15FD01 PROJECT WORK 1

N NANDHINI (15PF19)

Dissertation submitted in partial fulfilment of the requirements for the degree of

MASTER OF SCIENCE
Branch: FASHION DESIGN AND MERCHANDISING
Of Anna University

OCT 2018
DEPARTMENT OF APPAREL AND FASHION DESIGN

PSG COLLEGE OF TECHNOLOGY

(Autonomous Institution)

COIMBATORE-641004

1 | PSG COLLEGE OF TECHNOLOGY

 PSG COLLEGE OF TECHNOLOGY
(Autonomous Institution)

COIMBATORE-641004

15FD01 PROJECT WORK 1

Work done by

N NANDHINI (15PF19)
Dissertation submitted in partial fulfilment of the requirements for the degree of

MASTER OF SCIENCE
Branch: FASHION DESIGN AND MERCHANDISING
of Anna University
OCT 2018

………….. …………….
DR.NIRMALA VARGHESE MR.VENKATESHA MURTHY

Faculty guide Industry mentor

2 | PSG COLLEGE OF TECHNOLOGY

 PROJECT CARRIED OUT IN AN INDUSTRY

ARVIND MILLS, BANGALORE (YESHWANTPURA).

PROJECT TITLE

CAPACITY IMPROVEMENT IN FINISHING

PROJECT DURATION

MAY 2018 – OCT 2018

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 ACKNOWLEDGEMENT

It is my responsibility in conveying my sincere thanks to my beloved principal

Dr.R.Rudramoorthy , PSG College of Technology, for all facilities extended to
me in carrying out my internship in smooth manner.

I also wish to deliver my sincere thanks to Dr.D.Vijayalakshmi,Head of the

Department, Apparel and Fashion Design for her valuable support to this intern.

It is a great pleasure to extend my sincere thanks to my internal project guide

Dr.Nirmala Varghese, Assistant Professor, Department of Apparel and Fashion
Design, PSG College of Technology for her constructive criticism, guidance and
valuable help at all stages, which helped us complete the project successfully.

I would wish to convey my huge thanks from bottom of my heart to my external

project guide Mr.Venkatesha Murthy, IE Manager at Arvind Limited for his help
and support to take over my project in a best way and he also helped me in
learning more about my subjects that can mould my career for sure.

I also convey my thanks to GM,HR, department managers, floor managers,

supervisors, operators, no-operators of Arvind limited who helped me during my
Internship. I express my heartiest thanks to my parents and all friends who have
directly and indirectly helped me to complete this internship with great success.

