INTERNSHIP REPORT

on
GARMENTS MANUFACTURING & ASSEMBLING LTD.
43, Rajabari. Nishat Nagor, Turag, Dhaka-1230

PERIOD: September 14, 2019 to December 10, 2019

INDUSTRIAL SUPERVISOR

Md. Jakir Hossain

Manager, HR & Admin
Garments Manufacturing & Assembling Ltd.

ACADEMIC SUPERVISOR

Mustafijur Rahman
Asst. Professor, Department of Dyes & Chemical Engineering
Bangladesh University of Textiles

SUBMITTED BY

Muhammad Ashabul Haque

ID: 1908244, Batch: 08
Postgraduate Diploma in Textiles (Executive Development Program)
Bangladesh University of Textiles
 ACKNOWLEDGEMENT

First, I express my gratefulness to Almighty Allah for the divine blessing that made

possible to complete my project successfully.

I express my deepest thanks to my Academic Supervisor Mustafijur Rahman, Assistant

Professor, Department of Dyes and Chemical Engineering, BUTEX. His knowledge and

guidance, constructive criticism, proofreading draft made possible to complete the project.

I would offer my indebtedness to my Industrial Supervisor Md. Jakir Hossain, Manager,

HR & Admin, GMA Ltd. for his patience and support made my 3 months journey amusing.

I want to express my heartiest gratitude to Mushtaque Ahmed Khan, Managing Director,

GMA Ltd., for his authorization and support from the very first day of my internship.

I specially thank Mithun Saha, Manager, Planning & IE; Shuvo Karmokar,

Merchandiser, and the merchandising team for their support & encouragement & all staffs

of this company for helping me during my internship period.

I am grateful to Dr. Engr. Mohammad Ali, Director, EDC, BUTEX; Dr. Mohammad

Forhad Hossain, Deputy Director, EDC, BUTEX, Dr. Mohammad Abbas Uddin

Shiyak, Assistant Director, EDC, BUTEX, and Dr. Mohammad Rafiqur Rashid,

Assistant Director, EDC, BUTEX for their guidance and valuable suggestions throughout

the “Postgraduate Diploma in Textiles” program that greatly contributed to my internship.

Finally, I must acknowledge with due respect the constant support and patience of my

parents. Without these two persons I would never make up to this level. Everything I have

achieved in my life is the result of their love, support and guidance.

i
 EXECUTIVE SUMMARY

This internship program is a partial requirement of the Postgraduate Diploma in Textiles in

BUTEX. The report is prepared on basis of three (03) months internship in Garments

Manufacturing & Assembling Ltd.

The aim of this internship program is to gain practical knowledge and experience from

different departments of GMA Ltd. This internship report is focused on the following

departments:

 Sample Development

 Textile Production Management

 Quality Management

 Planning & Industrial Engineering

 Merchandising

 Human Resource Management

The report contains information about the overall company overview including Philosophy,

Organogram, Structure, Manpower, Products line and capacity. Within the above

mentioned departments, this report mentions topics including General Information of every

department, Organogram & Manpower, Job Roles and Responsibilities, Work flow

diagram, Reports & Documents, SWOT Analysis and Development Plan.

After the analysis and evaluation of each department, possible suggestions, and a

development plan for the company is provided at the Conclusion of the report.

This project helped to understand the work processes. It also helped in getting idea, and

gather all the practical and technical knowledge of the overall industry.

ii
 LETTER OF ENDORSEMENT

To whom it may Concern

The Internship Report entitled “Internship Report on Garments Manufacturing &

Assembling Ltd.” has been submitted by Muhammad Ashabul Haque (ID: 1908244) to the

Office of Executive Development Centre, Bangladesh University of Textiles, in partial

fulfilment of the requirements for the Postgraduate Diploma in Textiles (Executive

Development Program).

The report has been accepted as satisfactory as to its style and contents, and may be

presented to the Internship Defense Committee for evaluation.

Mustafijur Rahman

Academic Supervisor

Assistant Professor

Department of Dyes & Chemical Engineering

Bangladesh University of Textiles

iii
 LETTER OF ENDORSEMENT

To whom it may Concern

This is to certify that, Muhammad Ashabul Haque (ID: 1908244), Executive Development

Program, Bangladesh University of Textiles, has successfully completed the project

entitled “Internship Report on Garments Manufacturing & Assembling Ltd.” Under my

guidance. He has been updating the progress report on time. All the information mentioned

in this document is true and not confidential to the company.

I wish him success in all of his future endeavors.

Md. Jakir Hossain

Industrial Supervisor

Manager, HR & Admin,

Garments Manufacturing & Assembling Ltd.

iv
 DECLARATION

I, Muhammad Ashabul Haque (ID: 1908244), hereby declare that, this Project entitled

“Internship Report on Garments Manufacturing & Assembling Ltd.” is done under the

supervision of my Academic Supervisor Mustafijur Rahman, Assistant Professor,

Department of Dyes & Chemical Engineering, Bangladesh University of Textiles, and my

Industrial Supervisor Md. Jakir Hossain, Manager, HR & Admin, Garments Manufacturing

& Assembling Ltd., is my original work. I also declare that neither this project, nor any part

of the project has been submitted elsewhere for award of any degree or diploma. However,

any material taken from any other published sources has been suitably referred and

acknowledged in the content.

I also confirm that this report is only prepared for my academic requirement only, and not

for any other purpose. It might not be used with the interest of opposition party of the

corporation.

Muhammad Ashabul Haque

ID: 1908244

Batch: 08 (Intake: 03)

Postgraduate Diploma in Textiles (Executive Development Program)

Bangladesh University of Textiles

v
 TABLE OF CONTENTS

CONTENTS PAGE NO.

ACKNOWLEDGEMENT i

EXECUTIVE SUMMARY ii

LETTER OF ENDORSEMENT iii

DECLARATION v

CHAPTERS PAGE NO.

CHAPTER 1: INTRODUCTION 1-6

1.1 Background of Textile Industry In Bangladesh 1

1.2 Current Situation Of RMG Sector In Bangladesh 2

1.3 Skills For Employment Investment Program (SEIP) 2

1.4 Objective(s) Of SEIP 3

1.5 Executive Develop Program (EDP) 4

1.6 Objective of Internship 5

CHAPTER 2: OVERVIEW OF THE ORGANIZATION 7 - 15

2.1 Organization Profile 7

2.2 History of GMA Ltd. 9

2.3 General Information 10

2.4 Geographic Location on Google Map 11

2.5 Slogan of GMA Ltd. 12

2.6 Company Philosophy 12

2.7 Business Size 12

2.8 Product Lines 13

2.9 All Departments Including Organization Chart 14

CHAPTER 3: AREA OF STUDIES 16 - 73

3.1 Sample Development 16

3.1.1 General Information 16

3.1.2 Organogram & Manpower of Sample Development 19

3.1.3 SOP of Sample Development 20

3.1.4 Roles & Responsibilities 20

3.1.5 Reports & Documents 23

3.1.6 SWOT Analysis of Sample Development 23

3.1.7 Development Plan for Sample Development 24

3.2 Textile Production Management 25

3.2.1 Fabrics & Accessories Store 27

3.2.2 Cutting Section 28

3.2.3 Design & Sublimation Printing 33

3.2.4 Embroidery Section 35

3.2.5 Sewing Section 37

3.2.6 Finishing Section 41

3.2.7 SWOT Analysis of Textile Production Management 43

3.2.8 Development Plan for Textile Production Management 44

3.3 Quality Management 45

3.3.1 Manpower & Organogram of Quality Management 45

3.3.2 Roles & Responsibilities 46

3.3.3 Quality Assurance of Different Sections 48

3.3.4 Reports & Documents 51

3.3.5 SWOT Analysis of Quality Management 51

3.3.6 Development Plan for Quality Management 52

3.4 Industrial Engineering 53

3.4.1 Manpower of Industrial Engineering 53

3.4.2 Responsibilities of IE Manager 57

3.4.3 Work Flowchart of IE 54

3.4.4 Reports & Documents 55

3.4.5 Lean Tool Application in Sample Development 55

3.4.6 SWOT Analysis of Industrial Engineering 56

3.4.7 Development Plan for Industrial Engineering 57

3.5 Merchandising 58

3.5.1 General Information 58

3.5.2 Organogram & Manpower of Merchandising 58

3.5.3 Roles & Responsibilities 59

3.5.4 Work Flowchart of Merchandising 61

3.5.5 Reports & Documents 63

3.5.6 SWOT Analysis of Merchandising 64

3.5.7 Development Plan for Merchandising 65

3.6 Human Resource Management 66

3.6.1 Organogram & Manpower of HRM 67

3.6.2 Roles & Responsibilities 68

3.6.3 HR Policies 70

3.6.4 Admin Related Tasks 71

3.6.5 SWOT Analysis of Human Resource Management 72

3.6.6 Development Plan for Human Resource Management 73

CHAPTER 4: ANALYSIS AND EVALUATION 74 - 86

4.1 My Contribution to Company During Internship 74

4.1.1 Creating Critical Path Monitoring Board 74

4.1.2 Creating Hourly Production Monitoring Board 75

4.1.3 Making Production Planning Template in MS Excel 76

4.1.4 Automation Operation Breakdown Sheet in MS Excel 77

4.1.5 Cloud based Template of Sample Development Report 78

4.2 SWOT Analysis of GMA Ltd. 79

4.3 Five (05) Years Development Plan 84

CHAPTER 5: CONCLUSION 87

CHAPTER 6: APPENDICES 88 - 92

6.1 Attendance Record 88

6.2 Internship Evaluation Form 90

6.3 Internship Certificate 91

6.3 References 92
 LIST OF FIGURES

FIGURES PAGE NO.

Fig 2.1: GMA Ltd. Main Building (Front view) 7

Fig 2.2: GMA Ltd. Factory Layout 10

Fig 2.3: GMA Ltd. Location (from Dhaka Airport) 11

Fig 2.4: Some Products of GMA Ltd. 13

Fig 3.1: Sample Type Terminology in GMA Ltd. 18

Fig 3.2: SOP of Sample Development in GMA Ltd. 20

Fig 3.3: Quality Assurance in Different Sections 48

Fig 3.4: Organizing Sample Development Section 56

Fig 4.1: Critical Path Monitoring Board 74

Fig 4.2: Hourly Production Monitoring Board 75

Fig 4.3: Monthly Production Planning Report 76

Fig 4.4: IE M/c. Layout Plan 77

Fig 4.5: IE Operation Breakdown 78

Fig 4.6: Monthly Sample Development Report 79

Fig 4.8: Pattern Target & Achievement Report 86

Fig 4.9: Sublimation Printing/Embroidery Status Report 86

Fig 6.1: Attendance Record 88

Fig 6.2: Internship Evaluation Form 90

Fig 6.3: Internship Certificate 91

 LIST OF TABLES

TABLES PAGE NO.

