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1 RAYMOND LIMITED

Incorporated in 1925, Raymond Group is one of India's largest branded fabric and fashion
retailers. It is one of the leading, integrated producers of worsted suiting fabric in the world, with
a capacity of producing 31 million meters of wool & wool-blended fabrics. It is a $ 500 million
conglomerate fast heading to cross the $ 1 billion mark, with major interests in textiles, ready to
wear garments, retailing, as well as presence in engineering and prophylactics.

In the carded woolen fabric, the group has a joint venture with Lannificio F Fedora, the world’s
premier maker of carded woolen fabric with a capacity of 2.5 million Meters of jacketing and
over coating fabric.

They produce nearly 20,000 design and colors of suiting fabric, that have found their way in over
55 countries including the European Union, USA, Canada, Japan and Australia among others.
Even as their products evolve with the times, the brand still caters to the different faces of 'The
Complete Man'- a man who is caring, sensitive and places a huge premium on relationship.

After making a mark in textiles, Raymond forayed into garmenting through highly successful
ventures like Silver Spark Apparel Ltd., Ever Blue Apparel Ltd. (Jeanswear) and Celebrations
Apparel Ltd. (Shirts). They also have some of the most highly respected apparel brands in our
portfolio: Raymond, Raymond Premium Apparel, Manzoni, Park Avenue, Color Plus, Parx and
Notting Hill.

The Raymond Group also has an expansive retail presence established thro ugh the exclusive
chain of 'The Raymond Shop' and stand-alone brand stores. They are today one of the largest
players in fabrics, designer wear, denim, cosmetics & toiletries, engineering files & tools,
prophylactics and air charter services in national and international markets. All our plants are
ISO certified, leveraging on cutting-edge technology that adheres to the highest quality
parameters while also being environment friendly.

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1.2 GROUP COMPANIES

 Raymond Ltd- Raymond Ltd. is among the largest integrated manufacturers of worsted
fabrics in the world.

 Raymond Apparel Ltd. -Raymond Apparel Ltd. has in its folio some of the most highly
regarded apparel brands in India – Raymond Premium Apparel, Manzoni, Park Avenue,
Parx and Notting Hill.

 ColorPlus Fashions Ltd. - ColorPlus is among the largest smart casual brands in the
premium category. The company was acquired by Raymond to cater to the growing
demand for a high end, casual wear brand in the country for Men & Women.

 Silver Spark Apparel Ltd. - A garmenting facility that manufactures formal suits, trousers
and jackets.

 EverBlue Apparel Ltd. - A state-of-the-art denim garmenting facility.

 Celebrations Apparel Ltd. - A facility set-up for the manufacture of formal shirts.

 J.K. Files & Tools- A leading player in the Engineering Files & Tools segment and the
largest producer of steel files in the world.

 Ring Plus Aqua Ltd. - A leading manufacturer in the engineering automotive

components.

 J.K. Helene Curtis Ltd. - A leading player in the grooming, accessories and toiletries
category.

1.3 JOINT VENTURE

 Raymond UCO Denim Pvt. Ltd. - The manufacturers and marketers of denim fabrics

 Raymond Zambaiti Pvt. Ltd. - A Greenfield facility manufacturing high value

cotton shirting.

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  J.K. Ansell Ltd. - The manufacturers and marketers of KamaSutra condoms and
surgical gloves.

 J.K. Talabot Ltd. - Our Joint venture with MOB Outillage SA, manufacturing files
and rasps for international markets.

1.4 ABOUT SSAL

Silver Spark Apparel Ltd (SSAL) is a part of an 80-year-old leading business group in the
garment industry, Raymond India ltd. It is a wholly owned subsidiary of the Textile and Apparel
major Raymond Limited. The commissioning of the Silver Spark Apparel plant marks the
Raymond Group's foray into the Global Apparel Outsourcing market, which is expected to boom
post the dismantling of the Multi Fiber Agreement. This unit manufactures suits and formal
trousers catering largely to the export markets.

Set-up at a total project cost of Rs. 42.5crores, this state-of-the-art manufacturing facility has
monthly capacity of 50,000 Jackets and 100,000lacs Trousers. With a total plant built-up area of
200,000 square feet, the facility houses specially imported state-of-art manufacturing equipment.
The specialty of the plant is the superior construction of the jacket, are in line with Italian and
Japanese quality levels, which are known for best quality jackets in the world. Fully compliant
with international quality norms, the facility has been audited and approved for commercial
production by major American and Japanese menswear buyers. 100% of the production is
exported. The major market for the firm is USA, and other markets are Japan, Canada and
Europe. The major clients include:

 Konaka (Japanese Buyer)

 Charles Tyrwhitt

 Peerless

 Sacoor Brothers

 Banana Republic

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  J C Penny

 Calvin Klein

1.3.1 STRENGTH OF SSAL (IN NUMBERS)

 Area: 200,000 square feet

 Total Man power:

 2240 operators and supervisors

 300 employees

 Total Jacket Line: 6

 5 Engineered Jacket Lines (one line dedicated for Konaka)

 1 Hand Made Premium Suit Line (produces 30 jackets daily)

 Total Trouser Lines: 5 (one line dedicated for Konaka)

 Waist Coat Line: 1

 Monthly Capacity:

 Jackets: 50,000

 Trousers: 100,000

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2.0 ORGANIZATIONAL STRUCTURE

Figure 1 Organisational structure of SSAL 1

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3.0 DEPARTMENTS

The different departments in Silver Spark Apparel Limited are

1. Marketing and Merchandising Department

2. Sampling

3. Purchase Department

4. Planning & Pre-Production Department

5. Store (Trims & Fabrics)

6. CAD/CAM & Cutting Department

7. Sewing Department

8. Finishing Department

9. Quality Assurance

10. Industrial Engineering Department

11. Maintenance Department

12. Accounts and Finance Department

13. Human Resource Department

14. Information Technology Department

15. Exim Department

16. MTM (Made To Measure)

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3.1. ROLE OF DIFFERENT DEPARTMENTS

Figure 2 Roles of different department in SSAL 1

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3.2 VARIOUS DEPARTMENTS OF THE COMPANY

3.2.1. MARKETING / MERCHANDISING DEPARTMENT

Organization Structure

Figure 3 Hierarchy in Marketing/Merchandising Department

The GM Marketing/Merchandising heads the department. There are two senior managers
reporting to him, one of the managers is responsible for the trousers and the other manager
is responsible for jacket. The managers are supported by the two and three merchandisers
respectively and an assistant for the marketing and merchandising activities.

The functions of the department are:

 Generation of orders depending on production capacity

 Sample approvals

 Purchase co-ordination

 Generation of BOM

 Delivery of shipment

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3.2.1.1 MERCHANDISING DEPARTMENT

Process flow chart

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3.2.2 FABRIC STORE

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 DELIVERY CHALLAN (DC) ENTRY:

 Material Inward

 In house Status

 Fill date, transporter, no of packages, supplier, invoice no, BOM, material,

quality, color, meters.

 PURCHASE ORDER (PO) CHECK:

 Status Report

 Item Rate

 Fabric

 Vendor Selection

 Retrieval

 Price per meter

 Minimum and maximum meters

 Match ref no

 Verify PO no.

 GRN:

 Inventory

 Order ref no.

 Po no.

 Store

 Details

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  Copy of commercial invoice

 MATERIAL UNLOADING:

 Invoice check-Invoice no., article no., item rate, item quantity, quality,
customer reference no., address

 Packing list- Roll wise detail, quantity, weight, roll no.

 Enter into racks according to classification.

 STATEMENT PREPARED:

 Sort in rack according to color/buyer.

 Enter bin card-received date, stock, issue, quantity, balance

 Main stock board entry-ref no., quantity, buy

 Materials sent to concerned person in each line

 BALE OPENING:

 Open packs

 Sort in racks

 Item

 Ref no.

 Color no.

 Buyer no.

 Piece no.

 Order no.

 Supplier

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  Defect

 Width

 Quality check

 CAD PARAMETERS

 Width of the fabric

 CSV/Non-CSV report

 Direction of the fabric

 Face side of the fabric

 QUALITY CHECK:

 4 Point system

 Scored above 40 points, roll is rejected

 40 points/100 yds or 42 points/100 mtr

 As observed, some defects can be overseen by the inspection operators, so if a roll

scored above 30 points in total, the quality checker rejects the piece after rounding it off
to 40.

 Nature of fabric plays a major role.

 SPONGING:

Sponging is done after inspection to give stability to the fabric. It is done as per the requirements
of the buyer. There is only 1 machine for sponging. WEISHI is the supplier.

 PROCESS:

 Load material. It passes through 4 chambers and shrinkage is controlled by steam

and heat fixing.

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 Time taken by the m/c to do one round of sponging- 7 to 8 min for approx. 350m of
fabric roll.

 Relaxation time depends upon the type of fabric. It can be 24 hrs. or 48 hrs.

 Steam pressure of the m/c is 0.4-0.6MPa

Figure 4 Fabric store

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Different types of fabric materials are stored in the Stores department. Six types of fabrics
are used:

 Shell

 100% wool

 Polywool

 100% Linen

 Wool Linen

 Cotton

 Pocketing

 Canvas

 Synthetic

 Horsehair

 Classic

 Floating

 Full Canvas

 Half Canvas

 Felt

 Sleeve head

 Body felt

 Collar felt

 Fusing

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  Lapel

 Reinforcement

 Body

 Parts

 Lining

 Sleeve

 Body

 Knee

Fabric is imported from Japan and China. Local sourcing of fabrics is done from Grasim and
Raymond Banswara (80%), GL International, Reiss velvet etc. Lining and fusing is ordered from
Ilshin, Ningvbo, Freudenburg.

Capacity of the stores department for fabrics is 7 lakh meters. The amount of fabrics
currently available in stores is 11 lakh meters.

Invoice is generated by the vendor for the ordered quantity. The buyer (Raymond) generates
the GRN (Goods Received Notes) once the fabric is inhouse.

Once the fabric is inhouse, it is checked for quality.

Fabric content includes the following:

 100% wool

 60% wool 40% polyester

 52% wool 46% polyester 2% elastron

 69% polyester 29% rayon 2% elastron

 64% polyester 2% lycra

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  70% wool 30% polyester

 Taffeta fabric is used for lining and pocket bags

Quality checking of the issued fabrics:

 4-point system is used for fabric quality inspection. In this method, penalty points are
given for fabric defects and total points in the inspected fabric roll is calculated.
Maximum 4 penalty points can be assessed for any single defect and that no linear
meter can be assigned more than 4 points regardless the number of defects within that
piece. Only major defects are considered. A major defect is any defect, if found on a
finished product, would classify the product as a B- grade.

 There are total 8 inspection tables. 4 – WEISHI, 4 – RAMSONS

Defect range Point evaluation

Up to 3” 1

> 3 inches < 6 inches 2

> 6 inches < 9 inches 3

> 9 inches 4

Types of Defects identified:

Defects Defect range Points

Slub 3” 2

Warp missing 1” 1

Knot 0.125” 1

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 Weft bar floats 2.5” 1

Weft thick yarn 3.5” 2

Single yellow mark 4

Oil stain 3

Weft damage 4.5” 2

Multiple pick 1.5” 1

Stain mark 4

Missing pick 9” & full width 4

Holes 4

Weft bar 4

Individual Roll Points: All decisions are based on a square meter computation. The following
is used to determine the point count for each roll.

(Total points * 100*100) / (Inspected meters * Fabric width (cm))

= Points per 100 square meters.

Inspection quantities: 100% quality inspection is followed. The fabric roll is made to slide on
the inclined inspection tables. Capacity of inspection is 1500m per day.

MUNSELL TEST:

This quality test is conducted for checking color blindness and isolate and arrange 80 hues
and Chroma of different colors. This indicates their color vision accuracy by their arranging
ability through their score.

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Figure 5 Fabric inspection machine

Figure 6 Sponging Machine

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 Inspection is done based on 10 parameters. 100% of fabric is inspected. These
parameters include:

1. Width report –Width at the starting point of the roll, at the center of the roll and

at the end of the roll is checked. Least width is considered for the marking making
process.

Figure 7 Width report

2. Shade report –Shade variation is checked from light to dark.

Figure 8 Shade report

3. Shade band –There are variations in shade in same fabric lot. Different fabric
rolls are graded according to their shades.

 Suit is cut together so that shade variation doesn’t arise

Figure 9 Shade band

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4. CSV report –CSV (Center Shade Variation). Variation of shade in the starting
point, center and the end of the roll.

Figure 9 CSV report

1 2 3 4

The panels are cut

2 1 4 3

The panels get stitched

Marker is made in the region (1-4)

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5. Shrinkage report –Shrinkage test is performed before and after fusing the shell
fabric. Minimum 8 hours relaxation is given for shrinkage test. 10% checking is
done. It is converted into % and then it is also added to the marker. It is inspected
on grain.

Figure 10 Shrinkage report

6. Fabric Inspection Summary –Overall summary of all the inspections.

7. Fabric direction –Direction of fabric is checked according to the different type

of weaves, checks and different other types of patterns. Directional fabric is

the one which when rotated by 180°, changes its pattern.

8. Fabric Side Approval –Face and back of the fabric is decided.

9. Colorfastness test –For colorfastness test, fabric is rubbed against white piece of
fabric (Crocking). If there is any color bleeding, fabric is rejected. Also, in the

finishing section, a test is practiced using per chloro-ethylene (white petrol) to

see if there is any color bleeding in the fabric.

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 Figure 11 Colour Fastness Test

10. Seam Slippage Requirement –Two small pieces of fabric are stitched together
and then stretched to identify the strength and looseness of the stitch. Fusing is
put to minimize seam slippage. (Centre back, elbow etc.)

Figure 12 Seam slippage test

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Problems faced by the Stores:

 The capacity of the Stores is less as compared to the quantity

of fabric currently available.
 Fabrics of old orders are neither disposed nor sold. Thus, taking up a lot of space.
 Rejected fabric is still stored. Removal of rejected and old fabric can
increase the space and the extra fabric rolls that are kept in an unorganized
manner in the trolleys could be assigned to the racks.

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3.2.3. Trims Store

Process Flow Chart

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MATERIAL UNLOADING

 PO check
 DC (100% quantity check)
 Materials confirmation against VAT packing list
 If OK, store at incoming goods area.
 If not OK, inform to purchase team for necessary action.

QUALITY CHECK

 2.5AQL check

 AQL>2.5, then reject.

 AQL<2.5, then accept.

 If OK, then make GRN.

 If not OK, inform merchandiser.

 Keep in rejected rack and inform supplier

 If supplier confirms for return, then return to supplier.

 If supplier does not confirm for return, dispose as per policy.

GRN

 Make GRN according to quantity

 Print invoice submit to accounts.

 Check if materials less or more.

 Inform merchandiser and purchase team for necessary action.

BIN CARD UPDATION

 Write date.

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  Date of issued and received.

 Issue old things first.

 Tally balance.

TRIM CARD

 Attach trims with their description according to BOM.

STAGE ISSUE AGAINST REQUISITION

 Cut reports from cutting department.

 Trims and their quantities are mentioned.

 Keep them ready before requisition from sewing department is received.

STACKING IN SUPER MARKET AREA

 The required trims are stacked in super market area.

 The trims are then supplied to sewing and finishing departments

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Trims Store

Different types of trims available are:

1. Zipper – One bundle has 200m of roll. No. 4 (teeth thickness) is used for Konaka. For all
other brands, no. 3 is used. Zippers are locally sourced from YKK. Zipper consists of
plastic teeth with woven mesh and metal slider. Zippers are tested for shade variation in
sliders and the weave used.

2. Thread – Threads are available of different thickness:

Tkt. 30 – Button Wrapping

Tkt. 40
Tkt. 80
Tkt. 100

Tkt. 120 – Sham hole, bartack, Int D Stitching, under collar zig- zag, button attach, X-
stitch buttons (both CF and sleeve).

Tkt. 150 – Piping

Tkt. 160

Tkt. 180

Tkt. 360 – Zig - zag at end of chest welt, Blind hem, Canvas basting

Tkt. 70 – Straight button hole, Internal saddle stitching – contrast stitch @ Facing

3. Tapes – Tapes are imported from Germany.

4. Hook & bar – Hook & bar is locally sourced from Se wing Systems. These are tested for
their dullness. Both hook and bar should be of equal shine.

5. Waistband – Waistband for Peerless is manufactured inhouse. For BRFS, it is sourced

from Ankha.

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6. Buttons – Plastic buttons with satin finish are used. Size of the buttons used is 32 ligne
for trouser and 24 ligne for jacket sleeves. These are sourced from Sacoor Brothers and
Tiger Brothers. Buttons are tested for their shape, shade and number of holes.

7. Buckles – Buckles are imported for the brands CT & BRFS.

8. Labels – Brand labels for BRFS are locally sourced while for all other brands, these are
imported. Wash care labels for CT is imported from Hong Kong. Materials for these
labels used is taffeta. Labels are tested for their material, weave, printing, width and side
folding.

9. Shoulder pads – These are sourced from Orion, Helsa, and Icon, Hyderabad. These
are tested for their shape and thickness.

10. Slotted tapes are only used for BRFS.

11. Stretch bad rolls – These are sourced from QST for BRFS.

12. Hangers – These are sourced from Anwise, China.

13. Packing materials – Polybags, cartons. For BRFS, packing material is locally
sourced. For all others sourcing is done from Allen Group.

14. Piping – Piping is manufactured inhouse and is cut at bias (50°).

15. Tags – Tags are tested for their print; size and their standard quality is met or not.

16. Button sizes with their application:

 14L – Shirt and suits

 18L – Inside Suit

 24L – Trouser and Jackets

 26L – Jackets

 27L

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  28L - Trouser

 32L - Jacket

 36L

 40L

 24L & 32L are the most commonly used button sizes.

GRN is generated using STAGE. GRN contains PO, stamp at the security, invoice number
and date, BOM, remarks and signature of the authorities.

Sr. No. TRIM SUPPLIER SIZES DESCRIPTION

1 Thread Gutermann 120 tex 100% polyester.

Sewing thread.

Core yarn.

2 Thread Fujix King 90 tex 100% polyester.

Used in overlock

machine for

Konaka

production.

3 Thread Fujix King 50 tex 100% polyester.

Pocketing and

sewing thread

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4 Thread Gutermann 180 tex 100% polyester.

Overlock thread.

5 Thread Gutermann 70 tex 100% polyester.

Button Attach

thread

6 Button Fashionable 15 L

Buttons

7 Button Scotch Buttons 15 L Urea buttons. Used

in Konaka jackets.

8 Button Tiger Button Co. 24 L 12 Gross in 1 box.

Inc.

9 Button CatHay Pacific 24 L 10 Gross

10 Button CatHay Pacific 32 L 5 Gross

11 Tape BTSC Co. Ltd. 20mm

12 Button BTSC Co. Ltd. Covered Metal

13 Fish Tags Catalyst

14 BRFS Tags Avery Dennison

15 Shoulder Pads Helsa Fashion

Shaping

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16 Shoulder Pads Orion

17 Labels Siroset Eco

Waistband
Curtains and
Pocketing
18 Linings Anka Textiles

Helsa-Icon India 16 mm Satin 93% poly, 7%

19 Trouser Braid Pvt. Ltd. Tape polyamide

20 Paper hangtags Muratani and Co.

YKK-Zipper,

21 Slider LIMS, Chennai

Ryyty Apparel

22 Button Resources 24 L 100% Polyester

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ADDITIONAL TESTS PRACTICED IN STORE

CROCKMETER

Figure 14 Crockmeter

TESTING PROCEDURE:

Dry Rubbing

•Use the holding clamp to mount the sample on the baseboard of the
Crockmeter. Ensurethe sample lays flat on the baseboard.

