NATIONAL INSTITUTE OF FASHION TECHNOLOGY

INTERSHIP REPORT

COMPANY: HHEC of India Ltd.,

31 - 32, Guindy Industrial Estate,
Chennai, Tamilnadu.

AN EFFORT BY: NEELKANTH PASHUPATI SINHA

PRASHANT KUMAR
TARUN PARGAI

B.F.Technology (Apparel Production)

Semester -7(Batch 2009 - 2013)
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Acknowledgment

Our sincere gratitude to our mentor Mr. Amit kumar Anjanee (Assistant Professor)
DFT, for his support, guidance and encouragement. We are very thankful to H.H.E.C,
Chennai for entrusting us to do our internship with them. We are indebted to thank,
Mr.K. Venkataraman (Senior Manager), Mr.K. Paneerselvam (Assistant Marketing
Manager), Mr. Manohar (Marketing Executive) , Mr.R.Laxminarayanan(consultant)
for their information, guidance and support.

We would like to thanks to our course coordinator Mr. Samuel Wesley (Associate
Professor) DFT, for her special support.

I would like to thank each of my batch mates for support and co-operation.

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COMPANY HIERARCHY

General Manager

Production
Manager

Quality Manager

Quality Incharge

Line checker

Unit incharge Sampling Incharge Cutting Incharge

Unit supervisor Cutting supervisor

Sampling
supervisor

Stitching Packing incharge

supervisor

Packing
supervisor

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COMPANY PROFILE

HHEC , a Govt of India Ministry of Textile company has an exhaustic range of Indian
handicrafts , indian handlooms , Indian decoratives , Indian gifts , Indian antiques ,
leather decoratives , gems and jewellery , Garments , wrought iron handicrafts . We at
HHEC ensure the quality and genuiness of the product .
HHEC's Garment division has a modern factory in Chennai (Madras) located at the
Industrial Estate, Guindy (Madras). It manufactures and exports apparel made of
cotton, silk and cotton/nylon for men, women and children. Its strength is in casual
wear of cotton fabrics. It has separate quality assurance wing, which takes care of
online quality control (In cutting room and sewing room) as well as final quality audit
before releasing garments for pressing and packing. The fabric inspection wing takes
care of quality control before releasing fabrics for cutting.

Fabrics that are used

for making  Quality of the Fabric  Items
Garments
Light Medium weight
in yarn
Dyed like 40s x 40s,
2/60s x 40s,
2/40s x 20s, 2/80s x Mens, Ladies
2/60s, &
Seersucker, 80s mull, Childrenswear 
cambric, Like Shirts,
COTTON Bubbled batik, Blouses, pants,
Kalamkari, Shorts,
Patchwork fabric, Tops,Dresses, 
printed, Dobby etc.,
& Jacquard.   
Heavy weight-Twill,
Drill, 
Flannel, 2/10s x 6s 
 
Filature x Filature, 
Filature x Dupion,
SILK Taffeta, tussar,  
Matka,Muga. 
 

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S.NO PARAMETER VALUE MAINTAINED
FLOOR AREA OF EACH FLOOR
1
DISTANCE BETWEEN
2 FIRE EXTINGUISHERS EACH, NOT MORE THAN
50 FT.
HEIGHT OF LIGHT FROM THE
3 1.3 METERS
SEWING MACHINE
ANGLE OF THE CHROMIUM
4 45° TO 60°
REFLECTORS
POWER OF EACH ENERGY
5 28 WATTS.
EFFICIENT TUBE LIGHT
6 HEIGHT OF THE FLOOR 24 FT( 6.6 METERS)
6 FOR MEN(1 urinal per 30),
7 URINALS
8 FOR FEMALE(1 per 20)
42 INCHES( 3.5 FT or 1.06
8 AISLE SPACES
MTS)
DISTANCE BETWEEN CUTTING
9 4.5 FT (1.37 MTS)
TABLES
DISTANCE BETWEEN EACH
10 4 FT( 1.21 MTS)
SEWING LINE
LOCATED ON THREE
12 WINDOWS
SIDES OF WALLS

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Non-Sewing Machines

SL Description Make Model

No.
1 Snap Button Toniy T1808
2 Button Pull Tester Presto
3 Button Wrapping St-9 Loiva
4 Placket Cutting Nagashing NS94
5 Collar notcher Nagashing NS91
6 Collar Turning Nagashing NS44
7 Collar Turning Nagashing NS81
8 Cuff Turning Nagashing NS46
9 Cuff Turning Nagashing NS85
10 Thread Winding Toniy TI3900
11 Cloth Drilling Eastman CD3
12 Cutting Eastman 629X/BLUE STRECK
13 Round Knife Cutting Eastman EC 45
14 End Cutter Sulee 360
15 End Cutter Nagashing NS71
16 Band Knife Oshima OB900A

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Sewing Machinery Details: 

224 Single Needle machines and special machines like, lockstitch button
stitching, Front placket Multineedle sewing machine, Elastic attaching
Multineedle machine, Keyhole buttonholing machine, Feed –off the arm,
Double needle, blind stitch hemming machine, 5 thread overlocking
machine. Also special attachments of suisei brand like pin tucking
attachment, Ruffler attachment, Spaghetti attachment for loop making, bias
binders, straight binders. etc., 

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 MERCHANDISING

SAMPLING

PRODUCTION
PLANNING DEPT.

FABRIC MAIN
STORE

FABRIC SUB-
STORE

CUTTING
DEPARTMENT

SEWING SECTION TRIM STORE

FINISHING

QUALITY

PACKAGING SHIPMENT

ACTIVITIES OF A MERCHANDISER

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  Design/Sampling
 Fabric
 Accessories
 Testing
 Production
 Quality Check
 Documentation
 Shipping/Forwarding

MARKETING MERCHANDISING

Main functions of marketing merchandising are:

 Product development
 Costing
 Getting Purchase Orders
It brings the order, develops the product, and does the costing. It has a direct access to
the Buyer.