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 TABLE OF CONTENTS

S.NO PARTICULARS PG.NO

1 TITLE PAGE 1

2 CERTIFICTE 2

3 PROJECT DETAILS 3

4 ACKNOWLEDGEMENT 4

5 TABLE OF CONTENTS 5-7

6 LIST OF TABLES 8

7 LIST OF FIGURES 9

8 CHAPTER 1 10
1.1 INTRODUCTION 10

1.2 COMPANY PROFILE 11

1.3 VISION AND MISSION 16

1.4 QUALITY POLICY 16

1.5 ORGANIZATIONAL STRUCTURE 17

1.6 INDUSTRY LAYOUT(FLOOR PLAN) 18

1.7 PROCESS FLOW 19

1.8 ACTIVITIES CARRIED OUT IN EACH SECTION. 26

1.9 PRODUCT DEVELOPMENT PROCESS 30

1.10 SWOT ANALYSIS OF THE INDUSTRY 31

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 9 CHAPTER 2 34

2.1 INTRODUCTION 32

2.1.1 COMMON WAYS TO IMPROVE PRODUCTION 33

2.2 OBJECIVES 34

2.2.1 TO REDESIGN THE WORFLOW 35

2.2.1.A SCIENTIFIC WORKSTATION LAYOUT 35

2.2.1.B OBJECTIVES OF PLANT LAYOUT 36

2.2.1.C CAPACITY CALCULATION OF PROPOSAL LAYOUT 37

2.2.1.D OPERATORS REQUIRED FOR PROPOSAL LAYOUT 38

2.2.1.E FEEDING HELPERS FOR PROPOSAL LAYOUT 39

2.2.1.F EXISTING LAYOUT OF 1ST FLOOR 40

2.2.1.G PROPOSAL LAYOUT FOR 1 ST FLOOR 41

2.2.1.H EXISTING LAYOUT OF GROUND FLOOR 42

2.2.1.I EXISTING LAYOUT FOR GROUND FLOOR 43

2.2.1.J RESULT-COMPARISON OF EXISTING & PROPOSAL LAYOUT 44

2.2.2 TO IMPLEMENT KAIZEN 45

2.2.2.A WHAT IS KAIZEN 45

2.2.2.B DEFINITION OF KAIZEN 45

2.2.2.C ADVANTAGES OF KAIZEN 46

2.2.2.D ACTIVITIES DONE FOR KAIZEN IMPLEMENTATION 47

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 2.2.2.E SOME PROPOSAL IDEAS FOR BOTTLE NECK OPERATION 49

2.2.2.F RESULT 49

2.2.3 TO IMPLEMENT METHOD OF STANDARDISATION 50

2.2.3.A MANUAL AND AUTOMATIC OPERATIONS 51

2.2.3.B RESULT-COMPARISON OF MANUAL AND AUTOMATIC 52

2.2.4 TO MOTIVATE AND PROVIDE AWARENESS TO 53

EMPLOYEES
2.2.4.A MOTIVATION IN OUR INDUSTRY 53

2.2.4.B RESULT 56

2.2.5 TO SET SELF IMPOSED PRODUCTION DEADLINES 57

2.2.5.A IMPORTANCE OF SELF IMPOSED CAPACITY DEADLINES 57

2.2.5.B TIME STUDY OF EACH OPERATOR 58

2.2.5.C PRODUCTION DEADLINES FOR EACH OPERATION 61

2.2.5.D RESULT 62

2.3 RESULT AND DISCUSSIONS OF THE PROJECT 63

10 CONCLUSION 64

11 REFERENCES 65

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 LIST OF TABLES

S.NO PARTICULARS PG.NO

1 ARVIND MILLS HISTORY 15

2 SWOT ANALYSIS 31

3 COMPARISON OF EXISTING & PROPOSAL LAYOUT 44

4 PROPOSAL IDEAS FOR BOTTLE NECK OPERATION 49

5 MANUAL & AUTOMATIC MACHINES 51

6 COMPARISON OF MANUAL & AUTOMATIC 52

MACHINES
7 TIME STUDY OF EACH OPERATOR IN DENIM 60
FINISHING
8 CAPACITY DEADLINE FOR EACH OPERATION 61

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 LIST OF FIGURES

S.NO PARTICULARS PG.NO

1 ARVIND LIMITED 10

2 KAIZEN 45

3 HANDMADE POSTER : TEAMWORK 47

4 THINGS TO AVOID 47

5 PDCA CYCLE 48

6 7 TYPES OF WASTE 48

7 BOTTLE NECK OPERATION: 3D EFFECT 49

8 TRIMMING/LOOP CUTTING 49

9 LEATHER PATCH ATTACH 49

10 TYPES OF MOTIVATION 54

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8. CHAPTER 1

1.1. INTRODUCTION:

Arvind Limited (formerly Arvind Mills) is a textile manufacturer and the flagship company
of the lalbhai Group. Its headquarters is in Naroda , Ahmedabad, Gujarat, India. It has units at
Santej (near Kalol). It manufactures cotton shirting, denim, knits and bottom weight (khaki)
fabrics. It has also recently ventured into technical textiles when it started Advanced Materials
Division in 2011. It is India's largest denim manufacturer apart from being the world’s fourth-
largest producer and exporter of denim.

Sanjay bhai Lalbhai is the Chairman and Managing Director of Arvind and Lalbhai Group. In
the early 1980s, he led the 'Reno-vision' whereby the company brought denim into the domestic
market, thus starting the jeans revolution in India. Today it retails its own brands like Flying
Machine, Newport and Excalibur and licensed international brands like Arrow, Tommy
Hilfiger, through its nationwide retail network. Arvind also runs three clothing and accessories
retail chains, the Arvind Store, Unlimited and Megamart, which stocks company brands.

Arvind has a strong focus on research and development for process improvement, cost
reduction and new product development. This is evident in the fact that Arvind continuously
modifies its production process to enhance flexibility on the use of various types and quality
of cotton.to further meet customer needs, Arvind has also introduced a new dyeing and
processing method for denims. State of the art technology and equipment have made Arvind
one of the leading producers of denim in the world, paving the way for the company to emerge
as a global textile conglomerate.

FIG 1

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1.2. COMPANY PROFILE:

Arvind.
We are one.
Yet, we are many.

We are a fashion powerhouse that is also building new age homes;

We are a global leader in apparel manufacturing that is also transforming water management;
A denim pioneer that is a trailblazer in advanced materials;
A wearable technology manufacturer that is also delivering state-of-the-art engineering
solutions.
That’s where a US$ 1.5 billion dollar conglomerate stands today.
Where we aren’t just driven by bottom lines and profits, but able and willing to drive social
impact;
Where our CSR and sustainability initiatives are slowly but surely changing lives and making
a difference to thousands.
From being just a textile company, we’ve come a long way and are striving every day to create
opportunities where none exist.

Today, the fabric made by Arvind can go around the earth 6 times over.
2 pieces of apparel are sold by an Arvind managed brand, every second in India.
Arvind owns 22 global patents for environmental solutions, and is the largest fire protection
fabric producer in the country;
Also managing 15 global apparel brands of the likes of Tommy Hilfiger, US Polo, CK, GAP,
Nautica, and Sephora.42,000 employees across verticals ranging from retail to advanced
materials, environmental and social solutions to real estate, apparel to agriculture, believe that
at Arvind, the possibilities are endless. It just depends on how you fashion them. It is this
philosophy that has helped us touch people’s lives through innovative and pioneering solutions
since 1931. And it is this philosophy that continues to drive us to change tomorrow for the
better.

11 | PSG COLLEGE OF TECHNOLOGY

History has been witness to the Arvind Group's commitment to excellence, innovation,
perseverance and undying attention to customer and societal needs. As an organization, Arvind
has successfully integrated diverse businesses, services and products, unified by a common
vision - of enriching lifestyles. Founded in 1931, Arvind lost no time in establishing its position
as one of India's leading super-fine fabric manufacturers for the domestic market. And yet,
Arvind has always felt the pulse of the market; welcoming change and reinventing itself for
the challenges of a dynamic society and marketplace. This policy of change has fetched us well
deserved results.

Arvind's adoption of new-age fabrics has seen the Company emerge as the largest denim
manufacturers in the world, while also bringing us global recognition for the manufacture of
shirting, khaki and knitted fabrics. A large and growing presence in the manufacture of ready-
made garments - jeans, shirts and knits' has further seen Arvind's rise as a one-stop solution
provider for leading global and domestic apparel brands. Finally, the Company's direction and
rapid growth in the branded apparel and retail business along with a more recent involvement
in the growing of organic cotton, has consolidated its presence through the apparel value chain.

Arvind's expertise is end to end; we apply exacting standards of innovation, design and service
through the journey; from its origin as a fiber of cotton in a farmer's field, all the way to its
culmination as a satisfying shopping experience. And that, in fact is the feather in our cap.

Our story is a whole century’s worth of dreams and struggles of a country growing through a
hard-won Independence; of giving back to the society more than what we take from it.
Our story is the manifestation of the hopes and aspirations of our people.
We make textiles, and we make homes. We fuse the offline and the online. We challenge what’s
possible by fashioning newer possibilities. We are Arvind. And this is our story.

12 | PSG COLLEGE OF TECHNOLOGY

 1897 Arvind Mills starts business for sarees
1931 Arvind Mills Ltd was incorporated with share capital
₹165,000 ($2500) in Ahmedabad. The products
manufactured were dhoties, sarees, mulls, dorias,
crepes, shirtings, lingerie, coatings, printed lawns and
voiles cambrics, twills and gaberdine.

1987 The company took up a modernisation programme to

triple the production of denim cloth and to produce
double yarn fabrics for exports. The new product
groups identified were the indigo dyed blue denim,
high quality two-ply fabrics for exports, and products
such as Butta sarees, full viols and dhoties.

1991 Arvind reached 100 million meters of denim per year,

becoming the fourth largest producer of denim in the
world.
1992 The company increased its production of denim cloth
by 23,000 tonnes per day by modernising the plant at
Khatraj of Ankur Textiles.

1994 The company's operations were divided into textile,

telecom and garments divisions.
1995 The garment division launched ready to stitch jeans
pack under the brand Ruf & Tuf.

