Hotapara Diag. Report 02-02-10

7/30/2019 Hotapara Diag. Report 02-02-10

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PIP Diagnostic Study Report

Contents

1. Scope and Objectives

2. Methodology

3. Observations and Recommendations

4. Gap analysis

5. Appendices

6. KPI’s (In an attached file here with)

Spectrum Lanka Technology Solutions Ltd. 2




Objective of the Program

Entire study is design to extract the system deficiencies lies with

“Hotapara garments Ltd.” in terms of productivity and technological concepts.

1. Educate technical staff and management on possible improvements that can be

taken place in the technical system.

2. Introduce basic fundamental industrial engineering concepts to technical staff in

order to emphasize on the impotency of following such systems in the industry.

3. By identifying the needs for improvement and based on the findings giving the

recommendations to the management.

Areas to be covered by the system analyzed :

Present technical operational system

Positive and negative impacts

Present opportunity Gaps

Possibility of improvements

System sustainability





Methodology

Methodology has been defined to analyze actual present scenario of “ Nur Knitwears Ltd.”

and to find out opportunity Gap and emphasize on possibilities of

improvement.

• Evaluating the historical Data

• Evaluating the current performances

• System Gap Evaluation;

o Systemso Activities

o Procedures

• Opportunity Gap analysis has done in terms of;

o Capacity Gap

o Utilization Gap





Observation and Recommendations





DIAGNOSTIC OBSERVATIONS AND RECOMMENDATIONSFOR

STANDARD OPERATING PROCEDURES (S.O.P.’s)

PLANNING ACTIVITIES:

1) Planner: Not available. Factory shall establish a planning department and assigna full time planner.

2) New order inquiry and conformation: Done with the involvement of M.D.,G.M. Production and Marketing/Merchandising, but not on S.M.V based targets for costing. Shall do all styling analysis (Feasibility) by the I.E. Department and confirmto Marketing/Merchandising for order confirmation and to the planner for preparation.

3) Confirmed order status Master file: Available. Time and action (T&A) relatedto planner not available to follow. Need to have complete “Master file” which shall

be updated by the merchandiser/manager with updated T&A to have information suchas Fabric and trim receiving dates, Best possible cut date and delivery date based.

4) Capacity planning: No capacity planning done based on Work study & S.M.V.

Made on assumed targets considering past production data and only based on pieces,not on available standard hours. Shall prepare I.E. based capacity plan when I.E.functions are properly established.

5) Production schedule loading plan: Not available. Shall update the management by planer, if any production variation is observed. Shall discuss with the managementand take immediate possible action to continue with the plan with out revising. If any





revision shall be made, merchandising, Cutting, Sewing, shall be informedimmediately for changes which has been taken place.

6) Production plan detailed summery report: Not available, Planer shall preparethis report for the immediate next month which contains with lines, no of styles, styleorder quantity, planned cut date, Planned input date, end date, no of buffer days,

planned standard Minutes, planned efficiency , etc.

7) Shipment plan: Monthly shipment plan is not available. Planner shall preparethis plan along with the details given by the Merchandiser and finalize. This plan to becertified by the planner and merchandiser before forwarding to the Managementthrough the Finance department.

8) Production Plan factory summary finalizing and freezing procedure: Notavailable. Finalized factory summary, which has been prepared and signed by the

planner, shall be signed by the Merchandising Manager, Work study Manager, H.R.Manager, Factory in charge and Accounts Manager for acceptance. Planner shalldistribute copies of Plan freezing summery to all relevant departments.

OUT SOURCING ACTIVITIES TO BE CONSIDERED:Styles with out special operations (Without Embroidery, Printing etc.)

On new style:Fabric (First bulk qty) shall be received in cutting section minimum of 6 days

prior to plan line output , or 4 days prior to plan cut date.

On running style,Fabric shall be received in cutting section minimum of 4 days prior to plan lineoutput, or 2 days prior to plan cut date.

Styles with special operations. (With Embroidery, Printing etc.)

On new style:Fabric (First bulk qty) shall be received in cutting section minimum of 7 days

prior to plan line output.





On running style,Fabric shall be received in cutting section minimum of 5 days prior to plan lineoutput.

