Professional Documents
Culture Documents
Table of Contents
Abstract: .......................................................................................................................................... 7
Problem Statement: ....................................................................................................................... 10
About the Company ...................................................................................................................... 10
Products..........................................................................................................................................11
Basic garments ...........................................................................................................................11
Semi-fashion garments.............................................................................................................. 12
High fashion garments: ............................................................................................................. 13
Cargo garments ......................................................................................................................... 13
General Process Flow: .................................................................................................................. 14
Processes/Departments ................................................................................................................. 14
Product development .................................................................................................................... 14
Marketing Department .................................................................................................................. 15
PPC (Production planning and control) department ..................................................................... 15
Demand forecasting: ................................................................................................................. 15
Production and capacity planning: ............................................................................................ 16
Line planning: ........................................................................................................................... 16
Inventory management: ............................................................................................................ 16
Quality control: ......................................................................................................................... 16
Logistics and delivery: .............................................................................................................. 16
Follow-up and execution: ......................................................................................................... 17
MRP (Material Requirement Planning) Department .................................................................... 17
Material Sourcing: ........................................................................................................................ 17
Storage of Fabric ........................................................................................................................... 18
Fabric Inspection Department ....................................................................................................... 19
CAD department ........................................................................................................................... 19
Spreading Department .................................................................................................................. 20
Cutting Department ....................................................................................................................... 21
Recommendation: ......................................................................................................................... 22
Sub Departments of Cutting Department ...................................................................................... 23
Ticketing: .................................................................................................................................. 23
Fusing area: ............................................................................................................................... 23
Page |4
BUNDLING:............................................................................................................................. 24
Sewing Department ....................................................................................................................... 24
Sewing of small parts: ............................................................................................................... 25
Back side section: ..................................................................................................................... 26
Front side section: ..................................................................................................................... 27
Assembly Section: .................................................................................................................... 28
Quality inspection: .................................................................................................................... 28
Quality control Department: ......................................................................................................... 29
Washing Department: .................................................................................................................... 31
Washing facilities: ..................................................................................................................... 31
Finishing Department: .................................................................................................................. 32
Thread trimming: ...................................................................................................................... 32
Spotting: .................................................................................................................................... 33
General checking: ..................................................................................................................... 33
Final thread cutting: .................................................................................................................. 33
Pressing: .................................................................................................................................... 34
Measurement and final checking: ............................................................................................. 34
Packaging/Shipment Department: ................................................................................................ 34
Office layout problems. ................................................................................................................ 35
Existing Layout: ............................................................................................................................ 36
Improved office layout: ................................................................................................................. 37
Overall Equipment Effectiveness (OEE): ..................................................................................... 38
Our Observations: ......................................................................................................................... 38
Small Parts Section: .................................................................................................................. 39
Back Side Section: .................................................................................................................... 39
Front Side Section:.................................................................................................................... 40
Assembly Section: .................................................................................................................... 40
OEE Results: ............................................................................................................................. 41
Worker Efficiency in existing system: .......................................................................................... 41
Cost calculations of existing system: ............................................................................................ 41
Problem Identification & Suggestions: ......................................................................................... 42
Calculations based on Suggestions: .............................................................................................. 43
Page |5
Conclusions:.................................................................................................................................. 64
References: .................................................................................................................................... 64
Page |7
Table of Figures:
Figure 1: Denim (basic) .................................................................................................................11
Figure 2: semi-fashion .................................................................................................................. 12
Figure 3: Casual Wear ................................................................................................................... 12