The marketing and distribution network of the

1997
Newport brand was strengthened and the relaunched
Flying Machine and Ruggers brand were strengthened.

 Arvind Mills set up an anti-piracy cell for the

first time in India to curb large scale

13 | PSG COLLEGE OF TECHNOLOGY

 counterfeiting of their brands Ruff & Tuff
jeans and Newport jeans.
 Arvind Mills adopted the franchisee system for
the manufacture and distribution of Ruff &
Tuff jeans.
 Arvind Fashions doubled its capacity in the
manufacturing facility in Bangalore to
produce Lee jeans.

1998 Arvind Mills emerged as the world's third largest

manufacturer of denim. Arvind Mills went live
with SAP R/3 ERP package in April 1997 in their new
manufacturing units.

2003 For the fourth quarter, Arvind Mills saw a 280%

growth in net profit. Arvind Mills Ltd was assigned a
"P1+" rating by CRISIL, which indicated a very strong
rating for their commercial paper.

2005 For the fourth quarter in a row, Arvind Mills posted a

profit growth in excess of 80%.Arvind Mills bought
entire stake in Arvind Brands from ICICI Ventures.

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 2007 Arvind expanded its presence in the brands and retail
segment by establishing Mega Mart, one of India's
largest value retail chains.
2010 Arvind launched the Arvind Store, a concept putting
the company's best fabrics, brands and bespoke
styling and tailoring solutions under one roof. Arvind
launched its first major real estate projects. Arvind
became one of India's largest producers of fire
protection fabrics.

2012 Joint venture with PD Group, Germany, for

manufacture of glass fabrics
2014 Joint venture with PVH Corp for Calvin Klein
Businesses in India

Launched formal suits with Goodhill Corporation

Limited of Japan

2015 The company published its maiden Sustainability

Report
2016 The company completely entered online retailing
with nnnow.com

GAP joins hands with Arvind to sell apparels through

NNNow.com.

TABLE 1: ARVIND MILLS HISTORY

15 | PSG COLLEGE OF TECHNOLOGY

1.3.VISION :

“To Be Globally Recognized As A Supplier Of Choice In This Highly Competitive Global

Company”

MISSION:

“To Achieve Global Dominance In Selecting Businesses Built Around Its Core Competencies
Through Continuous Product And Technical Innovations And Customer Orientation With A
Focus On Cost Effectiveness”.

1.4. QUALITY POLICY

We Are At Arvind Ltd ; Are Focusing On The Delight Of Ultimate Judge By Our Constructing
Solutions To Problems Before They Occur And Designing Excellence In To A Product Service.

FOR ARVIND

“ QUALITY IS AN INVESTMENT “

NEEDLE POLICY

“The Purpose Of This Policy Is “To Prevent Tiny Broken Parts Of A Needle Be Left Inside
The Product & A Procedure To Make Sure This Doesn’t Happen”

FOR ARVIND

“SAFETY IT’S NOT A JOB IT'S WAY OF LIFE”

16 | PSG COLLEGE OF TECHNOLOGY

1.5. ORGANISATIONAL STRUCTURE:

PLANT HEAD

IE HR SEWING QUALITY MANAGER PLANNING CUTTING&EMB STORE FABRIC

MANAGER MANAGER MANAGER MANAGER PILOT RUN EXECUTIVE EXECUTIVE OFFICER OFFICER

HR MANAGER

WELFARE OFFICER STAFF NURSE HR ASSISTANT SYSTEMS HOUSE KEEPING & STP RECEPTIONIST

IE MANAGER

ELECTRICAL TRAINING SUPERVISORS MAINTENANCE STORE FLOOR OFFICERS INCHARGE

MAINTENANCE EXECUTIVE

17 | PSG COLLEGE OF TECHNOLOGY

 1.6. INDUSTRY LAYOUT (FLOOR PLAN)
4 RTH
TRAINING TRIMMING
FLOOR
CONFEREN
CE
CANTEEN
STAIRS
3 RD
LINE 10 STAIRS
FLOOR
F.M

LINE 9

LINE 8
STAIRS
2 ND
LINE 7 STAIRS
FLOOR
LINE 6
F.M

LINE 5
SYS
LINE 4 TSS
STAIRS IE
1 ST TES
TRIMMING STAIRS
FLOOR
LINE 3
F.M

LINE 2

LINE 1(SEWING)
STAIRS
GROUND
FLOOR CAD
CUTTING
GM
R

HR
STAIRS ENTER
RR
UNDER EXIT
GROUND PACKING R FINISHING

A.R F.M A.R

STAIRS EXIT

WATCH
MAN

18 | PSG COLLEGE OF TECHNOLOGY

1.7.PROCESS FLOW

CUTTING DEPARTMENT PROCESS FLOW

Receive plan PO allocation from pc

Work out cut plan

Indent for fabric PO wise, shade wise

indent shall be & width wise

Relax fabric for 24 hours

Table marking

preserve a min fabric laying based on lay length

Of 2 meters from cut plan& cut.no check no. of plies

each laid fabric grain line

roll for recut lay tension

lay slant/leaning

Marker laying on laid fabric check marker length

Marker no. of sizes

no. of parts

marker direction

selvedge

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check of top,middle check

&bottom plies, lay cutting

Miss cut cutting

Notches

Frayed edge

Cut parts numbering

Inspect numbered parts fail for re-cutting

For fabric flaws

Pass wherever necessary fusing audit of

For fusing temperature

Sorting & bundling bond strength

shrinkage

pressure etc…

CUT PARTS AUDIT

@ 1.SAQL

ISSUE

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CUTTING DEPARTMENT QUALITY PROCESS CHART

File & sample Pilot run Bulk

Receive

Comparing revised comparing revised

Size set & shade PR pattern with correct PR pattern with

Garment report. Correct report.

Taper shrinkage & lay length & lay length & width

Against pattern shape width checking checking.

Measurement & measurement & measurement & marker

Marker inspection marker inspection inspection.