I.E. ACTIVITIES

Style inquiry and development:

1. Submit Estimated SMV, Outputs and efficiency levels for pre costing- Nowork study based costing conducted and work study department is not involvingon this stage. Costing should be done based on the SMV and Cost per minute,and IE department should provide the estimated SMV for pre-costing.

2. Analyze and comment on potential of doing the orders inquired- If any newitems come for inquiry, Marketing and Merchandising to forward to the IEdepartment for analyzing. Style inquiry report to be filled by I.E. department andto be submitted to Merchandising and Marketing in return.

3. Attend for the product development meeting and provide proactive input. – Product development is not being done IE department to be involved on thisactivity. Need to start product development meeting at least for the new andcritical items with the involvements of Sample room, Technical, IE beforesample development.

4. Attend to do the mock ups for approvals on required construction changeswith the evaluation of savings and benefits- Not done. This is relative withabove SOP’s.

Planning related:

5. Submit Estimated SMV, Outputs and efficiency levels for Productionplanning- Not in practice. F.M. is taking on his assumption or on previous





experiences. Need to have a systematic procedure to involve I.E.on planningoutput levels.

6. Provide proactive input for efficient production scheduling, Check andapprove production schedules for best options- Not done. IE should beinvolved in planning to develop more productive production schedule. See

planning SOP.

7. Make production plan summaries- Not available. Need to implement detail plan reports.

8. Prepare machine, attachment and manpower requirements based on latestproduction schedules: Not done. Need to implement the all requirement reports

based on latest loading plans on weekly and monthly basis.

Pre-production related activities:

9. Testing and preparation for the confirmed orders – Methods,attachments: No involvement from the I.E. department for methods.

10. Review the Pre production samples and comments prior to sending tobuyer : Not in practice. All the samples to be submitted after reviewed byI.E. department to make sure Method, Construction are done as per the

finalized best w same way ay. Accordingly I.E. department will also get readyand follow the same way.

11. Prepare Operation bulleting and SMV, Issue and discuss operationbulleting with Production and technical staff on processes and processsequence before doing line sample: - Doing operation break down by the IEdepartment, but it is not discussed with production staff in a meeting andfinalizing. Need to discus complete break down with production staff andneed to finalize with signature for acceptance and agree before preparing linesampling.

12. Attend for line sample with the production and quality staff;- Line sample procedure is not in place. For every style I.E. officer to take part in preparation of line sample with the production and quality staff.





13. Prepare line layouts and discuss and confirm with production andtechnical staff :-Not practicing. Lines are feeding without having any I.E.layouts, even without having operation break down at some times. Need tohave a layout meeting and discuss and get confirmation of acceptance for theline layout with signatures from Production, Technical and Quality staff.

14. Prepare manpower allocation for layouts in advance to the line feeding: - Not in practice. Need to allocate available workers as per the best option after finalize the layout.

15. Prepare skill requirement for each style and fulfill: Not done. After finalize the line layout I.E. department to prepare the skill requirement for thestyle and need to cross check with the skill inventory to identify if any lackingin the line cadre, to take necessary action to fulfill.

16. Maintain workers skill inventory: Available in the factory, but I.E.department involvement for the data updating not in practice.

17. Prepare and attend on general skill development plan: Not practicing. Withthe experience and the past records analyzed by the IE department, need to

prepare a skill development plan of the workers and staff. Need to be attendedand follow on the development plan continuously.

18.Training centre activities and worker training manual:-

IE department is fullyoverlooking the training center and monitoring. But the training manuals are notavailable and training centre is not conducting any skill development program.

Need to develop a training procedure manual for training center and start skilldevelopment program for the existing experience workers and also for the staffs.

19. Follow up and make sure to keep available, required machines, attachmentsand manpower on time as per the style feeding plan: Doing the follow-ups onmachine and attachment requirements. Need to consider with manpower and skillas well.





Line feeding/New style Introduction:

20. Involvement in new style introduction and Instruct, train the workers oncorrect methods as motion sequence including desired SMV: - Need toinvolve in line feeding after start new IE SOP’s. (Feeding report, layout

procedures, method check list etc.).

