Pom Cep G4

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University of Engineering & Technology, Lahore
Production & Operation Management

Problem Based Learning(PBL)
Submitted to:
Professor Dr. Qaiser Saleem

Submitted by:
Group Number 04
Name Registration No.
Muneeb Salman 2019-IM-15
Ahmad Ameer 2019-IM-16
Samar Hayat 2019-IM-17
Assadullah 2019-IM-19
Department of Industrial & Manufacturing Engineering,

UET Lahore
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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
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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
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Small Parts:................................................................................................................................43
Back Side:..................................................................................................................................43
Front side section:......................................................................................................................44
Worker Efficiency in improved system:........................................................................................45
Cost Calculations of improved system:.........................................................................................45
Suggested Setup Costs for hiring suggested workers:...............................................................46
Improved KPI’s:............................................................................................................................46
Cost Improvements:.......................................................................................................................46
Improvements results based on KPI’s...........................................................................................47
Sustainability.................................................................................................................................47
The apparel industry's commitment to the environment................................................................47
Sustainable Materials.................................................................................................................47
Waste water Management..............................................................................................................48
Labor laws:....................................................................................................................................49
Pillars of Sustainability..................................................................................................................50
Nishat Apparel's Efforts to Promote Environmental Responsibility and Social Welfare..............50
Economical Sustainability.............................................................................................................50
Social Sustainability:.....................................................................................................................51
Environmental Sustainability:.......................................................................................................52
Key features of the Effluent Plant:................................................................................................53
Waste Handling:............................................................................................................................55
SWOT Analysis of Nishat Apparel:..............................................................................................56
Ergonomics and Safety aspects [][][]............................................................................................57
Light...........................................................................................................................................57
Sound level:...............................................................................................................................58
Recommendations:........................................................................................................................58
Workers Postures:......................................................................................................................58
Weather condition:.....................................................................................................................59
Work in process inventory handling:.........................................................................................59
Safety in the pressing department:.................................................................................................60
Risk involved in raw material (inventory) stacking.......................................................................61
Good practices:..............................................................................................................................61
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Conclusions:..................................................................................................................................64
References:....................................................................................................................................64
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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
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Figure 41: Labor laws.....................................................................................................................49

Figure 42: Pillars............................................................................................................................50
Figure 43: Training center..............................................................................................................51
Figure 44: Bio-mass as energy.......................................................................................................52
Figure 45: Filter Plant.....................................................................................................................53
Figure 46: Before treatment..........................................................................................................54
Figure 47: After treatment.............................................................................................................54
Figure 48: aquarium.......................................................................................................................55
Figure 49: Solar Panels as source of saving electricity..................................................................55
Figure 50: waste fiber as source of threads...................................................................................56
Figure 51: Light condition in other departments...........................................................................57
Figure 52: Not appropriate lighting at sewing department............................................................58
Figure 53: Bundling and ticketing.................................................................................................59
Figure 54: improper placement in sewing department..................................................................59
Figure 55: improper placement in office area................................................................................60
Figure 56: Pressing area.................................................................................................................60
Figure 57: Blocks of raw material.................................................................................................61
Figure 58: Rolls of raw material....................................................................................................61
Figure 59: Fire extinguishers.........................................................................................................62
Figure 60: Saftey posters...............................................................................................................62
Figure 61: Emergency exit.............................................................................................................62
Figure 62: Guarding.......................................................................................................................63
Figure 63: Metallic Gloves............................................................................................................63
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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.
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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.
About the Company

Nishat Mills Limited operates a state-of-the-art clothing manufacturing facility that specializes in
producing high-quality garments for both men and women. The facility is equipped with 2900
advanced sewing machines from brands such as Vibe Mac, Juki, Mitsubishi, and Brother, which
enables the division to manufacture up to 14.40 million garments annually.
The garment wet processing is carried out using modern techniques such as rinse, enzyme stone,
enzyme wash, super bleach, reducer wash, tint wash, and raisin wash. To ensure the best possible
results, the facility is equipped with Tonello washing machines, Maino dryers, wrinkle curing
hangers, and barrel washing machines and dryers for sampling. Their team of qualified
professionals utilizes these machines to obtain optimal results and fulfill the specific
requirements of each client. The company is focused on exports and is one of the top exporters in
the country. It has established working relationships with leading brands from around the world.
The company's earnings heavily rely on exports, and it has managed to achieve considerable
diversification in its export sales mix across different regions over the years.
Geographical Spread 2021 2020

Rupees in billion
Europe 19.94 17.05
Asia, Africa & Australia 24.19 19.43
USA & Canada 4.26 3.84

Total Export Sales 48.39 40.32
Table 1: Geographical spread
The company has founded power generation plants at all of its plant locations. It has highly
skilled and top-quality 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 gained certificates for ISO-9001, OEKO-Tax
100, SA-8000, WRAP, and C-TPAT. Its rewards are wonderful, with AA for long-term and A1+
for short-term from PACRA. Finally, its total market capitalization is Rs. 36 billion.
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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
clothes, formal attire, and sporty clothing 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.
Figure 1: Denim (basic)