Cut paste audit cut parts audit

Bundle & numbering bundle & numbering

audit audit

embroidery, print Embroidery, print,

fusing & checking fusing & checking

21 | PSG COLLEGE OF TECHNOLOGY

PROCESS FLOW OF STITCHING DEPARTMENT

Receiving tech pack

Study & sew size set To PPC

(Technical section to conduct risk analysis)

Receive style file & PP sample & study

PP meeting

(involve PM, QAM ,merchant, technician, cutting section, IE, trims& fabric)

Prepare operation bulletin &

Line plan

(IE to consult line technician & supervisor)

Conduct in line PP meeting

(involve line technician, supervisor, IE, NQA, roving QA, mechanic & checkers)

Display at end table

(tech pack,OB,PPM minutes, trim card, measurement chart, how to measure)

Start setting machine by machine as per operation bulletin

(check gauge ,Thread tension & SPI)

22 | PSG COLLEGE OF TECHNOLOGY

 For re stitch & rework

Sewing operation standard fail

Explain to operators & display

on machine

Continue sewing operation standard on every operators &

Machines. Explain to operators and display on all machine.

Start sewing regular operations after operator educated &

Convinced of customer requirement.

Continue sewing till the first finished garment comes out of sewing line

Evaluate first garment for needle work, construction & measurement.

Continue bulk production

For rework

End table check of all garments produced fail

Pass For recheck & rework

Audit @ 1.5 AQL in lots of 200 pcs fail

pass

For washing /finishing

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FINISHING DEPARTMENT PROCESS FLOW

From washing section

(along with audit & home laundry pass reports)

Size wise account and take into account

Clean garments

k/b activities random pull test 4 times a day

(ensure receipt of GCR report & original die set)

Middle check random check of pass garment by QA # sup

(maintain checkers inspection report)

Inside press of garments

(split seam and steam all over in & out side)

Final check random check of pass garment by QA /SUP

(Maintain Checkers Inspection Report)

100 % measurement check of key POMs fail (rework if possible

( maintain record of 32 pcs per style) Or reject) ( maintain record)

Steam all over, light press & fold

24 | PSG COLLEGE OF TECHNOLOGY

 Presentation check

Divide size wise , shade wise & tag

Audit @ 1.5 AQL in lots of 200 pcs fail for rework

For Through

packing MD machine

Attach sizer strip

( optional)

Poly bag packing

(individual or master polybag as required by buyer)

Make carton ready with required by buyer

Carton pack as required by buyer

Offer for inhouse audit @ 1.5 AQL fail For rework

(both visual and packing audit)

Final inspection fail For rework

TRUCK OUT

25 | PSG COLLEGE OF TECHNOLOGY

1.8. ACTIVITIES IN EACH DEPARTMENT

1.8.1. HUMAN RESOURCE

GOALS MEASURING FORMULAS

PARAMETERS
 Budgeted  Provide Attrition=no. of left employees in a month * 100
manpower to manpower Employees on roll + new joins
During the month
be available as per
on roll budget
Efficiency in training=no. of programs arranged *100
 Training on  Skill Skill development
skill development program no. of programs planned
development. program
 Retaining
employees
100%

1.8.2.MARKETING

GOALS MEASURING FORMULAS

PARAMETERS
 Provide  Given TNA vs TNA efficiency=no. of order supplied in time * 100
TNA actual Total no. of orders planned
for For supply in time
every
style

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1.8.3.SAMPLING

GOALS MEASURING FORMULAS TO FIND EFFICIENCY

PARAMETERS
 First  Number of no. of samples accepted by buyer * 100
submit samples no. of samples presented to the buyer
samples to submitted
customers against
to be @ approved.
100%  On time ora
acceptance. completion
 Order risk
acescent
before
counter
sample
approval

1.8.4. PURCHASE

GOALS MEASURING FORMULAS TO FIND EFFICIENCY

PARAMETERS
 Raw  Correlation of no. of materials received in time * 100
materials supplier audit no. of materials indented
receipt with report vs in
the house audit
suppliers report
quality pass
reports

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1.8.5. QUALITY ASSURANCE

GOALS MEASURING FORMULAS TO FIND EFFICIENCY

PARAMETERS
 FTP at  Total num of
999% defective complaint=no. of defective garments received in style*100
 Customer garments total no. of garments supplied against style
claim ratio found at
not to customer and
exceed against
0.25% quantity of
 No stop garments
orders supplied.

1.8.6. PLANNING

GOALS MEASURING FORMULAS TO FIND EFFICIENCY

PARAMETERS
 File  No of orders File release
release received and efficiency=actual no.of PO files released with full kit*100
should be quantity total no of POs files planned for releasing
with full  Scheduled with full kit
kit as per shipment date
TNA and actual
 PCD to be shipped date
met as
TNA

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1.8.7. INDUSTRIAL ENGINEERING

GOALS MEASURING FORMULAS TO FIND EFFICIENCY

PARAMETERS
 Updated  Quarterly Efficiency= production*SMV *100
skill review of data Working minutes*no. of operators
matrix  Evaluate
need to operators Target = working hours*no. of operators * 100
be understanding SMV
published on required
every quality standard
quarter
 OB vs
actual

1.8.8. FABRIC STORE

GOALS MEASURING FORMULAS TO FIND EFFICIENCY

PARAMETERS
 Release  Maintain 4.0 Efficiency = no. of PO /fabric issued before 2 days of
fabrics system PCD*100
with > fabric Total no. of POs against before 2 days of PCD
than 15 inspection
to 20 report.
DPT  Provide the
document
related to
the issue
details
against PCD

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1.10.PRODUCT DEVELOPMENT PROCESS

The unit which I went carries only cutting, sewing, finishing and packing processes. This unit
produce approximately 8000 production of denim trousers per day of two brands
BIGSTAR(20% production) and H&M(80% production).

 Fabric is received from Arvind fabric store according to shade variations, samples and
relaxed for nearly 2 days.
 Preparing pattern markers according to the style by CAD department and they decide
the no. of plies and lays needed to complete the quantity.
 According to that sheet they start laying and using marker they cut the fabric using
required knives and ticketing is done where some damaged pieces are reused for other
parts of a garment(eg: pocket is damaged so that we reuse it for cutting any coin
pockets which will be smaller than the pocket)
 Cutting section will bundle the lining and cut pieces sequentially with numbering
procedure. They holds 30 pieces in one bundling.
 In sewing section they start sewing the pieces according to OB with correct number
flow. This is done separately for front and back bodice of trousers. then both front and
back get combined according to number while before attaching the waistband.
 While sewing process gets over, they check the uncut threads which is being a major
problem in this industry.
 Garments are taken to other unit for washing(stone wash, acid wash etc..)
 After garments are received from washing they cut the extra loop length, trimming the
uncut threads, attaching the labels, middle checking, rivet attaching, ironing,
measurement and topside checking, is done.
 After that, they differentiate the garments according to shade variations and they do
tagging, match book and folding the garment.
 They pass the garments to the packing area through a metal detector machine in which
the garments will not move ahead if there is any metals gets stucked in garments.
 After receiving the garments into packing area, they separate them according their
sizes and do final tagging(price, country),inserting into polybag, final labelling and
packing into carton boxes.
 Mean time, garments in each operations are checked frequently for their quality by
quality managers and supervisors