PRODUCT MERCHANDISING

This is from sourcing to finishing that is from first sample to onwards, the product
merchandising work starts and ends till the shipment

PACKAGE FILE
It consist of following reports

1. List of orders pasted on the left hand inside cover of the file.
2. Tech pack.
3. CAD marker-costing and factory
4. RMR-order wise and summary chart
5. Trim pro forma invoices from the supplier.
6. Confirmation of the trim

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 7. Order chart from the buyer
8. P.O. copies from the buyers
9. Fabric “order confirmations” with approved fabrics swatches
10. Hard copy of all incoming and outgoing crucial and important mails that may
be required for future references (buyer related)
11. Mills fabric reports-checking, testing
12. Internal fabric reports-checking, testing
13. Buyer approved-
a. Trim card
b. Shade bands
c. Wash swatch/wash mocks
d. Embroidery/printing
14. Packing list

Sampling Department

WORKING PROCEDURES
1. The package file is received from the merchandiser and the copies of it are
handed over to the sampling manager, CAD in charge, sampling technician and
the sampling QA in charge.
2. The pattern request is received from the merchandiser by the sampling manager
for the following samples:
 Fit sample
 PP sample
 Size set sample
 Top sample

Types of samples
Proto sample
It is made of out raw fabric. It is the first sample send to the buyer to check the fit of
the garment. It is also known as development sample.
Design sample
All the designs are implemented in the garment in order to look the appearance and the
design of the sample to the buyer.

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Size set sample
All the sizes of a particular style are stitched is stitched and send to buyer. The buyer
checks the grading in this sample.
3 samples are made.

Every sample contains a review sheet and spec sheet .

4 proto sample of each size are made and 1 is send to-
 Buyer.
 Merchandiser
 Vendor
 Sampling section.
 Pre-salesman sample

3. Generally the above 3 sample are not asked for by most of the buyers. Hence the
next sample is made after the proto sample, is the pre-salesman sample.
4. Then samples are made to check the samples whether they are proper for the SRC
5. 3 samples are made.
6. These samples are sent to the buyer for the buyer for approval.
7. The sampling section also calculates the Thread Consumption. This is done using
the meter. The meter is attached to the sewing machine and the garment is stitched.
The meter gives the amount of thread consumed (in mtr).
8. They also calculate the thread using the measuring method. They stitch a meter
length. Then the thread is ripped off and the length measures.
9. They then prepare the Thread Consumption Report. This report contains the details
– Type of stitch, Stitching length, SPI, Consumption per mtr. This is filled for all the
stitches in the garment.

10. The weekly plan is then generated based on the requisition received from the
merchandiser and it is handed over to the sampling coordinator, CAD in charge,
merchandiser and the sampling QA in charge.
11. The pattern cum sample requisition is given to the sampling coordinator by the
sampling manager for manual patterns as per the buyer requirements.

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12. The CAD in charge receives the package file from the sampling coordinator and
after discussion with the sampling manager and the technician the package file copy
is handed over and discussed with the concerned pattern maker.
13. The pattern maker after discussing with the technician makes the patterns
according the details in the package file and hand over the patterns to the CAD in
charge.
14. The patterns along with the cutting plan are then handed over to the sampling
coordinator who in turn hands them over to the cutters.
15. The requisition is raised for the fabric and accessories by the sampling coordinator
and given to be signed by the sampling manager.
16. According to the weekly plan prepared by the sampling manager for the tailors and
cutters, their individual targets are fixed.
17. The feeding helpers do the loading as per the requisition of accessories and fabric
to the cutters and tailors
18. Cutting and stitching of samples is then started.

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PRODUCTION PLANNING AND CONTROL DEPARTMENT

RECEIVING ORDER BOOKING

GENERATE FACTORY PLANNING

GENERATE PCD PLAN

GENERATE LINE PLAN

GENERATE FINISHING PLAN

GENERATE HOURLY PRODUCTION

REPORT

DISCUSS WITH UNIT

WORKING PROCEDURES
 The senior coordinator of the PPD receives the order booking from the GM
merchandising through mail. It has the following details in it:
 style #
 quantity
 delivery date
 fabric in-house data
 accessories in-house data
 The operation breakdown (OB) of the particular style is received from the IE
department to fix the final inspection (FI) dates, the sample collected from the
concerned merchandiser is studied with the OB and the CMD is checked for
machines.

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 Based on the order booking, factory planning is generated as per the delivery date
and copied to the following:
 GM merchandising
 Merchandiser

FABRIC STORE DEPARTMENT

The basic functions of the fabric store are:
 Storage and Segregation of Fabric for production.
 Storage of dead stock.
 Maintain basic stock.
 Co-ordinate fabric flow between cutting, processing, and audit department.
 Coordination between the Suppliers, Fabric processing, audit and cutting
Department.
 Maintain account and documents in order to ensure regular flow of fabric and
no shortage.
 Report maintained in the fabric department.
 Maintain inspection reports.

Physical Testing & Inspection:

Fabric is inspected by using a 4 point system. It is a projection of total defects based
on the total number of defects found during inspection of a sample as a basis for
acceptance/rejection criteria. In this point inspection system penalty points are
assigned base on the standard fault.
There is only manual inspection. In 4 point system 40 points are acceptable.
 For minor defect cross sticker is place for identification

 For major defect part changed sticker is place for identification

Point assign for the 4 point system

Fault Size Point Assigned
0 to 3 inches 1
3 to 6 inches 2
6 to 9 inches 3
9 & above 4

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  Upto 40 points are acceptable

The common defects observed are:

 Fabric uneven width  Slub
 Foreign yarn  Stain
 Missing yarn  Knot
 Reed mark  Selvedge thickness
 Fabric shade  Fabric design
 Cuts  Thickness

Trims department
Infrastructure:
 Racks
 Issuing table
 Fire extinguisher
 Tube light
 Fan

Trims available in trim department:

 Threads  Main label

 Tissue paper  Wash care label

 Clip, PVC Patti  Barcode label

 Poly bag, single and  Zipper-6 ½,3 ½,4 ½,5 ½,11

master polybag. ½,17,18 and 19

 Buttons-14,16,18  Taps

 Carton, gum tape  Needles-DB*5=14and18,

DB*5=16,
DB*17=14(button hole).

Process Flow

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 First the trims store in-charge receives the PO copy. This PO copy contains
various details such as the PCD Date, Sample Date, PCD Sample, Prototype
Sample, Order chart, RMR.
 The trim store in-charge takes out only the Raw Material Status Report (RMR).
This report gives the details as to the which trims are to be received, the
consumption per garment, the required quantity, the quantity ordered, the
quantity received and the balance left to receive.
 There are 2 parts to the trims store.
o Stitching Part
o Packing Part
 When the trims are received, the trim unit checks them and makes an Inward
Challan. In the quantity ordered, 3% extra is always added as for wastage
considerations.
 Maintain a Daily Status Report of the trims that are issued from the main store
and the balance left yet to receive.
 The inspection of the trims and accessories is done in the main unit itself.
Hence, when the trims are received, they are only stored and issued to the
production at the trims store.
 However, for buttons counting is done. Inspection is done in case of Labels and
Shrinkage test for Elastic.
 Out of the 1 roll or 1 box, 100 labels are inspected for defects or damages.
o If 4 defects are found, it is accepted.
o If 5 or more defects are found, then another 100 are checked.
 If 4 defects are found, it is accepted.
 If 5 or more than 5 defects are found, then the entire lot is rejected.
 In case of 100 labels,
o 40 defective are acceptable
o 50 are unacceptable
o And 40-50 are in the decision making process.
 There are many types of labels that are used in the production:
o Main Label – has the buyer’s name and logo
o Content Label – contains the content of the fabric