Table 2.1: General Information of GMA Ltd. 10

Table 3.1: Sample Room Sewing Machine List 17

Table 3.2: Manpower of Sample Development 19

Table 3.3: Manpower of Store 29

Table 3.4: Manpower of Cutting Section 31

Table 3.5: Manpower of Design & Sublimation 33

Table 3.6: Manpower of Heat Transfer section 35

Table 3.7: Manpower of Embroidery section 36

Table 3.8: Sewing Floor at a Glance 37

Table 3.9: Manpower of Sewing section 38

Table 3.10: Manpower of Finishing section 41

Table 3.11: Manpower of Quality Management 45

Table 3.12: Four Points System 49

Table 3.13: Manpower in Merchandising 59

Table 3.14: Manpower in HR-Admin 68

Table 3.3: Four Points System 52

 CHAPTER 1: INTRODUCTION

Apparel is one of the five basic needs of human being. In the modern era apparel has

become a token of fashion with the advancement of technology. With increasing demands

of basic to highly decorative apparel around the world, this industry has become one of the

fastest-growing industries. It is a vital part of the modern world economy, providing

employment to millions in nearly 200 countries. To sustain in this competitive market,

Brands from around the world continuously seek cheap costing with superior quality. In

search of skillful and cheap labor, the global textile market entered into Bangladesh in late

1970s.

1.1 BACKGROUND OF TEXTILE INDUSTRY IN BANGLADESH

Riaz garments is the first export oriented RMG Company in Bangladesh, established in

1973. Bangladesh exported RMG worth only US$ 69 thousand when Riaz Garments

exported its first consignment in 1978. Gradually this industry growth became US$ 24.49

billion in the FY2013-14. According to Bangladesh Knitwear Manufacturing and

Exporting Association (BKMEA), it provided 4.2 million direct jobs, 16% of GDP, and

more than 81% of foreign exchange earnings in FY2013-2014. Owing to the emergence of

strong backward linkages within the country, the knitwear industry is adding up to 75%

value, which opens up enormous potential for foreign and domestic investors to spend in

the areas of spinning, weaving, sewing, packaging, and accessories manufacturing. In the

last five consecutive fiscal years, knitwear constituted 7.2% of the national GDP on

average, demonstrating that RMG continues to serve as a strategic and commercially

important sector to the country. [1]

1
1.2 CURRENT SITUATION OF RMG SECTOR IN BANGLADESH

Currently Bangladesh is the second largest RMG exporting country in the world. With the

blessings of cheap labor and resilient entrepreneurs, Bangladesh has now an export goal of

$50 billion within 2021. But as the competition increases, Bangladesh's nearest competitor

Vietnam is already breathing down our neck. Increased labor wages, crisis of resources

such as gas and electricity, high interest of Bank loan are some of the major issues for being

backtracked of our entrepreneurs. New industries are not expanding. The pace of

investment has slowed down. Consequently, it will be difficult to achieve the export target

of $ 50 billion by 2021 and move further. Another major and unavoidable factor for lagging

behind of this sector is lack of skills in all levels of the industry from operator to owner.

Due to lower efficiency, it is harder to compete in the global market. To recover from this

great loss, Bangladesh need to take initiative for skill development throughout the nation

to compete more efficiently in the constantly changing business environment.

1.3 SKILLS FOR EMPLOYMENT INVESTMENT PROGRAM (SEIP)

With the necessity of skill development, Bangladesh government has taken initiative for

skill enhance programs like NTVQF, LEDP, STEP and SEIP.

"Skills for Employment Investment Program", which can also be referred to SEIP, aims to

reduce the gap between demand and supply of skilled workers in Different sectors

throughout the country. With the financial support of Asian Development Bank (ADB),

under the Skills for Employment Investment Program (SEIP), Ministry of Finance,

Government of People’s Republic of Bangladesh has collaborated with many public and

private institutions to provide skill training with remuneration in many categories.

2
1.4 OBJECTIVE(S) OF SEIP [2]

 Improvement program for skilling new entrants and up-skilling existing workforce

to enhance productivity and growth of priority industry sectors.

 Impart skills training linked to gainful employment or self-employment through

PKSF partners and their livelihood programs as well as through Bangladesh Bank

small and Medium Enterprise (SME) Department linked to jobs in SMEs.

 Develop a network of training providers that are endorsed by industry for providing

excellence of training to meet the skills needs of employers.

 Establish and implement a strategy to address the special needs of groups specified

in the NSDP and ensure their participation in SEIP programs.

 Implement a vocational trainers and assessors and a management leadership

program for training provider management reflecting NSDP requirements.

 Strengthen capacity of BTEB in approving training providers’ registration process,

course accreditation and monitoring quality assurance and implementation

procedures of training providers.

 Support the training providers for capacity development to ensure quality training

delivery mechanism.

 Establish and institutionalize a credible Recognition of Prior Learning (RPL)

system.

 Support the NSDC and key government ministries to strengthen institutional

arrangements and coordination to enable the TVET system to meet policy

objectives within a coherent skills development framework.

 Support the establishment and operationalization of a National Human Resources

Development Fund (NHRDF)

3
1.5 EXECUTIVE DEVELOP PROGRAM (EDP)

With the financial support of Asian Development Bank (ADB), under the Skills for

Employment Investment Program (SEIP), Finance Division and Ministry of

FinanceGovernment of Bangladesh has established an Executive Development Center

(EDC) at BUTEX with a view to developing about 540 world class mid and higher-level

managers for textile subsector by December 2020. [3]

People from mixed educational backgrounds are working from Executive to Top

Managerial positions in textile and Apparel industries of Bangladesh. Among them quite a

number of people are lack of adequate technical, interpersonal and managerial skills. To

recover this situation, Bangladesh has to hire foreign technical and business managers to

sustain the global competition. Government established EDC in BUTEX with a view to

replacing foreign management with Bangladeshis. BUTEX is the only public university in

Bangladesh, also the only textile-based engineering university in South Asia. BUTEX has a

long glorious history; was established on 22nd December, 2010. This University has a

total area of 11.67 acres; 86,800 sq. ft. area for academic and administration, 15

Workshops, and 84,000 sq. ft. area for laboratories. [4]

Executive Development Center (EDC) in BUTEX is offering a 9 months long International

Standard Post-Graduation Diploma in Textiles degree. This program costs BDT 207

thousands per executive which is fully funded by Government. This course also includes

refreshment, conveyance and internship allowance for every executive. The program is

executed by highly skilled and experienced trainers from the related industries within the

country. The curriculum of this program is based on the researched lacking of local

executives including Generic Courses: Human Resource Development, Business

Communication and Soft skills, Operations Management, Financial Management,

4
Accounting Management, Principles of Management, Marketing Management, Analytical

Skills, and Industry Specific Courses: Compliance & Corporate Social Responsibility

(CSR), Industrial Engineering, Environmental Management System, Project Management,

Product Development, Quality Management, Supply Chain Management, Textile

Merchandising, and Textile Studies. The program includes 6 months international standard

in-institution training; after the completion of this part, a trainee has to participate a 3

months long internship program. This may be called the heart of this program. This portion

reflects how well an executive applies his gained knowledge to the industry practically.

This aims to enhance one’s ability to think, analyze and develop their management skills

effectively. All of the trainers and management of BUTEX are very much committed,

sincere and helpful to the trainees in order to make this program successful.

1.6 OBJECTIVE OF INTERNSHIP

The objectives of the internship can be viewed in two forms:

1. General Objective,

2. Specific Objective

General Objective:

Internship program is the partial requirement of Postgraduate Diploma in Textiles degree

under the Skills for Employment Investment Program (SEIP) operated by Executive

Development Center (EDC) in Bangladesh University of Textiles (BUTEX). Students of

EDP must attend this 3 months long internship program in the textile industries of

Bangladesh.

5
Specific Objective:

More specifically, this study entails the following aspects:

 To achieve detail knowledge and working procedure of the organization.

 To know how the departments work to run its operations smoothly.

 To know about the company’s goal and strategy to compete in the international

market.

 To know inter-connection among departments in an organization to run their

business smoothly.

 To use the gained theoretical knowledge from EDP to the organizational

development.

 To develop in work ethics and professional responsibilities in an executive.

6
 CHAPTER 2: OVERVIEW OF THE ORGANIZATION

Fig 2.1: GMA Ltd. Main Building (Front view)

2.1 ORGANIZATION PROFILE

Garments Manufacturing and Assembling Ltd. (GMA Ltd.) is a Knit based Readymade

Garments. GMA Ltd. is a concern of “GMA Group”, one of the fastest growing companies

in today’s junior and contemporary market.

The Parent Company of GMA Group is GMA Accessories Inc. It was founded in 1990.

GMA Accessories Inc. is a manufacturer and importer of apparel, footwear and fashion

accessories for women and children. In 2011, the company launched “Capelli Sport”, a

sports apparel brand, focuses on providing innovative, world class training-gear, equipment

and uniforms for athletes of all age and skill levels. GMA Group oversees a portfolio in

real estate and also plays a big role in the retail, logistics, and manufacturing industries.

GMA Group has offices in North America, Europe and South Asia.

7
GMA group oversees the following areas:

 Design and Sales

 Retail

 E-Commerce

 Warehousing

 Manufacturing

 Sport Industry

 Information Technology 

Construction

 Agriculture

 Real Estate

Some of the concerns of GMA Group are:

 Capelli New York

 Capelli Sport

 Ballet

 Sondra Roberts

 Billito

 Laila Rowe

 Top Spirit

 Empire 3PL

 E-Retail Mall

 GMA Shanghai Factory Co., Ltd.

 Zhaoqing Berytos Industrial Co., Ltd.

 Quanzhou Berytos Industrial Co., Ltd.

8
  Cap Jewels Factory

 GMA Ltd., Bangladesh

 Cedar Stars Coccer Academy 

MSV Duisburg

 Aria Systems

 AGE Group Construstion, Inc. 

VIJA Product Ltd.

2.2 HISTORY OF GMA LTD.

GMA Ltd. is the youngest member of GMA Group. It is situated in Rajabari, Nishat Nagor,

Turag, Dhaka. At first, it was a liaison office of GMA Accessories inc. started its operation

in November 2017. The journey started by Mr. Mushtaq Khan, current Managing Director

of GMA Ltd., with a small team of merchandisers in Mohakhali DOHS, Dhaka. With the

rapid success and progress of the team, it expanded its office in Baridhara DOHS adding

Sample Development, Quality Assurance and production team including 8 sewing

machines. The fully functional Knit based Readymade Garments (RMG) factory has been

established on June 01, 2019 in Rajabari, Nishat Nagor, Turag, Dhaka. GMA Ltd.

manufactures readymade garments for its own buyer CAPELLI SPORT. From the Given

design and style, it procures fabric and accessories, manufactures in its own factory in

Bangladesh and provides ready sportswear clothing and accessories to USA and Europe. It

has a production unit consists of 4 sewing lines. A total of 298 employees are working here.

Focusing on the best quality, GMA Ltd. is growing rapidly with a view to creating its own

brand in the country.

