Part 1 - Copy

National Institute of Fashion Technology

Summer Internship Report

At

Shahi Exports Pvt. Ltd., Faridabad

A summer Internship Report for partial fulfilment of the requirement for the award of Degree in

Bachelor of Fashion Technology-Apparel Production

An Effort By:

Manisha Sonal

Shreya Agarwal

Department of Fashion Technology

Batch 2010-2014

Internship at Shahi Exports Pvt. Ltd., 2013

PART-1

COMPANY OVERVIEW

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1.1 Introduction

Shahi Exports Pvt. Ltd. is engaged in the manufacture and export of readymade garments in

the International market. It is one of the largest export houses in India.

The company started its operations in the form of a small fabrication unit with the help of 25

machines.

The company has grown from leaps to bounds from a simple fabrication unit to present

turnover of Rs. 3500 crore, around 55000 employees and spread over 27 locations. It has

manufacturing units in six different states of India viz. Delhi, Haryana, Uttar Pradesh, Tamil

Nadu, Karnataka and Andhra Pradesh. The group is into manufacturing of a wide range of

Men’s and Ladies wear and also home products.

1.2 Company Profile

Name: Shahi Exports Private Limited

Established: 1974

Owner: Mrs. Sarla Ahuja

Managing Director: Mr. Harish Ahuja

Address: Industrial Plot-1, Sector 28 Faridabad, Haryana

Retail House: At Last & Co. , New York

Fabric Processing: Sarla Fabrics, Ghaziabad

Annual Turnover: INR 2200 crore (Group Turnover)

1.2(a) Company’s mission:

Exploring new dimensions of excellence. A path, where there was none. A new horizon

beyond yesterday. Excellence beyond today, touching tomorrow. It’s a world of relentless

quest for quality. Its mindset, the action, and partners of Shahi are ever reaching further,

never resting on achievements. Yes! Milestone never takes one there; it is the road that we

create to reach excellence. Ever evolving excellence. Shahi believes that its main strength is

its people. The larger investments made in the manufacturing units will give the desired

results only if backed by a committed human effort. The result will directly give us a sense of

pride for being a part of Shahi family.

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1.2(b) Key strengths:

Shahi Exports Private Limited (Shahi) is one of the largest vertically integrated

garment manufacturer and exporter in India.

India’s second largest apparel exporter by value of exports.

Shahi is one of the most successful professionally managed companies in India.

India’s largest exporter by installed capacity.

Well qualified trained and committed professionals with a shared vision.

Highly qualified Design team, Product development skills and a Design Studio.

High degree of adoption of advanced manufacturing technology MIS and IT systems.

All factories and offices are electronically linked to facilitate all time access to

information

Focus on quality and a proven track record :

o Short shipment: 0.50%

o On time delivery: 98%

o Quality claims: Nil.

1.2(c) Product profile:

The following are based and operated in NCR

1. LSD – Ladies Speciality Division

2. LBAD – Ladies Branded Apparel Division

3. LFD – Ladies Fashion Division (basically caters to Wal-Mart)

4. HFD – Home Furnishing Division

Unit-F2 mainly dealt with the following products:

Embellished top

Strap tank top

Ladies/Men’s Casual Shirt

Dress

Skirt

1.2(d) Major buyers:

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Tommy Hilfigher

Armani

Hugo Boss

Liz Claiborn

Abercrombie & Fitch (A & F)

J.C. Penny

Kohls

Gap

Target

Wal-mart

Calvin Klein

Espirit

Hennes & Mauritz (H & M)

Nautica

1.2(e) Shahi’s Capacity:

Name of unit Number of Machines Stitching Capacity (Pcs/Month)

Faridabad 1 900 1,80,000

Faridabad 2 1,000 2,20,000

Okhla 500 90,000

NOIDA (B4) 400 90,000

NOIDA (E10) 450 90,000

NOIDA (A5) 450 90,000

Table 1) Table depicting no. of machines and stitching capacity of each unit of SEPL

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1.3(a) Company Hierarchy

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Flowchart 1) Company hierarchy

Factory General Manager

Mr. Sunil Jesso

HR(Manager - Mr. Veer

Chaturvedi)

Industrial Engineering(Senior Manager - Mr.

Dinesh Sharma)

Maintenance(Senior Manager - Mr.

Pradeep Bansal)

Quality Assurance(Manager - Mr.Manoj Kr. Jain, Mr. Navinder Singh)

Kaj Button, Finishing, Packaging & Dispatch(Senior Manager - Mr.

Chetan Sharma)

Sewing(Manager - Mr. Keshav

Dutt)

Cutting(Senior Manager - Mr.

Vikas Kumar)


1.3 (b) Organisational hierarchy of F1 unit, SEPL, Faridabad

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Flowchart 2) Organisational hierarchy of F2 unit, SEPL, Faridabad


1.4 Company Workflow

Interaction with buyer

Costing and negotiation on price unit

Sample and pre-production approval from the buyer

On approval, purchase-order made by the purchase department

Sample tested by testing labs

On approval, bulk materials received

Inspection and testing of raw materials

Production planning

Issue of materials to stores according to plan

Issue to cutting department

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Cutting procedures

Issue for special processes like washing, embroidery etc.

Issue to Production department

Production Procedures

Issue to finishing department

Finishing and packing

Dispatch

Order completion formalities

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Flowchart 3) Company workflow


PART-2

DEPARTMENTAL STUDY

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2.1 Merchandising Department

A merchandiser is an interface between the buyer and the supplier who has to ensure the quality

of production and timely delivery. Merchandising is a process through which products are

planned, developed, executed and presented to the buyers. It includes directing and overseeing

the development of product line from start to finish.

2.1(a) Role of the department:

To look for the appropriate market

To get the samples made according to the buyer’s specification

To estimate and quote the cost of the garment to the buyer and negotiate with them

Getting orders

Constant interaction with the buyer for the approval

To get the fabric and trims in-house for bulk production

Co-ordinating with the PPC and production

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2.1(b) Organisational Structure of Merchandising (LSD)

Flowchart 4) Organisational Structure of Merchandising (LSD)

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2.1(c) Process of Merchandising:

The first stage of merchandising is when buyer sends either spec, sketch or any garment pieces and asks

for sample with costing or only costing using different fabrics. The specs sent by the buyer are also called

Tech Packs.

The merchandiser gets the approval of all things like fabric, trims, label, costing etc. and either buyer

gives the approval or gives the vendors’ name.

o The fabric CAD is also received from the buyer which has all the details of the pantone

shade and the repeat size.

o The prints are developed from their own mill, SFL (Sarla Fabric Limited) or are

subcontracted.

o Sample piece is developed.

Next, costing is done on the basis of the spec, sketch and garment which are sent by the buyer for making

the sample. Merchandiser does the average costing/consumption of the garment. The quotation is sent to

the buyer/buying house and the approval is awaited. One thing is to be noted that while giving the

consumption, the cut-able width of the fabric to be received (either mill made-developed in India or

imported fabric) has to be considered while costing.

