and “input” is the people, machinery and
factory resources required to create those products within a given time frame
(Marsh & Brush as cited by Roy, Ghosh, & Chakraborty, 2012).
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 Standard Allowed Minute (SAM)
SAM is defined as “Each movements needed to accomplish a job” or “Time that is

allowed to perform the job satisfactory”. SAM is used to measure task or work
content of a garment. This term is widely used by industrial engineers and
production people in the Garment Manufacturing Industry. For the estimation of
making a garment SAM value plays a very important role (Roy, Ghosh, &
Chakraborty, 2012).
(Refer Appendix F for further informaton about efficiency calculation formula)
2.1.2 Types of Efficiency
According to the view of Levin, Jamison, & Radner (1976), there are several types of
efficiency including productive efficiency, allocate efficiency, technical efficiency,
social efficiency, ‘x’ efficiency, pareto efficiency, distributive efficiency and dynamic
efficiency.
 Productive Efficiency
Productive efficiency occurs when the maximum number of goods and services are
produced with a given amount of inputs. This will occur on the Production Possibility
Frontier (PPF). On the curve it is impossible to produce more goods without
producing less service. Productive efficiency will also occur at the lowest point on the
organization’s Average Cost Curve. Productive efficiency is closely related to the
concept of Technical efficiency.
 Technical Efficiency
Technical efficiency relates to how much output can be obtained from a given inputs
such as labor, capital and technology. Maximum technical efficiency occurs when
output is maximized from a given quantity of inputs or from a minimum quantity of
inputs. The concept of Technical efficiency is related to Productive efficiency.
 Allocate Efficiency
Allocate efficiency occurs when goods and services are distributed according to
consumer preferences. Allocate efficiency is at an output level where the Price (P)
11
equals to the Marginal Cost (MC) of production. This is because the P that consumers
are willing to pay is equivalent to the MU that they get. Therefore the optimal
distribution is achieved when the MU of the good equals to the MC.
 Social Efficiency
This is the optimal distribution of resources in society. Social efficiency exists when
all the Private and External Costs and Benefits are taken in to account when
producing an extra unit of goods and services. Social efficiency occurs at an output
where Marginal Social Benefit (MSB) equals to the Marginal Social Cost (MSC).
Social efficiency is closely related to the concept of Pareto efficiency.
 Pareto Efficiency
It is defined as a situation where it is not possible to make one party better off without
making another party worse off. It is an economic state where resources are
distributed in the most efficient way. Pareto efficiency is related to the concept of
Productive efficiency. Pareto efficiency will occur on a Production Possibility Frontier
(PPF). When an economy is operating on a simple PPF, it is not possible to increase
output of goods without reducing output of services.
 ‘X’ Efficiency
‘X’ Efficiency is a concept that was originally applied to management efficiencies.

The concept can be applied specifically to situations where there is more or less
motivation of management to maximize output or not.
 Distributive Efficiency
Distributive efficiency occurs when goods and services are consumed by those who
need them most. Therefore, to be Distributive efficient, society will need to ensure an
equitable distribution of resources because of the Low of Diminishing Marginal
Returns.
 Dynamic Efficiency
Dynamic efficiency involves the introduction of new technology and working

practices to reduce costs over time.
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2.2 Empirical Review
2.2.1 Working Experience
Majumder & Begum (2000) found that garment workers mostly female garment
workers are young, unmarried, with little education, of rural origin and from poor
families. So women who work in the Garment Industry have had no previous work
experience and it affect to the efficiency level of the factory.
2.2.2 Operator Working Skills
Dheerasinghe (2009) cited the lack of skilled labor is the major challenge facing the
Sri Lankan Apparel Industry. Lack of skilled labor normally affect for the efficiency
level of the factories (Dheerasinghe as cited by Liyanage & Galhena, 2009).
Solinger, Carr & Latham noted that the lack of skills of the operator may create a
handling problem of the fabric parts in the cause of garment manufacturing. Excessive
or improper handling and positioning of the fabric parts during sewing lead to seam
puckering. Furthermore, if the operator is unable to handle the sewing machine
properly, there is a chance of seam damage due to frequent needle breakage (Solinger,
Carr & Latham as cited by Mandal, 2008).
2.2.3 Job satisfaction
If a person’s work is interesting, pay is fair, promotional opportunities are excellent,

his or her supervisor is helpful, and co-workers are friendly it helps to satisfy the
worker with their job. Furthermore, job satisfaction gain benefits to the organization
includes reduction in complaints and grievances, absenteeism, turnover as well as
improved punctuality, worker morale and efficiency (Brief as cited by Ahamed,
2014).
2.2.4 Sewing Machine Breakdown
Bisen & Srivastava (2009) found that the sewing machine breakdown is one of the
main problems for the workers related to the production process. The consistency of
the sewing machines is important because if any one of the sewing machines is down
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the entire production may be nil. To avoid these unpredicted sewing machine
breakdowns, the organization should keep proper machine maintenance process. Total
Productive Maintenance (TPM) is a maintenance program, which involves a recently
defined concept for maintaining plants and equipments. The purpose of the TPM
program is increase efficiency, increase production, increase employee self confidence
and job satisfaction (Bisen & Srivastava as cited by Paneru, 2011).
In addition to that, Hiba (1988) emphasized that sewing machine breakdowns mainly
affect for the production process and it affects for efficiency reduction, production
delays and poor quality of productions.
Majumder & Begum (2000) found that it is a better idea to clean the machine to get
the best outputs without defects. The proper cleaning of the machine is important for
smooth performance of the operation. Improper machine cleaning time guide the
machine towards immediate machine breakdowns.
Furthermore, Paneru (2011) found that the waiting can occur due to unmatched
worker/machine performance, machine breakdowns, lack of work knowledge, stock
outs etc.
2.2.5 Assigned Quality Standards
The quality of garments is very important to its survival in an increasingly

competitive Apparel Industry in order to maintain the production of high quality
garments and improved productivity in the factory. The main problem in the Apparel
Industry is the high defect rate. As a result of that, the rate of production is not as high
as expected and also the factory cannot achieve their targets (Seneviratna, 2013).
2.2.6 Material Quality
The specifications of fabrics for apparel manufacturing can be considered in terms of

primary and secondary quality characteristics. The primary quality characteristics are
static physical dimensions and secondary characteristics are the reactions of the fabric
to an applied dynamic force. The apparel manufacturer is mostly interested in the
secondary characteristics of the fabric and focus on the seam quality during the
production of apparel.
14
Apparel consumers are generally paying attention to appearance, comfort, and wear
ability of fabric and evaluate seam quality based on the seam appearance and its
mechanical intactness after wear and care procedures of apparel. The production of
garments from high quality fabrics not only gives comfort to the wearer but also helps
in the smooth working of manufacturing processes and leads to almost defect free
garments (Choudhary & Geol, 2013).
2.2.7 Physical Working Environment
A well designed physical working environment is very important for productive work.
Each organization should be designed their physical working environment to suit the
requirements of workers. A well organized place of work minimizes material
handling, improves efficiency, reduces worker exhaustion, and improves the workers'
attendance, job satisfaction, motivation, morale and health. Proper layout of the
organization reduces accidents and promotes health and safety for the workers. And
also better lighting system of the organization increases productivity and reduces
difficulties and eye strain for workers. It is very important for any organization to
improve the efficiency of works (Hiba, 1988).
Parimalam (2006) investigated on the environmental factors of Garment Industry and
its effects. They concluded that congested work area, improper ventilation, dust,
excessive noise, high temperature and humidity inside the apparel plant are the major
problems. They also found that all these problems affect for the concentration and
skill of the operator to work (Parimalam as cited by Mandal, 2008).
Furthermore, due to occupational hazards and workplace stress most of the female
workers do not like to continue their work in the Garment Industry for a long time
period and it will affect for the efficiency in the work place (Majumder & Begum,
2000).
2.2.8 Training and Development
Training defined as “Oriented towards the needs of the organization”. Main objectives
of the training process in an organization are to assist workers to perform at the
optimum level in current jobs and to develop employees for future jobs (Attwood &
Dimmock, 1996).
15
According to Chatterjee (1999) view, effective training enables employees to learn to
do their jobs better and perform more proficiently. With increasingly advanced
technology, continuous training and development of personal has become important to
the victory of an organization. Training is a systematic process of enhancing the job
related skills, attitudes and knowledge of personnel for the purpose of improving
individual and organizational performance.
Furthermore, Paneru (2011) emphasized training and development gains more
advantages to the work place. These include smoother and more efficient work flow,
higher product quality, greater workforce flexibility and less need for costly
supervision. Therefore, employees in the work place should be trained continuously to
give the awareness to analyze the root causes of the problems. Then they should be
able to know why the problem is occurring and how to eliminate it. Ultimately the
entire employee should be multi skilled and should solve the problem in their area by
themselves.
According to Baldwin & Ford (2005) view, new employees receive duties but those
employees generally not have any experience than older employees. So training is
essential for new employees to involve and adapted in their new job successfully. If
the employees did not receive a better training they are can’t to perform their duties of
the job in the expected level of the organization (Baldwin & Ford as cited by
Jayawardana & Prasanna, 2007).
16
CHAPTER THREE
METHODOLOGY
Chapter three provides the overview of the research methodology. It includes research
site, conceptualization and operationalization of the study, research approach, research
design and time frame and access to research site. Furthermore, research site selection
rational, population, sampling, source of data, method of data collection, instrument
and techniques to be used, validity and reliability, methodological limitations and
method of data analysis of the study are describe under the research design of the
study.
3.1 Research Site
Stylish Garments (Pvt) Ltd was found on 6th of June 1989 as a limited liability
company by Mr. Leelarathne Hettiarachchi and obtained Board of Investment (BOI)
approved project status on 18th of July 2002 which was initiated at Homagama, Sri
Lanka. Now the group has four subsidiary companies in island wide. They are,
 Stylish Garments (Pvt) Ltd, Homagama in 1990,