9
2.3 GENERAL INFORMATION

A brief summary of GMA Ltd. is provided in the following:

Regd. Name of the Company Garments Manufacturing and Assembling Ltd.

Type of the Company 100% Export Oriented Knit Based RMG Factory

Establishment June 01, 2019

Address 43, Rajabari, Nishat Nagor, Turag, Dhaka

Total Area 28,000 sq ft

Production (Sewing) Lines 4

No. of Employees 298

Table 2.1: General Information of GMA Ltd.

Fig 2.2: GMA Ltd. Factory Layout

10
2.4 GEOGRAPHIC LOCATION ON GOOGLE MAP

Fig 2.3: GMA Ltd. Location (from Dhaka Airport)

11
2.5 SLOGAN OF GMA LTD.

We are not here to change the world, we are not here to take over the world, variety is what

makes the world a wonderful place, we are here to make our own path and create our own

legacy.

2.6 COMPANY PHILOSOPHY

 Continuous Improvement: We are open-minded. We listen, we collaborate, and

we seek for continuous improvement.

 Quality Matters: We believe, reliability comes with quality. Quality in a product

is not what we do, it is what our customers get from it.

 Customer’s Perception is the Reality: GMA thrives for customer loyalty. We

work for our customers. To us, customer loyalty is the best business plan.

 Respect for People: In GMA we value lives. GMA believes, respecting people

helps to bring the best out of them.

 Accountability Eases Moving Forward: We are honest and accountable. We

admit mistakes, works on them, correct and move ahead.

 Think Simple: Simple and logical thinking may be the best solution to an issue

often. Complex thinking or over-judging complicates issues, thus slowing down the

progress.

2.7 BUSINESS SIZE

Production capacity of GMA Ltd. is Eighty thousand garments per month.

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2.8 PRODUCT LINES

GMA Ltd. is a Knit based Readymade Garments. It produces mainly Sportswear items

including T-shirt, Polo Shirt, Boxer Short, Trouser, Sweatshirt, Hooded sweatshirt, Zipper

Hoodie, Jacket, Sleeveless bodysuit, Soccer Jersey, Goalkeeper Jersey, Hockey Jersey, arm

band etc.

Fig 2.4: Some Products of GMA Ltd.

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2.9 ALL DEPARTMENTS INCLUDING ORGANIZATION CHART

A. Management: Newly setup Company’s management consists of Chairman,

General Manager & Managing Director. All major decisions are taken by them.

B. Finance: Finance department consists of one Manager, and an Accounts Officer.

Finance is responsible for all financial planning and transactions.

C. Commercial: Commercial department has one Manager, one Sr. Executive and one

Jr. Executive (inventory). Commercial department handles purchases, logistics and

shipment, import-export, L/C and banking issues.

D. Merchandising: Merchandising department solely manages buyer. They are

responsible for raw material procurement, costing and price negotiation, follow up

to ensure on-time sample development and production aligned with buyer

requirement. The department consists of two Sr. Merchandisers and 6 Asst.

Merchandisers.

E. Sample Development: Sample & Technical Manager maintains the department.

This department develops the sample as per merchandiser’s requisition from tech

pack.

F. Operations: This department is considered as the heart of the Organization.

Operations Manager manages the floor including HR & Admin, Store, Planning &

Industrial Engineering, Quality Assurance and Production department.

14
 Chairman

General Managing
Manager Director

Operations Finance Sample

Commercial Merchandising
Development

GSO

HR & Planning & Production Quality Store

Admin IE Assurance

HRM Cutting Fabrics

Store

IT Design &
Sublimatio Accessories
n Printing Store

Maintenance
Heat Press

Medical Embroidery

Security Sewing

Other Staffs Finishing

15
 CHAPTER 3: AREA OF STUDIES

3.1 SAMPLE DEVELOPMENT

Duration: 7 working days.

Sample development is one of the most important department of GMA Ltd. Though GMA

Ltd. works for their own Brand “Capelli Sport”, they have many customers with tons of

varieties in styles and requirements. New York and Germany office mainly design new

styles by their own design development teams as per their customers’ requirements. GMA

Ltd. provides them with the actual sample garments developed in different stages according

to tech pack requirements.

3.1.1 General Information

Here in GMA Ltd., mainly Knitwear sports item (both top and bottom) are produced for

men, women and youths.

Product Lines: T-shirt, Polo Shirt, Boxer Short, Trouser, Sweatshirt, Hooded sweatshirt,

Zipper Hoodie, Jacket, Sleeveless bodysuit, Soccer Jersey, Goalkeeper Jersey, Hockey

Jersey, armband etc.

Fabrics Used: Interlock, Pique, Tricot, Mesh, Rib Knit, French Terry, Fleece and some

special types of fabrics made of 100% Polyester, PC, CVC, Cotton fabrics.

Sample development Capacity/day: 40 pcs

Pattern Developed: Both Software based (Gemini CAD) & Manual pattern developed

16
Sewing Machine List:

Machine Name Quantity

5 thread Flat Lock M/c. 3

4 thread Over Lock M/c. 6

Single Needle Lock Stitch M/c. 9

Bar tack M/c. 1

Button Hole M/c. 1

Button Attachment M/c. 1

Kansai M/c. 1

Steam Iron 1

Electric Iron 1

Total 22

Table 3.1: Sample Room Sewing Machine List

Types of Sample Developed:

 Prototype sample

 Development sample

 Confirmation sample

 Fit sample

 Size Set sample

 Pre-Production sample

 Production sample (without packaging)

 Production sample (with packaging) 

Factory TOP sample

 DC Shipment Sample.

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Fig 3.1: Sample Type Terminology in GMA Ltd.

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3.1.2 Organogram & Manpower of Sample Development

Technical &
Sample Manager

Sewing
Pattern Master Cutterman Quality Controller
Supervisor

CAD Executive Asst. Cutterman Sampleman Quality Inspector Ironman

Jr. Inputman

Total Manpower:

Designation Manpower

Technical & Sample Manager 01

Pattern Master 02

Cutterman 01

Asst. Cutterman 01

Junior Inputman 01

Sewing Supervisor 01

Sampleman 12

Quality Controller 01

Quality Insptector 02

Ironman 01

Total Manpower 23

Table 3.2: Manpower of Sample Development

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3.1.3 SOP of Sample Development

Fig 3.2: SOP of Sample Development in GMA Ltd.

3.1.4 Roles & Responsibilities

Technical & Sample Manager:

1. Preparing daily, weekly & monthly sample development plan.

2. Daily pattern making forecast.

3. Daily cutting forecast.

4. Daily Sewing forecast.

5. Ensuring smooth work of each section.

6. Ensuring every sample requisition is complete on-time.

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 7. Ensuring pattern, cutting, printing, embroidery are done on-time according to the

given quality and measurements.

8. Ensuring correct fabric & trims are in-house before sample sewing start.

9. Analyzing sample approval and rejection rate.

10. Helping the team with technical knowledge for avoiding rejection in every stage of

development.

11. Submitting necessary reports to respective personnel daily, weekly and monthly

basis.

12. Ensuring the best quality sample output by managing full department.

Pattern Master:

1. Executing Pattern making plan; achieving daily target efficiency.

2. Making accurate pattern pieces according to tech pack measurements. Reporting to

manager if any measurement is found miscalculated.

3. Getting the pattern checked by manager, then forwarding it to cutting section.

4. Maintaining Daily Pattern Making Report, and forwarding it to Manager.

Cutterman:

1. Checking if received fabric quantity is enough or not for sample making.

2. Cutting sample fabric according to given pattern.

3. Sending cut pieces for print/embroidery.

4. Sending to Q.I for quality inspection.

5. After confirmation from Q.I, sending bundle-wise cut pieces for sewing.

6. Maintaining daily cutting report; submitting it to Manager.

7. Executing Cutting plan; achieving daily target efficiency.

21
Sewing Supervisor:

1. Ensuring smooth flow of sample making/sewing.

2. Providing technical support to sample-men when they need help during sewing.

3. Ensuring full package of a style including cut pieces and trims is received properly

before sewing starts.

4. Maintaining daily sewing report; submitting to Manager.

5. Executing Sewing plan for each sampleman; achieving daily sewing target.

Sampleman:

1. Sewing every sample according to provided tech pack & measurement.

2. Achieving given sewing target.

3. Checking if the completed sample measurement is okay before passing to Quality.

Quality Controller:

1. Checking fabrics, print, embroidery and ready sample according to tech pack, size

measurement and quality requirements.

2. Ensuring all the quality issue is solved before packing the sample.

3. If any measurement or other minor issue is found, mention it on the quality card.

4. Reporting Manager of any quality issue arises for future improvement.

Ironman:

1. Ironing to remove unwanted crease and wrinkle.

2. Applying creases where necessary.

3. Shaping the seam of sample for increasing attractiveness by pressing.

22
3.1.5 Reports & Documents

Documents and reports maintained by Sample Department are mentioned below:

1. Merchandiser-wise style sheets/tech packs.

2. Updated comments and measurement sheets for each style.

3. Monthly Sample Development Report.

4. Pattern Forecast & Target Achievement Report.

5. Cutting Forecast & Target Achievement Report.

6. Raw Material information and in-house date against each style.

7. Sample Print and Embroidery Quality Report

8. Sew Plan and Target Achievement Report

3.1.6 SWOT Analysis of Sample Development

Strength:

1. A group of highly experienced people.

2. Friendly and supportive team.

3. Department Manager & senior staffs are technically very sound.

4. Well equipped with machineries.

5. Dedicated to their job.

Weakness:

1. New established team; team bonding is not adequate.

2. Plan, forecast and target setting are not done properly resulting in slow progress.

3. Reports and/or documents are not maintained accordingly.

4. Less use of technology.

23
Opportunity:

1. Use of software for pattern making will increase productivity.

2. Use of Technology will reduce unplanned and excessive work, hence increase

efficiency.

3. As this company has more style variation and sample development request than

other companies, more manpower will enrich team and increase development

capacity.

Threat:

1. More work pressure for a new team compared to capacity.

2. Sometimes lack of communication with other departments is seen.

3.1.7 Development Plan for Sample Development

1. Company plans to increase its capacity to 100 sample development/day.

2. Number of machines and manpower should be increased.

3. CAD Executive needs to be recruited soon.

4. IE team is working for reducing wastage, unbalanced work & increase in

productivity.

5. Technology to be introduced for smooth operations, miscommunication between

departments, and excess work reduction.

24
3.2 TEXTILE PRODUCTION MANAGEMENT

Duration: 16 working days.

Garments Manufacturing and Assembling Ltd. is a Ready Made Garments Factory in which

production starts from fabrics and accessories receiving, continues to cutting, sewing,

finishing and ends at shipment.

In GMA Ltd. there is no specific Production department. Instead, Head of Operations

controls the whole production process directly. Production Management is the integration

of following:

Store: After an order is placed by buyer (Capelli Sport), necessary fabrics and trims are

purchased from suppliers via MPO (Material Purchase Order). Production process starts

when all the fabrics and trims are in-house.

