Rationalizing Sampling Efficiency of An Export House Through Effective Inventory Management

1
RATIONALIZING SAMPLING
EFFICIENCY OF AN EXPORT HOUSE
THROUGH EFFECTIVE INVENTORY
MANAGEMENT
A CASE STUDY OF KATMANDU APPAREL PRIVATE LIMITED
A dissertation submitted in partial Fulfilment of the requirement for

the award of Degree in
Bachelor of Fashion Technology (Apparel Production)
Submitted By
UJJWAL ANAND
Under the guidance of

COLLEGE MENTOR: DR. A K KHARE, PROFESSOR
Department of Fashion Technology
National Institute of Fashion Technology, (Mumbai)
May, 2017
KATMANDU APPAREL PRIVATE LIMITED | UJJWAL ANAND, BFT, NIFT
2
ABSTRACT
Global Apparel Industry has become a consumer-driven industry by developing social

communication technologies. Export houses are facing tough competition and challenges
due to changing market scenario. Sample development stage is one of the crucial phases of
an order processing which consumes a considerable amount of time which adds up with the
lead time of the order. To gain sustaining competitive advantage sample development
processes have to be quick and efficient. An organized inventory setup and standard
operation procedures for sampling can eliminate unnecessary delays, chaos and increase the
efficiency of sampling quite significantly. At Katmandu Apparel Pvt. Ltd (KAPL), analysis of
causes of delay in sampling highlighted the issue of improper inventory management and
lack of SOP’s for inventory transactions. Thus, setting up an organized storage for raw
materials and standardizing the transaction processes at KAPL not only reduced a
considerable amount of traveling time but also increased the sample processing/month by
24%.
Keywords: Sampling, Inventory planning, Layout design, Store setup, Lean, Standardization

3
CERTIFICATE
This is to certify that this Project Report titled “Rationalizing Sampling Efficiency Through
Effective Inventory Management” is based on my original research work, conducted
under the guidance of Dr. A K Khare, Professor towards partial fulfilment of the
requirement for award of the Bachelor’s Degree in Fashion Technology (Apparel
Production) of the National Institute of Fashion Technology, Mumbai.
No part of this work has been copied from any other source. Material, wherever
borrowed has been duly acknowledged.
Signature of Author/Researchers

4

5

6
ACKNOWLEDGEMENT
I am really grateful to NIFT for providing me with an opportunity to do my Graduation

Project on “Rationalizing Sampling Efficiency Through Effective Inventory Management” at
Katmandu Apparel Pvt. Ltd.”, Mumbai.
I would like to express my deep sense of gratitude and heartfelt thanks to my college
Mentor Dr. A K. Khare, Professor without whom my graduation project would have been a
distant dream. I would also like to acknowledge Mrs. Kavita Pathare, Course Coordinator
and other faculty of Department of Fashion Technology for their guidance and feedback.
I am indebted to Mr. Manish Singh Dhakad, Head of Sampling at Katmandu Apparel Pvt. Ltd.
for letting me to pursue/carry out my graduation project in his esteemed organisation.
Again, I would like to express my sincere gratitude to Mr. Manish Singh Dhakad, for being a
very supportive industry mentor and providing valuable insights of the industry leading to
the successful completion of this project.
Last but not the least; I would like to thank all other employees, staffs and operators of the
organization for their selfless help throughout the project’s tenure.
Ujjwal Anand
B.FTech (Apparel Production)
NIFT Mumbai (2013-2017)

7
CONTENT
ABSTRACT................................................................................................................................................ 2
CERTIFICATE ............................................................................................................................................ 3
ACKNOWLEDGEMENT ............................................................................................................................. 6
1. INTRODUCTION .................................................................................................................................. 9
2. PROBLEM STATEMENT....................................................................................................................... 9
4. REVIEW OF LITERATURE................................................................................................................... 11
5. METHODOLOGY ............................................................................................................................... 13
6. RESULTS ........................................................................................................................................... 13
ANNEXURE I .......................................................................................................................................... 17
 THE PROBLEMS AND THE EFFORTS ........................................................................................... 17
1 PREVIOUS STATUS OF THE FABRIC AND TRIM STORE FOR SAMPLING............................................ 18
2 DESIGNING AN ORGANISED STORAGE FOR SAMPLING: .................................................................. 19
2.1 SPACE PLANNING & LAYOUT DESIGN ................................................................................... 19
2.2 Execution of the layout plan ................................................................................................. 21
3 CONSIDERATION OF LEAN CONCEPTS IN STORE DESIGN ................................................................ 23
3.1 AREAS OF WASTE IDENTIFIED IN THE PREVIOUS STORAGE ENVIRONMENT ........................ 23
4 IMPLEMENTATION OF “5S “IN THE STORE ...................................................................................... 24
4.1 SORTING (SEIRI)..................................................................................................................... 25
4.2 SET IN ORDER (SEITON) ......................................................................................................... 27
4.3 SHINE (SEISO) ........................................................................................................................ 29
4.4 STANDARDIZE (SEIKETSU) ..................................................................................................... 30
4.4.1 EARLIER RAW MATERIAL ISSUING PROCESS: ................................................................ 30
4.4.2 New standardized process for raw material issuing: .................................................... 31
4.5 SUSTAIN (SHITSUKE) ............................................................................................................. 32
4.6 A VISUAL WORKPLACE .......................................................................................................... 32
4.7 SAFETY FEATURES OF THE STORE – THE 6TH “S” FACTOR .................................................... 34
5 IMPACT OF STORE SETUP IN TIME SAVING ..................................................................................... 37
5.1 TOP VIEW OF THE LOCATIONS OF VARIOUS DEPARTMENTS ............................................... 37
5.2 MOVEMENTS INVOLVED IN A SAMPLE DEVELOPMENT PROCESS ........................................ 38
5.2.1 BEFORE & AFTER ........................................................................................................... 38
5.3 MATERIAL FLOW CHART ....................................................................................................... 39
5.3.1 PREVIOUS FLOW ........................................................................................................... 39
5.3.2 NEW FLOW .................................................................................................................... 40

8
ANNEXURE II ......................................................................................................................................... 41
 THE SOP’s .................................................................................................................................. 41
1 SOP’S FOR THE NEW SYSTEM .......................................................................................................... 42
1.1 SOURCING ............................................................................................................................. 42
1.1.1 FORMAT FOR SOURCING .............................................................................................. 43
1.2 STORAGE ............................................................................................................................... 44
1.2.1 FORMAT FOR RECORDING STORAGE ............................................................................ 45
1.3 ISSUING ................................................................................................................................. 46
APPENDIX I ........................................................................................................................................... 49
 ABOUT THE COMPANY.............................................................................................................. 49
APPENDIX II .......................................................................................................................................... 51
 THE TRANSFORMARTION .......................................................................................................... 51
BIBLIOGRAPHY ...................................................................................................................................... 56