21. Organize for the best work place arrangements as desired method on SMVwith maintaining a style method check list: Need to implement new methodcheck list after complete the training for the work study officers (New and old),since still they are not much knowledgeable to do method study.

22. Explain the SMV, Targets and plan efficiency and Incentive levels to eachand every worker: Not practicing. Have to introduce and educate workers infuture.

23. Play an active roll on reducing line feeding losses and maintain line feedingreport: Not practicing. Have to train I.E. officers.

At running production and day to day activities:

24. Capacity study of all layouts/Operations after two days and within threedays after feeding, SMV revision and confirmation with comparing thecapacity after complete the capacity study and Make potential plan study:

Not in practice. Need to start training.

25. 1st line layout re-balancing based on actual capacities and as per potentialplan: Not in practice. Need to start training.

26. Attend on daily line balancing: Not in practice. Need to start training.

27. Find the bottle necks, technical and quality issues and attend to solve withaddressing to the responsible persons while running the style: Not in practice.

Need to be trained.





28.Interval capacity study and line layout re-balancing once every two weekstime in first month and once a month after first month:

Not in practice. Need to be trained.29. Attend in Continuous method improvements and SMV reductions: Not in

practice . Need to start development process by the IE department and also needto maintain the achievements record book.

30. Organize and conduct daily efficiency meeting with production staff,improving individual efficiencies with monitoring and making sure that theefficiency reports are accurate: Not available. Need to start as initialSOP.

31. Monitor and record individual and line off standard times and take

necessary actions to reduce the lost times. Address and discuss withmanagement on off standard times: Was not available, but already started withnew W.S. officers.

32. Achieve the maximum potentials of individuals and sections and maintainthe minimum capacity gaps: Not in practice. Need to implement the activitiesto reduce the capacity gaps.

33. Achieve planed production targets and line efficiencies: Not in practice.Have to train in future.

Post production activities:

34. Style reconciliation of technical aspects (SMV, Efficiency, Productionoutput, Material consumption, Production plan, Bottlenecks): Not in

practice. Need to implement.

35. Monitor the style reconciliation of received to ship: Not in practice. Have tostart with training.

36. Monitor the post costing: Not conducted the post costing in the factory for thecompleted styles, and IE officers also not involved.





General:

37. Performance evaluation of workers and factory staff and grading: Not in practice .

38. Introducing and monitoring incentive schemes/Motivation tools : Not in practice. Need to introduce.

39. Management update on latest management concepts, Technology, systemsand procedures, methods, tools and attachments: Need to monitor in futureand evaluation need to do by the management.

40. Maintain and achieve the targets of key performance indicators and do thecomparison with other industries for management information: No KPI’s has

been maintained and targeted. Need to implement the KPI measuring system.Senior management should assign the KPI owners and the targets (Entitlements)for each and every KPI. Need to start and practice “Cross Functional Team”activity meaning fully. Top management should assign the CFT leader. CFTleader should set the targets for each KPI and top management should approve it.

41. Maintain all filing and document systems: Being maintained. But can beimproved.

42. Special tasks/Projects assign by management: Will be monitored in future.

43. Attend for management meeting and give proactive input: Will be monitoredin future. Also management should evaluate on this.

44. Self training and maintain records of achievements: Not done. Need tomaintain a self training and skill development plan for every IE officer. Alsoevery IE officer should maintain the improvements and achievements gained bythem individually. IE officer’s and the IE departments evaluation also shall bedone based on these records.





PRE PRODUCTION ACTIVITIES:

1. Style file: Complete style file is not available with the factory in charge.

information being passed over to each section on their request without thesignature from Merchandiser and Q.A.M. for approval. No accountability of receiving information by any person.

2. Q.C./Q.I. instructions: Not available. Given verbally. Instructions to Q.C’sand Q.I.’s shall be given in writing to hold responsibility to perform the job,which shall be instructed.

3. Approved sample : Only merchandiser’s signature available. Shall sign by theQuality in charge too, to assure all Fabrics, trims ,technical specifications are as

per the Buyer’s approval.