Cutting: Cutting starts after the fabrics are in-house. First the fabric quality is checked,

relaxed and then cutting section work starts according to given plan. Cut plan, marker

making, lay spreading, cutting, numbering, bundling, QC are done within the cutting

section.

Design & Sublimation Printing: If any style consists of sublimation printing, then the cut

pieces of respective style are sent to design development and sublimation printing section.

Embroidery: Most of the garments of Capelli Sport comes with their own brand logo

embroidered to the garment. GMA Ltd. has its own Embroidery section. As per

requirements, cut fabrics are sent to embroidery.

25
Heat Press: After completing printing and embroidery (if required), then cut pieces are

sent ot heat press as per buyer requirement.

Sewing: After cutting is complete, inputman inputs the bundled cut pieces of a specific

style into a sewing line. Sewing line Chiefs monitor the whole operations while operators

sew according to plan and quality is checked online to offline while sewing.

Finishing: After sewing is complete and garments are passed from QC, it is then sent to

Finishing for Pressing, ironing, accessories attachment and packing of the complete

garments.

After the packing is done, production ends while the garments are dispatched for shipment.

Responsibilities of Head of Operations:

1. Executing Production Plan according to volume, urgency, order in hand.

2. Monitoring and controlling the whole operations including production, quality and

Administration.

3. Maintaining smooth workflow on the floor.

4. Resolving as and when a critical issue arose.

5. Deciding production hours depending on order volume and capacity.

6. Maintaining all staffs are working properly as per given responsibilities.

7. Checking for acceptance or, rejection of every process including cut, print,

embroidery, sew, heat press and quality.

8. Authorizing cutting plan and sewing plan.

9. Executing worker training, skill enhancement program and quality drill regularly.

10. Ensuring all processes are completed smoothly on-time.

26
3.2.1 Fabrics & Accessories Store

Store is the place in RMG where everything starts. In GMA Ltd., there are two sub dept.

 Fabrics Store

 Accessories Store

Fabrics Store

Fabrics are received, quality is checked and stored in fabrics store. In-charge of this

subsection is solely responsible for all fabrics receipt and release, and also maintain the

quality and volume of fabrics. He’s also responsible for update the Fabric Inventory

Report regularly to concerned departments.

Work Procedure of Fabrics Store:

 Fabrics are ordered by Merchandisers as per order/development request from buyer.

 In GMA Ltd. fabrics are mostly ordered from China. Some fabrics are also

developed in Bangladesh to reduce lead time and cost saving purpose.

 Fabric is delivered to the factory as per Material Purchase Order (MPO)/Material

Sample Request (MSR).

 Order reference no., pantone code, fabric type, fabric construction, GSM, Style

Code, fabric length, weight are checked with given Fabrics Requisition Sheet before

receiving the fabric.

 If everything matched, then quality is checked according to four points system.

 After receiving fabric, updated Inventory Report is sent to merchandiser.

 During sample development and/or bulk production, fabric requisition is given to

fabric store to get the necessary fabrics.

27
Accessories Store

In accessories store, all types of accessories and stationery items are kept. Some of them:

i. Threads ii Buttons

iii. Capelli Sport Main Label iv. “CS COOL”/”CS DRY”

v. CS Hangtag vi. CS Size Tag

vii. CS DRY/CS COOL Tag viii. UPC Sticker

ix. CS 4 Cube Label (Flag & Loop Label) x. Draw cord

xi. Elastic Band xii. All stationery items

Section Organogram & Manpower

In-charge

Sr. Executive
(Fabrics)

Executive
(Accessories)

Store Assistant

Store Loader

28
Total Manpower:

Designation Manpower

Store In-charge 01

Sr. Executive (Fabrics) 01

Executive (Accessories) 01

Quality Inspector 01

Store Assistant 01

Store Loader 04

Total 09

Table 3.3: Manpower of Store

3.2.2 Cutting Section

Cutting is a very important section for any RMG factory in terms of Cost saving. Cutting is

the process which cut out the pattern pieces from specified fabric for making garments.

Using the markers made from graded patterns and in accordance with the issue plan, fabrics

are cut to prepare garment assembly. This is the major operation of the cutting room, of all

of the operations in the cutting room this is the most decisive because once the fabric has

been cut, very little can be done to rectify serious mistakes.

Factors Involved In Cutting Fabrics

Factors affect the cutting process for fabrics are as follows:

 Nature of fabric (grain line, shade, twill etc.)

 The thickness of fabric.

 Design characteristics of a finished garment.

29
  No. of Machines and tables used.

Cutting section of GMA Ltd. is very technically sound, consists of experts in their

respective job. This section saves fabrics, thus reducing costs by efficient marker making,

lay spreading and cutting process.

Section Organogram & Manpower

Cutting In-charge

Cutting
Supervisor

Markerman

Cutterman

Asst. Cutterman Scissorman

Bundleman

Jr. Inputman

30
Total Manpower:

Designation Manpower

Cutting in-charge 01

Cutting Supervisor 01

Markerman 01

Cutterman 02

Asst. Cutterman 02

Scissorman 07

Bundleman 01

Jr. Inputman 01

Total 16

Table 3.4: Manpower of Cutting Section

Work Process of Cutting

1. Purchase Order (PO) Checklist, PO Sheet, Tech pack, Fabric Booking Sheet are

received from merchandiser.

2. Pattern received from sample development department.

3. Cutting ratio, cutting and lay plan is made.

4. Pattern correction (if necessary) and manually marker making.

5. Fabric received from Store.

6. Fabric quality checking.

7. Fabric is kept relaxed.

8. Test cutting is done to understand shrinkage test, pattern & garments measurement.

9. Fabric spreading is done manually according to marker length and lay plan.

31
 10. Marker placement on lay.

11. Fabric cutting from lay & block checking is done.

12. In the meantime, bundle card is prepared.

13. After block check is complete, numbering and bundling is done.

14. Cut Panel quality check.

15. If there is any embroidery/print, sent to respective department.

16. Embroidery/print quality check.

17. After everything is completed, then sent to sewing section.

Responsibilities of Cutting Incharge

1. Managing cutting department.

2. Initiating cutting plan according to Operations Head’s authorization.

3. Ensuring fabrics are kept in an orderly manner in the cutting inventory.

4. Ensuring marker is made efficiently.

5. Monitoring every subordinate is working effectively.

6. Calculating cutting budget in order to reduce cost by saving fabrics.

7. Ensuring no cut pieces are damaged/wasted unnecessarily.

8. Reporting every issue regarding cutting to Operations Head.

Reports & Documents

1. Daily Cutting Report

2. Cutting Fabric Requisition

3. Fabric Stock Book

4. Heat Press / Print / Embroidery Sent & Received Record Book

5. Gate Pass

32
 6. Cutting Record Book

7. PO checklist

8. PO sheet

9. Tech Pack

10. Fabric Booking Sheet

3.2.3 Design & Sublimation Printing

GMA Ltd. manufactures a variety of products. Major portion of them are Polyester based

designers item. So, GMA Ltd. is highly depended on sublimation printing as sublimation

printing is mainly done on polyester fabric. Sublimation printing of GMA Ltd. is consists

of experienced designers and printing operators.

Printing Capacity/day: 1000 meters paper / 800 pcs garments

Machines Used: EPSON SureColor F series double ink printer x 2

EPSON SureColor F series single ink printer x 1

Industrial Sublimation Heat Press machine x 1

Total Manpower

Designation Manpower

Incharge cum Sr. Designer 01

Designer 01

Machine Operator 02

ASM Operator 02

Total 06

Table 3.5: Manpower of Design & Sublimation

33
Work Process of Sublimation Printing:

1. Receiving design and tech pack from merchandisers.

2. Developing a better quality duplicate image of the initial required design.

3. Setting up the RIP software for test printing.

4. Printing machine is set up.

5. Digital-dye sublimation transfer paper is set with the machine.

6. Test printing is done for design and color approval.

7. After the design and color is approved, then bulk printing starts.

8. After printing on transfer paper, it is placed on the fabric and heat press machine is

used for fabric printing.

9. By completing the fabric printing, they are sent to cutting QC for checking.

10. When the print quality, design, color, measurements and other requirements are

passed, printed fabrics are received in cutting for further processes.

Responsibilities of Section Incharge

1. Receiving design sheet and tech pack from merchandisers

2. Ensuring perfect design development according to buyer requirements

3. Ensuring DTM (Dye-to-match) according to sample.

4. Confirming lab dip from merchandisers.

5. Handling sample development and production process separately.

6. Ensuring smooth production rate according to production/sample development rate.

7. Ensuring every staffs are working properly in the section.

34
Heat Transfer

Heat transfer is sub section of sublimation printing. Capelli Sport has its own branded heat

transfer label on most of the styles. To satisfy buyers demand GMA Ltd. has a separate heat

transfer sub section in its factory. This section has 7 manual heat transfer machines for label

printing.

Total Manpower:

Designation Manpower

Incharge 01

Operator 05

Asst. Operator 09

Total 15

Table 3.6: Manpower of Heat Transfer section

3.2.4 Embroidery Section

Most of the Capelli Sport products has their own logo and a specialized 4-cube logo

embroidered on the garments. So, GMA Ltd. is also depended on Embroidery. For this

reason they have initially set up an embroidery section in their own factory.

Machines Used: Tajima 20 Heads 9-needle Computerized Embroidery Machine x 1

Six Head 9-needle Computerized Embroidery Machine x 1

Maximum M/c. Speed: 1200 rpm

Production Capacity/day: 2200 pcs Capelli Sport Logo / 1000 pcs 4-cube logo.

35
Total Manpower:

Designation Manpower

Incharge 01

Sr. Operator 01

Operator 02

ASM Operator 06

Total 10

Table 3.7: Manpower of Embroidery section

Work Procedure:

1. In GMA, most of the Styles require front or sleeve to be embroidered. The

embroidery section Incharge gets the correct embroidery design.

2. Design is placed in the software and the machine is set up to run 20 embroideries at

once based on capacity.

3. Incharge adjusts machine settings for different types of embroidery on different

fabric.

4. When the embroidery operation is completed in embroidery section then all the

pieces are checked 100% for defects and broken needle through needle detector

machine and send it to cutting section.

5. Cutting quality inspector checks all cut pieces received from embroidery 100% for

its quality and quantity.

36
3.2.5 Sewing Section

Production floor of GMA Ltd. consists of one production unit with 4 sewing lines. Each

line consists of 15-25 machines varies on product style and type.

Sewing Section

No. of Lines 04

Total no. of machines 112

Inline QI Table 04

Endline QI Table 04

Total Manpower 132

Table 3.8: Sewing Floor at a Glance

Organogram

Incharge

Garment
Technologist

Line Chief

Operator Ironman

ASM Operator

37
Total Manpower

Designation Manpower

Sewing Incharge 01

Garment Technologist 01

Line Chief 04

Sewing Operator 112

ASM Operator 11

Ironman 01

Inputman 02

Total 132

Table 3.9: Manpower of Sewing section

Roles & Responsibilities

Sewing Incharge

1. Maintaining Total sewing section.

2. Attending PP meeting, and follow the schedule properly

3. Setting production target with acquired efficiency and other required data from

planning & IE department.