9
1. INTRODUCTION
Sampling is a continual process in the clothing industry. It is a representation of the

manufacturer's or exporter's potential to deliver desired outputs based on the details and
information specified by the buyer. Sampling is one of the key elements of the pre-
production processes in a garment industry. Before a manufacturer produces bulk orders, a
prior sampling of styles is done to get approvals and jumpstart the fabrication of garments.
A sampling includes details like a product/style code or a reference number, color
specifications, kind of fabric, composition, description, quantity, and details of embroidery,
buttons, zippers, or any other sort of accessories used. Hence it can be said that samples of
garments work as a bridge between buyers and the producers. Samples can range from
prototypes, called 'fit samples', to development samples; size set samples, pre-production
samples, shipment samples, and marketing samples etc. The purpose of sample production
is not only to get the bulk order and also it gives some additional benefits to the exporters.
In this era of competition sample production processes have to be quick and effective to
gain a buyer’s confidence and get an edge over other competing export houses. An efficient
sampling department in an export house is essential to reduce pre-production lead times
and increase the production capacity making ways to receive more orders and earn more
money. The storage and handling of raw materials, components and products is an integral
part of most production processes. Done efficiently, it can ensure that work flows smoothly
and helps to avoid delays and bottlenecks. At Katmandu Apparel establishing a one-stop
store for all raw materials not only removed some non-value added activities but will also
save a considerable amount of time involved in a sample development process. Moreover
sorting out of unnecessary fabrics will create a lot of empty rented space, which can be
further utilized in a more efficient way.
2. PROBLEM STATEMENT
Lack of a defined fabric, trim, accessory store at Katmandu Apparel Private Ltd was creating
lots of unnecessary material movements, miscommunication, delays and defects in sample
production.
Multiple ordering of same fabric, fabric loss in the cutting process and lack of fabric at the
time of requirement were few common problems that were identified during the study of
sampling processes followed in the company. An accountable amount of time was wasted in
searching fabrics, causing delays and inefficient utilization of other related departments.
Sample processing was facing hindrance at the fabric issuing stage.
The company had no control on the inventory due to the lack of any standard operation
procedures for fabric transactions.

10
These problems called for an urgent necessity of a centralized store for all fabrics trims,
accessories and stationeries required for sampling. That was the 1st structural change that
was required in the company as a systematic approach towards reducing pre-production
lead time and increasing sample processing per day. Without a proper storage facility,
materials get damaged and lose their value, accidents occur and the capital is tied up in
unnecessary stock.
3. OBJECTIVE
The main objective of this project was to “Rationalize the Sampling Efficiency of An Export
House through Effective Inventory Management Techniques”. Analysis of the causes of
delay in sampling processes highlighted the need of establishing a proper inventory
management set up. Inventory for a garment sampling unit is its fabrics and trims.
This project was aimed to attain the following goals:
Primary objective:
 Keep a track on the inventory

 Better organized inventory management
 Reduce raw material issuing time (In-house Time)
 Increase Job card processing/day
(“Job Card” is a set of papers having details of sample, spec sheets, diagrams, and swatches of fabric and trim)
 Standardize SOP for fabric transactions
 Fewer, efficient and more systematic transport
Secondary Objective:
 Control on the inventory by defining reordering point and

 Avoid multiple sourcing of same material

11
4. REVIEW OF LITERATURE
 “Analyzing sample production processes in the apparel industry and a model proposal “by
Abdurrahim YILMAZ, Engin AKÇAGÜN & Vedat DAL
Figure 1: A Typical Order Processing and Execution System for woven apparel industry
This paper analyzes the sample production departments by using the benchmarking
technique and develops a new proposal for sample production departments. The study
explains the stages of sampling and its significances in mass production. In study analyzes
the sample production room of three large-scale apparel production firms by using
benchmarking techniques. Few parameters were established to measure and compare the
efficiency of a sampling room. It includes organizational structure, process management,
planning and control systems, quality control system and spatial properties. These
parameters are a critical process that needs improvement in sample production
departments.
It was concluded that implementation of a model designed with a consideration of above-
mentioned parameters has a major impact on production in terms of pieces and lead time.
 “Analysis of the factors affecting the lead time for export of readymade apparels from
Bangladesh; proposals for strategic reduction of lead time “ By- Shahidul Kader, M.Sc.
Maeen Md. Khairul Akter, M.Sc., Lecturer, National Institute of Textile Engineering and
Research (NITER)
This literature studies the various factors which affect the lead time of production in an
export house. The paper defines lead time and its importance for planning, production, and
supply chain in Apparel industry. It is stated that Lead-time typically includes two

12
components: Information lead times (the time it takes to process an order) and Order lead
times (the time it takes to produce and ship the item). Information lead times can be
reduced if, sample development becomes more efficient. The study analyzes the time taken
in a typical order processing and execution system in Apparel industry. The author has
divided the problematic areas in the readymade apparel industry that affects the lead time
in 3 categories.
a) Development stage b) Execution stage c) Other areas
It was inferred from the analysis of this study that, development stage takes a considerable
part of the total lead time, and there is a scope of controlling and reducing it to a certain
level.
 “Performance measuring tool-5, Inventory Management by Mausmi Ambastha, Co-

founder ThreadSol “
The literature explains the importance of inventory management in a company. An

inventory is defined as an asset which is going to be used to produce goods. It justifies the
amount of inventory that should be stored in a company. Higher inventory means higher
capital blockage and higher space requirement. On the other hand, Lower inventory may
lead to the risk of disruption in production. The overseeing and controlling of ordering,
storage, usage and disposal of raw material as well as ﬁnished goods’ inventory, are the key
aspects of inventory management. Operational efficiency of an inventory management is
measured by a parameter called “Inventory Turnover”, which represents the number of
times an inventory cycles through the warehouse in a year. A common inventory
management goal focuses on improving inventory turnover. The article also highlights the
issue of obsolete inventory in a warehouse and suggests that it must be liquidated at a
reduced price, or sold as scrap as it occupies expensive and potentially productive rented
space. The store room should be monitored at regular intervals to identify obsolete
inventory and take proactive actions. Regular monitoring may be able to reduce the losses
occurring due to obsolescence.

13
5. METHODOLOGY
After mapping out the working procedures and a serious of discussion with the industry
mentor, following action plan was formulated.
 Study and analyze the current sampling procedure – To map the current gaps in the
procedure and identify possible causes of delay.
 Planning for execution of solution to fill the gap. – This step would involve finding
possible solutions to the identified problems and planning for implementation of the
same.
 Raw material Store Set-up Initiation – Layout planning, fabric sorting and locating.
 Restructuring the fabric issuing process – To facilitate smooth flow of fabric with
respect to issuing.
 Training of employees to handle ERP and Master Excel Files – Making workers aware
of the cause of transition and benefits of the same along with proper training of the
new process.
 Implementation of the new process.
 Establishing control on the raw material inventory.
 Generation of SOP through the implementation of points mentioned above.
 Impact analysis – To chart the benefits and limitations of the implementation
6. RESULTS
BEFORE

14
AFTER
As a result of several improvisations in the inventory management system, like setting up a

centralised store, implementing lean tools (5S) and standardizing procedures for fabric
transactions, there was a significant growth in the efficiency of sampling room at Katmandu
Apparel Pvt. Ltd.
Total amount of fabric stored in the store in the time period of Jan’17 to Apr’17 = 20,301.6
meters.
Average cost of a fabric = $2.33/meter
Therefore, inventory value in the store worth is $47,302.72 or 3,074,676.8 INR
 Out of total 31,385 meters of fabric previously, 19.77% of obsolete inventory was
removed out during the sorting process, vacating unutilized rented space, which is now
used as CAD department.
 More sewing machines and laser cutting machines are going be shifted in the space
vacated after sorting.
 Travelling distance has reduced from 105 meters to 29 meters.