Figure 4: Fashion garments ........................................................................................................... 13
Figure 6: cargo garments .............................................................................................................. 13
Figure 7: Fabric storage ................................................................................................................ 18
Figure 8: Fabric stored in racks .................................................................................................... 19
Figure 9: CAD Department ........................................................................................................... 19
Figure 10: CAD Design ................................................................................................................ 20
Figure 11: Spreading of Fabric ..................................................................................................... 20
Figure 12 Process flow of cutting department .............................................................................. 21
Figure 13: Manual cutting machine .............................................................................................. 21
Figure 14: Manual Cutting ............................................................................................................ 22
Figure 15: Automatic cutting machine.......................................................................................... 22
Figure 16: Waste with manual cutting .......................................................................................... 23
Figure 17: Ticketing ...................................................................................................................... 23
Figure 18: Fusing area .................................................................................................................. 24
Figure 19 Process flow of small part section ................................................................................ 25
Figure 20: Sewing of small parts .................................................................................................. 26
Figure 21 Process Flow of back side section ................................................................................ 26
Figure 22: Back section ................................................................................................................ 26
Figure 23 Front side section .......................................................................................................... 27
Figure 24: Front section ................................................................................................................ 27
Figure 25 Process flow of assembly section ................................................................................. 28
Figure 26: Assembly section ......................................................................................................... 28
Figure 27: Quality inspection after each step ............................................................................... 29
Figure 28: Final inspection ........................................................................................................... 29
Figure 29: Quality Department ..................................................................................................... 30
Figure 30: Washing machines and stone washing ........................................................................ 31
Figure 31: Washing and drying ..................................................................................................... 32
Figure 32: Trimming ..................................................................................................................... 32
Figure 33: Stain removing area ..................................................................................................... 33
Figure 34: Final thread and button riveting area ........................................................................... 33
Figure 35: Pressing Area ............................................................................................................... 34
Figure 36: Measurement area........................................................................................................ 34
Figure 37: Packaging .................................................................................................................... 35
Figure 38: Packaging dept ............................................................................................................ 35
Figure 39: Tencel evolution ........................................................................................................... 48
Figure 40: Waste water treatment overview ................................................................................ 49
Page |8
Abstract:
The visit was conducted to Nishat Apparel Industry, involving the assessment of each department
and the gathering of data. The purpose of the visit was to identify opportunities for improvements
in the context of production and operations management. During the visit, a comprehensive
evaluation was conducted across various departments of Nishat Apparel Industry. This evaluation
encompassed observing and analyzing the existing operational practices, processes, and
procedures within each department. Data was gathered through interviews, documentation review,
and direct observation of the production and operational activities. Key performance indicators
(KPIs) relevant to production and operations management were identified and measured to assess
the current performance of the industry.
The objective of this visit and subsequent analysis was to propose practical and effective solutions
that could lead to improved performance and efficiency within Nishat Apparel Industry. By
applying the principles of production and operations management, the aim was to enhance the
overall competitiveness, productivity, and profitability of the organization.
P a g e | 10
Problem Statement:
An organization has an operating outlet/unit at a certain location. The organization is speculative
for its performance metrics and intends to assess the outlet for performance/practices and potential
improvements. Correspondingly, an analysis team has been assigned to the task to evaluate the
operations practices and existing scenario along with potential improvement
approaches if required.
Rupees in billion
The company has established power generation facilities at all of its plant locations. It boasts top
quality and highly competent professional resources. It has been awarded first prize for the Best
Corporate Report Award for the financial years 2012, 2014, and 2015 by the Joint Committee of
ICAP and ICMAP. As a Green Company, it has obtained certificates for ISO-9001, OEKO-Tax
100, SA-8000, WRAP, and C-TPAT. Its credit ratings are excellent, with AA for long-term and
A1+ for short-term from PACRA. Finally, its total market capitalization is Rs. 36 billion.
P a g e | 11
Spinning Production capacity of 82.283 million kgs of yarn per annum. Capacity
utilization 88.49%.
Weaving Production capacity of 313.718 million square meters of fabric per annum.
Capacity utilization 95.68%
Dyeing Dyeing capacity of 56.400 million meters of fabric per annum. Capacity
utilization 87.58%.
Home Textile Processing capacity of 60 million meters of fabric per annum. Capacity
utilization 89.46%
Garments Production capacity of 10 million garments per annum. Capacity utilization
64.13%
Table 2: Business segments
Products
Nishat Apparel is focused on manufacturing premium fabrics and apparel for export to global
markets, with a diverse range of products including but not limited to denim jeans, casual wear,
formal wear, and sportswear for men, women, and children, as well as home textile items such as
bed linen and towels. However, it is important to keep in mind that their product portfolio may
vary based on various factors, such as market trends and demands.
The products are categorized into four following categories such as
• Basic
• Semi fashion
• High fashion
• Cargo
Basic garments
These are simple and timeless clothing pieces designed for everyday wear. They are typically made
from basic materials like cotton or denim and come in standard styles and sizes. Examples of such
garments include basic button-up shirts, jeans, and t-shirts.
Semi-fashion garments
These are crafted with contemporary fashion trends in consideration; however, they are not
classified as haute couture items. They typically utilize superior quality materials and showcase
intricate designs and details that surpass the simplicity of basic clothing. These garments command
a higher price point than basic apparel. Some instances of semi-fashion garments include designer
jeans, blouses with distinct embellishments, and cocktail dresses.
Figure 2: semi-fashion
Cargo garments
These are a type of casual trousers that have multiple pockets, usually located on the sides and
thighs of the pants. The pockets are typically secured with flaps, zippers, or buttons, and are
designed to be able to carry small items such as wallets, keys, phones, or even small tools. These
are functional pants with a loose fit designed to allow for freedom of movement, especially at the
knees and hips. Cargo pants fabric is traditionally sturdy cotton or cotton-wool blend that can
withstand rigorous wear and harsh elements.
