INTRODUCTION

Tirupur, in Tamil Nadu in South India, is the centre of a textile and garment industry
which supplies most big UK clothing retailers, as well as other international companies. The
industry produces ‘Jersey’ or ‘banian’ as it is known in Tamil, garments such as t-shirts,
nightwear, children’s clothes and sportswear.

The area has long been a traditional area for growing cotton and the centre of a textile
industry, with the production of garments for export rapidly increasing over the last twenty
years. While Tirupur itself is the center for garment production, there are many hundreds of
spinning mills producing yarn in nearby parts of Tamil Nadu. The spinning and garment
companies are Indian-owned. Some companies do the whole process from spinning to the final
assembly of garments, while others concentrate only on spinning or garment-making. The
hundreds of spinning mills in the area also supply yarn to companies in India and abroad,
including to Bangladesh, China and the Middle East. Most major retailers in the UK are
sourcing clothes from Tamil Nadu.

There are issues in the textile and garments sector involving both men and women
workers; migrant workers from different states in India and subcontracting to informal workers
based in workshops or at home. In the factories, there is widespread use of contract labour, a
system whereby only the gang-leader is employed by the factory and he, in turn, is responsible
for a team of workers.

Our focus is on the young workers, the majority of whom are recruited from poor, rural
districts of Tamil Nadu. The young workers recruited from rural areas of Tamil Nadu are
mainly forced to seek work in the textile and garment sector through poverty in the villages.
Most are recruited by agents, many of them based in the villages, who seek out the poorest
families or those with many childrens.

The Amazing export corporation export is one of the growing manufacturers & exporters
in knit industry. The Company manufactures T-shirt, Infant wear, Children clothing, Jackets,
Baby & infant products. Kids fashion products is their biggest strength with potential growth.

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 COMPANY PROFILE

Profile of the company

Amazing Export Corporation was incorporated on 2004.
Its located at Palladam, next to industrial and textile city Tirupur of South India which
is managed by the team of professionals.

Board of Directors
• Mr. S.S.Sakthiprabhu
• Mr. V.Sivasubramaniam
• Mr. S.S.Vishnuprasad

➢ Mr. S.S.Sakthiprabhu is the Managing Director of the company and has got 14 years of
valuable experience in this garment field and looks after the marketing and the general
administration of the organization.

Factory Address

Sf.No:105,Valayankadu

Dharapuram road

P.Vadugapalayam post

Palladam – 641 664.

Aim

• To bring out the knit products.

• To present in the best form to our esteemed customers.
• To take extensive care in identifying the right cotton products.
• The combination of dedicated work force, proper planning and execution which
ensures the highest level of quality and delivery on time.

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Company Policies

• Quality control system policy.

• Build quality in.
• Don’t sort bad quality out.
• Concern for the quality is for the entire organization and not just for product.
• Satisfy customer fully land continuously.

Major Customers

• The company had near about 2 customers in Europe,

• 4 customers in U.K .

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 HISTORY OF THE COMPANY

It was during the young age of Mr.S.S.Sakthiprabhu who got in to the industry with the
support of his two uncle’s who was exporting garment, had a chance to observe successful
textile houses and recognised an opportunity to do one better. Though he gained formal training
in Garments, his passion for the product and his self-belief have been the driving forces behind
the 14-year-old business.

Now,Amazing export corporation a Rs 40 crore (sales) in garments with

manufacturing operations expanding year on year. It also been growing at a compound annual
growth rate (CAGR) of 15-18 percent over the last ten years.

QUALITY CONTROL MECHANISM

SEVEN TOOLS OF QUALITY USED IN GARMENT INDUSTRY

SEVEN TOOLS OF QUALITY

Collecting and analyzing data is a foundation on which the effective management of
quality rests. The so called “seven tool of quality” will help you effectively collect and analyze
data.

The seven tools of quality are:

1. Cause and effect diagram
2. Check Sheet
3. Control chart
4. Flow Chart
5. Histogram
6. Pareto chart
7. Scatter Diagram

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Cause and effect diagram

This diagram shows a simple cause and effect diagram. This diagram is also called a
fishbone diagram because it looks like skeleton of a fish. Also, this diagram is called
Ishiwaka diagram, named after a Japanese quality expert who came up with this concept.
The idea is first to identify and state the problem, which is an essence an effect of
something that happened in a process, and think through various causes that may have
resulted in an undesired effect. Drawing a cause and effect diagram helps one think
systematically and logically. It graphically illustrates the relationship between a given
outcome and all the factors that influence this outcome.