15
 Travelling time has reduced from 43.5 minutes to 10.7 minutes saving around 32.7
minutes. (Refer Chart 1 and Chart 2 in Annexure 1, Page 39-40)
TRAVELLING FOR SAMPLE PROCESSING

120
100
80
60 DISTANCE
TIME
40
20
0
PREVIOUSLY CURRENTLY
GRAPH 4: REDUCTION IN TRAVELLING DISTANCE AND TIME
 As a result of Lean store set up and updating fabric details on ERP & master excel sheet
fabric searching time has reduced from around 15 minutes to <5 minutes. (Refer page
28-29, Annexure I)
 The efficiency of sampling room was marked to be increased by 24% in the month of
April 2017.
NUMBER OF PROGRAMS
NUMBER OF PROGRAMS
APR'17 (2 WEEKS) 500
MAR'17 850
FEB'17 738
JAN'17 764
DEC'17 772
GRAPH 1: PROGRAMS PROCESSED PER MONTH

16
MONTH NUMBER OF PROGRAMS

DEC’17 772
JAN’17 764 AVERAGE: 758
FEB’17 738
MAR’17 850
EXPECTED(till April’17
APRIL’17 (2 end): 1000
WEEKS) 500 INCREASE : 24.20%
INVENTORY TURNOVER
0.200
INVENTORY TURNOVER
0.150
0.100
0.050
0.000
FEB'17 MAR'17 APRIL'17
INVENTORY
0.099 0.127447651 0.166509731
TURNOVER
GRAPH 2: EXPECTED INCREASE IN NUMBER OF PROGRAMS IN

APRIL
Average number of programs that used to be issued per month earlier = 758
Thus, an expected number of 1000 programs in April ‘17 in comparison to an average 758
programs/month indicate a 24% increase in the sample processing efficiency. (GRAPH 1)
 Consequently, inventory turnover also increased by 65% from February to April 2017,
indicating frequent moving of inventory in a month. (GRAPH 3)
INVENTORY TURNOVER
APRIL'17
MAR'17
FEB'17
0.000 0.050 0.100 0.150 0.200
INVENTORY TURNOVER
GRAPH 3: INCREASE IN INVENTORY TURNOVER FROM FEBRUARY TO APRIL

17
ANNEXURE I
 THE PROBLEMS AND THE EFFORTS

18
1 PREVIOUS STATUS OF THE FABRIC AND TRIM STORE FOR

SAMPLING
There was no defined space for the storage of fabrics trims accessories and stitched
samples. All the records of fabric which come and issued were recorded manually in a
register. Raw materials were kept in different departments or with merchants’ masters and
designers. Fabrics and trims were not sorted and it always takes time to find out the
required item. Also fabric consumption and wastage was never considered while issuing
fabrics for next processes. One complete bundle of fabric was given to the cutting master,
who used to cut the required fabric as per his understanding and returns the rest. All this
made the sampling process more complicated, caused miscommunications, material loss,
mismanagement and delays in the sample development process.
The company decided to setup a new raw material store in a 1350 sq. Ft. Area, which they
rented recently. It was supposed to store all the stationeries and raw materials required for
sampling. Many layout plans were altered and proposed as per the changes in the plan of
management. Shown below is the initial plan which was made on AutoCAD after discussing
with the concerned authority.
Figure 1: Previous storage of trims Figure 2: Previous storage of fabrics

19
2 DESIGNING AN ORGANISED STORAGE FOR SAMPLING:
2.1 SPACE PLANNING & LAYOUT DESIGN
The new store is a 1350 sq. feet space, in which around 470 sq. ft. space has mezzanine
flooring at a height of 7 feet. That space with lesser height is going to be used for trim and
accessory storage in smaller racks. The rest is for storing fabrics in larger racks, almirah,
wooden racks, stools, a chair and a cutting table.
Shown below (figure 3) is the first plan of the fabric store, designed after discussion with the
respective authority. Then after 9 layouts were designed and altered consistently to match
the requirements of the company. Initially it was planned to keep 25 racks only for fabric
storage and the rest space was left for the cutting activity on 4 tables. It was also discussed
that some part of the space with mezzanine floor shall be used to keep few sewing
machines.
After numbers of discussion and meetings, it was finally decided that there are around 40
racks available for fabric storage and all of them shall be kept removing the cutting tables.
Then, the final layout for the storage of fabric was finalized as shown in figure 4.
st
Figure 3: The 1 layout plan

20
Figure 4: The final layout plan for the fabric storage
(Detailed layout is attached at the end of this document)

21
2.2 Execution of the layout plan
An organised storage utilises the available space to the maximum level. Total wall space in a
room can be sometimes as much as the floor space, which can be used for efficient storage.
The wall space had been for trim storage by fitting multilevel wooden racks along the wall.
MOST FREQUENTLY ISSUED
FREQUENTLY ISSUED
SOMETIMES ISSUED
7 FEET
RARELY ISSUED
Figure 5: The new trim storage: Utilization of wall space
Such a wall racks for storage, are low-cost practical solutions for space utilization. Multi-
level racks save space and allow material to be stored in an orderly manner.
While setting up rack storage system, proper utilization of the shelf space should also be
considered. In case of trim storage, they are kept in trays and boxes which also have some
height. Placing one tray over another is not a good solution to use the shelf space properly.
Such trays can be heavy at times, which can cause trouble in picking items from the tray
underneath, which is not in accordance with the rules of workstation ergonomics. So,
Further Partitioning of racks according to the height of trays and boxes can be done to
utilize the shelf space efficiently.

