Making a Difference

Utah Group is a vertically integrated manufacturer offering 2.7 million fine knit apparels,
and 1.5 million woven tops and bottoms in a month. Started in 1984, Utah Group has
since grown and expanded into an enterprise employing 14,000 individuals and
providing high quality garments to multiple countries around the globe. Utah aims to
make a difference in the community, the environment and the industry by creating a
sustainable model which can take Bangladesh to the next level.

Our Network

Our business and social work extends across continents, with the objective of value
addition through the most ethical and sustainable sources.

Our Vision
To create a symbiotic relationship between community, employees, and business. Utah
Group aims to create a sustainable model for the future of garment industries, which will
have a positive impact on the environment and its citizens.

Our Mission
To empower and train all employees to be leaders in decision making and sustainable
practices. Utah Group believes that it is the sum of the individuals which creates the
true value of a business, and that it can only be achieved through Kaizen philosophies
of continuous improvement.
 

About Utah
https://utahgroup.com › about-utah

To empower and train all employees to be

leaders in decision making and sustainable
practices. Utah Group believes that it is
the sum of the individuals which ...
Utah Group is a vertically integrated eco-concious fashion house, serving solutions from fiber to
fashion. Specialty in design and manufactur of Knits, ...

Strategy
Utah Group is committed to achieve the highest global standards of excellence while
maintaining honesty, integrity, and fair business practices throughout its supply chain.

Design & Development

Development and Design

Utah is proud to offer their clients PD and Design support. With a growing team
of designers, product developers, wash technicians, fabric specialists, and R&D
experts, Utah is able to further enhance client designs to be more fashionable and
production friendly. Utah is also creating their own designs for the European market,
with a local and European design team. Utah eyes further investment in Design and PD
in the coming years.
What are the four basic functions of management?
There are four generally accepted functions of management: planning, organizing,
leading and controlling. These functions work together in the creation, execution and
realization of organizational goals. The four functions of management can be
considered a process where each function builds on the previous function. To be
successful, management needs to follow the four functions of management in the
proper order.

Managers first need to develop a plan, then organize their resources and delegate
responsibilities to employees according to the plan, then lead others to efficiently carry
out the plan, and finally evaluate the plan’s effectiveness as it is being executed and
make any necessary adjustments.

 Planning
 Organizing
 Leading
 Controlling
1. Planning

In the planning stage, managers establish organizational goals and create a course of
action to achieve them. During the planning phase, management makes strategic
decisions to set a direction for the organization. Managers can brainstorm different
alternatives to achieve the objective before choosing the best course of action. While
planning, managers typically conduct an in-depth analysis of the organization’s current
state of affairs, taking into consideration its vision and mission and evaluating what
resources are available to meet organizational objectives.

While planning, managers usually evaluate internal and external factors that may affect
the execution of the plan, such as economic growth, customers and competitors. They
also establish a realistic timeline for achieving the goal or goals based on the
organization’s available finances, personnel and resources. Managers may have to take
additional steps, such as seeking approval from other departments, executives or their
board of directors before proceeding with the plan.

There are several approaches to planning:

 Strategic planning: This type of planning is often carried out by an

organization’s top management and usually creates goals for the entire
organization. It analyzes threats to the organization, evaluates the
organization’s strengths and weaknesses and creates a plan of how the
organization can best compete in its environment. Strategic
planning usually has a long timeframe of three years or more.
 Tactical planning: Tactical planning is the shorter-term planning of an
objective that will take a year or less to achieve. It is usually carried out
by an organization’s middle management. Tactical planning is usually
aimed at a specific area or department of the organization such as its
facilities, production, finance, marketing or personnel.
 Operational planning: Operational planning is the process of using
tactical planning to achieve strategic planning and goals. Operational
planning creates a timeframe for putting a portion of the strategic goal
into practice operationally.

2. Organizing

The purpose of organizing is to distribute the resources and delegate tasks to personnel
to achieve the goals established in the planning stage. Managers may need to work with
other departments of the organization, such as finance and human resources, to
organize the budget and staffing. During the organizing stage, managers strive to create
a work environment conducive to productivity. Managers typically take employees’
motivation and aptitude into account to match employees with roles and tasks that best
fit their abilities.
When assigning team member roles, managers should explain and ensure that
employees understand their individual duties. To help employees feel engaged and
productive, managers should ensure that employees are assigned an appropriate
amount of work and an appropriate amount of time to complete their work.