•Two tests are performed, one along the direction of the warp/length and the other
of the weft/width.

•Mount a dry crocking square cloth over the end of the peg on the Crockmeter and
hold it by means of the spring clip provided.

•Rest the peg on the sample.

•Set the machine for 10 cycles (back and forth).

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WET RUBBING

•Wet a crocking square cloth with 1-2 drops of distilled/deionized water.

•Carry out the test as the procedure for dry rubbing.

•Allow the tested rubbing cloth to dry at room temperature.

EVALUATION OF RESULTS:

• Eliminate the pulled out dyed fibers retained on the surface of the cotton
rubbing cloth.

• Assess color staining using the Grey scales for assessing staining.

SHRINKAGE TEMPLATE & SCALE

Figure 15 Shrinkage template and scale

TESTING PROCEDURE:

•The bigger template has Slots in both Vertical & Horizontal direction.

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 •Place the template on sample fabric; please make sure that the fabric is in flat
position before marking.

•Hold the template firmly & mark on all slots by a marking pen which easily
goes inside the slot.

•The marked fabric is washed or dry-cleaned & dried (as per the method required).

•Now place the calibrated scale on the marks in each direction.

•The calibrated scale directly indicates percentage shrinkage or stretch. You

may take minimum of 3 readings for accurate results.

GSM CUTTER & GSM WEIGHING BALANCE

Figure 16 GSM cutter and GSM weighing balance

TESTING PROCEDURE:

• Put the fabric under the GSM Cutter and rotate it to cut a sample circle
of 113mm diameter.

• Weight the fabric with the GSM Weighing Balance.

• The cut sample is 100 sq.cm. The weight of the cut sample is multiplied by 100.

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 • The result is the GSM of that fabric.

• COLOR MATCHING CABINET

Figure 17 Colour matching cabinet

TESTING PROCEDURE:

• The sample to be checked for the color difference is placed on the 45-degree
viewing angle along with the buyer original.

• Used to match the shade cards used in dyeing for the perfect match of shades.

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• Light Source • Type of Light • Colour Temperature

• D – 65 • Artificial Daylight • 6500 K

• INCA • Incandescent light • 2856 K

• TL - 84 • Fluorescent Light • 4150 K

• CWF • Cool White Fluorescent • 4150 K

• UV • Ultra Violet Light • Ultra Violet black light

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CREASE RECOVERY TESTER

Figure 18 Crease recovery tester

TESTING PROCEDURE:

•Take samples of size 50 x 25mm, in both warp direction and weft direction of the fabric.

•Bring both ends of the sample together to fold it.

•Place the sample below the weight assembly to crease the sample for 60 seconds
and then take it out.

•Leave it for 60 seconds to relax.

•Clip one end of the sample with a spring- loaded clamp and other is allowed to fall
free under its own weight.

•Open the locking pin to rotate the disc.

•Rotate the disc in a clockwise direction until the free-falling end of the sample
comes parallel to the vertical arm.

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 •Measure the angle of recovery from the circular measurement scale after 5 min
of inserting the sample into sample jaw.

BUTTON PULL TESTER

TESTING PROCEDURE:

Figure 19 Button pull tester

 •The snap component is gripped by the Upper Snap Clamp and the garment is fixed to
the lower Fabric Clamp.

•By turning the hand wheel, the operator can apply a specific force according
to the buyer’s requirement.

•The setup is then kept still for 10 seconds.

T.S CALE SKEWING TESTER

Figure 20 T-scale skewing tester

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TESTING PROCEDURE:

•Keep the T-Scale on the sample fabric; please make sure that the fabric is in
flat position before marking.

•Hold the scale firmly & mark on the two smaller slots with a marking pen
which easily goes inside the slot.

•Mark at 1 meter from the intersection in the perpendicular direction.

•The marked fabric is washed or dry-cleaned & dried (as per the method required).

•Now place the T-scale in the same position of the two smaller slots and mark at 1
meter in the perpendicular direction.

•Now measure the distance between the two 1-meter marks which shows the skewness
of the fabric.

TENSILE STRENGTH/SEAM SLIPPAGE TESTER

Figure 21 Seam slippage Tester

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TESTING PROCEDURE:

•Prepare samples of the production seamed panel that reflects the seams to be used
in the end garment.

•Samples must be 100mm in width and approximately 150mm in length with the
seam central and parallel to the width.

•Use the appropriate clamps to hold the sample.

•Push the load button to execute the test.

•The machine then shows the peak force result i.e. the tensile strength.

3.2.4. Production Planning and Control (PPC)

The existence of this department is of utmost significance to ensure the effective and efficient

working of the whole unit. The function of this department, in a nut shell, is to prepare a basic

time plan for the whole unit i.e. when to load which order and inform all the related departments
accordingly in the sequence of their working.

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Planning:

This department does all the planning related to the production and the delivery. They do of loading
plans for the lines, fabric details plan and the shipment plans. The department plans the

entire production process from the receipt of the fabric, the cutting plan, the quantity time
of loading, type of fabric to be loaded etc.

 Receive factory booking grid, prepared by the marketing department containing

month vs. buyer details

 Order execution plan is prepared 120 days in advance

 After receiving all this information, PPC talks to the T&A dept. to prepare a
line plan, style code wise.

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3.2.5. Cutting Department

Process Flow Chart

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Cutting department has five sections:

 CAD

 Pattern Making

 Spreading

 Cutting

 Bundling

 Fusing

CAD section is responsible for making the markers made by the pattern making department and
accordingly release the lay reports and cut order plan.

Spreading department is responsible for spreading the fabric according to the lay reports released
by the CAD department.

Cutting section cut the spread lay according to the online marker sent by the CAD section. Also,
a hardcopy of mini marker is provided to them hence when the pieces are cut, they are marked at
the very moment to avoid confusion.

Ticketing & bundling section number each part so that while sewing proper parts of the jacket or
trouser can be matched.

3.2.5.1. CAD:

CAD section is responsible for making the markers made by the pattern making department and
accordingly release the lay reports and cut order plan. Spreading department is responsible for
spreading the fabric according to the lay reports made by the CAD department. The various
spreading modes include:

 Face up

 Face to face

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CAD Process flow chart

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 3.2.5.2. Pattern Making

PROCESS FLOW CHART

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3.2.5.3. Spreading Section:

Process Flow Chart

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Types of laying methods:

 Manual Spreading:

 Manual spreading is done for Lining and Shell fabrics. After the fabric is
issued from warehouse, it is first blocked, then two persons lay fabric
according to the length of marker.
 Generally, a lay is of 5–7 m length and a layer of 50–60 plies is made according
to the cut plan. During spreading all the plies are matched properly on both the
sides by workers.

 Automatic Spreading:

 Automatic spreading is done for Trims like Fusing, Canvas, Felt etc. only. Fabric
rolls are first temporarily stored in shelves near the spreading tables. From here
they are loaded on the automatic spreaders.

Relaying

In case of some stripe and checks fabrics, the alignment in proper position is very important in
order to have a required design match. It is achieved by re-spreading the block cutting layers
with the help of pins and then cutting it precisely on band knife cutting machine to get the ready
cut parts. Block, relay cutting for Konaka – stripe fabric.

48
3.2.5.4. Cutting Section

Process Flow Chart

49
Cutting Process:

The cutting department receives shell fabric, lining, fusing, canvas, pocketing from the stores,
while referring to the indent.

Along with the fabric, the cutting department also receives CAD markers from the CAD
department, which includes the spreading report and the ratio details. Marker gives an idea about
the lay length.

Cutting Capacity: 2000 jackets, 3500 trousers

Critical factors while cutting by CAM:

 Vacuum- 15 cm/Hg

 Knife speed-3000 RPM (maximum)

 Cut speed- 2743 cm/min

 All the pieces on marker can be given a number and can be cut as desired.

Cutting Check Point:

 Marker plan should be strictly followed.

 All cut panel shape and size should match with marker plan.

 Notch should be perfect & of required size and type.

 Panel should perfectly match with the pattern.

 Cut plotter marker should be attached to stack of cut part with a rubber band.

50
3.2.5.5. Fusing Section

Process Flow Chart

51
The fusing parameters (temperature, pressure and speed) are set as per the fabric and interlining
quality. Both woven and non-woven fusing are used as per specifications. The fusing parameters
are:

 Temperature: 130 deg. Cel.

 Speed of the fusing machine: 15-25 m / min

 Pressure: 3 bar pressure

 Bond strength: 1000 gm bond strength.

 Panel checking / final auditing after fusing is done.

Fusing Machines

 Model-Cool Stream 1.6 mb (Reliant machinery limited)

 Total quantity- 3

 It is equipped with Air Floatation mechanism.

2.4.5.6. Stickering / numbering

 The numbering of parts is done for a particular lay in order to avoid the problem of shade
variation in the garment and to assure the different parts for a single garment from the
same layer of the fabric.

 In addition, it helps the workers to have a perfect count of the parts and thus, helps in

avoiding the misplacement of parts.

Panel inspection

 100% inspection of all the parts is carried out in order to check for any defect in the
fabric, line matching and any other problem.

52
 After inspection and rejection, re-cutting of defective parts is done and required
numbers of pieces are cut of the required part of the required size.

 Then after the cut parts are ready, they are issued to the sewing department, where they
are bundled for appropriate WIP maintenance.

 The extra rolls are sent back to the store. But the end bits are still kept in the
cutting department only, till the order is shipped.

53
3.2.6. Sewing Department
Process Flow Chart

54
Sewing department’s function is the crucial and most vital job in a garment industry. This
department makes the plans, pattern and material in to a garment; this is the place where actual
production takes place. After the fabric is released from cutting, it is passed on to the sewing
department for the sewing. The various parts are stitched together to form the garments. The
sewing section is comprised of:

 Jacket Lines

 Trouser Lines

 Waist coat line

3.2.6.1. Jacket Line

There are five jacket lines at SSAL, the brief description of their capacity and clientele is as
follows:

Figure 22 Jacket line capacity

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Each Jacket line is composed of 7 Sections except Line-2 and HMS:

 Front
 Lining
 Sleeve
 Assembly - 1
 Assembly - 2
 Small parts
o Canvas

o Welt pocket

o Facing

o Flap chest

o Pocket bag

 Collar

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The SAM for a basic Jacket is approx. 70-85 min and that for Japanese (Konaka) jacket is
approx. 90-105 min.

The Jacket line follows the UPS system of production. The material moves on
pneumatically controlled overhead hangers, which uses the principle of gravity beautifully.

The different types of jackets made at SSAL are:

 Half Canvas

 Full Canvas

 Floating Canvas

 No vent

 Single Centre Vent

 Double vent (one on each side)

 Full Lining

 Half Lining

The Jackets produced at SSAL are world class and can be compared with the quality the
quality produced anywhere in the world.

The major buyers are:

 Calvin Klein

 Michael Kors

 Sacoor Brothers

 Charles Tyrwhitt

 Banana Republic

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 Peerless

 Konaka (Japan)

 Raymond Apparel Ltd

Panels of Jacket: 73 (Style - CT)

 Shell - 22

 Lining - 20

 Canvas - 10 (4 Sleeve, 6 Chest)

 Buttons - 10 (8 Cuffs, 2 front)

 Pocket bag - 6

 Felt - 5 (2 Chest, 2 sleeves, 1 Under collar)

No. of operations (Style - CT):

 Front - 30

 Sleeve- 13

 Lining- 23

 Small parts:

Flap Pocket - 3
Chest Canvas - 3
Pocket - 2

 Collar- 8

 Assembly - 21

58
3.2.6.2 Trouser Line

The operation of Trousers line is categorized into four sections:

 Small Part preparatory section

 Front and Back

 Assembly

 Waist Band Preparation

In the preparatory section the basic parts of the garment is matched and graded for the
production. Then it is sent to the front and back end line where the front side and the backside of
a trouser are made and finally to the assembly line for the final assembling of the parts. There are
Five trouser lines at SSAL.

The different types of trousers made are:

 Double pleated

 Single pleated

 Flat front

 Trouser with lining

 Trouser without lining

 Trouser with bottom cuff

 Trouser with normal bottom hem

The material handling and movement in the preparatory and front & back sections is on trolleys
and the assembly lines are based on UPS system.

The material flow is on manually controlled overhead hangers.

The SAM for a trouser is around 30 mins.

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3.2.6.3. Waist coat line

The line consists of 4 sections:

 Front

 Front lining

 Back lining

 Assembly

There are basically two types of waist coat

 Single sided

 Reversible

The SAM for a basic waist coat is approx. 36-45min. The line follows the bundle system of
production. The material moves on long tables in bundles.

The major buyers are:

 Jaeger

 Sacoor Brothers

 Charles Tyrwhitt

 Banana Republic

 Peerless

 Konaka (Japan)

 Raymond Apparel Ltd

Parts of waist coat: (Style - Konaka)

 Shell - 11

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 Front Lining - 2

 Back lining - 6

 Buttons - 5

 Pocket bag - 4

 Buckle - 2

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3.2.7. Finishing Department

A customer’s interest in a garment is evoked by the final presentation of it in any store. The
finishing department does just that, in the sense that it ships neatly packed goods.

The objectives of finishing are:

 Improve the appearance of the garments

 Improve the drape by pressing

 Improve the durability of the garments

 Packing for dispatch

The finishing facility at SSAL is highly mechanized with modern state of art machinery. The
finishing department at SSAL also has the exclusive license to use the “SI-RO-SET chemical”
for permanent crease setting. It is used for both jackets as well as trousers.

Formats Used:

 Daily line wise report: received, packed, remaining and WI

 Total production and receiving report

 Hourly Receiving file

 Trims receiving file

 Alteration file

 Stock details in finishing and warehouse

 Total dispatch report and revenue generated

 O.C.R. (order completion report)

 Production Capacity: 80-100 per hour per batch

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Process flow of Jacket finishing

63
Process flow of trouser finishing

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3.2.8. Warehouse department

 Capacity: 80,000 units

 Software’s used to maintain the data of warehouse are GTNXS and Total Sourcing.
 To regulate the temperature, there are 7 humidifiers installed in the warehouse.
The temperature is maintained to 32°C.
 Two types of containers are used for loading: 20 feet and 40 feet FCL and LCL.
 Metal detection system is used for the orders of Konaka.

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66
OVERVIEW

 Garment pieces are brought to the warehouse and delivered to the

buyer immediately. The units are not stored for much longer period of
time.
 In case of trouser packing, initial packing is done on the sewing floor itself. A trouser
carton can hold up to 14 to 24 units. This is done as per the demand of the buyer. After
packing is done on the sewing floor, the cartons are brought to the warehouse. Here, the
cartons are opened, and the units are physically counted and verified if the number of
units are in accordance with the buyer’s demand. These cartons are then repacked and
are ready to dispatch.
 There are 10 lines in the warehouse for the storage of garments on hangers (GOHs).
Lines 1,2,3,4,5 are meant for Konaka with capacity of 350 units. Lines 6,7,8,9 are meant
for Peerless with capacity of 1000 units. Line 10 contains units from all the buyers other
than Konaka. Here, all the units are loaded and then segregated into other lines
according to their buyers.
 In case of production delays, the recent orders are dispatched immediately while the
previous ongoing orders are made to stay in warehouse. The number of units
dispatched are as per the buyer’s requirement. If the buyer does not demand any
further, the left pieces are sent to the outlet of the company for sale at cheaper rates.
Maximum time allowed in the warehouse is 18 weeks.
 Barcodes are used on individual units and the cartons and other packing trims as per
the demand of the buyers specially CT, Peerless, and BRFS.
 Trims such as hangers, polybags, cartons etc. are checked for quality issues. There are
three types of audits done before shipment: internal, external and final. Internal audit is
done within the department, external audit is done by the merchandizing personnel and
the final audit is done by the buyer. In case the product fails in the final audit, it is sent
back to the department for the rectification of the defects.

67
Mode of Shipment – Ocean Freight

Containers used are full container load (FCL) and lesser than container load (LCL).

Full Container Load means that all goods in the container are listed on a single Bill of Lading
and are owned by a single party. It does not matter how full the container is. 2 types of FCL
used are 20ft and 40ft.

Figure 23 Container dimensions

Container dimensions

40ft high cube

20ft container 40ft container

Inside length 5.89m 12.01m

Inside width 2.33m 2.33m

Inside height 2.38m 2.38m

Door width 2.33m 2.33m

Door height 2.28m 2.28m

Capacity 33.18cbm 67.67cbm

(28 cbm in practical) (58 cbm in practical)

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Tare weight 2229kg 3701kg

Maximum load 28000kg 28000kg

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Lesser than Container Load enables importers to ship smaller amounts of cargo that’s not of a
large enough volume. LCL is charged based on the volume, set in cubic meters. LCL shipping
is a cost-effective solution for smaller shipments as you only need to pay for the volume of the
space used.

FCL/LCL Differences:

1. FCL shipment will be loaded and sealed at origin by your supplier or the manufacturer,
then shipped by a combination of ocean, road or/and rail to your destination.

The LCL shipment will be exposed for consolidating once at the loading port, and for sorting
out again at the destination port.

2. The bill of lading of FCL shipment will be issued directly by the official shipping
line. The bill of lading of LCL shipment will be issued by the freight forwarder.

3. LCL service charges more than FCL when it comes to shipping cost per unit.

4. Shipping mark, which is written symbol or symbols that are printed on outer
package, is mandatory for LCL shipment.

Advantages of FCL over LCL:

1. FCL can be tracked directly from the shipping company.

2. FCL shipment will be safer.

3. LCL shipments will take longer to process.

4. FCL unit freight cost will be cheaper.

In SSAL, GOHs (Garment on Hanger) is shipped through FCL and garment packed in cartons
are shipped through LCL.

Mode of shipment is generally by sea. Nearest port is Chennai. Hence the loaded truck is first
sent to Chennai and then the delivery is done to the respective country. In case of very late
orders, shipment is done through air and the cost of air shipment is borne by the company.

70
The incoterms followed for the shipment are FOB (Free on Board) and CIF (Cost, Insurance and
Freight). FOB is the one in which the delivery of goods on board the vessel at the port of origin
is at the seller’s expense. Buyer is responsible for loading fee, main carriage/freight, cargo
insurance and other costs risks. CIF is the one in which the seller must in addition procure and
pay for insurance for the cargo insurance and delivery of goods to the port of destination and the
buyer responsible for the import customs clearance & other costs and risks.

KEY OBSERVATIONS

 BRFS & EXPRESS demand for box packaging

 There are total 7 dehumidifiers installed inside the warehouse (Durex
brand). Temperature varies from 25 deg to 32 deg Celsius.
 OCR (Order completion report) is made which covers all the information related to
a order for e.g. Po no., cut quantities, order quantities etc.
 CT-PAT Copy – It is basically an agreement that enlists anti- terrorism norms.
 LOADING
 Hammer test is done to check any hollow region inside the container.
 While dispatching, pictures at 25%, 50% and 100% of loading is taken and sent to the
buyer as a form of proof.
 Konaka requires packaging space of 4 fingers between each garment while other buyers
have no such demands.
 Out of 1-50 lot of garments, 8 samples are checked. If rejection – the garments goes for
rescreening or alteration.
 Sometimes, when in an order, the company fails to dispatch the required no. of
garments to the buyer, it sends of the remaining garments along with next order.
 When an order gets delayed, air shipment is carried out, but the cost incurred is too high.
 The polycovers in which the garments get packed, have a specified width, length and
grain (thickness of about 100 grain)

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3.2.9. Industrial engineering department

Industrial engineering department is the brain of any industry and garment industry is no other
exception. The industrial engineering department is responsible for all the factory operations.
The operation of this department starts from the receipt of the order from the buyer. Once the
customers place the order the merchandise department forwards the order to the industrial
engineering department for the processing. They then prepare the CM cost (cut make cost). This
includes Operational run:

 SAM (standard allocated minute) for each individual operation

 Cost per machine hour is calculated

 Standard achievable efficiency, etc. are calculated and forwarded back to the
merchandise department

The operation continues once the order is confirmed. The APS or the Approved Production
Sample is given to the department, here the sequence of the process is studied, and the necessary
suggestions for changes are made if required. And also in the receipt of the confirmed order the
complete operation bulletin is prepared, along with all the attachments, guidelines and files the
documents are forwarded to the production department with all other accessories.

