Shiv Ani Internship

NATIONAL INSTITUTE OF FASHION TECHNOLOGY
INTERNSHIP REPORT
At
SHAHI EXPORTS PVT, LTD , FARIDABAD

Submitted By
Abhishek Jaiswal (BFT/19/534)
Animesh Kumar (BFT/19/1268)
Shivendra Pratap Singh (BFT/19/486)
Under The Guidance Of
Dr. R. Russel Timothy
(Faculty Mentor)
MR. ANEESH KUMAR
MR. DUSHYANT SINGH
(Industry Mentor)
Department Of Fashion Technology, NIFT CHENNAI

September 2022
Declaration
We Abhishek Jaiswal, Animesh kumar and Shivendra Pratap Singh
of Bachelor of Fashion Technology, Chennai
here by declare that every part of this Internship report on
Shahi Exports Pvt Ltd is genuinely the result of my sincere efforts. It has
not been submitted earlier, either partly or fully to any other University,
Institute or Company and that the work has not been published in any
journal or magazine. We also assure that the information contained in it is
true to the best of our knowledge
Signature with Name Signature of Mentor
Dr. R. Russel Timothy
2|Page
ACKNOLEDGEMENT
This completion of study could not have been possible without the guidance of Mr. Dushyant
Singh and every employee of Shahi Exports who always welcomed us warmly whenever we
had queries, and were always eager to help us with our projects. Everything we have learnt
from here is due to the guidance and immense patience of the staff of Shahi Exports.
We are also grateful to our industry mentors from National Institute of Fashion Technology,
Dr. R. Russel Timothy. Their constant guidance throughout the 8 weeks helped us in grasping
the most out of every department.
We would also like to extend a warm token of thanks towards Ms. Promila Rawat, Head HR,
for giving us this opportunity to learn and explore for the betterment of ourselves, and the
industry.
Lastly, we would like to thank our esteemed institute National Institute of Fashion Technology
for the presenting us with this opportunity that helped me in getting hands-on knowledge.
3|Page
INDEX
TABLE OF CONTENTS PAGE
SECTION A NO.
Introduction 8
Objectives 8
Company Profile 8
About Shahi Exports 9
Environment Policy 9
Company Objectives 9
Good Business Lab 10
P.A.C.E 11
S.T.I.T.C.H 12
Skill Development 12
Human Rights 13
Corporate Social Responsibility 14
Central Planning At Shahi 16
F2 FBD Hierarchy 17
Certifications 18
Buyers Associated 20
1. Fabric Store 21
1.1 Department Hierarchy 22
1.2 Major Suppliers 23
1.3 Process Flow Chart 23
1.4 Process 27
1.4.1 Fabric Issue 27
1.4.2 Inspection 27
1.5 4 Point System 29
1.6 Storage Area 30
1.7 Cut Panel Laundry (CPL) 31
1.8 Reports Maintained 31
2. Trim Store 32
4|Page
2.3 Process 36
2.4 Trim Suppliers 37
2.5 Storage Area 38
3. Cutting Room 40
3.3 Process 45
3.3.1 De-rolling & Relaxation 45
3.3.2 Layering 46
3.3.3 Cutting 46
3.3.4 Ticketing 46
3.3.5 Fusing 47
3.3.6 Cutting 47
3.3.7 Final Audit 47
3.4 Machinery & Equipment Used 47
4. Kanban Department 49
5. CAD Room 52
6. Sewing Department 54
6.1 Planning 54
6.2 Sewing floor mandates 55
6.3 Sewing floor objectives 56
6.4 Process flow 57
6.5 Documents and concerned persons 61
6.6 Master Organisation chart F2 63
6.7 Sewing floor layout (First Floor) 65
6.8 Sewing floor layout (Second Floor) 66
6.9 Sewing floor layout (Third Floor) 67
6.10 One running style 68
5|Page
7. Dispatch 70
8. Maintenance Department 75
8.2 Work Done by maintenance department 76
8.3 Roles of the maintenance department 76
8.4 Process flow chart 77
8.5 Types of maintenance followed 78
8.6 Reports maintained 79
9. IE Department 80
9.1 Objective 80
9.3 Roles and Responsibilities 81
9.4 Process 81
10. Quality Department 82
11. Finishing & Packaging Department 82
11.2 Process 85
11.4 Process 89
11.5 SOP 93
11.6 Broken Needle Process Flowchart 94
11.7 Chemical used in spotting room and safety data sheet 96
11.8 Planning in the finishing department 96
11.9 Packaging list 96
11.10 Buyer’s ticketing Requirements 97
11.11 Ticket Format Guidelines 98
12. Human Resource 99
12.1 Personnel 99
12.2 Creche Facility 100
12.3 Medicine Box 100
SECTION B
PROJECT 1
1.1 Abstract 102
6|Page
1.2 Introduction 102
1.3 Objective 102
1.4 Review of Literature 103
1.5 Methodology 103
1.5.1 Selection of Location 104
1.5.2 Sampling Technique 104
1.5.3 Data Collection 104
1.6 Data Collected 105
1.7 Data Analysis 108
1.8 Solution 113
1.9 Result and Discussion 118
PROJECT 2
2.1 Topic 119
2.2 Problem Statement 119
2.3 Objective 119
2.4 Methodology 119
2.5 Production downtime 119
2.6 Observation 1 120
2.7 Observation 2 120
2.8 Findings 122
2.9 Calculation of Productive and Non-Productive time and Efficiency 122
2.10 Conclusion 124
2.11 Suggestion 124
3. Final Suggestion 125
4. Bibliography 126
7|Page
SECTION A
INTRODUCTION
We conducted our apparel internship at Shahi Exports Pvt Ltd Faridabad from 6 June 2022 to
29 July 2022. During the 8 weeks internship, we learnt about the working of the industry right
from the first step to the shipment of the goods. We also made our observations throughout our
learning journey, and based on the observations we worked on projects which could be
potentially beneficial to the company in the long run.
OBJECTIVE
1. To gain practical exposure.
2. To apply classroom learning to real life.
3. To gain knowledge regarding the working flow of the industry.
4. To work on projects and apply our learnings on them.
COMPANY PROFILE
SHAHI EXPORTS
Established by Mrs. Sarla Ahuja in 1974, Shahi exports is now India's largest apparel
manufacturer and exporter which operates over 65 state-of-the-art manufacturing facilities
across 9 Indian states. Shahi has a diverse workforce of 100,000 employees with 70% women.
80% of the raw material requirement is met by vertical plants at Shahi. They have over 100+
designers across all business verticals which makes the workforce diverse. The company
invests in its employees to make them efficient and better at the workplace. Over 30,000+
female employees trained under P.A.C.E., a soft-skills training program. There are over 65
factories all over India and 3 mills. The company produces over 144 million garments per year.
It has established itself as one of the best apparel manufacturers in Asia. The company is a
8|Page
supplier to many of the world’s leading apparel retailers including C&A, Calvin Klein,
factories all over India and 3 mills. The company produces over 144 million garments per year.
It has established itself as one of the best apparel manufacturers in Asia. The company is a
supplier to many of the world’s leading apparel retailers including C&A, Calvin Klein,
Columbia Sportswear, Gap Inc., H&M, Inditex, Kohl’s, Marks & Spencer, PVH, Uniqlo,
Walmart, and many other
COMPANY’S NAME Shahi Exports Pvt Ltd

WEBSITE https://www.shahi.co.in/
MANAGING DIRECTOR Mr. Harish Ahuja
NO. OF UNITS 65
MAJOR BUYER’S (F2 Unit) CBR Fashion Group, Kohl’s, Walt Disney, K
Mart, Target Australia
Table 1: Company Details
Environment Policy
Shahi Export Pvt. Ltd. commits itself to sustain environmental balance through conservation
of water, energy, and prevention of pollution in compliance with legal and other requirements.
We endeavor to consciously home environment concerning skills at our employees through
continual training. We will continually excel through regular and periodic system evaluation.
Company Objectives
• Reduce consumption of water.

• Reduce consumption of chemicals
By putting environmental sustainability at the centre of all of our operations, Shahi

promotes responsible company growth. By conserving resources and preventing
pollution, they enhance their environmental performance, enabling them to
continuously attain and operate at higher resource efficiencies. In 2021, 36 units
9|Page
underwent FEM 2020 verification by SAC approved verifiers, and the Verified
average score was 73% the vision is to be the most sustainable supplier of textiles
and apparels for the customers.
The strategy is focused on:
• Energy
• Water
• Chemicals
Good Business Lab
Good Business Lab (GBL) is a labor innovation organization focused on using

rigorous research to build the business case for worker wellbeing. GBL and Shahi
have collaborated on various projects across four focus areas of a worker's
employment journey.
• Building Holistic Health – Addressing physical and mental health challenges to

enable workers to thrive
• Closing the Skill Gap – Training workers and managers in the skills they need to
progress in their careers
• Improving the Work Environment – Designing a safe and supportive workplace to
improve the work experience
• Unlocking Female Labor – Improving the engagement and retention of women in
the paid workforce
P.A.C.E
P.A.C.E is GAP Inc. proprietary holistic life-skills training program for Female
Garment Workers. The garment industry employs a majority female workforce.
These women often lack access to formal education and training to progress
personally and professionally. P.A.C.E. has been designed to allow them to unlock
10 | P a g e
their true potential and fulfil their dreams. Shahi was the first organization to run
P.A.C.E. in its factories and has extended capsule versions of this program to key
influencers in P.A.C.E. participants’ lives, including their male co-workers,
supervisors and family members. Since launching in 2007, the program has expanded
beyond factories to include women and girls in community settings.
• Inception: 2007
• Modules: Communication, problem solving & decision making, time & stress
management, execution excellence, health, water, sanitation & hygiene, financial
literacy, social entitlement
• 60,000+ women trained
• Train 90,000 workers under P.A.C.E by 2024
Social Impact caused by P.A.C.E:
• Increased confidence and self-esteem

• Stronger communication skills
• Greater financial awareness and goal setting
• Likely to get promoted up to three times quicker
• More likely to save for their children’s education
• More likely to take advantage of state-sponsored pension and health schemes
• More likely to enroll in further skill development courses
Business impact created by P.A.C.E:
• P.A.C.E. beneficiaries are 20% more productive than those who have not participated
in the program
• P.A.C.E. creates a 258% net rate of return for Shahi, eight months after the program
through improved attendance, retention, and efficiency
11 | P a g e
S.T.I.T.C.H
Image 1: workers/operators undergoing S.T.I.T.C.H. training program