22
Figure 6: Partitioning of racks according to the height of trays.
Now, when it came to utilisation of floor space, one problem that aroused was the stability
of racks. This was because there was no support to the racks on the floor, like they had
when attached with the wall. This problem became more crucial for the larger racks having
their height much larger than their depth as it was not sufficient enough to support the load
on the rack. And since the racks were supposed to store heavy bundles of fabric into it,
there was a risk of falling down of racks when loaded, which could be hazardous. So the
racks required some sort of balancing from all the sides to take the load of fabrics easily,
without bending.
For that case, two racks of similar dimensions were joined along with each other, which
added support to both the racks from the base and along its width. So, for the same length
of racks depth of the base was doubled, which provided them enough stability. In that way,
floor space was also utilised to the optimum level and the risk of collapsing of racks was also
removed.
Figure 7: Utilization of floor space Figure 8: Execution of the idea

(Image source: ILO: Improving working conditions and productivity in the garment industry. An action manual)

23
Further such arrangement of racks in the available space allowed segregating them in blocks
for fabrics which were going to be stored i.e. Denim and Non Denim.
NON DENIM
D
E
N
I
M
N
D
O
E
N
N
D
I
E
M
N
I
M
Figure 9: Blocking of space for different fabrics
3 CONSIDERATION OF LEAN CONCEPTS IN STORE DESIGN
3.1 AREAS OF WASTE IDENTIFIED IN THE PREVIOUS STORAGE

ENVIRONMENT
 Transportation / Conveyance: Fabrics and trims were stored in parts in different

departments. So, issuing a fabric or trims required unnecessary internal travelling
to the departments. Such motions created chaos in the process, caused delay and
thus affected productivity of the company. As also depicted through the motion
chart (chart 1 and chart 2), setting up a new store reduced manual distance
travelling by 76 meter for each sample development program.
 Inventory: Records of fabric sourced and issued to merchants were maintained

manually in a register. Material ordering requests were forwarded through mails
and not in a particular format. Getting data of all raw materials sourced in one
particular season or month was a tedious task. This traditional data recording
system had many disadvantages like accessing the details of the required fabrics

24
used to take much time. Also, there was no transparency in the inventory stock
and consumption records. Poor visibility or inaccurate information over the
existing inventory in the entry book was observed most of the times. Those had an
impact on the processing of sample requests and ultimately result in fabrics being
unavailable for cutting, thus increasing the samp ling time of the program.
 Waiting: The messed up storage in the previous system, was creating processing
delays due to wasteful activities like searching, lifting bundles and placing them
again. Such waiting for raw material issuing, waiting for getting a ccurate inventory
data, delays occurring due to rework/correction of fabrics were the results of
poor inventory management.
 Over processing: There was no consumption record of the fabric which was issued
for a sample request. One whole bundle of fabric was given to the cutting
masters, who cut the fabric as per his understanding and then return it to the
store in-charge. In such cases it was observed that, most of the time, there was
extra fabric cut for convenience which ultimately ends up as a waste. Al so it was
observed that same fabrics were ordered multiple times, due to the lack of proper
track on inventory movements.
 Space: There was no defined space for the storage. Racks were not aligned in a
sorted and systematic way. Raw materials occupied spac e in various departments
which was creating problems in man and material movements. Height was
unutilized due to lack of racks. Space utilization was unplanned and not optimum.
Moving out of fabric from such places created enough productive space.
4 IMPLEMENTATION OF “5S “IN THE STORE
Achieving lean storing facility requires a certain mind set. A can-do attitude is the starting
point. If we and our staff don’t believe that “the perfect order” is attainable, normal error
rates will persist. Lean thinking will require a conversion from top-down leadership to
bottom-up initiatives. In this project of store set up, we intended to make every employee
an inspector, and everyone is expected to help the company achieve continuous positive
results out of this effort.
Lean thinking will not occur in a hierarchical environment. Managers must become coaches
rather than tyrants. Employees must be rewarded for being proactive. A perfection mind-set
in the storage room can be developed with active leadership. The leader in lean
warehousing must be a change agent.

25
4.1 SORTING (SEIRI)
4.1.1 SEGREGATION OF DENIM FABRICS
Figure 10: Sorting of denim fabrics
The first step 5 S is sorting. In case of sampling, the amount of fabric ordered is not in bulk
quantity. The company stores variety of fabrics in little quantity to offer different samples to
the buyer. So Sorting and allocation of fabrics in a production store and in a sampling store
is different. The process started with separating out all the fabrics which were older than 12
months and which are not in use now. Then sorting of fabrics into Denim and Non denim
was done. Sorting of denim fabrics was done colour wise, weight wise and composition
wise. Blue, Black, Blue-black, and Indigo were the most common colours which are sourced
frequently. There were other colours also, but not in enough quantity to be sorted and
allocated a specific location. Further these colours of fabrics were available in different
weights and compositions. Those fabrics were segregated as light weight denim (<6 ounce),
medium weight (6-12 ounce) and heavy weight fabrics (>12 ounce). Although there was
variety of fabric compositions available, but again one particular quantity was not in bulk.
So, all the fabrics are sorted as 100% cotton and cotton, polyester, spandex blend.
DENIM
BLUE BLACK BLUE- INDIGO MISC.

BLACK
LIGHT WEIGHT MEDIUM WEIGHT HEAVY WEIGHT
100% COTTON BLEND 100% COTTON BLEND 100% COTTON BLEND
Figure 11: Segregation of denim fabrics

26
4.1.2 SEGREGATION OF NON- DENIM FABRICS
WOVEN
Figure 12: Sorting of woven Non-denim fabrics

Then, non-denims were divided as Woven and Knits. Again Woven fabrics were categorised
into solid, Y/d checks and stripes, prints, RFD (Ready for Dying) and miscellaneous. The
Miscellaneous category contained numerous varieties of fabrics available in lesser quantity.
It included some grey fabric, Twill fabric, Brushed fabrics, etc. It was further divided into
light weight, medium weight and heavy weight fabrics. Most of the available fabrics were
plain weave only and majority had composition of either 100% cotton or 100% viscose.
Sorting of woven was done on the basis of composition as 100% cotton, 100 % viscose and
blend of cotton polyester and spandex. Pocketing fabrics were available in 2 compositions
and in only solid colours. So it was simply sorted as 80/20 and 65/35 poly cotton blend. All
the pocketing fabrics were allocated at one place.
WOVEN
SOLID PRINT RFD MISC POCKE

.. -TING
CHECKS/
STRIPES
80/20 P/C 65/35 P/C
LIGHT WEIGHT MEDIUM WEIGHT HEAVY WEIGHT
100% C 100% BLEND 100% C 100% BLEND 100% C 100% BLEND

VISCOSE VISCOSE VISCOSE
Figure 13: Segregation of woven non- denim fabrics

27
KNITS
KNITS
FRENCH TOWE MISC.

RIB
TERRY L SINGLE
TERRY JERSEY
Figure 14: Segregation of knit non- denim fabrics

Knitted fabrics occupy the minimum space in our fabric store. Though there were enough
differences in the compositions and quality of available knit fabrics, the quantity was very
low. So, instead of further sorting them quality wise, they were simply sorted by their name
and given a location. For example, all ribs were placed in 30-A rack. Or it can be said that
rack no. 30-A stores all varieties of ribs composition wise or weight wise or colour wise.
4.2 SET IN ORDER (SEITON)
Figure 15: Locating fabrics into particular rack numbers
Sorting of fabrics into different categories made it easier to put them in a particular location.
Shifting medium weight blue-black 100% cotton denim fabrics in the denim block was
started. That particular location of the fabric is updated on ERP and the master excel file to
facilitate searching process when required.
Further, location stickers and signboards were fixed properly with the racks in order to
facilitate the visual searching. Direction of the row containing the racks was pasted on the
top of racks, with an objective that all rack numbers can be seen together from the centre of
the store room.