The merchandiser monitors the design from sampling to production and then final dispatch. They are a

link between the buyer and the company. All correspondence that the buyer wants to do regarding his

style will be done through the merchandiser. Merchandiser monitors the total sampling from development

to the time the production sample is made and goods go into actual production.

They also see that the fabric is developed on time and send it for approval to the buyer and subsequently

if all samples are made on time, send them to the buyer for approval too. They are also in constant touch

with production to know the status of their styles.

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2.1 (d) Merchandising activities include:

1. To get order: Buyer directly communicates with the merchandiser in order to place the

order. Fixed buyers are allotted to merchandisers and the communication is between the

buyer and that particular merchant.

2. Costing: Costing of the garment in bulk is calculated on the basis of quality of material and

their requirement in the garment. It is one of the most important activities of the

merchandiser. To arrive at a perfect price to be quoted to the buyer, following points are

taken into consideration:

Costing is done considering two aspects of the cost.

a. Fixed Costs:

1. Factory Cost - It is the fixed cost incurred for running the factory. It is different for

different floor.

2. Standard Sewing Cost

Direct Labor : Operators’ Salary

Indirect Material : Lubricating Oil, Needles , Cleaning Material

Indirect Labor : Staff & Maintenance Salary

Indirect Expenses: Power, Machine depriciation

b. Variable Cost:

1. Yields/yards (Y/Y) – It is average consumption of the fabric. It is decided by preparing a

mini-marker which includes wastage of fabric due to laying, cutting, fabric defect, end

cutting loss, marker loss and the buffer that is maintained to avoid shortage in future.

2. Trims Cost – They are procured from local market as well as imported as per buyer’s

requirements.

3. Calculation of cost of fabric per garment

4. Calculation of cost of trims and threads

5. Cut-make cost

6. Poly bag cost

7. Cost of carton box

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8. Calculation of consumption of fabric (yields per yard) and threads to produce one

garment

3. Sampling: Merchandiser is involved in coordinating with the sampling department. Based

on the mutual agreement between the merchant and the buyer, sampling department is

involved in making samples. In every step of samples, buyer sends back comments along

with the tech pack.

4. Order confirmation: After the approval of all the samples, the order is confirmed by the

buyer. Merchandiser receives the PO sheet. Merchandising department communicates with

planning and production departments and decides for the possible PCD (production cut date)

for the required quantity. Then he fixes up the PCD and delivery date with the buyer.

5. Preparing the time and action plan: This is prepared by the merchant stating that all the

different activities associated with the order should be complete by the stipulated dates. It is

like making sub goals to accomplish the ultimate goal which is shipping of the order on the

pre- decided date.

6. Preparing the bill of material: This enlists all the different materials required for making

the garment.

7. Execution: Merchandising department communicates with the buyer QA during the

production. He gets the approval of the quality or any changes in the garment.

8. Shipment of goods: According to delivery date the goods are shipped on time.

Documentation department is informed about the delivery date, the quantity etc. In case of

any delay, goods are sent through air on the company’s cost.

For each order, the merchant has to prepare a file containing all the details and relevant

documents which is passed on to the subsequent stages in the production process for reference

purposes.

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Buyer’s enquiry / Techpack

Costing

Style finalization

Purchase Order received

Fit approval process 1st fit

Fabric/Material approval 2nd fit

Fabric/Material order Pre production sample

Fabric/Material follow-up Size set

Fabric/Material in-house Production

Follow-up

Regular tracking and updating buyer

Order shipping


2.1(e) Workflow of the Merchandising department:

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Flowchart 5) Workflow of merchandising department

Alteration (if any)

Measurement Checking

B/A, Riveting

Thread Trimming

Merchandiser orders for fabric Requisition

Patterns are made as per the PO

Raw material is issued on PO

Cutting

Embroidery (if any)

Sewing

Bar-tacking, B/H

Washing


2.2 Sampling Department

Sampling department is the most important department of the organization. It basically develops samples

thus enabling Product Development. The samples are prepared on the basis of the requirements of the

buyer. Since it is centralized, the sampling department caters to the need of all the other units of Shahi.

Sampling department in Shahi is self sufficient having its own stitching, washing, trimming, spotting, and

ironing etc.

The fabric and trims are sourced from the in-house warehouse, depending upon the availability. The

fabric which is sourced for the sampling purpose is called yardage and is 25-30mts in length.

2.2(a) Workflow of the Sampling department:

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Ironing

Initial Checking

Spotting

Final Checking (according to PO)

Packing


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Flowchart 6) Workflow of the Sampling department


2.3 Production Planning and Control Department

This department has two parts: production planning and production control.

2.3(a) Production Planning:

The production planning department at Shahi Exports, Faridabad is a centralized planning

department for all the units in the NCR. So, primarily the planning of the following five units

takes place here:

Faridabad(F1 & F2)

Sarai

Okhla

A-5

E-10

The number of lines and number of machines per line in each of the five units are as follows:

Unit Number of lines Machines/Line

Faridabad F1 22 42

Faridabad F2 25 44

Sarai 9 33

Okhla 12 40

A-5 8 45

E-10 8 45

Table 2) No. of sewing lines and machines per line in Shahi's

units in NCR region

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The planning is done for all the lines of all the above units. While planning, they consider a

planned efficiency slab for the purpose of estimating output. This efficiency slab is based on the

order quantity.

2.4 Order Analysis Department

The Order Analysis Department (OAD) acts as the bridge between the merchandising and the

production functions of the unit. This department gives technical support to the production team.

They do a complete analysis of the style from all possible perspectives. A research or analysis

plays an important role before manufacturing any product. The role of this department starts

when the all the fit and sealer samples for the style have been approved and the order is ready for

bulk production.

OAD receives two complete files containing all the details and documents from the concerned

merchant. Once the files are received by the department, they are checked for the following

details:

Purchase Order (PO) – contains order quantity, color and size ratio, destination, delivery

date etc.

Product Style Details (PSD) – contains details about the fabric (count, construction, and

color), thread, labels, accessories, buttons, fusing etc.

Final mini marker (for fusing as well if applicable)

Tech Pack (updated) – containing garment measurements with all the fit comments by the

buyer.

Sealed sample (buyer approved)

Embroidery design – with the placement and type of thread to be used

Swatches of fabric, fusing, threads etc.

Operational breakdown of the style

Thread consumption report

Base patterns

Washing, ironing and packing instructions

The department checks if all the documents are present in the files and are complete. Once this is

established, one file is sent to the Industrial Engineering Department and the other is kept in

OAD and worked upon.

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2.5 Industrial Engineering Department

Industrial engineering department is considered the backbone of any garment factory. It plays a

vital role in production of the garment. It involves all other production departments and is

responsible for monitoring performance of the same. It gives technical solutions to the problems

faced during the garment production. It is responsible for improving productivity and efficiency

of different departments

2.6 Fabric Sourcing Department

Sourcing of the fabric is the responsibility of this department. They source fabric for sampling as

well except for Target and Walmart which have a separate sampling sourcing division. Unlike in

other industries, this department is segregated according to the areas from which the fabric is

purchased rather than being segregated buyer wise.