S.T.I.T.C.H. is a soft-
skills training program for line-level supervisors designed by Shahi in collaboration
with Options and Solutions and Good Business Lab. Through modules such as
problem solving, gender sensitivity, stress management, team management, amongst
others, the objective of the program is to reduce harassment and improve line
productivity.
• 6-month training
• 24 modules
• 45 factories
• Trained close to 1,400 supervisors and enrolled more than 50 percent of supervisors in
STITCH since 2017.
• 100% of supervisors will be covered by 2024
• GBL’s research shows that STITCH enhances supervisors’ stock of soft skills,
reduces turnover, and increases the workers’ productivity in their lines, thus raising
incomes and the probability of receiving incentive bonuses.
Skill Development
Since 2013, Shahi has been establishing training centers across the country to skill
and increase the employability of rural populations, with a focus on increasing
female labor force participation. They established partnerships with companies like
12 | P a g e
Tata Steel Foundation and Spark Minda and have set- up centers under government
schemes such as Scheme for Capacity Building in Textile Sector (SAMARTH) and
Deen Dayal Upadhyaya Grameen Kaushalya Yojana (DDUGKY).
• 120+ training centers across India

• 33,000+ women trained since 2013
Human Rights
• Grievance Redressal Mechanisms: Several grievance redressal mechanisms

are made available to workers to voice their concerns and complaints, such as
worker-management committees, suggestion boxes, and helplines. However,
they realized that with a growing workforce of over 100,000, they need to
innovate and create more accessible and effective channels for workers to
communicate with factory and company management. Therefore, they created
‘Inache’, a tool that enables workers to share their suggestions, questions, and
grievances with management via SMS or voice messages. Inache is already
running 30+ Shahi factories and our goal is to scale it to 100% of our factories
by 2024.
• Training and Awareness: Shahi has several worker-management committees

to discuss various topics from grievances to the working environment. In
addition, to ensure the effective functioning of worker-management
committees, a holistic training has been designed for committee members on
topics such as communication skills and Shahi’s HR policies. They have a
robust Prevention of Sexual Harassment (POSH) policy and committee, and
conduct regular awareness sessions for workers, supervisors, and middle
management on sexual harassment, its prevention, and redressal mechanisms.
13 | P a g e
Image 2: Glimpse of training and awareness program at Shahi exports
Corporate social responsibility
The intent to invest in the development of communities and protection of the

environment has been intrinsically woven into the corporate ethos of Shahi since its
inception. Over the years, we have been consciously developing our Corporate Social
Responsibility (CSR) initiatives which are guided by the following core
commitments:
• To contribute to social, economic, and environmental development initiatives in the

communities in which we operate and the society at large
• To ensure all CSR initiatives undertaken by us have a long-term sustainable and
positive impact on marginalized populations
The initiatives are based on needs assessment, and consultation with communities and local
governments. The focus areas and key initiatives:
14 | P a g e
1. Education – Supporting school infrastructure development and undergraduate
scholarships
2. Community infrastructure – Benefiting communities with infrastructure such as
public toilets, and bus shelters
3. Drinking water – Provision of RO water plants and storage tanks at public places
4. Welfare of migrant workers – Supporting migrant workers with psychological, social
and informational services
5. Environmental protection – Increasing the green cover with park development and
tree plantation
6. Health – Providing women’s health information and services, including sexual and
reproductive health and psychological wellbeing services
7. Research & Development – Collaboration with academic institutions and non-profit
organizations for research on Industry 4.0., economic policy, and worker wellbeing in
labour-intensive industries
15 | P a g e
CENTRALISED PLANNING AT SHAHI
Image 3: Head unit, Shahi exports pvt ltd
The planning for production of every order takes place at F1 unit of Shahi Exports in Faridabad
regardless of whichever unit it is going to be produced in. When an order is received, first the
units which are approved by the buyer are checked for the availability. If the units approved by
the buyer are not available for the time duration, then the buyer is informed and further
negotiation is done regarding getting the available units approved or moving the order till the
unit is available.
Once the initial allocation of the units is done, the TAM is calculated and planning is done. In
the first week of production, the bulk wastage is recorded and reported to the merchandiser in
case there is more requirement of material.
16 | P a g e
SHAHI FARIDABAD HIERARCHY
COO OPERATIONS
VP OPERATIONS SENIOR GM
GM OPERATIONS GM QUALITY
• Manager Production • Manager Quality

• Asst. Manager • Asst. Manager
Production Quality
• Cutting Head • Cutting QA
• Manager Technical • Senior Manager
• IT Manager Quality
• Head HR • Manager Fabric and
• Dispatch Manager Trims Inspection
• Packing Manager • Sr. Manager
• Maintenance
Manager
Flowchart 1: F2 FBD hierarchy
17 | P a g e
CERTIFICATIONS
AWARDS
18 | P a g e
Maximum Female employment
award by the Ministry of Rural Best performing Project
Development under DDUGKY Implementing Agency by
Jharkhand State Livelihood
Promotion Society (JSLPS)
Best Performing Employer Award National Award for ‘Best

by Odisha Rural Development and Employer’ by the Ministry of Rural
Marketing Society (ORMAS)
Development, Government of India
Best Performing Training Partner”
(Category B) under DDUGKY by
the Ministry of Rural Development
of India (2017, 2018 & 2019)
National Award for ‘Best

MoU signed with MoRD as
Performing Employer’ under
“Champion Employer” with a
DDUGKY by the Ministry of Rural
Development, Government of India target to train 5000 within 2 years
19 | P a g e
BUYERS ASSOCIATED
20 | P a g e
1. FABRIC STORE
Image 4: Fabric store at Shahi exports pvt ltd
Fabric cost 60-80% of total garment cost as is the primary raw material of a garment. So
it's important to handle material souring carefully in garment export house to fulfil the
target cost.
In the apparel industry, the fabric store department and accessory stores are centralised. All
fabrics and accessories are delivered first to this unit from the supplier, where they are then
audited and stored until they are distributed to other departments.
Fabric in-charge is in charge of the fabric store, and he is assisted by a team of employees
who load and unload textiles and issue fabric to the cutting department. Fabrics of all kinds
are received and stored at the fabric section. Fabric rolls are stored in allotted racks.
The needed amount of fabric must be stored in the garments before the fabrication of the
garments can begin. Taking the fabric from here has been used for all subsequent
procedures such as spreading, cutting, stitching, and so on. As a result, this department is
critical to ensuring that manufacturing runs smoothly. The stock keeping and record
maintenance is done through ERP application.
21 | P a g e
1.1 Department Hierarchy
• Fabric Store Manager: Mr Radhakrishnan M Nair
• Capacity: 5 lakhs meter
• Workforce: 18 members
• No. of People on system: 4 (2 in store and 2 in quality)
FABRIC STORE MANAGER
STORE EXECUTIVE STORE EXECUTIVE
SYSTEM SYSTEM
OPERATOR OPERATOR
(FOR STORE) (FOR STORE)
QUALITY MANAGER
SR. EXECUTIVE
EXECUTIVE
SYSTEM SYSTEM
OPERATOR OPERATOR
Flowchart 2: Department hierarchy for fabric store
22 | P a g e
1.2 Major Suppliers
• Sarla Fabrics Pvt Ltd

• Shivamogga
• KG Denim Ltd
• Nahar Industrial Enterprises
• Arvind Limited
• Mercury Fabrics
• Hemla Embroidery Mills Pvt. Ltd
• Aditya Exports
• Sewang Textile Co. Ltd
• Karma Processors Ltd
1.3 Process Flow Chart-
CONCERNED (PROCESS FLOW) DOCUMENT

PERSON
Store System entry and generation of unique GRN Goods Receipt

Executive number Note - GRN
Daily planning is prepared. Planning is based

Fabric QA on first in and first out basis. In urgency, as Goods Receipt
Manager advised by PPC or merchant Exception: Note - GRN
denim fabric as it require 3 days process.
Feed the GRNs as per the planning sheet to

Supervisor Bulk Header
Shade Lotting workstation with approved
23 | P a g e
Roll head cutting is done for below
mentioned parameters:
1. Shade- 25 cm full width from each
roll. Shade lotting and continuity
cards are made according to the final
finish requirement.
2. Shrinkage - 50 cm from 10 % rolls Consolidated
3. Bowing-25 cm: Minimum 3 rolls or Piece Goods
Supervisor
5% of rolls Inspection
4. Lab testing-1 m Report
5. CS-Minimum 3 rolls or 5% of rolls
6. LWV-Minimum 3 rolls or 5% of
rolls
7. Torquing-Minimum 3 rolls or 5% of
rolls for twill weave only (denim,
check, and stripes).
8. Spirality-Minimum 3 rolls or 5% of
rolls for knit fabric only.
9. GSM-Minimum 10% rolls is checked
for woven and 100% rolls for Knits.
Placing system generated barcode stickers on

Checker roll head cuttings for identification during Roll Stickers
further activities
Further activities are simultaneously carried
out as described in next step.
Supervisor
24 | P a g e
Online CSV and For shrinkage Required
fabric LWV marking is done with activities
inspection mocks are template and details (bowing,
- 4 point prepared. are updated in system torqueing
system for after final ,
CSV
minimum measurement. spirality, Consolidated
cuttings
QA Manager 10%quanti GSM are Piece Goods
are
ty of each done and Inspection
numbered
GRN. For rayon, viscous, details Report
and
modal and tenced: are
stitched in
100% rolls to be updated
sequence
Minimum checked for in system
41352
to check shrinkage.
1000
meters.
Details
Other fabrics, 10%
are
rolls are checked for
updated in
shrinkage (if roll to
system.
roll variance is < 2%)
Review of inspection result.