They also have certain functions like going to the line while the batch is set, during menu style
loading and so on. They ensure the process is running smoothly the go for continues checking till
the first product comes out. After that they will have a periodic check for line balancing exercise
for productivity improvement. They also monitor the manpower allotment. The finally the
reports generate, and the performance is evaluated as per the actual target and the achievement
and the same report is sent to the management. The industrial engineering department also under
takes projects, setting up line’s maintenance &utility, R&D activities etc.

72
Figure 24 Productivity report

73
Figure 25 Operation bulletin

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 APPAREL INTERNSHIP AT SSAL-2018

Figure 26 Skill Matrix

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3.2.10. Maintenance department

The department is responsible for all the maintenance activities in the organization. This
department does all sorts of maintenance, the machine maintenance, utility equipment
maintenance, and other maintenance in the lines.

Organization Structure

The Head Manufacturing (GM) heads the department. The Manager Maintenance reports to the
Head Manufacturing (GM) regarding the activities in the Maintenance Department. The
Assistant Manager Maintenance supports the manager and has five senior executive and twenty
junior executives reporting to him.

Work done by maintenance department:

 Servicing of machine.
 Checking of Boilers for steam.
 Electricity supply—if power is gone then starting of generator.
 Building maintenance.

76
  Oil change.
 Replacement of defective parts
 Servicing of Motor.
 Checking of Motor.

Functions of maintenance apart from machine maintenance include:

 Steam & Boiler

 Vacuum& Compressor
 Air pollution control
 Electricity related issues
 Housekeeping
 Water recycling
 Gardening
 Sewage Treatment Plant
 Plumbing Work
 Carpentry Work etc.

3.2.11. IT department

The information technology department consists of 3 people in all.

The ERP used is STAGE, on which end to end documents are synchronized from purchase order
till shipment confirmation. The software is updated as soon as the latest version is available. It
has been upgraded 4 times since adopted. It accommodates 50 users.

Other than the ERP, other software usage is in CAD/CAM department. Gerber 6.0 was adopted
in 2004 during the establishment of the facility.

The department follows a proper set Standard Operating Procedures. It states the terms and
conditions about the usage of data by each and every employee along with their login id and
password and other authorization details

77
3.2.12. Human resource department

Department Structure

The Human Resource Department is headed by the HR manager, under who is the assistant
manager.

The department also comprises of junior managers for different sectors like Recruitment,
Welfare, Transportation and Payroll. The total strength of the department is 16, including various
office assistants and trainers.

The recruitment can be in various formats like Campus placement Cells, In-office recruitment,
Recommendations or Walk-In Interviews depending on the requirements of various departments
prior in hand with the HR.

Every employee and operator is made to set up a new salary account in which the paychecks
are deposited every month. A muster roll and absentee register is maintained for proper records.
All the operators are on a fixed wage basis. Overtime is paid as double the amount of their
basic.
The HR is also responsible for making sure the presence of floaters and contracted labor.

The welfare segment takes care of the basic amenities of the operators since 95% of them are
female operators. They are provided with the facility of Child-Day care. Also, once in a month,
the operators are engaged in recreational activities.

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3.2.13. Quality Control Department

The objective of the quality control department is to deliver quality product by thoroughly by
checking the quality of the product produced the production department as per the
requirement of the buyer.
Quality Assurance department has its presence in every stages of the production. The Quality
Assurance Department’s function starts with receipt of the fabric that is, once the fabric and
trims reach the stores the quality of the fabric and trims are checked. The operation continues
throughout cutting and sewing process.

After each operation the quality checks are done and in the finis hing department a detailed
quality check is done and is sent for alteration in case of any defects, finally approve the trousers
and jackets for packing.

The objective of quality department:

 To impart quality in the product

 To ensure that the product has achieved the quality parameters of buyers.
 To restrict the defects entering the final product

Sub objectives:

 To check the products for any defects

 To send back the pieces for alteration
 To recheck the altered pieces for any defects possible
 To clear the product for packing and shipment

Organization Structure

The Head Manufacturing (GM) heads the department. Plant Manager assists the GM in all the
manufacturing activities. The Quality Assurance Manager reports to the Plant Manager. The
shift in charge supports the Quality Assurance managers in the quality checking operations.
There are twelve quality controller and sixty- nine quality checkers reporting to the Quality
Assurance managers.

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Quality hierarchy of SSAL

QC in stores - raw material inspection

Figure 27 Quality procedure in stores

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Quality in cutting

Figure 28 Quality procedure in cutting

After spreading, the fabric ply is pulled with the help of perforated paper to the automatic cutter.

Fabric is cut through automatic cutting machine.

Cutting inspection criteria

100% cut blocks (top/mid/bottom pieces) are inspected with the pattern by stationary
checkers for below mentioned points:

 Notch depth/missing notch

 Wrong size
 Wrong serial number
 Panel length/width
 Parts missing
 Mismatch stripe/checks
 Bowing cut parts
 Shape off/wavy cut

81
 Quality in Fusing

Figure 29 Quality procedure in fusing

Quality in sewing

Figure 30 Quality procedure in sewing

100% inspection of jacket& trouser is practiced in the company.

82
Parts

1. Front & Back inspection report of Quality checking.

2. Front Measurement inspection random.

3. Lining inspection Quality report.

End line

1. End line Inspection report for 100% inspection.

2. End line inspection report for random measurement.

3. Jacket

Figure 31 Zones in jacket

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Zone A Top-Quality Surface exposed to close customer scrutiny & affecting the
finished appearance of garment. (Front & Back Section of Jacket)

Zone B Surface area where spots are less conspicuous to customer viewing (Under Sleeve
&Upper Sleeve)

Zone C Internal Surface that are somewhat hidden from Customer view. (Inside of Jacket i.e.
Lining)

Trouser

Figure 32 Zones in a trouser

84
 ZONE A: Top quality surface exposed to close customer security & affecting the finished
appearance of the garment

ZONE B: Surface area where spots are less conspicuous to customer viewing

ZONE C: Internal surface that are somewhat hidden from customer view

Quality in finishing

Figure 33 Quality procedure in finishing

85
Made to measure

Raymond Group Company provides a mass customization to customers of suits and trousers.
Made to measure typically refers to the clothing that is sewn from a standard size base pattern.
The base pattern is altered according to the measurement & fit required by the customer.

The concept behind made-to-measure is to provide the customer a tailored fit garment with high
quality like readymade garments, with the fabric, trims, style & design according to the need of
the customer. Since the made to measure garment is manufactured by following the traditional
method of measurement and industrial method of manufacturing with much attention to minute
detailing, its quality is like and even better than the ready to wear garments.

The steps followed by made-to- measure can be summarized as: -

 Taking measurements of the customer.

 Getting the closest try on garment and trying that on the garment.
 Pinning the trial garment according to the need and fit of the customer
 Taking the pictures to help the pattern master to understand the fit requirement and to
work on intuition.
 Selection of the fabric, style by the customer
 Conveying all the collected data to the manufacturing unit
 Selecting the base size and doing the alteration according to the need of the customer
 Developing the customized garment

Made to measure differs from ready to wear garments

 The garment is made according to the measurement of the customer, so it gives a

proper fit.

 MTM garments are made in industrial way with advanced technology and thus minimize
human errors.

86
  MTM gives the customer the advantage of choosing the fabric, style and trims.

 MTM allows the customer to customize the garment from start to finish.

 The final garment produced is of very high quality.

MTM department at SSAL

This is a totally separate department at silver spark, which deals with made to measure garments,
i.e. Jackets and trousers. This department started in 2006, but truly it came into existence after a
huge research and development of 2 years in the year 2008.

87
Working process flow of made to measure garment

Figure 34 Process flow in MTM

88
Terminology frequently used in made to measure (MTM department)

 Try ons- try ons are the jacket/ trouser/ waist coat which is of different sizes and styles. It
is the set from which a customer uses for the trial purpose. It is always kept in the retail
store/ shop floor for the trial basis. For men, the try on set is of 5 different drops (0, 2, 4,
6, and 8) from sizes
 Jacket/ trouser size- the sizes correspond to the half of the chest measurement (for
jacket) and half of the waist measurement (for trouser). As an example, if the chest is of
100 cm the size of the jacket is 50. And if the waist is 80cm the size of the trouser is 40
 Drop- it is defined as difference as the difference between half of chest measurement and
half of waist measurement.

Sub Departments Of MTM

 CAD Department

o This sub department works on the principle when orders are made by customer in
the shop and received from the internet or dot net software to the cad department.
And then this department makes the track sheets, alteration of patterns according
to the customer requirements, makes the marker, put a sample swatch of the fabric
and write the code for threads, linings, buttons and wash care labels.

 Fabric And Trim Store

o There is a various collection of fabric and trims that is stored in the form of rolls.
The collection may be of all black, exclusive collection, premium jacket, premium
collection, premium trouser, wool rich and pure wool. Also, there is collection of
labels, threads, buttons, and hook and bar, etc.

 Cutting Department

The fabric is received from the fabric store with the help of track sheet. The fabric is
spread, cut, numbered, fused, ready cut and checked before it is loaded to the sewing
lines.

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 SEWING DEPARTMENT

o This department receives the input from the cutting department. All the cut parts
are attached sequentially in order to make the desired product. During sewing,
quality is maintained at each operation and the final product is quality approved.
The various operations in this department are the sewing, trimming, quality
check, etc.

 FINISHING DEPARTMENT

o The stitched garment is sent to the finishing department for the final finish of the
garment. This department enhances the look. They provide a final touch to the
garment through ironing and finishing tools.

 PACKAGING DEPARTMENT

o The finished garment is packed into the corrugated box and is taped properly
to prevent any kind of damage that can be caused to it during shipment.

 DISPATCH

o The packed garment is then supply to the concerned store where the order
was placed, through the courier service

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 PROJECT 1:

WIP MANAGEMENT

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 APPAREL INTERNSHIP AT SSAL-2018

4.1 WIP MANAGEMENT

4.2 ABSTRACT

This project documents the efforts to create standardize value stream in both trouser and jacket.
The project majorly includes monitoring information related to WIP, defects occurring, machine
reliability, time taken in the whole process, and other various aspects in the concerned stream.

Value Stream Mapping (VSM) is done based on time study of the selected sewing line (in both
trouser and jacket) and analyzing the current stream with comparison to the future stream
considering a relevant logic behind the same. This helped to overcome the WIP present at
various operations in line and showcasing the various techniques through which it can be
reduced. Finally, this leads to the development of a comparative Value Stream showing both the
current and future stage VSM.

Keywords: standardize, sewing operations, work-in-progress, defects pre hundred units, time
study, machine reliability, process time, cycle time, lead time, customer demand, takt time, work
content.

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 APPAREL INTERNSHIP AT SSAL-2018

4.3 INTRODUCTION

4.3.1 TITLE OF THE PROJECT

The project conducted in The Company, helps to create a standardize value stream and also helps
in maintaining WIP; it also helps in generating OB, SAM and performs line balancing. It is
entitled “VALUE STREAM MAPPING in TROUSER and JACKET”

4.3.2 NEED OF THE PROJECT

Value Stream helps you visualize more than just the single-process level, i.e. assembly, finishing,
etc., in production. You can see the flow. It helps you see more than waste. Mapping helps you
see the sources of waste in your value stream. It provides a common language for talking about
manufacturing processes. It makes decisions about the flow apparent, so you can discuss them.
Otherwise, many details and decisions on your shop floor just happen by default. It ties together
lean concepts and techniques, which helps you avoid “cherry picking”. It forms the basis of an
implementation plan. By helping you design how the whole door-to-door flow should operate —
a missing piece in so many lean efforts — value stream maps become a blueprint for lean
implementation. Imagine trying to build a house without a blueprint!

It shows the linkage between the information flow and the material flow. No other tool does this.
It is much more useful than quantitative tools and layout diagrams that produce a tally of non-
value-added steps, lead time, distance travelled, the amount of inventory, and so on. Value-
stream mapping is a qualitative tool by which you describe in detail how your facility should
operate in order to create flow. Numbers are good for creating a sense of urgency or as
before/after measures. Value-stream mapping is good for describing what you are actually going
to do to affect those numbers.

4.3.3 OBJECTIVES OF THE PROJECT

4.3.3.1 PRIMARY OBJECTIVE

I. Identifying the critical value stream on the shop floor.

II. To examine present level of applying VSM in apparel manufacturing organization.

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III. Reducing non-value-added activities across the product line and assembly line.

IV. Transforming the proposed work flow into a lean system.

V. To propose potential avenues for improving current level VSM.

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4.2.4 BACKGROUND STUDY

Value stream Value stream mapping, a lean manufacturing tool, which originated from the TPS,
is known as “material and information flow mapping.” This mapping tool uses the techniques of
lean manufacturing to analyse and evaluate certain work processes in a manufacturing operation.
This tool is used primarily to identify, demonstrate and decrease waste, as well as create flow in
the manufacturing process. VSMs can be created merely using paper and pencil; however more
advanced maps are created using Microsoft Visio as well as Microsoft Excel. Below you can see
an example of a very basic VSM created with Microsoft Visio.

Figure 35 Example of VSM

4.2.4.1 What is Value Stream Mapping in garment industry?

Value stream mapping is a lean manufacturing tool which helps in defining, documenting &
analysing the value stream of performing processes for continuous improvement. It is not just
defined processed but the best possible method in order to make even more improvements later
with the help of identifying waste and improvement in inventory with the reduction in lead time.

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4.3 LITERATURE REVIEW

4.3.1 VALUE STREAM MAPPING

Value stream mapping, a lean manufacturing tool, which originated from the TPS, is known as
“material and information flow mapping.” This mapping tool uses the techniques of lean
manufacturing to analyses and evaluate certain work processes in a manufacturing operation.
This tool is used primarily to identify, demonstrate and decrease waste, as well as create flow in
the manufacturing process. VSMs can be created merely using paper and pencil; however more
advanced maps are created using Microsoft Visio as well as Microsoft Excel.

The creation of a VSM is divided into five basic steps:

1) Identify the product.

2) Create a current VSM.

3) Evaluate the current map, identify problem areas.

4) Create a future state VSM.

5) Implement the final plan.

The first step, identifying the product, consists of choosing which specific product the VSM will
focus on. After the product used has been chosen, an initial VSM of the current process is
created. Following the completion of the current map, the team evaluates the process and the
steps involved. All this information is then compiled on a map and analysis is performed. On a
typical VSM every step of the process is included. For each step, parameters could include cycle
time, TAKT time, work in progress (WIP), set up time, down time, number of workers, and scrap
rate. A VSM identifies where value is added in the manufacturing process. It will also show all
other steps where there is non-added value. After analyzing and evaluating the current process of
the product, the problem areas can be identified. Once you have changed the current process to
minimize problem areas completely, you can create a final state VSM. The last step of the value
stream mapping process is to implement the new ideas, which will in turn create a more efficient
lean manufacturing process.
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4.3.2 RELATED TERMS

1) Bottle neck: The operation or function with the lowest capacity, usually the operation
with the longest cycle time per unit. The bottle neck sets the limit for the production pace
and thus the capacity of the entire process.

2) Buffer: Inventory between operations. Compensates for differences in cycle time (lack of
synchronization) between operations.

3) Customer demand: The number of products that the customers are expected to buy or
order during a certain time period.

4) Cycle time: The time required to complete one cycle of an operation; or to complete a
function, job, or task from start to finish. For automated or compound processes, the
cycle time is the time between each output from the process.

5) Inventory: A collective term for stored goods. Inventory can be placed before (incoming
goods), within or after a process (finished goods).

6) Inventory lead time: Waiting time that the products spend in inventory or buffers.
Calculated by multiplying takt time and average number of items in inventory.

7) Non-value-adding time: Time spent on activities that do not directly add value to the
product. These activities are usually needed to support value-adding activities.

8) Operation time: Total time that is dedicated to a product in a specific operation. Equals
changeover time plus process time.

9) Takt time: Frequency or pace of production required to meet customer demand. Defined
as available time divided by customer demand. Sometimes the term customer takt time is
used to mark the difference from the production pace (production takt time).

10) Value-adding time: Time spent on activities that add value to the product, i.e. what the
customer is prepared to pay for. Usually indicated by the process time.

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11) VSM: Abbreviation for Value Stream Mapping. Sometimes also used for indicating the
Value Stream Map itself.

12) Waste: Anything that slows down the value stream without benefit. Usually defined as
unnecessary transportation, inventory, motion, waiting, over processing, over production,
and defects.

13) Work in process: Often abbreviated WIP. Indicates products that are somewhere in the
production chain, usually before the finished goods inventory. Also: Work in progress.

14) Kaizen burst: A Kaizen burst, also known as a Kaizen blitz, refers to a short burst of
activity that solves a problem with intensity and urgency. It allows the user to easily
evaluate the areas of improvement and work on it.

4.3.3 CASE STUDY

Topic: Value Stream Mapping and Work Standardization as Tools for Lean
Manufacturing Implementation: A Case Study of an Indian Manufacturing Industry

Abstract: Lean Manufacturing is becoming a vital backbone of production system of

manufacturing sector. It has wide variety of tools to treat all kinds of problem faced by an
industry, it also helps in making cost effective product and satisfies both customer and
manufacturer. Value Stream Mapping (VSM) and Work Standardization are key tools used in
lean manufacturing and lean transformation; it makes the process smoother it helps in reduction
of lead time and ultimately increasing productivity. Line balancing on other hand ensures
optimum utilization of resources reducing the idle time. This paper displays a case study on how
a VSM, standardization and line balancing has to be carried in shop floor consisting of different
types of Computer Numerical Controlled (CNC) machines arranged in cells. Work
Standardization is carried upon both cycle time and setup time of the process. Video analysis tool
is used for time study. Effective man utilization is seen through line balancing. Results and
benefits show the capability of lean tools over CNC production lines.

Result: The conclusions reached from this work are the following: (i) standardization and line
balancing gave appreciable results upon implementation over CNC machine cells (ii)

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standardization gave a setup time reduction of 290 minutes and a reduction of about 118 minutes
in cycle time (iii) the process has become smooth without any mismatch between planned time
and production time, enabling hazel free work atmosphere (iv) Kaizens made for standardization
made it easy for operators to work freely without any stress (v) line balancing approach of
effective man power utilization resulted in manpower reduction without affecting output.

Reference: (D. Rajenthirakumar, 3rd May 2015)

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4.4 PROBLEM STATEMENT

4.4.1 WORK IN PROGRESS

Work in progress (WIP) is a form of inventory, usually unfinished goods which still require
further work, processing, assembly and or inspection. This type of inventory is usually found
within steps or sub-processes of a production process. This is major problem area in which
solution must be given.

4.4.2 IMPROPER LINE BALANCING

As some of the operations need more cycle time, they become bottle neck operation of the
production line as they hamper the streamline flow of the line and the daily production output is
reduced because of them. For eliminating the non-value-added time and reducing the necessary
non-value-added time from them, Process Standardization is needed.