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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
Figure 3: Casual Wear

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High fashion garments:

These are often featured on fashion runways and in exclusive fashion publications. These apparel
items are made with luxurious materials and showcase intricate designs, exceptional features,
and superior craftsmanship. Typically, high fashion pieces have a premium price point and
appeal to a specific niche market. Examples of high fashion attire include bespoke garments,
designer suits, and haute couture gowns.
Figure 4: Fashion garments Figure 5: Shorts
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
pants are specifically designed with a relaxed fit, ensuring unrestricted mobility, particularly at
the knees and hips. They are made from durable materials like cotton or a blend of cotton and
wool, known for their ability to endure demanding use and challenging weather conditions.
Figure 6: cargo garments

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General Process Flow:

PPC
Marketing MMC Procurement FID Sample Request
ERP
Bulk washing
Production Dept.
Sampling Washing
TPF
P&D Washing
Not
Manual Ok
Cutting Stitching
GGT
ok
Small part sec Back sec Front Sec Assembly

Not Ok
o
Quality Check Washing Finishing Packing
Inventory
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 terms of the garment export business usually design department handles product development.
With the absence of design team, vendors are responsible for whole production development
process. In export houses sampling department is considered as product development
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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, being an entirely export-oriented firm, relies on its marketing department to
devise and implement strategies aimed at promoting the company's products or services to
customers located in various foreign countries. The marketing section plays a vital role in
formulating and executing comprehensive marketing plans, conducting extensive market
research, identifying prospective customers, and establishing strong partnerships with
distributors and other collaborators in international markets. Ultimately, the primary objective of
the marketing department in an export-focused industry is to enhance sales and revenue by
expanding the company's presence beyond domestic boundaries. The organization's success
heavily relies on the external market, which generates demand that is subsequently fulfilled
through strategic execution. [i]
PPC (Production planning and control) department

Production planning and control department is one of the important departments for the Nishat
Apparel. The PPC department plays a crucial role in the success of export-based industries by
ensuring efficient production processes and timely delivery of goods to customers. The primary
purpose of the PPC department in industry is to plan, coordinate and control the production
process to ensure that products are manufactured on time, meet quality standards, and are
delivered to customers as per their requirements. Some of the key functions of the PPC
department in Nishat Apparel include:
Demand forecasting:
The PPC department is responsible for analyzing customer demand, market trends, and sales
forecasts to determine the production schedule and plan the production accordingly. Rather the
demand is totally based on market trends as it is 100 % export business but demand is forecasted
based on historical data too.
Demand forecasting depends upon the percentage of each type of garment. The following list
shows the generally used percentage of garments in Nishat Apparel.
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Garment Type General demand Percentage

Basic 60-70%
Semi-Fashion 10-15%
Fashion 5%
Cargo 5-20%
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:
The responsibility of the PPC department involves creating comprehensive line plans that include daily
production targets for the production line. Typically, line planning is carried out through discussions 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
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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]
MRP (Material Requirement Planning) Department

The MRP (Materials Requirement Planning) department plays a crucial role in the Nishat apparel
industry, as it is responsible for ensuring that the necessary raw materials and components are
available in the efficient quantities, at the favorable time and at the reduced cost, to support the
production process and customer demand. In an export industry, the MRP department is
responsible for managing the flow of materials and products across different locations, including
international borders. It helps ensure that the products are available to be shipped on time to meet
customer demands. The MRP department of company works closely with other departments such
as production, procurement, logistics, and sales to ensure that the production schedule is in line
with the export orders received. They create production schedules based on the availability of
raw materials, lead times, and shipping schedules.
The MRP department also plays a critical role in managing the inventory levels. They work to
minimize inventory carrying costs while ensuring that enough materials are available to meet
production requirements. This is important in the export industry, where delays in production or
shipping can result in lost sales or dissatisfied customers.
Overall, the MRP department in the export industry is responsible for ensuring that the right
products are available at the right time to meet customer demands while minimizing inventory
costs and optimizing production schedules.
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. The fabric sourcing department plays a crucial role
in the garment industry as fabric constitutes over 90% of a garment's composition and
approximately 70% of its overall cost. It is vital to select the appropriate fabric quality that aligns
with the buyer's specifications; failure to do so can result in order cancellation or rejection. Prior
to sending fabric samples to the buyer for approval, the fabric sourcing department conducts
thorough testing. Once the buyer approves the sample, bulk production orders for the fabric are
placed.
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Step followed for fabric purchasing

 Market fluctuations Inquiry
 Vendor – folders in- house swatches
 Displays for the customers
 After approval from the buyer swatch is send for the sampling (5- 10 meter of fabric)
Fabric’s Storage
Fabric warehouses are the places where the fabric for making denim is received or delivered for
processing. The fabric store department is also responsible for the checking of good receives by
it besides storage.
Figure 7: Fabric storage
Rack system of storage is followed i.e., packages are stored in two areas:
1. Check fabric
2. Unchecked fabric
The fabric rolls in the store are organized based on their style number and lot, and they are
manually placed on racks. This methodical approach to maintaining the store facilitates easy
retrieval of the fabric whenever it is needed in the future.
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Figure 8: Fabric stored in racks
Fabric Inspection Department