 Stylish Garments (Pvt) Ltd, Padukka in 2008,
 Stylish Garments (Pvt) Ltd, Horana in 2011 and
 Stylish Casual Wear (Pvt) Ltd, Kiriella in 2013.
Stylish Casual Wear (Pvt) Ltd, Kiriella also known as Metal Free Zone. Class “M”
items are not allowed to use any place in this factory like staples, pins, clips, blades
and nail cutters etc. Main buyers of the company are Marks & Spencer, M & Co,
Tommy & Hilfiger and Next etc. The company specialized in women’s skirts, blouses,
frocks, pants and jackets. They produce garments only for the foreign markets such as
UK, US and most of European countries.
17
The company consists with fully ventilate building structure and well established
canteen area, kitchen and medical center etc. The company provides employment
opportunities for the villagers all around the company. Now it provides about 240
direct employment opportunities and about 220 indirect employment opportunities
which include substantial number of women.
3.2 Conceptualization and Operationalization
3.2.1 Conceptual framework of the Study
Physical Working Environment
Operator Working Skills Material Quality
Sewing
Job Satisfaction Efficiency Sewing Machine Breakdown
Working Experience Training and Development
Assigned Quality Targets
Figure 3.1 Conceptual Framework of the Study

Source: ( Developed by the Researcher)
According to the conceptual framework of the study, the dependant variable is sewing
efficiency and the independent variables are working experience, operator working
skills, job satisfaction, sewing machine breakdown, assigned quality targets, material
quality, physical working environment and training & development. By considering
previous research findings the researcher builds up above conceptual framework for
the study.
18
3.2.2 Operationalization of the Study
According to the above conceptual framework, the operationalization has been

developed as follows. In the research questionnaire, questions regarding the
independent variables and dependent variable questions developed from the
researcher. Table 3.1 depicts the variables, dimensions and indicators in the
operationalization process.
Table 3.1 Operationalization

Variable Dimension Indicator Question Measurement
No.
Independent Working Less than 1 04 Categorical
Variable Experience 1–3
3–5
5 – 17
More than 11
Operator Ability to handle any type of 05 5 Likert Scale
Working sewing machines
Skills Ability to perform tasks with 06 5 Likert Scale
expected quality level
Job Satisfaction with the job 07 5 Likert Scale
Satisfaction Expectation to remain the job 08 5 Likert Scale
in future
Ability to get medical facilities 09 5 Likert Scale
Sewing Machine break downs happen 10 5 Likert Scale
Machine in the sewing lines
Breakdown Time will takes to repair 11 5 Likert Scale
broken sewing machines
Assigned Target is reduced when 12 5 Likert Scale
Quality consider about the quality
Targets Knowledge about the quality 13 5 Likert Scale
level that expected from the
operation
Material Reduction of sewing defects 14 5 Likert Scale
Quality Improvements of sewing 15 5 Likert Scale
efficiency
Physical Working environment 16 5 Likert Scale
Working organization
Environment Space within the organization 17 5 Likert Scale
Provided enough facilities 18 5 Likert Scale
19
Provided safety equipments 19 5 Likert Scale
Training & Introductory training program 20 5 Likert Scale
Development is sufficient
Conducted other training 21 5 Likert Scale
programs
Dependent Sewing Daily efficiency target 22 5 Likert Scale
Variable Efficiency achievements
Satisfaction of the sewing 23 5 Likert Scale
target achievements
Rewords for achieving daily 24 5 Likert Scale
targets
Source: (Developed by the researcher)
3.3 Research Approach
Research approach can either be quantitative, qualitative or combination of both. In

quantitative research, data is quantified and statistical methods are used in the data
analysis. It aims to give results that are representative to the whole population. In
qualitative research data is verbal or visual and it aims to provide insight and
understanding of the given phenomena (Malhotra & Briks, 2000).
This study try to find out what are the causes affecting to the poor sewing efficiency
level of Stylish Casual Wear (Pvt) Ltd, Kiriella. In this study, the quantitative
approach was selected as the research approach. Because the aim of this study is
collecting and converting data in to numerical form for that statistical calculations can
be made and conclusions drawn.
3.4 Research Design
3.4.1 Research site selection rational
Group of Stylish Garments (Pvt) Ltd has five subsidiary companies in Sri Lanka near
to the Homagama, Padukka, Horana and Kiriella. Although the group has five
subsidiary companies, the name of the group is not a famous one. Stylish Casual Wear
(Pvt) Ltd, Kurugammodara, Kiriella was a small factory which located in rural area in
Ratnapura District. Therefore, researcher thought that there is lot of problems related
to the production process. That’s why researcher selects this company to obtain
practical training and do the study.
20
Although the researcher found lot of problems related to the factory, the researcher
intended to identify causes affecting to the poor sewing efficiency level of Stylish
Casual Wear (Pvt) Ltd, Kiriella because it was the major problem to the factory. And
also the researcher thought it is very easy to collect data related to the situation of
poor sewing efficiency level in the factory. After considering above all facts,
researcher selected Stylish Casual Wear (Pvt) Ltd, Kiriella to conduct research study.
3.4.2 Population
There are about 460 workers currently employing in the factory. Among them 240
workers are direct employees including both male and female Sewing Machine
Operators. In addition to that, there are 220 indirect employees including 10
Managers, 25 Staff Members, 9 Supervisors and 176 Operators. The aim of the
research is to identify the causes affecting to the poor sewing efficiency level of
Stylish Casual Wear (Pvt) Ltd, Kiriella. Therefore, the researcher selected all Sewing
Machine Operators in the factory as population for this study.
Table 3.2 Population

Team Number Number of SMOs
01 30
02 24
03 30
04 30
05 25
06 30
07 24
08 27
09 20
Total 240
Source: (Line Cadre Report - 2014)
3.4.3 Sampling
In this research 108 Sewing Machine Operators are selected as sample size for the
research out of the 240 total Sewing Machine Operators of the Stylish Casual Wear
(Pvt) Ltd, Kiriella. All Sewing Machine Operators have been grouped in to 09 teams.
21
Here, Sewing Machine Operators were selected from each team randomly. Sample
size was decided with the 95% confidence level using published table of Sample
Survey Calculator (Refer appendix G).
Table 3.3 Sample