4. Ensuring all staffs are fully responsible to their job.

5. Ensure higher efficiency achievement.

6. Ensuring least defects and reduced rework.

7. Maintaining all reports accordingly, and submitting to concerned department

regularly.

8. Ensuring on time delivery of running order.

38
Garment Technologist

1. Working closely with IE, Quality and Sewing Production team.

2. Helping make pre-production garments and analyzing them.

3. Undertaking quality evaluations of materials.

4. Responding to production issues, quality complaints.

5. Helping reduce defects and off-standard time of production.

Line Chief

1. Controlling single line under his supervision.

2. Monitoring if any operator having any issue during work hours.

3. Maintaining production flow, efficiency, and smooth operations.

4. Reducing bottlenecks, guiding operators in case of any difficulties.

5. Maintaining hourly production for every single operator and whole line.

6. Helping to reduce defects, thus rework.

7. Maintaining production report and submitting to concerned personnel.

Sewing Operators

1. Operating sewing machine as per given operations and technical guidelines.

2. Focusing on work, increasing efficiency, achieving given target.

ASM Operators

1. Assisting sewing operators.

2. Helping in cut panel assembling, cutting extra threads, label check and forwarding

to operators.

39
Ironman

1. Ironing/Pressing garment pieces as per necessity, for measurement or other quality

checking purpose.

Sewing Section Work Flowchart

Changeover/Machine Pre-check for New Style

Line is ready for sewing

Bundle-wise Cut Panel Input from Cutting

Starting Sewing Operations

If any defect is
found

Inline Quality Inspection

No defects found

Continues Sewing of other parts

ASM Operators helping sewing operators in required processes

If any sewing defect found

Endline Quality Inspection

Quality Passed

Sending to Ironing (if requirs)

Sending to Finishing section

40
Reports & Documents

1. Daily Production Report

2. Daily Working Hour Report

3. Daily DHU Report

4. Hourly Capacity Report of individual operators

5. Off-standard time of every line.

3.2.6 Finishing Section

After sewing, products are sent to finishing for trims attachment, folding, pressing, ironing

and packing and finally sent to finishing warehouse for dispatching.

Total Manpower

Designation Manpower

Finishing Incharge 01

Finishing Supervisor 01

Finishing Operator 02

Finishing Assistant 03

Packingman 03

HangTag Operator 02

Folding man 02

Ironman 03

Spot Man 01

Total 18

Table 3.10: Manpower of Finishing section

41
Roles and Responsibilities

Incharge: Finishing incharge oversees full finishing section. He handles any issues

regarding finishing. He guides his subordinates and maintains all finishing reports.

Supervisor: Supervisor maintains the workflow. He ensures every operator is working

properly.

Operator & Helper: They are responsible for follow up folding, packing, ironman,

receiving garments from sewing line QI, keeping daily finishing quantity record etc.

Hangtag, Folding, Packing Man: Hangtag operator attaches tags to garments, folding

operator folds garments, packing man packs garments to poly and carton.

Ironman: Ironman irons and presses garments for visual improvements or minor

measurement correction purpose.

Spotman: Spot man is responsible for removing any type of spots found on garments.

There is a separate spot removing room in GMA Ltd.

Finishing Section Work Flowchart

QC passed Garments are received from Sewing

If spot found, garments are sent to Spot Removing room

Garments are sent for Pressing

Hangtag are attached by Hangtag Operator

Garments are folded according to buyer requirements

42
 Packing Man packs garments according to packing list

At the end, Final QI is done according to AQL 2.5 against PO

Reports and Documents

1. Daily Finishing Report

2. Daily Target Achievement Report

3.2.7 SWOT Analysis of Textile Production Management

Strength:

1. Experienced team gathered from reputed factories.

2. Highly positive and friendly environment.

3. Hardworking and dedicated team.

4. Full of young and energetic personnel.

Weakness

1. Strong Teamwork is not seen here.

2. Variety in style requires more changeover, resulting in less efficiency.

3. Systematic floor management is not seen. Thus hampering production flow and

quality sometimes.

4. There is no effective planning for upcoming style which creates disarray and

confusion in floor sometimes.

5. As a new setup no proper strategy or SOP is followed yet. So, target achievement

rate is low.

43
 6. Miscommunication among sections is seen sometimes.

7. Some of the employees are not accountable to their responsibilities.

Opportunity

1. They are working very critical styles. With a proper setup floor and increased

efficiency, getting more order and establish a strong brand is very possible.

2. As a concern of international group, their root is very strong. So, the company has

the scope to increase its business size with guidance of higher management.

Threat

1. As a result of own buyer, there are a lot of style variation. As a result efficiency

increasing is tough, so as the profit.

2. Less lead time causes quality issues sometimes.

3.2.8 Development Plan for Textile Production Management

1. Some of the section head and senior executives are to be introduced.

2. Operator training to be introduced for increasing efficiency, less machine

breakdown.

3. Weekly Staff meeting to be introduced for weekly performance discussion, next

week’s plan, target achievement rate improvement and other necessary issues to be

solved.

4. Every staff and executive’s job responsibility to be defined clearly.

5. Production floor needs some specialists with core technical knowledge.

6. Use of technology can be introduced for better & clear communication among

departments.

44
3.3 QUALITY MANAGEMENT

Duration: 7 working days.

Quality management is the most important department in terms of customer requirements

and satisfaction. GMA Ltd. focuses mostly in Quality. They have zero tolerance in quality

assurance. So, they have a dedicated Quality Assurance team.

GMA believes “Quality brings customers, and customers ensures Business.”

GMA has quality team working in every operational sections including:

i. Store

ii. Cutting

iii. Sewing

iv. Finishing

3.3.1 Manpower & Organogram of Quality Management

Designation Manpower

Quality Manager 01

Quality Incharge 01

Quality Assurance Officer 03

Quality Controller 03

Quality Inspector 22

Total 30

Table 3.11: Manpower of Quality Management

45
Organogram

Manager

Incharge

QA Officer, Cutting QA Officer, Sewing QA Officer, Finishing

Quality Controller
Quality Controller Quality Controller

Quality Inspector
Quality Inspector Quality Inspector

3.3.2 Roles & Responsibilities

Manager

1. Quality Manager is solely responsible for total Quality Assurance of whole

production floor.

2. Ensuring quality during production and after production.

3. Attending PP meeting.

4. Developing SOP and quality policy of Quality Assurance Department

5. Ensuring all staffs are working according to their job roles and responsibilities.

46
 6. Developing system to quality improvement.

7. Initiating monthly quality drill, and reguar quality improvement training.

8. Monitoring all reports and documents related to quality are maintained properly.

Quality Incharge

1. Ensuring all Quality Controllers are working properly.

2. Monitoring & controlling all quality issues in the production floor.

3. Maintaining quality reports and submitting to Manager.

4. Assisting manager in quality development system.

5. Assuring quality from the root level by inspecting products, controlling them and

guiding subordinates about quality controlling.

Quality Controller

1. Monitoring subordinates, ensuring Quality Inspection rate is 100% accurate.

2. Controlling quality defect rate according to quality policy.

3. Handling quality issues in their respective sections.

Quality Inspector

1. Inspecting quality of the sewn, cut, embroidered, printed and finished products in

their respective sections.

2. Maintaining quality report of defective pieces.

3. Assuring quality in needle point. 100% quality check is a must.

47
3.3.3 Quality Assurance of Different Sections

CUTTING

STORE Marker Inspection

Fabric Inspection Lay Inspection
Accessories Inspection Cut Panel Inspection
Print, Embroidery, Heat Transfer
Label Inspection

FINISHING
Hangtag Inspection SEWING
Folding & Packing Inspection Inline Quality Assurance
Final Inspection Endline Quality Assurance

Fig 3.3: Quality Assurance in Different Sections

Quality Assurance in Store

Fabric Inspection

 In GMA Ltd, 4-points system is used for fabric inspection. 

Random 10% fabric is inspected.

 20 defect points/100 yds is accepted in GMA Ltd.

 If initial 10% fabric is rejected, another 10% is checked for further proceeding. 

If 2nd check is failed then 100% fabric is checked per roll.

 Fabric is inspected batch to batch and color to color.

 Maximum of 4 points is marked for 1 linear yard & 1 single defect. 

Passed and rejected fabrics are stored separately.

 Fabrics are stored with supplier name, ref no., fabric no., style no., batch no. etc. 

Fabric inspection record is kept by Quality Inspector.

48
Four Points System Defect Points

Defect Defect Points

≤ 3 inches 1 point

6 inches ≥ Defects > 3 inches 2 points

9 inches ≥ Defects > 6 inches 3 points

Defects > 9 inches 4 points

Holes 4points

Table 3.12: Four Points System

4-Points Calcualtion Method

Total deducted points x 36

Defect points/100 sq. yds = -------------------------------------------------------------- X 100
Inspected total fabric length (yds) x width (inch)

Defects inspected

GSM, Shrinkage, Broken End, Filling Bar, Spot, Knot, Thick-thin yarn, Slub, End-out, Fly

yarn, hole, join mark, damage, color shade variation, Uneven dye, miss yarn, Abrasion

Mark, Patta.

Accessories Inspection

When accessories are being received in factory, measurement, quality, print, instruction of

all accessories are checked as per buyer requirements.

49
Quality Assurance in Cutting

1. Marker Inspection: Pattern to Marker Ratio, Grain Line, Marker to Fabric Ratio,

Marker size etc. are checked.

2. Lay Spreading Inspection: Inspection done if lays are spread properly. Lay length,

Lay height, Shade matching, Marker placement etc. are checked here.

3. Block Check: After fabrics are cut from lay, then block check is done to ensure are

pieces are cut according to cutting supervisor’s instruction.

4. Cut Panel Check: After numbering and bundling, final cut panel check is done.

Piece to piece panel is checked for measurement and defect.

5. Print, Embroidery, Heat Transfer Check: After cutting is complete, then cut

panels are sent to embroidery, heat transfer and/or sublimation print. Then 100%

print, embroidery and heat transfer quality and measurement is checked.

Quality Assurance in Sewing

1. Inline Quality Inspection:

 1-2 Quality Inspector is assigned in each sewing line according to style.

Quality table is set immediately after critical processes.

 5-10 pcs random check from each bundle. No defect is accepted.

 When defect is found, or semi-garment piece is rejected, it should be

informed to line chief. He sends defective pieces to operator for rework.

 All results are recorded hourly basis and traffic light signal card is used

against each operator to identify their production performance/quality.

o Green light: No defect found.

o Yellow light: 1 defect found.

o Red light: more than 1 defect found.

50
 2. End line Quality Inspection: 2 Quality inspectors are assigned at the end of each

line. They check for any appearance issue, defects and measurements of each

garment. They check tension, color shading, SPI, stitching, size & appearance too.