ERP
Bulk
washing
P&D
Not Washing
Manual Ok
Cutting Stitching
GGT
ok
o
Quality k Washing Finishing Packing Inventory
Check
Dispatch
Processes/Departments
Nishat Apparel is a well-known Pakistani clothing brand that offers a wide range of apparel items
for men, women, and kids. The brand has several departments that cater to different types of
customers and their needs. Description of each department given as follows
Product development
In the context of garment export business normally design department handles product
development. But where there is no design team, merchants are responsible for whole production
development process. In export houses sampling department is considered as product development
P a g e | 15
department. This involves creating a design concept and turning it into a finished product. This
includes designing the patterns, selecting fabrics, and creating samples.
Internal External
Design Design
Own Design Tech Pack
Customer
Inspirational
Driven
Marketing Department
Nishat apparel is totally export based firm. The purpose of the marketing department in Nishat
Apparel is to develop and implement strategies that promote the company's products or services
to customers in other countries. The marketing department is responsible for creating and
executing marketing plans, conducting market research, identifying potential customers, and
building relationships with distributors and other partners in foreign markets. Ultimately, the goal
of the marketing department in an export industry is to increase sales and revenue by expanding
the company's reach beyond domestic markets. The company is dependent to external market. The
market generates demand and this demand is executed further. [i]
This demand can also be influenced by weather. Generally, demand for fashion garments increased
in winter and demand for cargo garment is enhanced in summer. So, company changes its
capacities and planning in different seasons. The general methods for demand forecasting are
Naïve approach, exponential smoothing and time-series components like cyclic, trend and seasonal
components.
Production and capacity planning:
Based on demand forecasting, the PPC department creates a production plan that includes
determining the quantity and type of raw materials required, setting up production schedules, and
identifying the necessary man-power and equipment needed to meet production targets. PPC
department plays a major role during order booking. They decide (suggest) how much order they
should accept according to their production capacity. Allocating of total capacity or deciding how
much capacity to be used for an order out of total factory capacity. Regularly updating factories
current capacity (production capacity). Cyclic and random components are influencing the
production planning of Nishat Apparel. Political and economic conditions of country has led the
company to layoff the workers and to reduce shift times.
Line planning:
PPC department is responsible for preparing detailed line planning with daily production target for
the production line. Most cases line planning is made after discussing with the production team
and Industrial engineers.
Inventory management:
The PPC department is responsible for maintaining an optimal level of inventory of raw materials,
work-in-progress, and finished goods to ensure that production does not get delayed due to a
shortage of materials or parts.
Quality control:
The PPC department of company works closely with the quality control team to ensure that all
products meet the required quality standards and specifications.
Logistics and delivery:
The PPC department coordinates with the logistics team to ensure that finished goods are delivered
to customers on time and in the right quantity. They decide the lead time. Generally, the lead time
for basic garments is 20-25 days for semi-fashion it is 35-40 days and for high-fashion and cargo
P a g e | 17
products the lead time is up to 60 days. So according to this the PPC team makes plan and word
with logistics team.
Follow-up and execution:
The PPC department is responsible for executing plans and closely monitoring the progress of all
departments involved. They regularly follow up with department heads to ensure that the plan stays
on schedule and update the Time & Action Calendar with completed tasks. If they identify any
potential delays, they take prompt action to expedite and alert the relevant parties to the situation.
In summary, the PPC department plays a critical role in ensuring that the production process is
efficient, cost-effective, and meets customer requirements, which is vital for the success of export-
based industries. [ii]
Material Sourcing:
Sourcing deals with getting information about material form different sources then selecting the
best material which suits over budget and buyer’s specification. Sourcing raw materials such as
fabrics, threads, zippers, and buttons from suppliers. Fabric sourcing means souring the right kind
of fabric which fulfils the specification. Fabric sourcing department is quite important as more
than 90% of garment is fabric and approximately 70% cost of garment is due to the fabric cost.
Selecting the right quality of the fabric as per the buyer’s specification otherwise it may lead to
cancellation or rejection of the whole order given by the buyer. The fabric sourcing department
P a g e | 18
gets the fabric sample from the vendor. These samples are tested before sending to buyer for
approval. After the buyer approves the sample, the fabric is order for bulk production.
Step followed for fabric purchasing
• Market trends enquiry
• Vendor – folders in- house swatches
• Display to buyer
• After approval from the buyer swatch is send for the sampling (5- 10 meter of fabric)
Storage of Fabric
Fabric storehouses actual are where the fabric for production is received or dispatched for
processing. Beside storage the fabric store department is also responsible for the inspection of
good receives by it.