Team Number Number of SMOs Sample
01 30 14 = (30 / 240) * 108
02 24 10 = (30 / 240) * 108
03 30 14 = (30 / 240) * 108
04 30 14 = (30 / 240) * 108
05 25 11 = (30 / 240) * 108
06 30 14 = (30 / 240) * 108
07 24 10 = (30 / 240) * 108
08 27 12 = (30 / 240) * 108
09 20 09 = (30 / 240) * 108
Total 240 108
Source: (Developed by the Researcher)
3.4.4 Source of data
To achieve objectives of the research, the researcher used both Primary and
Secondary Data for the research analysis. There are one dependent variable and eight
independent variables in the study and they were measured only through Primary
Data.
3.4.5 Method of data collection
The researcher used both Primary and Secondary Data for the research. Primary Data
is collected through the structured questionnaire and direct observations. Researcher
has gathered Secondary Data from company presentations, production plans, daily
efficiency reports, machine breakdown reports and quality reports etc.
3.4.6 Instruments and Techniques to be used
Primary Data
Primary data is collected through structured questionnaire and direct observations.
 Questionnaire
22
Questionnaire was the major technique to be used to collect Primary Data from
Sewing Machine Operators related to the causes affecting to the poor sewing
efficiency level of Stylish Casual Wear (Pvt) Ltd, Kiriella. The questionnaire mainly
consists with eight independent variables. They are working experience, operator
working skills, job satisfaction, sewing machine breakdowns, assigned quality targets,
material quality, physical working environment and training & development.
Questionnaire was prepared mainly according to the Five Point Likert Scale Method.
By using Five Point Likert Scale Method the research measured dependent variable
and independent variables in the questionnaire.
 Direct Observations
The researcher used this method while ongoing production process. It provided
opportunities to identify the behaviors of Sewing Machine Operators’ and also causes
affecting to the poor sewing efficiency level of Stylish Casual Wear (Pvt) Ltd,
Kiriella. Furthermore, through the observations the researcher tried to identify
solutions to mitigate poor sewing efficiency level of Stylish Casual Wear (Pvt) Ltd,
Kiriella.
3.4.7 Validity and Reliability
3.4.7.1 Validity
Factor analysis can be used to measure the construct validity of the questionnaire.
Keiser-Meyer-Olkin (KMO) measure of the sampling adequacy and Bartlett’s Test of
Sphericity can be used to decide the appropriateness of factor analysis to test the
construct validity. According to Field (2009) KMO of sampling adequacy is used to
decide whether the sample size is large enough to conduct the factor analysis and it
should be greater than 0.5. Table 3.4 shows calculated KMO and Bartlett’s Test.
Table 3.4 KMO and Bartlett’s Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .841
Approx. Chi-Square 1756.034
Bartlett's Test of
df 45
Sphericity
Sig. .000
23
Source: (Survey Data – 2014)
3.4.7.2 Reliability
Reliability of a measure is established by testing for both consistency and stability. In

general reliabilities less than 0.60 are considered to be poor, those in the 0.70 range,
acceptable and those over 0.80 good (Sekaran & Bougie, 2010).
According to the Table 3.5, Cronbach’s alpha values for all these variables exceed 0.7
and it indicates the internal consistency of the measures.
Table 3.5 Reliability Analysis

Variable Cronbach’s alpha
(α)
Sewing Efficiency (SE) .900
Operator Working Skills (OWS) .757
Job Satisfaction (JS) .722
Sewing Machine Breakdown (SMB) .757
Assigned Quality Targets (AQT) .780
Material Quality (MQ) .702
Physical Working Environment (PWE) .838
Training and Development (TD) .775
Overall Reliability .710
3.4.8 Methodological Limitations
Researcher found some drawbacks in selecting sample size. Because there are only
240 Sewing Machine Operators, hence sample size was 108 studies will be successful
when using population as a sample when studying causes affecting to the poor sewing
efficiency level of the factory.
24
Researcher will be successful if conduct interviews and discussion with Sewing
Machine Operators for identifying causes affecting to the poor sewing efficiency
level.
Researcher only selected eight causes as independent variables and one dependent
variable. But researcher could have selecting more independent variables for the
study.
3.4.9 Method of Data Analysis
The collected data presented and analyzed according to the sewing efficiency sources
related to the working experience, operator working skills, job satisfaction, sewing
machine breakdowns, assigned quality targets, material quality, physical working
environment and training & development. The data was analyzed by using Statistical
Package for Social Sciences (SPSS) version 21.
The researcher used Correlation Analysis to identify the relationship between sewing
efficiency and related sources of sewing efficiency. Further tested Multicollinearity
Analysis to identify the relationship between independent variables and it used to
ensure that there was no multicollinearity issue. Then researcher used Multiple
Regression Analysis to identify causes and most significant causes affecting to the
sewing efficiency level of Stylish Casual Wear (Pvt) Ltd, Kiriella. Finally, every
efficiency sources and their associated sewing efficiency were presented by using
tables and pie charts.
3.5 Time frame and access to research site
Table 3.6 Time frame work

Task Time Period
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
01
02
03
04
05
06
07
25
08
09
10
11
12
13
Tasks:
1. Identify organizational background and its structure.

2. Identify organization’s issues.
3. Select research problem and refer literature reviews.
4. Develop research hypothesis and research objectives.
5. Develop conceptualization.
6. Submit the initial research proposal.
7. Prepare research methodology part.
8. Build up data collection methods (Questionnaire).
9. Collect data and Information relevant to the research topic.
10. Obtain outputs by using relevant software.
11. Interpret and analyze final result.
12. Give conclusion and recommendations for the problem.
13. Complete research report and submit it.
26
CHAPTER FOUR
ANALYSIS AND DISCUSSION
In this chapter the researcher discusses about the result of the research. Through the
first part of this chapter, the researcher discusses about demographic composition of
individual respondents. Then, the researcher discusses about the all results including
Correlation and Regression Analysis of the research. Finally, researcher shows how to
reached research objectives through this study.
4.1 Data Presentation
The Primary Data were collected from the structured questionnaire. The first part of
the questionnaire presented the demographic composition of individual respondents.
Figure 4.1 shows the gender distribution of the respondents. It indicates that 82% of
all respondents were female while 18% were male (Refer Appendix H).
Figure 4.1: Gender distribution of the sample
Source: Survey data-2014
Figure 4.1 Gender distribution of the sample

27
28
Figure 4.2 show that majority of the respondents were within the age group of less
than 20, it represents 35% from the sample. 30% and 18% of respondents represent 20
– 30 and 30 – 40 age groups respectively. There are 12% of the sample represent
employees who are in age group 40 – 50. And age group of more than 50 only
represents 5% from the sample (Refer Appendix H).
Less than 20
20 - 30
20 - 30 20 – 30
30 - 40
20 – 30
40
30 -– 50
40
20 – 30
More
30 – 40than 50
20
30 – 30
40
30 – 40
20
30 – 30
40
30
40 – 40
50
30 – 40
30
40 – 40
50
30
More– 40
than 50
Figure 4.2 Age distribution of the sample 40 – 50
30
More– 40
than 50
40 – 50
Source: (Survey Data – 2014) More than 50
40 – 50
More than 50
More than 50
Figure 4.3 shows composition of the sample according to the marital status level.
There are 53% of the respondents who are got married. 42% and 5% of the
respondents represent employees who are unmarried and divorced respectively (Refer
Appendix H).
Figure 4.3 Marital status distribution of the sample

29
Figure 4.4 shows composition of the sample according to the working experience.
Majority of the sample (45%) represent employees who are in service period less than
1 year. 24% of the sample represent 1-3 service period. 16% and 9% of respondents
were within experience group of more than 7 and 5-7 respectively. There are 6% of
the sample represent employees who are in experience group of 5-7 (Refer Appendix
H).
Figure 4.4 Working experience distribution of the sample

4.2 Data Analysis
The data that was collected was analyzed by using appropriate techniques such
Correlation Analysis and Multiple Regression Analysis etc. Here, the dependent and
independent variables are presented by using the following symbols.
Independent Variable
Sewing Machine Breakdown (SMB) Physical Working Environment (PWE)
Assigned Quality Target (AQT) Training and Development (TD)
Material Quality (MQ) Operator Working Skills (OWS)
Working Experience (WE) Job Satisfaction (JS)
Dependent Variable
Sewing Efficiency (SE)
30
4.2.1 Correlation Analysis and Multicollinearity Analysis
4.2.1.1 Correlation Analysis
The Correlation is describes the direction of the correlation, that is, whether it is
positive or negative and the strength of the correlation, that is, whether an existing
correlation is strong or weak. The coefficient value determines the strength where as
the sign indicates whether variable change in the same direction or in opposite
directions.
The Correlation coefficient can be range from -1 to +1. -1 indicating a perfect

negative correlation, +1 indicating a perfect positive correlation and 0 indicates no
correlation among the variables. Singh (2007) described correlation result can be
ranged between 0.91 – 1.00 is very strong, 0.71 – 0.90 is high, 0.41 – 0.70 is
moderate, 0.21 – 0.20 is slight, almost negligible.
Table 4.1 Correlation Analysis