2.7 Purchase & Logistics Department

The Purchase & Logistics Department is responsible for the sourcing of all the accessories

required by the company. This ranges from trims that go into the making of a garment to items

required for the general functioning of the unit.

2.8 Fabric Store and Inspection Department

Fabric store at Shahi, Faridabad is a centralized store for all units in the Delhi-NCR

region.

When the fabric is sourced and brought to the company, they are stored in the factory’s

fabric storage area and it is the responsibility of fabric stores department.

From here, the fabric is taken for inspection and then stored in specific locations from

where it is issued for cutting.

The fabric is stored lot-wise.

For the sake of prevention of shade variation between rolls of fabric, they are assorted

into shade families (e.g. Family A, B, C etc.). Rolls of fabric of similar shade are kept

together.

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After the fabric sourcing department places order for fabric, the production fabric is

received by the fabric stores.

2.9 Computer Aided Design Department

This department is centralized for all the NCR units of SEPL. Based on the nature of work, this

department is divided into four sections:

2.9(a) Sections:

Embroidery section: It makes the punch cards according to the design of embroidery.

This punch card is fed into a floppy which is inserted into the embroidery machine for it

to understand the design.

In the remaining three sections, the software being used is OPTITEX.

Pattern making section : Making the patterns using specification sheets and then

checking their fit on virtual dummies.

Grading section: Generally medium size patterns are developed and they are graded up

to the required number of sizes up and down.

Marker making section : Markers are made keeping in mind the following factors:

o Mode of spreading

o Width of the fabric available

o Matching if required

o Shrinkage along warp and weft

o Size ratio required

The marker made is first taken out on the printer (miniature version markers). The full size

markers are printed through on the plotter. The computer aided design department is also

responsible for making mini for merchandiser for estimating the costing average.

The usual marker efficiency achieved is 75%-85%

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2.10 Cutting Department

The cutting department at Shahi (F 2 unit), Faridabad has manual spreading but automatic

cutting facilities.

After the confirmation of the order, merchant sends two reference files containing all details of

the order to the order analysis department.

The OAD department, after studying the styles and making the style analysis report, hands over

one file to IED and other to cutting for production.

The Cutting floor of F 2 unit is in the 1st building, ground floor and includes the following

departments:

o The Fabric Sub-storeo Trims and accessories sub-storeo The Spreading & Cutting Areao The Fusing Areao The Bundling and Ticketing Area

Spreading parameter: Manual spreading

Cutting Capacity : Checks- 12,000 gmts/day Solids- 15,000 gmts/day

WIP : 50,000 pcs

No. of spreading and cutting tables : 12, (Dimension L=10m,W=1.7m,H=0.91m)

2.11 Computerized Embroidery Department

The computer embroidery department is centralized and is located in the F1 unit. The manual

embroidery is mainly outsourced.

The merchandiser takes the art work from the buyer.

Pieces to be embroidered are first cut and ticketed and then they come for embroidery.

The cut pieces bear the lot number, size and serial number of that style so that after

embroidery it can be rearranged to avoid shade variation problems in the garment.

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In case the panel to be embroidered is too small to fit into the frame, strips of fabric are

stitched around it to make it fit into the frame. This is done before the pieces are sent to

the CED.

The design is punched into a floppy by the CAD department which is the loaded on the

computerized embroidery machine. This is done using the WINGS software.

Stitching as well as embroidery threads are used which come from reputed manufacturers

like Vardhman and Coats.

For different types of patterns and different sizes of cut pieces, different sizes of frames

are used

Rough fabric is attached with the main fabric and some buffer is taken to save fabric and

to avoid puckering due to looseness.

2.12 Sewing Department

Sewing department can be termed as the heart and soul of any garment manufacturing unit. This

department is responsible for the conversion of cut panels into actual garments.

Shahi Exports, Faridabad (F 1 unit) has an immense sewing floor set up comprising of 26

lines of 44 machines each.

The whole floor is divided into three sub floors, namely; floor A, floor B and floor C. The

production capacity of the floors is 2, 50,000 units of garment per month.

When a new style comes over; the various information like operation breakdown, sewing details,

critical operations etc is put up on the display board. A sample of the garment is also put up in

front of the sewing line for any type of reference.

Line is set as per line layout plan.

Operations are assigned to the operators according to their skill set.

Required SPI, thread tension and needle no. is set by supervisors and mechanic as per

requirement.

Line in charge & supervisor give the direction to the operators about their respective jobs.

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In line checkers and QC’s ensure that the quality coming out of each operation is as per

the quality specification.

Industrial Engineer do the study of operators and their respective operations again. If any

change is needed in the layout and working method for maintaining the quality and

production, immediate action is taken.

Production Capacity / Line: 20,000 SAM / Day

Production Capacity : 48,000 SAM / Day

WIP / Line : 2000 pcs / Day

WIP : 48,000 pcs / Day

2.13 Washing Department

Shahi's washing department is capable of imparting different finishes such as: hard/caustic

wash, enzyme wash, acid wash, stone wash, bleaching, and softener wash.

The washing machines used are equipped for garment dyeing as well as normal washing. Thus

garment dyeing is also done when required. Dip-dyeing, tie-and-dye is also done here.

An Intranet challan is issued to the washing department by the dispatch department while

sending the pieces for washing.

The washing department issues a hand written challan upon returning the goods after washing.

The recipes for washing and dyeing etc are developed by the testing lab during the testing of

the fabric and then handed to the washing department.

The capacity of the washing department is 1800 kg/day.

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2.14 Finishing DepartmentThe finishing floor at Shahi F1 unit has been divided into three parts: floors A, B and C.

Capacity: 1200-1400 pcs/day/floor

Shift: 8 hours

Manpower Status:

FLOOR MANPOWER

A 160

B 120

C 150

Table 3) Floorwise manpower status in the finishing department, F1 unit, SEPL

Number of lines:

Floor A- 7

Floor B- 5

Floor C- 6

2.15 Packaging and Dispatch Department

As Shahi Faridabad is the corporate office, it plans and controls all the shipments of it styles in

NCR as well as its Bangalore and Hyderabad branches. The goods from Delhi – NCR Region are

sent from the Mumbai Port and of Bangalore Branch are sent from Chennai port.

2.15(a) Packaging:

Packaging is the most crucial department product. The packaging has to be very good as it

attracts the customer. Thus the presentation to the customer is very crucial. Also the packaging

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department is in a separate area so that there is no common access to it. The records maintained

by this department are essential as the loss of even one piece can cause a major problem.

2.15(b) Dispatch:

The responsibility of this department is to monitor the inflow and the outflow of the material to

and from the company. It does the work of receiving and issuing of the material.

Some of the records maintained by this department on the on line system are:

o Checklist

o Finishing pending

o Records

o Dispatch receipt

o Dispatch issue

2.16 Maintenance Department

The maintenance department at F1 unit, Shahi Exports, Faridabad is divided into two divisions:

a. Electrical section

b. Utility section

2.17 Enterprise Resource Planning

The enterprise resource planning software used in Shahi Exports Private Limited is Movex.

Earlier Shahi used oracle based ERP software system to update and circulate the information.