CHECK SHEET

A check sheet is nothing but a form used to collect data in such a way that it makes not
only the collection of data easy, but also the analysis of that data automatic. Each mark in
the check sheet indicates a defect. The type of defects, number of defects, and their
distribution can be seen at a glance, which makes analysis of data very quick and easy.
Check sheets provide a logical display of data that are manually derived and yield results
from which conclusions can be easily drawn.

CONTROL CHART
A control chart is a simple graph or chart with time on the horizontal (X) axis vs. The
quality characteristic measured on a vertical (Y) axis, with the control limits for the
quality characteristic measured. In other words, a control chart is a continuous graphic
indication of the state of a process with respect to a quality characteristic being
measured. Let us say you are performing the final inspection of garments. You go out on
the production floor and just before shipping pull a number of samples, inspect them, and
note the number of defects, and calculate percent defective for several days. The results
may look something like the following:

Variations or fluctuations in data are generally caused by a large number of small

differences in materials, equipment, the surrounding atmospheric conditions, physical
andmental reactions of people involved etc. These

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small differences cause data to fluctuate or vary in a manner called “normal” or “random”
and such variations normal to the process.

Occasionally, however, there will be a larger or unusual difference, much more

important than all those small differences put together. For example, material is taken from
a different lot, the machine setter makes a new setting, an inexperienced operator takes the
place of an experienced operator etc. These large differences cause changes in a manner
called “abnormal” and these variations are called abnormal variations. In other words,
these are variations that are not normal to the process.

Experience has shown that there are definite detectable differences between “normal”
or “natural” variations and “abnormal” or “unnatural” variations. It is possible to detect
this difference or to make this distinction using a statistical tool known as the control chart.
Abnormal or unnatural variations have identifiable, assignable causes. This makes the
diagnosis and correction of many production troubles and often brings substantial
improvements in product quality and reduction in scrap and rework. Normal or natural
variations have no assignable causes. So by identifying certain quality variations as having
no assignable causes or being natural to the process, the control charts tells us when to
leave a process alone and thus prevents unnecessarily frequent adjustments that tend to
increase the variability of the process rather than decrease it.

FLOW CHART

A flow chart is a schematic diagram of a process including all the steps or operations
in the sequence as they occur. The logic here is that the act of constructing a flow chart
will help you clarify various steps involved in a process and result in a better overall
understanding of that process. One must understand a process clearly to be better able to
identify and solve its problems. Flow chart can help understand the complete process,
identify the critical stages of a process, locate problem areas, and show relationships
between step in a process.

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HISTOGRAM
A histogram is a bar chart or a bar graph. It is graphical depiction of a number of
occurrences of an event. For example, if you were to draw a histogram of the data. A
histogram simply shows the distribution of sample data and gives some idea about
variability of that data. Histogram is a graphic summary of variation in a set of data, and
is a simple but powerful tool for elementary analysis. A histogram can help understand
the total variation of a process, and quickly and easily determine the underlying
distribution of a process.

PARETO CHART
A Pareto chart is nothing but a histogram where a number of recurrences of an event
are arranged in descending order. For example, a Pareto chart of the data contained.

Dr. Joseph M.Juran, the world famous quality management expert, observed in mid
1920s, as a young engineer, that quality defects are unequal in frequency, that is, when a
long list of defects is arranged in order of frequency, generally, relatively few of the defects
account for the bulk of defectiveness. Dr.Juran named this phenomenon the pareto
principle. Thus, Pareto chart helps identify those defects that cause most problems, and by
addressing those defects, most of the quality problems can be solved and improvement be
made. For example, of the 208 defects shown, 45 or 21.6% are fabric defects. So in this
instance, it would be most effective to address fabric quality first because any
improvement in fabric quality will significantly improve overall quality of the product.
The next defect to address should be open seams, and so forth.

SCATTER DIAGRAM
A scatter diagram is a plot of one variable vs. another variable which is dependent on
the first variable. For example, yarn strength may depend on twists per inch (twists per
centimetre); moisture absorbency in a fabric may depend on fabric thickness, and so on.
By plotting one variable against another, it may or may not become obvious how they are
related; in other words, a pattern may or may not emerge.