28
Figure 16: Racks direction boards
After implementation of “Seiton” searching time of fabric has reduced significantly. Earlier if
a merchant used to come for issuing a particular fabric say, “KAG-1091/BLUE BLACK” the
store in-charge had to lift all the other denim fabrics placed over that in order to pick the
required one. And in case he doesn’t remember the fabric, he had to check his register for
the date of arrival of fabric and then search the complete set of fabrics that came on that
date. Setting fabrics category wise in particular locations reduced the maximum searching
time from 15 minutes to no time.
Now, the only time which fabric issuing takes is going and picking the fabric.
Earlier process:
GOING TO STORAGE BRING BACK THE

PLACE IT BACK
AREA REMAINING FABRIC
SEARCH THE REQ. LIFT THE COMPLETE

FABRIC (5-15 BUNDLE TO THE
MINUTES) CUTTING TABLE
REMOVE ALL THE PICK THE REQUIRED

ABOVE FABRICS FABRIC
Figure 17: Movements required for getting a fabric (Before)

29
The new workflow is smoother and easier. It prevents loss of materials, wastage of time and
also improves the system ergonomics, making it more comfortable and efficient.
Current process:
GOING TO RM STORE PLACE IT BACK
SEARCH FABRIC ON
CUT THE REQUIRED
ERP/MASTER EXCEL
FABRIC
FILE (<15 SECS)
GO TO LOCATION PULL THE FABRIC
Figure 18: Movements required for getting a fabric (After)
4.3 SHINE (SEISO)
Cleaning became a part of daily inspection in the new store. All the racks, tables and floor
were cleaned on regular basis. Since, dirt on table or racks could deteriorate fabric, it was
made sure that the place is kept clean and dry properly. Hand wash and a dryer were fixed
in a corner, to prevent touching of fabrics from dirty or wet hands. Rack codes are kept dust
free and clean enough to be visible easily. Floors are marked with clear arrows showing exit
directions. The impact of cleanliness can be seen as reduction in fabric rejection due to
spoilage, dirt, Greece and oils. This activity makes the work place safe, efficient and pleasing
to work in.
Figure 19: Cutting Work space before and after

30
Figure 20: Regular cleaning of racks
4.4 STANDARDIZE (SEIKETSU)
The efforts invested in sorting, allocating and setting up a complete new store required
standardization of methods to be maintained properly. For this, a new process of fabric
issuing has been formatted. A complete SOP is developed and the concerned people like the
fabric team, merchants, designer and store people were educated about the same. The new
system involves computerized inventory management software for efficient control on the
inward and outward fabrics.
4.4.1 EARLIER RAW MATERIAL ISSUING PROCESS:

Raw material sourcing request iis given through mail. No record of bought fabric in a
specific format.
Requirement given by the merchant in the program.
All programs are forwarded for next process without checking the inventory.
Few programs get canceled at raw material issuing step.
Fabric inward and issued records are maintained in a register.
No numeric record of consumed fabric and remaining fabric.
Fabric reordered on the visual basis, as many times less quantity fabrics like 2 or 3
meters get lost in the stack.

31
4.4.2 New standardized process for raw material issuing:
Raw material sourcing request are processed only if sent in a defined format.
Consumption requirement is given by the merchant.
Only programs with available raw materials are processed further, rest are hold till the
required materials are sourced.
Fabric inward and issued quantity data is updated on the Master Excel sheet
Fabric consumption and reordering point is monitored through Master Excel sheet.
The implementation of ERP and development of the master excel file of fabric inventory
management helped in attaining standardization in the processes, as the computer doesn’t
even accept the program if the raw material is not available in the store. Also concerned
employees at each stage of the new process were instructed and trained to follow the new
process, and update the process in ERP in real time.
It seemed difficult to implement this process in the initial weeks. Bringing a change in an
organisation faces much resistance from a part of the workforce who fitted themselves
comfortably in the previous system. In this case, many merchants who had, no records of
the fabric which they ordered, were unhappy with the new sorting technique. In the
previous system, all fabrics of one merchant were kept at one place, and taking any fabric in
any amount at any time was very easy for them. Now sorting of fabrics had been done in
categories and no one could take fabrics from the store without a request through ERP.
Getting details of old fabrics troubled them, but that was required for the success of new
system of inventory management. CCTV was also installed in the new store to keep control
on the fabric issuing process.
Gradually most of the people started understanding the benefits of the new system and
success of standardization of fabric issuing process was observed.

32
4.5 SUSTAIN (SHITSUKE)

Sustaining a new system required a lot of effort in training of employees to follow the SOP,
control on the processes, regular audits and proper maintenance through expert
supervision. It required inculcating the discipline of working, regular inspection and
corrections in the mind-set of employees.
One house keeping staff was employed exclusively for this new store, to clean up twice in a
day. There was no alternate way to process sample requests other than through ERP. So, it
helped in sustaining of the new process from the merchants and designers side. Then, few
weeks were invested in training of store in-charges to shift from their manual record
keeping practise to using ERP for all transactions. The impact of training of employees
reflected as a reduction in loss of fabric after a month. All transactions related to fabric
could be controlled under the new SOP with the help of ERP and the master Excel sheet.
Though this transparency took months to happen, but it shows that we are able to sustain
the change.
Figure 21: Employees following the new SOP
4.6 A VISUAL WORKPLACE

The new raw material store was equipped with self-explanatory signs, arrows and posters,
which were easier to be understood by the employees working there. The objective of
pasting such posters was to minimise confusions and mistakes which leads to delay in the
main work. Also it worked as a signal to alert them from any potential hazard ahead. Every
department was labelled with its name fixed on its door. The entrance of cutting room and
the store had the layout plan pasted on its door, which clearly demonstrates the entry and
exit gates, location of tables, racks and computers inside the room. Inside the store, the
floors were clearly marked with safety radium tapes. It allowed the passage path and exit
route visible even in dark. All switches were labelled properly to make functions easier and
comfortable. The rack directions were pasted in such a manner so that all the row directions
can be seen from the centre of the store. Such visual features in the store made the
workplace self-explanatory and chaos free, reducing unnecessary delays.