Now seeing the increasing demand for quick management of information and data Shahi updated

itself with the JAVA based application MOVEX.

2.18 Human Resource Department

2.18(a) Personnel:

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The Personnel department is centralized for all the units in Delhi and NCR. This department is

responsible for recruitment, training and deciding the organizational HR policies. It also takes

care of wages and salaries of all the employees.

2.19 Compliances

There is a separate team which looked after the compliances requirement of various buyers, they

informed the buyer about the various practices, policies of the company and its infrastructure.

They used to supply buyer with relevant compliances related documents like fire drill record,

broken needle maintenance record, policy of child labor etc. They coordinated with buyer on any

query regarding the compliance fulfilment.

2.20 SWOT Analysis

Strength

Vertical Integration

Specialized units

Quality adherence

Introduction of ERP

Efficient planning Department

Weakness

Centralized cutting

Technological Advancement

Centralized Merchandising

Inefficient use of ERP

Opportunity

Infrastructure

Flexible Manufacturing

H R Department

Threat

International Competition

Table 4) SWOT analysis of SEPL

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PART 3

PROJECTS

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Project A: Quality Improvement & cost cutting on the cutting floor and marking table via automization

1. USE OF LASER LIGHTS FOR STRIPED AND PLAID FABRIC LAYERING IN THE CUTTING ROOM

2. USE OF LASER LIGHTS FOR MARKING ON THE CUT PARTS

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3. (A.1) USE OF LASER LIGHTS FOR STRIPED AND PLAID FABRIC LAYERING IN THE CUTTING ROOM

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3. (A.1).1 EXECUTIVE SUMMARY

Cutting room for very obvious reason is considered the most cost saving and the profit margin of

any company depends on its proficiency. Shahi uses manual cutting, and with experienced and

efficient workforce has been able to keep away from the automatic cutting tools & machines,

training, extra costs & maintenance involved in it. But in its approach toward the manual

spreading & cutting has given way to several processes that are non-value adding and jeopardize

the productivity. Our project emphasizes on reducing the preparation time and hence increasing

the productivity of the cutting floor.

Objectives:

The basic purpose of the project was to do reduce the preparation time by installing the laser

lights instead of using conventional elastic threads. Installing laser lights will

a) Ensure better Quality

b) Ensure better check matching

c) Reduction in preparation time

d) Cutting down cost of procuring elastic threads & clamps each season.

e) Reduction in the time required for plaid matching (which is exactly double of

normal layering) – thus saves time

f) Better utilization of the worker

Methodology:

The project followed the following methodology for the successful implementation of the

objectives:-

1) Motivating and recognizing the efforts of the spreading operators at each step and

improving their work methodology.

2) Being persistent with the operators and trying to solve their problems (both personal and

professional) so that they may be able to perform their job with full concentration.

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3) Implementing the changes and then asking the Cutting manager and the quality

supervisors whether they are satisfied with the changes.

4) Making the management understand how the changes were beneficial for productivity

and quality.

3.(A.1).2. DATA COLLECTION:

3.(A.1).2.1 For item number: W468

Preparation time= 29 minutes

Actual time taken = 11361 seconds (189.35 minutes)

Total Delays= 23 minutes (due to improper handling, labour inefficiency, passing plies beneath strings)

Total Time taken= 241.35 minutes (4.016Hrs)



Actual time taken = 11987 seconds ( 199.78 minutes)

Total Delays= 16 minutes

Total Time taken= 240.78 minutes (4.013Hrs)



Actual time taken = 10865 seconds (181.083 minutes)

Total Delays= 22 minutes

Total Time taken= 231minutes (3.85 Hours)

3.(A.1).3 COST SAVED BY COMPANY POST IMPLEMENTATION:

After the successful implementation of the laser lights, the company will be looking to save about 12 seconds on each ply and save 20 minutes from the preparation time.

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Which means 40 minutes from every spread could be saved.

This is just from the thoratical evaluation.

However, we will in reality save more minutes because the hourly target for a normal lay is 50 where as for a plaid lay it is exactly half 25. With laser lights we can increase the per hour production by 80%

The calculation shown below is based on the observation that every hour atleast 1 layering of plaid or striped fabric takes place on 7 observed tables.

Since there are 2 shifts so in total we have atleast 14 plaid or striped fabric cutting in 1 day.

Calculation

1 Minimum Time saved each spread 40

2 No. of spread/table 2 x 40 =80mins

3 No. of tables 80 x 7= 560mins

4 No. of days 26 x 560= 145605 Value of SAM in rupees of cutting dept. 14560 X 2.78=

Rs.40,476.86 Rupees saved per year with laser lights 40476.8 X 12=

Rs.4,85,721.6Table 5) Saved cost calculation

Inference

With installation of laser lights the company will

a) Ensure better Quality

b) Ensure better check matching

c) Reduction in preparation time

d) Cutting down cost of procuring elastic threads & clamps each season.

e) And will save Rs.40, 476.8 every month just on labor cost and Rs.4,85,721

annually.

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f) The above calculations are based on minimum values. In reality we will save

more than the calculated value.

g) Better utilization of labor.

h) Increased productivity of cutting department.

i) More realistic matching of targets.

j) Negligible or no recutting on the cutting floor and sewing floor.

3.(A.1).4 INSTALLMENT OF LASER LIGHTS

For installing the laser lights on the cutting table we will need to attach another channel which

will be suspended from the channel for lights and fans above the tables at a height of 36” above

the table. The laser lights will be then fixed on the channel with a continuous groove of the size

of the screw given in the laser light for attachment.

The laser-lights will get tightly fixed in the channel’s groove and give the desired kind of light.

The laser light can be easily moved on the groove and fixed at the required position according to

the requirement of the plaid or stripe.

A rough diagram of the cutting table with the lights is shown below.

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Fig.1) Rough description of channels for laser light instalment

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3. (A.1)5. TOTAL INVESTMENT FOR INSTALLATION OF LASER LIGHTS

Based on the conversation with the supplying company of straight line laser lights the quoted price was approx. Rs.10, 000 for 5 laser lights (with installment charges).

In a lay of length around 4 to 5 meters, approx. 10 strings are used for matching of plaid or stripes.

Initially we can start with 10 laser lights for a demonstration for which an amount of Rs.20000 will be incurred. This invested sum of money will be recovered in maximum 14 days from the money being saved on labor cost per lay for plaid fabric.

The cost of making the channel above the cutting table for the fixation of laser lights will be approx. Rs.3000 per table.

The cost of 1 light is Rs.1750 so the cost of 10 lights will be = Rs.17, 500 and the cost of making the channel will be Rs.6000 so the total cost of installation will be Rs.23, 500.

Calculation of electricity cost:

Each laser light is of 10 watt. We use the following formula to calculate the number of unit consumed:

(watt value of the bulb/1000)*No. of hours used =NO. OF UNIT = (10/1000)*2 = 0.02 units

Electricity cost per unit in Faridabad (for industrial use)= Rs. 6 per unitTherefore, 6*0.02= Rs. 0.12 per laser light

Electricity cost for 1 month= 10*0.12 *2*7*26 = Rs. 436.8 Total investment= cost of laser lights with installment charges+ electricity cost = Rs.