Rack system of storage is followed i.e., packages are stored in two areas:
1. Check fabric
2. Unchecked fabric
They are further segregated on the basis of style no. and lot wise. The fabric rolls are put in rack
manual way. Such systematic maintenance of the store makes it easy to make the fabric whenever
needed in future.
P a g e | 19
CAD department
Computer Aided Design (CAD) becomes an essential tool for pattern making and related jobs in
garment industry. In Nishat apparel, CAD Software is used for pattern making, Grading of pattern,
marker making and digitizing manual patterns. CAD system involves any type of design activities,
which use of to develop analyses or modify any engineering or garment design. TUKAcad is an
P a g e | 20
innovative apparel pattern making software that is perfect for manufacturers and designers of any
size. Operating under Microsoft Windows, TUKAcad allows the user to accurately builds patterns,
grade rules and markers for single styles or entire lines. It is the advanced pattern making, grading
and marker making system that will streamline your production process and reduce operating
expenses
Spreading Department
Spreading is the process of smooth layering of fabrics in superimposed layers of specified length.
After fabric is received, it is issued to spreading department for further processing. The fabric roll
is spread over a table with the help of machine. A Spreading is done with the type of fabric, print
of fabric and marker issued by CAD dept. In spreading the fabric is made ready to cut with the
help of CAD model.
Cutting Department
Fabric is cut into pattern pieces according to the design specifications. The first stage in the
manufacture of garment is the cutting of material into the necessary pattern shapes. These patterns
are joined to form a garment when large amount of garment style has to be cut, a lay is created,
which consist of many piles of fabric spread one above the other. Now all the pattern pieces for all
sizes are from this lay. The main objective of the cutting department is the cutting of garment parts
accurately and economically and in sufficient value to keep the sewing room supplied with work.
The cutting process in Nishat Apparel is manual cutting. There are 5 cutting lines in bulk cutting
and workers cut the fabric with the help of manual machines.
There are also two automatic cutting machines in PD department where machine automatically cut
the fabric with less time and less material wastage.
Recommendation:
If we implement automatic cutting machine at each cutting line then following benefits can be
achieved:
• Lead time will be reduced
• Accuracy will be enhanced
• Waste will be minimized
P a g e | 23
Fusing area:
Fusing is also carried out in the cutting room itself. The parts to be fused are separated from the
bundle. The fusing material (like interlining) is cut according to size of the component to be fused.
The component along with the cut fusing material are kept between to paper sheets and the pack
is passed through the fusing machine by means of temperature and pressure fusing takes place at
P a g e | 24
particular speed and for a particular time. The pack comes out at the other end on conveyors and
the pieces are removed and re-bundled.
BUNDLING:
The checked components of one style and in one size are now clubbed and bundled using tie. The
size of bundle depends upon the requirements of the production plant. Each bundle will contain
pieces of same style and same size only. These pieces are stored in racks made beneath the cutting
table. The cutting department issues the amount required by the production dept. as and when ask
for. The cut component may be issued in instalment or all at once as the needs of the production
dept. against the job order.
Sewing Department
This is the main department and the major focused area of this project. The cut pieces are then
sewn together using specialized machines. Production is an act of producing i.e., quantity obtained
by multiplying two quantities to gather by making use available resources. To effectively manage
the production process, it is important to follow a series of steps. Firstly, it is essential to study the
production file, which includes details such as the type of product, quantity to be produced, and
production timeline. Based on this information, one can determine the necessary resources
required, including raw materials and manpower. The next step is to study the operation bulletin
and set up the production line accordingly. This involves understanding the production process
flow and ensuring that the line is set up in the most efficient manner. The number of operators,
checkers, quality controllers, and helpers needed should also be determined at this stage. Once the
line is set up, the load and feeding line must be organized. This includes ensuring that the necessary
raw materials are available and ready to be used. Additionally, a buffer or work-in-progress area
should be set up to ensure that there is a continuous flow of production.
To deliver quality with the quantity the ratio between input resources or material & output good
and service is known as productivity are reciprocally related to each other. Therefore, an increase
P a g e | 25
in production leads to fall in the cost per unit & rise in profit. The concept of assembly line
production system had also been followed. This production system involves multiple workers who
each complete a specific part of a garment before passing it on to the next worker. This creates a
production line and assembly of the parts is completed at the end.
The sewing dept was working according to the following key points such as:
• Ratio between worker and machinery
• Bottleneck area to be considered
• In most of machine, guide is there
• They are using cartons to move bundles
• They generate report for broken needle
• Complete assembly is divided into 6 parts, in end of every part there was a record sheet,
which show early target input, actual input, target output and actual output, according to
this can find out bottleneck area.
The swing process is being completed in 4 steps(sections).