33
Figure 22: Visual features of the store

34
4.7 SAFETY FEATURES OF THE STORE – THE 6TH “S” FACTOR
Safety in a workplace is an unavoidable feature which must be considered while setting up a

functional department. “Safety is value-added, and hazards are waste”.
The major potential hazards which were present in the new store were due to the presence
of mezzanine flooring in the half part of the space. So, safety instructions were pasted on
the entrance to avoid any mishap.
Figure 23: Mezzanine flooring
Figure 24: Safety instructions

35
Ceilings of this part of space were cushioned to avoid accidents. Also, Caution posters were
pasted on the upper floor of the store, which clearly mentions its load capacity and alert
people in advance to take precautions. A first aid box is situated in the middle of the store
near the trim storage which is easily accessible from all sides of the store room.
Figure 25: Cushioned ceilings and Safety instructions

Fire safety is one of the most important safety features which must be implemented in a
storage system, especially when the stored materials are fabrics. The store had 2 gates on 2
ends and around 4-5 people working at a time.
Exit boards were marked near the gates showing the direction to leave the room. Fire
extinguishers are fixed near both the gates, which are further marked with red tape, which

36
indicates that the particular area must be kept clear all the time. Yellow radium tapes are
pasted on the floor, which shows the passage area and directions even in dark. Red arrows
are marked on the floor which leads to the nearest emergency exit gate from that point.
Figure 26: Fire safety features

37
5 IMPACT OF STORE SETUP IN TIME SAVING
Figure 27: Location of different departments
5.1 TOP VIEW OF THE LOCATIONS OF VARIOUS DEPARTMENTS
First floor First floor

Ground floor
Merchants
New store
CAD & Cutting
Stitching
Merchants
Washing
Designers
Figure 28: Top view of Location of different departments

38
5.2 MOVEMENTS INVOLVED IN A SAMPLE DEVELOPMENT PROCESS

5.2.1 BEFORE & AFTER
Once a sampling request program was generated and approved, the merchant used to give
the original sample, tech-pack, spec sheet and all required technical information to the CAD
master to develop pattern for the sample.
CAD team used to make the patterns and send it for manual verification process. Meanwhile
the merchant used to go to issue fabrics and trims from different places. Previously, fabrics
(including pocketing and interlinings) were kept with CAD team, designers, cutting masters
and few merchants. Those were segregated in 2 types - fabric for new development and
fabric for production samples. The fabric issuing process was completely manual, and fabric
consumption was not considered. Average length of fabrics that come for sampling is 10
meters. One complete bundle of fabric was moved to cutting room when required. The
cutting master used to cut the fabric as per his understanding of requirement and keep the
remaining fabric there only, until the in-charge of respective fabric come and shift it back to
its place.
While the pattern was made and checked, the merchant used to collect the raw material
swatches, and request sheet, packs it in a jacket and gets it approved by the sampling head.
Once the materials and pattern get passed through the verification process, the fabric is
moved to cutting.
In the previous system (chart 1), there were a lot of unnecessary motions and travelling
involved due to lack of a raw material store. The new store became a one stop for all kinds
of raw materials and stationeries required in the sampling process. Setting up a new store
not only saved around half an hour every day, but also made fabric issuing process more
smooth, systematic and transparent.
Structural changes were made to collect the entire raw material issuing process at one
place. So loss of time, confusion and inefficiency were prevented. The most important
objective of the centralization was to eliminate the defects resulting from material and
information flow.
After the setup of the raw material store, the travelling distance reduced from 105 meters
to 29 meters, which saves around 32 minutes of unnecessary movements in one sample
development process (Chart 2).

39
5.3 MATERIAL FLOW CHART

(AS PER THE FORMAT OF ILO)
5.3.1 PREVIOUS FLOW
FLOW PROCESS CHART MAN & MATERIAL

CHART NO: 01 SHEET NO:01
SUBJECT CHARGED: ACTIVITY OLD NEW SAVINGS
MOTIONS INVOLVED TILL RAW OPERATION 5
MATERIAL ISSUING PROCESS
TRANSPORT 6
DELAY 3
METHOD: PRESENT INSPECTION 2
STORAGE 2
DISTANCE
LOCATION: TIME:
OPERATIVES: COST: MATERIAL
LABOUR
CHARTERED BY: UJJWAL ANAND
TOTAL:
DESCRIPTION: DIST.(meters) TIME SYMBOL REMARKS
(minutes)
SAMPLE REQUEST GOES TO CAD FOR PM 10 0.25 *

PATTERN IS MADE *
PATTERN CHECKED *
MERCHANT GOES TO ISSUE FABRICS 15 0.375 *
STOREINCHARGE SEARCHES FABRIC 10 *
FABRIC ISSUED AND NOTED *
ISSUED FABRIC IS STORED TEMPORARY *
MERCHANT GOES TO ISSUE TRIMS 35 0.875 *
STOREINCHARGE SEARCHES TRIMS 15 *
TRIMS ISSUED AND NOTED *
THE PROGRAM GOES FOR RAW 35 0.875 *
MATERIALS VERIFICATION
RM VERIFIED *
PROGRAM MOVED TO CUTTING *
FABRIC IN BULK IS GIVEN TO CUTTING 5 0.125 *
CUTTING MASTER CUTS THE REQUIRED *
AMOUNT OF FABRIC
REMAINING FABRIC IS KEPT IN CUTTING *
REMAINING FABRIC IS MOVED BACK TO 5 0.125 *
ITS PLACE
REMAINING FABRIC IS STORED *
Chart 1: Material flow in existing system

40
5.3.2 NEW FLOW

FLOW PROCESS CHART MAN & MATERIAL
CHART NO: 01 SHEET NO:01
SUBJECT CHARGED: ACTIVITY OLD NEW SAVINGS
MOTIONS INVOLVED TILL RAW OPERATION 5 3
MATERIAL ISSUING PROCESS
TRANSPORT 6 4
DELAY 3 1
INSPECTION 2 2
METHOD: NEW STORAGE 2 1
DISTANCE (m.) 105 29 76
LOCATION: KAPL TIME (min.) 43.5 10.725 32.775
OPERATIVES: COST: MATERIAL
LABOUR
CHARTERED BY: UJJWAL ANAND
TOTAL:
DESCRIPTION: DIST. (meters) TIME SYMBOL REMARKS
(minutes)
SAMPLE REQUEST GOES TO CAD FOR PM 10 0.25 *

PATTERN IS MADE *
PATTERN CHECKED *
MERCHANT GOES TO ISSUE ALL RAW 8 0.2 *
MATERIALS (RM)
REQUIRED RM IS SEARCHED 10 *
REQUIRED RM IS ISSUED AS PER GIVEN *
CONSUMPTION
FABRIC IS KEPT BACK AT ITS LOCATION *
THE PROGRAM GOES FOR RAW 8 0.2 *
MATERIALS (RM) VERIFICATION
RM VERIFIED *
PROGRAM MOVED TO CUTTING *
ONLY REQUIRED FABRIC IS SENT FOR 3 0.075 *
CUTTING
CUTTING MASTER CUTS THE FABRIC *
Chart 2: Material flow in the new system