4.4.3 CYCLE TIME

The cycle time is the time taken to produce a part, which is measured from the start of injection
until the end of clamp open time. High cycle times reduce productivity and increase costs and
result in more bottleneck operations.

4.4.4 BUYER REQUIREMENT

As most of the jobs performed in any production line is reviewed and approved by the buyer of
that line. Almost 90-95% operations of the same product are same in all the buyers and that can
be standardized. Buyer can be convinced that this is the better method of performing activity
which will lead to more production and less alteration. For example, Buyer Peerless requires
stamping (printing) on the pocket flaps whereas all other buyers require ticketing, printing have
more benefits over ticketing like Less SAM (no additional time for removing tickets), no stain
marks from gum of ticket, permanent accountability. So other buyers can also be convinced to
use printing method by Standardizing method of doing things.

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4.4.5 PANELS MISSING

This is a big problem faced by sewing section, as the loading is feed by cutting department so
many small parts gets missed. A lot of time of operators is wasted in searching for the missing
pieces and sometimes re-cutting is also done for missed parts. Proper standardized way should be
used to keep the parts in line. Proper shelves for different parts must be defined and it should be
placed in those racks to ease the work of sewing operators to look for any pieces.

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4.5 METHODOLOGY

The methodology involves several different steps for the different initiatives undertaken to
complete the project and its implementation. The general steps to be followed are mentioned
below. The methodology of each initiative shall be discussed further on in detail. The project
design is described below.

Table 1: Research design

Nature of the Project Qualitative & Quantitative

Mode of Data Generation Non-behavioural Analysis (Record

Analysis,

Physical Condition Analysis, Physical

Process

Analysis), Direct Observation

Sampling Technique Non-probabilistic Sampling: Convenience

Sampling

Data Type Unstructured, Verbal

Data Analysis Method Theoretical Analysis

4.5.1 PROCESS FLOW

The general method that was followed is mentioned in the steps below. After thoroughly
understanding the process, problem areas were identified. Relevant data was collected and
analyzed. A proper brain storming was done. Solutions for some problems were developed. The
solutions were tested on the floor to assess their contribution. The performance of the new
process was compared to that of the old process to help quantify the amount of material saved in
the new process. The basic required activities and their procedure to complete this project are as
follows:

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1) Identify the product.

2) Create a current VSM.

3) Evaluate the current map, identify problem areas.

4) Create a future state VSM.,,

5) Implement the final plan.

4.5.1.1 UNDERSTANDING THE PROCESS

In the first week, the factory was visited. The processes in the factory were observed through
direct observation. Queries were answered in unstructured interviews with factory personnel.
The interviewees were chosen based on non-probabilistic convenience sampling.

One Trouser Line and One Jacket Line was selected and all the operations in that style studied
and understood. Time Study through Stop watch was done to calculate the cycle time of all
sewing operations and other data such defects per hundred-unit, machine reliability, work in
progress and number of operators in each line.

4.5.1.2 DEFINING AREAS OF CONCERN

• Selection of the area (styles) in which the project will be executed

• Work in progress for each station as well as for each section was noticed.

• Machine breakdown was considered for various operations and was also included in VSM.

• The pattern seen in defects each day.

4.5.1.3 COLLECT AND ANALYSE DATA

Data was collected from the related departments. Data was obtained from primary sources, with
the help of individual, unstructured interviews and from secondary sources by reviewing the
records maintained in the factory. Bihourly production report was collected from the line.
Through non-behavioral analysis of the records, the data was analyzed.

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4.5.1.4 FUTURE STAGE GENERATION

After the generation of current stage VSM based on the data collected the future stage VSM is
generated based on logical reasoning. OB, Line Balancing and SAM were generated by the excel
software for a new garment.

4.5.2 RESOURCES USED

i. List of the styles running in the area selected to execute the project.

ii. Cycle time recording device: Stop Watch

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4.6. VALUE STREAM MAPPING

4.6.1 METHODOLOGY

. The process flow to method is given below

CREATE EVALUATE CREATE

IDENTIFY THE IMPLEMENT
COLLECT DATA CURRENT STAGE VSM CURRENT STAGE FUTURE STAGE VSM
PRODUCT THE NEW VSM

Figure 36 Methodology

4.6.1.1 UNDERSTANDING PROCESS FLOW

The operation which was being performed was observed keeping in mind the criticalness of the
operation as well as the workstation was also observed.

4.6.2 DATA COLLECTION

4.6.2.1 TROUSER

Data collection for trouser was done as follows:

1. DEPARTMENT WISE WIP: Station wise WIP was calculated for 7 consecutive days.

12-08-2018 13-08-2018 14-08-2018 15-08-2018

S.
At At At At
Operation At At At At
No. 12:30p 12:30p 12:30p 12:30p
5:00pm 5:00pm 5:00pm 5:00pm
m M m m

Before
1 0 0 440 0 400 400 400 400
laying

2 Laying 608 608 0 0 0 0 0 0

3 Numbering 0 0 560 840 0 0 0 0

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4 Recutting 0 0 25 30 80 170 140 40

5 Bundling 440 440 80 560 1000 0 0 0

6 Cutting SM 620 290 440 440 0 1000 700 440

7 Line SM 85 0 320 189 260 220 250 690

8 Preparation 70 60 97 85 60 60 100 53

W/B 150 35 25 120 110 150 75 175

Pocket 65 40 55 60 200 0 *(360) 260

Panel 70 60 97 85 60 60 100 53

9 Pairing 60 85 52 60 44 47 42 60

Front &
10 96 78 72 87 97 91 54 66
Back

11 Assembly 1 72 84 50 67 56 105 156 67

12 Assembly 2 81 63 75 82 91 172 128 132

13 Quality 35 40 71 40 32 28 40 32

14 Finishing 54 42 43 24 48 27 61

15 Inspection 30 25 40 57 29 17 28 36

16 Packing 88 24 52 67 68 43 68 69

17 Alterations 11 17 13 35 18 26 8 14

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Cutting
1048 1048 1105 1430 1480 570 540 440
WIP

Sewing
597 518 565 604 543 616 685 529
WIP

Loading/St
705 290 760 629 260 1220 950 1130
ock

Total WIP 1645 1566 1670 2034 2023 1186 1225 969

16-08-2018 18-08-2018 19-08-2018

S.
Operation At At At At At At
No.
12:30pm 5:00pm 12:30pm 5:00pm 12:30pm 5:00pm

1 Before laying 0 0 390 0 490 600

2 Laying 400 0 0 390 0 0

3 Numbering 0 0 0 0 0 0

4 Recutting 0 50 0 0 0 35

5 Bundling 0 300 0 0 0 490

6 Cutting SM 440 540 240 240 0 0

7 Line SM 260 400 700 -- 710 110

8 Preparation 0 18 20 clear 100 60

W/B 250 100 50 50 225 275

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Pocket 200 145 100 100 215 100

Panel 0 18 20 clear 100 60

9 Pairing 65 32 30 30 20 64

10 Front & Back 82 156 68 106 112 88

11 Assembly 1 137 44 167 136 103 152

12 Assembly 2 106 67 92 86 66 136

13 Quality 22 14 23 22 50 47

14 Finishing 36 61 27 27 34 66

15 Inspection 68 56 49 49 28 39

16 Packing 39 31 14 14 60 53

17 Alterations 65 18 14 8 14 25

Cutting WIP 400 350 390 630 490 1125

Sewing WIP 620 497 504 478 587 730

Loading/Stock 700 940 940 240 710 110

Total WIP 1020 847 894 1108 1077 1855

2. TIME STUDY: Time study for different sections is given by section wise:

The cycle time is recorded in seconds and the pitch time for the given data was 48 sec.

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 PREPARATORY SECTION

S.NO. OPEARTION C1 C2 C3 C4 C5 C (AVG)

WAISTBAND PREPARATORY

13.5 23.2 18.8 20.8 19.8

1 WAISTBAND FUSING 5 7 2 9 9 19.28

10.8 10.1 13.9 11.8 10.4

2 WAISTBAND LINING ATTACH 4 0 5 7 0 11.43

30.9 28.8 39.2 42.5 20.2

3 WAISTBAND TOPSTITCH 5 8 3 1 7 32.37

59.3 44.1 49.0 50.6 51.5

3 4 0 5 6 50.94
4 LABEL ATTACH
42.3 39.4 41.2 38.7 45.8
7 8 8 3 9 41.55

53.9 50.1 58.3 54.8 55.5

5 WAISTBAND PRESS 4 0 7 2 3 54.55

POCKET PREPARATORY

FACING ATTACH TO POCKET

1 BAG 4.09 5.01 4.32 4.39 4.12 4.39

2 POCKET BAG CLOSE 7.41 6.66 6.49 7.41 7.22 7.04

INSIDE OUT POCKET BAG AND 11.4 12.0 11.5 11.4 11.2
3 TOPSTITCH 1 9 2 4 1 11.53

POCKET BAG FRONT SIDE 13.2 12.6 12.5 13.8 14.8

4 STITCH 9 9 8 0 6 13.44

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13.2 14.8
5 FACING OVERLOCK 3TOL 9.87 6.89 3 7 7.89 10.55

FUSING ATTACH TO BACK 21.0 19.2 19.1 17.1

6
POCKET 7 1 3 1 19.8 19.26

11.5 12.1 11.4 11.2 11.4

7 FRONT POCKET BAG PRESS 2 4 6 9 7 11.58

FRONT PREPARATORY

1 KNEE LINING PINLKING (20) 8.94 7.83 9.85 9.10 8.89 8.92

FRONT PANEL SERGING - 2 32.1 30.3 36.6 37.0

2 HEADER 38.3 7 3 9 2 34.90

BACK PREPARATORY

BACK PANEL SERGING - 1 20.2 20.1

1 HEADER 21.6 1 21.3 2 17.4 20.13

BACK PANEL DART – 13.4 13.1 14.8 16.5 17.3

2 AUTODART 1 7 9 9 8 15.09

12.1 14.2 12.8 12.6 11.5

3 DART PRESS – TOPPER 3 1 1 1 9 12.67

FLY PREPARATORY

1 FUSE FLY 4.96 4.12 4.83 3.94 5.12 4.59

10.8
2 RIGHT FLY OVERLOCK 9.86 9.26 10 2 9.93 9.97

3 ZIPPER ATTACH TO FLY (DNCS) 3.45 3.9 4.13 3.82 3.69 3.80

4 PIPING ATTACH TO LEFT FLY 7.89 7.12 8.23 8.98 7.33 7.91

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5 ZIP GAP CUTTING 2.68 2.55 2.29 2.25 2.75 2.50

LOOP PREPARATORY

1 LOOP FUSING 7.01 7.78 4.63 4.29 6.35 6.01

30.2 31.7 36.8 35.8 33.3

2 LOOP MAKING (BLIND HEM) 9 8 1 7 5 33.62

 FRONT AND BACK SECTION

S.NO. OPEARTION C1 C2 C3 C4 C5 C (AVG)

PAIRING

1 PAIRING TABLE 8.67 7 8.03 8.51 8.18 8.08

FRONT AND BACK

21.2 20.6 22.1 19.4 21.2

2 BACK POCKET AUTOWELT 3 1 6 3 9 20.94

21.2 23.2 21.1 23.1 24.4

3 BACK POCKET PRESS 9 2 7 3 0 22.64

10.2 10.6 10.1

4 WELT POCKET LOCK 3 9 8.62 9.43 7 9.83

21.2 29.1 30.0 31.3 39.2

5 COIN POCKET WELT 5 2 3 4 3 30.19

52.5 57.2 75.1 97.9 53.3

6 COIN POCKER LOCKING 5 3 5 1 1 67.23

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25.3 23.9 21.7 25.9 26.5

7 COIN POCKET BAG 2 3 7 1 1 24.69

24.4 24.1 22.3 24.3 22.0

8 FRONT POCKET BAG ATTACH 9 7 2 9 3 23.48

31.0 32.2 29.1 31.1

9 FRONT POCKET TOPSTITCH 3 3 7 32.4 7 31.20

10 PRESS FRONT POCKET 5.11 5.17 5.02 5.23 5.70 5.25

10.2 10.6 10.1

11 TACK FRONT POCKET 3 9 8.62 9.43 7 9.83

36.8 36.0 27.2 34.3 35.4

12 LOCK FRONT POCKET BAG 1 1 2 6 9 33.98

13 FRONT RISE OVERLOCK 9.22 9.26 9.17 9.11 9.24 9.20

18.9 17.9 18.4 18.3 18.8

14 RIGHT AND LEFT FLY ATTACH 6 3 8 9 9 18.53

14.1 13.7 13.6 13.8 14.7

15 BACK POCKET FINISH 3 9 6 9 3 14.04

12.1 10.0 10.2 10.0 10.5

16 BACK POCKET BUTTON HOLE 1 8 1 0 0 10.58

54.9 44.6 44.7 51.2 50.4

17 BACK POCKET BAG CLOSE 2 9 2 3 9 49.21

18 POCKET BAG TOP CLOSE 6.91 6.77 6.43 6.72 6.29 6.62

13.2 12.6 12.5 14.8

19 WELT POCKET BAG RESTITCH 9 9 8 13.8 6 13.44

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23.9 18.5 23.4 23.4

20 TACK BACK POCKET 7 1 22.4 9 7 22.37

75.5 72.9 62.5

6 75.2 68.3 6 1 70.91
21 SIDE SEAM
77.6 86.4 76.2 98.1 76.6
1 8 2 8 1 83.02

56.2 56.1 55.2 56.2

22 INSEAM 9 3 6 3 56.2 56.02

63.2 63.2 64.0 63.5 63.5

23 SIDE SEAM BUSTING 9 3 9 1 8 63.54

 ASSEMBLY SECTION

C
S.NO. OPEARTION C1 C2 C3 C4 C5 (AVG)

1 POCKET BUCKING 21.33 21.49 22.27 23.42 23.53 22.41

2 INSEAM PRESS 19.97 20.63 19.29 19.82 20.08 19.96

3 LOOP ATTACH 47.3 46.93 45.73 46.3 44.39 46.13

76.77 76.41 86.36 83.14 86.61 81.86

4 WAISTBAND ATTACH
90.48 76.42 82.72 98.04 86.34 86.80

WAISTBAND LEFT EXTENSION

5 FINISH 42.37 44.27 40.31 39.33 39.71 41.20

WAISTBAND PRESS & FLY

6 MARKING 75.35 64.87 64.15 75.41 90.5 74.06

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7 HOOK ATTACH MANUALLY 20.81 21.88 23.17 25.38 21.3 22.51

8 BAR ATTACH BY MACHINE 14.12 17.67 14.49 17.72 18.48 16.50

9 RIGHT FLY LINING ATTACH 42.15 33.68 31.95 38.38 35.82 36.40

10 FLY PRESS 40.17 38.22 39.29 38.14 38.69 38.90

11 J STITCH 30.04 29.14 23.32 29.43 29.39 28.26

12 FRONT RISE CLOSE 38.49 38.47 38.23 38.3 38.37 38.37

13 RIGHT FLY TOPSTITCH 11.69 13.02 12.89 11.01 13.61 12.44

14 SLIDER ATTACH 19.13 12.39 18.13 18.34 18.38 17.27

15 BACK RISE MARKING 12.66 11.7 11.29 11.42 10.87 11.59

16 BACK RISE ATTACH 18.5 19.5 18.34 21.37 20.33 19.61

17 BACK RISE PRESS 27.32 27.52 28.04 28.11 27.91 27.78

18 INLINE CHECKING 37.04 37.21 34.52 35.29 36.66 36.14

19 FRONT POCKET BARTACK 34.71 34.54 37.67 38.72 37.99 36.73

20 LOOP BARTACK BELOW 25.94 26.4 26.72 26.64 26.29 26.40

BUTTON HOLE AT WAISTBAND

21 EXT. 17.34 18.11 19.17 15.07 18.49 17.64

22 BUTTON ATTACH 47.75 42.83 41.87 39.43 39.56 42.29

23 CROTCH ATTACH 29.29 21.28 30.87 31.63 24.29 27.47

24 FISCH STITCH AT WAISTBAND 53.22 50.67 48.48 50.37 54.8 51.51

25 CROTCH OVERLOCK 7.82 7.76 8.15 9.19 8.07 8.20

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26 LOOP FINISHING 33.42 35.19 36.04 38.02 35.14 35.56

27 PINTACK AT WAISTBAND 26.79 25.8 25.61 27.3 26.79 26.46

28 BOTTOM HEM OVERLOCK 18.4 18.53 17.79 18.42 18.39 18.31

29 BLIND HEM BOTTOM 33.76 30.18 33.26 33.16 32.84 32.64

BARTACK AT CROTCH TO
30 SEAM 24.77 34.97 29.73 32.12 31.87 30.69

31 WRAPPING AND KNOTTING 24.28 25.28 24.18 24.26 28.31 25.26

100.1 111.4
32 TRIMMING 81.22 7 77.45 89.4 3 91.93

122.5 101.5 102.8 111.6

33 MANUAL TRMMING 7 94.67 4 7 3 106.66

34 MANUAL TRIMMING 57.84 67.81 62.13 58.96 61.23 61.59

35 OUALITY CHECKING (INSIDE) 17.51 21.27 26.4 22.04 41.93 25.83

 FINISHING SECTION

C
S.NO. OPEARTION C1 C2 C3 C4 C5 (AVG)

1 LEGGER PRESSING 51.7 52.79 52.23 50.39 51.68 51.76

112.4 109.2 111.2 110.6 113.2

2 TOPPER PRESSING 9 3 6 1 9 111.38

110.4 112.2 110.4 111.6

3 TOPPER PRESSING 3 78.21 1 9 9 104.61

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112.3 102.4 111.8 101.6 109.3

4 TOPPER PRESSING 2 5 1 1 4 107.51

5 QUALITY CHECK FINISH 42.89 42.41 42.13 43.26 43.23 42.78

6 INSIDE CHECKING 42.79 41.99 42.64 42.27 41.21 42.18

7 DUSTING 41.63 40.73 42.41 42.13 42.14 41.81

8 TAG ATTACH 35.92 34.94 36.78 35.87 35.23 35.75

MANUAL TAG AND EXTRA

9 BUTTON 37.57 38.92 36.12 32.12 39.91 36.93

10 PACKING 8.6 8.2 8.41 8.49 8.61 8.46

3. DEFECTS PER HUNDRED UNITS (DHU)

DATE INLINE ENDLINE(INSIDE) ENDLINE(TOPSIDE) FINISHING

29 June 2018 69 28 34 90

30 June 2018 40 36 ^ 55

02 July 2018 38 31 25 41

03 July 2018 53 33 ^ 54

04 July 2018 50 22 ^ 50

05 July 2018 82 40 ^ 69

06 July 2018 68 38 28 27

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07 July 2018 61 37 ^ 24

09 July 2018 76 35 35 51

10 July 2018 91 34 ^ 39

4. MACHINE RELIABILITY

MECHAN PROBLE
BREAKD
OPERATI IC MECHANI M
DATE OWN PROBLEM
ON NAME INFORM C IN TIME SOLVED
TIME
ED TIME TIME

BOTTOM
02-07-18 02:00 02:00 02:20 20 MIN JUMP STITCH
HEMMING

BOTTOM
04-07-18 02:45 02:45 03:15 30 MIN JUMP STITCH
HEMMING

06-07-18 SERGING 10:00 10:00 10:25 25 MIN LINING OPEN

POCKET NEEDLE
07-07-18 10:00 10:00 10:15 15 MIN
FACING BREAK

PRESSURE
09-07-18 J STITCH 09:00 09:00 10:00 1 HR CLAMP
CHANGE

LINING
09-07-18 SERGING 03:00 03:00 03:20 20 MIN
PROBLEM

NEEDLE
12-07-18 BARTACK 04:00 04:00 04:30 30 MIN
BREAK

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13/7/18 KEY HOLE 09:00 09:00 09:20 20 MIN JUMP STITCH