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 o Size Label – size of the garment is specified
o Wash care Label – has the wash care instructions for the garment
Shrinkage (%) = [After wash – Before wash)/before wash] * 100
 In case there different shades in the buttons that are received, all the different
shades of the buttons are stuck too in the chart.
 This chart goes to the merchandiser for the approval. The merchandiser signs
the chart and sends back. The shades of the buttons (if present) are then
approved form the buyer and signed.
 The rest of the trims are not inspected. After this inspection, a meeting is held
between the trim store head, Industrial Engineer Department head, Production
coordinator and the cutting department head.
 In this meeting it is decide as to which colour and style has to be cut first for
production. This is decided on the trims that are received. As to for which style
and colour the trims are available for production.
 This is taken by the feeding helper who maintains a register called the Cutting
Book. All the details of the slip are copied into this book, except the Shrinkage.
The helper also fills in the time..
 The trims and accessories are then issued to the required dept as per the
required qty.
 There is no fixed method of Issuing System followed here. The trims as and
when received are kept together (mixed up). While issuing any of the stored are
issued.
 After every 2-3 days the stocks are checked.
 The trims store also maintains Bin Card. These bin cards were found hanging
by the racks that store the trims. Every section in the rack had an individual bin
card containing all the details.
 The bin card contains the details of the trims that are being stored in the rack,
how much is issued and the balance. Details – Date, Received Qty, Date, Line
no., issued qty, Balance.
Inspection for the selected trims & accessories

Sl.No ITEM PARAMETERS TOLARANCE

CHECKED

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1. Sewing thread Shade no. NIL
Ply NIL
type NIL
2. Button Line no NIL
type NIL
No of holes NIL
colour NIL
3. Zipper type NIL
1. length NIL
Type of puller NIL
colour NIL
2. Cartons Size +1”-1/2”
No of ply NIL
Printed matter NIL

CUTTING DEPARTMENT

Objective of cutting room:

 Cost control
 Cutting methods

Process Flow:

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  Defect management
Merchandiser sends the cutting details
 Spreading techniques desample
 Material handling
Pilot run
ok

Marker planning done and

Fabric consumption calculated

Bulk run
ok

Maintaining Min using book

Spreading and
cutting

Panel checking (Top, middle, bottom)

Numbering

TICKETING
/BUNDLING

SEND FOR SEWING

MANUAL SPREADING AND CUTTING

 First a layslip is given from the minusing department. Minusing department gets
the total quantity which has to be cut and the ration of the sizes in which marker
planning is made, then as the pieces are cut they keep on subtracting that quantity
from the minusing book. Mainly the cut order planning is done.

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 After spreading 1 or 2 ply of a lay, QC checks for the length, width, face side, and
shade variation of the fabric.
 When QC comes through any defect a sticker is pasted there and a brown sheet is
placed so that that part can be recognised easily for recutting,
 Then the manual marker or plotted marker is placed over the lay and with straight
knife patterns are cut.

NUMBERING
 After the panels are cut, according to the size and shade bundles of parts of the
garment are made which contain 20 pieces of each parts and each part of a garment
are given the same ticket number.
 After numbering the parts of the garment in the bundle are counted and recorded in
the cutting check list.

FUSING
 After numbering the parts which has to be fused is send to the fusing incharge
where they are fused.
 Before fusing the temperature, time, and pressure is evaluated by using viline
fusing tape. After fusing the parts are send for bundling. And then stored in parts
bank.

Observation Suggestion

Difference between the actual and Spreading techniques should be

standard spreading time. practiced by the operator.

Waste pieces should be given to

Only big left over pieces are reused recycling industry

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 Out of 3 fusing machine only 2 Machine should be repaired to
machines are functional. reduce the time consumed.

SEWING DEPARTMENT

PROCESS FLOW

MERCHANDISING PRODUCTION CUTTING

DEPARTMENT DEPARTMENT

TECHPACK, SEALED
PRODUCTION 21
ESTIMATED CUT (FABRICS,
SAMPLING,
SAMPLES, PATTERN
MANAGER, OPERATION BULLETIN PANELS)
CUTTING, QUALITY
MERCHANDISER PLANNING, BUYER
FINAL
PRE-PRODUCTION
BULK
SEWING
BATCH
OPERATION
PILOT
SIZE
PRODUCTION
SETTING
SECTION
SET
RUNBULLETIN
MEETING REPRESENTATIVE
WORKING PROCEDURE IN SEWING FLOOR

Once the Order gets confirmed for a particular style the planning department comes in
to action. It planned in well advance that which unit is going for Production as well as
the Quantity.

Then Factory Manager, decides the batch size, number of Batches and daily target to
be achieved by the each batch. Other details such as no of stitches/inch at different
areas, measurement for different sizes, placement of trims etc are finalized and
standardized at the sampling stage.

Report maintained by Sewing Department

 Daily production report
 Hourly production report
 Monthly labour report
 Batch order completion
 Batch planning file
 Cutting loading book
 Time and motion study
 Purchase order sheet
 Manpower report

Quality Check
Quality check at Sewing Department conducted at two stages of production.
1. Inline quality check
2. End-line quality check
Inline inspection is done after every critical operation. This are----
 Collar end
 Sleeve and cuff end
 Front end
 Collar attaching
 Side seam (feed of arm)

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End of the line inspection is done after the last operation.
The following reports are made after the quality checking.

 In line Inspection Report

 End line Inspection Report
 QC Report
 AQL Report

INSPECTION:
The buyer recommends the suppliers to have an Independent Quality Assurance team
responsible for quality control (internal audits). The team should be separated from
the production team and under the direction of ownership, or fully independent.

It is important that an internal quality control (audit) is done before offering the
order for buyer inspection.

Suppliers who use subcontractors for production must have their own QC's working
at the subcontractors. It is the supplier's responsibility to make sure that the
subcontractor follows all buyer quality standards and requirements.

INTIAL INSPECTION:
It is important that the QC team carries out initial inspections after a trial cutting of
100 -500 pieces covering all sizes and colours. This is to ensure conformance to
requirements. This inspection is very important in order to get a smooth running
production. At this stage it is still possible to find and solve problems without
causing any major disturbance in the production.

Information about an order's planned production start and finish is to be given to the
buyer office.