41
ANNEXURE II
 THE SOP’s

42
1 SOP’S FOR THE NEW SYSTEM
The new store setup required standard procedures to be followed for all fabric transactions
in order to have good control on the inventory, and avoid losses. Establishing a discipline in
working methods was essential for sustaining the new system efficiently.
1.1 SOURCING
The first step through which a fabric comes into the company is sourcing. Keeping a track on
the fabric on the buying stage reduced the event of multiple ordering of same fabrics, which
used to happen frequently earlier.
MERCHANT ENTER REQUIREMENT IN FORMAT AND SEND MAIL TO FABRIC TEAM (SUBJECT:
#REQUEST ID: REQUEST)
FABRIC DATA ENTRY OPERATOR COPIES THE DETAILS IN MASTER SHEET
THE CONCERNED FABRIC PERSON (CATEGORY WISE) RESPONDS ON THE SAME MAIL .
MAIL (BY SOURCING PERSON): ON HOLD MEANS REQUEST FORM APPROVED BY DEPARTMENT
HEAD NOT RECEIVED IN PHYSICAL FORM (SUBJECT: #REQUEST ID:ON HOLD)
MAIL (BY SOURCING PERSON): REQUESTED: AFTER RECEIVING APPROVAL (SUBJECT: #REQUEST
ID:REQUESTED)
MAIL (BY MERCHANT) RECEIVED: ONCE THE FABRIC REACHES THE MERCHANT + DETAILS AND PO
NUMBER IS VERIFIED (SUBJECT: #REQUEST ID:RECEIVED)
FABRIC DATA ENTRY OPERATOR FOLLOWS UP THE COMPLETE PROCESS AND KEEPS UPDATING THE
MASTER EXCEL SHEET.
The objective of defining a new methodology is to receive fabrics with full details and a
unique product id and also increase transparency in the fabric sourcing and receiving
procedures.

43
1.1.1 FORMAT FOR SOURCING

The excel format for sourcing is designed in such a manner such that it contains all the
necessary details required to know the status of a particular type of fabric.
The 1st column contains the Request Id which is automatically generated when a merchant
enters his/her name code and order sequence number which also has to be in the specified
format. The 5th column “Department” has drop down options for men’s wear, women’s
wear and kids wear. The fabric sourcing person is allotted on the basis of selection in
department column. Next few columns contain details on fabric requested. Merchant also
enters the quantity required and mention preferred supplier if any. The merchant sends his
request in his format sheet. The fabric data entry person updates the same in the master
sourcing sheet. This sheet has some more columns in addition to the columns which are
same as what merchants’ sheet has. The fabric data operator enters the name of concerned
sourcing person. He/she also updates the status of fabric which is formulated as drop down
option in the column. The rows of this sheet are formatted to show different colours
depending on the status of the fabric.
 ON HOLD: NO COLOUR
 REQUESTED: YELLOW
 RECEIVED: GREEN
 CANCELED: RED
This sheet is password protected and can be edited by only either fabric data operator or
the sourcing head.
Figure 29: Sourcing format

44
1.2 STORAGE
Once a fabric bundle is received, the merchant gives the received challan to receiving and
dispatch department and send the fabric for storage. Afterwards the following procedures
were followed.
FABRIC BUNDLE CHECKED FOR PO NUMBER AND DETAILS (RETURN TO MERCHANT IF

DETAILS ARE NOT AVAILABLE)
FABRIC BUNDLES IS MEASURED
MEASURED FABRIC BUNDLES ARE GIVEN TO RAW MATERIAL MASTER (ERP) OPERATOR
RAW MATERIAL MASTER UPDATES FABRIC DETAILS AND LOCATION INTO ERP AND MASTER
EXCEL SHEET
RAW MATERIAL MASTER FILLS THE GREEN CARD FOR THAT FABRIC AND TAGS IT WITH THE
FABRIC
THE STORE PERSON COMES , PICK AND PLACE THE FABRIC IN ITS LOCATION
Figure 30: Process before moving fabric into storage

45
1.2.1 FORMAT FOR RECORDING STORAGE

The excel format for recording storage was designed in order to maintain all details which
might be required while fabric issuing process. All details must match before a fabric is
issued for cutting, thus avoided errors in cutting. 1 st column of the sheet was formulated to
show the status of existing fabric. The reorder point was fixed as 3 meters.
Merchants/designers were informed when their fabric quantity hit reorder point. The
merchant/designer used to decide whether to source or discontinue that item, which is
updated in the last column of this master sheet. The sheet is formatted to change row
colours when item is discontinued or when the item is finish. Red row represented that the
fabric was finished. Remaining quantity is formulated to automatically subtract issued
quantity from entered quantity. Whatever location is allotted to the fabric is written on the
green tag, entered in the ERP and updated on this master excel sheet.
Figure 31: Fabric inventory sheet format

46
1.3 ISSUING
Fabric issuing process was entirely changed and systematised in the new system. The new
system worked on the basis of visual signals and pull system such that there was no
unnecessary gathering of fabrics and materials were feed for cutting just when required.
Four cartons were fixed on the floor of cutting in-charge’s room, with stickers named as
“Fabric In-house In”, “Fabric In-house Out”, “Cutting In”, and “Cutting Out”. The boxes are
checked once after every one hour. As a result of this standardization in process, cutting
efficiency increased substantially as there was no lack of work on the cutting table.
SAMPLE PROGRAMS ARE DROPPED IN FABRIC INHOUSE BOX BY THE MERCHANT
FABRIC PERSON CHECKS THE BOX EVERY HOUR AND KEEPS THE REQUIRED FABRICS ASIDE.
FABRIC PERSON KEEPS BACK THE PROGRAMS IN FABRIC IN-HOUSE OUT BOX.
THE CUTTING INCHARGE CHECKS THE "FABRIC IN-HOUSE OUT BOX "EVERY HOUR AND
MOVE FABRICS FOR CUTTING AND PUTS PROGRAM IN "CUTTING IN BOX"
ONCE FABRIC IS OUT OF CUTTING, THE CUTTING INCHARGE MOVES THE PROGRAMS INTO
"CUTTING OUT BOX" AND INFORM THE MERCHANT
Figure 32: Fabric issuing process

47
Figure 33: Ready to cut fabrics
Details of fabric issued were recorded in the master excel sheet in a defined format.
 ENTERING ISSUE DATES IN THE GIVEN FORMAT
MONTH(D1,D2,D3,…) /MONTH2(D1,D2,D3…)
FOR EXAMPLE:
If same fabric is issued on April 11,April 11, April 13,June 20, June 25.
Then enter issue dates as : Apr(11,11,13)/Jun(20,25)
 ENTERING ISSUE QUANITY IN THE GIVEN FORMAT

= QTY.1 + QTY.2 +QTY.3
PRESS ENTER.
FOR EXAMPLE:
If on April 11 and 13 fabrics issued are 3 meters and 5 meters respectively,

Then enter issued quantity as : =3+5
The issued quantity cell is formulated to show an Error if the user tries to enter a
quantity greater than entered quantity.