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1.11.SWOT ANALYSIS:

STRENGTH WEAKNESS OPPORTUNITIES THREATS

 Operational  Business  Price  Inability for the
efficiency and concentration competitiveness organization to
fast machines leading to  Cheap labor forecast market
 Skilled and increased conditions
comparatively risks  High employee
cheap labor  Inability to iteration
 Access to export retain skilled especially
market personnel senior skilled
 Insufficient managers
manpower

TABLE 2: SWOT ANALYSIS

31 | PSG COLLEGE OF TECHNOLOGY

9. CHAPTER 2

2.1. INTRODUCTION :

One of the three basic needs for a human is apparel. Hence apparel has retained an important
place in human life starting from the pre historic era to today’s modern world. It is a well-
documented fact that the textile and apparel industries have been the driving force for all under-
developed countries. Productivity therefore, is one of the major issues to be examined in the
apparel industry to increase its success in terms of its requirements and income generating
capacity. Productivity is the connection between the amount of output and quantity of input
used to generate that output. it is basically, a measure of the degree of effectiveness and
efficiency of any service and manufacturing organisation in generating output, given the
resources available

Higher productivity brings higher margin in a business and incement in productivity level
reduces garment manufacturing cost. hence factory can make more profit through productivity
improvement. The garment industries are always trying to improve production and the quality
of the garments to sustain in the enormous competitive market. The sustainability and
profitability of garment industry is governed by the productivity of that industry. Garment
manufacturing involves number of operations carried out at different spots by the operators.
All these activity need to be performed in synchronized, planned and timely to achieve desired
productivity.
Capacity is the maximum amount your manufacturing operation can produce. Capacity is
increased either to meet an actual (immediate) increase in customer demand or an anticipated
(future) increase in customer demand.

Immediate capacity increases are usually achieved by:

 Using Existing Equipment For More Time (Adding Shifts or Overtime)

 Using Someone Else's Equipment (Outsourcing)

Future capacity increases are usually achieved by:

 Using Existing Equipment More Effectively (Improving)

 Purchasing New Equipment (Spending)

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2.1.1 COMMON WAYS TO IMPROVE PRODUCTIVITY IN GARMENT
PRODUCTION:

 Conducting motion study and correcting faulty motions.

 Hourly operator capacity checks.
 Conduct R&D for the garment.
 Use best possible line layout.
 Scientific workstation layout.
 Reducing line setting time.
 Improve line balancing.
 Use work aids, attachments, guides, correct pressure foots and folders.
 Continuous feeding to the sewing line.
 Feed fault free and precise cutting to the line.
 Training for line supervisors.
 Training to sewing operators.
 Setting individual operator target.
 Eliminate loss time and off standard time.
 Real time-stop data tracking system.
 Using auto trimmer sewing machine (UBT)
 Installing better equipment.
 Inline quality inspection at regular interval.
 Operator motivation.
 Plan for operator’s incentive scheme.

Thus, production plays a major role in every textile industry, so my project is about improving
the capacity in finishing department with following important objectives.

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2.2. OBJECTIVE: CAPACITY IMPROVEMENT IN FINISHING

1. To redesign the workflow

2. To implement kaizen
3. To implement of method of standardization
4. To motivate and provide Awareness to employees
5. To Set self-imposed production capacity deadlines.

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 2.2.1. TO REDESIGN THE WORKFLOW (LAYOUT):

The importance of a layout would be better appreciated if one understands the influence of an
efficient layout on the manufacturing function: it makes it smooth and efficient. Operating
efficiencies, such as economies in the cost of handling materials, minimization of production
delays and avoidance of bottlenecks all these depend on a proper layout.

An ideally laid out plant reduces manufacturing costs through reduced materials handling,
reduced personnel and equipment requirements and reduced process inventory.

Plant layout is the most effective physical arrangement of industrial facilities. This arrangement
includes the space needed for arrangement of machines, processing equipment, material
movement, storage, labours and all supporting activities. It helps to promote the efficient use
of equipment, material, people and energy. A good plant layout for garment industry is directly
associated with good work flow, right from fabric receiving till the finished products go out of
the garment factory.

2.2.1.A SCIENTIFIC WORKSTATION LAYOUT :

The workstation layout defines from where an operator will pick up work (garment
components) and where she will dispose stitched garment. A scientific layout is defined as
minimum reach for picking up and dispose of components. Every components and tool
(trimmer) must be kept within operator reach. During workstation designing, engineering
must follow key principles.

 Components to be worked on should be positioned as near to the needle as possible.

 The direction of the components where it positioned on the table or track should be such way
that during moving component to the needle point does not need to turn it.
 Placing of work at the same plane of the machine table so that operator can easily slide it to
needlepoint.

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The purpose of designing a good workstation layout is to minimize the material handling time
as much as possible. Thus we can reduce operation cycle time. The secondary benefit of a
good workstation is operators can work at the same pace without fatigue. When designing a
workstation layout don’t forget to consider ergonomics.

2.2.1.B OBJECTIVES OF WORK STATION LAYOUT:

The overall objectives of plant layout are:

1. To minimize the material handling and transportation.
2. To maximize the utilization of floor space.
3. To move materials at desired speed with the low cost.
4. To increase productivity and product quality with reduced capital cost.
5. To reduce internal transport from one operation to the next.
6. To minimize the movements made by workers.
7. To design the work stations suitably and properly.
8. To ensure better utilization of machine manpower and service.
9. To improve maintenance and inspection of facilities etc.
10. Less work in process.
11. Less supervision and indirect labour.
12. Less floor space.
13. Improved safety conditions with fewer accidents.
14. Space for future expansion.
15. Lighting and ventilating of areas.
16. Proper production control.

Here I had calculated the capacity of operators needed to achieve 2500 production/line
and according to that I had designed a proposal layout.