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 ADMINISTRATIVE SET UP

Organizational Hierarchy

Managing
director

General
manager

Marketing Production H.R.D Finance

manager manager manager manager

Senior Cutting Industrial Finishing In-

merchandisers charge Administrative Documents
manager Engineer

Merchandisers Helpers Line

supervisor Supervisor

Junior
Merchandisers

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 ROLES AND RESPONSIBILITIES

Responsibilities of a Manager

When entering a management position, you can expect the following ten day to day
responsibilities:

1. Daily Operations: The primary role of a manager is to ensure the daily functioning of
a department or group of employees.
2. Staffing: Most employers expect their managers to interview, hire, and train new
employees.
3. Set Goals: A manager articulates both short and long-term goals to ensure a company’s
longevity.
4. Liaising: Although a manager typically oversees a group of employees, managers also
effectively communicate with their bosses and convey the necessary information to the
various company parties.
5. Administration: Managers complete administrative work and correspond with other
departments.
6. Delegation: Effective managers have confidence in their employees and delegate tasks
according to the department’s needs.
7. Motivate: As a leader, a manager motivates staff and creates an environment where
employees thrive.
8. Enforcing Policy: Managers enforce company policy to cultivate an environment that
makes employees hold one another accountable for their actions.
9. Training: If new technologies or systems are introduced to business, employers turn to
managers to train employees.
10. Evaluation: To encourage satisfactory work, managers evaluate data and employee
performance.

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Roles of Manager

A manager’s role is very crucial in an organization. The success of organization depends

upon manager’s ability in utilizing the resources for achieving the pre determined goals.
Henry Mintzberg suggested three areas where a manger has to work.
• Interpersonal Role

• Informational Role

• Decisional Role

Interpersonal Role

Interpersonal roles of a manger are concerned with his interacting with people both inside the
organization and outsiders. There are three types of interpersonal roles.

1. Figure Head: In figure head role manager performs activities which are ceremonial
and symbolic nature. These include greeting the visitors attending the social functions
involving employees, handing out merit certificates and other awards to outstanding
employees.
2. Leader: Manager’s leader role involves leading his subordinates and motivating them
for willing contributions. Manager is responsible for activities of his subordinates. He
has to set example of hard work and dedication so that subordinate follow his directions
with respect.
3. Liaison Role: In liaison role manager serves as a connecting link between his and
outsiders or between his unit and other organizational units.

Informational Role

Informational role involves receiving collecting of information and distributing them as

required. It is of three types

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 1. Monitor: In monitoring role manager collects the information which can affect the
organizational activities by reading magazines and periodicals, reports from the
departments, talking with others to learn changes in the public’s taste.
2. Disseminator: In disseminator role manger distribute the information to his
subordinates and superiors by sending circulars, holding meetings and making phone
calls.
3. Spokesperson: In spokesperson role the manager represents his organization or unit
with interacting with outsiders. These may customer, financier, govt. suppliers or other
agencies in society. It can be done by attending press conferences, meetings and by
issuing notices.

Decisional Role

It is very important role. Manager has to take decisions daily. In decisional role he performs
four roles.

1. Entrepreneur: As an entrepreneur the manger assumes certain risks which can affect
the organization. He has to take decisions like expansion or diversification, initiation of
new projects, development of older procedures etc.
2. As a Conflict Handler: As a conflict handler he has to take care of certain disturbance
in organization such as resolving employee disputes and strikes etc.
3. Resource Allocator: As a resource allocator managers fulfill the demand of various
units in terms of human physical and financial. He tries to utilize these resources in
such way that no department suffers for their inadequacy.
4. Negotiator: As negotiator manager has to take decisions regarding prices with
suppliers and customers. He also deals with trade unions and negotiates with them
regarding working conditions and wage fixation.

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 PRODUCTION PROCESS

Introduction about production process

Production planning and control (PPC) is one of the most important departments in
the apparel industry. It plays an important role in apparel export business. It helps to build-up
strong relationship with the other departments to obtain maximum output from the export order.
Besides, production planning and control department of clothing industry is also responsible
for the timely shipment. There are different types of work like as task scheduling, material
resource planning (inventory), loading production, process selection and planning, select
location, estimating quantity and production cost, capacity planning, line planning, follow up
and execution etc are done by production planning and control department. In this article all
process of production planning and control department in garment industry are discussed
elaborately.

The basic planning process in apparel manufacture includes

• Receiving the order.