INLINE INSPECTION:
The purpose of this inspection is to confirm that during the early stages of
production, the agreed manufacturing specifications are being followed. The
approved counter sample, and its duplicates, must be present at all stages of
production. Information regarding style, measurements, accessories etc must be
available for everyone. All problems identified during inline inspections, must be

23
corrected immediately by the supplier and must not be present at the time of the next
buyer’s QC inspection.

The goods must be inspected and records must be kept after each major stage
during production e.g.
 Cutting: parts and panels size conformance, fabric or knit defects.
 Pre-assembly: general workmanship, appearance and measurements e.g.
Stitching, linking, collars, sleeves, position of pockets.
 Assembly: general workmanship, appearance and measurements e.g.
stitching, linking, pockets, zippers, position and fastening of buttons and
rivets, buttonholes.
 Finishing/pressing: overall workmanship, pressing appearance and
measurements.

MAINTENANCE IN SEWING FLOOR

Maintenance manager generates the reports from the complaint register for the
following things:
 Recurrence of the problem
 Efficiency of mechanics
 Total break down time
 Line wise break down
 Machine wise break down
For the above system each factory is provided with mechanics, 1 Needle boy and 2
Helpers.

Reports to be made by this department:

A daily maintenance report which should include
 Collective break down report
 Needle consumption for the day
 Spares consumed for the day
 Machinery serviced on floor for the day
 Corrective actions taken
 Machinery movement report (monthly)

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  Idle machine report (weekly)
 Folders and attachments report
OBSERVATION
Observation
Operator idle time is high. This is due to
lack of feed from the previous operation.
Material flow can be improved further.
This will reduce the chances of
bottlenecks.
External disturbances such as gossips,
calling operator for any other work,
operator movement form one table to
another etc are need to reduce.
It has been observed that operator face
doubts regarding the style variation. So to
clear these doubt they have to move to the
line supervisor. Thus the SAM increases.
25
Suggestion
This can be reduced by further improving
the operator allocation.
This can also be improved by the proper
operator allocation i.e. following the skill
matrix of operator’s job and the no. of
operators are needed to be assigned.
External disturbances can only be reduced
by setting rules and regulations.
Individual table should have their own set
of instruments.
The operators need to be clear about the
style and if possible the charts displaying
the sewing procedure can be made
available in the sewing line.
This will reduce the SAM and may help
in increasing the quality garment.
FINISHING DEPARMENT

PROCESS FLOW

FINISHING PROCESS

1. the garments are loaded into the button holing section and the approved sample
is checked for the following:
 Button hole, button placement, eyelet placement etc.
 Thread runs
 No of buttons
 Two / Four hole buttons
2. Production targets are given to individual operators and pieces are checked
randomly every hour. In case of defective pieces, they are returned to the batch
for alteration and are kept a track of.
3. After button hole and button attach, the feeding helper loads the pieces into the
trimming section.
4. The no. of pieces loaded is entered into the loading register.
5. All trimmers are given individual targets. In case of any defects, the pieces are
returned to the batch for alteration, darners. The pieces then go for flat ironing
after which the button closing is done and the extra button is attached.
6. After this, the pieces go for final check and presentation check. In the final
check, the pieces are checked on the outside starting from one point and ending
at the same. In the presentation check, the pieces are checked for the overall
look of the garment-the fall, alignment of the plackets etc.
7. After this the pieces undergo measurement check where the garments are
checked for compliance with the measurements in the buyer’s spec sheet.
8. After the measurement check the pieces go for a final pressing, tagging,
polybag packing and carton packing (size-wise or color-wise as per the buyer’s
requirement).

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 Once the cartons are open ed the following has to be checked
 Count the no of pcs as per the ratio.
 Poly bags
 Hangers
 Folding
 Ironing
 Size, Main & wash care labels.
 Price tags
 Extra buttons
 Measurements
 Quality

EQUIPMENTS

No. of tables - 30

Types of machine in finishing room:

 Collar pressing machine, no. of machine

 Waistband pressing machine, no. of machine
 Folding machine, no. of machine
 Pressing machine, no. of machine

INSPECTION AND MEASUREMENT (TIGHTEN INSPECTION)

1.5 A.Q.L% 2.5 A.Q.L%

CONSIGNMENT SAMPLE ACCEPTED REJECTED ACCEPTED REJECTED
LOT SIZE SIZE
1-50 8 0 1 0 1
51-90 13 0 1 0 1
91-150 20 0 1 1 2
151-280 32 1 2 2 3
281-500 50 2 3 3 4
501-1200 80 3 4 5 6
1201-3200 125 5 6 7 8

27
 Observation Suggestion

The finishing unit has much more
capacity than actual. This can be said on
the basis that the full area is still not
utilized and the industry is using the
older process for finishing.
Utilization of full area will provide for
better movement area and disposing of the
unused equipments and waste would give
better working conditions.

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 APPAREL INTERNSHIP
HHEC
GUINDY INDUSTRIAL ESTATE

PROJECT ON

“ANALYSIS OF DELAY FACTORS IN SEWING FLOOR AND

SOLUTION”

Analysis of delay factors in sewing floor and solution.

29
Synopsis

Scope: It will provide a solution to minimize the delays, identify and rectify the
problems which comes in sewing department.
OBJECTIVES
The main objective is to study the operator activities in garment industry and the
percentage of distribution of operations and to analyse the personal and delay
allowance by observing the operations by:
 Developing a system to minimize/control the delay that were found
 Find out the accurate% of time loss
 Identify concern factors and contribution of each of them and analysis them
statically.
 How to increase the efficiency to achieve daily target

Factors
 Sewing Operator Productivity & Earnings.
 Sewing Operator Morale.
 Manufacturing Through-put Time.
 Products Produced may Require Greater Inspection.

Capacity planning is an operations strategy which has been considered as a means of

estimating their capacity and do things better, thus improving their efficiency. By
optimally utilising the existing capacity there is a chance to improve their efficiency
and actually grow without necessarily investing a huge sum of money.

The export oriented apparel manufacturers make goods on a make to order basis rather
than on a make to sell strategy as a result there can not be over stocking of goods
which has to be liquidated at a lower price later. However there can be frequent issues
of idle capacity or shortage of capacity exist .In the whole process the manufacturer
must ensure the timely shipment of goods to the buyer or customer.

Aspects of capacity

30
1. Capacity depends on the interaction of various resource constraints, such as
equipment, labour availability, storage space etc.

2. Capacity is mix dependent, so capacity should be expressed in terms of aggregate

measures.

3. Capacity is technologically based; an estimate of capacity implies some assumption

about the technology used.