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2.2.1.C CAPACITY CALCULATION FOR THE PROPOSAL LAYOUT :

OPERATORS & PRODUCTION DETAILS / LINE

DAILY TRGT OF TRGT OF TOTAL
S.NO OPERATION OPTR
TARGET PRSN/HR PRSN/DAY PRODUCTION

1 LOOP CUTTING 2500/LINE 160 1280 2 2560

2 TRIMMING 2500/LINE 40 320 8 2560

3 DUSTING 2500/LINE 180 1440 2 2880

4 LEATHER PATCH ATT(L) 2500/LINE 140 1120 3 3360
5 LEATHER PATCH ATT(S-M&FM) 2500/LINE 160 1280 2 2560
7 FIRST CHECKING 2500/LINE 50 400 7 2800
8 RIVET ATT 2500/LINE 110 880 3 2640
9 SHANK ATTACH 2500/LINE 350 2800 1 2800
10 CLOSING ZIPPER 2500/LINE 130 1040 3 3120
11 LABEL INSERT 2500/LINE 600 4800 1 4800
12 APPLYING GUM 2500/LINE 700 5600 1 5600
13 ATTACH LABEL 2500/LINE 700 5600 1 5600
14 HEATING LABEL 2500/LINE 200 1600 2 3200
15 PRESSING 2500/LINE 70 560 5 2800
16 TOP SIDE CHECKING 2500/LINE 120 960 3 2880
17 PRESENTATION CHECK 2500/LINE 160 1280 2 2560
18 MEASUREMENT CHECK 2500/LINE 250 2000 2 4000
19 SHADE DIVIDING 2500/LINE 400 3200 1 3200
20 TOUCH UP 2500/LINE 250 2000 2 4000
21 FOLDING 2500/LINE 250 2000 2 4000
53

PACKING SECTION FOR 1 LINE

1 TAGGING(COUNTRY&PRICE) 2500 250 2000 2 4000
2 POLYBAG INSERTING 2500 500 4000 1 4000
3 CLOSING POLYBAG 2500 350 2800 1 2800
4 FINAL LABELLING 2500 500 4000 1 4000
5

COMMON OPERATIONS FOR ALL THREE LINES

1 BURNING THREADS 7500 800 6400 2 12800
2 MATCH BOOK 7500 500 4000 2 8000
3 TAGGING (GARMENT DETAILS) 7500 500 4000 2 8000
4 METAL DETECTOR 7500 1000 8000 1 8000
7

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 2.2.1.D OPERATORS REQUIRED FOR THE PROPOSAL LAYOUT :
OPTR
FOR 3
S.NO OPERATION TOT LINES OP/LINE LINES OPTR AVBLE

1 LOOP CUTTING 3 2 6 7
2 TRIMMING 3 8 24 24
3 DUSTING 3 2 6 4
4 LEATHER PATCH ATT(L) 3 3 9 8
5 LEATHER PATCH ATT(S-M&FM) 3 2 2 2
7 FIRST CHECKING 3 7 21 16
8 BURNING THREADS (COMMON) 2 2
9 RIVET ATT 3 3 9 9
10 SHANK ATT 3 1 3 2
11 ALTERATION 3 6 5
12 BARTACK (COMMON) 3 3
13 DARNING (COMMON) 2 1
14 DUSTING(AUTO) (COMMON) 1 1
15 CLOSING ZIPPER 3 3 9 4
16 LABEL INSERT(1 LINE)(BIGSTAR) 1 1 1 3
17 APPLYING GUM (1 LINE) 1 1 1 2
18 ATTACH LABEL (1 LINE) 1 1 1 2
19 HEATING LABEL(1 LINE) 1 2 2 2
20 IRONING 1 5 15 15
21 TOP SIDE CHECK 1 3 9 8
22 PRESENTATION CHECK 1 2 6 6
23 MEASUREMENT CHECK 1 2 6 6
24 SHADE DIVIDING 1 1 3 2
25 TOUCH UP 1 2 6 7
26 MATCH BOOK (COMMON) 2 2 2
27 TAGGING(GARMENT DETAILS) (COMMON) 2 4
28 FOLDING 3 2 6 4
29 METAL DETECTOR (COMMON) 1 1
30 TAGGING(COUNTRY&PRICE) 3 2 6 6
31 POLYBAG INSERTING 3 1 3 2
32 CLOSING POLYBAG 3 1 3 4
33 FINAL LABELLING 3 1 3 2
179 166

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2.2.1.E FEEDING HELPERS REQUIRED FOR THE PROPOSAL LAYOUT:

HELPERS HELPERS
S.NO OPERATION AVAILABLE NEEDED
1 LOOP CUTTING
2 TRIMMING
3 DUSTING
4 LEATHER PATCH ATT
5 FIRST CHECKING
6 RIVET & SHANK 2 3
7 IRONING 2 3
TOP SIDE
8 MEASUREMENT 2 3
MEASUREMENT
9 CHECK 2 3
10 PACKERS 27
FEEDING HELPERS 12 18

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2.2.1.F EXISTING LAYOUT OF FINISHING - FIRST FLOOR ( 107 FT * 26 FT )

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 2.2.1.G PROPOSAL LAYOUT FOR FINISHING - FIRST FLOOR ( 142 FT * 26 FT)

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2.2.1.H EXISTING LAYOUT OF FINISHING-GROUND FLOOR ( 220 FT * 78 FT)

PROPOSED LAYOUT OF FINISHING – GROUND FLOOR

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2.2.1.I PROPOSAL LAYOUT FOR FINISHING-GROUND FLOOR ( 220 FT * 78 FT )

2.1.J RESULT : COMPARISON OF EXISTING AND PROPOSAL LAYOUT

2.1.J RESULT : COMPARISON OF EXISTING AND PROPOSAL LAYOUT

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 TAB 3 : COMPARISON OF EXISTING AND PROPOSAL LAYOUT

EXISTING LAYOUT PROPOSAL LAYOUT

 Existing layout of finishing  Proposal layout can produces 7500

department produces 6000 garments per day
garments per day.  They will have 3 lines where one
 They had 2 lines where one line line produces 2500 garments per
produces 3000 garments. day.
 Existing layout has some operations  Using capacity study for each
in a centralized one, some spaces person , I had designed the proposal
which is not in use and no required layout with required people for each
space for storing the packed operation, utilized that unwanted
garments. spaces and made centralized
 Existing space operations into single operation for
1st floor- 107 * 26 feet each line.
Ground floor- 220 * 78 feet  Proposal space
 Packing area – 63 feet in length 1st floor– 142 * 26 feet
 Operators required - 166 Ground floor – 220 * 78 feet
 Packing area – 73 feet in length.
 Finally we can get some extra
spaces for storing packed garments
and increase of 1500 production.
 Operators required - 179