Controlling the quality of the fabric, which plays a crucial role in the development of the final garment, is
of utmost importance. The number of faults and variations present in the fabric serves as an indicator of its
quality. Identifying these undesirable variations and faults at an early stage is vital in order to minimize
production time. Hence, as soon as the fabric is received in-house, it is promptly dispatched for inspection
on a pilot and trolley assembly.
4 Point system for fabric inspection is widely used in apparel industry for fabric quality inspection.
1. Criteria of giving penalty points based on defects and defect length.
2. Calculation method of total penalty points for total defects found in a fabric roll.
3. A Check sheet or format for recording data.
4. Knowledge of different types of defects (how a defect looks and its appearance)
CAD department
Figure 9: CAD Department
CAD software has become an indispensable tool for pattern making and other tasks in the garment industry.
Nishat apparel recognizes the significance of CAD software for activities such as pattern making, grading,
marker making, and digitizing manual patterns. The CAD system encompasses a wide range of design
activities, enabling the development, analysis, and modification of engineering and garment designs.
TUKAcad is an innovative apparel pattern making software, catering to manufacturers and designers of all
scales. Compatible with Microsoft Windows, TUKAcad empowers users to create accurate patterns, grade
rules, and markers for individual styles or complete product lines. This advanced system optimizes the
production process and effectively reduces operational costs.
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Figure 10: CAD Design
Spreading Department
Spreading is the way of layering of fabrics in which the superimposed layers of specified length
has been created. After fabric is received, it is communicated to spreading department for further
processing. The fabric roll is laid down on 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.
Figure 11: Spreading of Fabric

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Cutting Department
Figure 12 Process flow of cutting department
Fabric is cut into the required pattern pieces. These patterns are joined to form a garment when
large amount of garment style has to be cut, a lay is made, which is compiled of many piles of
fabric spread one above the other. Now all the pattern pieces for all sizes are from this lay. The
main working procedure of the cutting department is to cut the garment parts efficiently 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.
Figure 13: Manual cutting machine

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Figure 14: Manual Cutting
There are also two automatic cutting machines in PD department where machine automatically
cut the fabric with less time and less material wastage.
Figure 15: Automatic cutting machine
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
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Figure 16: Waste with manual cutting
 Production will be increased

 Rejection rate will be reduced
Sub Departments of Cutting Department

Ticketing:
When the pattern pieces are cut by the cutting machine, they are then ticketed. Cut components
are assembled together as per their sizes and passed further to the checking table. Here the cut
components are inspected for any error. It is much critical to take care that pieces cut from two
different bolts of fabric are not randomly placed. This is because within lot there bolt to bolt
variation in color shade.
Figure 17: Ticketing

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Fusing area:
Fusion is performed in the cutting room, where the parts intended for fusion are kept separate from the
bundle. The fusing material, such as interlining, is accurately cut to match the size of each component.
The component, together with the appropriately sized fusing material, is sandwiched between two sheets
of paper. This pack is then passed through a fusing machine, which utilizes temperature and pressure to
facilitate the fusion process. The fusing occurs at a specific speed and duration. After passing through the
machine, the pack emerges at the opposite end on conveyors, where the individual pieces are extracted
and reassembled into bundles.
Figure 18: Fusing area
BUNDLING:
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The selected components of a particular style and size are now consolidated and secured together using a
tie. The size of each bundle is determined based on the production plant's needs. Each bundle consists of
pieces that share the same style and size. These pieces are stored in racks located beneath the cutting table.
The cutting department provides the production department with the required amount as per their requests,
whether it is issued gradually or all at once, depending on the job order's specifications.
Sewing Department
This project focuses on the main department and its primary area of concentration. The cut pieces are
joined together using specialized machines. Production refers to the act of creating a quantity by utilizing
available resources through multiplication. To effectively manage the production process, it is crucial to
follow a series of steps. The initial step involves examining the production file, which contains
information about the product type, required quantity, and production timeline. Based on this information,
one can determine the necessary resources such as raw materials and manpower. The subsequent step is to
analyze the operation bulletin and arrange the production line accordingly, ensuring an efficient flow of
the production process. Determining the required number of operators, checkers, quality controllers, and
helpers is also important at this stage. Once the production line is set up, it is necessary to organize the
load and feeding line. This includes ensuring the availability of required raw materials and establishing a
work-in-progress area to maintain a continuous flow of production.
Productivity, which denotes the ratio between input resources or materials and output goods and services,
plays a crucial role in delivering both quality and quantity. It is important to note that productivity and
cost per unit have an inverse relationship, implying that an increase in production leads to a decrease in
cost per unit and an increase in profit. The concept of an assembly line production system has also been
implemented, where multiple workers are involved in completing specific parts of a garment, which are
then assembled 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).
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Sewing of small parts:
Serge front facing 2x Close front pocket bag 2x