Sewing of small parts:
Set front Top stich front Serge single Close front pkt
pocket bag pocket bag fly bag curve
facing 2x
In small parts section the pockets are made. 13 machines are used in this section. The bundles of
small parts are received and sewn in this section.
P a g e | 26
The back side of pant is made here and small parts are attached on it.
Quality
Check
To Assembly section
In this section front side of pant is made and small parts are attached on it.
Assembly Section:
Join inseam with Join side section Join side seam Close w/b and
folder tacking chain only L&R
To washing section
BH W/B Quality
Check
The assembly of front and back section is done and product is finalized here.
Quality inspection:
Quality is inspected at each station and also at the end of sewing department the final inspection
is done.
P a g e | 29
Washing Department:
Garments pass through various handling processes, which may render them dirty and stain, thereby
reducing their aesthetic appeal. To restore this aesthetic value, they are subjected to cleansing
process like washing and dry cleaning. One of the primary goals of the washing department is to
add value to the garments by giving them a specific appearance or finish that meets customer
requirements. This is achieved through a variety of techniques, such as enzyme washing, acid
washing, stone washing, and sandblasting. Each technique produces a unique effect on the fabric,
creating a distinctive look and feel that meets the customers' demands Garments are sent for
washing by the production department as per the buyer’s requirement. Normally the fabrics are
not asked to go for wash by the buyer. Whether the fabric department may internally sent it a
number of other reasons.
Finishing Department:
After assembly, the garments now come for finishing – a key stage of garment manufacturing
process. Finishing is done to prepare the final garment according to the quality standards of the
buyer before packing it for shipment.
Spotting:
During the assembly, the garment may acquire stain and other objectionable marks which must be
removed. This is done either in washing department or they are locally ‘sported off’. Objectionable
stains like that of chalk are spotted by means of spotting guns containing mild solvent. Harder and
stubborn stain (like that of tobacco, rust, dye, kerosene etc.) are sent to the spotting room where
they are cleansed under the spotting machine in a protective environment. If the spots still don’t
go then they are sent for percor dry cleaning.
General checking:
Now the garment comes for general checking relating to overall stitching. Here, first the general
visual appearance is studied which includes shape of the garments; balancing of the parts; color
variations etc. then any seaming defects are recognized for example unmade seams, missed stitches
etc. as per requirement the checked pieces are send for mending to assemble line. The production
manager gives a top sample to checkers as a visual aid.
Final thread cutting:
Minute thread like those of labels, bar tack etc. are trimmed off to give the neat look. Thread
loosely sticking to the garments is also shed off, both in and out by jerking the garment before it
goes for pressing.
Pressing:
Pressing in general is shaping the assemble material with pressure, with/ without heat and
moisture, for further processing. In case of knits, this is important but not as significant as in the
case of woven because of their property of excellent recovery and fit.
Packaging/Shipment Department:
Packing is the last stage where the finished garment is primed, organized, geared up for the
shipment to the buyer, the entire process from the way a garment will be folded to the final labeling
of the cartons is dictated by buyer’s specifications. these instructions are standardized for a
particular type of garment and sent to the merchandiser in from of a packing manual. the
merchandiser forwards it to the packing in charge along with a top of production sample i.e.,
packed with dimension approved by the buyer. this is kept as a visual reference for the packers.
The finished products are packed, labeled, and shipped to their destination.
P a g e | 35
Existing Layout:
Enter
Display Area
Marketin
g Head
Manager
HSE Head
Purchasin
g Head
PPC.MMC.ERP Teams
P&D Team
Finance
Conferenc
Head
e Hall
Human Resource Team
Conferenc
e Hall
Wash Rooms
Industrial Engineers and Lean Manufacturing teams
Merchandizing Team
P&D
Team
PPC Head
HSE Teams
IE Head
Manager Room
Unit Head Senior General Meeting
Exit
P a g e | 37
Display Area
Merchandizin
g Head
Marketing
Finance
Head
PPC, MMC, ERP Teams Finance Team
PPC Head
Conferenc
Purchasing
e Hall
Head
Rooms
Wash
HR
R&D
Head
Manager Room
Unit Head Senior General Meeting
Exit
P a g e | 38
Our Observations:
We have visited each department of the Nishat apparel but our main focus was on production
department to particulate our theoretical concepts of Production & Operations Management.
When visit started the manager told us that:
“We have conducted all the studies including calculation of SAM and motion study etc.
And worked on the improvements of layout but still we are not meeting our targets. We are
attaining on average only 75% of our targets on daily basis’’.
When we visited the lines, we observed and gathered following data.