48
The excel sheet automatically adds up all the issued quantity and gives back the Remaining
Quantity. Once the remaining quantity became zero, the excel row automatically turns red,
indicating that the fabric has finished.
Figure 34: Entry of issued fabrics
The sheet is password protected and the columns are validated and formulated to avoid
data entry errors.
Figure 35: Validation of cells
On the back of the green tag, there are columns drawn to fill detaiils regarding issued fabric.
It contains Program request number, date issued quantity and balance quantity.
Figure 36: Format for entering consumption

of issued fabric

49
APPENDIX I
 ABOUT THE COMPANY

50
ABOUT THE COMPANY

Katmandu Apparel Private Ltd. is an apparel export house founded by Mr. Kiran Temkar and
Mrs. Manisha Temkar. The head office of this company is located in Prabhadevi Real Estate,
Dadar, Mumbai. Since 1980, Katmandu Apparel Private Ltd. has been a renowned export
house engaged in the production of woven apparel to highly competitive markets in USA
and Europe. It is a conglomerate of 10 production units situated in Bangladesh, China and
Vietnam. In total, it has a production capacity of 5 million garments per month. The
company deals with variety of garment styles of men’s wear, women’s wear and kids wear.
Kid’s wear (60%) occupies major part of their production orders followed by men’s wear
(25%) and women’s wear (15%). The company possess an annual turnover of 150 million.
Entire company is equipped with state of art facility in its departments say, stitching,
washing, embroidery, or cutting.
Their design Head office is situated in Gurgaon, Haryana whereas sampling units are located
in Chembur and Dadar, Maharashtra. At Katmandu Apparel Private Ltd., range of fabrics is
universal in appeal. Katmandu Apparel Private Ltd. aim to inspire a diverse mix of
customers enriching lifestyles globally .They have successfully established themselves as a
one-stop shop for apparel solutions catering to an array of international clients.
Major buyers of Katmandu Apparel Private Ltd. are:
JC Penny People Tree
Dickies Stage
Macy’s Mango
K Mart Max
Inditex H&M

51
APPENDIX II
 THE TRANSFORMARTION
(IN PICTURES)

52
BEFORE
AFTER

53
BEFORE
AFTER

54
BEFORE
AFTER

55
BEFORE
AFTER

56
BIBLIOGRAPHY
 “Analyzing sample production processes in the apparel industry and a model proposal
“by Abdurrahim YILMAZ, Engin AKÇAGÜN & Vedat DAL
 “Analysis of the factors affecting the lead time for export of readymade apparels from
Bangladesh; proposals for strategic reduction of lead time “ By- Shahidul Kader, M.Sc.
Maeen Md. Khairul Akter, M.Sc., Lecturer, National Institute of Textile Engineering and
Research (NITER)
 “Performance measuring tool-5, Inventory Management by Mausmi Ambastha, Co-

founder ThreadSol “
 ILO Handbook for improving working conditions and productivity in the garment
industry
THANK YOU

PRODUCED BY AN AUTODESK EDUCATIONAL PRODUCT


Rationalizing Sampling Efficiency of An Export House Through Effective Inventory Management

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Rationalizing Sampling Efficiency of An Export House Through Effective Inventory Management

Uploaded by

Copyright:

Available Formats

1

A dissertation submitted in partial Fulfilment of the requirement for

Bachelor of Fashion Technology (Apparel Production)

Under the guidance of

Department of Fashion Technology

National Institute of Fashion Technology, (Mumbai)

Global Apparel Industry has become a consumer-driven industry by developing social

KATMANDU APPAREL PRIVATE LIMITED | UJJWAL ANAND, BFT, NIFT

KATMANDU APPAREL PRIVATE LIMITED | UJJWAL ANAND, BFT, NIFT

KATMANDU APPAREL PRIVATE LIMITED | UJJWAL ANAND, BFT, NIFT

KATMANDU APPAREL PRIVATE LIMITED | UJJWAL ANAND, BFT, NIFT

I am really grateful to NIFT for providing me with an opportunity to do my Graduation

B.FTech (Apparel Production)

NIFT Mumbai (2013-2017)

KATMANDU APPAREL PRIVATE LIMITED | UJJWAL ANAND, BFT, NIFT

KATMANDU APPAREL PRIVATE LIMITED | UJJWAL ANAND, BFT, NIFT

KATMANDU APPAREL PRIVATE LIMITED | UJJWAL ANAND, BFT, NIFT

Sampling is a continual process in the clothing industry. It is a representation of the

KATMANDU APPAREL PRIVATE LIMITED | UJJWAL ANAND, BFT, NIFT

This project was aimed to attain the following goals:

 Keep a track on the inventory

 Control on the inventory by defining reordering point and

KATMANDU APPAREL PRIVATE LIMITED | UJJWAL ANAND, BFT, NIFT

KATMANDU APPAREL PRIVATE LIMITED | UJJWAL ANAND, BFT, NIFT

 “Performance measuring tool-5, Inventory Management by Mausmi Ambastha, Co-

The literature explains the importance of inventory management in a company. An

KATMANDU APPAREL PRIVATE LIMITED | UJJWAL ANAND, BFT, NIFT

KATMANDU APPAREL PRIVATE LIMITED | UJJWAL ANAND, BFT, NIFT

As a result of several improvisations in the inventory management system, like setting up a

Average cost of a fabric = $2.33/meter

Therefore, inventory value in the store worth is $47,302.72 or 3,074,676.8 INR

 Travelling distance has reduced from 105 meters to 29 meters.

KATMANDU APPAREL PRIVATE LIMITED | UJJWAL ANAND, BFT, NIFT

TRAVELLING FOR SAMPLE PROCESSING

GRAPH 4: REDUCTION IN TRAVELLING DISTANCE AND TIME

APR'17 (2 WEEKS) 500

GRAPH 1: PROGRAMS PROCESSED PER MONTH

KATMANDU APPAREL PRIVATE LIMITED | UJJWAL ANAND, BFT, NIFT

MONTH NUMBER OF PROGRAMS

GRAPH 2: EXPECTED INCREASE IN NUMBER OF PROGRAMS IN

0.000 0.050 0.100 0.150 0.200

GRAPH 3: INCREASE IN INVENTORY TURNOVER FROM FEBRUARY TO APRIL

KATMANDU APPAREL PRIVATE LIMITED | UJJWAL ANAND, BFT, NIFT

KATMANDU APPAREL PRIVATE LIMITED | UJJWAL ANAND, BFT, NIFT

1 PREVIOUS STATUS OF THE FABRIC AND TRIM STORE FOR

Figure 1: Previous storage of trims Figure 2: Previous storage of fabrics

KATMANDU APPAREL PRIVATE LIMITED | UJJWAL ANAND, BFT, NIFT

2 DESIGNING AN ORGANISED STORAGE FOR SAMPLING:

2.1 SPACE PLANNING & LAYOUT DESIGN

KATMANDU APPAREL PRIVATE LIMITED | UJJWAL ANAND, BFT, NIFT

Figure 4: The final layout plan for the fabric storage

(Detailed layout is attached at the end of this document)

KATMANDU APPAREL PRIVATE LIMITED | UJJWAL ANAND, BFT, NIFT

2.2 Execution of the layout plan

MOST FREQUENTLY ISSUED

Figure 5: The new trim storage: Utilization of wall space

KATMANDU APPAREL PRIVATE LIMITED | UJJWAL ANAND, BFT, NIFT

Figure 6: Partitioning of racks according to the height of trays.

Figure 7: Utilization of floor space Figure 8: Execution of the idea

KATMANDU APPAREL PRIVATE LIMITED | UJJWAL ANAND, BFT, NIFT

Figure 9: Blocking of space for different fabrics

3 CONSIDERATION OF LEAN CONCEPTS IN STORE DESIGN