Fall criteria is as follows
Paints/ 100 m2 Greige
20/100m Mill made: 25/100
QA m2 Power loom >44/ 100 m2
Manage
r Shrinkage - More than -/-5%
shrinkage Note other
parameters (like bowing
torquing spirality, GSM etc)
are evaluated as per Buyer
protocol.
Pass Fail
25 | P a g e
Swatches of the defects, CS, LWV, shade
Executive lots, continuity card, crinkle lot etc. are send
fabric to the concerned Merchant along with the
online report.
Consoli-
100% dated
Merchant inspection to piece
Concerned be carried out inspection
Review
for the relevant report
Passed Rolls Failed Rolls
Executive Moved to passed Segregated & moved

Fabric/ location Example- to reject location
Supervisor A1-PUT-1R01A
Communicate & Challan-

return to supplier for Return
re-processing to party
Consoli-
Comments if any, update in dated
Executive
piece
Fabric inspection report
inspection
report
Passed fabric is issued for cutting and Cut

Store
updated in system Order/
Executive
Mail
All the sharp tools are required to be kept tied to

Fabric QA the workstation. Register
Manager
Daily recording of issue/receipt maintained
Flowchart 3: Process flow for fabric store
26 | P a g e
1.4 Process
Once the raw material or fabric is been sent by the suppliers to export house and once,
they reach fabric Department the involved person keeps the track of all the documents
and material, he/she checks the quantity of fabric in–house and also the material ordered
and cross checks that the materials has been checked against invoice/ Packing list. Once
preparing the GRN (Goods Received Note) they have to do the bill entry and keep the
record and maintain the document of whatever the slips received or delivered.
1.4.1 Fabric Issue

The fabric store issues the material for cutting on challan. All fabric isn't issued at one
go; instead it's issued as needed. The challan contains data concerning style no, colour,
buyer’s name, and amount to be issued.
1.4.2 Inspection
Image 5: Fabric inspection taking place on fabric inspection machine
27 | P a g e
Samples approved by the buyer to the merchandiser along with the production file are
sent to the production unit. And fabric that may be either self-sourced or sourced
through different channels as desired by the buyer is requested to proceed production
of the approved sample. Fabric inspection is done as soon as the lots are received, to
ensure fabric is acceptable or not. Basically, fabric is inspected for defects and quality
checking purposes. For checking defects, it is done manually through a 4-point system;
And for checking quality, Samples are cut and sent to the merchandiser to ensure the
quality of the fabric is acceptable or not.
These fabrics are inspected in terms of different parameters which includes: Shade
evaluation, shrinkage, bowing, torquing, spirality, GSM. After reporting all these
parameters final auditing takes place of the received fabric. The fabric which are
received in roll form are inspected on inspection machine else are inspected on
inspection table. The inspection is done according to 4 point system of fabric inspection.
Image 6: Audited sticker is pasted on inspected fabric
Instructions to be followed-
i. Shade evaluation must be done for 100% fabric and must be updated into the
system.
ii. Report must be prepared for every new lot made with a fabric swatch cutting
of 25cm*25cm.
iii. Width checking must be carried out for 100% fabric roll and must be updated
into the system.
28 | P a g e
iv. Length wise shade variation and bowing should be done properly according
to the standard and if any roll falls below the assigned value 100 % checking
must be carried out for that particular fabric and proper report must be
prepared with fabric swatch for informing the senior associated.
v. Shrinkage check must be done for every 10% fabric rolls of dispatch on a
swatch of 60 cm and proper report must be maintain with the roll number.
vi. C/S must be checked for 10% rolls, if any major/miner variation is reported
then go for 100% checking. Every information must be updated in the system.
vii. Fabric bowing must be check for 10% on a swatch of 50 cm and proper
reporting must be done.
viii. For defect checking 10% quantity must be checked and swatch report must
be prepared for every defect.
Inspection Machine- Ramsons
Standard Machine RPM
S. NO. FABRIC TYPE MAXIMUM SPEED

1 Solid fabric 10 m/min
2 Yarn dyed fabric 10 m/min
3 Printed fabric 5 m/min
4 Others 5 m/min
NOTE- Speed may vary depending upon the defect frequency and nature of the
fabric
Table 2: This table gives the standard RPM on which fabric inspection machine should run in accordance to
different fabrics.
1.5 4 point system

The 4-Point System is used here for fabric inspection. It assigns 1, 2, 3 and 4 penalty
points per size, quality, and significance of the defect. No over 4 penalty points is
allotted for any single flaw. A defect may be measured either length wise or width wise
direction; the system remains the same. Only and only major errors/defects are taken
into consideration. No penalty points are allotted to minor defects. Whenever defects
29 | P a g e
are recognized throughout material inspection under 4 points system and defect must
be allotted a number of points counting on its severity or length.
DEFECT SIZE PENALTY POINTS

Defects up to 3” or less 1
Over 3” but not over 6” 2
Over 6” but not over 9” 3
Over 9” 4
Single Hole 4
Table 3: This table gives the penalty points based on the defect size under 4 point system.
1.6 Storage Area

Location system of storage is followed i.e. fabric packages are stored in two areas (a)
received fabric and (b) put away fabric. Such kind of system maintenance of the store
makes it easy to locate the fabric in future whenever. The storage for fabrics are done
in racks. Different sections were allotted for received fabric and put away fabrics.
Special racks were allotted for GRS/organic fabric and are denoted with green color.
Each rack in the storage area are denoted with unique number with the help of which
location of the racks can be traced in the system.
Receiving racks= 24, Put away racks= 25
Image 7: storage racks for GRS/organic fabric Image 8: Storage racks for storing fabric in store
denoted with green colour
30 | P a g e
1.7 Cut panel laundry (CPL)
Image 9: Washing machines installed in CPL

area
CPL is the area where washing takes place. Two washing machines were installed at
this place and according to requirement the washing of fabric takes place here in this
area. Wash fabrics are received in this area and washing takes place after which they
are being processed further.
1.8 Reports Maintained

• Received from vendor- LR copy, packing list, E-way bill
• Internal challan
(Apart from these reports containing fabric details, related to inspection, GSM
entry, Audit were digitally prepared on SCM workplace.)
31 | P a g e
2. TRIMS STORE
Image 10: Trim store at Shahi exports pvt ltd
To fulfil the design objectives we need a special kind of materials. Fabrics are the main raw
material that is used for garment production. We need other different materials also, that
make the garments aesthetic, functional and commercially needed. Usually apart from
fabrics these material used for creating garments are referred to as trims and accessories.
Trims are materials used to ornament or enhance garment functionality and aesthetics.
They’re the visible elements of a garment. Trims are often classified as decorative and
functional trims. Trim store acts as a storage room for accessories. It’s the place where all
the accessories needed are kept. Right from sewing threads, to packaging material like poly
bags and tapes etc. all are kept or stored within the trims store.

• Trim Store Manager: Mr. Prem Prakash Tiwari
32 | P a g e
STORE MANAGER
DATA ENTRY STORE HELPER

OPERATORS
OPERATOR-1 HEPLER-1
OPERATOR-2 HELPER-2
OPERATOR-3 HELPER-3
HELPER-4
Flowchart 4: Department hierarchy for trim store
CONCERNED (PROCESS FLOW) DOCUMENT
PERSON
Store System entry and generation of unique GRN Goods Receipt

Executive number Note- GRN
Review the received material with approved Bulk Trim

Trims QA bulk header Header
33 | P a g e
Specified
quantity of all Lab test
Trims QA
items are sent for request form
lab test
Lab test report is

received from
lab and shared Lab Test
Trims QA
with Merchant Report
and production,
if required
Shade Groping is carried out

Trims QA for some trims categories, if Shade Card
required.
Trims QA Visual inspection as per the

defined SOP
Review of
visual Trim
inspection inspection
Trims QA
result + lab report
report + shade
card
Fail
Communicate to Physical report

Pass
merchant for and relevant
decision making swatches
34 | P a g e
100% quality Trim inspection
Trims QA report
verification
Mix Reject
Result
Segregate Complete
quantity quantity
into rejection ERP
pass/fail
Pass Fail
Material moved to Material

Trims QA
pass location moved to ERP
reject
location
Requirement note
Store Requisition
received from the
Executive slip
concerned department
Store Return to
Return to
Executive party challan
supplier
and claim note
Material updated in
Store
ERP and dispatch to Challan
Executive
concerned department
Flowchart 5: This flowchart gives the complete process flow for trim store
35 | P a g e
2.3 Process
The acceptance of the raw materials or the accessories is usually done in terms of
documents i.e., no matter it's going to be whether acceptance and revival whenever
they're done, they're done in accordance with the documents that are received from
the merchants from head unit.
The department first receives a PO from the merchants. As soon as the accessory or
trim is received they are placed under just received material racks and the concerned
person verifies the materials against invoice/ Delivery Challan and packing list
which they would have received from the merchant as already stated and bill entry
is made in their ERP system.
The received material is then audited, the concerned person count all the items
received and conduct a physical test, which include material quantity, material type,
supplier. After it is confirmed that the received materials are according to the
documents then they are placed in the allotted racks and the rack number is updated
in the ERP system for easy location tracing.
For issuing- Challan is received from Kanban based on the item requirement trim
card is prepared and the items mentioned in the trim card are then counted according
to the required quantity and are then packed in bags. Finally the trims will be issued
to cutting department.
36 | P a g e
Image 11: Trim card (contains information regarding different trims and accessories used in a
particular style)
2.4 Trims Suppliers

TRIMS SUPPLIERS
Button Jindal, Goldstar
Zipper YKK, Ideal Fastener India Pvt.
Elastic Tulip, Paras Narrow Fabric
37 | P a g e
Vardhman, Madura Coats, Pashupati Spin
Thread
Weave Mills
Interlining Intex Ltd, Supreme Non-Woven
Barcode Checkpoint Apparels
Label Checkpoint Apparels
Hanger Pact Retail Accessories
Table 4: This table gives major suppliers for different trims
2.5 Storage Area
The Trims arrive at the unit after the approval of Merchant in F1 unit. The invoice
is checked at the gate by guards and the trims are unloaded in Trims storage.
First they are kept in just arrived section. After being checked again by the helpers
using the trim card and invoice. The information is feeded into the system and a
rack is assigned to them.
Image 12: different racks are allotted for just received materials
38 | P a g e
The racks have a specific number which helps in easy tracking of the goods kept in
them.
Image 12: Different rims stored in racks with Image 13: Trims received in store after
unique rack number auditing with a passed sticker on them

• Internal Challan
• Requisition Slip
• Trim Card
39 | P a g e
3. CUTTING ROOM
The cutting room is the feeding point

to the factory has a massive impact
on all the further processes of
garment manufacturing i.e. sewing,
finishing etc. Efficient and well-
planned operations in cutting room
ensure smooth flow of work to all
further processes and can definitely
lift up the utilization of the available
resources.
Image 15: Cutting room at Shahi exports pvt ltd
Cutting room controls the utilization of fabric which is the biggest contributor to the cost
of any garment. Even small wastage or saving of the fabric will have a huge effect on the
margins of the orders.
Cutting being the first operation of garment manufacturing lays the foundation of quality
of the garment to be made. Any imperfection in cutting process can result in non-
conformance of the quality standards of all further processes.
The cutting department is responsible for cutting fabrics for the garment orders and feeding
the sewing department with cuttings. The cutting department’s capacity is planned based
on the daily feeding requirement of the sewing lines. The cutting department is set up with
a cutting department head, cutters, spreaders, cut parts quality checkers and helpers for
sorting, ply numbering and bundling.
40 | P a g e
• Cutting Manager: Mr. Rakesh Chaudhary