14/7/18 J STITCH 11:00 11:00 11:20 20 MIN UNEVEN

CUTTING
16/7/18 BARTACK 02:00 02:00 02:20 20 MIN
PROBLEM

TRIMMING
18/7/18 BARTACK 03:00 03:00 03:20 20 MIN
PROBLEM

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4.6.2.2 JACKET

Data collection for trouser was done as follows:

1. DEPARTMENT WISE WIP: Department wise WIP was calculated for 7 consecutive days

Date- 12/06/18 Date- 13/06/18 Date- 14/06/18 Date- 18/06/18

S. WIP @ WIP @ WIP @ WIP @ WIP @ WIP @ WIP @ WIP @

Department
No. 12:00 5:00 12:00 4:30 12:00 4:30 12:00 4:30

1 Laying 481 481 0 0 246 246 432 300

2 Numbering 20 0 0 0 0 0 0 128

3 Recutting 0 30 12 19 27 20 13 10

4 Fusing 12 22 336 116 29 0 106 41

5 Bundling 150 456 154 141 108 0 228 31

6 Cutting SM 300 300 355 489 261 389 109 258

7 Line SM 207 17 167 0 142 0 119 200

8 Preparation 553 232 535 384 309 280 370 288

Front 258 52 381 384 309 280 370 288

Lining 553 232 535 339 245 209 118 174

Sleeve 185 223 157 114 132 94 143 175

9 Pairing 60 67 65 114 70 60 29 34

10 Assembly 65 78 65 70 70 86 30 35

11 Quality 0 0 7 21 10 7 10 0

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12 Finishing 88 64 50 55 65 70 40 36

13 Packing 77 10 10 5 22 33 0 0

14 Alteration 5 17 4 18 5 16 12 12

Date- 19/06/18 Date- 20/06/18 Date- 21/06/18

S. WIP @ WIP @ WIP @ WIP @ WIP @

Department WIP @ 12:00
No. 12:00 4:30 12:00 4:30 4:30

1 Laying 484 268 100 299 574 358

2 Numbering 480 0 35 0 0 7

3 Recuting 50 20 26 3 15 60
4 Fusing 153 25 161 29 24 200
5 Bundling 248 0 200 350 55 200

6 Cutting SM 248 248 200 350 60 203

7 Line SM 262 101 82 155 381 12

8 Preparation 268 237 243 252 187 224

Front 268 237 243 252 149 224

Lining 141 137 185 187 187 172
Sleeve 198 169 177 201 176 143
9 Pairing 60 50 67 50 50 29

10 Assembly 105 85 75 100 80 55

11 Quality 0 3 2 0 0 1

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12 Finishing 35 45 65 76 50 48

13 Packing 0 6 5 17 12 6

14 Alteration 18 13 7 13 7 7

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TIME STUDY:

The cycle time was recorded in seconds and the pitch time for the given data was 51.08 sec.

C
S. NO. OPERATION C1 C2 C3 C4 C5
(AVG)

FRONT SECTION

19.3
1 CANVAS MARKING 17.6 25 20.2 17.5 19.922
1

PEAK AND 47.6

2 47.28 56 46 51 49.586
BOTTOM EDGE 5
MARKING
AUTOMATIC
3 75 15
DART MAKING
4 DART PRESSING 43 44 38 40 37 40.4

SIDE PANEL
5 47 48 46.49 44.6 52 47.618
ATTACH (LEFT &
RIGHT)
6 SIDE PANEL PRESSING 37 32 37 40 39 37

25.0 27.3
7 ARMHOLE TAPE ATTACH 22.99 23 21.37 23.952
2 8

BREAST
24.6 23.5
8 21 20.89 30 24.022
POCKET MAKING AND 6 6
IRONING USING
TEMPLATE
BREAST POCKET ATTACH
9 38 36 32 33 32 34.2
ON LEFT PANEL

TRIM AND IRON BREAST 45.0

10 42.48 54.19 53.22 56 50.196
POCKET 9

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27.8
11 BREAST POCKET ZIG-ZAG 26.6 26.04 25.58 27.2 26.66
8

AUTO-JIG MACHINE FOR

12 MAKING FLAP OF FLAP 113 22.6
POCKET

13.0
13 FLAP PRESS 18.38 14.1 15.12 15 15.124
2

14 FLAP DUMMY STITCH 4.84 6.52 4.12 6.43 4.15 5.212

FLAP ATTACH ON BOTH

15 LEFT AND RIGHT BODY 212 42.4
PANELS

18.6 16.7
16 FLAP POCKET PRESSING 18.38 14.31 17.36 17.08
4 1

FLAP TACKING 48.9 50.6

17 57.92 51.7 43.42 50.536
AND POCKET 5 9
BAG TACKING
FLAP POCKET
18 51 50 45 44 49 47.8
BAG CLOSING
AND SLASH
WELT POCKET BARTACK 17.7 19.7
19 23.8 29 21.31 22.312
(FLAP POCKET) 2 3

CHEST CANVAS ATTACH

20 76 68 80 78 80 76.4
@ PRESSING

21 CENTER BACK ATTACH 30 32 31 32 30 31

33.0
22 BLIND HEM 32.44 38 35.26 39 35.544
2

BODY PRESS
23 181.73 36.346
(POKA- YOKE)

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ARMHOLE CANVAS EDGE

24 42 38 42 32 44 39.6
CUTTING

25 SIDE SEAM ATTACH 48 53 49 51 48 49.8

26 SIDE SEAM PRESS 306 61.2

27 BOTTOM PRESS 45 58 58 52 49 52.4

SHOULDER 51.9 45.9

28 43.32 48.48 45.16 46.96
1 3
SEAM ATTACH
44.6 46.4
29 SHOULDER SEAM PRESS 45.42 47 46.31 45.972
4 9

SHOULDER PAD ATTACH 53.5

30 48.69 43.17 46.64 48 48.01
AND PRESSING 5

FRONT
31 NA
INLINE INSPECTION
(QUALITY CHECK)
CANVAS ZIG-ZAG & TWO- 18.0 16.2
32 25.01 21.39 17.91 19.726
CANVAS ATTACH 3 9

13.9 13.9
33 FELT ATTACH @CANVAS 14.03 13.27 13.44 13.726
7 2

CANVAS FUSING 23.4

34 22 22.14 21.89 16.2 21.13
TAPE ATTACH 2

LINING SECTION

LINING CENTER BACK

1 67 59 55 64 50 59
JOINING

2 GASSET ATTACH 46 36 41 51 48 44.4

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SIDE PANEL ATTACHED

3 TO BACK AND HANGER 57 48 46 46 48 49
LOOP

4 SIDE SEAM 92 93 86 71 64 81.2

FACING ATTACH
5 50 50 51 56 55 52.4
TO LINING

6 FACING PRESS 46 40 42 41 38 41.4

TRIANGULAR FLAP 23.8

7 22.11 22.02 23.16 24 23.036
MAKING & PRESSING 9

BUTTON HOLE MAKING

8 15.66 16.01 16.89 15.9 15.3 15.952
IN TRIANGULAR FLAP

9 INSIDE POCKET WELTING 44 36 40 40 44 40.8

POCKET WELTING PRESS

10 AND TRIMMING 32 32 37 26 32 31.8
THREADS

11 MAIN LABEL ATTACH 38 38 35 42 46 39.8

ADDITIONAL LABEL
12 38 40 45 35 32 38
ATTACH

SHELL POCKET BAG

ATTACH, CLOSING &
13 42 46 49 47 39 44.6
WASHCARE LABEL
ATTACH

SMALL POCKET BAG 46.8 44.6

14 44 43.13 45.52 44.828
ATTACH AND CLOSING 1 8

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WELT POCKET BARTACK 28.2 31.4

15 29.9 33.84 32.39 31.16
(FLAP POCKET) 5 2

COLLAR ATTACH
16 50 51 56 58 51 53.2
TO LINING
PANEL
17 LINING SEAM PRESS 61 64 70 75 58 65.6

SHOULDER NECK 50.0 48.7

18 39.32 51.12 45.58 46.958
1 6
& ATTACH
19 HANGER LOOP PRESSING 49.66 48.12 46.02 48 51 48.56

SLEEVE SECTION

1 ELBOW SEAM SHELL 44 31 33 32 30 34

28.6 22.4
2 SLEEVE VENT LOCK 17.64 22.12 18.69 21.922
8 8

18.2 19.6
3 VENT LOCK PRESS 17.63 15.74 19.91 18.236
2 8

18.5 20.6
4 VENT MAKING 21.57 17.75 21.59 20.02
4 5

ELBOW SEAM JOINING & 28.9 27.0

5 28.26 26.82 27 27.604
PRESSING 2 2

BUTTON MARKING AND 46.8

6 50.12 49.8 51.2 50.6 49.72
BUTTON SEW 8

SLEEVE ROLL
19.3 25.3
7 AND 19.7 24.02 18.34 21.364
HEAD 8 8
GATHERING
MAKING
SLEEVE ROLL 41.6
8 40.43 45.26 42.84 49 43.832
3
HEAD ATTACH

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37.8
9 ELBOW SEAM LINING 32.11 35.1 32.45 41 35.698
3

SLEEVE 25.7 23.5

10 24.55 24.56 27.33 25.15
2 9
BOTTOM TACKING
30.5 32.7
11 INSEAM STITCH 33.53 27.2 33.83 31.58
9 5

48.2 47.9
12 INSEAM SLEEVE PRESS 48.71 47.74 49.39 48.412
6 6

48.0 47.5
13 SLEEVE TACKING 46.64 52.5 43.31 47.614
7 5

SLEEVE PRESSING AND 48.8

14 49.38 50.01 49.86 49.5 49.526
BUNDLING 8

COLLAR SECTION

13.9
1 COLLAR MARKING 14.4 15.66 14.02 13.9 14.392
8

CHAIN STITCH@COLLAR 13.0 12.2

2 12 13.56 12.98 12.768
FELT 2 8

FELT ATTACH 15.9

3 15.6 16.02 15.66 16.9 16.034
TO COLLAR 9

13.0
4 NECK BAND ATTACH 13.67 14.01 13.4 12 13.218
1

15.5
5 COLLAR CORNER STITCH 15.6 16.7 14.89 15.3 15.608
5

6 TURN & PRESS COLLAR 26.22 25.6 24.56 26 25.2 25.516

22.3
7 COLLAR BASTING 22.3 24.89 21.99 20.2 22.354
9

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ASSEMBLY SECTION

43.0
1 COLLAR MARKING 32.35 33.46 41.28 37.2 37.474
8

2 PEAK SEW 85 92 71 78 78 80.8

3 COLLAR ZIG-ZAG 32 33 38 54 38 39

4 FRONT EDGE SEW 100 92 90 96 93 94.2

5 FRONT EDGE TRIMMER 66 55 40 21 54 47.2

6 FRONT EDGE PRESSING 44 44 41 50 40 43.8

BOTTOM &
7 100 128 110 105 108 110.2
VENT
MAKING
8 COLLAR PRESSING 86 72 82 84 59.8 76.76

9 LAPEL PRESS 201 40.2

31.4
10 BUTTON HOLE MAKING 29.3 28.34 30.82 30 29.984
6

20.0 19.3
11 BUTTON HOLE BARTACK 19.23 18.86 15 18.494
2 6

12 SLEEVE ATTACH 140 126 115 113 114 121.6

13 SHOULDER PRESS 51.8 53.5 49.86 49 58 52.432

SHOULDER PAD ATTACH 34.1 28.9

14 27 31.7 33.77 31.104
AND PRESSING 4 1

15 BODY BASTING 82 78 84 79 80 80.6

55.8 59.4
16 ARMHOLE BASTING 57 49.28 60 56.312
6 2

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ARMHOLE
17 158 162 188 155 163 165.2
LINING CLOSE
18 SLEEVE KINARI 48 37 38 58 40 44.2

QUALITY CHECK (INLINE

19 NA
INSPECTION)

FINISHING

1 SLEEVE INSEAM PRESS 42 35 42 36 32 37.4

2 SLEEVE PRESSING

3 SHOULDER PRESS 96 110 51.5

4 FRONT AND BACK 200 50

5 COLLAR MASTER 28 30 33 29 32 30.4

6 ELBOW PRESSING 32 31 35 33 30 32.2

7 ARM HOLE NIPPING 39 34 38 38 36 37

8 LINING PRESS 77 72 75 72 76 74.4

9 TOUCH UP 44 42 41 40 43 42

10 BUTTON ATTACH 37 31 35 35 31 33.8

11 LAPEL PRESS 117 29.25

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3. DEFECTS PER HUNDRED UNIT (DHU)

CUTTI FRO LININ PAIRI ASSEMBL ASSEMBL FINISHI WAREHO

DAY NG NT G NG Y1 Y2 NG USE

1 1.2 8.7 3.3 0 9.8 9.8 1.2 3.3

2 1 5.4 3.5 0 10.9 10.9 1 2.4

3 0.8 5.3 3.1 0 12 12 1 4

4 1 4.1 4.07 0 11.9 11.9 1.3 3.8

5 1 6.11 5.7 0 11.4 11.4 3 2.5

6 1.1 6.6 5 0 10.8 10.8 0.3 2.9

AVG 1.0 6.0 4.1 0.0 11.1 11.1 1.3 3.2

4. MACHINE RELIABILITY

MECH PROB
LI
ANIC MECH LEM BREAKD
NE OPERATION
DATE INFOR ANIC SOLV OWN PROBLEM
NO NAME
MED IN ED TIME
.
TIME TIME TIME

KNIFEE
03-07-18 J1 AUTO ZIG 12:30 12:30 02:00 1.5HRS PROBLEM

CANVAS ZIG MOTOR

03-08-18 J1 ZAG 10:00 10:00 04:00 6HRS PROBLEM

BOARD
04-07-18 J1 SINGLE NEEDLE 05:10 05:10 05:30 20MIN PROBLEM

THREAD
05-07-18 J1 BUTTON HOLE 11:30 11:35 11:50 26 MIN TENSION

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ZIG NOT
10-07-18 J1 AUTO ZIG 01:30 01:35 02:30 60MIN MOVING

POCKET BOARD
04-07-18 J2 WELTING 12:30 12:30 02:30 2 HRS PROBLEM

BOARD
05-07-18 J2 SLEEVE BUTTON 09:10 09:10 09:25 15 MIN PROBLEM

10-07-18 J2 AUTO DART 11:05 11:10 11:30 25MIN ERROR-34

BUTTON NEEDLE
23-07-18 J1 ATTACH 03:10 03:10 03:30 10 BROKEN

25-07-18 J1 BASTING 04:50 04:50 05:20 30 LOOSE STITCH

27-07-18 J1 CENTER BACK 11:10 11:10 11:30 20 PUCKERING

BOARD
07-30-18 J1 SINGLE NEEDLE 20
05:10 05:10 05:30 PROBLEM

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4.6.3 OBSERVATION

4.6.3.1 TROUSER

Through time study and pitch time/takt time, bottleneck operations were identified.
Target = 600pcs in 8 hours (480 minutes)

i.e. time for 1 piece to come out of line = 0.80 minute (48.00 seconds)

All the operations whose cycle time was above 48 seconds were not considered as bottleneck
operation as some operators were new and some were catering to absenteeism.

Major defects in in-line checking were as follows:

1. Loop placement

2. Waist band shape out

3. Back rise bend

With consent from production manager and line supervisor, out of all the operations these 8
operations were selected because they were bottle neck as well as critical to quality operations:

1. Restitch back pocket bag

2. Side seam attach

3. In seam attach

4. Side seam busting

5. Loop attach

6. Waist band attach

7. Back rise/ seat seam

8. Press waist band

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4.6.3.2 JACKET

Target – 500pcs in 8 hours (480 minutes)

Time for 1 piece to come out of line = 0.87 minute (52.36 seconds)

Note: areas taken under consideration while choosing for bottlenecks are as follows

1. New operators

2. Absenteeism

Findings: bottle neck as well as critical to quality operations as per study are as follows:

A. Bottlenecks in front section:

1. Breast pocket attach

2. Front pocket auto welt

3. Front canvas fusing

4. Arm hole canvas cut

5. Side seam

B. Bottlenecks in lining section:

1. Lining facing attach

2. Lining pocket welting

3. Collar attach

C. Bottlenecks in sleeve section:

1. Elbow seam (only if checks)

2. Bottlenecks in assembly section:

3. Peak sew

4. Front edge sew

5. Sleeve attach

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6. Arm hole closing

7. Vent (top stitch) kinari

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4.6.4 ANALYSIS OF DATA TO GENERATING CURRENT VALUE STREAM

The data collected in the previous section helps us to generate data for the current value stream.

4.6.4.1 TROUSER

The following data was summarized from the data collection for different sections/stages in
vsm.

1. STORE

CYCLE TIME (MIN) 2.5

DEFECTS PER HUNDRED

N.A.
UNITS (%)

MACHINE RELIABILITY 100%

WIP(PCS) 2000

NUMBER OF OPERATORS 9

PROCESS TIME(MIN.) 30.52

2. CUTTING SECTION

CYCLE TIME (MIN) 0.727

DEFECTS PER HUNDRED

1%
UNITS (%)

MACHINE RELIABILITY 98.8%

WIP(PCS) 400

NUMBER OF OPERATORS 29

PROCESS TIME(MIN.) 3.83

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3. SUPERMARKET (LINE AND CUTTING)

CYCLE TIME (MIN) 0.2

DEFECTS PER HUNDRED

N.A.
UNITS (%)

MACHINE RELIABILITY N.A.

WIP(PCS) 250

NUMBER OF OPERATORS 1

PROCESS TIME(MIN.) 0.2

4. PREPARATORY SECTION

CYCLE TIME (MIN) 0.849

DEFECTS PER HUNDRED

8%
UNITS (%)

MACHINE RELIABILITY 99.5%

WIP(PCS) 90

NUMBER OF OPERATORS 19

PROCESS TIME(MIN.) 6.8

5. PAIRING SECTION

CYCLE TIME (MIN) 0.1347

DEFECTS PER HUNDRED

N.A.
UNITS (%)

MACHINE RELIABILITY N.A.

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WIP(PCS) 15

NUMBER OF OPERATORS 1

PROCESS TIME(MIN.) 0.1347

6. FRONT AND BACK SECTION

CYCLE TIME (MIN) 1.3837

DEFECTS PER HUNDRED

8%
UNITS (%)

MACHINE RELIABILITY 99.43%

WIP(PCS) 180

NUMBER OF OPERATORS 19

PROCESS TIME(MIN.) 10.43

7. ASSEMBLY SECTION

CYCLE TIME (MIN) 1.77767

DEFECTS PER HUNDRED

10%
UNITS (%)

MACHINE RELIABILITY 98.8%

WIP(PCS) 120

NUMBER OF OPERATORS 36

PROCESS TIME(MIN.) 22.39

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8. FINISHING SECTION

CYCLE TIME (MIN) 1.856

DEFECTS PER HUNDRED

12%
UNITS (%)

MACHINE RELIABILITY 99.9%

WIP(PCS) 160

NUMBER OF OPERATORS 8

PROCESS TIME(MIN.) 9.72

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9. WAREHOUSE

CYCLE TIME (MIN) 0

DEFECTS PER HUNDRED

3%
UNITS (%)

MACHINE RELIABILITY N.A.