• We have divided the line into the four sections
1. Small parts section
2. Back side section
3. Front side section
4. Assembly section
We have made decision to make sections because we observed that quality is being checked after
ea1ch section and rejection rate, behaviors of worker towards each process and also layout
problems are different in a Sigle line.
P a g e | 39
• There were mix production of small parts for all the lines available there
• Worker’s wages were not on monthly basis they were calculated on the basis that how many
pieces they made on daily basis.
Based on their observation we have collected data and following analysis is performed to find the
problem.
Small Parts Section:
Key Factors Quantitative Data
Run Time 23400 Sec
Planned Production time 28800 Sec
Ideal cycle Time 9.54 Sec
Total Count (Avg) 1200
Rejection Rate (Avg) 5%
Good Count (Avg) 1140
Availability = 23400/28800
= 81%
Performance = 9.54*1200/23400
= 48.92%
Quality = 1140/1200
= 95%
OEE = 0.81*0.4892*0.95
=37.64%
Back Side Section:
Key Factors Quantitative Data
Run Time 23400 Sec
Planned Production time 28800 Sec
Ideal cycle Time 8.9 Sec
Total Count (Avg) 900
Rejection Rate (Avg) 8.7%
Good Count (Avg) 820
Availability = 23400/28800
= 81%
Performance = 8.9*900/23400
= 34.23%
Quality = 820/900
= 91%
OEE = 25.23%
P a g e | 40
Availability = 23400/28800
= 81%
Performance = 11*900/23400
= 42.30%
Quality = 830/900
= 92.2%
OEE = 31.60%
Assembly Section:
Key Factors Quantitative Data
Run Time 23400 Sec
Planned Production time 28800 Sec
Ideal cycle Time 14.6 Sec
Total Count (Avg) 900
Rejection Rate (Avg) 9.4%
Good Count (Avg) 815
Availability = 23400/28800
= 81%
Performance = 14.6*900/23400
= 56.15%
Quality = 830/900
= 90%
OEE = 40.93%
P a g e | 41
OEE Results:
Section Name Availability Performance Quality OEE
Availability = 23400/28800
= 81%
Performance = 9.54*1390/23400
= 56.6%
OEE = 0.81*0.566*0.95
=43.55%
Back Side:
Key Factors Quantitative Data
Daily Production 900 pieces
Good Count 820 pieces
Disassembly time + Ideal cycle Time 18+8.9=26.9 Sec
Total time in alteration 80*26.9=2152Sec
No of parts can be produced with that time 2152/8.9=241
Increased Daily Production 900+241=1140
Availability = 23400/28800
= 81%
Performance = 8.9*1140/23400
= 43.35%
OEE = 32%
P a g e | 44
Availability = 23400/28800
= 81%
Performance = 11*1110/23400
= 52.17%
OEE = 39%%
Assembly Section:
Key Factors Quantitative Data
Daily Production 900 pieces
Good Count 815 pieces
Disassembly time + Ideal cycle Time 28.5+14.6=43.1 Sec
Total time in alteration 85*43.1=3663.5Sec
No of parts can be produced with that time 3663.5/14.6=250
Increased Daily Production 900+250=1150
Availability = 23400/28800
= 81%
Performance = 14.6*1150/23400
= 71.26%
OEE = 51.94%
P a g e | 45
= 18422 Rs.
Improved KPI’s:
Cost Improvements:
Cost Estimations for Existing System Cost Estimations for Improved System
Small Part Section 12332 Rs. Small Part Section 12332 Rs.
Back Side Section 9269 Rs. Back Side Section 11407 Rs.
Front Side Section 10262 Rs. Front Side Section 12190 Rs.
Assembly Section 14852 Rs. Assembly Section 18422 Rs.
Total Transportation cost 391500 Rs. Total Transportation cost 500250 Rs.
Total Fixed Cost 26100 Rs. Total Fixed Cost 333500 Rs.
- - Separate setup labor cost(suggested) 56000 Rs.
- - Separate setup operational cost(suggested) 52200 Rs.
Total line Cost 464315 Rs. Total line Cost 996301 Rs
P a g e | 47
Sustainability
Sustainability is the ability to meet the needs of the present without compromising the ability of
future generations to meet their own needs.
Labor laws:
In recent years, the apparel industry has faced increased scrutiny over its labor practices,
particularly regarding low wages and poor working conditions. This has led to a growing
awareness among consumers and activists about the need for companies to take responsibility for
their supply chain and ensure that their workers are treated fairly. As a result, many brands have
begun to take steps to improve labor conditions in their factories and manufacturing facilities.
These efforts include ensuring that workers are paid fair wages and providing safe and healthy
working conditions. Some brands have even implemented monitoring and auditing systems to
ensure that their suppliers are adhering to ethical labor standards. Despite these efforts, however,
there is still a long way to go before the apparel industry can be considered fully ethical and
sustainable. Nonetheless, the growing movement towards ethical fashion represents a positive step
towards a more responsible and just global economy.