• Incharge: Mrs. Kamlesh
• Incharge: Mr. Om Vir
• Incharge: Mr. Raghuvendra
• Capacity: 20,000 to 25,000 pieces/day
VP OPERATIONS
GM OPERATIONS
CUTTING MANAGER
INCHARGE INCHARGE INCHARGE
CUTTING CUTTING CUTTING CUTTING

MASTER MASTER MASTER MASTER
Flowchart 6: Department hierarchy for cutting room
41 | P a g e
CONCERNED PERSON PROCESS FLOW DOCUMENT
Fabric Store Issued to cutting as per cutting challan Challan/ERP

Executive/
Manager
Size set review is

QA done Size set
evaluation
Fail report
Action plan is
Quality Manager/IE documented
Manager/Tech/ as and size set is
Pass
applicable made again.
QAM & PPM Done Pre-production

Merchant, tech, meeting report
IE
Fabric roll
relaxation for
QC __ hours Fabric lay
relaxation
Fail
report
Pass Spreading will not be done
Fabric lay
QC Fabric lay relaxation
relaxation for __ report
hours
42 | P a g e
Fail
Lay cutting will not be done
Spreading and
marker audit
Spreading and report
QC
marker audit
Fail
Marker will be proposed again

on respreading
Cutting master Cutting is done, components required

for fusing are moved to fusing section
QC Fusing Machine setting as per Fusing

recommended report recommendation
report
QC Fusing Parameter
validation:
Machine parameter Fusing
validation: checkpoint report
Machine Temp is __C
Fuse line temp is __ C
Fusing time is __ sec
Fail
Reset machine
QC
43 | P a g e
Fusing bond
Bond Strength Testing: strength report
Before wash __
After wash __
After steam __
Fail
Pass
Reset machine
Fusing
Fusing appearance appearance after
QC after wash review wash
Final cutting audit: Cutting final

QC - Zero tolerance audit report
for major
defects
- AQL 1.5 for
minor defects
Fail
Cutting will be
moved to re work and
Pass appropriate action
will be taken.
Non-conforming
Dispatch to sewing as per material report
QC kanban
Flowchart 7: Complete process flow of cutting room
44 | P a g e
3.3 PROCESS
3.3.1 De-rolling and Relaxation:

A 1x1 sample of fabric is cut and relaxed for 36 hours, a fabric relaxation test report is
made where observations from this sample are added. The fabric is de-rolled, and
relaxed according to the relaxation time drawn from the report. The de-rolling machine
is run at 8 for heavier fabrics and 5 for lighter ones.
Image 16: Different fabrics kept for relaxation after de-rolling in cutting room
TYPE OF FABRIC FABRIC ROLL LAY

RELAXATION TIME RELAXATION
(in hrs) TIME (in hrs)
Jersey/ Fleece 12 2
Rib/ Interlock 12 2
Pique/ Jacquerd/ Terry 12 2
Lycra/ Spandex 36 4
Mesh/ Polyster 36 2
Waffle 24 2
Fabric with elastomeric yarns 12 2
Table 5: This tables gives the relaxation time of fabric roll and lay for different fabrics
45 | P a g e
3.3.2 Layering:
The fabric is issued according to the lay chart. After the lay is set, it is relaxed for two
hours. After relaxation, marker is placed and quality checkers audits the marker. If the
marker is ok, the quality checker stamps on the marker.
TYPE OF FABRICS LAYER HEIGHT

Interlock Pima Cotton 7cm to 8 cm
Mercerised Single Jersey 7cm to 8 cm
Single Jersey Auto Stripe 7.5 cm to 9 cm
Pique Auto Striper 7.5 cm to 9 cm
Honey Comb 7.5 cm to 9 cm
Single Jersey Jacquard 7cm to 8 cm
Wrapper Mercerised 7cm to 8 cm
Fleece// Terry 10cm to 12 cm
Flat Back Rib 10 cm to 12 cm
Waffle Auto Striper 7cm to 8 cm
Pique Solid 7.5 cm to 9 cm
Single Jersey Solid 7.5 cm to 9 cm
Table 6: This table gives layer height for different types of fabrics
3.3.3 Cutting:
After the marker audit cutting begins. Cutting master checks the cutting with hard
pattern following the top-mid-bottom.
3.3.4 Ticketing:
The bundles of cuttings are ticketed, and the blocks meant for fusing are handed over
to the fusing table.
46 | P a g e
3.3.5 Fusing:
The blocks are sent for fusing on the fusing table.
The fusing machine is set, and it is heated up in half
an hour. First a thermos strip is passed through the
machine to note down the temperature, then a
sample of the fabric is kept with a thermos strip
inserted in between. The observations are taken and
written on the 3rd party fusing report. The bond
strength of the fusing is checked after steam and
wash. Only after the observations are matched, the
blocks are fused.
Image 16: Fusing Process
3.3.6 Cutting:
After fusing the blocks are relayed fixed marker is put on them and recut. They are
bundled and sent for the final audit along with the other bundles.
3.3.7 Final Audit:

The bundles are checked for measurement and defects. The bundles are checked from
top, middle and bottom. If any defect is found, the whole bundle is checked.
3.4 Machinery And Equipment Used
S.NO MACHINE MAKE NO. OF M/C
1 Band Knife Eastman 1
2 Straight Knife Blue Streak II Eastman 11
3 Hand Scissors Iron 26
4 End Cutters Eastman 13
5 Ticketing Guns Licensee Prakash Labels 15
47 | P a g e
6 Fusing Machine Hashima 4
Heat Seal Machine Voltex, Cheran 3
Derolling Machine - 1
Long Layer Weight - 16
Small Layer Weight - 15
Clamp - 13
Spreading
Table 7: This table Tables regarding machinery and
gives the information - equipment of cutting room 16
• Roll Relaxation Report

• Lay Relaxation Report
• 3rd Party Report
• Fusing Test Report
• Quality Report
• Heat Seal Report
• Audit Report
• Trainning Report
• Relaxation Time Calculation File
• Marker Audit
• Plotter Caliberation Report
48 | P a g e
4. KANBAN DEPARTMENT
Kanban is a visual card or billboard; Japanese word which meaning Cards or board, a tool
of lean manufacturing for visualization entire production teamwork to control production
focusing on creating a production system more effective and efficient, focusing mainly on
the production and logistics activities. Kanban is a visual system as ‘Signal card’ indicates
what to do, items will put when needed, Kanban cards order necessary task, update with
time and surely reduce wastage.
The Kanban department is located in one corner of the cutting room. There are aisles
marked with the racks marked with the number of lines they belong to. For example, in the
rack that belongs to line 26-35 the cuttings of the same lines will be kept.
There are two cards for Kanban:

a. Yellow card
b. Red card.
Red card is attached to the boxes, cutting are stored in. Yellow card are put on the Kanban
board. The helper takes the card from the board, matches the details from the yellow card
to the red card and if they are matches. He takes out the challan of the trims from the Kanban
department.
Image 17: Kanban Cards
49 | P a g e
There are three challan copies that are sent to:
a. Production manager
b. Trims department
c. Kept with Kanban department
The yellow card is sent along with the cutting to the cutting department, and the red card is
sent to the dispatch department.
CONCERNED PERSON PROCESS FLOW DOCUMENT
Cuttings received from cutting

Helper department N/A
Helper Red & Yellow card made N/A
Red card attached to the box of the

cuttings N/A
Helper
Yellow card put on the Kanban board

Helper N/A
according to the line it belongs to
50 | P a g e
Helper Yellow and Red cards matched N/A
If the cards match, information of the

Helper challan is updated on the system N/A
Helper Challan of Trims is received N/A
Trims are collected from the Trims

Helper store N/A
Trims and Cuttings are sent to the line

Helper along with yellow card N/A
Red Card is sent to dispatch N/A

Helper
Flow Chart 8: Process flow for Kanban
51 | P a g e
5. CAD ROOM
SHAHI EXPORTS has its own CAD department for varied style garments made with help of
the Optitex software package. FUNCTIONS OF CAD ROOM CAD department is
responsible for the following functions:
• Determining cutting average for costing
• Making the most efficient cutting marker
• Development and alteration of patterns
• Development of size set pattern by grading
• Embroidery graphics making
• Digitizing the pattern
• Thread Consumption
Image 18: CAD Marker Planning
52 | P a g e
BASIC WORKFLOW Firstly the merchandiser sends the following documents to the CAD
room:
• Approved style sheet and spec sheet containing all the measurements.
• Graded measurement spec sheet.
• Fabric detail sheet containing information like fabric form (open roll or tubular form), tube
size, GSM, type of fabric, style no, vendor, buyer, etc.
Then the work in the CAD room begins.
Receive patterns
from Head Office
Pattern Correction
Output to
Pattern grading Graphtec plotter
Cut ratio planning Output to

Graphtec plotter
Market planning
according to the cut plan
Output marker to Output mini marker

plotter to printer
Send to cutting Send to merchandiser

room for costing
53 | P a g e
6. SEWING DEPARTMENT
6.1 Planning:
- Internal production planning is done in the factory f2 itself.
- Running plan per month is made by the planner
- Excel plan is being followed
- According to the excel plan itself internal PPM is done
- Internal PPM has members from cutting dept., fabric dept., production
manager, technical manager, floor IE.
Image 19: Order Planning
54 | P a g e
Image 20: Monthly plan for production dept.
6.2 Sewing floor mandates:
• To ensure production process is carried out under defined Standard Operating

Procedure to achieve high standard of quality,
• To guide and motivate the team towards process innovations.
• To guide and motivate the team towards operational excellence to control the rate of
alteration and unwanted rejection,
• To follow the cutting loading in the line according to the priority to make better work
flow and meet timely delivery.
• Daily monitoring the WIP in the line,
• To check the attendance on dally basis and allocate the manpower accordingly.
• To check the availability of input materials (trims and fabric) on daily basis for the
• smooth flow of production.
• To hourly monitor the output and efficiency of the production lines.
• To train and counsel, the operators for controlling the alterations in the sewing lines.
• Daily monitor the production and DHU report.
55 | P a g e
• To plan for achieving and Improving the required target with highest standard of
quality
• To ensure garments rejection in minimal in production due to sewing defects.
• To optimum utilization of machine & manpower capacity.
• To ensure that all labor laws are followed and absolute prohibition of child labor.
6.3 Sewing floor objectives:
• To achieve and sustain monthly sewing efficiency above 75%.