WIP(PCS) 4100

NUMBER OF OPERATORS 3

PROCESS TIME(MIN.) 0

4.6.4.2 JACKET

The following data was summarized from the data collection for different sections/stages in
vsm.

1. STORE

CYCLE TIME (MIN) 2.5

DEFECTS PER HUNDRED

NA
UNITS (%)

MACHINE RELIABILITY 100%

WIP(PCS) 800

NUMBER OF OPERATORS 9

PROCESS TIME(MIN.) 30.52

2. CUTTING SECTION

CYCLE TIME (MIN) 12.74

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DEFECTS PER HUNDRED

1%
UNITS (%)

MACHINE RELIABILITY 100%

WIP(PCS) 871

NUMBER OF OPERATORS 20

PROCESS TIME(MIN.) 5.1

3. PREPARATORY

CYCLE TIME (MIN) 1.3

DEFECTS PER HUNDRED

6%
UNITS (%)

MACHINE RELIABILITY 99%

WIP(PCS) 264

NUMBER OF OPERATORS 28

PROCESS TIME(MIN.) 19.49

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4. PAIRING

CYCLE TIME (MIN) 0.3

DEFECTS PER HUNDRED

0%
UNITS (%)

MACHINE RELIABILITY NA

WIP(PCS) 58

NUMBER OF OPERATORS 1

PROCESS TIME(MIN.) 0.55

5. ASSEMBLY - 1

CYCLE TIME (MIN) 1.83

DEFECTS PER HUNDRED

11%
UNITS (%)

MACHINE RELIABILITY 99%

WIP(PCS) 50

NUMBER OF OPERATORS 14

PROCESS TIME(MIN.) 9.19

6. ASSEMBLY - 2

CYCLE TIME (MIN) 2.75

DEFECTS PER HUNDRED

11%
UNITS (%)

MACHINE RELIABILITY 99%

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WIP(PCS) 21

NUMBER OF OPERATORS 15

PROCESS TIME(MIN.) 10.3

7. FINISHING

CYCLE TIME (MIN) 1.24

DEFECTS PER HUNDRED

1%
UNITS (%)

MACHINE RELIABILITY 100%

WIP(PCS) 56

NUMBER OF OPERATORS 15

PROCESS TIME(MIN.) 7

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8. WAREHOUSE

CYCLE TIME (MIN) 0

DEFECTS PER HUNDRED

3%
UNITS (%)

MACHINE RELIABILITY 100%

WIP(PCS) 2358

NUMBER OF OPERATORS 3

PROCESS TIME(MIN.) 0

4.6.5 GENERATE FUTURE STAGE VSM

Based on the data collected and observations made the future stage vsm is generated in various
sections in accordance with the following reasoning.

1. STORE

 Lead time: 2 weeks

 The WIP in the store should be kept according to the loading plan, i.e., order
which are to be loaded in the line in the next two weeks should have their raw
material available in the store.

2. CUTTING SECTION

 Lead Time: 2 days

 The WIP in cutting section is directly dependent upon the sewing section.

 The cutting section holds WIP equal to the amount of loading done in the
sewing line in a day.

3. SUPERMARKET SECTION

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 Supermarket area for both cutting and line holds the total pieces that to be
loaded in the line in that day.

4. PREPARATORY SECTION

 In this section the pieces are introduced in the line in form of either bundle
system or unit production system (UPS).

 Based on this the WIP is set for the section.

i. If Bundle system is followed, then a single bundle is considered the

WIP of that station.

ii. In case of UPS, the WIP considered for each station is 3 where the first
piece is considered as going to the next station, the second on which
the operator is currently working and the third which he/she will
receive.

5. PAIRING SECTION

 In this case the WIP depends on the part that is usually coming after all the
other panels present at the pairing table.

 In both jacket and trouser front is the last panel that comes on the pairing
table, after which the operation of pairing happens.

6. FRONT & BACK, ASSEMBLY and FINISHING SECTION

 In this section the same logic as that of UPS is applied as discussed in the
preparatory section.

7. WAREHOUSE

 The basic rule for warehouse is that the pieces should be received 2-3 days
before the Ex-factory date.

 The WIP in warehouse should be maintained according to this logic.

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4.6.5.1 TROUSER

The following table showcases the data for WIP for both current and future VSM -

S.NO SECTION CURRENT WIP FUTURE WIP

1 STORE 2000 1200

2 CUTTING SECTION 400 400

3 SUPERMARKET 250 400

4 PREAPARATORY 90 80

5 PAIRING 15 20

6 FRONT AND BACK 180 60

7 ASSEMBLY 120 110

8 FINISHING 160 40

9 WAREHOUSE 4100 1500

CURRENT STAGE:

12.37 Lead Time (Days)

Value Added Time

53.50
(Mins)

0.89% Value Added Time %

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FUTURE STAGE:

6.53 Lead Time (Days)

Value Added Time

53.50
(Mins)

1.68% Value Added Time %

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4.6.5.2 JACKET

S.NO SECTION CURRENT WIP FUTURE WIP

1 STORE 2117 1000

2 CUTTING SECTION 2464 1200

3 SUPERMARKET 300 300

4 PREAPARATORY 264 231

5 PAIRING 58 120

6 ASSEMBLY 1 50 39

7 ASSEMBLY 2 21 27

8 FINISHING 187 50

9 WAREHOUSE 2358 1000

CURRENT STAGE:

13.84 Lead Time (Days)

51.63 Value Added Time (Mins)

0.77% Value Added Time %

FUTURE STAGE:

6.75 Lead Time (Days)

51.63 Value Added Time (Mins)

1.57% Value Added Time %

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4.7. IMPLEMENTATION

4.7.1 APPLICATION

4.7.1.1 LOGIN PAGE

1. It should have a pre - existing database containing ID’s and Passwords for the
concerned stakeholders.

2. Every employee will be able to enter data for their own respective line with exception
for few. After sign in, the concerned stakeholder will move to the menu page.

Figure 37 : LOGIN PAGE

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4.7.1.2 MENU PAGE

1. After login the menu page is on display.

2. The page will have the following option

 Update WIP

 Update Loading Plan

 Update Cutting Plan

 View Current WIP

3. The page will be linked to all the 4 major options.

4. The buttons displayed will be common for all pages.

5. LINKS

 Update WIP

 Update Loading Plan

 Update Cutting Summary

 View Current WIP

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Figure 38 MENU PAGE

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4.7.1.3 UPDATE WIP

1. The line will be displayed as per the user details. E.g. If the employee is for trouser
line 4, it will automatically show “Trouser line 4 “in line section.

2. The drop-down menu for “Style No.” will only display that styles that has being
updated by the loading plan.

Figure 37 : UPDATE WIP

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 APPAREL INTERNSHIP AT SSAL-2018

3. The “Section” drops down menu will have the following sections:

 Bundling

 Parts(Jacket)/Preparatory(Trouser)

 Pairing

 End line

 Finishing

4. After clicking on submit the following links will be seen:

 Numbering

 Bundling

 Parts/Preparatory

 Pairing

 End line and Finishing

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4.7.1.4 BUNDLING/NUMBERING

1. As per the order selected, for the respective line, the number of pieces for shell/lining
for the respected part and their respected ticket number is updated.

2. The bundling sheet is to be linked to the cut summary, the updated WIP will be stored
in the cutting summary database.

3. The drop-down menu will have the all parts for jacket/trouser depending on the user
for both shell and lining.

4. The blocks below will contain the batch of ticket number as entered by the
operator/user.

5. The table below will display the lays cut (as per the cutting summary) and their
respective status.

6. The back and next button will take the operator/user back to slide number 3 where
they can select a different style and then further update for it.

7. The submit button will update the WIP for the style selected and update in the table
below.

8. Once the button SUBMIT is clicked and WIP is updated, the existing information is
cleared out so that it can be entered again for a different part on the same page.

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Figure 38 : BUNDLING/NUMBERING SHEET

Figure 40 Numbering WIP Sheet

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9. These are the following parts that will be available for jacket and trouser:

 Jacket

1. Shell

 Front

 Back

 Side panel

 Top sleeve

 In sleeve

 Facing

 Flap

 Brest pocket

 Pocket bone

2. Lining

 Front

 Side panel

 Back

 Sleeve

 In sleeve

 Trouser

1. SHELL

 Front

 Back

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 Front Pocket Facing

 Back Pocket facing

 Right fly

 Left fly

 Waistband

2. LINING

 Knee lining

 Front pocket Bag

 Back Pocket Bag

4.7.1.5 PARTS/PREPARATORY

1. The buttons present are the ticket number present on the panel (as mentioned in
bundling) that must be colored as mentioned above for each part.

The operator first needs to select the part that he/she must enter, then select the ticket no. as
mentioned. Once the user has selected the same ticket no. for all parts it should automatically
turn green showcasing that that garment has been cleared out in the line and has been sent for
pairing.

2. The back, update and next button will work as mentioned above for slide 4.

3. The parts displayed for trouser and jacket are as follows:

 Trouser

 Pocket

 Waist band

 Front

 Back

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 Right Fly

 Left fly

 Jacket

 Front

 Sleeve

 Lining

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Figure 4139 Preparatory sheet

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4.7.1.6 PAIRING

1. Will work the same as the parts sheet. Once all the parts are selected or are available
for pairing, it will automatically turn green indicating that that garment is ready for
pairing.

Figure 40 Jacket pairing sheet

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Figure 41 Trouser pairing sheet

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4.7.1.7 END-LINE/FINISHING

1. Order/Style no. must be selected as per the Loading plan.

2. First the different Fits (regular, slim, large, etc.) are displayed that are present in that
order (as per the cutting plan) that the user will select. Then the respective user will
add in the respective size category through the ‘+’ and ‘-‘button till all the garments in
that particular size are updated.

3. Once all the garments are updated in a particular size (as determined by the loading
plan) the ‘+’ and ‘-‘sign will disappear and an indicator will appear that that particular
type of garments has been received or gone for packing.

4. The update will update the data.

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Figure 42 : ENDLINE AND FINISHING SHEET

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4.7.1.8 UPDATE LOADING PLAN

1. To be as per the line details.

2. File format that is being uploaded has to be saved in a form of database through
which various values such as style number, quantity, size, fit, etc. has to be selected.

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Figure 43 Update Loading Plan

4.6.1.9 UPDATE CUTTING SUMMARY

1. The line has to be selected.

2. Order numbers displayed in the drop-down menu will be as per the loading plan.

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3. File is to be attached and uploaded and saved in the form of a database linked to the
loading plan for that style to help retrieve data for bundling, etc.

Figure 44 Update Cutting summary

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4.7.1.10 VIEW CURRENT WIP

1. Two links are available as follows

 Line wise

 Department wise

Figure 45 WIP summary

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4.7.1.11 LINE WISE WIP

1. If the user clicks on “LINE WISE”, then this page will open.

2. This page gives the department wise summary for all lines in different sections.

3. By clicking on the line number (For E.g. Jacket line 1) it will take us to where a
graph will show representing WIP in

Figure 46 Line wise WIP summary

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Figure 47 Line Wise WIP

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4.7.1.12 GRAPH

1. It shows the WIP for that line in visual format which is easy to understand for any
external person other than that of the line.

Figure 48 Graph depicting WIP

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4.7.1.13 DEPARTMENT WISE WIP

1. This page will showcase the total WIP in each section that has been entered by its user.

2. By clicking on the respective department, we will be able proceed to slide 14 showing

detailed WIP.

Figure 49 Department wise WIP

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3. The following departments will be displayed:

 CUTTING

 NUMBERING

 BUNDLING

 SUPERMARKET

 PARTS

 PAIRING

 ASSEMPLY

 ENDLINE

 FINISHING

 PACKING

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4.7.1.14 SECTION AND ORDER DISPLAY

1. Once this page is opened, the user selects the line for which he/she wants the WIP in
that section.

2. After selecting the line style no. and their respective WIP is displayed in the table.

Figure 50 Order Display

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4.7.2 WIP CALCULATION

1. CUTTING: WIP is calculated as the difference between the numbering WIP and the
number of pieces left in the cutting plan.

2. BUNDLING: WIP is calculated as the difference between numbering and as entered at

the Bundling Section.

3. SUPERMARKET: WIP is calculated as the difference between bundling and parts WIP.

4. PARTS: Last ticket no entered in the SM and the pieces passed entered by the user .

5. PAIRING: Difference between pieces passed and pairing data entered by the user.

6. ASSEMPLY: WIP is calculated as the difference between pairing and end-line WIP.

7. ENDLINE: Entered by the user

8. FINISHING: Entered by the user

9. PACKING: WIP is calculated as the number of pieces that are completed from finishing.

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4.8. CONCLUSION

4.8.1 SUMMARY

The future scope for the topic which we have covered is very high. As the project deals with a
new ground and gives us a further scope to exploit the things for best learning and
implementation in the industry.

In spite of the automation used in the industry there is scope for more automation as proposed in
our project.

One thing that is important to note about VSM is that it is based on a good’s dominant logic.
This can be seen quite clearly in the language that is used and the idea that value is created in the
process and ‘transferred’ to the customer.

Some services can be organized with a good’s dominant logic, especially when the degree of
customer involvement is low and there is a clear step-by-step process in which the work is
handed over between functions or departments. Many administrative processes work well
according to this logic. However, in many service operations, the degree of customer
involvement is quite high, which will generate high variability and reduce the possibility of
standardization. In such cases, we need to apply a different logic and a different perception of
value. With this service dominant logic, the customer creates value, and the objective of the
service is to facilitate this value creation. This makes it difficult (or even meaningless) to apply
VSM, and perhaps a traditional process mapping and analysis is a better approach. Although
VSM is a useful method in many cases it is not a universal solution. Every tool has its
limitations.

4.8.2 SUGGESTIONS

As shown in the above section, it is suggested that the application too be implemented in order to
monitor WIP in each section which will further help to identify the major bottleneck section and
help in rectifying it.

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PROJECT 2:

PROCESS VALIDATION

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5.1 PROCESS VALIDATION

5.2 AUDITING:

Auditing is the on-site verification activity, such as inspection or examination, of a process or

quality system, to ensure compliance to requirements. An audit can apply to an entire
organization or might be specific to a function, process, or production step.

As defined in ISO 19011:2011—Guidelines for auditing management systems, an audit is a

“systematic, independent and documented process for obtaining audit evidence [records,
statements of fact or other information which are relevant and verifiable] and evaluating it
objectively to determine the extent to which the audit criteria [set of policies, procedures or
requirements] are fulfilled.” Several audit methods may be employed to achieve the audit
purpose.

There are three discrete types of audits: product (which includes services), process, and system.
However, other methods, such as a desk or document review audit, may be employed
independently or in support of the three general types of audits.

Some audits are named according to their purpose or scope. The scope of a department or
function audit is a department or function. The purpose of a management audit relates to
management interests such as assessment of area performance or efficiency.

An audit may also be classified as internal or external, depending on the interrelationships among
participants. Internal audits are performed by employees of the organization. External audits are
performed by an outside agent. Internal audits are often referred to as first-party audits, while
external audits can be either second-party, or third-party.

5.2.1 TYPES OF AUDITS:

 Product audit – An examination of a product or service (hardware, processed material,

software) to evaluate whether it conforms to requirements (that is, specifications,
performance standards, and customer requirements).

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 Process audit – A verification that processes are working within established limits. It
evaluates an operation or method against predetermined instructions or standards to
measure conformance to these standards and the effectiveness of the instructions. Such an
audit may:
Check conformance to defined requirements such as time, accuracy, temperature,
pressure, composition, responsiveness, amperage, and component mixture.
Examine the resources (equipment, materials, people) applied to transform the inputs into
outputs, the environment, the methods (procedures, instructions) followed, and the
measures collected to determine process performance.
Check the adequacy and effectiveness of the process controls established by procedures,
work instructions, flowcharts, and training and process specifications.

 System audit – An audit conducted on a management system. It can be described as a

documented activity performed to verify, by examination and evaluation of objective
evidence, that applicable elements of the system are appropriate and effective and have
been developed, documented, and implemented in accordance and in conjunction with
specified requirements.
A quality management system audit evaluates an existing quality program to determine
its conformance to company policies, contract commitments, and regulatory
requirements.
Similarly, an environmental system audit examines an environmental management
system, a food safety system audit examines a food safety management system, and
safety system audits examine the safety management system.

5.2.2 INTERNAL & EXTERNAL AUDITS: FIRST-, SECOND-, AND

THIRD- PARTY AUDITS:

 A first-party audit is performed within an organization to measure its strengths and

weaknesses against its own procedures or methods and/or against external standards
adopted by (voluntary) or imposed on (mandatory) the organization. A first-party audit is

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an internal audit conducted by auditors who are employed by the organization being
audited but who have no vested interest in the audit results of the area being audited.
 A second-party audit is an external audit performed on a supplier by a customer or by a
contracted organization on behalf of a customer. A contract is in place, and the goods or
services are being, or will be, delivered. Second-party audits are subject to the rules of
contract law, as they are providing contractual direction from the customer to the
supplier. Second-party audits tend to be more formal than first-party audits because audit
results could influence the customer’s purchasing decisions.
 A third-party audit is performed by an audit organization independent of the customer-
supplier relationship and is free of any conflict of interest. Independence of the audit
organization is a key component of a third-party audit. Third-party audits may result in
certification, registration, recognition, an award, license approval, a citation, a fine, or a
penalty issued by the third-party organization or an interested party.

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5.3 PROCESS AUDIT:

A process audit is an examination of results to determine whether the activities, resources and
behaviors that cause them are being managed efficiently and effectively. A process audit is not
simply following a trail through a department from input to output - this is a transaction audit.
Processes generate results therefore for an audit to be a process audit it must establish whether
the results are being generated by an effectively managed process.

What is an effectively managed process?

An effective process is one that achieves the results that are intended – i.e. the objectives. An
effectively managed process is a process in which the activities, resources and behaviors are
planned, organized and controlled in a way that the outputs achieve specified objectives

Manufacturing Process Audit

Manufacturing Process Audit systematically examines the acts and decisions by people with
respect to quality to independently evaluate and report the degree of compliance to operational
requirements of the quality program. Also, is relevant in determining the specifications of
contractual requirements. The audit makes sure to examine the accounts to confirm that they are
in order. It is conducted by an authorized person for providing an independent assessment of
software products and processes to assess compliance with requirements. Serves as a systematic,
independent and documented process for obtaining audit evidence on evaluating its objective to
determine the extent to which audit criteria are fulfilled. The independent evaluation of software
products or processes is performed to ascertain compliance to standards, guidelines
specifications, and procedures based on objective criteria. It assists as a process through which
the content of products produced are evaluated to ascertain compliance to standards or
guidelines.

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Benefits of Manufacturing Process Audits:

 Assists companies and businesses in monitoring corrective action results and performing
follow up monitoring to determine if the corrective actions have eliminated the problem
or if further action is required.
 The Manufacturing Audit assists companies and businesses to verify that no new
problems have developed or entered the process.
 Helps businesses and organizations to determine and perform corrective actions by letting
employees make suggestions for corrective actions and select any appropriate options
while at the same time allowing the management to make the final decision as to which
corrective actions are to be implemented.
 Documents any problems discovered and informs all those affected.
 Helps organizations and businesses not to assign blame in as far as problems are
concerned but to find a solution for the same.
 Improve businesses thus achieving success.
 Improve on the quality management audit.
 Improve on manufacturing strategy.
 Helps companies and businesses especially those in the manufacturing sector to
determine flexibility requirements in their manufacturing facilities.
 Acts as a powerful tool for continued improvement.
 Assists companies and organizations in crafting their production systems.
 Used by companies and organizations to gauge their compliance to operational
requirements of quality programs.
 Assists companies and organizations to assess their overall organization performance.