Pillars of Sustainability
There are three main categories of sustainability which covers three areas for implementation for
better and greener environment. These are as follows
1. Environmental
2. Social
3. Economical
In the following explanations, the implementation of these three pillars in Nishat Apparel Limited
were discussed.
Economical Sustainability
Nishat Apparel is one of the leading textile companies in Pakistan that has been able to generate
sustainable income through its focus on economic sustainability. The company has been able to
achieve this by adopting various strategies that prioritize economic efficiency, productivity, and
profitability while minimizing environmental impact and promoting social welfare.
One of the key strategies that Nishat Apparel has employed to generate sustainable income is
investing in modern technology and equipment. By doing so, the company has been able to
increase its productivity, reduce waste, and improve the quality of its products, leading to greater
customer satisfaction and increased sales. Moreover, the use of modern technology has enabled
Nishat Apparel to save on energy costs, reduce its carbon footprint, and contribute to
environmental sustainability.
In addition to investing in technology, Nishat Apparel has also focused on developing its human
capital. The company has implemented various training and development programs to enhance the
skills and knowledge of its employees, which has resulted in improved productivity, higher job
satisfaction, and increased employee loyalty. By providing its employees with a conducive work
environment and opportunities for career growth, Nishat Apparel has been able to retain its top
talent, reduce turnover rates, and ultimately increase its profitability.
Social Sustainability:
Social sustainability is a critical aspect of any business, and Nishat Apparel, a leading textile
manufacturer in Pakistan, is committed to taking part in the welfare of people and workers. Nishat
Apparel recognizes that social sustainability is an essential element of its long-term success and
has developed several initiatives to ensure that its operations support the welfare of its employees
and the broader community.
Firstly, Nishat Apparel has implemented several policies to ensure that its workers are treated fairly
and are provided with safe working conditions. The company has developed a comprehensive
health and safety program to ensure that its employees work in a safe and healthy environment.
Additionally, Nishat Apparel has established a code of conduct that outlines its commitment to
ethical business practices, including fair labor practices, and it regularly monitors compliance with
this code to ensure that workers are treated fairly.
Secondly, Nishat Apparel is committed to supporting the welfare of the broader community in
which it operates. The company has developed several programs to improve the standard of living
in local communities, including education and health programs. Nishat Apparel has partnered with
local schools to provide education and vocational training opportunities for children, and it has
established health clinics to provide access to basic healthcare services to community members.
A worker training center has been set up to educate and train new employees, ensuring they have
the necessary skills and knowledge to work effectively in their roles.
Environmental Sustainability:
One of the key strategies that Nishat Apparel employs to achieve environmental sustainability is
the adoption of eco-friendly practices throughout its operations. This includes the use of renewable
energy sources, such as solar power, to reduce carbon emissions. The company has also
implemented energy-efficient technologies and practices to minimize its energy consumption and
lower its environmental impact.
One of the ways in which the company promotes sustainability is through the use of bio-mass as
a source of energy. Rice husk, which is the outer layer or shell of the rice grain that is separated
during the milling process, is a prime example of a bio-mass that can be used as an energy source.
Nishat Apparel has recognized the potential of this bio-mass and has implemented measures to
harness its energy.
The company has installed specialized equipment that can burn rice husk as a fuel to produce
steam.
Nishat Apparel had recently installed a wastewater treatment plant with a capacity of 80 cubic
meters per hour. This plant is capable of efficiently treating 80 cubic meters of wastewater every
hour, ensuring that the treated water meets the standards set by the National Environment Quality
Standards. The treatment process involves biological treatment, which utilizes microorganisms to
break down the organic matter present in the wastewater, rendering it safe for disposal or reuse.
This step is crucial for industries like textile manufacturing that generate a substantial amount of
wastewater, as it helps in minimizing the environmental impact of their operations. By investing
in this state-of-the-art wastewater treatment plant, Nishat Apparel has once again demonstrated its
commitment to sustainability and responsible environmental stewardship.
P a g e | 53
After undergoing the complete treatment process, the water is subsequently used to fill up the
aquarium. This proved that the treated water had been officially domestically usable without any
harm.
P a g e | 55
Nishat Apparel generates 2.26 MW of electricity through their own solar panels. Thus, they had
been saving the electricity.
Waste Handling:
Nishat apparel outsourced the backup of the wasted fiber in the form threads.