• Proper planning to check if there is sufficient capacity is available to achieve
the delivery date specified.
• Checking availability of cut parts and panels in the non sewing areas (cut
embroidery if any, print, wash, and pack).
• Checking if there is ample time to order and receive fabric, trims, approve sample,
lab testing, etc.
• Confirmation of the delivery date to the customer.
• Proper communication between departments for smooth flow of the process.
• Monitoring progress against plan.
• Replan if required.

However, skills and efficiency vary for different teams and absenteeism is also
always taken into account. For instance, if a team normally makes woven garments,
a change to knitted T-shirts means that they are less skilled at handling that item.
Automatically there is a fall in the rate of production, which impacts planning.

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 The clothing industry is still very much dependent on human labor, despite increasing
usage of automatic machines and processes. Now, with the ever-changing fashion market,
which demands constant style changes, it becomes a challenge inachieving efficiencies
and optimizing operator skills. So the trick here is to have the same team of operators
working on a similar type of product for as long as possible, hence minimizing production
loss. The planning must also consider special areas where loading might impact resources.
Most business systems offer some capacity planning, while many of them are
not graphical, complex to use, and not user-friendly. Using spreadsheets has its own
drawbacks: lack of transparency, not visual, cannot be shared on a network, which
limits coordination, and is cumbersome and difficult to manage with large orders.

To overcome these obstacles companies can change

• From flow line production to production in cells, where there is more team work and
more skilled labor, which saves time.
• Just-in-time (JIT) approach to deal with the inventory.
• Strategically having partners to gain short lead times.
• Service orientation rather than product orientation.
• Emphasis on accuracy of output than volume of output.
• Long-term capacity planning.
• Short-term detailed planning, that is, planning of cutting room and sewing room
activities.
• Inventory control—raw material purchasing, finished goods, etc.
• Critical path control.

The management must allocate HRs in the form of Planning Executive

(PE), Merchandising Executive, Factory Planners, and Planners so that planning and control
activities are well carried out. The Planning Executive will liaise with customers and
merchandising executives to establish requirements for this season and next; agree to delivery
schedules as planned; respond to the changes that must be made on the basis of consumer .

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 The factory planner takes information from the Planning Executive and works on them
in the factory, such as scheduling and sequencing work lines with delivery dates; working
closely with the production department at the factory; liaising with fabric suppliers for
procurement of fabric. The planner does the detailed planning of work for each line as per the
customer information supplied; purchasing of fabric and trimmings; loading the cutting room
in time; production control, that is, to ensure that quantities ordered match with the cut
quantities.

Before a garment can go onto the production line, there is a huge amount of pre-
production activity that must take place. Sometimes it is done as specified by the customer or
on a general basis. Activities are allocated to individuals who can cross-examine them
before sending them to the sewing floor, for example, label information, wearer trials,
quality seals, and fabric approval. By doing this it becomes easy for the planning department
to track where the product is on the planning board and where it needs to be pushed forward or
backward, and hence maintain a critical path to attain the target. If by any case the production is
delayed by some weeks or days, the problem is highlighted on the planning board. So the PE
must postpone the start date and try to expedite the pre-production process.
Therefore, only the fittest and leanest organizations survive in the race for
manufacturing quality apparel in the desired time by working efficiently, cost-effectively,
responsively, andflexibly.

Production Control in Garment Industry

Production control is the process of planning production in advance of

operations, establishing the exact way of each individual item part or assembly, setting,
starting, and finishing for each important item, assembly or the finishing production,
and releasing the necessary orders as well as initiating the necessary follow-up so that the
production may run according to the original or revised schedule.

Areas of Production Control

Despatching
Dispatching is an important step as it translates production plans into production.
Dispatching involves issue of production orders for starting the operations. Conformation is
given for:

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 • Moving of materials from process to process.
• Assigning of work to machines.
• Issuing of tools to production departments.
• Issuing of job orders.
• Recording of time taken.
• Ensuring necessary changes.
• Having proper liaison with routing

Follow-up or expediting

Follow up or expediting is that branch of production control procedure which regulates

the progress of materials and part through the production process. It is done to check if there
are any bottlenecks in the flow of work and to ensure that the production operations are
occurring in accordance with plans. It spots delays or deviations from the production plans. It
also helps to reveal defects in routing and scheduling, under loading or overloading of work,
etc. All remedial measures aretaken to ensure that the work is completed by the planned date.

Inspection
To ensure the quality of goods inspection is also very important. The purpose of
inspection is to see whether the products manufactured are of requisite quality or not. It is
carried on at various levels of production process so that pre-determined standards of quality
are achieved. Inspection is undertaken both of products and inputs.