5.3.1 TECHNICAL AUDIT IN APPAREL INDUSTRY:

Technical Audit is a very crucial task of garments manufacturing. Every buyer (Customer) do a
technical audit before placing an order to any garment’s factory. Many garments buyer have their

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own technical audit checklist, Audit must be done routine wise time to time. Through Technical
Audit, auditor’s assurance of ability to make export quality garments of garments maker.
Technical audit checklist can vary buyer to buyer.

Objectives of Garments Buyer Audit:

 Ensure the QMS is effectively

 Audit quality control system
 Ensure compliance with customer quality standard
 Ensure customer manufacturing and process control requirement
 Apply best practice in garments manufacturing.
 Ensuring effectiveness, efficiency, improvement and customer satisfaction.
 To get excellence & sustainable results in the long run of customer product quality and as
a supplier.

Types of Audits in garment industry:

 Internal Audit/ 1st Party Audit-

Performed by factory internal Auditor assigned by factory management. Internal auditor
report for factory management, management evaluates the report and take corrective
action. Here supplier has a scope of improvement as per customer quality and technical
requirement by their own (internal) audit system.
 Customer Audit/ 2nd Party Audit-
Performed by customer/ buyer own self, report to their supplier and ask for corrective
action, available scoring or rating system to classify supplier. Customer audit is very
important for the supplier.
 External Audit/ 3rd Party Audit-
Third party audit is external independent audit performed by a party hired or approved by
the customer to verify their process standard and requirement. 3rd party is a contracted
organization work on behalf of the customer, make a report or certify supplier for a
certain period.

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Technical Audit Categories/Sections for Apparel:

1. Factory Warehouse (Incoming Goods Storage)

2. Trims & accessories area
3. Fabric Inspection
4. CAD
5. Cutting
6. Pre-Production
7. Fusing
8. Sewing
9. Finishing
10. Final Inspection
11. Quality Control
12. Packing/ Finished Goods

Technical Audit Criteria for Garments:

 Factory Warehouse
 Product identification, FIFO-LIFO, storage items tracking system and inventory
 Mold prevention system, relative humidity %, and controlling system
 Trims, accessories and fabrics storage using pallet or rack
 5S implementation effort
 Trims and Accessories Inspection
 Approved trim card for every running style
 Inspection procedure and lighting
 Rejected items isolation and keeping an isolated area
 Third party or supplier internal test report of all Trims and Accessories.
 Complain against the failed product to the supplier and replace, show documents.
 Fabrics Inspection and Procedures

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 Fabrics inspection system, procedure, and Report (Follow 4 point or 10-point

system)
 Shrinkage test accuracy
 Lightbox for shade evaluation
 Color evaluation, shade grading as per customer requirement
 CAD
 Pattern Library and E-pattern library
 Marker calibration, verification (pattern or dies, bundles, direction) and Report
 Making separate pattern as per shrinkage variation
 Cutting
 Grainline/notch indication, cut mold, stripe & check matching indication
 Pattern measurement for verification
 Process sequence of fabric cutting
 Fabric relaxation procedure and report documentation
 Spreading quality control- Table marking –Ends-Leaning-Tension-Narrow
Goods- Remnants-Counts-Ply High-Marker Placing-Fabric Flaws
 Cutting quality control- Miss cut –Rugged Cutting –Notches-Matching Plies and
pattern check
 Bundling and numbering separation, its accuracy and proper report to sewing
 Cut panel inspection
 Preventive Maintenance system and report
 5S implementation effort
 Using all types of personal protective equipment. Cutting safety materials: Hand
gloves, musk,
 Sampling and Pre-production
 Pre- Production meeting for very style and keeping document
 Sampling and pattern correction before bulk start
 Sewing
 Proper sewing allowance vs. machines and making before wash measurement spec
 Needle Control Policy; Sharps tools and Staples control
 Preventive Maintenance system and report

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 Roaming QC Audit system

 Overclock machine fabric trimming check, keep guide for maintain proper seam
allowance
 Approved trim card and approved sample for each running style
 In-process quality checkpoint, defects type record, and alteration
 Mockup (with written instruction) or JQS (job quality standard) for every sewing
operation
 Checking garments for construction, seam quality, and overall garments
appearance.
 Garments measurement and construction checking comparing with approved
sample and customer provided spec
 Seam puckering, SPI, stitch tension, needle mark and all others stitching quality
 Approved lighting condition in all QC checkpoint, customer required lux and
checking report
 5S implementation effort
 Fusing
 Interlining bonding strength, temperature, time and pressure
 Finishing
 Pull test of snap and shank button and pull tester machine calibration
 Quality inspection system and report
 Metal and needle detection in place and effectiveness
 Garments measurement procedure as per customer requirement
 Preventive Maintenance system and report
 Excessive WIP, dumping garments in finishing workplace
 Approved lighting condition in all QC checkpoint, customer required lux and
checking report
 Pressing system. (Temperature, steam, Iron shoe and head)
 Show approved sample or customer provided data for attaching finishing sticker
and folding.
 Garments AQL Audit
 5S implementation effort

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 Carton Warehouse
 Carton keeping system
 Mold prevention system, relative humidity %, and controlling system
 Packing, inventory and delivery/shipment system
 Moisture percentage checking in garments
 Carton weight report, scan and pack system
 Final Quality Audit Room
 Location of Audit room separated from production area or not
 Available necessary for final Audit; approved sample, trim card, inspection table.
 The customer required a light source

Documentation to Show During Technical Audit:

1. Complete own Quality control manual of a factory

2. Quality inspectors training and evaluation exam
3. Quality management system and their activities
4. All section SOP separately as following
 Trims and Accessories inspection procedure
 Fabrics preparatory procedure
 Cutting Quality control SOP
 Sewing quality control SOP
 Finishing quality control SOP
5. Analysis with section quality result and setting target
6. Factory performance report from customer end
7. Factory layout, evacuation, management, and quality organogram
8. All machine calibration report attaching with the machine by the supplier, 3rd party or
own calibration system
9. Quality analysis and control report
10. ISO, ASQ or any other international certificate
11. Quality tools calibration report. e.g.: Measurement tape

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Audit CAP and Follow up Improvement in Garments:

End of an audit, auditing party make a report with their comments where requirement does not
meet as per standard or customer requirement. Audit result by the scoring system by marks
(Performance rate) or classify Good, alert and risk. Supplier takes corrective action as per 3rd
party auditor or customer recommendation for their customer requirement.

CAP Report Includes:

 Audit observation/findings
 Auditor recommendation/Comments
 The corrective action plan of supplier
 Estimated completion date
 Progress status
 Follow up improvement

Follow up Improvement of Audit:

As per audit checklist report by an auditor, a supplier must fill up customer requirement by a
certain time. Customer follows up improvement of CAP in every week or month. If the number
of CAP decrease after every month, supplier improving towards customer requirement. Anytime
or after certain period buyer audit again.

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5.4 PROCESS CONFIRMATION:

Process Confirmation is “a tool or method that provides managers with an adequate level of
confidence in process quality and repeatability”. It involves going to where the work is being
done and confirming that the way is it being done works and is in accordance with the
organization’s policies and procedures.

The Objectives of Process Confirmation are to:

 Confirm that formal work standards exist (in other words, ‘do we have a defined process
for that particular activity?’)
 Confirm that the formal work standards meet customer need and adhere to corporate
policies (‘are we asking staff to do the right things in the right way?’)
 Confirm that the formal work standards are being followed by all staff (and if not, why
not? For which the usual answer is ‘it doesn’t work!’)
 Recognize people when standards are worked to in full (process confirmation is not about
catching people out, but about being honest about what is working and not working)
 Ensure the reliability of performance data (are we capturing the right data in the right way?)
 Identify deviations from standards
 Identify competency issues and close the performance and skills gaps to eliminate
deviation (if people are trained by the people who were trained by the people who were
trained by someone who received the original training, all without any real
documentation, then do not be too surprised if they have not captured everything they
need to know!)
 Continually eliminate waste.

We use Process Confirmation to test that our current processes and systems work and are
followed by staff. Testing through confirmation shows that we value every process and person. If
people are struggling, then we should find out about it early and be able to help them before they
fail more dramatically.

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5.4.1 PRINCIPLE OF THE PROJECT:

The project – process validation is based on the principle of internal auditing to improve the
S.O.P followed or to check whether the followed S.O.P is correct or not or need any further
monitoring. Internal rigorous auditing is carried out through checklist of each department which
contains the list of processes to be followed and a P.V board for each department which displays
the audit results as percentage and score. Each department is assigned an auditor who performs
the audit on regular basis and updates the P.V board. Implementing the internal auditing system
in the S.O.P itself will improve the external audit performance and lowers the chances of
deviation from the standard process.

The core basic principles of internal audit are as follows:

• Ethical conduct: to keep a check on whether process followed is ethically correct and
employers are well versed with their responsibilities.

• Fair presentation: fair presentation of processes which are followed, and which are not
followed through percentage and score on P.V board so that corrective action plans can be taken
against those processes.

• Professional care: to keep a check that mistakes are not happening due to lack of
professional care and operators are getting proper professional aid when any problem arises.

• Impartiality: internal audit will help to point out mistakes arising from the exact point in
an impartial manner and to acknowledge the importance of every process.

• Evaluations based on evidence: internal audit will help to make different evaluations and
decisions like changing process, changing the machine or training the employ as the audit will
provide physical evidence of scope of improvement through audit score and percentage.

• Competence: regular audit will gradually help in identifying and rectifying loop holes in
processes which will lead to improved process, less chances of mistakes and hence will yield
higher productivity.

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5.3.2. AUDIT FRAMEWORK:

Generally, audits fail to deliver maximum result due to lack of audit preparation, audit criteria
elements or checklist driven, auditor skills and knowledge, commitment from the management,
and bureaucratic reporting. So, to conduct a successful audit which yields maximum result one
should follow a defined audit frame work and conduct audit according to that framework.
Framework may vary organization to organization.

The audit framework can be broadly categorized into 3 major steps and few sub-steps under that:

1. Audit planning: it is the first step of audit process which includes all the planning process
like studying the process and preparing documents against which audit can be performed.

Following processes comes under audit planning:

 Studying the ongoing process of each department.

 Identifying which process are needing to be implemented and which process are
not required.
 Preparing a checklist off all the valid processes to be checked and booklet of the
same.
 Creating a schedule for regular audit.
 Defining a permanent auditor for each department respectively who will conduct
audits on regular basis.
2. Conducting audit: after the preparatory process the second important step is conducting
valid audit on regular basis without fail. All the auditors must be trained in beforehand on
how to conduct rigorous audit so that each point gets covered.

Following process comes under conducting audit:

 Auditors should conduct audit on regular basis without fail.

 They should use pre-defined process confirmation checklists in their respective
audit zone to conduct audit.

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 Check each point mentioned in checklist rigorously and update status.

 Calculate process followed and process not followed percentage at the end of
audit and update the checklist as well as audit board.
 Sign the audit sheet as well as take signatures of person responsible for corrective
action and department head after completing audit.
 Update current score, previous score and the trend graph present on audit boards
after every audit.
 Update rank on audit board based on the respective audit scores of all the
departments.
3. Audit follow-up: third step in audit framework is audit follow up which comes once the
audit is conducted successfully. It includes preparation of corrective action plan against
processes which are not followed properly, it also includes reviewing the score of audit
and deducing conclusions from that.

Following steps comes under audit follow-up:

 Generation of report against the audit performed.

 Preparation of corrective action plan against the steps which are not being followed.
 Allotting a person responsible for corrective action plan.
 Performance evaluation through previous score.

5.3.3 APPROACH: CHECKLIST AS A QUALITY TOOL:

Checklist is a tool for questioning and getting the required information to achieve the goals.
Checklists are the set of documents to help the audit. Checklist fulfils the criteria for quality
assurance requirements of construction activities. It checks activities to ensure compliance with
the plans and specifications. It informs the officials of any work that is in noncompliance.
Application of checklists informs the officials of deficiencies, so that corrections can be made,
and retesting performed prior to covering any substandard work with additional material. Now,
not only checklists help to produce quality, defect-free work, it also helps in developing
documentation of your quality practices. Checklists are valuable evaluation devices when
carefully developed, validated, and applied. A sound evaluation checklist clarifies the criteria
that at least should be

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considered when evaluating something in a area; aids the evaluator not to forget important
criteria; and enhances the assessment's objectivity, credibility, and reproducibility. Checklist is
useful in planning an enterprise, monitoring and guiding its operation, and assessing its
outcomes. In the evaluation vernacular, checklists are useful for both formative and summative
evaluations.

5.3.3.1 Process validation: checklist as a tool:

Checklists serves as the main tool for conducting process validation audits as it contains all the
valid processes to be followed. Auditor uses those checklists to carry out the audit and checks
each process mentioned in the checklist without fail. Those checklists are validated by the
signature of the respective department head as well as the auditor. Auditor then gets the
percentage of process followed as well as process not followed by simple formula which directly
gives the scope of improvement in each department. The score generated after each audit is then
evaluated for further development. The outcomes of checklist also help to create a corrective
action plan against each process not followed and keep a check on the processes that whether
they are followed properly or not.

5.3.3.2 Preparation of checklist:

Checklist for each department is prepared separately after thorough study of that department and
a booklet containing the checklists and general instruction for audit is then prepared and kept in
each department respectively.

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Checklist is prepared in following given steps:

Initial observation of ongoing S.O.P and working of each department and noting it down.

Identifying processes which are either present but wrong, not present or present but not required.

Preparing a list of general valid processes that needs to be followed.

Discussing the checklist with respective department head as well as quality head and getting the approval
of checklist.

Pilot auditing using prepared checklist in every department.

Adding and removing errors which arise during pilot run.

Final approval of checklist by plant head.

Creating a final format which includes column for score and signature of department head, auditor and
person responsible for corrective action.

Preparing a booklet of checklist for each department which contains general instruction for auditing and
checklists to carry out audit.

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5.3.4 PROCESS VALIDATION: AUDIT DISPLAY BOARD:

A process validation audit board is put in front of each department which displays the score of
each audit as percentage of improvement. The audit board contains information such as
department head name along with picture, score of current audits with last date and rank display.
It contains a color indicator for indicating the status of the audit score in green, yellow and red. It
also has a trend graph which displays the respective audit score of each month.

The main purpose of P.V board is to display result of each department to all the employee, which
will create an impact on person working in the respective department that whether the process is
under controlled limit or need further improvements. The graphical display of audit score of each
month will indicate the gradual improvement in the process over time.

Figure 51 Quality board

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5.3.5 ADMINISTRATIVE FACTORS:

Quality manager along with all the department heads are responsible for the process
improvement as well as keeping a regular check on whether the process is going as defined
standard. A proper hierarchy is followed in quality department for the successful completion of
the audit and taking necessary steps based on the result.

Following are the administrative steps taken by management:

 Assigning a quality head in each department who will look after the audit processes in
each department.
 Assigning an auditor from each department who will conduct audits on regular basis.
 The report generated from the audit will be reviewed by quality manager as well as plant
head and results should be deduced from that.
 Assigning a person for corrective action from each department who will make corrective
action plans against each process not followed every audit.
 Reviewing of corrective action plan by quality manager as well as respective department
auditor.
 Training operators about the points which are not being followed.
 Checking improvements from previous audit in each audit.

5.3.6 AUDIT CRITERIA:

 Auditors allotted to each department should report to the quality head for every audit
without delay.
 Department head should be notified about the audit beforehand and after completion.
 Scoring should be done as per the formula and the result and percentage should be
displayed on the audit booklet without fail.
 After every completion of audit signature of department head as well as auditor is
mandatory.
 Audit will not be considered completed if the results are not displayed on the board.

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5.3.7 AUDIT SCHEDULING:

 The audit should be conducted twice every month on dates decided by the quality head.
 If the auditor is absent, then the responsibility of the quality head is to assign a substitute.
 Auditor list should be prepared beforehand, and auditors should be notified before the
audit.
 No substitute should be initiated by auditor without the permission of the quality head.
 Quality head should discuss the performance of all the department with the plant head
after every successful completion of the audit

AUDIT SCHEDULING:

 The audit should be conducted twice every month on dates decided by the quality head.
 If the auditor is absent, then the responsibility of the quality head is to assign a substitute.
 Auditor list should be prepared beforehand, and auditors should be notified before the
audit.
 No substitute should be initiated by auditor without the permission of the quality head.
 Quality head should discuss the performance of all the department with the plant head
after every successful completion of the audit.
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5.3.8 INSTALLATION OF PROCESS VALIDATION DISPLAY BOARD:

 PATTERN DEPARTMENT:

BEFORE AFTER

Figure 52 Pattern department before and after quality boards

 FABRIC STORES:

BEFORE AFTER
Figure 53 fabric stores before and after quality boards

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 TRIM STORES:

BEFORE

BEFORE AFTER
Figure 55 Trim store before and after quality boards

 NEEDLE MANAGEMENT

BEFORE AFTER

Figure 53 Needle management before and after quality boards

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 CUTTING:

Figure 56 Cutting department before and after quality

AFTER boards
BEFORE

 TROUSER LINE

BEFORE AFTER

Figure 57 Trouser department before and after audit board

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CHECKLISTS

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5.5 AUTOMATION OF THE INSPECTION PROCEDURE:

Quality can mean different things to different groups within an organization. From a customer
perspective, quality means that the product they purchase is reliable and performs to their
satisfaction. From a manufacturing perspective, quality means conformance with
manufacturability specifications. While delivering high-quality products usually translates to
happy customers and increased profitability, the internal benefits of reduced scrap, rework, and
defects in the manufacturing process mean lower costs and faster time to market. Many
companies today subscribe to internal quality management programs, both for external and
internal gains. However, in this world of increasing competition, manufacturers must seek ways
to optimize their bottom line while managing the cost/quality trade-offs. The inspection process
within the supply chain plays a critical role in managing conformance of manufacturability and is
a process ripe for optimization. Automation of the inspection procedure may reduce compilation
efforts via central database, report making error via automatic report generation. There are many
instances when the quality inspection results may sit on the shelf without action being taken. A
real time approach which increases transparency through results sharing via mail may help
higher authorities to take quick action. A prototype was developed with the help of online app
developing platform AppSheet. The details about the functioning and implementation is further
explained.

Figure 58 About AppSheet Inspection App: PV AUDITS

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5.5.1 GENERAL INFORMATION

General Information section explains in general terms the app and the purpose for which it is

intended.

5.4.1.1 System Overview Appsheet:

PV AUDITS is application, which allows collecting information about the internal inspection
carried out in the industry. The application provides electronic version of checklist used in
collecting the audit responses and storing the photo proof of the response along with the auditor’s
comments for the same. The application saves data collected to database on the google
spreadsheet. Its operational status is under development and the discussions have been made with
external developers for an inhouse app with same features. This app can be installed on any
android device and can be accessed through the pc on any web browser. Being password
protected only specified personnel could access the database or the app.

Figure 59 Checklist layout

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Figure 60 Excel database

5.4.2 SYSTEM SUMMARY

System Summary section provides a general overview of the system. The summary outlines the
uses of the system’s hardware and software requirements, system’s configuration, user access
levels and system’s behavior in case of any contingencies.

5.4.2.1 System Configuration

AppSheet: PV AUDITS operates on mobile devices with Android operating system and pcs with
any major web browser. It is compatible with Android 4.4 and higher versions. The application
requires connection to Internet to save data to google database, internal photo camera for saving
the photo proof and a touch interface for saving the user signature. Data saved in database can be
seen using any major Internet browser. The editor of the app can be accessed on any pc with the
credentials. The whole function of the system on the mobile as well as the pc should be done
with the same credentials. After installation on the device, AppSheet: PV AUDITS can be used
immediately without any further configuration.