4. Approved Fabric & trim Card: Not being approved by Q.A. Department.This shall be approved with the signature of Q.C. in charge.

5. Fabric inspection: Inspection is not being done. No inspection machineavailable. Factory shall assign 3 fabric inspectors and to arrange 2 fabricinspection machines.

6. Trim inspection: Not available. Shall inspect each trim upon receipt at thestores, under the supervision of Q.A. department for A.Q.L. 1.5.

7. Calibration of measuring equipments: Not in practice. Found the needledetector is not being calibrated properly. Shall calibrate all measuringequipments periodically and certify by the quality in charge.

8. Fabric shrinkage report: Not available. Factory shall maintain records tocertify by the cutting quality supervisor.

9. Line sample: Not done. This Line sample shall be done prior to start each Stylewith the involvement of Line production, Quality, I.E., Technical andMaintenance staff of the line prior to P.P. meeting and evaluated by Line Q.C.who submit this report to Q.A.M. to comment at the P.P. meeting.

10. Critical operation identification: Not in practice. Need to do in developmentsample stage and I.E. department shall be involved in this activity.





11. Finish pattern / marking board approval: Patterns, which are being used in production are not signed and certified by the pattern maker and Sample Q.C.

12. Line layout and manpower allocation: Not available. Line layout andallocation is done by the production staff as they wish. This activity will betaken place in future, once the I.E. functions are started.Need to hold layoutmeeting before start the P.P. meeting.

13. Pre Production meeting: Not available. G.M. production and Quality incharge shall take the initiative to conduct this meeting to assure all the pre

production activities have been taken place prior to start the Pilot cut for eachstyle.

14. Completion of P.P. activities / Check list: Not available. Factory in chargeshall go through each P.P. activity to make sure it has been completed bythe party responsible, prior to approve the Pilot cut.

15. Patterns approval for Bulk cutting : Pattern set is not being approved by the Pattern master/quality in charge use in cutting. Patternmaster and Quality in charge shall sign and certify each pattern for cuttingof Bulk. Need to seal edges by using rubber stamp to make sure edges arenot being trimmed off or wasted.

16. Size set / Pilot cut approval: Approval for pilot cut is only verbally given by the G.M. production without in writing. Size set shall be evaluated andcertified by Q.A.M. prior to give the approval for Pilot cut by factoryin charge .

CUTTING PRODUCTION ACTIVITIES:

1) Department structure and Manpower allocation: Not available. HR department to maintain with consultation of Factory management.





2) Section Attendance Register : Not available. Shall be maintained bySection supervisor and certify. H.R. department shall be able to cross check with this record to compare with their records to make sure the accuracy andaccountability of this activity.

3) Style File: As same as mentioned in Pre production activities.

4) Bulk cut procedure: Approval for Bulk cut Verbally given by G.M.Production. Bulk cut approval to be given after evaluating size set with thereport certified by the Q.A. department . Written approval shall be given bythe Factory in charge. Shall follow this procedure.

5) Cut Instruction (C.I.): Not available . C.I to be issued to cutting byMerchandiser with the approval of Merchandising manager to proceed with

bulk cut and inform the G.M. Production inwritting.

6) Distribution plan: Not available. G.M. Production shall distribute linedistribution plan to the cutting in charge to prepare style cut plan accordingly.In the event if ONE STYLE is allocated for 2 or 3 Sewing units, G.M.Production shall advise cutting in charge clearly which quantity in color andsize wise to be distributed to each Line.

7) Style cut plan: Not Available. Cutting in charge shall maintain this plan for cutting of each style. It reveals the number of cuts and quantity to be cut inorder to complete the total quantity

8) Approved marker: Not available. Drawn on the fabric for each cut.Paper marker to be drawn and approved by cutting quality in charge andCutting in charge as per the markers finalized in cut plan.

9) Day cut plan: Not available. This plan shall be made by the cutting in chargedaily to prepare required cut quantity, Table allocation, Manpower utilizationfor next day’s input quantity.

10) Layer sheet: No complete layer sheet is maintained with Lay length,Width etc.