• To reduce and sustain the Defects per Hundred Unit percentage below 4.0%.
• To reduce and sustain garment rejections due to sewing defects below 0,1% (with
respect to the total cut quantity for relevant styles at order completion stage)
56 | P a g e
6.4 PROCESS FLOW (Sewing)
Line Plan received from PPC
Completed style file, OD analysis

report. final approved sample
received
Making size set

sample
Fail
Size set
review
Pass
Internal Preproduction Meeting
External Pre-Production Meeting (By

Buying QA Team, if required)
Cutting received from Cutting

Department as per line plan
Loading of cutting cakes
57 | P a g e
Note the number of pieces loaded with details
of line no, size wise, colour
Receiving of Operation Bulletin from IE with Details

of requirements of machine, attachments, folders,
critical Operation etc.
Communicate and Display the details of technical

and other requirements discussed in PPM and size
set evaluation to the supervisors, operators,
checkers and QC.
Setting of first Operation with help of OB sheet, Skill

matrix and technical
Operator will make the full Mock, QC review it for

construction, quality
and displav it
Setting of other operations up to first critical

Operation decided on PPM
Operator will make the full Mock, QC review it

for construction, quality and display it.
58 | P a g e
Start Production as per Line setting
Alteration made by
same operator
Not ok
Inline
Checkpoint
Rejection
OK
Alteration made by Move to
same operator reject box
Final Checkpoint
(100% checking)
Review of First Output of

finished garments from
production, when first 20- 50
Analysis and implementation of first output comments in

the production
59 | P a g e
Review of Pilot Run Pieces,
when 100 -500 pcs are
produced and finished from
the line for every style.
Analysis and implementation of pilot evaluation

comments
Start Bulk production
Note down, monitor and display the hourly and daily production as per
passed pieces
5 pcs are daily checked from each operation.

Frequency:
- 4 times daily (every 2 hours) for critical operations
- 2 times daily (every 4 hours) for normal operations
60 | P a g e
6.5 Documents and concerned person:
Concerned Person Step Document Required

Production manager Line Plan Line Plan
Technical manager / Style file, OAD analysis Style file
DQA
Technical Manager Making of size set
DQA/ QM Size set review Size set evaluation
QM/DQA/Representative Internal PPM PPM report
from all dept.
Representative from External PPM PPM report
vendors and customers
Floor In charge Cutting received from Kanban
cutting dept.
Line feeder Loading of cutting cakes WIP register
Line feeder NO. of pieces loaded WIP register
Line Supervisor Receiving OB OB
Sewing Floor QA Technical requirement
Line supervisor / Setting up OB sheet
technician
Line supervisor / Full mock Mock card
technician
Line supervisor / Setting critical
technician operation
Line supervisor Production start
QA/ QC Inline checkpoint Inline checkpoint
alteration report
61 | P a g e
QC / QA Final checkpoint Final checkpoint
alteration report
Sewing QA Review of 1st output of First output evaluation
finished garment report
Sewing QA Technician Analysis and First output evaluation
implementation report
DOA / Sewing QA Review of pilot run Pilot Evaluation report
pieces
Sewing QA Technician Analysis and Pilot Evaluation report
implementation
QAM
Floor writer Monitoring Hourly production
display
Daily production report
Line QC Checking of garments Operation wise defect
frequency
62 | P a g e
6.6 MASTER ORGANISATION CHART A7
Mr. Sanjay Tandon

Director
Mr. Venkataraman
Cod operations
Mr. Neeraj Mr. Kailash Pandey

VP operations Senior GM Quality
Mr. Neeraj Srivastava Mr. Kailash Bhatt
GM GM Quality
Mr. Sumit Teheryan Mr. Ajit Chauhan Mr. Rakesh Chaudhary

PROD Manager Asst. Prod Manager Cutting Head
63 | P a g e
Mr. Pankaj Mr. Dushyant Singh
Manager Technical Head HR
Mr. Firoj Mr. Dablu Mr. Buddhi Prashad

Dispatch Manager Packaging Manager Maintenance Manager
Mr. Anil Chauhan Mr. P. C. Pandey

Asst. Manager Quality Manager Quality
Mr. Sandeep
Cutting QA
64 | P a g e
6.7 Sewing floor layout (1st floor)
Image 21: Sewing floor Layout (First Floor)
65 | P a g e
6.8 Sewing floor layout (2nd floor)
Image 22:Sewing floor layout (Second floor)

66 | P a g e
6.9 Sewing floor layout (3nd floor)
Image 23:Sewing Floor layout (Third Floor)
67 | P a g e
6.10 One running style:
Brand – Lands’ End
LINE No. – 25
Order quantity: 114836
Description – FLANNEL LS Sleep Tee set
Image 24 : PP REPORT
68 | P a g e
Image 25: Trim Card
Image 26 : Time study format
69 | P a g e
7 DISPATCH DEPARTMENT
• Dispatch and feeding are side by side in the plant

• Garments arrives in dispatch department according to the kan ban card.
• From the dispatch they are further send to washing if it is wash garment
• As washing is not done in F2 unit then it is send to F1 unit of Shahi exports itself
• Garments are counted in the dept. and further send to feeding dept. Where wash and
non-wash garments are put into the cartons ‘
• Garments are further sent to the packing dept. for the further process
70 | P a g e
S.no Department Main Sub- Automation Potential Remarks
Activities Activities Automation
Yes Semi No Yes Semi No
Dispatch Arrival of The pieces 🗸 🗸

pieces from arrive from
Sewing sewing
with their
Kanban
cards
specifying
their
quantities
Kanban
cards are
hung on
theside of
the 2 tables
which are
dedicated
for normal
counting
and issuing
of challan
Challans 🗸 🗸 Paper
are made handwritten
for the lots challans are
which are maintained
then sent to which
the audit definitely
table for can be
inspection done in a
done on more
basis of systematic
AQL way to
avoid
errors and
easy
tracing of
data.
Passed to Pieces are

the Audit received at
Table for the Audit
inspection tables for
inspection
71 | P a g e
🗸 🗸
Lots are If the Lots
checked on have other
the AQL ways of
basis data
and based circulation
on
it the Lots rather than
are
either challans, for
passed
or rejected example, a
and the BARCODE
challan is maybe
kept
by the which could
checker. be scanned
and the
detail for
the
lot can be
directly
stored as a
data and not
the challans
to be taken
care of
which if
lost
can cause
trouble
fetching
information.
🗸 🗸
The data The data
for
Lot entry should
checking
is definitely
maintained
in writing have a
on
paper. system like
one on the
ground
floor
of sewing
where the
end line
inspector
has a
system
where he
does his
entries for
defects and
alteration
🗸
Counting After the
of Lot
the Pieces is passed
the
pieces are
being
counted
72 | P a g e
on the 2
tables
dedicated
for
the
different
sewing
lines
and the
pieces
are
collected
in sacks.
🗸 🗸
Kanban As soon as If we have
data the
updated in passed the same
the pieces
system. are barcode
collected
in sacks flowing in
after
counting the same
the
Kanban could be
card
for the used here
particular too for
Lot
is sealed updating the
OK
by the information
concerned at different
person and centers
the data is
maintained
in
a system
After the 🗸 🗸 The same

Kanban is barcode flow
issued OK may be
from the possible RFID
Dispatch can help us
Department avoid the
the card is multiple
sent back to backtracking
Cutting to which is
keep the involved in
record for collecting the
theconcerned datas at
Kanban. different
Card. levels.
73 | P a g e
Lots kept The passed 🗸 🗸 Again the
onRacks Lots are sacks are kept
thenkept on on the racks
racksbefore manually
further which is
sending it to ergonomically
the next not suitable .
step.
Kanban A different 🗸 🗸 This again

madefor Kanban set can be done
the lots ismade for in the same
the passed way via
Lots that are BARCODE/
kept on the RFID which
racks for will help us
further have a better
processing. track of the
information
and product.
The Kanban
card
includesthe
name of the
buyer , item
no.,
Description
and Shade
number.
Again 🗸 🗸 The
filesare maintenance
maintained of the data
for the can be
Kanban automated.
allotted to
different
Lots in
Dispatch.
Sent As per 🗸 🗸 The

either requirements maintenance
Washing the Lots are of the data
/Finishing sent to can be
either automated.
washing or
finishing.
74 | P a g e
8.MAINTENEANCE DEPARTMENT
The maintenance department is responsible and accountable for maintenance. It is

answerable for the means equipment/machinery runs and looks and for the costs to attain
the desired level of performance. It is necessary to ensure all the machines are working
properly at their maximum efficiency.
8.1Department Hierarchy
• Sr. Manager: Mr. Buddhi Prashad

• Electrical Incharge : Mr. Vijay
• Mechanical Incharge: Mr. Amit
• Sewing Incharge: Mr. Vinay
• M/C and Utility Store Incharge: Guddu
• Helpers: 15
Sr. Manager
Electrical In Electricians
charge
DG Operators
Mechanical In RO Operators
charge
STP Operators
75 | P a g e
Helpers
Sewing M/C In Mechanics

charge
Ass. Mechanics
M/c and Utility System Operators

Store In charge
Ass. Operators
8.2 Work Done By Maintenance Department
• Servicing of machine.
• Modifying machines for the ease of using
• Checking of Boilers for steam.
• Water supply for the whole plant
• Electricity supply
• Building maintenance.
• Oil change.
• Replacement of defective parts
• Servicing of Motor.
• Checking of Motor.
8.3 Roles Of The Maintenance Department
• PROVIDES: The required machines, instruments and appliances to carry out the
manufacturing.
• FACILITATE: The department with necessary work aids and surroundings.
• SERVE: The employs with necessary needs.
76 | P a g e
The maintenance department is accountable not just for the upkeep of the machines however
it's additionally answerable for providing and maintaining the facilities for the production
activities e.g., illumination, air circulation, work place engineering, compressed air etc. The
condition of machines & operating atmosphere within the department is mainly dependent on
the care taken and working in habits of the operators and all other floor staff.
8.4 Process Flow Chart
Maintenance department is informed about

the required items.
An item list is prepared containing all the

information regarding required part.
The list made is then approved by the head of

maintenance
Purchase request is put (indent)
Systematic Indent is generated
The indent is then further mailed to the head

unit.
77 | P a g e
Supply from vendor Received
(Invoice)
Storage done Physical Checking

department wise
Requisition slip Issued

received from floor
with broken part
8.5 Types of Maintenance Followed
• Preventive Maintenance
• Preventive Maintenance
• Breakdown Maintenance
1. Predictive: Predictive maintenance is a technique that uses condition-monitoring tools