4. Capacity is dynamic, in that as a manufacturing facility gains experience in

producing something, and discovers and removes successive bottlenecks; its total
capacity tends to expand with time, even without major new investments.
5. Capacity may not be sustainable because normally when stated as so many units
could have many meanings.
For example it could mean the average output per month or the maximum achievable
output for the period, or the best performance actually achieved in the past.

1. Capacity is storable, for instance maintaining excess equipment (to allow

regular. Maintenance) or excess labour (to fill in for missing employees) is a
form of stored capacity.

Standard Allowed Minute is used to measure task or work content of a garment. This
term is widely used by industrial engineers and production people in the garment
manufacturing industry. For the estimation of cost of making a garment SAM value
plays a very important role. In past scientists and apparel technicians did research on
how much time to be allowed to do a job when one follows standard method during
doing the job. According to the research study minute value has been defined for each
movement needed to accomplish a job. Synthetic data is available for each
movements.

General Sewing Data (GSD) has defined set of codes for motion data for SAM
calculation. There is also  other methods through which one can calculate SAM of
a garment with out using synthetic data or GSD. Both method has been explained in
the following.

31
Method Used
'predetermined time standard' (PTS) code are used to establish 'Standard Time' of a
garment or other sewing products.

Step 1: Select one operation for which you want to calculate SAM.

Step 2: Study the motions of that operation. Stand by side of an operator (experienced
one) and see the operator how he is doing it. Note all movement used by the operator
in doing one complete cycle of work. See carefully again and recheck your note if all
movement/motion are captured and correct. (for example motions are like - pick up
parts one hand or two hand, align part on table or machine foot, realign plies, etc.)

Step 3: List down all motion sequentially. Refer the synthetic data for TMU (Time
measuring unit) values. For synthetic data you can refer GSD (without licence use of
GSD code prohibited but for personal use and study one can refer GSD code and TMU
values) or Sewing Performance Data table (SPD). Now you got TMU value for one
operation (for example say it is 400 TMU). Convert total TMU into minutes (1
TMU=0.0006 minute). This is called as Basic Time in minutes. In this example it is
0.24 minutes.

Step 4: Standard allowed minutes (SAM) = (Basic minute + Bundle allowances +

machine and personal allowances). Add bundle allowances (10%) and machine and
personal allowances (20%) to basic time. Now you got Standard Minute value (SMV)
or SAM. SAM= (0.24+0.024+0.048) = 0.31 minutes.
I like to refer you an article Secret Behind Calculation of Machine Time in SAM for
better understand of SAM calculation. 

Method 2 - Through Time Study:

Step 1: Select one operation for which you want to calculate SAM.

Step 2: Take one stop watch. Stand by side of the operator. Capture cycle time for that
operation. (cycle time – total time taken to do all works needed to complete one
operation, i.e. time from pick up part of first piece to next pick up of the next piece).
Do time study for consecutive five cycles. Discard if found abnormal time in any
cycle. Calculate average of the 5 cycles. Time you got from time study is called cycle
time. To convert this cycle time into basic time you have to multiply cycle time with
operator performance rating. [Basic Time = Cycle Time X performance Rating]

Step 3: Performance rating. Now you have to rate the operator at what performance
level he was doing the job seeing his movement and work speed. Suppose that operator
performance rating is 80%. Suppose cycle time is 0.60 minutes. Basic time = (0.60 X
80%) = 0.48 minutes

32
Step 4: Standard allowed minutes (SAM) = (Basic minute + Bundle allowances +
machine and personal allowances). Add bundle allowances (10%) and machine and
personal allowances (20%) to basic time. Now you got Standard Minute value (SMV)
or SAM. SAM= (0.48+0.048+0.096) = 0.624 minutes.

Method 3 - Through Videography:

Step 1: Select one operation for which you want to calculate SAM.

Step 2: Take one camera. Stand by side of the operator. Capture video for that
operation. (cycle time – total time taken to do all works needed to complete one
operation, i.e. time from pick up part of first piece to next pick up of the next piece).
Take video for connsecutive five cycles. Discard if found abnormal time in any cycle.
Calculate average of the 5 cycles. Time you got from time study is called cycle time.
To convert this cycle time into basic time you have to multiply cycle time with
operator performance rating. [Basic Time = Cycle Time X performance Rating]

Step 3: Performance rating. Now you have to rate the operator at what performance
level he was doing the job seeing his movement and work speed. Suppose that operator
performance rating is 80%. Suppose cycle time is 0.60 minutes. Basic time = (0.60 X
80%) = 0.48 minutes

Step 4: Standard allowed minutes (SAM) = (Basic minute + Bundle allowances +

machine and personal allowances). Add bundle allowances (10%) and machine and
personal allowances (20%) to basic time. Now you got Standard Minute value (SMV)
or SAM. SAM= (0.48+0.048+0.096) = 0.624 minutes.

Advantages of videography

1. Videography helps us to retain the data captured.

2. Video can be used for further study.
3. Comparative study can be done more efficiently.
4. Rating can be done separately after time study.

COST ESTIMATION OF A GARMENT

In the clothing manufacturing, supplier gives final manufacturing cost to buyer prior to
order confirmation. For that factory prepares cost sheet estimating costs in different
cost heads. Cost heads like Fabric, Trims and Packing materials, Labor cost and
Overheads.

At costing stage, supplier only get one sample of the garment and specification of
fabric and trims for the reference. For raw material cost suppliers directly take price
quote from fabric and trim suppliers. For labor cost it is very important to estimate as
near as it will be during actual production.

33
The scientific method for estimating CM (Cut and make) cost of a garment involves
following steps

Determine SAM of the garment

Calculate average line efficiency and
Direct labor cost per minute

How to calculate the minute cost of the operator

Formula:
Labor cost per minute = (Monthly salary of an operators/Total minutes available in the
month)

Suppose,
Operator monthly salary is INR 5000.00
Total available capacity per month (in minute) = 26 working days*8
hours/day*60=12,480 minutes

So, per minute cost of the direct labor = 5000/12480 = 0.4006 INR

Formula for the projected labor cost per pieces

CM cost = (SAM of the garment * Minute cost of the labor)/Line efficiency(%)

If Sewing SAM is 15 minutes and line perform at 50% efficiency then estimated
garment make cost = 15*0.40/50% =12 INR
And Cutting SAM is 2 minutes and cutting room perform at 50% efficiency then
estimated cutting cost = 2*0.40/50%=1.6 INR

So, Total estimated CM cost of the garment = (12.00+1.60) = 13.60 INR

Following above formula easily one can estimate garment CM cost and use it for the
product costing.