Quality Assurance in Finishing

Finishing QA team is responsible for checking folding, packing, accessories, carton

measurement and quality as per buyer requirements. They check random 5-10% garments

for measurement, color, attachments, packing, folding, carton etc.

3.3.4 Reports & Documents

1. 4-points Fabric Inspection Report 7. Endline Inspection Report

2. Fabric Shrinkage Report 8. Defects Hour Unit (DHU) Report

3. Shade Variation Report 9. Measurement Report

4. Cut Panel Inspection Report 10. Final Inspection Report

5. Sublimation, Embroidery, Heat Transfer Quality Report

6. Inline Inspection Report

3.3.5 SWOT Analysis of Quality Management

Strength

1. Sr. employees are technically sound and experienced.

2. Enough manpower to ensure quality accurately.

3. QI is set thus way so that QA is done after every process in each section.

4. High accuracy rate of Quality Assurance.

51
Weakness

1. Though they have a experienced and technically sound team, no SOP is set yet for

proper functionality.

2. There is no ISO Certification for Quality department yet.

3. Specific Job responsibility and Quality Assurance Standard is not set for employees.

4. Regular Quality Meeting or Monthly Quality Drill is not initiated.

5. No Quality Standard is defined specifically, thus sometimes confusion is created.

Opportunity

1. Customer Satisfaction rate is good.

2. If teamwork can be established properly, this department can make a big difference

to the company.

Threat

1. If quality standards are not properly set, it could bring disaster for the department,

thus the whole company.

2. Some employees seem not to understand quality assurance terms properly. If they

are not trained properly, it may create sustainability challenge to the whole system.

3. High quality demand in terms of price is a threat for the company.

3.3.6 Development Plan for Quality Management

1. Development of Total Quality Management (TQM).

2. Setting up ISO Standard Quality Assurance.

3. Setting up Quality Department SOP.

4. Initiating regular basis quality improvement meeting, and monthly quality drill.

52
3.4 INDUSTRIAL ENGINEERING

Duration: 11 working days.

Industrial engineering is one of the most specialized and important part of any industrial

organization. Industrial Engineering department offers technical and technological

improvements in organization through systematic analysis, process development and

professional development tools. Industrial Engineering department has become one of the

most essential part of textile industry. Management of GMA Ltd. understands the necessity

of industrial engineering in their company. So, they have established Planning & IE

department in the factory.

Though this department is not enough rich yet. There is only one Manager in Planning &

IE department of GMA Ltd. Yet, he’s trying to develop, improve, and implement integrated

systems with available people, money, knowledge, information, equipment and resources.

3.4.1 Manpower of IE

Manager : 01

3.4.2 Responsibilities of IE Manager

1. Getting upcoming PO & Style-wise tech pack.

2. Making monthly Line Loading Plan.

3. Initiating PP meeting with merchandiser, operations head, and other sections.

4. Collecting Size set sample & making Operation Bulletin & M/c. layout.

5. Discussing technical issues with Technologist, Quality & Sewing incharge.

6. Checking non-productive time, reducing m/c. breakdown time.

7. Line balancing by target and capacity study.

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 8. Initiating 1 hour production study in required processes.

9. Daily sewing input-output monitoring.

10. Setting daily production target, following up target achievement.

11. Hourly production follow up

12. Applying 5S to floor and monitoring daily 5S progress.

13. Doing time study, capacity study and motion study for waste reduction.

14. Reducing line-setting time.

15. Preparing daily man-m/c. ratio report.

16. Finding out loss time and working on them to reduce off-standard loss time.

17. Planning production floor working hours and overtime.

3.4.3 Work Flowchart of IE

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3.4.4 Reports & Documents

1. Line Efficiency Analysis

2. Line Cost Analysis

3. Cost per Minute Analysis

4. Plan vs Actual Production Report

5. Input vs Output Report

6. Loss Time Analysis Report

7. Daily, Weekly & Monthly Summary

8. Daily Man-M/c. Ratio Report

9. Manpower Budget Report

3.4.5 Lean Tool Application in Sample Development

Sample development section of GMA Ltd. was disorganized in the very beginning. During

my period in Sample Development, a project initiated by the Management & IE to organize

and develop the sample development section. Scope of development I found and assisted

IE Manager to work on them are listed below:

 Sample development room was very compact comparing to total man-machine-

design. So, we separated the cutting section of Sample Development department. 

We removed extra unused table and chair from Sample room.

 Organized Sample Manager’s Desk and Shelf.

 Set up Pattern Hanger on the wall.

 Implemented 5S to Sample room.

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 Fig 3.4: Organizing Sample Development Section

3.4.6 SWOT Analysis of Industrial Engineering

Strength

1. Highly experienced and technically sound manager.

2. Dedicated, hardworking and accountable.

3. Young and Energetic personnel.

4. Full support from top management, thus initiating development program is easier.

Weakness

1. Only one person has to handle the whole IE processes.

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 2. Every process and reports are not maintained regularly because of huge workload

3. As all the departments are new, system is not developed. So, implementing

improvement tools sometimes is not possible.

4. No separate room for IE; frequent interruption in work from the production floor.

Opportunity

1. Adaptation to technology can make a major development in IE of GMA

2. Providing training to IE helps them more effective in workplace.

3. Appointing more executive in IE will ensure maintaining responsibilities properly.

4. By applying advanced Lean tools, positive change in work environment is possible.

Threat

1. Working as part of Operations, there is little space to research and develop

organization independently.

2. Research should be done for new development scope. Other departments’

concerned personnel do not follow new implemented system properly.

3.4.7 Development Plan for Industrial Engineering

1. Root cause Analysis to be done.

2. Research on 8 wastes of Lean to overcome them.

3. Lean tools (i.e. VSM, 5S, PokaYoka etc.) to be introduced and maintained properly.

4. More Executives are to be appointed soon.

5. KPI to be introduced for better functionality of every department in the

Organization.

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3.5 MERCHANDISING

Duration: 10 working days.

Merchandising is considered as the bridge between manufacturers and buyer or customers.

3 most important responsibility of merchandisers are Communication, Corresponding &

Costing. Merchandising is the most decorated team in GMA Ltd. A group of young,

energetic yet highly skilled and dedicated professionals are gathered from different

background; are working as a team in GMA Ltd.

3.5.1 General Information

No. of Team : 02

Members in each team : 04

1 Merchandiser, 1 Asst. Merchandiser (Development), 2 Asst. Merchandiser (Production)

Some of the current customers that GMA Ltd. are serving: Capelli New York, US Army,

Cedar Sports Soccer Academy, MSV, Uptown, Sparrow, Madison, Brooklyn etc.

3.5.2 Organogram & Manpower Merchandising

Mercandiser

Asst. Merchandiser Asst. Merchandiser

(Development) (Production

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Total Manpower

Designation Manpower

Merchandiser 02

Asst. Merchandiser (Development) 02

Asst Merchandiser (Production) 04

Total 30

Table 3.13: Manpower in Merchandising

3.5.3 Roles & Responsibilities

Merchandiser

1. Controlling the merchandising department.

2. Negotiating with buyer for a new order.

3. Consumption and costing for a new style.

4. After successful negotiation, confirming order and receiving purchase order from

buyer.

5. Working with commercial department for L/C

6. Following up the total process from buyer negotiation to shipment.

7. Providing approval or rejection during development or production of a style.

8. Negotiating with suppliers for purchasing raw materials.

9. Sourcing new alternative to existing suppliers for better quality and price.

10. Developing new fabrics near factory to reduce lead time.

11. Conducting meeting with management for any critical issue.

12. Advising and Assisting Quality and Production team.

13. Ensuring On-time fabrics & accessories in-house.

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 14. Getting approvals on lab dips from buyers.

15. Merchandiser is the face of the manufacturer/garments to the buyer and customer

to the production and quality department. So, he has to take full responsibility in

inspecting and ensuring product quality and buyer requirement from every single

aspect.

Asst. Merchandiser (Development)

1. Receiving development request from buyer.

2. Downloading Style detail i.e. tech pack, artwork from PLM software.

3. Checking if all details are provided properly.

4. Receiving sample garment for a new and critical style and providing to sample

development manager for reference.

5. Providing tech pack and swatch card to sample development for new style

development.

6. Following up the whole development process timely.

7. Ensuring all fabrics and trims are in house on time.

8. Fabric & accessories consumption and sending MSR (Material Sample Request)

from supplier.

9. Tracking the Waybill no. and following up the sample after shipment till buyer

receival.

10. Generating forwarding and Invoice before sending the sample to buyer.

Asst. Merchandiser (Production)

1. After confirming new order, receiving PO from buyer.

2. Downloading PO sheet and order detail from buyer.

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 3. Preparing Order detail including PO sheet, Checklist, Layout, Tech Pack, Trim card

for Sample, Quality Assurance, Production, Cutting and Finishing department.

4. Following up Fit, Size Set and PP Sample from Sample development.

5. Ensuring on time sample development.

6. Sending MPO (Material Purchase Order) to suppliers.

7. Bulk booking for raw materials and trims.

8. Ensuring on-time materials in-house.

9. Attending PP meeting.

10. Following up production process time to time.

11. Sending fabrics and garments for Testing to 3rd party lab.

12. Confirming Lab dip approval.

13. Discussing with different sections regarding any production issues.

3.5.4 Work Flowchart of Merchandising

Development Request receiver from buyer

Downloading Tech Pack and artwork from PLM

Sample Fabric & Accessories Request (MSR) from suppliers

Tech Pack and Swatch Card sent to Sample Development

Following up Sample Development

Getting developed sample approval from buyer

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 Consumption, costing and negotiating with buyer

Receiving PO (Purchase Order) sheet from buyer

Booking Development Testing Production

Fabrics Fit Sample Fabrics Garments

Accessories Size set Sample Trims Cutting

PP Sample Garments Print/Embroidery

TOP Sample Sewing

Shipment Sample Finishing

Shipment to buyer

GMA Ltd. mainly serves the customers from USA and Germany. Adult size chart is

common but Youth size charts are different in USA and Germany.

USA Youth Size Chart Germany Youth Size Chart

XXS (4-5) XXS (116)

XS (6-7) XS (128)

S (8) S (140)

M (10-12) M (152)

L (14-16) L (164)

XL (18-20) XL (176)

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In GMA Ltd., some of the mentionable tests are:

 Fabric Test: Color fastness (wash, perspiration, light, water), Physical test,

Formaldehyde and Azo test.

 Accessories Test: Appearance test (20 times wash, 60o C temperature, and tumble

dry).

 Garment Test: Appearance test.