Guideline for Garments Manufacturing Process

To complete garments can be run thought different several processes from beginning of
development till order receiving and end up with shipping process. The different during
garments manufacturing process is depend on garment use propose, design etc. a present
process flow chart just a simply one to helps understand a garment manufacturing method that
how the raw materials are converted into the wearable garments.

1. Apparel industrial: Below fig. is giving an overall idea of apparel industrial which
starting from raw material (Textile) to the finished goods.

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16
1. Development stage: Below fig. is present the development stage starting from concept
design till final product.

• Design: Design is provided by the buyer. After placing an order buyer send the technical
sheet and art-work of an order to the merchandiser. This process is done by both
manually or by using computer.
• Pattern Making: By following technical sheet and art-work, pattern of each garment
style should be made. It’s done by both manually and by using computerized method.
• Fit Sample Making: The main target of making a fit sample is to follow the details
instruction about that garments style. After making it’s sent to the buyer to rectify. It’s
done by manually.
• Production Pattern Making: For bulk production, allowance added here with net
dimension. Production Pattern Making is done by both manually and by using
computer.

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 • Grading: During an order confirmation, the buyer suggests about the size ratio of that
order. So that order should be graded according to the buyer’s instruction. Grading is
done by manually or by using computer.
• Marker Making: Marker is a very thin paper which contains all the parts of a particular
garment. To make the cutting process easy, it’s must be needed. Marker making process
can be done by both manually and by using computer

1. Garments Manufacturing Process

Within factory it safe have a small single process step to operate a different activity in
different department. As below fig.

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Production: The production it can be different consequent form factory to factory such Knit
vs Woven or Sport ware vs Casual ware etc. but mostly process is like below.

• Material receiving, inspection and storage: To ensure receive the right material in the
right quantity and in the right quantity as well, and then storage in the proper condition.
• Fabric Spreading & Cutting: To cut the fabric properly fabric is spread in lay form.
Fabric Spreading is done by manually or by using computerized method. Fabrics have
to cut here according to marker of garments. Fabric Cutting process is done by using
manual method or computerized method here, cutting parts have to sort out or make
bundling to send these easily into the next process. This process is done by manually.
• Embroidering, Printing, Bonding/Molding, Heat Transfer, Fusing
• Sewing: All the parts of a garment are joined here to make a complete garment. Sewing
process is done by manually.

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 • Inspection: Inspection activity is done along with all the process both in-line and final
inspection, after completing sewing, inspection should be done here to make fault free
garments. Garments Inspection is done by visually and measurement along with BOM.
• Finishing and Ironing: Here garments are treated by steam; also required finishing
should be completed here. This process is done by using manual method. Finally the
complete garments are inspected here according to the buyer’s specification. Final
Inspection is done by manual method
• Packing & Shipping: Complete garments are packed here by using buyers instructed
poly bag. Garments packing are done by using manual method. To minimize the
damages of garments, all the garments have to cartoon by maintaining buyer’s
instruction. This process is done by manually. After completing all the required
processes it’s finally send to the buyer.

Various type of products

• Kids wear
• Mens wear - t-shirts
• Womens wear - tops

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 VARIOUS DEPARTMENT ACTIVITIES

Various departments

• Production or manufacturing department

• Quality control department
• Sales department
• Marketing department
• Packing department
• Human resource department
• Finance department
• Purchase department

Finance department

The main function of the finance department is to arrange funds to meet the financial
commitment of the organization. The cash transactions are made in the cash book. The bank
transaction are made in the bank book. All the transactions of money value are record in

• Purchase book
• Sales book
• Ledger book
• Trail balance
• Trading & profit & loss account
• Balance sheet.

Transportation department

The transportation department the yarn available to the customers. Thus it adds time
utility to the product as it helps in delivery of yarn to the customers at the right time and right
place. The transaction is generally done through shipment. When the yarn reaches the sea
port, the shipping agent furnishes the shipping documents like letter of credit, bill of lading,
etc. the authorities will check if all the necessary documents are filed.

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Marketing department

Marketing is the process of planning, price, promotion and distribution of goods and services
in order to satisfy both individual and organizational goals.

The marketing department includes,

• Packing department
• Sales department

Packing department

This is the final stage where the manufactured clothes are packed in bags. Its ready for
sale.

Sales department

The clothes are sold in Europe, United Kingdom (UK), Australia and Denmark.

T he packing department deals the sales.