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2.2.2. TO IMPLEMENT KAIZEN:

2.2.2. A WHAT IS KAIZEN?

Any organization can expect consistent improvement only if it can develop the work culture in
such a way that their employees are delegated with some authority to identify and resolve
problems. Kaizen emphasize that each and every basic rule of the organization should be
communicated to all the employees. The clear cut establishment of methods and rules can very
well be felt in the kaizen-type improvement process implemented organization

There are two ways of improvement:

1. By investigating big things changing the situation.

2. By doing continuous small- small changes in current situation.
Japanese use the second concept of continuous improvement of current process called kaizen.
Kaizen tells us don’t waste ever our day without improving wherever possible. This leaded the
Japanese people in discipline, importance of time, skill and quality.

2.2.2.B DEFINITION OF KAIZEN:

KAIZEN is a Japanese word which consist of two terms i.e. KAI means “CHANGE” and ZEN
means “GOOD”. So over all KAIZEN means “Changes done for better improvement in a
management system of companies”. In simple manner KAIZEN means continuous
improvement by including all members, Higher authorities, Managers, Workers and each and
every one related to it with practical implementation of ideas.

FIG 2

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Kaizen refers to a series of activities through which waste sources are eliminated one at a time,
for minimal cost, by workers pooling their wisdom and understanding of the work, thus
increasing efficiency in an effective timely manner.

KAIZEN implementation starts with sensation of problem, Understanding of that problem. If

there is not sensation of problem then no question of solving or improving it. KAIZEN is the
process of solving problems and solving each problem means leading one step ahead. And to
make this improvement constant we have to standardize the improved situations.

2.2.2.C ADVANTAGES OF KAIZEN:

 Continuous improvement.
 People learn from their mistakes.
 People find ways to make things better.
 Goods and services also improve over time.
 Leads to improved morale, better products, and satisfied customers and reduced cost.
 Improves quality.
 Increases efficiency.
 Improves customer satisfaction.
 Value can be added using kaizen in service industries.
 Applies to all non-manufacturing fields.
 Tools specifically adapted for this purpose.

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2.2.2.D ACTIVITIES DONE FOR KAIZEN IMPLEMENTATION :

 For motivating employees about kaizen, displayed some handmade posters.

 Found some proposal ideas for bottle neck operations.

1.TEAMWORK

FIG 3
2. THINGS TO AVOID

FIG 4

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 3. PDCA CYCLE

FIG 5

4. 7 WASTE TO AVOID

FIG 6
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2.2.2.E. SOME PROPOSAL IDEAS FOR BOTTLE NECK OPERATIONS.

3 D EFFECT TRIMMING/LOOP LEATHER PATCH

CUTTING
Individual lightings Clockwise trimming Markings of leather attach

Standardized fitted rolls Tightness of scissors Speed of labours

Engaging works to labour Sharpness of scissors Automatic machine for

trimming the edges

Machine problem Using the inside edge of

scissor

Changing of tables

FIG 7 FIG 8 FIG 9

TAB 4 : PROPOSAL IDEAS FOR BOTTLE NECK OPERATIONS

2.2.2.F RESULT :

 Awareness about kaizen to employees.

 Bottle neck operations which is a major task happening in this industry can be improved
using small changes.
 Improvement without any huge investment.

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2.2.3 TO IMPLEMENT METHOD OF STANDARDISATION :

Utilize operator’s time as much as we can. There is no better alternative than just stopping
operators sitting idle to improve operator productivity. Non-productive time such as waiting
for work, machine breakdown, power failure, and repair work kill your productivity. Start
eliminating non-productive time as much as possible. To start work on this point we have to
track off-standard or non-productive time data according to different categories. Once we
have the analysis and Pareto of non-productive time we can think and plan on reducing it.

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2.2.3.1 MANUAL AND AUTOMATIC MACHINES:

OPERATION MANUAL AUTOMATIC

3D EFFECT

FOLDIND

TURN
IN&OUT

RIVET
ATTACH

TAB 5 : MANUAL AND AUTOMATIC MACHINES

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2.2.3.B RESULT: COMPARISON OF MANUAL AND AUTOMATIC :

OPERATIONS MANUAL( 1 labor) AUTOMATIC

RIVET ATTACHING 11O pcs/hour 1200 pcs/hour

(1 min=2 pcs) (1 min=30 pcs)

TURN IN AND OUT Major problem for every employees. Can satisfy employees

FOLDING 250 pcs/ hour 600 pcs/hour

( 1 min=4 pcs) ( 1 min= 10 pcs)

3D EFFECT 15 pcs /hour

( 4 minutes=1 pc)

TAB 6 : COMPARISON OF MANUAL AND AUTOMATIC

ALL THIS RESULTS IN:

 Consumption of manpower
 Increase of production.
 Minimizing the machines.

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2.2.4 .TO MOTIVATE AND PROVIDE AWARENESS TO EMPLOYEES:

Operators are main resources in the apparel manufacturing. They are the most valuable
resource to the company. So, the factory must work on developing operator skill where
required. “Training is not a cost but an investment” said by many experts. Production from an
operator depends on his skill level to the task .a low-skilled labor will consume higher resources
(time) and give less output. We will find quality related issues with low skilled and untrained
operators.as the skill level of the operators is increased through training lines output will
improve. Training does mean a lot of time and money. Training and motivation should be given
only on specific tasks that will be performed by the operator. Paul’s article “systematic training
for apparel industry operators – an introduction” is very helpful in this regard.

2.2.4. A MOTIVATION IN OUR INDUSTRY:

 IN WHAT WAYS MOTIVATION IS GOING TO PLAY A ROLE IN THIS

INDUSTRY?

 As The Production Is Completely Based On Manpower, Motivating Each And Every

Employee Plays An Important Role For The Management Improvement.
 Nowadays, Employing New Ones For Getting Production Increased Is Being A Very
Big Task For HRM Which Aware Us To Be Smart In Maintaining The Existing
Employees.
 This Shows Us That Employees With Satisfactory Salary Will Not Be Much Enough
To Keep People Stay With Industry Works Where World Is Running Behind Many
Easy Ways Of Jobs… So Making People To Get Interest In Their Works Is Too
Important Which Is Possible Only Through Motivation…

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  OUR MOTIVATION IS ABOUT?