Line output varies depending on the line efficiency. When a line performs at lower
efficiency than standard (100%) line will produce less units in a day compared to what
line could make at 100% efficiency. But factory spends same amount of money as
salary whether line perform at 100% efficiency or less. So, per unit cost will increase
when line performs at lower efficiency

34
Purpose and Objectives of the project

The purpose of this project is to examine the delay factors and find solution
for the given lines.
The specific objectives arising from the overall purpose are to:
 To investigate the factors affecting the throughput time and causes responsible
for delays in production.
 To investigate and document factors influencing the capacity utilisation
decisions.

Road Map
 Study the existing layout and Infrastructure of the two lines.
 Study the absenteeism pattern.
 Figure out the operator behaviour and existent working trends.
 Analyse the result.

Working methodology:
 Calculation of existing floor space and its utilization.

 Study the allocation of existing human and material resources and its
utilization.

 Possible capacity if working at stated efficiency.

 Data collection from productivity

 Statistical analysis of collected data

 Comparison of data and process

 Finding the error in the available process and system

 Developing step by step method to eliminate these errors.

35
Delay factors:
 Absenteeism
 Operator idleness(waiting on work)
 Many machines in a line are not in use
 Restricted movement area
 Attachment not ready
 Machine breakdown
 Bottleneck
 No feeding for cutting department
 Idleness in presence of work
 Poor flow of operation
 Uneven distribution of work

Absenteeism
Absenteeism is the most occurring and major cause responsible for the delay in
production and the major cause for absenteeism is the location of the company and the
employment pattern.
The company is located in Guindy and is surrounded by IT companies hence, the
operators tend to move out for comparatively easy jobs and only the operators who
want to earn more stay at the factory and hence they are less punctual as compared to
other factories.

Operator idleness
Operator idleness is persistent due to waiting on work as work is not fed to the
operators working at faster rate whereas some operators are very slow and need
training to cope with the skilled workers.

Unused machines are left idle in the line

Unused machines should be removed or corrected as it consumes time for
transportation and restrictes the movement area.

36
Restricted movement area
Restricted movement area helps in adding on to the throughput time as more time is
taken in transportation and workers cannot move freely.

Attachment not ready

Machine breakdown
Bottleneck
No feeding for cutting department
Idleness in presence of work
Poor flow of operation
Uneven distribution of work

Factor due to shortcoming of management:

 Control of operation
 Line balancing
 Quality control
 Batch layout
 Maintenance

Delay due to control of operations:

 Delay due to absenteeism
 Idleness
 Poor performance
 Rework/alteration

Types of production losses:

 Unavoidable losses
 Avoidable losses

37
Unavoidable losses
 Machine setup time
 Some material handling
 Personal fatigue time
 Inspection and instruction to operator
 Delay allowance like –bobbin change, needle change

Avoidable losses
 Response time for system balancing
 Reduction in size of bottleneck operation
 Frequently m/c breakdown
 Excessive material handling
 Late start, early stops, low speed
 Break down maintenance

Work content and delays

Basic work content: Basic work content is irreducible time theoretically required to
produce one unit of output.
Work content means the amount of work “contained in” a given product or process
measured in man hours or machine hours.

Total work content: The total of basic content and excess time due to basic content and
excess time due to defects in design or specification of the products or the time due to
inefficient method of manufacture or operation.

Time due to inefficient method of manufacture or operation.

DELAYS: Delays is the time for which the worker or machine or both are idle due to
shortcoming of management or the workers.

38
STRENGTHING THE PRODUCTIVITY ACTIVITY CAN HELP IN
REDUCING THE LEAD TIME SIGNIFICANTLY:
 Ensuring availability of raw material details and construction details by means
of sample requisition checklist.
 Problem at the sampling stage should be recorded.
 Industrial engineering department should work out exact requirement of exact
requirement of work aids for critical operation before a new style is loaded on
production floor.

WORK STATION AND DESIGN

The workstation design affects the production rate efficiency and the accuracy with
which an operation can be performed.
The work station not only needs space for the workers and the machine there are
plenty of other items which are also needs accommodation.
 For the movements of material handling
 Easy access to safety stops in case of emergency
 Easy access to machine for inspection
 Lubrication
 Maintenance
 Repair
 Easy for machine installation
 It will easy for the gap between the machines for smooth operation.
 Movement of the operator to the centre table would be easy.

TOTAL WORK CONTENT AND DELAY

BASIC WORK CONTENT

Total work cont of product

39
  Design complication of product
 Lack of standardization
 Excessive product variety
Work content added

 Ineffective planning
 Lack of raw materials
 Ineffective batch setting
 Wrong method inefficient methods
 Poor production control
 Poor maintenance

DELAY CAUSE, RESPONSIBILITIES AND SUGGETIONS

S.NO OBESERVATION CAUSES RESPONSIBILITIES SUGGESTIONS

1. Very high Unskilled Lesser availability of Attachements and
associated time operators and labour as the industry pre sewing
Less no of is located in an urban operations should
helpers area. be completed
before being fed
for sewing.
2. Operator idleness Operators Supervisor, operator No skill matrix
indiscipline and production team. and operation
Ineffective time bulletin is referred
management, by supervisor.
Due to m/c
breakdown, bad
flow of material.

40
3. Bottleneck Ineffective line Supervisor and Skilled operators
balancing, due to operator should be placed,
operator operation bulletin
performance. and skill matrix
should be
followed.
4. Uneven Some operators Production planning work distribution
distribution of are over should be done
work burdened while evenly on the
some sit idle basis of skill
matrix.
5. Machine Unplanned Maintenance Instructions
breakdown maintenance, department, operator should be given
wrong handling for Autonomous
of machine by maintenance.
operators.
6. Line balancing 1 Many machines Unused machines
are not working. _ should be removed
so the movement
area will increase
and production
flow would be
better.
7. Absenteeism Operator Factory working Motivation should
dissatisfaction, condition, supervisor be given to them.
work pressure, and HR involvement
no motivation,
work
environments
8. Line balancing 2 Unorganized Production planning Bundle handling
production flow time could be
reduced.

 Average garment production per day

 Quality is directly prepositional to the production so quality would be
maintained for the better production.

41
OBESERVATION OF A-LINE DURING SHIRT PRODUCTION

IDLE TIME

 The average idle time between back centre stitch and pocket batch placket
is =
 Average thread breakage time=
 The idle average time between pocket making stitch and pocket double
needle is =
 Wastage of time during loss of electricity=
 Material flow delay time due to pass of material=
 Idleness during presence of work=
 Absenteeism=
 Machine breakdown time=
 Operator idealness =

42
 CONCLUSION

For every production delay factors are the major reason for the low production

of a garments. Effective planning is important to minimise the delay factors. It

should me minimise by the better management, like due to low efficiency and

high absenteeism line balancing get affected and due to improper line

balancing lots of waiting time involved in the line, one operator

low efficiency will be the reason of whole line down production.