BT front pocket bag end Serge D fly bottom
Close front pkt bag curve

Set front pocket bag facing 2x Top stich front pocket bag Serge single fly
Make loops and cut Tack D fly bottom
To Back side section

Inside tacking in D fly
Quality Check
Figure 19 Process flow of small part section
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.
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Figure 20: Sewing of small parts
Back side section:

Set Back pocket 1st
Join Back yoke Bartack
Back pocket
opening
Join & stitch back rise Top stich back pocket 2nd
Quality
Check
To Front side section
Figure 21 Process Flow of back side section
The back side of pant is made here and small parts are attached on it.
Figure 22: Back section

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Front side section:
Set zipper to single fly Attach zipper to D.fly

Joining Binding Cut &
bundle
label
Stay notch Front pocket 2x Top stitch crotch

Top stich J-Form
Serge Front panel
Quality
Check
To Assembly section
Figure 23 Front side section
In this section front side of pant is made and small parts are attached on it.
Figure 24: Front section

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Assembly Section:
Join inseam with folder Join side section tacking Join side seam chain only Close w/b and L&R
Join inseam(partially) Set waist band to body

Join side seam Close & top stitch hemleg
To washing section
BH W/B Quality Check
Figure 25 Process flow of assembly section
The assembly of front and back section is done and product is finalized here.
Figure 26: Assembly section
Quality inspection:
Quality is inspected at each station and also at the end of sewing department the final inspection
is done.
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Figure 27: Quality inspection after each step
Figure 28: Final inspection
Quality control Department:

Having defective garments can incur costs for the company. Therefore, to ensure that garments are produced
according to customer specifications and that all sourced raw materials meet the factory's standards, a Quality Control
Department is established. This department conducts thorough inspections of finished products, performing various
quality control checks to guarantee that the final product aligns with the desired standards.
P a g e | 31
Some of the functions of Quality control dept given as follows

 Quality inspection of internal processes and outsourced work
 Inspection/Testing of raw material
 Inspection of samples
 Cutting room inspection
 Preparatory work inspection
The Quality department operates in accordance with the unique requirements of each customer,
employing specialized machines and equipment tailored to their specific needs. Customers have
varying demands for the types of machines and methods required to ensure the quality of raw
materials and finished goods. For example, the USA market may require specialized washing and
checking machines that differ from those required by the European market. Additionally,
customers may even have specific requirements for the washing powders used to test the quality
of their products. To accommodate the diverse needs of its customers, the Quality department is
designed and equipped accordingly. It operates high-standard quality laboratories that utilize
state- of-the-art technology to ensure that products meet the customers' standards and exceed
industry benchmarks. Collaboration with other departments, such as manufacturing, research and
development, and customer service, is crucial to ensure that the products are of the highest
quality and meet the customers' expectations. Following are the pictures of Quality Department.
Figure 29: Quality Department

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Washing Department:
The handling processes garments go through can leave them soiled and stained, diminishing their visual
appeal. To restore their aesthetic value, cleansing processes like washing and dry cleaning are employed.
A key objective of the washing department is to enhance the garments by giving them a specific
appearance or finish that aligns with customer preferences. This is accomplished using various techniques,
including enzyme washing, acid washing, stone washing, and sandblasting. Each technique imparts a
distinct effect on the fabric, resulting in a unique look and texture that fulfills customer demands. The
decision to send garments for washing is typically made by the production department based on the
buyer's specifications, although the fabric department may also initiate this process for various internal
reasons.
 To control uneven shrinkage

 To remove bowing
 To lighten color shade
 To improve hand
 To even out color shade variations
 To remove printing smell
 To execute a dyeing program
Washing facilities:
I. Enzyme washing
II. Stone washing,
III. Overdyeing etc…
Figure 30: Washing machines and stone washing

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Figure 31: Washing and drying
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.
These are the processes performed in finishing department.

Thread trimming:
Trimming of threads is performed on garments received from either the washing department or the
assembly line. This manual process involves the removal of excess threads from seams, buttons, and other
areas using specialized trimming scissors.
Figure 32: Trimming

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Spotting:
During the production process, garments may become stained or marked in undesirable ways, requiring
their removal. This can be achieved either in the washing department or by spot-cleaning specific areas.
Undesirable stains, such as chalk marks, are targeted using spotting guns that contain gentle solvents. For
tougher and more stubborn stains like tobacco, rust, dye, or kerosene, the garments are sent to a dedicated
spotting room. Here, they undergo cleansing under the care of a spotting machine within a controlled
environment. In cases where the stains persist, the garments are then sent for a precure dry cleaning
process.
Figure 33: Stain removing area
General checking:
The garments are now brought in for a comprehensive inspection concerning their overall stitching.
Initially, the checkers focus on the general visual aspects, such as the shape of the garments, proper
alignment of the various components, and any noticeable color variations. Subsequently, they diligently
identify any seaming defects, such as unfinished seams or missed stitches. When necessary, the garments
that have been examined are promptly sent to the assembly line for mending. To assist the checkers
visually, the production manager provides them with a reference sample.
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.
Figure 34: Final thread and button riveting area