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5.4.2.2 User Access Levels

Anyone with login id and password can use application, registered user is able to save data to
database. Editing of the app can be done through any pc with the credentials.

Figure 61 Login page

5.4.2.3 Contingencies

In case of no internet, data are not saved in internal memory of the operating device (except
photos that are stored in external storage folder of the device). A temporary storage is on the app,
but it should be synced before making any further changes. The sync button provided at the
bottom should be clicked after every successful action so that the same info is available on every
device which is accessing the data.

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Figure 62 Audit IDs

Here a numeric value is seen beside sync button which shows number of changes made but not
synced.

5.4.3 GETTING STARTED

Getting Started section explains how to get AppSheet: PV AUDITS and install it on the device.
The section presents briefly system menu.

5.4.3.1 Installation and Logging In

The newest installation version currently available can be downloaded from

https://play.google.com/store/apps/details?id=x1Trackmaster.x1Trackmaster&hl=en_IN , and is
an .apk file, which should be installed on the device. Further logging in with the specified
credentials will open the options of apps available for the specific ID. User ID and password are
google id specific thus the interface provides option to just login through your gmail id. The pc
version requires to open the website and login with google id thus option for viewing database
and editing the app.

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Figure 63 Playstore download page

5.4.3.2 System Menu

AppSheet: PV AUDITS is tabbed application, which consists of tabs for each participating
department. All tabs represent form for collecting the audit data. Every form has the option for
collecting photo against the response and the comments of the auditor. The last tab is the sync
button which should be pressed after every entry so that the information is saved on the database.
There is an edit button at every tab to edit the entries and an add button to add further new
entries.

5.4.3.3 Making Entries

After pressing the add button new entries could be made for that department. Each audit should
be given a Audit ID, Date of that particular audit should be entered and then the responses of
each questions should be filled in yes/no format. A photo for that response could be added if
required and then the comments if required. After dealing with all the questions further the
signature of the auditor and department head could be taken for authentication. Save button
should be pressed after completion. Pressing the sync button after the completion is necessary to
save the data into the database. The data will be saved into the database accordingly then the
photos can be extracted.
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Figure 64 Response page

5.4.3.4 Exiting the system

There is a dropdown tab on the top left corner of the app which provides the option for logging
out of the app and thus closing the app. If the logging out action is made without syncing the data
then the data will be lost

Figure 65 Exit page

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5.4.4 EDITING THE APP

Edits on the app could be made according to the user’s requirement and all the different views
could be accessed also the design could be changed accordingly.

5.4.4.1 Opening the pc app editor

The user should have any major web browser (chrome, Firefox etc.). Open the website
https://www.appsheet.com/ where there is a login option in my account tab on the top right corner.
After which the user is prompted to the login page where he can login through the gmail id. The
next screen lists down the apps made by the user, an edit option is present below every user
created app.

Figure 66 Desktop login

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Figure 67 App gallery

5.4.4.2 Creating the forms

The options of views are present on the top menu of the screen where the user adds new view for
each department. Further the details button allows customization of the look of the form and the
form button allows editing the header or questions of the department.

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Figure 68 Form creation

5.4.4.3 Editing the questions

The user can open the data tab on the left side menu which open the column option on the top
menu which can be accessed to edit the questions and attributes of each column.

Figure 69 Column editing

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5.4.4.4 Saving option

For every action that is made on the editor a save button is present on the top right corner. Saving
the changes will save the changes on the database as well as any device that is connected.

Figure 70 Saving changes

5.4.4.5 Sharing the App

After successful editing of the app, changes will automatically show on all the devices on which
the app is preinstalled. If the user intends to share the app with any new user, then he can use the
option of sharing at the top left which gives the user the option to enter the mail id to share the
link for installation of the app.

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Figure 71 Sharing the application

5.4.5 FUTURE SCOPE AND CONCLUSION

Inspection procedure could be considered as an add on procedure to the S.O.P of the

manufacturing process and could be fruitless at many times. Implementing a digital inspection
system could make it a fast and convenient process. At times the results may sit on the shelf
without even getting into notice of the higher authorities. A digital approach with automatic
report generation could be visually easy to interpret, thus easy to act upon.

Also, saving of bunches of paper will add up to the sustainability factor of the industry and help
to have a responsible outlook to the environment. The automation of process is easy as everyone
could save data which can be viewed by anyone at any time. A real time approach open options
for real time data sharing which could be used on the production floor for alteration details and
also planning of the next course of action. Search options could be used to access any data at any
point of time without any delay.

A central database could be a solution to communication between buyer and export houses where
the results of each audits could be sent directly to the buyer minutes after it is completed. It
would create a transparency within the two parties and all report generation could be done
automatically.
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This approach can be related to the output and the reason of poor performance could be easily
identified.

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5.6 CONCLUSION

The industry internship to SILVER SPARK APPAREL LIMITED, DODDABALLAPUR,

Bangalore, proved to be a fruitful experience. The three months exposure to the organization was
a good learning curve in my career. It helped us to learn the practical manufacturing and
processing techniques in garments right from the fabric stage to the finished and packed garment
stage.

During our course of internship, we tried to grasp the concepts of apparel manufacturing,
including cut to pack techniques. We also observed the process flow of various departments in
the largest export house of the company. We also noted the different quality aspects that are
checked throughout the production of apparels by the quality Auditors of the respective
departments.

We were exposed to the daily corporate life and had a thorough understanding of the working
environment and management system. All the staffs and employees in the unit were very friendly
and cooperative and strictly followed the company rules and regulations.
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PROJECT 3:

INNOVATION IN WAREHOUSE

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6.1 INNOVATION IN WAREHOUSE

6.2 PROJECT TITLE - INNOVATION IN WAREHOUSE

INITIAL FLOWCHART OF INHOUSING THE FINISHED GOODS INTO WAREHOUSE

RECIEVE BOM FILE

FROM THE BUYER

SCANNING OF
INCOMING GARMENTS

PHYSICAL COUNTING OF
INCOMING GARMENTS

IF OK

STACKING OF THE
SCANNED GAREMNTS

GENERATION OF
PACKING LIST

PREPERATION OF OCR
REPORT

GOH/BOX PACKING

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INTERNAL AUDIT

IF OK

REPACKING OF
AUDITED GOODS

OFFER EXTERNAL
AUDIT

IF OK

REPACKING OF AUDITED
GOODS

PREPERATION OF
CHECKLIST

ISSUE LOADING CLIP EMAIL PACKING LIST TO THE

TO SECURITY AND
PERSONNEL MERCHANTS ISSUE GARMENT
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DELIVERY CHALAN

TAKE PHOTO OF 25%,50%,75% AND 100%

FULLED CONTAINER

TAKE PHOTO OF EMPTY AND FULLY

FILLED CONTAINER
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PROBLEM STATEMENT-:

According to the existing process flow of warehouse the accountability and segregation of
incoming goods was manual, which consumed a lot of time and resulted in great confusion.

THOUGHT PROCESS-:

We planned to automate the accountability and segregation process in warehouse so that

allocation of the finished goods will be more sorted and clearer.

Ideas-:

1 Implementation of RFID

2 Implementation of barcode system

APPROVAL-:

Under the guidance of our process owner an Mentor we decided to follow the barcode system
because warehouse itself holds big portion in the garment industry, so implementation of the
RFID would not be cost effective to the industry.

COST ANALYSIS -:

 A barcode cost for 0.30 rupees for 1000 lot of tags to silver spark

 A RFID cost for 30 rupees for a lot of 1000 of pcs.

Though rfid is way better than barcode in terms of trackability and accountability, but a slight
increase in the cost will decrease the profit percent of silver spark

WORKING PROCEDURE-:

1/ Receive the garments from finishing department

2/ Trims checking before entering in to warehouse

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3/ Scan the barcode of each garment

4/ Keep the garment on specified rack

HOW TO CREATE THE FILE AND SCANNING PROCEDURE-:

desktop -> scanning report -> month -> day wise scanning (excel file)

everyday morning copies the previous day file and change the date
.

Delete the scan values from the excel sheet to start with the fresh scanning

If you received any garment in new p.o., scan and create the dump for that
purchase order in each size

continue the scanning and save after scanning

po sheet -> options -> refresh all, to get the report po wise, size wise and line wise

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6.1.1 BARCODE

A barcode (also bar code) is an optical, machine-readable, representation of data; the data usually
describes something about the object that carries the barcode. Traditional barcodes
systematically represent data by varying the widths and spacings of parallel lines and may be
referred to as linear or one-dimensional (1D). Later, two-dimensional (2D) variants were
developed, using rectangles, dots, hexagons and other geometric patterns, called matrix codes or
2D barcodes, although they do not use bars as such. Initially, barcodes were only scanned by
special optical scanners called barcode readers. Later application software became available for
devices that could read images, such as smartphones with cameras.

Barcode was invented by Norman Joseph Woodland and Bernard Silver and patented in US in
1952 (US Patent 2,612,994). The invention was based on Morse code that was extended to thin
and thick bars. However, it took over twenty years before this invention became commercially
successful. An early use of one type of barcode in an industrial context was sponsored by the
Association of American Railroads in the late 1960s. Developed by General Telephone and
Electronics (GTE) and called KarTrak ACI (Automatic Car Identification), this scheme involved
placing coloured stripes in various combinations on steel plates which were affixed to the sides
of railroad rolling stock. Two plates were used per car, one on each side, with the arrangement of
the coloured stripes encoding information such as ownership, type of equipment, and
identification number. The plates were read by a trackside scanner, located for instance, at the
entrance to a classification yard, while the car was moving past. The project was abandoned after
about ten years because the system proved unreliable after long-term use.

Barcodes became commercially successful when they were used to automate supermarket
checkout systems, a task for which they have become almost universal. Their use has spread to
many other tasks that are generically referred to as automatic identification and data capture
(AIDC). The very first scanning of the now-ubiquitous Universal Product Code (UPC) barcode
was on a pack of Wrigley Company chewing gum in June 1974.] QR codes, a specific type of 2D
barcode, have recently become very popular.

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Other systems have made inroads in the AIDC market, but the simplicity, universality and low
cost of barcodes has limited the role of these other systems, particularly before technologies such
as radio-frequency identification (RFID) became available after 2000.

6.2.2 BARCODING PROCESS

It would be no good having barcodes if we didn't have the technology to read them. Barcode
scanners must be able to read the black-and-white zebra lines on products extremely quickly and
feed that information to a computer or checkout terminal, which can identify them immediately
using a product database. Here's how they do it.

For the sake of this simple example, let's assume that barcodes are simple on-off, binary patterns
with each black line corresponding to a one and each white line a zero. (We've already seen that
real barcodes are more sophisticated than this, but let's keep things simple.)

1. Scanning head shines LED or laser light onto barcode.

2. Light reflects back off barcode into a light-detecting electronic component called a
Photoelectric Cell. White areas of the barcode reflect most light; black areas reflect least.

3. As the scanner moves past the barcode, the cell generates a pattern of on-off pulses that
correspond to the black and white stripes. So, for the code shown here ("black black
black white black white black black"), the cell would be "off off off on off on off off."

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4. An electronic circuit attached to the scanner converts these on-off pulses into binary
digits (zeros and ones).

5. The binary digits are sent to a computer attached to the scanner, which detects the code as
11101011.

In some scanners, there's a single photoelectric cell and, as you move the scanner head past the
product (or the product past the scanner head), the cell detects each part of the black-white
barcode in turn. In more sophisticated scanners, there's a whole line of photoelectric cells and the
entire code is detected in one go.

Scanners don't detect zeros and ones and produce binary numbers as their output: they detect
sequences of black and white stripes, as we've shown here, but convert them directly into
decimal numbers, giving a decimal number as their output.

6.2.3 AUTOMATIC ALLOCATION OF RACKS-:

First, we defined all the racks for running and fixed buyers, e.g. We allocated 3 racks for Konaka
A, B, C.

Every rack has 6 rods and every rod has a capacity of 400 pcs i.e. capacity of 6 racks is 2400 pcs.

Racks No of Pcs

1 400pcs

6 2400pcs

Working of the excel Sheet-:

We created a dump file for reference that contained details about a merchandise of a particular
buyer. Reference picture of the sample dump worksheet. In fig (3.1.3.1).

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Figure 72 Dump sample sheet

Then we created a sample worksheet for scan that was synced to the sample scan worksheet.

As represented in fig 72.

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Figure 73 Scan sheet sample

Then for accountability of the incoming merchandise we created a po wise scan sheet (Fig 73)
that basically counted the total incoming garments and it worked on the basic command of pivot
table.

VLOOKUP is the basic command that creates a relation between dump and scan sheet.

VLOOKUP basically extracts the relatable value in that particular defined area. we must define a
particular on which this command works.

VLOOKUP function. ... In its simplest form, the VLOOKUP function says: =VLOOKUP (Value
you want to look up, range where you want to look up the value, the column number in the range
containing the return value, Exact Match or Approximate Match – indicated as 0/FALSE or
1/TRUE).

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Figure 74 Sample PO wise sheet

6.1.4 ALLOCATING PROCESS

Every merchandise doesn’t have a unique id, id is allotted to a size group in purchase order. once
we track the shipment details, we get to know that when a rack would be vacated. This helps in
allocation of the next Purchase order that comes into warehouse.

Example-:

 Konaka placed an order of 5000 pcs

 It has 5 purchase orders into that, so we the allocation is done as per the vacancy available.

 Now when the shipment is completed the vacant racks are available for the upcoming
Purchase order.

 The allocation is done in the dump file for the upcoming lot.

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Automation after allocation-:

We completed our barcoding and automatic rack allocation with the help of excel after that we
called up a warehouse automation vendor, AUTOEDGE(BANGALORE).

This automation plan helped us to stack the garment automatically without carrying the garment
with the help of production trolley to the defined race. Its works with the help of a simple
conveyer the speed can be made variable as per the owner choice. As show in Fig (3.1.4.1).

Figure 75 Automation vendor File

6.1.5 About the Vendor

Auto edge Advanced Automation Technologies Pvt Ltd is a premier Automation Engineering
company having over a decade experience in providing turnkey solutions for industrial
automation requirements. We are wholly owned subsidiary of M/s. SAI Projects & Systems Pvt
Ltd, and are involved in design, manufacture and implementation of complete automation
systems like

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assembly lines, packaging lines, process lines, work cells etc. for Automotive, Pharmaceuticals,
FMCG, Food, White good and general industry.

Address-:

Address: Amar Plaza, No 19, 1st Floor Krishnanagar Industrial Area, Hosur Road, Bengaluru,
Karnataka 560029.

We have large pool of experienced Engineers with vast experience in Automation system design,
project management, manufacturing and implementation. Entire team is managed by experienced
Management team of 7 members with each from different professional back ground like
Mechanical design, Controls & Instrumentation design, Software development, Production &
planning, Installation and Commissioning, after sales & Service and Finance.

We specialize in system design by integrating with various standard components like PLCs,
ROBOTS, Servomotors, Pneumatics, Hydraulics, Sensors, and others third party equipment. We
bring intelligence to the systems and solutions by connecting all the machines to management
with SCADA, MES and other API software development and integration.

All our Engineers are well trained to manage Engineering challenges. We have complete design
and development software tools like Solidworks, AutoCAD, FlexSIM, and EPlan to build
complete system in CAD before release for manufacturing along with hands on experience in
using all the reputed PLCs available in the market like Rockwell Automation, Mitsubishi,
Siemens, Omron, Toyopuc, etc.

Some of the award we have received in the recent past are

 India SME Top 100 Award among 42000 nominations by India SME Fourm

 Fastest Growing Indian Company Excellence Award by International Achievers Conference

 Nominated for top 5 in SME category from Bangalore by CNBC TV18 & ICICI Emerging
India Awards

6.3 PROJECT 2 -:

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Title – Segregation flags within Purchase Orders

Problem statement-

As mentioned in a row we can stack 2400 garments, so it is not easy to segregate Purchase order
and sizes between them.

Thus sorting would make our work easy, for sorting and segregation we planned to use colored
segregation flags, basically we tried to implement 5’s in ware house.

5’s-:

5S is a workplace organization method that uses a list of

five words: seiri, seiton, seiso, seiketsu, and shitsuke. These have been translated as "Sort", "Set
In order", "Shine", "Standardize" and "Sustain". The list describes how to organize a work space
for efficiency and effectiveness by identifying and storing the items used, maintaining the area
and items, and sustaining the new order. The decision-making process usually comes from a
dialogue about standardization, which builds understanding among employees of how they
should do the work.

We installed yellow flags for segregation between two purchase orders and red flags within the
purchase orders between different sizes.

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Flags installed in a line and

a line without flags.

TIME STUDY -:(total time in taking out 42s from a purchase order)

Case 1-:

When there was no barcoding and segregate.no system.

Size Time

42s 7 min 33 sec

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Case 2-:

After the implementation of segregation flags.

Size Time

50r 3 min 21 sec

6.2.1 DAILY SCANNED REPORTS OF WAREHOUSE -:

Functions used-:

VLOOKUP- VLOOKUP is an Excel function to lookup and retrieve data from a specific column
in table. VLOOKUP supports approximate and exact matching, and wildcards for partial
matches. The "V" stands for "vertical". Lookup values must appear in the first column of the
table, with lookup columns to the right.

PIVOT TABLE-Pivot Tables are one of the most powerful and useful tools in Excel. They will
save you a lot of time by allowing you to quickly summarize large amounts of data into a
meaningful report. Understanding exactly how a pivot table works will really help you unleash
the full potential of this amazing tool.

In pivot table in values we used count of scan for counting the total of the scanned garments.

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SAMPLE 1-:

Figure 76 Po Wise Scan Sheet Sample

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Figure 77 Scan Sheet Sample

Figure 78 Dump File Sample Sheet

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SAMPLE 2-:

Figure 79 PO Wise Scan Sheet

Figure 80 Dump File Sample Sheet

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SAMPLE 3-:

Figure 81 Scan Sample Sheet

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Figure 82 Dump Sheet Sample

Figure 83 PO wise Sample Sheet

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6.4 CONCLUSION

The report and analysis are made on current position and performance of the plant. The plant is
excellent in terms of management, automation and equipment. I completed my 3 months Apparel
internship here with a great learning and built a strong base for my future.

My project title Innovation in Warehouse basically concludes the implementation of 5’s, Kaizen
and automation in warehouse.

We implemented a system that automatically decides a rack for a purchase order without any
confusion. With the help of this system we also saved time for fetching the garment for a
purchase order. We also submitted a design draft for automatic racking system.

In our second project we made colored segregation flags for segregating the purchase orders and
for segregating the sizes within the purchase order.

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7.0 CONCLUSION
The industry internship to SILVER SPARK APPAREL LIMITED, DODDABALLAPUR,
Bangalore, proved to be a fruitful experience. The three months exposure to the organization was
a good learning curve in our career. It helped us to learn the practical manufacturing and
processing techniques in garments right from the fabric stage to the finished and packed garment
stage.

During our course of internship, we tried to grasp the concepts of apparel manufacturing,
including cut to pack techniques. We also observed the process flow of various departments in
the largest export house of the company. We also noted the different quality aspects that are
checked throughout the production of apparels by the quality Auditors of the respective
departments.

We were exposed to the daily corporate life and had a thorough understanding of the working
environment and management system. All the staffs and employees in the unit were very friendly
and cooperative and strictly followed the company rules and regulations.
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ANNEXURES

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