23500+ 436.8= Rs. 23936.8

3.(A.1).6. BREAK EVEN POINT

The company can easily recover this amount in a time span of2 weeks from the value of saved SAM by use of laser lights.

Since the profit per month from laser light implementation was calculated to be Rs.40,476.8.

The investment is exactly its half and it will be recovered in 15 days’ time.

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3.(A.2) USE OF LASER LIGHTS FOR MARKING ON THE CUT PARTS

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3. (A.2).1 Executive Summary:

The marking of positions of pockets, special trims, etc. on the cut parts of any garment is a very important and time taking task. It requires a lot of precision and accuracy since a pocket marked wrong means a garment stitched wrong. Every day in a line manufacturing garments with pockets or other trims, on an average 10 garments used to get rejected and go for alteration. This was identified as a problem and a solution to it was the need of the hour.

Objectives:

The basic objective of this project was the reduction of defected pieces occurring on the sewing

floor due to wrong marking of the pocket’s and trim’s position and reduction in time taken to

mark the pockets and trims position. Since the maintenance of quality is an omnipresent factor,

streamlining of the different activities becomes all the more difficult and subjected to certain

constraints.

Our project, thus attempts to strike a balance in the production activity(marking of pockets, trims

and other accessories), keeping in mind the constraints of capital and time The aim was to strike a

balance of the most critical components - Man, Machine and Material.

Methodology:

1. First of all the source of the problem was identified and the current method of marking of pockets and trims was analyzed. 2. After the identification of the problem, the different options available to do the same work were analyzed, and a better method if available was tried.3. If no option available was good enough then a new option was thought for and developed.4. The process of developing a new option was carried out till a successful method was identified.

3.(A.2).2 Selection Of The Project

SEPL has a 0% tolerance of uneven pockets or trims on the garment. However, it remained a major problem and many garments were being rejected due to this problem. So an immediate need for an improvised method was felt.

It also came to our knowledge that the buyers that SEPL dealt with too had a similar 0% tolerance policy for pockets positioning, trims and attachments positioning, etc.

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3.(A.2).2.1 The current method of marking

Currently the marking of pockets and trims is done using a hard transparent sheet which has holes or darts or positions marked on it for indicating the point to be marked.

Then this transparent sheet with the indications of the points to be marked is kept on the cut part of the garment which has to be marked.

The points are traced on the cut piece of fabric using a suitable marking pen. The marked piece is then sent for stitching. The same process is repeated for every single piece of fabric.

3.(A.2).2.2 The problems tackled

Uneven and wrong marking of the position of the pockets. A lot of time was being utilized in this process since each single piece was being

marked individually. the process of picking up-> transporting-> spreading on the table-> putting the

transparent sheet on the cut piece-> adjusting it on the cut part-> marking the cut part-> removing the sheet-> removing the cut part is a lengthy and manpower consuming process. A lot of manpower is being wasted in this process.

3.(A.2).3 The Suggestion

We suggested the use of cross laser lights for the marking of positions of pockets and special trims.

Cross laser lights are a special type of laser lights that project fine straight perpendicular rays of light on an opaque surface.

Fig: cross laser light

3.(A.2).3.1 The New Arrangement

As per the new arrangement, we suggested to attach an array of channels on top of the marking tables on which the cross laser lights can be fixed as per the requirement of the design and construction of the garment.

The cut parts don’t need to be placed and set individually, instead a bundle of cut parts can be kept together under the laser light and the cut parts can be marked one by one. The marked pieces can be removed one by one from the top of the bundle. So that the unmarked ones below it can be marked.

3.(A.2).3.2 The Benefits

More accurate marking of pockets and other trims. Saving of a lot of time and manpower.

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Easy and less hectic work Use of lean in the marking process, i.e. reduction of waste processes from the scene. Using new technology and efficient methods by becoming technologically updated.

3.(A.2).4 The Profits

With this system in use SEPL will be able to save a lot of capital on the sewing floor.

Time study for the current system of marking

Operation T1 T2 T3 T4 T5 T6 T7 T8 T9 T10 T11 T12 T13 T14 T15Pick fabric 3

seconds

2 seconds

4 seconds

3.5 seconds

3 seconds

3 seconds

2 seconds

3.5 seconds

3 seconds

2 seconds

4 seconds

3 seconds

2 seconds

4 seconds

3.5 seconds

spread fabric

4 seconds

5 seconds

4 seconds

4 seconds

3 seconds

4 seconds

5 seconds

4 seconds

4 seconds

5 seconds

4 seconds

3 seconds

5 seconds

4 seconds

4 seconds

Put pattern 3 seconds

2 seconds

2.7 seconds

4 seconds

3.8 seconds

3 seconds

2 seconds

4 seconds

3 seconds

2 seconds

2.7 seconds

3.8 seconds

2 seconds

2.7 seconds

4 seconds

Mark the points

7 seconds

6 seconds

8 seconds

7 seconds

8 seconds

7 seconds

6 seconds

7 seconds

7 seconds

6 seconds

8 seconds

8 seconds

6 seconds

8 seconds

7 seconds

Remove pattern

2 seconds

3 seconds

4 seconds

3 seconds

3 seconds

2 seconds

3 seconds

3 seconds

2 seconds

3 seconds

4 seconds

3 seconds

3 seconds

4 seconds

3 seconds

Remove fabric

2 seconds

4 seconds

3 seconds

2 seconds

2 seconds

2 seconds

4 seconds

2 seconds

2 seconds

4 seconds

3 seconds

2 seconds

4 seconds

3 seconds

2 seconds

Total 21 seconds

22 seconds

25.7 seconds

23.5 seconds

23.8 seconds

21 seconds

22 seconds

23.5 seconds

21 seconds

22 seconds

25.7 seconds

23.8 seconds

22 seconds

25.7 seconds

23.5 seconds

Table 6) time study before implementation

Therefore, the average time needed for marking 1 cut piece with the current system is 23.2 seconds.

In an eight hour shift, with 28800 seconds, 1241 pieces can be marked.

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Time study with cross laser lights for marking

Operation T1 T2 T3 T4 T5 T6 T7 T8 T9 T10 T11 T12 T13 T14 T15Mark the cut part

8 seconds

7 seconds

8 seconds

7 seconds

7 seconds

8 seconds

7 seconds

7 seconds

8 seconds

7 seconds

8 seconds

7 seconds

7 seconds

8 seconds

8 seconds

Remove the marked piece

3 seconds

4 seconds

3 seconds

4 seconds

3 seconds

3 seconds

3 seconds

4 seconds

3 seconds

4 seconds

3 seconds

4 seconds

3 seconds

3 seconds

3 seconds

Total 11 seconds

11 seconds

11 seconds

11 seconds

10 seconds

11 seconds

10 seconds

11 seconds

11 seconds

11 seconds

11 seconds

11 seconds

10 seconds

11 seconds

11 seconds

Table 7) time study after implementation

Therefore, the average time needed for marking 1 cut piece with the current system is 10.8 seconds.