WE OWS JS SMB AQT MQ PWE TD
SE .789** .760** .764** -.735** -.903** .784** .734** .872**
WE .791** .772** -.837** -.817** .633** .767** .793**
OWS .999** -.657** -.678** .552** .781** .709**
JS -.650** -.672** .553** .784** .712**
SMB .770** -.613** -.753** -.796**
AQT -.720** -.578** -.756**
MQ .558** .808**
PWE .826**
Note: **.Correlation is significant at the 0.01 level (2-tailed).
Table 4.1 shows the correlation values of all independent and dependent variables.
When considering the correlation among dependent and independent variables, The
Pearson Correlation coefficient of 0.789 represent a high positive relationship
between sewing efficiency and working experience. In here, significant value is .000.
It is less than the recommended confidence level of 99%.
There is a high, significant and positive correlation can be seen in between sewing
efficiency and the operator working skills as numerically the correlation coefficient of
those two variables is 0.760 at the 0.000 significance level.
There is a 0.764 correlation among sewing efficiency and job satisfaction. It indicates
there is a high positive correlation among sewing efficiency and job satisfaction.
31
According to the recommended confidence level, there is a significant relationship
between them.
The Pearson Correlation coefficient of -0.735 represents a high negative correlation

between sewing efficiency level and sewing machine breakdown. Here, significant
value is .000 under the 99% recommended confidence level.
The Pearson Correlation coefficient of 0.903 represents a very strong negative

correlation between sewing efficiency level and assigned quality targets at the 0.000
significance level.
There is a 0.784 correlation among sewing efficiency and material quality. It indicates
that there is a high positive relationship among sewing efficiency and material quality.
In here, significant value is .000. It is less than the recommended confidence level of
99%.
There is a high, significant and positive correlation can be seen in between sewing
efficiency and the physical working environment as numerically the correlation
coefficient of those two variables is 0.734 at the 0.000 significance level.
There was a 0.872 correlation among sewing efficiency and training & development.
It indicates that there is a high positive relationship among sewing efficiency level of
the factory and training & development at the 0.000 significance level.
4.2.1.2 Multicollinearity Analysis
Correlation values among independent variables show that there is a Multicollinearity

issue. Therefore, researcher further tested for Multicollinearity among predictor
variables. Researcher used Variance Inflation Factor (VIF) to test Multicollinearity.
VIF should be less than 10 and Tolerance should be greater than 0.1 for no
Multicollinearity (Field, 2009).
Table 4.2 Multicollinearity Analysis

Variable Collinearity Statistics
32
Tolerance VIF
WE .429 2.330
OWS .112 6.520
JS .105 3.325
SMB .170 5.873
AQT .182 5.489
MQ .277 3.606
PWE .157 6.350
TD .113 8.849
According to the table 4.2 Tolerance value greater than 0.1 and VIF values less than
10 for all independent variables. Therefore, researcher confirms that there is no
Milticollinearity between independent variables.
4.2.2 Regression Analysis

Using Pearson Correlation researcher measured relationship between two variables.
Then researcher used Multiple Regression Method to measure the impact of one
variable from another. This study includes one dependent variable and eight
independent variables. Therefore, researcher used Multiple Linear Regression and
used Enter Method in regression procedure.
Table 4.3 shows the Model Summary. R value represents the multiple correlations
between sewing efficiency and other predictor variables.
Table 4.3 Model Summery

Model R R Square Adjusted R Square
a
1 .971 .942 .937
Note: a. Predictors: (Constant), PWE, AQT, WE, SMB, OWS, TD, JS, MQ
The value of R2 is 0.942. That represents eight predictor variables can account for
94.2% of the variation in sewing efficiency. It means that 5.8% of the variation in
sewing efficiency cannot explain by these eight predictor variables alone. Therefore,
there must be other variables that have an in influence on sewing efficiency.
The fit of the regression model can be measured by using the ANOVA table and if the
P value is less than .05 the model is significant (Field, 2009). According to the values
33
of the ANOVA table, the significance value is .000. Therefore researcher confirms the
significance of the model (Refer Appendix K).
Table 4.4 Coefficient

Modal B Sig
Constant 3.447 .000
WE .369 .000
OWS .468 .014
JS .453 .018
SMB -.125 .022
AQT -.689 .000
MQ .116 .042
PWE .060 .000
TD .313 .000
Note: Dependent Variable: SW

B values tell the impact and relationship between dependent variable and independent
variable. The P value should be less than the recommended confidence level of 95%
to prove it.
According to the Table 4.4, the significant level of working experience, operator
working skills, job satisfaction, sewing machine breakdown, assigned quality targets,
material quality, physical working environment and training & development are
including under the recommended confidence level of 95%.
At a 95% confidence level researcher can conclude, working experience (B = 0.369, P

= 0.000), operator working skills (B = 0.468, P = 0.014), job satisfaction (B = 0.453, P
= 0.018), sewing machine breakdown (B = -0.125, P = 0.022), assigned quality targets
(B = -0.689, P = 0.000), material quality (B = 0.116, P = 0.042), physical working
environment (B = 0.060, P = 0.000) and training & development (B = 0.313, P =
0.000) are the causes that affect to the poor sewing efficiency level of Stylish Casual
wear (Pvt) Ltd, Kiriella because P value of the all variables are less than the
recommended confidence level of 95%.
34
According to the table 4.4, the beta value of working experience represents as 0.369.
This value indicates that when increasing working experience by one unit, sewing
efficiency increases by 0.369. The beta value of operator working skills represents as
0.468. This value indicates that when increasing operator working skills by one unit,
sewing efficiency increases by 0.468. The beta value of job satisfaction represents as
0.453. This value indicates that when increasing job satisfaction by one unit, sewing
efficiency increases by 0.453. The beta value of sewing machines breakdown
represents as -0.125. This value indicates that when increasing sewing machine
breakdown by one unit, sewing efficiency decreases by 0.125. The beta value of
assigned quality targets represents as -0.689. This value indicates that when increasing
assigned quality targets by one unit, sewing efficiency decreases by 0.689. The beta
value of material quality represents as 0.116. This value indicates that when
increasing material quality by one unit, sewing efficiency increases by 0.116. The beta
value of physical working environment represents as 0.060. This value indicates that
when increasing physical working environment by one unit, sewing efficiency
increases by 0.060. And the beta value of training & development represents as 0.313.
This value indicates that when increasing training & development by one unit, sewing
efficiency increases by 0.313.
According to the B value, the most significant causes for the poor sewing efficiency
of Stylish Casual wear (Pvt) Ltd, Kiriella are assigned quality targets (B = -0.689),
operator working skills (B = 0.468), job satisfaction (B = 0.453), working experience
(B = 0.369), training & development (B = 0.313), sewing machine breakdown (B =
-0.125), material quality (B = 0.116) and physical working environment (B = 0.060)
respectively.
4.3 Discussion
Result of this study support to identify causes affecting to the poor sewing efficiency
of Stylish Casual Wear (Pvt) Ltd, Kiriella. According to the previous researchers’
foundings, working experience (Majumder & Begum, 2000), operator working skills
(Dheerasinghe, 2009 and Solinger, Carr & Latham), job satisfaction (Brief, 2002),
sewing machine breakdown (Hiba, 1988, Paneru, 2011 and Bisen & Srivastava,
2009), assigned quality targets (Senaviratna, 2013), material quality (Choudhary &
Goel, 2013), physical working environment (Parimalam, 2006 , Hiba, 1988 and
35
Majumder & Begum, 2000), material quality (Choudhary & Geol, 2013) and training
& development (Chatterjje, 1999, Paneru ,2011 and Attwood & Dimmock, 1996) are
the causes that affect to the poor sewing efficiency level within the Garment Industry.
According to the result of current study, there was a significant relationship between
sewing efficiency and working experience, operator working skills, job satisfaction,
sewing machine breakdown, assigned quality targets, material quality, physical
working environment and training & development as mentioned above researchers.
All above researchers found that above mentioned causes are the causes that affect for
the sewing efficiency of Garment Industry and current research also found that
working experience, operator working skills, job satisfaction, sewing machine
breakdown, assigned quality targets, material quality, physical working environment
and training & development are the causes that affect to the poor sewing efficiency
level of Stylish Casual Wear (Pvt) Ltd, Kiriella.
36
CHAPTER FIVE
CONCLUSION AND RECOMMENDATIONS
This chapter mainly includes two sections; Conclusion and Recommendations.