11)Bundle guide chart: Not available. Cutting department shall prepare thischart to follow at input and In line process for the maintenance of bundlesequence and quantity. Shall distribute a copy of this bundle guide chart toeach line, which consist of all Bundle no’s and quantity issued.

12)Day issuing plan: Not available, Cutting in charge shall prepare this planfor day’s issuing Line/Quantity wise.

13) Goods return records: Not available. Cutting department to maintainthis record for returning balance Fabric and General items to the stores.

14) Style reconciliation: Cutting in charge shall prepare and certify thereconciliation report upon completion of each style cutting.

Special suggestion in cutting section activities:A recorder shall be assigned to Cutting department functions full time witha Computer.

CUTTING QUALITY ACTIVITIES:

1. Department structure and Manpower budget: Not available. HR department to maintain with consultation of Factory management.

2. Section Attendance Register : Not available. Shall be maintained bySection supervisor and certify. H.R. department shall be able to cross check with this record to compare with their records to make sure the accuracy andaccountability of this activity.





3. Fabric relaxing: Not in practice. Need to relax fabrics prior to layingand maintain records by cutting quality team.

4. Marker checking : Not available. Shall implement this activity in CuttingSOP’s.

5. Spreading checking: Not available. Shall implement this activity inCutting SOP’s.

6. Cut Inspection: Done by cutting helper. No records maintained. Shall bedone by Quality inspectors under the supervision of cutting quality.

7. Cut panel inspection: Not in practice. Factory shall maintain records for each

style/Cut.

8. Daily cut panel replacement records: Not available. Cutting section shallmaintain records of Panel replacements with keeping up responsibility of request made whch is authorized by A.P.M’s level.

9. Cut panel defects/Rejects Monthly summery : Not available. Shallintroduce to provide Monthly details for Key Performance Indicators.

10.Printing inspection: No records available. Shall perform by Cuttingquality team and maintain bundle wise records with defect details.

11. Embroidery inspection: No records available. Shall perform by Cuttingquality team and maintain bundle wise records with defect details.

12.Fusing inspection: No records being maintained.

Sewing Department

Observations:

Present performance : -





Sewing department productivity calculated in terms of efficiency.

Efficiency calculated based on the line outputs and Standard Minute Value of the on going style.

Average Style Efficiency after 5 days learning curve

Item Efficiency Running daysTubular - 43.0% 17 DaysBasic Pant- 35.7% 25 DaysPolo - 46.0% 16 Days

Day Efficiency at the peak

Item Efficiency Running daysTubular - 48.5% 3-4 DaysBasic Pant- 42.4% 15-16 DaysPolo - 48.7% From 9 th day to 21 st ,

cont.

Above average calculated figures based on data gathered from 1 st of July 2009 to 4 th of August2009, and efficiency has calculated as per the existing SMV’s which are using in Knit Asia Limitedfor efficiency calculations. (SMV’s given by Knit Asia Limited IE department).

Benchmark:-Industry benchmark is 70% for the labor productivity (Efficiency)(Benchmark is defined as per the average standard achieving in south east countries for garment

manufacturing).

Potential for the improvement

Spectrum Lanka Technology Solutions Ltd.

Calculation Method Produced hours (SAH) x100

Total Working hours

19




In terms of performance:

• Knit Asia Limited has potential in developing Style Avg: efficiency level

(With out 5 days learning curve) up to 55% , against to present

achievement of 40% efficiency, by reducing the unnecessary manpower

input and increasing existing output levels

• Existing style Efficiency at the peak has achieved 42% to 49%, and

has potential in developing it up to 57% to 65%.

This can be improved in terms of,

o Increasing hourly out put by maximum available time utilization

o Line loading without delay is a prime requirement

o Delays in line loading could be achieved by proper production

capacity planning and better production scheduling with controlling. Also

need to be improved the total supply chain processo Reducing unnecessary manpower and working hours by maintaining the

same or more out put. And to control the manpower.

o Practices proper standard operation procedures.

o Introducing attractive and fare motivation tools.

o Definitely it will also depend on how effective and strong the IE

department and its functions.