In an eight hour shift, with 28800 seconds, 2666.67 pieces can be marked.

The profits

Difference in pieces produced= 2666.67 – 1241

= 1425.67 pieces

So at 100 percent efficiency with no allowances, 1425 extra pieces will be produced on the marking table.

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Project B: Improving productivity and efficiency of fusing department using lean

1. SAVING MANPOWER AND TIME BY CHANGING THE LAYOUT2. ELIMINATING THE PROCESS OF SETTING THE FUSING PARTS IN ADVANCE

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3.(B.1)SAVING MANPOWER AND TIME BY CHANGING THE LAYOUT

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3. (B.1) .1 Executive Summary

In the fusing department, the manpower available is not very much in comparison to the work load. Thus, every single manpower has to be utilized wisely.

Objective:The objective of the project was to improve the layout on the fusing table and machine in order to reduce manpower and material flow timing while achieve the same output at the same quality.

Methodology:1. Observe the current layout for fusing on a particular machine.2. Analyze the current layout for fusing on a particular machine.3. Improvise on the layout in such a manner that the manpower is reduced as well as the material flow timing.

3.(B.1).2 Improving the efficiency by reducing manpower and material flow timing

The layout of the processing in the fusing machine was as shown below:

Fig 2) Original layout

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Time study for original layout

(manpower 5)

Operation name Cycle time (sec) Avg. time Allowances @ 15%

Basic time

Place fabric 10 9 8 8 9 10.8 1.62 12.42Apply fusing 9 10 9 7 9 8.8 1.32 9.12

Transfer to M/C 7 7 7 5 6 6.4 0.96 7.16Inserting & fusing 12 12 12 12 12 12 1.8 13.8

Bundle 12 7 7 5 7 7.6 1.14 8.74TOTAL 51.24 secs

Table 8) time study before implementation

NUMBER OF PIECES PRODUCED IN 8 HRS SHIFT: 562

However, it was found that in the above layout:

Excessive waiting time for workers existed. Unnecessary material flow was taking place. Manpower wastage due to improper layout.

Therefore, the following layout was proposed which:

Required no extra space for arrangement. Reduced manpower from 5 to 4. Eliminated one complete unnecessary operation.

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Fig 3) Proposed layout

Time study for proposed layout

(manpower 4)

Operation name Cycle time Avg. time Allowances @ 15%

Basic time

Place fabric 8 9 7 10 9 8.6 1.29 9.89Apply fusing 7 8 9 7 8 7.8 1.17 8.97

Inserting & fusing 12 12 12 12 12 12 1.8 13.8Bundle 7 6 7 8 5 6.6 0.99 7.59TOTAL 40.25 secs

Table 9) time study

NUMBER OF PIECES PRODUCED IN 8 HRS SHIFT: 715

Hence, we save 10.99 or 11 seconds per piece being fused.

Number of extra pieces produced per day with the proposed layout: 153

Therefore, time saved with 153 extra pieces= 28.05 minutes

Sam value of fusing department= Rs. 2.77

Money saved per day= 2.77 * 28.05= Rs. 77.6985

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Money saved per month= Rs. 2330.955

Money saved per annum= Rs. 27971.46

3.(B.1).3 Results

A better and convenient layout. Manpower saved and thus utilized for some other operation. Time saved by doing the same operation in lesser time. Increased efficiency.

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3.(B.2)ELIMINATING THE PROCESS OF SETTING THE FUSING PARTS IN ADVANCE

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3.(B.2).1 Executive SummaryThe process of preparing the parts for fusing is a tedious and time taking job. This act is done individually and consumes a lot of manpower.

Objective:The objective of this project is to eradicate the separate operation of setting the fusing parts between 2 butter papers in order to save time and increase efficiency.

Methodology:Analyze and observe the current system of preparation for fusing.Finding better ways to serve the situation.

3.(B.2).2 Suggestion Given:

The belt extension for Hashima HP-600TL fusing machine was proposed where in the process of setting the fusing parts in between butter papers can be done on the machine itself while the machine is running.The setting could be done on the extended belt so that no extra effort is required for first setting and then fusing the parts.

Fig 4) the machine in use at shahi exports Hashima HP-600TLThe belt extension that we suggested was PTFE Hashima seamless endless fusing machine belt of circumference 20 meter.

3.(B.2).3 Time study and Profits:

OPERATION T1 T2 T3 T4 T5 AVERAGEPicking up butter paper 3 4 5 4 5 4.2

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Placing cut part on butter paper 8 9 7 8 9 8.2Placing fusing on it 8 9 7 7 8 7.8Placing upper layer of butter paper 3 3 4 5 4 3.8Placing the set aside 3 5 4 4 5 4.2TOTAL 25 30 27 28 31 28.2

Table 10) average time calculationOn an average 60 bundles were transported to the fusing machine (each bundle consisted of 25 sets).The handling and transportation time per bundle was 1 minute on an average.So per day 1 hour (60*1 minutes) was wasted in handling and transporting the bundles.

SAM VALUE OF FUSING DEPARTMENT= Rs. 2.77Money saved per day= 60*2.77= Rs.166.2Money saved per month= Rs. 4986Money saved per annum= Rs. 59832

3.(B.2).4 installation charges

The market price of fusing machine belt extension PTFE Hashima seamless endless fusing machine belt is Rs. 2000

The installment charges of the belt in the machine is Rs. 1000.

Thus the total capital required for the belt extension is Rs. 3000.

3.(B.2).5 Benefits:

This belt extension would ensure:

Elimination of the most time consuming operation i.e. placement and transferring of fusing sheets.

It would help to place and remove the patterns hand to hand through a continuous belt. This belt will be extended in place of the attached table to the machine the purpose of

which would be eliminated by the belt attachment.

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Project C: Needle Comparison of Two Brands, Beissel and VERGIL.

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3.(C).1 Executive Summary

Objective:

This research work was taken up to compare the various aspects of needle stitch. This comparison was done between the currently in use “Beissel needles” and the newly received sample of “VERGIL needles”.

To suggest the better needle depending on various factors such as broken needles, needle holes, stitch quality etc.

3.(C).2 Need Of The Project It was observed that the stitch quality of the needle being used in the sewing lines didn’t perform

to the expected levels of quality. Many unwanted defects like needle holes, loose threads, etc were occurring and affected the quality of the garments.

We compared the current brand being used with one of its competitors in the market and suggested the better one to the industry.

PART A : FOR LIGHT WEIGHT FABRIC (W741)

3.(C.A).1 Methodology

Two lines (line 1 and line 2) running with the same item no. (W741) were taken up for the research.

13 identical operations on both the lines were identified and selected for the comparison.

These operations in line 1 were installed with the new needles of the Beissel brand (currently being used).

The same operations in line 2 were installed with the new needles of VERGIL needles brand which were received as a sample.

The comparison study was based on the following factors:◦ Broken needles◦ Bent needles◦ Needle holes◦ Blunt tip◦ Loose threads◦ Stitch quality

The sample size for the comparison was taken to be 20 on each operation from each line.

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A comparison table was prepared with the recorded observations.