Conclusion summarizes the whole study with special attention to the analysis of data
in achieving the research objectives. Recommendation explains the possible
alternative actions suggested by the researcher based on the study in order to
overcome the issues and challenges related to the poor sewing efficiency level of the
factory.
5.1 Conclusion
There was a poor sewing efficiency level among employees who are worked as
Sewing Machine Operators in Stylish Casual Wear (Pvt) Ltd, Kiriella. Therefore, it is
important to understand the attracted causes for the poor sewing efficiency level of the
factory. Hence, this research has been conducted to identify causes affecting to the
poor sewing efficiency level of Stylish Casual Wear (Pvt) Ltd, Kiriella.
Analysis data shows that there are high positive relationship between sewing
efficiency and working experience, operator working skills, job satisfaction, material
quality level, physical working environment and training & development.
Thus, analyzed data revealed that there are high negative relationship between sewing
efficiency and sewing machine breakdowns and assigned quality targets within the
factory.
At a 95% confidence level, working experience, operator working skills, job

satisfaction, sewing machine breakdown, assigned quality targets, material quality,
37
physical working environment and training & development are the causes that affect
to the poor sewing efficiency level of Stylish Casual Wear (Pvt) Ltd, Kiriella among
mentioned factors.
As highlighted in the analysis part, assigned quality targets, operator working skills,
job satisfaction, working experience, training & development, sewing machine
breakdown, material quality and physical working environment are the most
significant causes for the poor sewing efficiency level of Stylish Casual Wear (Pvt)
Ltd, Kiriella respectively.
5.2 Recommendations
- Encourage Sewing Machine Operators to check the finished operation by

themselves before transferring it to another party.
- Aware Sewing Machine Operators about correct machine handling methods and
fabric handling methods.
- Design workstation layout based on operation requirements to reduce unnecessary
motions.
- Setting individual targets instead of giving equal targets for all Sewing Machines
Operators and give achievable production targets for Sewing Machine Operators.
38
REFERENCES
Ahamed, F. (2014). Job Dissatisfaction in the Bangladesh readymade garment to what

extend HR/IRPractices can grow exhilaration of RMG workers. Internal
Journal of Business and Management Review , 2.
Attwood, M., & Dimmock, S. (1996). Personal Management (3 ed.). Chelsea: Lewis
Publication Inc.
Chatterjee, B. (1999). Executive Guide to Human Resource Management (4 ed). India:

Welley India.
Choudhary, A. K., & Geol, A. (2013). Effect of some fabric and sewing conditions on
Apparel seam characteristics. Journal of Textile, 2013, 7.
Drucker, P. F. (2007). The Practice of Management (Revised ed.). California:

Josseybass.
Field, A. (2009). Discovering Statistics Using SPSS. Sage: London.
Hiba, J. C. (1988). Improving Working Conditions and Productivity in the Garment

Industry. 1-166.
Jayawardana, A., & Prasanna, H. (2007). Factors affecting to the effectiveness of

Training provided to Merchandisers of Garment Industry in Sri Lanka. Sri
Lankan Journal of Management, 172-176.
Koontz, H. (1990). Essentials of management. (5 ed.). Cape Town: Oxford.
Levin, H. M., Jamison, D. T., & Radner, R. (1976). Concepts of Economic Efficiency
and Educational Production. National Bureau of Economic Research , 149-
198.
Liyanage, D. M., & Galhena, B. L. (2009). Determinants of Turnover Intention of

Sewing Machine Operators: Case from Leading Apparel Company. 1-17.
Majumder, P. P., & Begum, A. (2000, June). The gender imbalances in the export
oriented garment industry in Bangladesh. 1-42.
39
Malhotra, N. K., & Briks, F. D. (2000). Marketing Research and applied Approach
(European ed.). Harlow: Pearson Education Ltd.
Mandal, S. (2008, August). Studies on Seam Quality with Sewing Thread size stitch
Density and Fabric Properties. 1-287.
Paneru, N. (2011). Implementation of lean manufacturing tools in Garment

Manufacturing Process focusing Sewing section of Men’s Shirt. 1-80.
Roy, S. S., Ghosh, S. K., & Chakraborty, R. (2012, January). Application of Industrial
Engeeniring in Garments Sewing Floor. 1-79.
Sekaran, U., & Bougie, R. (2010). Research Method for Business (5 ed.). India:
Welley India.
Seneviratna, N. (2013). Application of Generalized Linear Model to the Minimization

of Defectives in Sewing process of Apparel Industry. International Journal of
Scientific & Research Publications , 3, 1-6.
40
BIBLIOGRAPHY
Jayawardana, A. L., & Prasanna, H. D. (2007, December). Factors affcting the

Effectiveness of Training provided to Merchandisers of garment Industry in
Sri Lanka. Sri Lankan Journal of Management, 1-22.
Moustaf, T. (n.d.). Interaction between Sewing thread size and Stitch density and its
effects on the seam quality of wood fabrics. Journal of Applied Sciences
Research.
Shanmugasundaram, S., & Panchanatham, N. (2011). Embracing Manpower for

Producing in Apparel Industry. International journal of Innovation,
Management and Technology, 2, 1-6.
41
APPENDIXES
APPENDIX A : Organizational Profile
01. Vision and Mission of the Organization
Vision
To be a world renowned garment supplier in the Apparel Industry for ladies / men’s
and children wear…..
Mission
To make available employment opportunities to Sri Lankans, while satisfying and

retaining customers through employee involvement, team work, and personal
excellence to keep long lasting business relationships with buyers, to guarantee the
job assurance for employees…
02. Organizational Hierarchy

Chairman
Managing Director
General Manager
Merchandising Cutting Production Q/A Human Resource

Manager Manager Manager Manager Manager
Assistant Cutting Production Q/A H / R Executive

Merchandising Executive Executive Executive
Mgr
Cutting Production Inline Q/C H / R Assistant

Merchandising
Coordinator Supervisor Supervisor
Final
Production Checker
Operator
End line
Checker
42
03. Functional Areas
Human Resource Department
Human Resources Department is the main department that controls all the activities
and other requirements belongs to the employees in the factory. Also job design, job
analysis, human resource planning, recruitment, hiring, induction, performance
evaluation, training and development, compensation, welfare administration,
management of incentives and benefits, employee motivation, discipline management
and grievance handling activities are done by the HR Department.
Merchandising Department
First of all, buyer will sent a Tech Pack which includes production sketch,
measurement sheet and all the instructions of the style such as color, threads,
accessories, washing techniques to be used etc to the Merchandiser. Then the
Merchandiser will send the Tech Pack to the Sample Room for sewing sample
garment. Also Merchandising Department calculates the cost including material and
labor for the particular style. Finally, the Merchandiser sends the sample to the buyer
with related cost sheet to get the approval from the buyer. If the buyer will satisfy
about the cost of the garment, they place the order.
Stores Department
They are responsible to all issuing of raw materials to the all departments, mainly to
the Production Department. They maintained all the raw materials that required to the
Production Department.
Sample Department
Buyer sends a Tech Pack which includes production sketch or sample garment
measurement sheet and all instructions of the style such as color, threads, accessories
and washing techniques to be used to the Merchandiser. Then, merchandiser will send
the Tech Pack to the Sample Room and the Designer in the Sample Room will design
the sample according to the buyer’s requirements. After assembling of garment parts,
43
sewn sample garments are sent to the washing if necessary and non wash garments are
sent to the Quality Assurance Department to check the quality of sample garment
according to the buyer’s specifications. Finally, they sent finished sample to the buyer
with related cost sheet to get the approval. Sample Room does this same procedure
from Development Sample to Approval Sample with necessary modifications
according to the buyer’s comments. Therefore, Sample Room plays very important
roll until get the approval from the order placement.
Cutting Department
Cutting Department plays very important role in the garment production process
because it is the first step in the production process. There are two main functions
carried out in the department namely Spreading, Cutting and Fusing if necessary.
When the order sheet is received to the Cutting Department, they prepare a cutting
detail sheet which includes cutting instructions, laying instructions, and cutting
quantities according to the order quantity. Then they prepare laying plan and markers
for the required style. In here, they pay a special attention for the design of the fabric
and color shading in the fabric roll when spreading fabric. After marker is completed,
Cutting Department is sent a request sheet to the Store Department for requesting
fabric for cutting. After that, fabric must be laid properly on the cutting tables at the
Cutting Section. After spreading marker sheet on fabric layers, garment pieces are cut
out of the fabric.
After cutting panels they are numbering all panels according to the garment sizes. And
also fusing should do if necessary. Finally, they check all bundles to ensure that all cut
panels are in high quality and these bundles are issued to the Production Department.
Production Department
Before the production process starts, pilot process is run in order to identify problems
occurring during mass production process. Before feeding new style a pre production
meeting is held. Information like trim cards, threads, operations, special operations
and machine layout is discussed in this meeting. It is arranged by Merchandising
Department.
44
There are various production systems and arrangements use in the factory. They use
Bundling System as production system. In this system the operator have to sew a
bundle of pieces. After completing one bundle, it should pass to the next operator. In
this system, use numbering system to identify color shadings.
Finishing Department
Finishing Department is situated near to the Production Department because after