P a g e | 56
Strength Weakness
Opportunity Threats
• Investment in • Waste
Sustainable Prices Mismanagement
• Collaboration with • Competition
other brands • Regulatory Changes
• Online Sales
P a g e | 57
But as sewing and inspection are critical operations so illuminance level was not so good. There
were just ceiling lights which were not appropriate. The workspace should be well-lit to reduce
eye strain and fatigue. The lighting should be bright enough to allow workers to see the fabric and
stitches clearly, without causing glare or shadows.
P a g e | 58
Sound level:
The sewing department of an apparel industry can be a noisy environment due to the sound of
sewing machines and other equipment. Prolonged exposure to this noise can lead to hearing loss
and other health issues. The sound level of sewing and washing department was required special
protection. We visited the whole industry there were not a single person using personal protection
equipment related to sound. Even the sound level of offices in production department was too high.
They were not using any kind of safety measures regarding this.
Recommendations:
• Reduce noise at the source: Choose sewing machines and other equipment that produce
less noise.
• Use sound-absorbing materials: Install sound-absorbing materials, such as acoustic panels,
foam insulation, and curtains, in the sewing department.
• Change the layout of the sewing department: Rearranging the layout of the sewing
department can help reduce noise levels.
• Provide hearing protection: Provide workers with hearing protection, such as earplugs or
earmuffs, to reduce their exposure to noise. Make sure that workers are trained on the
proper use and maintenance of hearing protection devices.
• Monitor noise levels: Use a sound level meter to monitor noise levels in the sewing
department. This can help identify areas where noise levels are high and where noise
reduction measures should be implemented.
Workers Postures:
During an observation in the bundling and ticketing department, it was noted that the majority of
workers, who were mostly women, were standing while performing tasks that did not necessarily
require a standing position. After careful consideration, it was recommended that specific sitting
P a g e | 59
equipment be introduced and tables be redesigned to allow for a sitting position during these
operations. The same consideration was noted in finishing department.
Weather condition:
During our visit, we observed that the weather conditions in the industry were excessively hot and
that there were no appropriate air conditioning measures in place. Although chillers had been
installed, they were not being utilized despite the need for them due to the prevailing hot weather
conditions. Additionally, we noted a lack of proper functioning of fans and air conditioners, even
in the production department's offices.
Work in process inventory handling:
While the material handling in the industry was deemed satisfactory, we observed that there were
some areas for improvement. Specifically, in the sewing and cutting department, there was a lack
of proper placement for working materials, with machine tables cluttered with running material
and workers experiencing discomfort due to the rush of materials. In the office area, we also
noticed that pants samples were haphazardly arranged in bulk without proper handling.
Good practices:
Nishat Apparel, being a renowned and established export business, maintains a high level of safety
standards. While there were some areas that needed improvement, the company also employs
several good practices. The following is a list of these practices adopted by the company.
▪ The fire extinguishers were implemented in everywhere after a standard distance to cope
with fire hazard.
P a g e | 62
▪ There were proper posters and signboards regarding to the hazard identification.
▪ The industry had adequate emergency exits in case of any unforeseen circumstances.
▪ In the washing department, appropriate guards were installed around the washing machines
as necessary.
▪ In the cutting department, workers were using metal gloves for manual cutting tasks.
The industry implemented several good practices to ensure the safety and well-being of its
workers. These practices included the installation of emergency exits, guards around machinery,
and the use of metal gloves for manual cutting tasks. In addition, there was a dedicated department
responsible for managing safety and health-related activities within the industry. This department
was responsible for overseeing the implementation of safety protocols and ensuring that all
workers were aware of and adhering to these protocols. By prioritizing safety and health, the
industry was able to provide a safe and secure working environment for its employees.
P a g e | 64
Conclusions:
During the visit to Nishat Apparel each and every department was studied carefully and found a
problem in Sewing department which was related to high percentage of rejections. Analysis are
performed and 15% improvements are made in overall performance, worker efficiency is increased
by 18%. By employing this improvements and cost calculations it is calculated that the overall
profit is increased by 15.5% per line per day which is considered to be large improvement.
References:
i
https://www.thehartford.com/business-insurance/strategy/creating-marketing-
department/role#:~:text=It%20serves%20as%20the%20face,company%20in%20a%20positive%20light.
ii
https://www.onlineclothingstudy.com/2011/12/functions-of-production-planning-and.html
Kogi, K. (2006). Global Strategy on Occupational Health for All: The Way to Health at Work. Geneva: World Health
iv
Organization.
v
National Institute for Occupational Safety and Health (NIOSH). (1997). Musculoskeletal Disorders and Workplace
Factors: A Critical Review of Epidemiologic Evidence for Work-Related Musculoskeletal Disorders of the Neck,
Upper Extremity, and Low Back. Cincinnati: U.S. Department of Health and Human Services.