3.5.5 Reports & Documents

1. Tech Pack

2. Swatch card/Trim card

3. Material Sample Request (MSR)

4. Material Purchase Order (MPO)

5. Booking List (Fabric, Zipper, Drawstring, Button, Label, Sewing thread etc.)

6. Requisition Sheet

7. PO sheet

8. PO checklist

9. Test Request Form (TRF)

10. Testing report

11. Approved lab dip record

12. Packing List

13. Commercial Invoice

14. Daily TO DO list

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3.5.6 SWOT Analysis of Merchandising

Strength

1. Young, Smart, Experienced and Energetic team.

2. Highly dedicated and technically sound personnel.

3. Team bonding and Teamwork is great in merchandising team.

4. Good Management capability.

5. Strong relationship with suppliers.

6. Very price competitive.

Weakness

1. Sometimes it seems tough to manage all responsibilities on time. More experienced

personnel is needed in the department.

2. More manual work consumes more time.

3. Miscommunication with other departments is seen sometimes.

4. Cut to Ship ratio is high.

5. Sometimes on-time delivery is not ensured

6. Long work hour creates fatigue. So, work output may be less sometimes. Also,

maintaining proper office in-out time is not possible sometimes.

Opportunity

1. Working with a broad range of products enhances the experience of the team.

2. Order variation needs more communication with buyers and suppliers, thus

increasing communication skill.

3. Chance of increase in negotiation and purchasing skill.

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 4. With the progress of team, it is possible to provide very efficient output real soon.

5. Adaptation to Technology can reduce workloads and increase output result.

Threat

1. Excessive workloads comparing to team size.

2. Unstructured and long work hours.

3. Merchandisers have to oversee, help and guide other departments’ issues

sometimes. Thus completing own task on time is tough

4. Provided technological support is not adequate for the team.

5. Sometimes, lack of responsibility from other departments causes disruption in their

work.

6. Short lead time in some development request interrupt on-time delivery.

3.5.7 Development Plan for Merchandising

1. Working with Sample Development department to make it more structured and

flexible for ensuring on-time delivery, as most of the deadlines are missed due to

sample development department.

2. Ensuring a better communication system between departments, as

miscommunication cause poor production quality and delay in shipment.

3. Providing more technological support to the merchandising team for their smooth

operation.

4. Ensuring structured and flexible work hours for merchandisers.

5. Increasing the merchandising floor space and upgrading their work stations.

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3.6 HUMAN RESOURCE MANAGEMENT

Duration: 10 working days.

Human resource management is a most common yet essential department for any

organization. Wheather corporate or industry, need of HRM cannot be compromised. HRM

department is responsible for creating and overseeing policies, staffing, providing training,

maintenance etc.

GMA Ltd. is a comparatively small workplace. They have set up HR & Admin as a single

department. HR & Admin department is consists of a Manager and two asst. officer. HR &

Admin also controls Maintenance, IT and Medical departments.

HR & Admin department of GMA Ltd. maintains activities like:

 Employee Recruitment.

 Compensation & Benefits.

 Creating different Organizational Policies. 

Administrative tasks.

 Monitoring employee job responsibilities under Admin Department.

 Controlling Maintenance, IT and Medical sections.

 Handling other issues as part of HR & Admin responsibility.

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3.6.1 Organogram & Manpower of HRM

Organogram

67
Total Manpower

Designation Manpower

Manager 01

Asst. Officer 02

IT Officer 01

Nurse 01

Sewing m/c. Maintenance 01

Boiler Operator 01

Electrical Incharge 01

Asst. Electrician 01

Office Assistant 01

Cook 02

Cleaner 07

Driver 01

Security 04

Total 24

Table 3.14: Manpower in HR-Admin

3.6.2 Roles & Responsibilities

Manager

1. Ensuring all subordinates are working properly.

2. Carrying out performance management of employee.

3. Supervising monitor activities of the dept.'s officers/ executive's on regular basis.

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 4. Supervising activities of the security section ensuring safety & security of the

company.

5. Supervising activities of the cleaning section to find whether the factory inside &

premises are properly cleaned

6. Supervising common facilities like wash room, transportation, dinning, PA systems

are properly functioning.

7. Supervising local purchase, indent, requisition, wastage sales, construction &

development works are smoothly running in the factory.

8. Reviewing performance of all staffs/workers from time to time and arrange salary

enhancement, promotion, confirmation or discontinuation for suitable cases.

9. Approving leave as per corporate leave policy.

10. Maintaining discipline in the factory, take appropriate action against undisciplined

workers.

11. Monitoring that all HR & Admin related data, records, reports, formats, statement,

files, books & registers are properly prepared & maintained.

12. Maintaining close liaison with other Companies of the Group and exchange relevant

information.

Asst. Officer

1. Assisting manager on inbound and outbound jobs.

2. Checking executives, staffs and workers’ daily attendance.

3. Maintaining workers’ decipline during entrance, leave and on the floor during work

hours.

4. Confirming new employee recruitment, maintaining all documents and entering all

data to the software.

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 5. Providing formal resignation letter and updating software about employee

resignation.

6. Directly monitoring cooks and cleaners are doing their job properly.

7. Handling banking issues.

8. Arranging workers’ training time to time.

9. Maintaining snacks and tiffin for staffs and workers.

10. Workers’ job card maintaining.

11. Monitoring, checking, updating workers’ overtime.

12. Generating pay slip and providing monthly pay/salary to workers.

13. Maintaining worker gate pass.

3.6.3 HR Policies

1. Recruitment Policy: In GMA Ltd., Management, Department Head and HR

Department are involved in recruitment. Executive recruitment are done by internal

advertisement right now. After dropping their CV, candidates are shortlisted and a

date of interview is given to the candidates. Initially department heads interview the

candidates. Sometimes, they are interviewed by Managing Director. After

confirmation HR department confirms their salary, position and joining date.

For worker’s recruitment, HR department publish advertisement locally. Workers

are interviewed by section manager/incharge. Then sent to medical test for fitness

checking. Then HR department confirms their joining.

Documents Needed During Joining:

a. National ID/Birth Certificate

b. Character Certificate

c. Academic Certificate

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 d. Curriculum Vitae

e. Previous Job Release Paper (if experienced)

2. Work Schedule: General work hour for production Floor: 8 am - 5 pm

Work hour for staffs: 8 am - 7 pm (can be extended upon workload)

Work hour for executives: 9 am - 5 pm (can be extended upon workload)

3. Leave Policy: GMA Employees have a earn leave of 1 day/18 working day. They

have earn leave encashment opportunity.

Employees are entitled to casual leave of 10 days/year.

Employees are entitled to sick leave of 14 days/year.

After 6 months of job confirmation, female employees can claim 116 days of

nonpaid maternity leave.

4. Compensation and Benefits: Executives are provided full subsidized lunch and

snacks facility with a market competitive salary range.

For staffs, conveyance, medical and food allowance are provided.

3.6.4 Admin Related Tasks

1. Attendance: Asst. Officers monitor daily attendance of every single employee in

the organization. They use a dedicated fingerprint and face recognition system for

attendance recording. So, the data is very precise and job becomes easier.

2. Floor Discipline: They maintain workers’ discipline during entrance, leave and

work hours.

3. Arrangement of Lunch and Snacks: Employee attendance checking and plan for

lunch and evening snacks are done daily.

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 4. Maintaining Cleanliness: Asst. officers directly monitor daily cleanliness of

production floor, and every section in a regular interval of time.

5. Issuing Passes: Worker’s gate pass, vehicle pass are issued by Asst. Officer.

6. Monetary Matters Handling: Incentive, Conveyance, and all kinds of monetary

matters are distributed properly to employees after receiving from Finance

Department.

3.6.5 SWOT Analysis of Human Resource Management

Strength

1. Experienced HR & Admin Manager.

2. Young and Energetic team members.

3. Aimed to create an employee friendly environment.

4. Good knowledge about Core HR & Admin policies.

5. Employee salary is provided within first 3-4 working days of the month.

6. Workers satisfaction rate is good.

Weakness

1. Lack of think tank member in this department. As, HR & Admin department needs

to bring out modern practices and set standard rules in the workplace, they need

more experienced think tank members in this section.

2. Lack of communication with other HR professionals of similar industry.

3. Lack of skilled people in the department.

4. Lack of modern HR practice.

5. Slowness in task completion.

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Opportunity

1. A lot of scope of development in the department.

2. As a new setup, there is still some time to develop internal system, thus making a

positive impact to whole organization is possible.

3. This team is interested to learn new things. So, providing training can bring out the

best of themselves.

Threat

1. System is not properly developed. So, controlling the operations and employee

issues in the long run will not be effective.

2. Lack of training and motivation for employees.

3. High employee turnover rate, frequent change in sr. executives, incapability of

management internal conflict in departments can be real threats for the HR

department in the long run.

3.6.6 Development Plan for Human Resource Management

1. Recruitment of Experienced HR Personnel.

2. Constructing modern HR Policies and Practices.

3. Developing Performance Management System.

4. Developing employee Salary Grade Matrix.

5. Introducing KPI (Key Performance Indicator) in the organization.

6. Employee Transport Facility to be provided.

7. Provident Fund, Gratuity and Health Insurance services are to be provided.

8. Setting up Compliance and Welfare sections.

9. Activities related to Corporate Social Relationship are to be done.

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 CHAPTER 4: ANALYSIS AND EVALUATION

My internship started on September 14, 2019 to the date December 10, 2019. During my

internship, I studied Sample Development, Store, total Production System, Quality,

Industrial Engineering, Merchandising and Human Resource Management department. I

tried to learn how every department work, their interrelation. As a new setup, I was lucky

enough to see from the frontline how an RMG works.

4.1 MY CONTRIBUTION TO COMPANY DURING INTERNSHIP

During the internship period I briefly learnt the whole working process of departments. I

feel lucky to do some practical tasks during my internship in Industrial Engineering

department.

4.1.1 Creating Critical Path Monitoring Board

Fig 4.1: Critical Path Monitoring Board

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4.1.2 Creating Hourly Production Monitoring Board

Fig 4.2: Hourly Production Monitoring Board

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4.1.3 Making Production Planning Template in MS Excel

I created the Monthly Production Planning Report in MS Excel with auto Formula &

Calculation. This reduced time wastage and increased work efficiency in planning.

Fig 4.3: Monthly Production Planning Report

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4.1.4 Automation Operation Breakdown Sheet in MS Excel

I also helped IE in Automated Operation Breakdown and Machine Layout Sheet which

significantly saved wastage of time.

Fig 4.4: IE M/c. Layout Plan

77
 Fig 4.5: IE Operation Breakdown

4.1.5 Cloud based Template of Sample Development Report

Finally I helped reducing excess paper work by developing an advanced automated cloud

based Sample Development Report. This report has lessen overwork for sample

development section. Also improved communication between sample development and

merchandising department as they are able to track live development progress of every

single style of each merchandisers. They have specialized summary of the development

progress of each merchandisers.

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 Fig 4.6: Monthly Sample Development Report

4.2 SWOT ANALYSIS OF GMA LTD.

An overall evaluation of the company comes at the end of the internship. Focusing on the

internal value and lacking strength and weakness are determined, and opportunity and

threat are measured upon external values.