Here are some examples of the organizing function:

 If the company’s brand manager works part-time and the organization’s

goal is to launch a new advertising campaign for a product, the brand
manager may not take on the significant responsibility of managing the
campaign besides their regular duties. The company may hire an
advertising agency to help with the promotion of the product.
 If a company’s sales in a geographic area have grown exponentially,
management may plan to split the territory in two and need to divide the
current team working in the territory and hire additional staff members
as needed.

3. Leading

Leading consists of motivating employees and influencing their behavior to achieve

organizational objectives. Leading focuses on managing people, such as individual
employees, teams and groups rather than tasks. Though managers may direct team
members by giving orders and directing to their team, managers who are successful
leaders usually connect with their employees by using interpersonal skills to encourage,
inspire and motivate team members to perform to the best of their abilities.

Managers can foster a positive working environment by identifying moments when

employees need encouragement or direction and using positive reinforcement to give
praise when employees have done their jobs well.

Managers usually incorporate different leadership styles and change their management
style to adapt to different situations. Examples of situational leadership styles include:

 Directing: The manager leads by deciding with little input from the

employee. This is an effective leadership style for new employees who
need a lot of initial direction and training.
 Coaching: The manager is more receptive to input from employees.
They may pitch their ideas to employees to work cooperatively and build
trust with team members. This style of leadership is effective for
individuals who need managerial support to further develop their skills.
 Supporting: The manager decides with team members but focuses
more on building relationships within the team. This style of leadership
 is effective for employees who have fully developed skills but are
sometimes inconsistent in their performance.
 Delegating: The leader provides a minimum of guidance to employees
and is more concerned with the vision of the project than day-to-day
operations. This style of leadership is effective with employees able to
work and perform tasks on their own with little guidance. The leader can
focus more on high-level goals than on tasks.

Related: 15 Leadership Qualities That Make a Great Leader

4. Controlling

Controlling is the process of evaluating the execution of the plan and making
adjustments to ensure that the organizational goal is achieved. During the controlling
stage, managers perform tasks such as training employees as necessary and managing
deadlines. Managers monitor employees and evaluate the quality of their work. They
can conduct performance appraisals and give employees feedback, providing positive
remarks on what they are doing well and suggestions for improvement. They may also
offer pay raise incentives to high-performing employees.

Managers may need to make adjustments such as:

Budget adjustments

Managers monitor the budget and resources to ensure that they are using the resources
available and not going over budget. For example, a manager may notice that she is
going over budget on a project but be unsure what is causing the project to go over
budget. In this situation, she will need to identify whether there is a general problem with
overspending or whether one department, in particular, is going over budget. Once the
manager identifies the source of the overspending, she must take action to curb overall
spending and make cuts as necessary to balance the budget.

Staffing adjustments

Managers may need to make challenging decisions such as whether to reassign an

employee who produces low-quality work to a different task or dismiss them from a
project. They may also need to add additional team members to meet an organizational
goal if they conclude that the team is understaffed. If this is the case, they may also
need to consult with organization executives to secure more funding.
 SWOT analysis matrix diagram
" SWOT is the acronym for Strengths, Weaknesses, Opportunities and Threats. It is an analytical
framework to help summarize in a quick and concise way the risk and opportunities for any company
across the value chain. A good SWOT should look into internal and external factors affecting the issue at
hand. - Factors pertaining to the internal environment of the company. These are usually classified as
Strengths (S) or Weaknesses (W); - Factors that are external to the company. These are classified as
Opportunities (O) or Threats (T). A SWOT analysis helps you match your company’s resources and
capabilities to threats and opportunities in the competitive environment. SWOT analysis can be very
subjective, but adding weighting and criteria to each factor increases the validity of the analysis. Finally, a
SWOT (or TOWS)matrix can help pick the best strategy to implement and takes the SWOT analysis to
the next step." [wikiswot.com/swot.htm] This SWOT analysis matrix diagram example was created using
ConceptDraw PRO diagramming and vector drawing software extended with SWOT Analysis solution
from Management area of ConceptDraw Solution Park.