sewing garments, these are sent to the finishing and packing process. Therefore, this
department will proceed for sewn garments buttoning, thread trimming pressing,
checking the measurements and packing in poly bags or in cartons. Collect the
finished garments from the Production Department and finally make them for the
shipments are main functions in this department. Finishing Department also has a
responsible to retain the quality of the product until it reached to the final customer.
Therefore, during the process of packing garments, packing should be done according
to the given instructions by the buyer. Also the finished products must be ship
according to the shipment date which is schedule by the Merchandising Department.
Quality Assurance Department
After assembling of garment parts, sewn sample garments are sent to the washing if
necessary. Non wash garments are sent to the Quality Assurance Department to check
the garments according to the buyer’s specifications. Therefore, Quality Assurance
Department has a responsibility to check the quality of the finished garments before
they send to the buyer.
Mainly Quality Assurance Department use Traffic Light System to identify defective
items. According to the Traffic Light System, 7 pieces checked by each operator. If 0
faults found out of 7 pieces continue production. If 1 fault found out of 7 pieces check
another 7 pieces. If it is okay, continue the production. If 2 or more faults found out of
7 pieces stop production and take immediate actions to mitigate it.
Technical Department
45
Sample Room Officer will prepare line layout, machine layout and operations which
are relevant to the new style. After that, they hand over the machine requirement sheet
which tells about the number of machines, required machine types as well as required
folder types and attachments to the Technical Department.
Maintenance Department
Maintenance Department does all the activities that regard to the all maintenance
activities of the factory.
04. Organizational Policies
Child Labor & Juvenile Labor Policy
We at Stylish Garments (Pvt) Ltd will not provide employment to any person falling
under the age 16 years.
Commitment to prohibition of Child Labor:
The Company ensures that any changes made to the existing laws and regulations
pertaining to the area of child labor or any related area will be promptly incorporated
to our business principles.
Every employee recruited to the company will be required to furnish a copy of the
Birth Certificate and the National Identity Card or the Postal Identity Card as proof of
age verification.
The company ensures that a copy of the Birth Certificate and the National Identity
Card or the Postal Identity Card is properly field in the personal file of each employee
whether on contract or casual or permanent employment.
The company at the time of the interview process verifies the age of the candidate.
It is the policy of the company to avoid the retention of original copies of age
verifications at any given time.
Our commitment if anyone favor than 14 years are recruited through forged
documents:
46
In the event an employee gaining employment through forged documents, the
company will first investigate circumstances leading to such a situation.
If poverty has driven him / her to employment, the company will offer a scholarship
for him / her to complete his / her secondary education. The company policy is to
offer gainful employment to any other family member employable. Company also
will offer employment if and when the relevant employee completes his / her
education.
Health & Safety Policy
Our policy is provide and maintain safe and healthy working conditions, equipment
and systems for all our employees and to provide information trading and supervision
as they need for this purpose.
We also accept our responsibility for the health & safety of other people who may be
affected by our activities.
The policy will be kept up to date particularly as the business changes in nature and
size. To ensure this the policy and the way in which it is operated, will be reviewed
every year.
Product Safety Policy
It is the company’s policy to supply merchandise to high standard of product safety.
The company is committed to supplying products which conform to its customer’s

product safety policy relevant standards and within government legislation guidelines.
Our products must be fit for purpose and designed to meet our customers’ needs.
Social Compliance Policy
47
Stylish Garments (Pvt) Ltd is committed to conduct all business activities in a socially
responsible manner and a senior manager will be responsible for social compliance.
Stylish Garments (Pvt) Ltd understands that social compliance standards are still
evolving. Therefore, it is the policy of the company to merge the highest standards to
draw the Stylish Garments compliance policy ensuring compliance with all the
elements of the standards such as ethical trading initiative and relevant customer’s
vendor compliance standards.
Stylish Garments (Pvt) Ltd ensures that all the business activities and labor practices
are in compliance with all the applicable national and international laws and
regulations.
All of our policies and procedures will be re-visited periodically for continues
improvements. We believe our dedication to improve the working environment
through a defined workplace code of conduct will ensure better productivity.
The policies and procedures formulated will be effectively documented, implemented

and communicated to all our stake holders.
Visitor Information - Metal Free Policy
As a visitor to stylish garments (Pvt) Ltd, we would like to welcome you to our
business and request your co-operation with regard to our metal prevention
procedures.
Certain areas of the site are classified as ‛M’ (Metal) free and must be contaminated
by metal objects such as staples, pins, metal paper clip, safety pins, personal sewing
kits, razor blades, small pencil sharpeners, knives and knives with disposable blades,
nail cutters, or pin badges and charity objects with metal clips and pins etc.
If during your visit you are likely to enter areas used for the storage of trims and
fabric, or the manufacture and storage of garments, we request that you respect our
metal free policy and do not take restricted metal items into these areas. Items and
areas of risk are clearly identified.
Thank you for your co-operation in this matter, and for your assistance in ensuring
48
that our Garments are made to the Standards of Quality and Safety Expected by our
Customer.
Metal Contamination Policy
Class “M” items are not allowed to use any place in this factory / office
Class “M” Items Include:-
Staples pins, metal paper clips, drawing pins, safety pins, personal sewing kits, razor
blades, small pencil sharpeners, knives badges with pin fasteners, magazines or
catalogues with staples in spine , charity objects attached with pins E.g. poppies,
daffodils etc.
49
APPENDIX B : Sewing Process
Start
Refer Garment Breakdown Analysis

Chart
Sketch of the
Pattern Boards style sewing
details
Approved Samples
Allocate & Training SMOs Raw material
Work instruction for information
SMO
Fabric inspection
Work instruction for report
line supervisors
Is helper to be
employee?
Use Operators Allocate Helper
Start as per operational breakdown

steps (Line Feeding)
Operator wise work

instruction for each Sewing Proceeds
style
Return to repair
Is quality &
measurements
OK?
50
Is Is
press
quality
fasteners
&
measurements
needed?
Isgarments
Isquality
quality OK?
Attach
Quality passed
Semi
Line
Sewing end QAOK?
finished OK?
Proceeds
after
garments
sewing
Sewing Proceeds
Return to repair
Is quality OK?
Sewing Proceeds
Is marking necessary
Measurement sheet
finished boards Marking
Sewing Proceeds
Return to repair
Is quality OK?
Semi finished garments
Send to line end

Work instructions Is press fasteners
QA
for press fasteners need
Attach
51
Is quality &
measurements OK?
AQL Inspection
Send for shipping
Is quality is OK Send to repair
Approved samples
Work instructions Line end QA
Trim cards
Tag & return to

Is quality &
repair
measurements
OK?
Quality passed garments after Washing if

sewing necessary
Work instruction for

tagging Tagging
Metal detection
Work instructions for metal detector test records
Operator wise Pressing

work instructions
Paste QC sticker
Work Seeing eye QA process

instructions for
Seeing Eye Paste QC sticker
operator
Send to
Is quality & respective line
measurements for repair
OK?
Work instructions
Packing Packing list
for packing Standard
sample
52
AQL Chart AQL Inspection AQL Report
Repair
Is quality & Recheck entire

measurements lot & isolated
OK? defects
Daily
production
Send for shipping report
Shipment
release
document
53
APPENDIX C : Questionnaire
I am a final year undergraduate of B.Sc. EcoBusiness Management (Special) Degree

program which conducted by Sabaragamuwa University of Sri Lanka. This
questionnaire has been prepared for gathering data for my research which should be
submitted as a fulfillment of partial requirement for the degree. Therefore I request
from you as providing true and correct information for the success of my research.
Team Number: …………………………..
Please cross (X) the cage that is being a front of the correct answer.
PART 01
1. Gender
Male Female
2. Age
Less than 20 40 - 50
20 - 30 More than 50
30 - 40
3. Marital Status
Married Unmarried Divorced
4. Working Experience
Less than 1 5-7
1-3 More than 7
3-5
54
PART 02
Read each statement and cross(X) the appropriate cage with your reference
Strongly Disagree Disagree Neutral Agree Strongly Agree