Examples

Style average day output after 5 days learning curve

• Existing line is achieving 2480 pcs per day by using 33 people





• Potential is to achieve 2870 pcs by using 30 people with remainingsame machineries

Day output at the peak of the style

• Existing line is achieving 2800 pcs per day by using 33 people• Potential is to achieve 3000 pcs by using 30 people with remaining

same machineries

Basic PantAverage day output after 5 days learning curve

• Existing line is achieving 2100 pcs per day by using 32 people• Potential is to achieve 2600 pcs by using 27 people with remaining

same machineries

Day output at the peak • Existing line is achieving 2500 pcs per day by using 32 people• Potential is to achieve 2800 pcs by using 27 people with remaining

same machineries

Basic Polo ShirtAverage day output after 5 days learning curve

• Existing line is achieving 1700pcs per day by using 64 people• Potential is to achieve 2100pcs by using 58 people with remaining

same machineries

Day output at the peak • Existing line is achieving 1800 pcs per day by using 64 people• Potential is to achieve 2300 pcs by using 58 people with remaining

same machineries

Sewing System observation and recommendations:

SEWING PRODUCTION ACTIVITIES:





1) Department structure and Manpower allocation: Not available. HR department to maintain with consultation of Factory management.

2) Section Attendance Register : Not available. Shall be maintained by Sectionsupervisor and certify. H.R. department shall be able to cross check with thisrecord to compare with their records to make sure the accuracy andaccountability of this activity.

3) Style file: As same as mentioned in P.P. activities.

4) Approved sample, Finishing patterns: Approved sample is available, but itshall be signed and certified by the Quality in charge and Finish patterns shall becertified by the pattern maker and Q.C.

5) Production Line loading plan: Not available. Planning department to preparethis Plan daily to update and monitor complete status of the style.

6) Manpower allocation & transfer record: Not available. I.E. department tointroduce by S.L.T.S. and in practice with new W/S officers.

7) Hourly individual production report: Not available. Factory shall maintainthis report to monitor individual production targets hourly.

8) Bundle tracking: Not available. Shall introduce in future with the involvementof W/Study team and production team.

9) Revision of Layouts, SMV and Targets: Not in practice. Have observedShall be implemented when S.L.T.S. involve with Line production as per The Project schedule.

10) Daily Line forecast meeting: Not in practice. Shall conduct this meetingdaily for each line by G.M. Production by the 2 nd hour of the day.

11) Overtime plan and Approval: Not available. Approval for payment is not

being authorized. Payment shall be authorized by the Factory in charge as per this procedure.

12) Lost Time Record: Not available. Already introduced by S.L.T.S. with





involvement of new W/S officers. Production staff shall be trained in thisactivity to get their involvement in line.

13) Bottle neck solving procedure: Not in practice. Shall be introduced infuture with the training of W/S team and the involvement of productionteam.

14) Daily Efficiency Report: Not available. Shall introduce systematicrecording in detail. S.L.T.S. will introduce this activity and will be in actionfrom the month of February.

15) Skill inventory : O.K., no data available in I.E. department, available onlywith factory manager. I.E. department shall be involved with this activityin regular intervals.

16) Weekly progress meeting: Not available. Shall introduce to conduct thismeeting, which shall be led by A.V.P. Production / F.M. to discuss with alldepartmental heads to review status of running week as well as preparationto be made for next week. Meeting shall be held in the last day of everyweek.

17) Line output transfer records: Available, but format shall be revised tohave more details with size/color wise.

19) Style reconciliation: Floor in charge shall prepare and certify thereconciliation report upon completion of each style in sewing.

SEWING QUALITY ACTIVITIES:

Department structure and Manpower budget: Not available. HR department to maintain with consultation of Factory management.

Section Attendance Register : Not available. Shall be maintained bySection supervisor and certify. H.R. department shall be able to cross check with this record to compare with their records to make sure the accuracy andaccountability of this activity.





Line Feeding report: Not available. Shall be maintained by Line Q.C., along with Line supervisor and Work Study officer.

05) Machine Checking Report: Available. But Maintained by Mechanic only. Needthe involvement of Line Q.C. to assure that running machine condition is notdamaging line Production and Quality.

06) Pilot run / First bundle evaluation and Bulk cut approval: G.M. productionapprove the bulk cut, but suggest to maintain detailed sample evaluation reportwith comments.