and techniques to monitor the performance of a structure or a piece of equipment during
operation.
2. Preventive: Preventive maintenance is the act of performing regularly scheduled
maintenance activities to help prevent unexpected failures in the future. For Preventive
Maintenance CLIT is followed i.e., cleaning, lubrication, inspection, and tightening.
3. Breakdown: Breakdown maintenance is maintenance performed on a piece of
equipment that has broken down, faulted, or otherwise cannot be operated. The goal of
breakdown-maintenance is to repair something that has malfunctioned.
78 | P a g e
• M/C Challan
• Miscellaneous Challan
• In and Out
• Warranty Bill File
• Old M/C Challan
• Warranty Document
• M/C Calibration Certificated Record
• Rental Form
• Service Bill
• Debit Note
79 | P a g e
9. IE DEPARTMENT
IE department plays an excellent role in guaranteeing operational potency and work arrange of
the attire industry. It assigns sure systems like floor layouts, personnel, organization, civil time,
wage rates, incentive payment plants therefore on management the amount and also the quality
of products created. The IE department will the work study to require out the surface-to-air
missile of every machine and manual operation. This is done in order to require out the quality
allowed minutes required to hold out every operation and thus the whole operation to form the
garment.
9.1 OBJECTIVE:
• Increase Productivity
• Reduce Wastage
• Ensure Best Use of Resources
9.2 Reports Maintained:
• Time Study data
• Operation breakdown with rate
• Time analysis for every style
• Daily, weekly and monthly production report batch wise
• Daily production report operator wise
• Daily, weekly and monthly defects level
80 | P a g e
9.3 ROLES & RESPONSIBILITIES:
• Preparing the operation bulletin
• Making the layouts with best material movement
• Machinery arrangement
• Batch setting
• Line balancing
• Time study
• Motion study
• Costing
• Finding SMV
9.4 PROCESS:
• The work of industrial engineering department starts with sample re-engineering at the
proto-stage thus on get to best possible construction and also the use of folders and
attachments within the fit.
• Target setting - Department has got to establish precisely what percentage machines
and men is required in the style to start. For this point scrutiny is finished and the right
technique and rating is done.
• Final operation bulletin and layout- The ultimate operation breakdown and layout is
made with that the quantity of men and machines needed to fulfil the targets. This
operation bulletin and layout has got to be cross checked by I.E head and so it's passed
to production manager.
• Create line set up as per order.
81 | P a g e
• Line setting- Line setting is that the implementation of the layout and operation
bulletin, that is finished in conjunction with line accountable, supervisor, mechanic,
Q.A and technician.
• Bottle neck identification- when line setting consequent job is to understand the
bottleneck of the road due which targets don't seem to be met and balance line
consequently.
10. QUALITY DEPARTMENT

Quality is outlined by alignment of standardization (ISO) as ―the totality of options and
characteristics of a product or service that bear on its ability to satisfy explicit or tacit wants.
Quality may be a sensory activity, conditional, and somewhat subjective attribute and will be
understood differently by totally different individuals. though there's a 100% quality sign up
the stitching floor, associate degree excessive number of faults notice their means into
finishing. Operators don't fix their mistakes however leave them for examiners to search out
leading to a high repair level.
• Quality Planning - Quality planning is enforced as a way of "developing the

merchandise, systems, and processes required to satisfy or exceed client expectations.
This includes shaping who the purchasers square measure, deciding their wants, and
developing the tools (systems, processes, etc.) required to satisfy those wants.
• Quality assurance – Quality assurance is enforced as a way of providing enough

confidence that business necessities and goals (as printed in quality planning) for a
product and/or service will be consummated. This error bar is completed through
systematic activity, comparison with a standard, and observation of processes.
• Quality control – Quality control (QC) is implemented as a means of fulfilling quality

requirements, reviewing all factors involved in production. The business confirms that
the good or service produced meets organizational goals, often using tools such as
operational auditing and inspection. QC is focused on process output.
82 | P a g e
• Quality improvement - Quality improvement is implemented as a means of providing
mechanisms for the evaluation and improvement of processes, etc. in the light of their
efficiency, effectiveness, and flexibility. This may be done with noticeably significant
changes or incrementally via continual improvement.
11.FINISHING AND PACKAG DEPARTMENT
A lot of people and machines are involved in producing a garment. There is an obvious chance
of making a few faulty garments in a batch due to faulty machines or human intervention and
supplying defective pieces can cause manufacturer penalty which might cost a lot of money to
the industry.
And since finishing department is the final part of the production department which comes after
all the departments and it plays an equally important role in the final appearance of the garment
to the buyer.
Quality Manager: Mr. P. C. Pandey
Capacity: 7000 to 8000 pieces
Shift: 8 hrs
83 | P a g e
Image 27: Packaging Table Image 28: Inspection Table
11.1 DEPARTMENT HIERARCY
SENIOR GM
GM QUALITY
MANAGER QUALITY
SENIOR QA
84 | P a g e
QA QA
11.2 PROCESS: -
1. INITIAL CHECKING
Initial checking is done prior to pressing of the garment at the finishing room. In the
initial checking, majorly focuses on the finishing of the back parts of the garment.
2. DHU (defects per hundred units):
DHU is the number of defects found or detected per hundred garments. After the initial
checking of the garments, the defects found are recorded in the DHU file and for the same
they are sent for the alternation.
3. PRESSING:
Garment ironing is done as per the instruction in the PPE folder by the ironer. After
ironing, critical parts measurement shall be checked against pattern by the checker. If the
garment found out of measurement same shall be kept at an identified place for further
action. Passed garments shall be forwarded to the next process. Necessary action shall be
taken on non-conforming garments by the finishing supervisor in consultation with the
QC.
4. Final checking:
85 | P a g e
Again, the checking is done after the garment is ironed. It involves overall checking
as per the instructions given.
DHU file will be updated if any defect found during final checking.
5. Measurement:
Critical parts measurement is checked against pattern by the checker against the
approved specification displayed in the work station as well as in the PPE folder by
the checker. If the garment found out of measurement same shall be kept at an
identified place for further action. Passed garments will be forwarded to the next
process.
6. Tagging:
After all the checking and inspection of the garment is done, they are sent for the
tagging the labels and the labels include the size labels, price tags and miscellaneous
labels according to the buyer’s requirement. And once the tagging is done, they are
put to the hangers and sent to the packaging department.
7. Metal Detection:
Every garment shall be passed through metal detection machine to detect the metal
item if any in the garment. Before starting the operation, machine shall be calibrated
and metal detection shall be done. Metal detection details shall be recorded hourly
metal detection report. In case if any metals found during inspection, details shall be
recorded in metal contamination log.
8. Cartoning:
86 | P a g e
Size wise segregated garments shall be put in the carton box as per P.O and details
shall be recorded in ratio/solid packing process check sheet. Packing shall be done as
per the work instruction.
9. Carton Audit:
The packed cartons shall be offered for audit. If the consignment fails in audit, shall
be rescreened and re audited on the same day. The audit passed carton shall be
forwarded to Scanning area.
10. External Audit by Buyer:
QA plan shall be prepared and forwarded to nominate QA to invite buyer QA for

audit. Based on the QA plan consignment shall be offered for audit. If audit is passed,
inspection clearance report (OK to ship) shall be provided by the auditor. In audit
fails, consignment shall be re-screened and re offered for audit.
1. Audit reports
Image 29: Audit Report
87 | P a g e
2. DHU(Defects per hundred units)
Image 30: DHU Report
3. Non-Conforming material report
Image 31: Non-Conforming material report
88 | P a g e
4. Measurement report
Image 32: Measurement Report
11.4 PROCESS FLOW

Receiving of complete file, approved sealed sample and pilot run pcs from
previous department
Download and train the technician feedback and other process requirements of
the style finalized in PPM
Finishing and review of first output and pilot run piece

89 | P a g e
Bulk production received from the previous department
Details of PO and planned delivery schedule received from production merchant
Download, train and display reference sample, comments and process

details finalized by PPM and pilot run review
Size wise segregation of incoming bulk production
Fulfil the prerequisites like marking on pressing table, change of table cloth,
pressing instruction etc., if required
Initial Pressing (Optional)
Not ok
Initial
Checking
(100%) Stitching Alt.
Reject
Ok
Cleaning/Spotti
ng
90 | P a g e
DHU (Sewing Alter, Spotting, Rejection has been tabulated)
Button Closing, if required
Final Pressing as per specification
Not ok
Final
Checking Cleaning/Spotting
(100%)
Reject Stitching Alt.
Ok
DHU (Sewing Alter, has been tabulated)
Measurement Specification, Required Measurement point and

tolerances is given to measurement checkers
Training is given to Measurement checkers on How to measure
Measureme
nt Checking
(100%) Not ok
Reject Repair
Ok
Ok
91 | P a g e
Final Audit Not ok
as per AQL
level 1.5v
Rechecking
Metal detectionNot ok
Folding/Polybag
Carton packing/Carton marking
Daily carton
Audit
OK NOT OK
100% carton re-screening for

cartons packed on the same day
Mid inspection 1.5 AQL
Final internal audit 1.5 AQL
External audit by buyer
92 | P a g e
11.5 SOP (STANDARD OPERATING PROCEDURE) FOR METAL
DETECTOR MACHINE
Needle detector machine is available in packing department so that before packing the piece
metal can be detected in them.
It is necessary to check 100% pieces before packing the piece.
Image 33: Needle detector
Start Method-
Turn on the machine by pressing the on button
Wipe the machine strip with a cloth.
Method for putting piece
Place the piece one by one on the bandage and observe its movement. Collect the piece on the
other side of the machine and record the pass piece. If the machine comes to a complete halt
and there is a sign of metal in the piece, remove the piece and record in the format and send
the piece for the metal detection. If you find the needle, then again pass the piece through the
machine. If the needle is not found, then put the piece in red.
93 | P a g e
Machine stop method
Stop the machine by pressing the red button if there is no piece.
11.6 BROKEN NEEDLE PROCESS FLOWCHART
BROKEN NEEDLE
All parts found All parts not found
All parts are pasted in Magnet is used to trace

broken needle log broken needle parts
All bundles stitched by operators in

last one hour are taken to metal
detection machine
All balance garment pieces All garment pieces are

are returned to sewing floor checked with metal detector
Contaminated components are put in

quarantine box and rejected and same
is documented.
94 | P a g e
11.7 CHEMICAL USED IN THE SPOTTING ROOM AND ITS SAFETY
DATA SHEET
Image 34: Safety Data Sheet
Chemical name: Cyclohexane
Type of chemical: Hazardous
Physical form: Liquid
95 | P a g e
11.8 PLANNING IN THE FINISHING DEPARTMENT
Image 35: Day wise finishing plan
This is the picture showing the finishing plan. Lines are allotted to supervisors and
accordingly day wise and pieces wise planning is done as it is shown in the picture.
11.9 PACKING LIST