43
44
 PROJECT ON:
Analysis on the Company’s Style
Changeover Process with respect to SMED
Method.

Single Minute Exchange of Die (SMED)

Single Minute Exchange of Die (SMED) is one of the lean tools for reducing waste in
a manufacturing process. It provides a rapid and efficient way of converting a
manufacturing process from running the current product to running the next product.
This rapid changeover is essential to reduce production lot sizes and thereby improve
flow which is a 'Lean' aim. It is also often referred to as Quick Changeover (QCO).
The phrase "single minute" does not mean that all changeovers and start-ups should
take only one minute, but that they should take less than 10 minutes (in other words,
"single digit minute").
Steps of SMED
Theoretically SMED is defined in four steps:
1. Suppress useless operations

45
 2. Work together
3. Simplify fittings and fasteners
4. Suppress adjustments and trials
Note: These steps are non-sequential.
Steps 1 and 2 focus on organizational improvement; steps 3 and 4 focus on
design improvement.
SMED methodology can be easily defined in six steps. Practically high quality of
analytical ability and devotion is required to follow the steps. It consists of :
 Observing the current changeover process

 Identifying internal and external activities

 Converting activities from internal to external set up

 Increasing efficiency of the remaining internal activities

 Optimizing the start up time

 Increasing efficiency of external activities

There are series of activities which should be performed before changeover to reduce
the set up time. All these activities are important and should be performed timely by
the responsible person. These activities can be divided in three phases:
 Planning Phase: The activities in this phase are essential prerequisite to
the activities of preparatory phase.

 Preparation Phase: The activities in this phase involve completion of

external activities.

 Operating Phase: The activities in this phase involve execution of

changeover.

Planning Phase
 Line Plan:

 Planning of line plan should be done in a manner that loading of upcoming

style will occur four days after receiving updated line plan. Loading of styles
similar to previous running styles in the respective lines helps in achieving
quicker changeover and better productivity.

 Operation Bulletin:

 Operation Bulletin of upcoming style should be revised on the basis of line

plan by IE 3 days prior to style loading. Operation Bulletin developed at
sampling room should be crosschecked with the reference sample by IE
executive and updated for required changes. After finalizing operation bulletin,
Machine layout should be developed by IE Executive.

 Mock Sample:

46
 Supervisor should be informed about upcoming style, on the basis of line plan,
3 days prior to style loading, to prepare the mock sample. It is the replica of upcoming
style in terms of design details. The purpose of mock sample preparation is to make
supervisor acquainted with all the operations. It is beneficial as it helps in early
identification of:
 Critical operations

 Necessary templates.

 Method details

Preparation of mock sample should be completed on the same day.

 Machine Plan:

Machine Plan preparation is a fundamental planning tool for SMED. It

involves internal and external element segregation for new style by comparing
operation bulletin of old and new style. It should be prepared 3 days prior to loading.
It is a record of:
 Operation Type

 Machine Type (Segregated as internal/external)

 Machine Number

 SPI

 Required Settings

 Critical/External Independent Operation

 Additional Operator/Helper

Status Check:

 Status of Cutting, Outsourcing and Trims should be checked by the

supervisor 3 days prior to loading of new style and related issues should
be discussed in Internal PPM. It is necessary to check the status of all
the inputs in advance, to prevent off standard time arising due to
waiting for raw material inline.

 Internal Pre Production Meeting:

Internal PPM should be held 2 days prior to style loading, after completion of
preliminary activities (OB, Mock sample & Status check). The purpose of Internal

47
PPM is to discuss new style in advance to anticipate problems and their respective
measures. The duration of PPM should be less than 10 minutes. Internal Pre
Production Meeting is not mandatory for repeat styles.
Internal PPM is held in the presence of:
 Production Manager

 Quality Head

 Floor In-charge

 Maintenance Head

 Supervisor

 Preparatory Head

Internal PPM involves discussion on following topics:

 Mock Sample: Sample prepared by supervisor should be checked by
Quality Head and CTP (Critical to Production) operations should be
discussed.

 Cutting and Trim status: Cutting and outsourcing status issues should
be discussed and Production Manager should be held responsible to get
them sorted. Trim status issues should be communicated to
merchandising department by Production Manager.

 Quality Specifications: CTQ (Critical to Quality) operations and PP

comments are discussed by Quality Head. Any changes in the
specifications from the reference sample should also be conveyed.

 Machine, Folder and Attachment Status: Requirement for any new

folder, attachment or machine for new style, analyzed during machine
plan preparation, is also discussed by IE in the meeting. The order
should be placed for the same after crosschecking with maintenance
department on the same day.

 Template Preparation: QC should discuss about templates required.

 Operator Allocation Plan: Based on the machine plan Floor In-charge

will decide operator allocation. Only discussion for operator allocation
at critical operations is held in the meeting.

A PPM report should be documented in the meeting by Industrial Engineer and

concerned issues are solved by the responsible persons. Machine plan is handed over
to maintenance department in the Internal PPM. All the concerns regarding upcoming
style are discussed and solved in Internal PPM.

48
Preparation Phase….
External Machine Setting:
External machines should be set by the mechanic according to the machine
plan. The settings should be complete a day prior to loading of new style.
Machine setting includes:
 Gauge change

 Folder/ Presser Foot change,

 Needle addition /removal

 SPI adjustment

 Programming

The stitch quality should be approved by Quality Checker. After completion of

machine setting the machine should be tagged indicating the line and style for which
the machine is set.

 Preparatory Section Status:

Preparatory Section status should be checked by supervisor one day prior to

style loading and problems should be discussed with preparatory head and solved to
get timely loading.

 Template Preparation:

Patterns should be issued by supervisor one day prior to style loading. The
number of patterns should be checked and requirements of any other pattern should be
communicated to CAD/ Sampling room immediately. The templates should be
prepared by supervisor and approved by QC.

 Day of Changeover:

Inline Loading
Trims Issue:
Trims like threads, zippers labels, buttons etc. should be issued at least 2 hours
before old style ends at first operation.
Cut part loading:
Cut part loading should also be done at the same time. It should be checked by
feeding helper while loading if all the parts are present. Parts coming from preparatory
section should be counted before loading so that any missing parts can be
communicated to preparatory section at the earliest. Early inline loading is necessary
to reduce the off standard time.

 Start of Independent Operations:

Presence of Floor In-charge, Supervisor, QC and Mechanic is necessary during

complete changeover.