7) Inline 7/0 Q.C. system: Not available. Shall introduce and Line Q.C.To maintain.

8) Hourly in-process (Section) inspection report: Not available. Shall implementthis activity for Critical styles.

9) In process Monthly – Defects/Rejects summery: Was Not available. Alreadyintroduced by S.L.T.S to gather details for KPI’s.

10) End line Houly quality inspection report: Not available. Shall maintainHoulrly defect/reject report and Line incharge,line supervisor and Line Q.C. tomonitor this report each hour to take corrective and preventive actions immediately.

11) End Line – Monthly defects/rejects summery: Was not available. Alreadyintroduced by S.L.T.S. to gather details for KPI’s.

12) End line A.Q.L. Audit: Not in practice. Shall implement this activitywith assigning new A.Q.L. Auditors.

13) Monththly summery of A.Q.L. audits: Not available. Shall introduceAnd implement. Require this detail monthly for K.P.I. preparation.





FINISHING PRODUCTION:

01) Department structure and manpower budge t: Not available. HR department to maintain with consultation of Factory management.

02) Section Attendance Register : Not available. Shall be maintained bySection supervisor and certify. H.R. department shall be able to cross check

with this record to compare with their records to make sure the accuracy andaccountability of this activity.

03) Style file: Not available: Status as same as in P.P. activities.

Approved packing sample: Available, but only the buying office signatureis available. Merchandiser and Quality in charge shall counter sign and certify

prior to submitting to packing.

05) Approved Trim Card: Not approved with the signature of merchandiser andQuality in charge.

06) Garment receiving records: Not available, receiving not in color/sizewise. Shall maintain records to receive and maintain packing ratio.





07) Hourly production report: No individual production recording in practice.Shall maintain this record under the responsibility of section supervisor.

08) Finishing returns (Garments): Procedure is not available. Shall maintainrecords of returning garments to Stores with proper accountability.

09) Finishing returns (General & Accessories): Procedure not available. Shallmaintain records of returning goods to Stores with proper accountability.

FINISHING QUALITY ACTIVITIES:

) Department structure and Manpower budget: Not available. HR department to maintain with consultation of Factory management.

02) Section Attendance Register : Not available. Shall be maintained bySection supervisor and certify. H.R. department shall be able to cross check with this record to compare with their records to make sure the accuracy and

accountability of this activity..

03) Style file: Not available: Status as same as in P.P. activities. 04) Approved packing sample: Available, but only the bying office signature

is available. Merchandiser and Quality in charge shall counter sign and certify prior to submitting to packing.

05) Approved Trim card: Not approved with the signature of merchandiser and

Quality in charge.

06) Hourly finishing quality inspection report: Not available. Shall maintainthis Inspection report hourly to monitor by the Finishing in charge, Finishingsupervisor, Finishing Q.C. to take immediate action for Corrective and





preventive action to maintain A.Q.L.

07) Finishing Monthly defects/rejects summery : Not available. Shall bemaintained by Finishing quality in charge. This summary shall be importantto review progress by the Management.

08) Finishing A.Q.L. Audit: Not available: Shall introduce A.Q.L. audit for Finish Garments prior to get in to poly bag.

09) Monthly summery of A.Q.L. audits : Not available. Shall be maintained.This summary shall be important to review progress by the Management.

10) Pre final inspection (Internal ): Not in practice. Shall conduct this

inspection by the Quality in charge prior to handing over to the Buyer’sInspection.

Special suggestion:A recorder shall be assigned to Finishing department functions full time with aComputer.

General activities :

01) Daily Factory W.I.P. progress report : Not available. Shall maintain thisThis report to review by the Factory in charge to keep available for Management information.

2) Factory daily quality report: Not available. Shall maintain this report daily byQ.A. department and certify by Q.A. manager and shall be available for management information.

03) Final style reconciliation: Not available. Shall introduce new format andcomprehensive details certified by the section heads of Stores, Cutting, Sewingand Finishing upon completion of each style to review by Factory in charge andto be important for the Merchandiser for post costing.