Customers
Certifications
 Design & Development

Development and Design

Utah is proud to offer their clients PD and Design support. With a growing team
of designers, product developers, wash technicians, fabric specialists, and R&D
experts, Utah is able to further enhance client designs to be more fashionable and
production friendly. Utah is also creating their own designs for the European market,
with a local and European design team. Utah eyes further investment in Design and PD
in the coming years.
 Yarn & Fabric

Yarn
Utah’s 25,000 spindle mill is dedicated to produce yarn of the highest quality, where
cotton is sourced CF and organic. The mill is able to produce both combed and carded
yarn, in 20s and 30s counts. Production is 60% combed, 40% carded. Utah Spinning
Mills pride themselves on leading through the Better Cotton Initiative to ensure that
cotton is sourced through the most ethical sources.

Capacity: 25,000 spindles

Machines: Trusler, Loptex, Reiter, Toyota, Moratek, Luwa,
Fabric
Due to the superior quality of Utah Yarn, knitting occurs with high efficiency levels while
maintaining the highest quality standards. With over 48 circular machines and 12 flat
bed machines, Utah is able to meet its fabric needs in-house. Utah is able to knit most
types of fabric, and looks forward to the challenges of working with emerging natural
and synthetic yarns.
Capacity: 14 tons per day
Machines: Mayer & CIE, Pailung.
 AOP & Dyeing

All Over & Digital Print

Utah is able to offer the latest technologies in All Over and Digital Prints. Reactive,
Pigment Discharge, Pigment Glitter, and Brasso are available, and special prints can
also accommodate clients’ needs. Both Rotary and Digital Prints (32 head) are available
for prints.
All over Print Capacity: 7,000 kg per day
Digital Print Capacity: 1,000 kg per day
Machines: Reggiani, Chocran, Stork, Brookner, Lafer, Salvade
Dyes
Utah’s Dye Plant strives to ensure that fabrics are dyed through sustainable means with
zero chemical discharge. With two state of the art effluent treatment plants with a total
capacity of 250 meter cubes per hour, and a 150 meter cube capacity water treatment
plant, zero chemical discharge is guaranteed. Utah is looking to find new innovations in
the dye process which offers even greater sustainability.
 Capacity: 15 tons per day
Machines: Thies, MCS

Wash & Finishes

Processes available
Acid Wash, Garment Dye, Enzyme Wash, Bleach, Stone Enzyme, and Curing. Further
dry finishing processes such as Whiskers, Rip & Repair, Grinding, 3D, PP, Tagging,
Hand Sand, Wrinkle, etc. are available.
Capacity: 40,000 pieces per day
Machines: Tonello, Tolker
 Value Addition

Embroidery
With a total of 130 heads Utah’s embroidery needs are met in-house for both sample
and bulk production. Sequin machines run parallel to embroidery depending on designs.

Capacity: 10,000 pieces per day

Machines: Tajima
Prints
: Utah is equipped with placement print and screen/spot print capabilities. All print types
are available in just about any fabric type.

Capacity:40,000 pieces per day

Machines: Octopus MNR, Curing MNR
Shiffli
Four brand new “Lasser” machines are set-up for all shiffli / lace operations. These
machines are state of the art and are energy efficient to match Utah’s sustainability
goals.

Capacity:
Machines: Lasser
Accessories
Utah’s infamous Labels for Less plant produces accessory needs for its sister concerns.
Printed labels, hang tags, and packaging needs are often met in-house.
 Cut & Sew

Cut
As technology evolves in the cutting process, Utah thrives to be in the forefront. With
three auto cutters, and 10 auto spreaders, Utah is able to achieve higher levels of
productivity and quality, as well as First Time RIght results. With rapid evolution of
technology, Utah hopes to fully automate its cutting facilities by 2019.

Capacity: 145,000 pieces per day

Machines: Gerber, Winda, Lectra
Sew
With a force of 8,000 highly skilled operators, Utah is able to reach high efficiency
levels. Utah believes that atmosphere and environment are crucial factors to the well
being of its employees, and excels in meeting those needs. Working as a team,
industrial engineers, planners, managers, and operators, are able to reach their
maximum potential.

Capacity: 36 woven lines; 36 knit lines

Machines: Juki, Brother, Pegasus

Quality Assurance

Quality Assurance
Utah’s Enterprise Planning System is built in-house, and is used throughout the value
chain. Utah’s superior auto-planning systems allows for SBU activities to be auto-
planned through sophisticated algorithms, which ensure the highest levels of efficiency.
Utah is currently working towards providing clients with a platform to be able to track
their orders step by step through the system.