Result was concluded based on the observations.3.(C.A).2 Operations Under Observation

OPERATION NEEDLECollar running DBX1 11 number

Collar T/S DBX1 11 number

Back yoke T/S DBX1 11 number

Back yoke O/L DCX27 11 number (Beissel) / DCX1 11 number (VERGIL)

Placket top stitch DBX1 9 number

Placket edge stitch DBX1 9 number

Pocket attach DBX1 9 number

Shoulder O/L DCX27 11 number (Beissel) / DCX1 11 number (VERGIL)

Shoulder T/S DBX1 11 number

Collar finish DBX1 9 number

Armhole binding DBX1 11 number

Back bottom hem DBX1 9 number

Side seam O/L DCX27 11 number (Beissel) / DCX1 11 number (VERGIL)Table 11) operations under observation

3.(C.A).3 Observation Process

20 pieces on each operation from each line were taken and were compared one on one.

In each set of two samples being compared, (+)1 was given to the better sample and (-)1 to the other.

Each observation was recorded in the chart and the final result was derived based on the calculations.

Process for broken needle evaluation:

The operators of the under observation needles were instructed to collect new needles of the brands under observation from us.

Process for bent needle evaluation:

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Process for needle holes evaluation:

Each sample for each operation was visually inspected for a fixed measurement of 7 inches in which the number of prominent holes was counted.

Process for blunt tip evaluation:

The evaluation was done in three different ways.

1. Visual inspection2. Tip smoothness and feel3. Abrasion caused on smooth sheet

Needles from identical operations from both the lines were evaluated on the above three parameters and the conclusion was drawn..

Process for lose threads evaluation:

Each sample for each operation was visually inspected for a fixed measurement of 7 inches in which the number of prominent loose stitch threads was counted and recorded.

Process for stitch quality evaluation:

All the above parameter were taken into account and the overall stitch quality was inspected.

3.(C.A).4 Conclusion

Based on the observations, the overall performance of VERGIL needles was better than Beissel needles.

The VERGIL needles in SNLS machines were clearly delivering better quality in every sample observed compared to Beissel. However, the performance of Beissel and VERGIL needles in overlock machines was similar.

The tip of the needle showed a variation in the bluntness for the two different brands. However, VERGIL had a better score compared to Beissel.

PART B: MEDIUM WEIGHT FABRIC (W851)

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3.(C.B).1 Methodology

Line number 5 was running item number W851 which was a ladies formal shirt of Tommy Hilfiger brand. The fabric was of medium weight, so we choose it for our observation.

We identified 4 sets of operation on which the number of plies being stitched was same or the same operation was being done by 2 operators.

One of the operations in each set was installed with the already being used Beissel brand needles and the another one was installed with VERGIL needles.




3.(C.B).2 Process Under Observation

OPERATION NEEDLE

collar top stitch and cuff top stitch DBX1 11 NUMBER

Side top stitch DBX1 11 NUMBER

Side top stitch DBX1 11 NUMBER

Sleeve placket finish DBX1 11 NUMBER

Table 12) process under observation

3.(C.B).3 Observation Process

20 pieces on each operation from each set were taken and were compared one on one. In each set of two samples being compared, (+)1 was given to the better sample and (-)1 to the

other.

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All the above parameters were taken into account and the overall stitch quality was inspected.

3.(C.B).4 Conclusion


The VERGIL needles in SNLS machines were clearly delivering better quality in every sample observed compared to Beissel.

The tip of the needles clearly indicated the fact that VERGIL needles were better because all the tip observed suggested that Beissel needles lost their sharpness easily in comparison to VERGIL needles in every case.

However, VERGIL had a better score compared to Beissel.

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PART C: HEAVY WEIGHT FABRIC (V695)

3.(C.C).1 Methodology

Line number 6 was running item number V695 which was a sweatshirt of J.C.Penny brand. The fabric was of heavy weight, so we choose it for our observation.

We identified 4 sets of operation on which the number of plies being stitched was same or the same operation was being done by 2 operators.

One of the operations in each set was installed with the already being used Beissel brand needles and another one was installed with VERGIL needles.




3.(C.C).2 Process Under Observation

OPERATION NEEDLE

Hood mouth hem DBX1 11 NUMBER

Sleeve attach DBX1 11 NUMBER

Bottom rib attach DBX1 11 NUMBER

Zipper top stitch DBX1 11 NUMBER

Table 13) process under observation

3.(C.C).3 Observation Process

20 pieces on each operation from each set were taken and were compared one on one.

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In each set of two samples being compared, (+)1 was given to the better sample and (-)1 to the other.















All the above parameters were taken into account and the overall stitch quality was inspected.

3.(C.C).4 Conclusion


The VERGIL needles in SNLS machines were clearly delivering better quality in every sample observed compared to Beissel.

The tip of the needles clearly indicated the fact that VERGIL needles were better because all the tip observed suggested that Beissel needles lost their sharpness easily in

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comparison to VERGIL needles in every case. However, VERGIL had a better score compared to Beissel.

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Project D: increasing productivity and quality on the sewing floor

1. RESOLVING THE BOTTLENECKS IN A LINE2. TRANSFERRING OF HAND OPERATION TO

INCREASE PRODUCTIVITY3. ALTERING THE ORDER OF OPERATIONS FOR

BETTER POCKET ALIGNMENT 4. PLACING OF EXPERIENCED OPERATORS AT

CRITICAL OPERATIONS IN TRAINING LINE

3.(D.1).1 Resolving bottleneck in a line

Problem: We identified two bottleneck operations due to which the production targets of V695 in line no. 6 were not met. The operations were:

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1. Pocket Attachment: In the left front panel, the stitch on the upper part was done correctly whereas, the lower part was stitched twice (overlapped stitches). For right front panel, it was vice versa. The reason given by the operator for doing so was the inappropriate presser foot.

Fig 5) pocket stitch being done wrong

Time study:

For 1 set of front panels

T1 T2 T3 T4 T5 T6 T7 T8 T9 T10 Average50 52 51 50 52 53 52 51 50 53 51.4

Seconds

Table 14) time study

2. Zipper attachment: During the zipper attachment the maximum time was consumed in matching every single stripe on both the front panels. The operator checked the stripe at every two centimeters which consumed a lot of time.

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Fig 6) matching points before suggestion

Time study:



seconds


Solution: We suggested:

1. Pocket attachment: Replacement of the presser foot with the one which suited the operation and start stitching from the side seam side in a continuous single stitch all over.

Time study:



Seconds


Profits:

Difference in time= 10.2 seconds per set of front panels.

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Per day production= 458 pieces

Total time saved= 4671.6 seconds or 77.86 minutes.

SAM value of sewing floor= Rs. 3.28

Money saved per day= Rs. 255.3808

Number of days the order ran in the line= 67 days

Total money saved= Rs. 17110.5136

2. Zipper attachment: Since the stripes were symmetrical, there was no need of matching every single stripe. We suggested matching the stripe at regular fixed distance which would increase the speed.

Fig 7) matching points after suggestion

Time study:



seconds


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Profits:

Difference in time= 20.1 seconds per set of front panels.