H.R. ACTIVITIES:

1) Recruitment procedure: G.M. will give the requirement time to time andRecruiting. Factory shall have a finalized manpower budget on monthly production

plan (For immediate next month) for H.R. department for sourcing and recruitment.

2) Training: No training programmers being arranged by H.R. department for theManagement, Staff and workers. Very important to have Operator training programcontinuously to have them trained and evaluate for grading systematically.

3) Motivation and Incentives: Not available. Management to consider about this activity

in future, which is very important in productivity developments.

4) Grading and salary increments: Salary increments will be decided on theRecommendation of G.M. Production at the moment . It is recommended to beDone on proper Skill inventory which shall be introduced in future with I.E.Functions. It shall be not on personal recommendations, mainly with the skillAnd performance of each worker, whom shall be certified by their section heads.

5) Absenteeism: Observation in average 9%. H.R. Department to take initiative tohave a proper control in accordance with the labor law and other means of Motivation.

6) Labor turnover: Observation in average of 6.3%. H.R. Department to take initiativeTo ave a proper control in accordance with the labor law and other means of Motivation.





Gap analysis





A Gap Analysis was conducted for the all processes in one line. Following are the summary of

findings from Gap Analysis.

Area Gap Potential of Gap

Minimization up to

(Best practices)

• Capacity Gap 31% 15%

• Utilization Gap 30% 5%

Capacity Gap Analysis

Capacity Gap analysis has done in Lines 33,34 &47/48 and found the huge Gap between available

capacity and actual achieving.

Done a capacity study and found the average cycle times in all processes in the sewing line and

calculated the Capacity Gap as 31% .

Utilization Gap

Utilization Gap is excursive and the line balancing is not satisfactory in the sewing floor. Potentials of the workers are in satisfaction level, but factory is not utilizing those potential of the present workers

and machines. It is required to introduce a proper layout balancing systems to utilize the maximum of

present available potentials in all Man, Machine and Space.

Needle down Time and Time Utilization

An activity sampling study has been carried out to find out the needle down time and percentages of

the process activities. As per the ‘Activity Sample’ has done in Line-33 & 47/48 and found the bellow

utilization percentages.

Needle down time is = 18.10 %

Benchmark level is 20 %( with out helper)





Ineffective activity =30.3 %

Main Ineffective percentages found in bellow activities

Activity PercentageTalking and laughing 6.90%

Not in the work place with work 2.80%Standing 2.80%Waiting with having work 4.90%M/C break down 2.30%

Re-work 5.10%

High utilization & Capacity Gaps found due to;

o No proper systematic line balancingo Production monitoring not doing properlyo No pressure on production teamso Lack of IE functionso Wrong methods using for solving bottle neckso Lack of technical, production, and general knowledge of production staff o Not tracking and considering the efficiency levels and productivity indicators of individual

processeso Machine and Quality problemso Less emphasis on motivation systemo Bad planning

The utilization Gap analyzing summary report (Activity sample summery) has attached in

appendices





Trial Study achievements During the production studies have achieved 40 % (Average) Improvementon bellow operations.

Production study Follow-Up observation sheets has attached in appendices

Average gained by Follow up or Production Study

SL Line StyleNo Operation Previous

best Study Achieve Difference Gain%

1 33

ZT 180

Piping attach to shoulder 150 190 40 27%

2 Bottom Hem 150 216 66 44%

3 Sleeve attach 80 116 36 45%

4 Sleeve hen 300 360 60 20%

5 Neck band attach 150 238 88 59%

6 34

2602

Inseam 70 103 33 47%

7 Elastic attach to W/band 200 257 57 29%

8 Belt top stitch 150 231 81 54%

9 Bottom Hem 220 266 46 21%

10 47/48

115991

Sleeve attach 85 123 38 45%

11 Placket top stitch with ptrn 180 219 39 22%

12 Bottom Hem 150 235 85 57%

13 Placket attach 200 299 99 50%

Average 40%

Out come• Particular workers who have achieved higher productivity

within a short period of time, has realized the potentiality

gaps.

• Production management has realized the opportunity left

behind due to lack of technical know how.





APPENDICES

Documents

Hotapara Diag. Report 02-02-10