SWOT Analysis of GMA Ltd. is given below:

STRENGTH

1. Top Management: Highly qualified, educated and experienced top management.

2. Own Land: Factory is established on GMA Ltd. owned land.

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3. Experienced Manpower: Factory is equipped with experienced workforce. A

group of young and energetic professionals are dedicated to provide 100% quality

garments to their customers.

4. Skilled Merchandising Team: Merchandising team is said to be the main

representative of any RMG factory. GMA has an efficient and Smart Merchandising

team working dedicatedly for the company.

5. Friendly Environment: Environment of the factory is unlike most other traditional

factories in Bangladesh. They are very friendly, helpful and dedicated to work for

the company.

6. Open Door Policy: GMA Ltd. is a new factory, yet it has been able to establish a

unique system in the factory known as “Open Door Policy”. No department or room

is restricted to anyone for any official purpose. Everyone is open minded and ready

to help on any relevant issue faced by one employee. Everyone is open to discuss

on any improvement regarding their own work and any area of the company.

7. Working under Pressure: Everyone is dedicated and has good capability of

working for a long period under tremendous pressure.

8. Employee Facilities: Company is providing a market competitive salary to its

employees with a package of housing, medical, conveyance and food allowance. It

has full subsidized lunch and snacks facility for its executives.

Workers are paid on-time salary within first 3-4 working days of next month. They

have additional attendance bonus, festival bonus, standard overtime payment

according to Bangladesh Labor Law and International Labor Law.

9. Zero Tolerance on Quality: 100% quality product ensured before shipment.

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WEAKNESS

1. Small Industry: As the industry is small so is the number of employees, sometimes

it is difficult to complete the development and production timely.

2. Not a KPI Based Environment: The factory could not establish KPI based

environment yet. So, it is difficult to track down employee’s progress or goal

achievement.

3. SOP Maintenance: SOP is not established in every department yet. So,

inconsistency is seen during production and completing any routine task.

4. TQM Establishment: TQM is very necessary for a smart industry. GMA could not

establish TQM in the workplace yet.

5. Absence of SMART Work: Smart work like plan, target setting, moving towards

specific goals are not done here. All of the 8 essential wastages of Lean (Defects,

Overproduction, Waiting time, Non used talents, Transportation, Inventory, Motion

and Extra-process) are seen here because of the absence of the use of smart tools. 6.

Gap between Company Goal and Employee Performance: Employees are not

well aware of company’s vision and goals. In spite of their working hard, an explicit

gap between company goal and employee performance is seen.

7. Lack of Training: A culture of training has not been established in the factory.

8. Communication Gap between Departments: Miscommunication is a common

problem between departments, resulting is delay in every process.

9. Post Order Feedback: After completing the shipment, employees do not collect

feedback from customers/buyer. Thus scope of understanding their own weaknesses

and strengths from customer’s point of view is not possible, which may be a barrier

to company’s growth.

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 10. Lack of Communication with Professionals of Similar Industry: A good

communication with professionals from other companies in this industry is not seen.

Good communication helps to understand own strength, weakness, opportunity and

threats of every departments. So, scope of improvements are increased among

employees.

11. Less Use of Technology: There is not enough practice of the use of technology in

GMA Ltd. Adopting the latest technology and using it for own benefit is not a fancy

move these days. As the industry is going through its 4 th revolution, it is a must to

use the technology in a smart way. Unless, the industry may fall behind any time

soon.

OPPORTUNITY

1. Part of Bigger Community: As GMA Ltd. is a concern of a multinational group,

there is a better scope of rapid growth.

2. Own Buyer: Serving own buyers ensures more order and more chance of

sustainability.

3. Diversification: After establishing the RMG factory, GMA Ltd. can expand their

business to a Knit Composite Factory. This helps to minimize risk and maximize

profit.

4. Hiring Dynamic Freshers: It is a modern practice of hiring professionals in the

industry. Creating positions like Management Trainee is an effective way to get

dynamic, smart young professionals. They are developed as per company’s

requirement with a little effort comparing to others.

5. Opportunity of Branding: As a sport brand, there is a scope of opening retail

showroom of a international sports brand with a competitive market price.

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 6. Event & Fair Participation: GMA Ltd. can create its own brand value by

attending different fair and textile events.

7. Focusing on Renewable Energy Use: The Company can focus on using renewable

energy like solar electricity thus minimizing utility cost and creating more

environment friendly environment.

THREAT

1. Style Variation: Customer’s style variation is a challenge for this newly established

garments factory. It becomes difficult to develop workers’ skill and consistency

when there is frequent change in style.

2. Short Order Quantity: Short order quantity is another major issue for GMA Ltd.

Every process from developing to shipment is same whether the quantity is short or

long. But the CM of a garment increases when the order quantity is short. So,

frequent short order quantity affects the profitability of the company.

3. Short Lead Time: Short Lead time put more stress to the employees. So, long work

hours, lack of interest to job, fatigue are more common than a structured company.

4. Dependency on Subcontract of Printing: The Company is depended on

subcontract printing factory for printing. Sometimes quality requirement does not

meet, and sometimes delay occurs for subcontractors. This negatively affects

overall production thus overall company’s performance.

5. Increasing Overhead Cost: Overhead cost is increasing day by day but product

price is dropping. This is a great challenge for a developing company like GMA

Ltd.

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 6. Longer Supplier’s Lead Time: GMA Ltd. is mostly depended on China for fabric.

This requires a longer lead time. This creates a haphazard situation meeting buyers

deadline.

7. Employee Turnover and Change in Leadership: Frequent change in leadership

causes instability in departments, resulting in inconsistency in performance.

4.3 FIVE (05) YEARS DEVELOPMENT PLAN

It is a challenging task for anyone, with only 6 months theoretical knowledge of Executive

Development Program (EDP), and 3 months internship experience, to provide five years

development plan to an industry. It is still a recommendation from both academic and

industrial authority to provide a five years development plan to the Company as a vital part

of my internship report. So, I am trying my best to provide an effective development plan

for the company:

1. GMA Ltd. was established seven months ago, and still has many areas to set up as

their plan. They should focus on developing a company structure and systematic

work procedure in every department.

2. Should appoint experienced, technically and technologically sound leader for every

department, so that they can independently offer an effective improvement plan for

their own department.

3. Should recruit at least one experienced headhunter in HR department, so that s/he

can ensure multi-skilled, dynamic, smart employee in every position.

4. Adoption to technology is very important for better communication between

departments, reducing waste of time and improving performance. An online based

system should either be purchased or developed.

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5. Quality Assurance Team is working more like quality control rather than quality

assurance. Getting ISO certificate and providing specific training to Quality team to

develop it as a quality leader in the market in next 1 year.

6. Increasing warehouse capacity is a must for proper utilization of resources and

smooth operations of all departments.

7. IE department should be separated, let work independently under the authorization

of management, so that it gets more chance of research and development.

8. Cutting section should be automated to reduce time wastage and excess workers.

9. Sewing section needs close observation, as some serious change might be needed

in the floor.

10. Measures should be taken for increasing production capacity and efficiency in

sewing, finishing, printing, embroidery, heat transfer sections by training section

leaders and setting achievable yet challenging target.

11. Healthy and positive competition needs to be created among employees by offering

financial and psychological motivation; e.g. Employee of the Month.

12. Management should sit with each department separately for finding their own

weakness and limitation to work. Open discussion should be done to work on their

gaps and lacking.

13. Company’s own SMART (Specific, Measureable, Attainable, Realistic and Time

bound) goal should be set. Company’s goals and objectives to be clarified to all

department leaders.

14. SMART tools like KPI, SOP, TQM, 5S, Lean Six Sigma are to be used to get better

output.

15. External/institutional training environment should be introduced to improve

accountability, pro-activeness and corporate behavior of employees.

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16. Company aims to establish every required in its own factory premises. Thus another

30,000 sq. ft. land is acquired and 4 more sewing lines, Embroidery, Chest Printing

department is planned to set up.

17. Focus on Welfare, Compliance and CSR is given, as there is a plan to setup Canteen,

Day care & Prayer room. Fire & Safety setup is being processed. Different Social

Awareness Campaigns are going to be arranged soon.

18. Should form smart HR and IE teams as they are the main think tank of any industry.

19. Company’s aim should be doing financial budget calculation, cost calculation, man-

m/c. ratio, manpower budgeting, and financial plan for reaching breakeven point in

next couple of years.

20. In next five years, company should be aiming to be a fully setup, stable and highly

efficient RMG brand.

21. A retail brand showroom will be an added value to the company as the company

grows as a RMG brand.

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 CHAPTER 5: CONCLUSION

PGD in Textiles (Executive Development Program) in Bangladesh University of Textiles,

financed by SEIP, Finance Ministry, Bangladesh. As a fresher in Textiles industry, I found

this program undoubtedly helpful for career development, and also personal development.

After 6 months of training from BUTEX, I started internship in GMA Ltd. My journey with

GMA Ltd. was very delightful from the very first day as the top-to-bottom of this company

was very friendly, helpful and cooperative. They guided me not just as an intern, but as a

family here. I learnt the corporate behavior, workflow of an RMG factory. Closely I

observed the interrelationship of departments, how each section carries out their operations.

During internship, I studied workflow of different sections in GMA Ltd., Organizational

hierarchy, Job responsibilities according to roles. I learnt technical terms, calculations,

issues and their solutions in the industry. This helped me to rethink of a scenario from

multiple angle to bring out the best solution. I learned strength & weakness of every section;

opportunity & threat they face at the current status. I summarized my internship experience

into proposed development plan for each department and the whole company.

I faced some limitations while preparing my internship report because of inadequate data.

Also some information are confidential and prohibited to share outside of the factory. I

tried my best to provide actual information and study result gathered from GMA Ltd.

Though, GMA Limited is considered as a toddler in the RMG sector of Bangladesh, its

mother group has a rich history and experience in Apparel industry. Top personnel

associated with GMA have highly decorated background, are skilled and experienced. All

of them has come from different reputed industries. In spite of this team’s limitation, they

have a great opportunity to create its own value among other giants.

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 CHAPTER 6: APPENDICES

6.1 ATTENDANCE RECORD

Fig 6.1: Attendance Record

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6.2 INTERNSHIP EVALUATION FORM

Fig 6.2: Internship Evaluation Form

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6.3 INTERNSHIP CERTIFICATE

Fig 6.3: Internship Certificate

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6.4 REFERENCES

1. Export trend of bangladesh: the dominance of ready-made garments industry;

https://www.academia.edu/35200892/EXPORT_TREND_OF_BANGLADESH_THE_D

OMINANCE_OF_READY-MADE_GARMENTS_INDUSTRY

2. Objective(s) of SEIP; http://seip.bitm.org.bd/overview-of-seip/p56

3. EDP 2nd orientation ceremony motivates to create future leader for textile industry;

https://www.textiletoday.com.bd/edp-2nd-orientation-ceremony-motivates-create-future-

leader-textile-industry/

4. BUTEX: A Short History; https://www.butex.edu.bd/butex-a-short-history/

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