A packing list is a very important document for the apparel industry. Generally,
merchandisers or packing in-charge is responsible to make and delivering packing lists to
related departments. The packing section does packing as per customer packing requirements
that solid or asserts/ratio pack.
Packing is done when a PO packing is completed, without giving packing list buyer QC never
does a final quality inspection, packing list confirm buyer QC that a PO’s packing is closed.
96 | P a g e
The packing list is very important to export documents, without the packing list commercial
department cannot submit exports document for garments shipment, that’s why the packing
list consider as important documents.
Information includes in the packing list:
• Garments maker, Specific style, and buyer name

• Total and size-wise order quantity
• Style description and color
• Size-wise Cut vs. Order vs. pack quantity, carton quantity
• Carton-wise case number
• Size-wise carton net and gross weight
• Carton measurements and Total carton CBM
• Total over or short pack quantity
11.10 BUYER’S TICKETING REQUIREMENTS
BUYER: KOHL’S
• Hangtag size: 1.75” wide * 3” high
Image 36 : Handtag
97 | P a g e
• Small gum size: 1.5” high *1.5” wide
Image 37 : small gum
• Suppressed label: 1” wide *1” high
Image 38 : Supressed label
11.11 TICKET FORMAT GUIDELINES:
• Required data:
1. Colour
2. Department number
3. Major class
98 | P a g e
4. Sub class
5. Retail price
6. Size
7. UPC-A Barcode
8. Vendor style number
Image 39: Label details
• Recommended data:
1. KOHL’S
2. Kohls.com
3. Item description
12. HUMAN RESOURCE
12.1 PERSONNEL
The Personnel department is centralized for all the units in Delhi and NCR. This
department is responsible for recruitment, training and deciding the organizational HR
policies. It also takes care of wages and salaries of all the employees.
The main functions of Personnel department are:
Manpower Planning
Recruitment
99 | P a g e
Induction
Training
Discipline
Sourcing
Salary
Administration
Motivation
Welfare Activities
Company gives the salary to its employees as follows:
Basic Salary + HRA + Annual Increment (announced every April) + ESI (employee
state insurance) + Conveyance Allowances + LTA + PF etc.
12.2 Crèche Facility
Shahi, looking at the need of its’ large women workforce has started crèche facility
for their small children. Crèche takes care of children’s food, learning and health.
12.3 Medicine Box
In Shahi Faridabad there are various medical boxes (first aid boxes), which are placed
at different locations in the unit, it is very useful as there are various small accidents
happening in the industry every now and then. These boxes are properly maintained
and if some medicine is utilized it is quickly replaced. A person who is responsible
and whose work station is near the medical box is made the in charge of the box, and
the key to the box always lies with that person, he/she is responsible to inform the
concerned authorities if some medicine is used fully or expired. That person’s name,
phone no and photograph is put on the medical box so that in the case of emergency
he/she could be immediately contacted.
100 | P a g e
List of the medicines in the box
1. Soframycin
2. Burnol
3. Moov
4. Disposable gloves
5. Eye wash cup
6. Gentamycin eye drops
7. Band-aid
8. Tape roll
9. Bandage
10. Cotton
11. Analgesic balm
12. Forceps
13. Scissors
14. Kidney tray
15. Antiseptic disinfectant l
101 | P a g e
SECTION B
PROJECT -1
ENHANCING QUALITY BY REDUCING REWORK IN FINISHING DEPARTMENT
1.1 ABSTRACT
In today’s world there is constant demand for fast fashion and to fulfill that demand garment
industries are working day and night. While focusing on producing garments in bulk they often
forget to maintain quality as per the production. Our project deals with the collected data on
the finishing floor then analyzing on the stitching floor and further reducing defects. Main
purpose for this project is to reduce rework and solve the problem itself at the sewing floor.
1.2 INTRODUCTION
Every garment industry faces the problem of rework in stitching as well as finishing
department. If a garment is made and checked in line and end line, then there should be no
point of doing alterations again in the finishing department. If we maintain quality at the first
hand during the stitching, maintain cleanliness and perform all the required actions in line then
there should be no scope of rework in finishing department. To go forward with this project
DHU files are taken into consideration and motive is to reduce it as much as possible.
Minimization of rework is a must have in quality and productivity enhancement. This project
works is suggesting how to handle such types of issue and bring down rejection rate to
minimum. Garment rework is very major issue which affect both buyer and supplier so the
basic needs for productivity and quality improvement are to control defects itself in sewing
department. Productivity can be controlled by supervising & strict operating conditions in
industry.
1.3 OBJECTIVES:
• To reduce DHU in finishing department

- To reduce alteration work in finishing department.
- To reduce spotting issues in finishing department.
102 | P a g e
- To reduce amount of uncut threads in finishing department.
1.4 REVIEW OF LITERATURE
(JURANS QUALITY HANDBOOK, 1999) “Quality” indicates options of merchandise that

meet client wants and satisfaction. Quality is directly proportional to financial gain. Providing
a lot of or higher quality options typically needs associate degree investment and thus will
increase in prices. “Quality” means that freedom from deficiencies—freedom from errors that
need doing beat up once more (rework) or that end in field failures, client discontentment, and
client claims, and so on. (Joseph M. Juran, 1999) In this case, the that means of quality is
dependent on prices, and better quality typically “costs less”. Philip B. Crosby revealed that
Quality is free because the cost spends towards prevention will resulted with lower cost of
detection, correction and failure. (Crosby, Quality Is Free, 1979). Production and material
prices are an equivalent factor for initial quality merchandise (those that meet the standards) as
for sub-standard merchandise (those that don't meet standards) manufacturer have same
investment during a substandard product as in initial quality product. Ishikawa Diagram-
identifies several potential causes for an impression or downside, which may facilitate the
factory to a group discussion and brainstorm about it. (Ishikawa, Guide to quality control, 1976)
DHU stands for Defects per Hundred Unit. on paper, it's the full range of defects found in a
very hundred checked processes/garments. it's additionally called DPHU (Defects Per Hundred
Unit)
To measure the DHU of any process or garment, the following information should be needed:
1. Checked Pieces (Total)
2. Defects in those checked pieces (Total)
DHU = (Total number defects found X 100) / Total pieces checked
103 | P a g e
1.5 METHODOLOGY
A sample size of one style is taken down among all the running styles during that time period.
Observation is done for one week to analyse critical defect points which lead to alteration
work, for the spotting major spots on garments are observed for one week and for thread
cutting all the operations were observed in sewing line and finishing. They are further
analysed and proper root cause analysis or fish bone diagram is made to brainstorm more
about the problem of a sweatshirt currently running in line of Shahi Exports Pvt. LTD. ,
A7,Hoseiry Complex, Phase 2,Noida U.P.. Tentative solutions will be provided according to
the man, machine, method & material for three of the objectives mentioned above.
1.5.1 SELECTION OF LOCALE
Shahi Exports Pvt. Ltd. , A7,Hoseiry Complex, Phase 2

Noida , U.P.
Style no. 024C Target Australia
Line 16 and 17
1.5.2 SAMPLING TECHNIQUE
Convenience sampling technique is used, non-probability sampling that involves the sample
being drawn from that part of the population that is close to hand as data is from a line which
had big amount of DHU
1.5.3 DATA COLLECTION
Data is collected through observations made in the sewing floor & finishing department.
Observations on major alteration defects, major spotting issues and thread cutting operations
are observed throughout for a week and DHU data is collected. Primary Data is collected where
data is collected while observing the finishing and sewing line. DHU files were taken from
managers to analyse the defects in our chosen style. Inline thread cutting data is collected by
visual observations. Spotting problems are also determined by visual observations inside the
floor and tentative solutions are applied to solve the problems.
1.6 DATA COLLECTED
104 | P a g e
6 SIGMA DMAIC Methodology is used brainstorm more about the problem
Phase 1 Define the problem statement – To reduce the Alteration, rework in finishing
department and minimising DHU for the style:
Chosen style details:
- STYLE NO. 024C

- CUSTOMER – TARGET CORPORATION
- ORDER QUANTITY – 104163
- BUISNESS AREA – LSD
- DIVISION – READY TO WEAR
- SUPPLIER – S6638 - SHAHI EXPORTS PVT. LTD.
- FACTORY – SHAHI EXPORTS PVT. LTD. A7
IMAGE – 1 (FRONT, BACK AND SIDE VIEW)
Phase 2 – Measure the data and DHU percentage is calculated.
DHU data has been collected by constant observation in the finishing line for the sweatshirt.
105 | P a g e
IMAGE 2 – DHU DATA
So according to that shown in image 2 we can easily determine the data for alterations, spotting
and uncut thread coming in that style.
If we take out average percentage for a week’s DHU so the average percentage would come
around 31.1 % which is defintely much more then it should be . Major defects points which
came were:
- Broken seam and run off on neck

- Broken seam on bottom
- Skip stitch on back
- Broken seam on armhole and cuff
- Spotting
- Uncut thread
After analysing 3 major defects were chosen to be worked upon ;
- Broken seam and run off for alteration