1 2 3 4 5
5. I have ability to handle any type of sewing machines 1 2 3 4 5

6. I can do any tasks with expected quality level which 1 2 3 4 5
given by my Supervisor or Production Manager
7. I am satisfied with my job 1 2 3 4 5
8. I expect to remain my job in future 1 2 3 4 5
9. I get medical facilities when I needed 1 2 3 4 5
10. Always machine break downs happen in the 1 2 3 4 5
sewing lines
11. According to my knowledge machine will takes 1 2 3 4 5
about 15 minutes to repair broken sewing machines
12. When I consider about quality level, my target is 1 2 3 4 5
reduced
13. I know the quality level that expected from my 1 2 3 4 5
operation
14. I received materials which are helped to reduce 1 2 3 4 5
sewing defects
15. I received materials which are helped to 1 2 3 4 5
improve sewing efficiency
16. My working environment has organized well 1 2 3 4 5
17. I have enough space within the organization 1 2 3 4 5
18. I am having enough facilities to do my job well 1 2 3 4 5
(Light/ Fresh air)
19. I have provided enough safety equipments to carry 1 2 3 4 5
on my job
20. Introductory training program is sufficient for me 1 2 3 4 5
to do my job well
21. Organization have been conducted the training 1 2 3 4 5
course to improve my knowledge
PART 03
22.Always I achieve daily efficiency targets given to 1 2 3 4 5

me
55
23.I am satisfied about my sewing target achievements 1 2 3 4 5
24.I have got rewords for achieving daily targets 1 2 3 4 5
Thank you for your kind cooperation and information provided by you will be kept
secret.
m%Yakdj,sh
ud Y%S ,xld inr.uqj úYajúoHd,h u.ska mj;ajkq ,nk mßir ys;ldó

l<uKdlrK ^úfYaI& Wmdêh yodrK wjika jir Wmdê wfmaCIsldjla fjñ'
udf.a Wmdêh iïmQ¾K lsÍu i|yd ud úiska m¾fhaIKhla isÿ l< hq;= jk
w;r" fuu m%Yakdj,sh u.ska ta i|yd wjYH f;dr;=re iïmdokh lr.kq ,efí' tu
ksid ksjerÈ yd i;H f;dr;=re imhk f,i Tnf.ka ldreKslj b,a,d isáñ'
56
lKavdhï wxlh: ...........................................
lreKdlr ksjerÈ ms<s;=r bÈßfhka ^ X & i,l=K fhdokak'
m<uq fldgi
1. ia;%S$ mqreI Ndjh
ia;%S mqreI
2. jhi
20 g wvq 40;a 50;a w;r
20;a 30;a w;r 50 g jeä
30;a 40;a w;r
3. újdyl $ wújdyl nj
újdyl wújdyl oslalido
4. jD;a;Sh m<mqreoao
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3;a 5;a w;r
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iEu jdlHhlau fyd¢ka lshjd .e,fmk ksjerÈ ms<s;=r bÈßfhka ^ X &

i,l=K fhdokak'
iïmQ¾Kfhk tl`. fkdfõ tl`. fõ fyda tl`. fõ iïmQ¾Kfhk

a tl`. fkdfõ tl`. fkdfõ a tl`. fõ
1 2 3 4 5
57
5. ug ´kEu ueIska j¾.hl ueiSfï yelshdj we;' 1 2 3 4 5
6. iqmÍCIl fyda ksIamdok l<uKdlre mjrk 1 2 3 4 5
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7. uu udf.a /lshdj ms<sn|j ;Dma;su;a fjñ' 1 2 3 4 5
8. uu wkd.;fha§ ;jÿrg;a fuu /lshdfõ ksr; ùug 1 2 3 4 5
n,dfmdfrd;a;= fjñ'
9. udyg ffjoH myiqlï wjYH jQ úg§ tajd 1 2 3 4 5
ksishdldrj
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10.ks;ru ksIamdok fma,sfha uyk ueIska hka;% 1 2 3 4 5
l%shd
úrys; fõ'
11. udf.a oekqug wkqj l%shd úrys; jQ uyk 1 2 3 4 5
ueIska
h:d;;ajhg m;a lsÍug úkdä 15 l muK ld,hla
.; fõ'
12. ud, wfmaCIs; .=K;ajh ms<sn|j ie,lSfï§ udf.a 1 2 3 4 5
b,lalhka wvq fõ'
13. wdh;kh úiska udf.a fufyhqfuka 1 2 3 4 5
n,dfmdfrd;a;=
jk .=K;ajh ms<sn`oj ud oekqj;ah'
14. wdh;kh úiska imhkq ,nk wuqøjH udf.a 1 2 3 4 5
fufyhqfuka jk jeros wvq lsÍug WmldÍ fõ'
15. ug ,efnk ueyqï wuqøjH udf.a ld¾hCIu;djh 1 2 3 4 5
jeä lsÍug Woõ fõ'
16. udf.a wdh;kfha jev mßirh fyd¢ka ixúOdkh 1 2 3 4 5
ù
we;'
17. udf.a ld¾hhka yiqrejd .ekSug ;rï m%udKj;a 1 2 3 4 5
bvlvla we;'
18. ug fyd¢ka rdcldßh bgq lsÍug m%udKj;a 1 2 3 4 5
myiqlï
ksIamdok fma,sfha imhd we; ^wdf,dalh$
msßisÿ
jd;h&'
58
19. ug m%udKj;a ;rï wdrCIs; WmlrK wdh;kh 1 2 3 4 5
úiska imhd we;'
20. y÷kajd §fï mqyqKq jevigyka udf.a b,lal 1 2 3 4 5
imqrd
.ekSu i|yd m%udKj;a fõ'
21. udf.a oekqu jeäoshqKq lsÍu i`oyd wdh;kh 1 2 3 4 5
úiska
mqyqKq jevigyka fufyhjd we;'
f;jk fldgi
22. wdh;kh úiska ug ,ndÿka b,lal ud úiska 1 2 3 4 5

ks;ru"
ksishdldrj imqrd ,Sñ'
23. uu udf.a b,lal imqrd .ekSu ms<sn|j 1 2 3 4 5
;Dma;su;a
fjñ'
24. fyd¢ka b,lal imqrd,Su ksid wdh;kfhka ug 1 2 3 4 5
m%odkhka yd §ukd ,eî we;'
Tn ug ,nd ÿka w.kd iyfhda.hg ia;=;sjka; jk w;r" Tnf.a ish¨ úia;rj, ryiH
Ndjh iqrlsk njg fmdfrdkaÿ fjñ'
59
APPENDIX D : Contribution to Sri Lanka’s Economy
YEAR PCS SHIPPED GROWTH %

2005 3120000 -
2006 3264000 5%
2007 4320000 32%
2008 4560000 6%
2009 8640000 89%
2010 9600000 11%
2011 19200000 200%
2012 20400000 15.5%
APPENDIX E : Efficiency Records
Date Efficiency (%) Date Efficiency (%) Date Efficiency (%)

1 / 01 35 2 / 05 30 3 / 11 25
1 / 02 28 2 / 06 30 3 / 12 25
1 / 03 29 2 / 07 33 3 / 13 24
1 / 04 27 2 / 08 34 3 / 14 24
1 / 06 27 2 / 10 32 3 / 15 26
1 / 07 26 2 / 11 37 3 / 17 25
1 / 08 26 2 / 12 38 3 / 18 26
1 / 09 26 2 / 13 38 3 / 19 26
1 / 10 28 2 / 14 42 3 / 20 26
1 / 11 29 2 / 15 38 3 / 21 27
1 / 13 29 2 / 17 36 3 / 22 27
1 / 14 29 2 / 18 35 3 / 24 27
1 / 15 29 2 / 19 35 3 / 25 28
1 / 16 29 2 / 20 34 3 / 26 28
1 / 17 29 2 / 21 34 3 / 27 30
1 / 18 30 2 / 22 34 3 / 28 30
1 / 20 31 2 / 24 33 3 / 29 54
1 / 21 31 2 / 25 33 3 / 31 30
1 / 22 31 2 / 26 33 4 / 01 42
1 / 23 30 2 / 27 33 4 / 02 39
1 / 24 30 2 / 28 34 4 / 03 38
1 / 25 30 3 / 01 34 4 / 04 37
1 / 27 30 3 / 03 34 4 / 05 35
1 / 28 30 3 / 04 31 4 / 07 33
1 / 29 31 3 / 05 29 4 / 08 32
1 / 30 31 3 / 06 27 4 / 09 31
60
1 / 31 33 3 / 07 26 4 /10 29
2 / 01 28 3 / 08 25 4 / 21 40
2 /03 31 3 / 10 24 4 / 22 31
APPENDIX F : Efficiency Calculation Formula
Production Calculations
Line Target = Number of operations in the line * Working hours in minutes

Garment SMV
Hourly Target (Individual) = 60

Total SMV
Daily Target (Individual) = Hourly Target * Number of working hours
Efficiency Calculations
Individual Efficiency = Earned Minutes
Available Minutes
Where,
Earned Minutes = No of produced pieces * SMV of that activity
Available Minutes = Working minutes
Line Efficiency = Total minute produce by an Operator * 100
Total minute attended by Operator

Where,
Total minute produce = Total pieces made by an operator * SAM of the operator
Total Minute attended = Total hours worked on the machine * 60 (minutes)
61
Standard Minute Value
Standard Minute Value = Basic Time + Allowances
Where,
Basic Time = Observed Time * Observed Rating
Standard Rating
Appendix G : Sample Size Calculator

Appendix H : Demographic Composition of Individual Respondents.
Gender
Frequency Percent Valid Cumulative