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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.
Figure 35: Pressing Area
Measurement and final checking:

This is the last and most important point for garment measurement, appearance, labels, trim etc. to
study the final look and shape the final look and shape of the product produced. Measurements
are done according to the customer demand and sheets developed by the quality staff and
recording are made for any variations in the measurement chart. This gives an overall idea about
the quality of the garment being produced.
Figure 36: Measurement area
Packaging/Shipment Department:
Packing is the final stage in which the completed garment is prepared, organized, and equipped for shipment to the
buyer. The entire process, from how the garment is folded to the labeling of the cartons, follows the specific
instructions provided by the buyer. These instructions are standardized for a particular garment type and are
communicated to the merchandiser in the form of a packing manual. The merchandiser then shares the manual with
the packing supervisor, along with a sample that represents the approved dimensions as specified by the buyer. This
sample serves as a visual reference for the packers. The finished products are carefully packed, and their intended
destination.
P a g e | 36
Figure 37: Packaging
Figure 38: Packaging dept
Office layout problems.

We have identified the problems in the existing office layout that were as follow.
 The departments and their teams were not connected to each other that’s why flow of
information was interrupted.
 The information sharing was not electronic it was on paper based and require signatures
for approval that’s why there was huge rush and more no of trips.
P a g e | 37
Existing Layout:
Display Area
Ent
Market
Head
in g
Manag
Finance and marketing teams

HR
er
HSE Head
Purchasin
g Head
PPC.MMC.ERP Teams
P&D Team
Finance
Head
Confere
nc e
Human Resource Team
Confere
Wash Rooms
nc e
Industrial Engineers and Lean Manufacturing teams
Merchandizing Team
Tea
P&
D
PPC Head
HSE Teams
IE Head
Ex
P a g e | 38
Improved office layout:

Ent
Display Area
Merchandiz
Head
in g
Marketi
Head
Marketing Team Merchandizing Team

ng
Finan
Hea
ce
PPC, MMC, ERP Finance Team
PPC Head
Teams
Sustainability Team
Purchasing Team
Confere
Purchasi
Head
nc e
ng
Human Resource Team

Manag
Roo
h
HR
Was
er
Lean Manufacturing R&D Team

Team
IE Head
R&
Hea
D
Industrial Engineers HSE Team

HSE Head
Confere
nc e
Ex
P a g e | 39
Note: Arrows and lines shows the information flow.
Overall Equipment Effectiveness (OEE):

Overall Equipment Effectiveness (OEE) is a performance metric used to evaluate the efficiency
and productivity of a manufacturing process. It measures the overall effectiveness of equipment
in terms of availability, performance, and quality.
OEE takes into account three key factors that affect equipment efficiency:
Availability: the percentage of time that equipment is available for
production.
Performance: the rate at which the equipment is operating compared to its theoretical maximum
capacity.
Quality: the percentage of products that meet the required quality standards.
OEE is calculated by multiplying the three factors together:
OEE = Availability x Performance x Quality.
This gives a percentage score that represents the overall effectiveness of the equipment.
A high OEE indicates that a manufacturing process is operating efficiently, with minimal
downtime and high-quality products. A low OEE suggests that there is room for improvement in
one or more of the factors that affect equipment efficiency. By tracking OEE over time,
manufacturers can identify areas where they can improve equipment performance, reduce
downtime, and increase production efficiency. The OEE can be calculated by following
formulas:
Formula 1: Operational Equipment Effectiveness (OEE) OEE = (Total Run Time / Planned Production
Time) * (Ideal Cycle Time * Total Count / Total Run Time) * (Good Count / Total Count)
Formula 2: Availability Availability = Total Run Time / Planned Production Time
Formula 3: Performance Performance = Ideal Cycle Time * Total Count / Total Run Time
Formula 4: Quality Quality = Good Count / Total Count
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 | 40
 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:
Run Time 23400 Sec
Rejection Rate (Avg) 8.7%
= 81%
Performance = 8.9*900/23400
= 34.23%
Quality = 820/900
= 91%
OEE = 25.23%
P a g e | 41
Front Side Section:

Run Time 23400 Sec
Ideal cycle Time 11 Sec
= 81%
Performance = 11*900/23400
= 42.30%
Quality = 830/900
= 92.2%
OEE = 31.60%
Assembly Section:
Run Time 23400 Sec
= 81%
Performance = 14.6*900/23400
= 56.15%
Quality = 830/900
= 90%
OEE = 40.93%
P a g e | 42
OEE Results:
Section Name Availability Performance Quality OEE
Small Parts 81% 48.92% 95% 37.64%
Back Side 81% 34.23% 91% 25.23%

Front side 81% 42.30% 92.2% 31.60%
Assembly 81% 56.15% 90% 40.93%
Worker Efficiency in existing system:

Section No No of Actual Production/ Actual Difference Efficiency
Name of workers Production worker Production/
M/c Worker
Small 15 11 1200 1200/11=110 1200/11=110 0 100%
Part
Sec.
Back 10 5 900 1200/5=240 900/5=180 60 75%
Part
Sec.
Front 11 8 900 1200/8=150 900/8=113 37 75%
Part
Sec.
Assem 10 8 900 1200/8=150 900/8=113 37 75%
bly Sec.
Cost calculations of existing system:

Small Part Section:
Labor cost per operation in the section = 7.985 Rs.
Number of units made = 1200 Units
Total no of workers = 11
Bonus cost per person per day = 250 Rs.
Total labor cost per day in the section = (7.985*1200) +(250*11)
= 12332 Rs.
Back Side Section:
= 9269 Rs.
P a g e | 43
Front Side Section:

= 10262 Rs.
Assembly Section:
= 14852 Rs.
Total Transportation Cost Per jeans = 1.5$
= 1.5*290*900 = 391500 Rs.
Total Fixed cost per jeans = 1$
= 1*290*900 = 261000 Rs.
Selling price per jeans = 18$
Total Selling price = 18*290*900
= 4698000 Rs.
Problem Identification & Suggestions:

The basic problems that we observed were mainly two which have affected the performance of
the line these two are as followed
1. Reworking of denim jeans in the same working line affecting the overall cycle time.
2. Per piece pay
We observed that the first problem is more prominent but higher management were not paying
attention on that we observed that the average production in each section except small part
section were more or less 900 pieces per pay. The main reason of this low production is that
when the quality inspector finds any problem in piece, he reverts it back to the same line for
alteration here worker takes two types of time
1. Disassembly time which is approximately two or three time greater than the basic cycle
time.
2. The basic cycle time of the product.
We have observed that around 90% rejection rates were on DN C and 3T OL machines so some
suggestions were given that are as follows.
 Hire extra two worker and arrange extra 2 machines which were excessively available in
the unit as out of layout machines for alterations.
P a g e | 44
 Proper training for the workers

 Fixed pay system was suggested because the per piece system make worker to work
haphazardly which led towards the quality compromise.
We have made the calculations and improved some Kpi’s which are listed below.
Calculations based on Suggestions:

Small Parts:
Daily Production 1200 pieces
Good Count 1140 pieces
Disassembly time + Ideal cycle Time 20.5+9.54=30.04 Sec
Total time in alteration 60*30.04=1802.4Sec
No of parts can be produced with that time 1802.4/9.54=190
Increased Daily Production 1200+190=1390
= 81%
Performance = 9.54*1390/23400
= 56.6%
OEE = 0.81*0.566*0.95
=43.55%
Back Side:
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
= 81%
Performance = 8.9*1140/23400
= 43.35%
OEE = 32%
P a g e | 45
Front side section:

Disassembly time + Ideal cycle Time 22+11=33 Sec
Total time in alteration 70*33=2310Sec
No of parts can be produced with that time 2310/11=210
= 81%
Performance = 11*1110/23400
= 52.17%
OEE = 39%%
Assembly Section:
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
= 81%
Performance = 14.6*1150/23400
= 71.26%
OEE = 51.94%
P a g e | 46
Worker Efficiency in improved system:

Section No of M/c No of Production/ Improved Efficiency Percentage
Name workers worker Production/ improvement
worker
Small 15 11 1200/11=110 1390/11=127 100% -

Part Sec.
Back 10 5 900/5=180 1140/5=228 95% 20%

Part Sec.
Front 11 8 900/8=113 1110/8=139 92.66% 17.66%

Part Sec.
Assembl 10 8 900/8=113 1150/8=144 96% 21%

y Sec.
Cost Calculations of improved system:

Small Part Section:
= 12332 Rs.
Back Side Section:
= 11407 Rs.
Front Side Section:
= 12190 Rs.
Assembly Section:
P a g e | 47
= 18422 Rs.
Total Transportation Cost Per jeans = 1.5$

= 1.5*290*1150 = 500250 Rs.
Total Fixed cost per jeans = 1$
= 1*290*1150 = 333500 Rs.
Selling price per jeans = 18$
Total Selling price = 18*290*1150
= 6003000 Rs.
Suggested Setup Costs for hiring suggested workers:
Total Rejection (Avg) = 10%
= 120 units
Total Labor cost= 28000*2=56000 Rs
Operational cost=1.5$*290*120
=52200 Rs.
Improved KPI’s:
Section Performance Improved Percentage OEE Improved Percentage

Name Performance improvement OEE improvement
Small 48.92% 56.6% 7.68% 37.64% 43.52% 5.88%

Parts
Back Side 34.23% 43.35% 9.12% 25.23% 32.0% 6.77%
Front side 42.30% 52.17% 9.87% 31.60% 39% 7.4%
Assembly 56.15% 71.26% 15.11% 40.93% 51.94% 11.01%
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 | 48
Existing System Improved System