FIG 10

 An Employee Who Do His Work Perfectly Because Of Material Motivation It Will Be

Obviously Money Minded Tasks which is possible only for short periods of time.
 An Employee Who Do His Work Perfectly With Responsibilities And Interest Then It
Will Be The Best And Effective Ways Of Tasks.
 So Here We Are Going To Motivate The Employees Using Non-financial Motivation.

 HOW OUR MOTIVATION SHOULD BE?

 There Are Many Ways To Get People Motivated But It Differs According The Level
Of Employees In What Means They Can Accept Their Challenge.
 As Our Employees Are From Basic Level Of Education, Some Creative Measures Can
Motivate Them Rather Than Trainings , Seminars Etc …
 Approaching In A Friendly Manner Can Make Them To Hear Our Words.
 Motivation Should Be Frequently Happened.

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  BEST WAY OF MOTIVATION :

Making People To Work With Competition Among Other Employees…that Happens In

Ways Like

 Encouraging And Prizing Some Random Persons Who Did The Best & Perfect Works,
In front Of All Employees, this Can Motivate Others To Be One Among That Random
Persons For The Next Time.
 Even We All Differ From Each Other We Are All Being In Common As HUMAN
BEINGS… So 80% Of Peoples Will Have Their Sense To Be Proud Among
Others…that I Hope This Method Can Be The First Step To Make People Gets
Activated.

 CAN HAVE A MOTIVATIONAL SPEECH WITH THEM ABOUT :

• How Huge Important They All To An Industry.

• Making Them To Understand That Each Employee Has Their Higher Post To Lower
Posts Only Because Of Their Hard Works.

• They Should Know That Doing A Job Is Not Much Great Than Doing A Perfect Job.

• Rather Ordering Them We Can Motivate Them To Do Their Works With Perfection.

• No One Will Do Something Without Some Expectations Or Benefit…So We Can Make

Some Motivating Benefits For The Best Worker.

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  TYPE OF MOTIVATION TO BE CARRIED OUT

Monitor the employees works

Identify the best and perfect worker

Fix the selected peoples snaps in front of all in a board for the whole week

Prize them in front of all employees in a meet

This process gets changed for every week so that all employees get their opportunities

 CRITERIA FOR SELECTING THE BEST EMPLOYEE?

• Punctual in presence (attendance)

• Completing the standard production
• Being discipline

2.2.4. B RESULT:

People get competition between other employees and can expect at least 50% of improvement
with them.

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2.2.5 TO SET SELF IMPOSED PRODUCTION CAPACITY DEADLINES:

2.2.5.A IMPORTANCE OF SELF IMPOSED CAPACITY DEADLINES:

Instead of giving an over target to all operators working in a line, give a common target
considering overall operators skill level and capacity that can be done. Set an achievable target
for the operators so that they would try to reach the target. This will help improving operator’s
efficiency. Use tricks for increasing target step by step using kaizen methods. Take care of
operators who are under target. Monitor the operator’s improvement and further give training
if needed to reach the imposed capacity deadline.

Here, I had taken time study of each employee of each operation and came out with one
common deadline capacity that can be produced by everyone without any difficulties and thus
helps us to monitor our target exactly.

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2.2.5.B TIME STUDY TO SET DEADLINES :

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59 | PSG COLLEGE OF TECHNOLOGY
 TAB 7 : TIMESTUDY FOR EACH OPERATOR IN DENIM FINISHING

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2.2.5.C PRODUCTION DEADLINES FOR EACH OPERATION PER
HOUR :

S.NO OPERATION LIMIT/ S.NO OPERATION LIMIT/

HOUR HOUR
1 LOOP CUTTING 160 14 SHADE DIVIDE 400

2 TRIMMING 40 15 FOLDING 250

3 DUSTING 180 16 CLOSING ZIPPER 130

(ONLY BIGSTAR)

4 LEATHER PATCH 140 17 LABEL INSERT 600

(ONLY BIGSTAR)

5 FIRST CHECKING 50 18 APPLY GUM&ATT 700

LABEL
(ONLY BIGSTAR)
6 RIVET&SHANK ATT 110(R) 19 HEATING 200
350(S) (ONLY BIGSTAR)

7 IRONING 70 20 METAL DETECTOR 1000

8 TOPSIDE CHECK 120 21 PACKING TAGGING 250

9 MEASUREMENT 250 22 POLYBAG INSERT 500

CHECK

10 PRESENTATION 150 23 POLYBAG CLOSING 350

CHECK

12 TAGGING 500 24 FINAL LABEL 500

13 MATCH BOOK 500 25 FINAL PACKING 30

TAB 8 : CAPACITY DEADLINE FOR EACH OPERATION

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2.2.5.D RESULT :

 Production target of an hour can be followed correctly.

 Employees’ participation in working can be found.
 Easy to allocate no.of operators needed each operation.

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2.3 RESULT AND DISCUSSIONS:

As a result of the project, we had seen some appropriate proposals that can increase the capacity
production by changing the layout where we can also have chances of getting increase space
for storing packed garments and can get increase of 1500 production, by making some small
constant changes using kaizen and proposal machines for some operations in which operators
can be minimized, by standardizing the works, by setting capacity deadline for each operator
and by motivating them to increase the production. As a result by implementing all this
proposal ideas we can avoid some disruptions and can get the high capacity production than
existing.

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10. CONCLUSION :

As it is found that garment manufacturing is gaining its importance thorough out the world due
to its demand which is coming from various places. To facilitate the entire world it is required
to provide with huge supply which can be fulfilled with proper time management with
improved quality of the garment, which can be achieved by special training and some steps
needed to be taken to improve the productivity. It was observed that some appropriate
objectives has its important role to improve the productivity in this industry which is clearly
explained above about its methodology to be done and results to be expected.

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 11. REFERENCES :

1. www.arvind.com
2. Kaizen – The key to Japan’s Competitive Success- By Masaaki Imai
3. Muktpith magazine of Sakal dated on November 2006
4. Continuous Process Improvement –By Richard Y Chang
5. www.vorne.com.
6. bizfluent.com
7. www.quora.com
8. Journals.sagepub.com
9. www.tandfonline.com
10.www.ilo.org
11.Shodhganga.inflibnet.ac.in
12.Texmin.nic.in
13.Textilelearner.blogspot.com

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