49
  Manual operations:

Manual operations such as ironing and marking should start before the
succeeding operation ends to create enough WIP at the first operation.

 External Independent Operations:

External Independent operations, as the name suggests, are independent of the

style running in the line, so these can be started before completion of old style. It helps
in creating enough WIP and reducing off standard time as all the trials can be done
outside the line.

Operating Phase..
Start of Dependent Operations:
When the operation of old style ends, the machine settings for new style should
be done by the mechanic inline. The operation should be demonstrated by supervisor
to operator and the operator should start the operation
 Procedure for starting operation of new style:

 Internal Machine Setting by Mechanic according to specifications.

 Operation Demonstration by Supervisor.

 First piece by the Quality Check.

 Machine setting, if required.

 Operation performed by operator.

 Quality Check for the complete bundle.

For initial operations bundle check for initial 5-10 bundles should be done by QC in-
charge, so that no faulty piece is passed to the next operation. The close attention given
to quality at critical operations helps to improve the quality of work performed leading
to reduced off standard time. If quality is not consistent even after checking of 10
bundles then the operation should be analyzed by supervisor to identify the root cause
of problem and solve.

 Style Change Analysis

Style change analysis report should be documented for each style by IE person to
analyze the problems faced during the changeover. All the problems faced during style
analysis should be discussed in the style review meeting which will be held a day after
completion of changeover.

50
\

Road Map:

Observing the current changeover process

(The observation is done with resemblance to SMED Method)

Status Sheet
Dated : 6th july,2012 Style no: 5AC21008

51
Buyer: Buyer Phase type: Planning Phase
Table no : (i)

Serial No Activity Name Yes No

1. Size set Sample prepared

2. Operation Bulletin

3. Line plan

4. Machine Plan

5. Status Check
(Cutting, Outsourcing and Trims)

6. Outsourcing completed

7. Trims ready

Note: The activities shown are needed to be finished 3 days before the style change

Status Sheet
Dated : 7th july,2012 Style no:
5AC21008
Buyer: Orvis Phase type: Planning Phase

(Activities Pending)

Table no : (ii)

Serial No Activity Name Yes No

1. Operational bulletin

52
 2. Line plan

3. Machine plan

Planning Phase(activities to be finished)

Serial No Activity Name Yes No

4. Pre-production meeting

5. Revision operation Bulletin

6. Revision Line plan

7. Revision Machine Plan

8. Size set approved

9. Fabric issued for cutting

10. Cutting started

Note: The activities shown are needed to be finished 2 days before the style change

Status Sheet
Dated : 8th july,2012 Style no: 5AC21008
Buyer: Orvis Phase type: Preparation Phase

Activities Pending

Table no : (iii)

Serial No Activity Name Yes No

1. operation Bulletin

53
 2. Line plan

3. Machine Plan

4. Pre-production meeting

5. Revision operation Bulletin

6. Revision Line plan

7. Revision Machine Plan

8. Size set approved

9. Cutting started

( Activities To Be Finished On 8th July)

Serial No Activity Name Yes No

14. Cutting buffer ready
15. External machine setting
16. Preparatory Section Status as
required
17. Template preparation
Note: The activities shown are needed to be finished 2 days before the style change

Status Sheet (Scheduled day for the style changeover)

Dated : 9th july,2010 Style no:

5AC21008
Buyer: Orvis
Activities Pending

Table no : (iv)

Serial No Activity Name Yes No

1. Preproduction meeting

54
 2. operation Bulletin

3. Line plan

4. Machine Plan

5. Size set ready

6. Fabric issued for cutting

7. Revision operation Bulletin

8. Revision Line plan

9. Revision Machine Plan

10. Size set approved

11. Fabric issued for cutting

12. Cutting started

13. Cutting buffer ready

14. External machine setting

15. Template prep.
Note: The activities shown are needed to be finished before the day of style change

Since the scheduled styled is not inserted in the line the table for the activities needed
to happen is not shown
The activities are shown that are needed to be finished before the style change.
Here, it can be clearly noticed that 64.3% activities are still unfinished. But since the
required cannot be finished on schedule ,it was decided to insert the another style
which was supposed to finish in one day as only 281 pieces were needed to be
completed. But 281 pieces cannot be finished with the line of capacity 500 pcs(actual
320 pcs) perday!!
So the work extended for one more day extra
Status Sheet (Actual day for the style changeover)
th
Dated : 12 july,2010 Style no:
5AC21008
Buyer: Orvis Phase Type : Operational Phase

Table no : (v)
Serial No Activity Name Yes No Remarks
1. Line plan Line Planning is
based on experiences
2. Machine Plan Also machine
Planning is based on
experiences

55
 3. Size set ready

4. Fabric issued for

cutting
5. Pre-production
meeting
6. Revision operation
Bulletin
7. Revision Line plan

8. Revision Machine
Plan
9. Cutting buffer
ready
10. External machine
setting
11. Template
preperation
Note: The activities shown are needed to be finished before a day of scheduled style change

Serial No Activity Name Yes no Remarks

12. Trims issued(2hr
prior)
13. Cut part loading

The efficiency of the company improved by eliminating wastage of time.

Observation
 Poor flow of operation and bundle handling.

Reason
 Unorganized set-up of machines.

56
Solution
 If the unused machines are removed or setup at another place, it would help in-

Results
 Setting up a line ( production system).
 Better bundle handling and less wastage, unwanted stains could be prevented.
 Would give better visibility to management employes and bring in discipline.
 Would reduce wastage of time by atleast an hour or two as it is prevelant in the
company.
 Ease of flow of bundles as no one needs to carry the sewn parts – just pass on
to the next.
 Waiting for work and hence, idleness could be abolished to an extent.

Observation
 Very high througput time. ( 15 ladies tops in 8 hours by 6 operators ).

Reasons
 Slow work by in experienced operators, attachments not ready, enough workers
not available.

Solution
 If the work shall be divided on the basis of operator skill matrix, then the
production can be increased.

57
  For example – if we divide the work content as, unskilled operators make
attachments and fusing ready and then pass it on the experienced operators,
who would be given the stitching operations will result in more production.
 The operators should be encouraged or tempted to work more to earn more, it
will help the company to save its electricity bill by achieving higher targets in
less time.

Observation
 Too much time wastage in thread breakage and needle breakage.

Reason
 Due to lack of routine maintenance and check up, while some machines are old
and hence more problem occur in old machines.

Solution
Autonomous maintenance

 Operators can be given instructions about lubricating and tightening of any

loose screws on their own after the end of the day or routine maintainance can
be adopted.

Results
 The machine will run for longer time than now.
 The machines will run more efficiently and smoothly, hence, resulting in less
thread breakage and needle breakage.

/’

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