Per day production= 458 pieces

Total time saved= 9205.8 seconds or 153.43 minutes.

SAM value of sewing floor= Rs. 3.28

Money saved per day= Rs. 12888.12

Number of days the order ran in the line= 67 days

Total money saved= Rs. 863504.04

3.(D.2).1 Transferring Of Hand Operation To Increase Productivity.

Problem: In line 17, item no. W307, there were two consecutive operations. They were Flap running and edge cutting.

Flap running: Capacity: 100 Output: 80

Edge cutting: Capacity: 190 Output: 80 [Since the input for edge cutting was 80]

Solution: We observed that the operator on the flap running operation had to first remove the stickers and then do flap running. This part of his operation was transferred to edge cutting operator since this was a hand operation and no special machine was required.

Improvement post implementation of suggestion:

Flap running: Capacity: 100 Output: 100

Edge cutting: Capacity: 190 Output: 100

Also the edge cutting operator was no more idle due to the added hand operation.

3.(D.3).1 Altering The Order Of Operations In A Line To Reduce The Defect In Pocket Alignment

in a line producing a sleeveless ladies shirt with 2 pockets on the front panels suffered the problem of pockets on unequal distances.

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Source of problem: the pockets were marked first on both the panels, then the pockets were attached and then the shoulder was attached.

Sometimes a difference of 1/16th of an inch used to come on the shoulders while attaching due to which the alignment of the pockets got uneven.

Solution offered: we suggested attaching the shoulder first and then marking the pockets and consequently attaching the pockets. With this system the pockets would be aligned as the stitch on the shoulder wouldn’t alter the location of the pockets.

3.(D.4).1 Placing of experienced operators at critical operations in training line

Line number 25 was a new line and all the operators in that line were under training.

The product being stitched in that line was a ladies shirt.

However, no output was received from this line even after 2 weeks.

The problem:

All the pieces produced were sent back in the line from the quality check points. The defects were found at all the critical operations:

o Pocket alignmento Sleeve attacho Cuff placket (diamond’s point)o Collar finish

The solution offered:

We suggested them to place 4 experienced and old operators at the critical operations of the training line.

Benefits:

A production of 150 pieces was received on the same day of implementation of the solution.

The production kept increasing and the desired efficiency of the line was reached in 5 days’ time.

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Project E: Defining a Production Planning Chart Based On The Order Quantity And SAM Of Garment And Planning The Lines For The Month Of August

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3.E.1 Executive summary

The planning of the lines on the sewing section was done based on the planners knowledge and experience. However, a standardized system to establish the sufficiency was missing. This created process was not very accurate and precise and a need for a standard system to derive the efficiency was needed.Objective:To establish a standardized system of efficiency for planning of the sewing lines.Methodology:Study the current process of planning and observe the production patterns and study the daily production reports.

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Project F: Preparing Training Modules For The Training And Development Department

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3. F.1 Executive Summary

The training and development department at Shahi Exports is responsible for carrying out training programs for different occasions like new recruits, new joining etc.The duration of these training sessions is different depending on the post for which the training is to be provided.

Objective:To establish easy to understand, to the point and elaborated course and study material for the 3 months training program at SEPL.The course material developed should consist of a document, a power point presentation and case studies for each topic.

Methodology: We first surfed the internet to obtain some information about the concerned

departments. Then we met the respective heads of the departments to find out data specific to

Shahi Exports. They gave us the information regarding their departments. We documented the information and got it reviewed by the heads. A presentation was prepared for the same with a case study.

3.F.2 Results

A complete documented course material was prepared with case studies.

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PART IV

LEARNING OUTCOME

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4.1 Learning Experience

There w e re many l e s s ons l e a rn t du r ing t he appa re l i n t e rn s h ip i n t he

ga rme n t i ndus t ry bu t whe n i t com es to a s ing l e mos t i n t e r e s t i ng even t

we ca n r ec oun t ou r f i r s t day a t t he p roduc t i on depa r tme n t . W e s aw how

ac t ua l l y t he t h i ngs w e re done a t t he s ew ing f l oo r . T he theo re t i c a l

knowl edge ga ined f rom p rev i ous s ix s em es t e r s wa s now pu t t o t e s t .

S tudy ing i n an a i r c ond i t i oned IT L ab and do ing t h ings t heo re t i ca l l y

wa s a t o t a l h i s to ry now . A s w e ca me ou t o f t he Indus t r i a l Eng i nee r i ng

De pa r tm en t a f t e r s t udy ing ope ra t i on bu l l e t i n o f a s ty l e t o p roduc t ion

f l oo r t o do t i me s t udy w e r ea l i zed how d i f f i cu l t and s t rugg l ing ou r

fu tu r e yea r s a r e go ing t o be . We r ea l i ze d conc ep t s l i ke u s i ng s k i l l

ma t r ix t o s e t a l i ne w e re j u s t knowl edge bas e a nd t ha t t he ac t ua l

sc ena r i o i s qu i t e d i f f e r en t . I t w as an eye ope n ing day fo r u s .

The re w e were am ids t abou t 350 ope ra to r s chu rn i ng ou t ga rm en t s a nd

l i ne i n cha rge and s upe rv i s o r s shou t ing a t t he t op o f t he i r vo i ce s t o

t hos e no t ge t t i ng t he de s i r e d ou t pu t . E ve rybody w as i n a hu r ry . No t

even the p roduc t i on m anage r o r t he IE he ad w ere a t r e s t a s t hey m oved

abou t t he p roduc t ion f l oo r w i t h f a s t pace and r a i s ed b rows in t en s ion .

They w ere unde r s e r i ous p r e s su re t o compl e t e t he t a rge t and worke d

wi th a l o t o f depa r tmen t s . The ope ra to r s w e re a t f i r s t cu r ious a nd

d idn ’ t r e spond w e l l t o m y do ing t i me s tudy bu t by the end o f t he day

we go t on we l l . We even made s ome f r i ends t he r e som e o f w ho w ere

t r a i nees t hems e l ves i n t he s ewi ng de pa r tme n t . The ope ra to r s we re u s ed

to w ork ing qu i t e c l ums i ly a s t hey we re a l l mon t h ly pa id a nd the s am e

sa l a ry .

Page 71 of 73


The m os t impor t an t t h ing w e l ea rned w as t ha t a l l w e ha d l ea rn t o r done

in ou r ac ademi c l i f e i s on l y w or th i f we cou l d do ou r w ork by “hook o r

c rook” . I t i s a w as t e i f t a rge t i s no t a ch i eve d a s f a r a s t h i s i ndus t ry i s

conce rned and th i ngs a r e no t a s s imp l e a s i t s e emed t o u s be fo re . O ne

needs expe r i ence t o do th i ngs he r e a s each a c t i v i t y i s s o much i n

con junc t ion w i t h o the r s i t i s mos t ly you r w i t s t ha t he l p you no ma t t e r

how m uch you know as even s upe rv i s o r s a r e do i ng the j ob o f ge t t i ng

t a rge t s wi thou t p ro fe ss iona l deg ree .

Page 72 of 73

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