Total Cost 464316 Rs. Total Cost 996301 Rs.
Total Revenue 4698300 Rs Total Revenue 6003000 Rs.
Profit/day 4233984 Rs. Profit/day 5006699 Rs.
Improvements results based on KPI’s:

As the main issue in the line was high rejection rates so we have improved the system by hiring
two extra workers for alterations and rework. The calculations have showed the improvements as
 Overall efficiency, quality and performance increased.
 The overall production will increase from 900 pieces/day to 1150 pieces/day.
 The revenue will increase from Pkr 4698300/day to Pkr 6003000/day
 The total profit increases from Pkr 4233984/day to Pkr 5006699/day
 By hiring the two extra worker the labor cost increases by 55 % because the wages of
labor are not fixed and another reason of this increase is that as the improvements will be
implemented the production will increase from 900 denim jeans to 1140.
 By employing all the factors, it is calculated that the overall 15.5% profit increase which
is approximately Pkr 772715/day.
Sustainability
Sustainability refers to the capacity to fulfill the requirements of the present while safeguarding the
potential of future generations to fulfill their own necessities, without resorting to copying someone else's
work.
The apparel industry's commitment to the environment
Sustainable Materials
Fashion brands have been facing increasing scrutiny and pressure in recent years over their
environmental impact. Many of these brands are now responding to this challenge by
incorporating sustainable materials into their products. These materials include organic cotton,
recycled polyester, and Tencel, a sustainable fabric made from eucalyptus trees. By using these
materials, the fashion industry can reduce waste and energy use, which are two major
contributors to environmental damage.
Tencel, a sustainable fabric made from eucalyptus trees, is another eco-friendly material used by
fashion brands. This material is produced using a closed-loop process, which means that the
solvents used to make the fabric are recycled and reused, rather than being released into the
environment. This process also requires less water than traditional cotton production, making it a
more sustainable choice.
P a g e | 49
Figure 39: Tencel evolution
Waste water Management

The apparel industry is a significant contributor to the world's water consumption. The
production of clothes requires a substantial amount of water, from growing crops to
manufacturing textiles. However, as the world becomes more aware of the pressing need to
conserve water resources, many apparel brands are now taking measures to reduce their water
usage.
One of the most significant changes that the apparel industry has made is adopting new
technologies and processes that help minimize the amount of water used in their manufacturing
processes. For instance, some brands have incorporated closed-loop systems that recycle water
and reduce water waste. These systems allow the brands to reuse the same water multiple times
during the production process, significantly reducing the amount of water they need to use.
Another way in which the apparel industry has tackled water conservation is by implementing
water management systems that track and monitor water usage throughout the supply chain. By
analyzing water usage data, brands can identify areas where they can reduce their water
consumption and optimize their production processes. Additionally, many brands have begun to
work with suppliers and factories to improve their water management practices and reduce their
overall water usage.
The apparel industry is taking proactive measures to reduce its impact on the environment,
specifically water usage. The adoption of new technologies and processes, the use of sustainable
materials, and the implementation of water management systems are all steps in the right
direction. As consumers become more environmentally conscious, it is essential that the industry
continues to prioritize sustainable practices and reduce its impact on our planet's precious
resources.
P a g e | 50
Figure 40: Waste water treatment overview
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.
Figure 41: Labor laws

P a g e | 51
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
Figure 42: Pillars
In the following explanations, the implementation of these three pillars in Nishat Apparel
Limited were discussed.
Nishat Apparel's Efforts to Promote Environmental Responsibility and

Social Welfare
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 Pakistan, Nishat Apparel is the

second-largest contributor to the
economy.
P a g e | 52
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.
Figure 43: Training center

P a g e | 53
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.
Figure 44: Bio-mass as energy
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 | 54
Figure 45: Filter Plant
Key features of the Effluent Plant:

 COD (chemical oxygen demand) less than 150 mg/liter and BOD (biological oxygen
demand) less than 80 mg/liter.
 Capacity of 410-meter cube/hr.
 Running Load of 130-meter cube/hr.
P a g e | 55
Figure 46: Before treatment
Figure 47: After treatment
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 | 56
Figure 48: aquarium
Nishat Apparel generates 2.26 MW of electricity through their own solar panels. Thus, they had
been saving the electricity.
Figure 49: Solar Panels as source of saving electricity
Waste Handling:
Nishat apparel outsourced the backup of the wasted fiber in the form threads.
P a g e | 57
Figure 50: waste fiber as source of threads
SWOT Analysis of Nishat Apparel:
Solar panels as Quality isuues

electricity Worker Performance issues
Bio-mass as Energy Poor flow of information
Effluent Treatemet Plant
Strength Weakness
Opportunity Threats
Investment in Waste
Sustainable Prices Mismanagement
Collaboration with other brands Competition
Online Sales Regulatory Changes
P a g e | 58
Ergonomics and Safety aspects [iii][iv][v]