Percent Percent
Male 19 17.6 17.6 17.6
1 Female 89 82.4 82.4 100.0
Total 108 100.0 100.0
Age

Percent Percent
Less than 20 38 35.2 35.2 35.2
20-30 32 29.6 29.6 64.8
62
30-40 20 18.5 18.5 83.3
40-50 13 12.0 12.0 95.4
More than 50 5 4.6 4.6 100.0
Total 108 100.0 100.0
Marital Status

Percent Percent
Married 57 52.8 52.8 52.8
Unmarried 46 42.6 42.6 95.4
1
Divorced 5 4.6 4.6 100.0
Total 108 100.0 100.0
Working Experience

Percent Percent
Less than and equal1 49 45.4 45.4 45.4
2-4 26 24.1 24.1 69.4
5-7 6 5.6 5.6 75.0
1
8-10 10 9.3 9.3 84.3
More than and equal 11 17 15.7 15.7 100.0
Total 108 100.0 100.0
Appendix I : Reliability of Variables
63
Reliability of Operator working Skills
Cronbach's Alpha N of Items

.757 2
Reliability of Job Satisfaction

.722 3
Reliability of Sewing Machine Breakdown

.757 2
Reliability of Assigned Quality Targets

.780 2
Reliability of Material Quality

.702 2
Reliability of Physical Working Environment

.838 4
Reliability of Training and Development

.775 2
Reliability of Sewing Efficiency

.900 3
Overoll Relaibility

.710 22
64
Appendix J : Correlation Analysis
SE WE OWS JS SMB AQT MQ PWE TD

** ** ** ** ** ** **
Pearson Correlation 1 .789 .760 .764 -.735 -.903 .784 .734 .872**
SE Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000
N 108 108 108 108 108 108 108 108 108

** ** ** ** ** ** **
Pearson Correlation .789 1 .791 .772 -.837 -.817 .633 .767 .793**
WE Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000
N 108 108 108 108 108 108 108 108 108

** ** ** ** ** ** **
Pearson Correlation .760 .791 1 .999 -.657 -.678 .552 .781 .709**
OWS Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000
N 108 108 108 108 108 108 108 108 108
Pearson Correlation .764** .772** .999** 1 -.650** -.672** .553** .784** .712**
JS Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000
N 108 108 108 108 108 108 108 108 108
Pearson Correlation -.735** -.837** -.657** -.650** 1 .770** -.613** -.753** -.796**
SMB Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000
N 108 108 108 108 108 108 108 108 108

** ** ** ** ** ** **
Pearson Correlation -.903 -.817 -.678 -.672 .770 1 -.720 -.578 -.756**
AQT Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000
N 108 108 108 108 108 108 108 108 108
65
Pearson Correlation .784** .633** .552** .553** -.613** -.720** 1 .558** .808**
MQ Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000
N 108 108 108 108 108 108 108 108 108
Pearson Correlation .734** .767** .781** .784** -.753** 578** .558** 1 .826**
PWE Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000
N 108 108 108 108 108 108 108 108 108

** ** ** ** ** ** ** **
Pearson Correlation .872 .793 .709 .712 -.796 -.756 .808 .826 1
TD Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000
N 108 108 108 108 108 108 108 108 108

Note: **.Correlation is significant at the 0.01 level (2-tailed).
Appendix K : Regression Analysis
Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate
a
1 .971 .942 .937 .23736
a. Predictors: (Constant),MQ, PWE, AQT, WE, SMB, OWS, TD, JS
ANOVAa
Model Sum of Squares df Mean Square F Sig.
Regression 89.697 9 9.966 176.892 .000b
1 Residual 5.521 98 .056
Total 95.218 107
a. Dependent Variable: SE
b. Predictors: (Constant),MQ, PWE, AQT, WE, SMB, OWS, TD, JS
Coefficientsa
Model Unstandardized Standardized t Sig. Collinearity
Coefficients Coefficients Statistics
B Std. Error Beta Tolerance VIF
1 (Constant) 3.447 .398 8.650
WE .369 .092 .150 4.031 .000 .429 2.330
OWS .468 .187 .240 2.498 .014 .112 6.520
JS .453 .188 .209 2.417 .018 .105 3.325
SMB -.125 .054 -.137 -2.321 .022 .170 5.873
AQT -.689 .072 -.549 -9.627 .000 .182 5.489
MQ .116 .056 .095 2.061 .042 .277 3.606
66
PWE .060 .016 .227 3.704 .000 .157 6.350
TD .313 .064 .354 4.889 .000 .113 8.849
a. Dependent Variable: SE
Appendix L : KMO and Batlett’s Test
Initial Extraction
SE 1.000 .880
WE 1.000 .938
OWS 1.000 .849
JS 1.000 .847
SMB 1.000 .809
AQT 1.000 .782
MQ 1.000 .650
PWE 1.000 .766
TD 1.000 .904
Extraction Method: Principal
Component Analysis.
67

Factors Affecting To The Poor Sewing Efficiency Level of Stylish Casual Wear (PVT) LTD, Kiriella

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Factors Affecting To The Poor Sewing Efficiency Level of Stylish Casual Wear (PVT) LTD, Kiriella

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FACTORS AFFECTING TO THE POOR SEWING EFFICIENCY

LEVEL OF STYLISH CASUAL WEAR (PVT) LTD, KIRIELLA

This Supervised Independent Study Submitted to the Faculty of Management Studies,

HETTI ARACHCHILAGE SANDUNI ERANGIKA JAYAWEERA

CERTIFICATION OF SUPERVISED INDEPENDENT STUDY

In presenting this supervised independent study in fulfillment of the requirements for

Faculty of Management Studies

Sabaragamuwa University of Sri Lanka

P.O. Box 02, Belihuloya - 70140

I, Hetti Arachchilage Sanduni Erangika Jayaweera declare that this supervised

Title of Supervised Independent Study:

FACTORS AFFECTING TO THE POOR SEWING EFFICIENCY LEVEL OF

Signature of Student: Date:

First, I would like to express my deepest gratitude to Mrs. K. Manori Pathmalatha,

Further, I am immensely thankful to Mr. Roshan Priyantha, Human Resource

CHAPTER ONE: INTRODUCTION........................................................................1

1.1Background of the Study.......................................................................................1

1.2 Research Problem.................................................................................................4

1.3 Hypothesis of the Study........................................................................................5

1.4 Objectives of the Study........................................................................................6

1.5 Significance of the Study......................................................................................7

1.6 Limitations of the Study.......................................................................................8

1.7 Chapter Organization of the Study.......................................................................8

CHAPTER TWO: LITERATURE REVIEW.........................................................10

2.1 Theoretical Review.............................................................................................10

2.1.2 Types of Efficiency......................................................................................11

2.2.1 Working Experience.....................................................................................13

2.2.2 Operator Working Skills..............................................................................13

2.2.3 Job satisfaction.............................................................................................13

2.2.4 Sewing Machine Breakdown.......................................................................13

2.2.5 Assigned Quality Targets.............................................................................14

2.2.6 Material Quality...........................................................................................14

2.2.7 Physical Working Environment...................................................................15

2.2.8 Training and Development...........................................................................15

CHAPTER THREE: METHODOLOGY................................................................17

3.1 Research Site......................................................................................................17

3.2 Conceptualization and Operationalization.........................................................18

3.2.1 Conceptual framework of the Study............................................................18

3.2.2 Operationalization of the Study...................................................................19

3.3 Research Approach.............................................................................................20

3.4 Research Design.................................................................................................21

3.4.1 Research site selection rational....................................................................21

3.4.4 Source of data..............................................................................................23

3.4.5 Method of data collection............................................................................23

3.4.6 Instruments and Techniques to be used.......................................................23

3.4.8 Methodological Limitations.........................................................................25

3.4.9 Method of Data Analysis.............................................................................25

3.5 Time frame and access to research site...............................................................26

CHAPTER FOUR: ANALYSIS AND DISCUSSION.............................................28

4.1 Data Presentation................................................................................................28

4.2 Data Analysis......................................................................................................30

4.2.1 Correlation Analysis and Multicollinearity Analysis...................................31

4.2.2 Regression Analysis.....................................................................................33

CHAPTER FIVE: CONCLUSION AND RECOMMENDATIONS.....................37

3.5 Reliability Analysis................................................................................................25

3.6 Time frame work....................................................................................................26

4.1 Correlation Analysis...............................................................................................31

4.2 Multicollinearity Analysis......................................................................................33

4.3 Model Summery.....................................................................................................33

1.2 Total sewing efficiency levels in production teams on January, 2014...…………..3

1.3 Total sewing efficiency level in production teams on March, 2014...………...…..3

3.1 Conceptual Framework of the Study......................................................................18

4.1 Gender distribution of the Sample.........................................................................28