They follow 2 types of sales.

• Direct export
• Merchant export

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 Amazing Export Corporation

Overview
AMAZING EXPORT CORPORATION PVT.LTD was established by
Mr.S.S.Sakthiprabhu (Partner & Managing Director ) in the year 2004.

Our ability to offer garments in a variety of designs and patterns has enabled us to carve a niche
for ourselves in the country as a reliable manufacturer of fashion garments.

Our team has been expertized in manufacturing and exporting the finest fabrics and garments
with the fullest satisfaction of our clients. Our exporting global regions extend up to various
countries such as UK,Germany,Latin America,France & so on.

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Vision Statement

At Amazing, our clients are at the core of our business. We succeed by knowing them and
exceeding their expectations for quality and service. We grow by drawing on the creativity,
strengths and abilities of every member of Amazing team.

Our production facilities are equipped with state of the art machineries with international
standard.

A strong Infrastructure enables us to deliver quality garments to meet customers’ requirement.

We have an excellent fabric team, who has a vast experience in handling various types of fabric
with the inbuilt capacity to handle more than 15 tones of fabrics per month.

Since cutting acts as the first & the far most operation in making the fabric in to garment
so we incorporated latest and advanced technology machineries such that Morgan auto cutter,
spreader & labeler which has the ability to deliver perfect shape maintaining zero tolerance.

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Ensuring the best in quality fabric amazing has facilitated in-house washing.
Capable of handling all types of washes such as enzyme, silicon, carbonize, bio wash, Vintage
and all type of garment washes.

Our in-house sewing capacity has a strength to 0handle 1,50,000 pcs / month with the
combination of hi-skilled tailors & best quality machines. Each & every garment passes
through our stringent quality measures to ensure the finest quality standard of our client’s are
achieved.

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26
We have installed four BARUDAN high speed multi head embroidery machine with 1,20,000
pcs per month.
With this latest technology we are able to satisfy our customers requirements in terms of quality
& delivery.
Supports with 2 x 20 Head Machines
2 x 18 Head Machines

The latest addition to our existing facility is our new two auto mated Walz printing machine
with the capacity of handling 1,70,000 pcs a month.
It features with 18 station & 12 colours
14 station & 10 colours

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 HUMAN RESOURCE DEPARTMENT

Personal officer is the head of this department. This shift supervisor takes the
responsibility of maintaining the worker’s register. The register furnish full details about the
workers, their designation, working time, performance, etc…the security at the main gate takes
a note of the people who get in and exit.

The staff supervisor submits the worker’s report to the time officer, which is
then checked by the manager. On the basis of performance their wages are increased or they
get promoted. The duty of the time officer is to take the grievances of the employees to the
manager and get them sloved smoothly

Time card is provided to the workers. They should show it to the security before they
get in the mill. The attendance of the workers is marked in the time card; it helps to calculate
the salaries. A separate is maintained to take a note of the workers who work overtime.

Category of labor

• casual labor
• temporary labor
• permanent labor

BUSINESS PRACTICE

• Workforce planning
• Recruitment
• Induction, orientation and on boarding
• Skills management
• Taining and development
• Personnel administration
• Compensation in wage or salary
• Time management
• Payroll
• Employee benefits administration
• Personnel cost planning
• Performance appraisal

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Welfare schemes

• The following are the various welfare schemes provided by the company:
• Employee provident fund(E.P.F)
• Employee state insurance corporation (E.S.I)
• Employee bonus
• Gratuity fund

Training to Workers

• Quality control
• Wok orienting
• Discipline
• Safety measure
• First aid
• Fire Extinguishing training

Time office

• Supports various time events mechanisms like in/our, break time, inter site travels and
off site work. Time office consists of ;manpower planning, leave management, shift
management, overtime management, reporting tool and employee self-help application.
• It is configurable to suit even most unique time office requirements and work-flows.
• It is seamless multi-location system.

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 CONCLUSION

Garment Industry is a linchpin of our economy. In the modern world production of

garments needs to be done as quickly as possible at lowest cost & hence the role of technology
is inevitable. The overall conclusion that can be drawn with regard to fit and wear testing is
that the supply of good quality garments to their target customers seemed to be a very important
consideration to the retailers and manufacturers. It was however clear that there is some
uncertainty about how to go about handling the fit problem because it entails huge financial
investments and risks to work with the competition in order to solve a national problem. It
seemed clear that fit and wear testing was not done in controlled conditions.

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