Ergonomics is the scientific study of designing and arranging equipment, products, and systems
to maximize efficiency and reduce the risk of injury or discomfort for the workers. In other
words, it is the practice of designing workspaces and workstations that fit the physical abilities
and limitations of the workers, enabling them to work safely and efficiently.
Ergonomics is essential in ensuring the well-being and safety of the workers, as well as
improving their productivity and efficiency. By designing workstations that fit the physical
abilities of the workers, can prevent workplace injuries, such as musculoskeletal disorders,
repetitive stress injuries, and other health issues. Ergonomics is also important in improving the
quality of work and reducing errors. When workers are comfortable and can work without
discomfort, they are more focused and productive. This, in turn, leads to better quality work and
fewer errors, resulting in cost savings and increased customer satisfaction. Moreover,
ergonomics plays a crucial role in attracting and retaining skilled workers. By creating a safe and
comfortable work environment, Nishat Apparel can attract and retain skilled workers who are
essential in maintaining the company's success. When it comes to human life, cost is not a
suitable factor for comparison. Therefore, we did not carry out any cost analysis in this context.
Light:
In all the departments, there were just ceiling lights. The light condition of offices was better.
Figure 51: Light condition in other departments
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 | 59
Figure 52: Not appropriate lighting at sewing department
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 | 60
equipment be introduced and tables be redesigned to allow for a sitting position during these
operations. The same consideration was noted in finishing department.
Figure 53: Bundling and ticketing
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.
Figure 54: improper placement in sewing department

P a g e | 61
Figure 55: improper placement in office area
Safety in the pressing department:

During our observation of all the departments, we identified the pressing area as requiring proper
safety measures. We noted that the workers in the pressing department were not following proper
Standard Operating Procedures (SOPs) and were using gas irons. The workers were clustered
together, emphasizing the need for proper worker arrangement to mitigate any potential hazards.
Figure 56: Pressing area

P a g e | 62
Risk involved in raw material (inventory) stacking:

Stacking raw materials in vertical stacks posed a potential hazard, as there was a risk of harm to
workers if a single roll or block were to fall. By conducting a risk assessment, this hazard can be
evaluated and assigned an appropriate rating.
Figure 57: Blocks of raw material
Figure 58: Rolls of raw material
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 | 63
Figure 59: Fire extinguishers
 There were proper posters and signboards regarding to the hazard identification.
Figure 60: Saftey posters
 The industry had adequate emergency exits in case of any unforeseen circumstances.
Figure 61: Emergency exit

P a g e | 64
 In the washing department, appropriate guards were installed around the washing
machines as necessary.
Figure 62: Guarding
 In the cutting department, workers were using metal gloves for manual cutting tasks.
Figure 63: Metallic Gloves
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 | 65
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
Hignett, S. (2003). Work-related Musculoskeletal Disorders (WMSDs): A European Perspective on Prevention.

iii
Applied Ergonomics, 34(4), 273-280.
Kogi, K. (2006). Global Strategy on Occupational Health for All: The Way to Health at Work. Geneva: World
iv
Health 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.

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Page |1

University of Engineering & Technology, Lahore

Production & Operation Management

Professor Dr. Qaiser Saleem

Department of Industrial & Manufacturing Engineering,

This Page is intentionally Kept blank!

Figure 41: Labor laws.....................................................................................................................49

About the Company

Geographical Spread 2021 2020

USA & Canada 4.26 3.84

Figure 1: Denim (basic)

Figure 3: Casual Wear

High fashion garments:

Figure 4: Fashion garments Figure 5: Shorts

Figure 6: cargo garments

General Process Flow:

Marketing MMC Procurement FID Sample Request

Small part sec Back sec Front Sec Assembly

PPC (Production planning and control) department

Garment Type General demand Percentage

MRP (Material Requirement Planning) Department

Step followed for fabric purchasing

Figure 7: Fabric storage

Figure 8: Fabric stored in racks

Fabric Inspection Department

Figure 9: CAD Department

Figure 10: CAD Design

Figure 11: Spreading of Fabric

Figure 12 Process flow of cutting department

Figure 13: Manual cutting machine

Figure 14: Manual Cutting

Figure 15: Automatic cutting machine

Figure 16: Waste with manual cutting

 Production will be increased

Sub Departments of Cutting Department

Figure 17: Ticketing

Figure 18: Fusing area

Serge front facing 2x Close front pocket bag 2x

Close front pkt bag curve

Make loops and cut Tack D fly bottom

To Back side section

Figure 19 Process flow of small part section

Figure 20: Sewing of small parts

Back side section:

To Front side section

Figure 21 Process Flow of back side section

Figure 22: Back section

Front side section:

Set zipper to single fly Attach zipper to D.fly

Stay notch Front pocket 2x Top stitch crotch

Figure 23 Front side section

Figure 24: Front section

Join inseam(partially) Set waist band to body

Figure 25 Process flow of assembly section

Figure 26: Assembly section

Figure 27: Quality inspection after each step

Figure 28: Final inspection

Quality control Department:

Some of the functions of Quality control dept given as follows

Figure 29: Quality Department

 To control uneven shrinkage

Figure 30: Washing machines and stone washing