- Spotting
106 | P a g e
- Uncut thread
Cost of rework definitely increases cost as it involves man power involved in it, so it was the
current need for the style to be improved in sewing line. So visual inspection is done to
determine the defects deeper.
Image 3 – Broken Seam
Image 3 is captured broken seam defects in the garment.
Image 4 – Run off
Image 4 is captured run off defects in the garment.
Image 5 – Spotting
107 | P a g e
Image 5 is captured spotting defects in the garment.
1.7 DATA ANALYSIS
Phase 3 – Analyse Phase to go through the data and find root cause of the problem and seek
improvement opportunities.
For analysing the data and solving the our major defect problems root cause analysis or fish
bone diagram method is used . Brainstorming with various officials and observations were
taken into consideration:
Image 6 – ROOT CAUSE ANALYSIS ( BROKEN SEAM)
Major Causes and their reason : ( Broken Seam & Run off )
108 | P a g e
- New Operator : Some of the operators are not fully trained for the knits as the style
no. 024C is a Knit sweatshirt so proper training is required for resolving the issue
of Broken seam and run off in that garment
- Non required conversations : Operators at some operations are not at all motivated
to work at their maximum efficiency and are involved in un required conversations
among themselves
- Unadjusted tension : This is accomplished by running the threads through various

tension devices, including the thread guides, tension discs, and tension regulator on
the machine head for the upper thread(s), and the bobbin-case spring for the bobbin
thread.
- Improper thread guide : Sometime threadguide is not set in a right path due to lack
of attention of operator.
- Needle : Some time needle do not get changed on time and tend to bend with time
which eventually result in broken seam and run off
- Compressor issues : Some times compressor gets on and off which leads to
broken seams.
- Wrong thread : Low quality thread can result to broken stitch . Poly-spun thread is
being used in this style
- Guide problems : Rubber guides stick on with the tapes were being used which
might be reason for run off.
109 | P a g e
Image 7 – ROOT CAUSE ANALYSIS ( UNCUT THREAD)
- Improper trimming : Operators do not cut threads at the workstation properly

and even during endline checking the threads are not cut which leads to lot of thread
cutting in finishing dept.
- Continuity while sewing : Operators sew garments in single flow without

cutting the thread between .
- UBT’s not working well: UBT machines are not working well as maintenance is
not working in correct way.
110 | P a g e
Image 8 – ROOT CAUSE ANALYSIS (SPOTTING)
- Workers Contamination: Spotting is found in almost all garments, too much dirt
and sweat marks can lead to spotting.
Image 9 Image 10 Image 11
- Unsorted Workstation (sewing)- Sorting is not at all done on the workstations which
lead to dirt marks on the garments. (Image 9&10)
111 | P a g e
Image 12 Image 13
- Unsorted workstation (cutting) - Cutting workstation is not cleaned after cutting the
components (image 12&13)
- Unsorted Workstation (dispatch & feeding)
- Material Handling: Material transportation is not done in a correct way among

operators on workstations.
112 | P a g e
Image 14 – Exhaust
- House help and maintenance is not doing the cleaning stuff well. (image 14)
- Too much transportation of garments is involved: Garments are transferred from

sewing to dispatch (longer distance) and there it is counted and further transferred
to feeding then again they are again counted which leads to lot of unnecessary hand
touch to garments which eventually lead to spotting.
- Oil spots from machine lead to spotting marks too.
Phase 4 – Improve Phase to get a solution to the given task.
1.8 SOLUTIONS
PROBLEMS SOLUTION
INCORRECT THREAD PATH Checklist to check twice a day

INCORRECT GUIDES Rubber guides are replaced with metal guides
BENDED NEEDLE Changing needle twice a day
COMPRESSOR Maintenance should check twice a day
UNSKILLED OPERATOR Training and skill development
NON REQUIRED CONVERSATION Training and motivation session
WEAK THREAD IS BEING USED Poly-spun thread should be changed to Poly-Poly
INCORRECT SKILL MATRIX Skill matrix should be made after testing skills
113 | P a g e
WORKERS CONTAMINATION Gloves should be mandatory
UNSORTED WORKSTATION ( CUTTING , DISPATCH , Training to the workers , regular cleaning ,
SEWING) updating into checklist
MATERIAL HANDLING Hanger system , Basket system , New material

handling stand
MAINTENANCE PROBLEMS Training
TOO MUCH TRANSPORTATION IS INVOLVED Plant layout should be changed
BETWEEN VARIOUS DEPTS.
MACHINE MAINTENANCE Training
IMPROPER TRIMMING Guiding them to cut at the station via putting
photos on the workstation
OPERATOR INEFFICIENCY Training and motivation
CONTINUOUS SEWING Guiding them to cut
UBT NOR WORKING WELL Maintenance should be trained
IMPLEMENTED SOLUTIONS:
- Training and skill development for sewing workers: As most of the workers are not
trained for knits training is given to them by the skilled operators themselves. They
will be guided about the correct thread path; they will be instructed to change needle
twice a day.
114 | P a g e
Image 15 – Training to sewing worker
- Training session for the Maintenance department: Machine maintenance and

cleaning department were told to clean exhaust after every 2 days. They were
guided to be regular and maintain quick maintenance system.
Image 16 – Training to maintenance dept.
115 | P a g e
- Gloves were made mandatory for the operators to maintain cleanliness.
Image 17 – Mandatory gloves
- Operators were guided to put tissue paper under the needle while leaving to detect
oil leakage in the machine.
- Checklist was made and feeder was guided to fill it at every operators table twice a
day at different time period on alternate days so that operators try not to cheat.
Image 18 – Checklist
116 | P a g e
Image 19 – Installed checklist Image 20 – Installing checklist
CORRECTIVE ACTIONS:
CORRECTIVE ACTION NO.

Bent needle replacement 4
Rethreaded machines 5
Adjusted tension 3
Training to maintenance 1 hour daily for 6 days
Training to sewing operators 2 times a day for 6 days
Exhaust Cleaning 3 times a week
117 | P a g e
1.9 RESULT AND DISCUSSION
Phase 5 – Control (implementing the actual changes)

The result was shown further to the higher authorities and these changes were made into
real time implementation.
118 | P a g e
PROJECT 2
2.1 Topic: Production downtime calculation in the cutting department.
2.2 Problem Statement: This study was to investigate the impact of

Production downtime ( i.e. Machine maintenance, Delay in transportation) in
the cutting department during layering.
2.3 Objectives:
• To reduce downtime during production hours using root cause analysis.
• To define SAM for ply to calculate the production time of lay spread.
2.4 Methodology:
The workflow of the cutting section was observed over a period of 6 days.
The actions of the operators and managers, as well as the working
conditions, were noted. Previous reports and records of the cutting
department were studied. It was only then that these observations and
suggestions could be made.
2.5 Production Downtime:
This observation has been performed in the cutting department, our focus
was on the spreading of lay. The factors affecting production downtime
are represented by the Ishikawa diagram given below.
119 | P a g e
2.6 Observation 1: Initially the observation made over 6 different styles where we
found that preparation, roll change and machine maintenance are consuming more
time as compared to the given ideal time which results in production down time.
S.No Activity Ideal time(in mins)
1. Preparation 10
2. Roll change 2
3. Machine maintenance 15
Table. 1. Ideal time for preparation, roll change and maintenance
S.No Style Plies Prep time Machine Layering Roll change time(in mins)
. no. (in mins) Breakdow Time I II III I V VI V
n (in mins) V I
I
1. 715D 125 30 10 215 2 4 3 2 2 3 2
2. 008F 100 20 20 160 2 3 3 2
3. 035E 60 28 35 87 2 3 2 4
4. 252D 100 30 25 240 3 2 4 3 3 2
5. 259E 84 20 - 120 2 3 2 4 3
6. 342D 80 30 38 125 3 2 3 4
Table. 2. Downtime involved in preparation, machine maintenance and

roll change
2.7 Observation 2: This observation was made on a single style over a period of
threedays. where initially calculated SAM of ply using cycle time. Here we have
taken first five observations of laying of ply using that we calculated the Actual
SAM.
120 | P a g e
STYLE P1 P2 P3 P4 P5 TTL AVG SAM ALLW Actual
No. 15% SAM
57 65 50 52 59 283 56.6 0.94 0.141 1.08
342D 54 51 53 51 56 265 53 0.88 0.132 1.012
52 55 54 53 57 271 54.2 0.90 0.135 1.035

Table. 3. Actual SAM calculation using cycle time.
Style Plies Prep time Machine Layering Others Roll change time(in
No. (in mins) Breakdow Time mins)
n (in mins)
I II III I V
V
80 30 15 132 22 3 2 4 2 2
342D 80 20 17 145 23 2 3 3 4 3
80 20 23 140 18 3 4 2 3 4
Total 240 70 55 417 63
Table. 4. Downtime categories for I Day .
n (in mins)
I II III I V
V
80 25 - 140 9 3 2 4 2 2
80 20 13 150 13 2 3 3 4 3
342D
80 27 25 160 8 3 4 2 3 4
Total 240 72 38 450 30
Table. 5. Downtime categories for II Day .
121 | P a g e
n (in mins) I II III I V
V
80 30 15 152 13 3 2 4 2 2
80 22 - 147 15 2 3 3 4 3
342D
80 29 23 143 10 3 4 2 3 4
Total 240 81 38 442 38
Table. 6. Downtime categories for III Day.
2.7 Findings
The various factors involved in production downtime are preparation time, roll
change, machine maintenance time and others (i.e. fabric roll collection,
transportation delay). From the observations made above it is clear that there is
timedifference between ideal time and actual time which is results in low
productivity.
2.8 Calculation of Productive Time, Non-Productive Time and Efficiency

I Day
Total working time = 480min
Preparation time = 70min
Machine Breakdown = 55min
Layering Time = 417min
Others = 63min
Productive time = Total working minutes-preparation time-machine breakdown-others
Productive time = 480-70-55-63
Productive time = 292
Non Productive time = 188
Efficiency = 60 %
II Day
122 | P a g e
Others = 30min
Efficiency = 70%
III Day
Others = 30min
Efficiency = 68.9%
123 | P a g e
2.10 Conclusion
In the table given below we have observed time and calculated time with the difference
where the production downtime occurs. It is clearly visible from the observations that the
There is huge time difference which is responsible for production downtime.

Observed time in Calculated time in Time-Difference in
mins mins mins
Day 1 417 240 177
Day 2 450 240 210
Day 3 442 240 202
2.11 Suggestions:
• By defining SAM of ply, spreading time of lay can be easily calculated.
• Need for fabric inspection data with fabric layering.
• Materials required for the preparation should be available on time.
• Fabric rolls should be provided on time.
• Measurement check should be done on the start time of lay.
• Cutting parts should be kept in bins as soon as possible to avoid table blockage.
• End cutter maintenance should be done on time to avoid production delays or can be
changed with theideal one.
• This will ensure the setting of a standard number of plies for a particular type of
fabric and its SAM. The actual Time required will be calculated.
124 | P a g e
3 INAL CONCLUSION
The industry internship to SHAHI EXPORT PVT. LTD. Faridabad, proved to be a

fruitful experience. The 8 weeks exposure to the organization was a good learning curve
in our career. It helped us to learn the practical manufacturing and processing techniques
in garments right from the fabric stage to the finished and packed garment stage. During
our course of internship, we tried to grasp the concepts of apparel manufacturing,
including cut to pack techniques. We also observed the process flow of various
departments in the largest export house of the company. We also noted the different
quality aspects that are checked throughout the production of apparels by the quality
Auditors of the respective departments. We were exposed to the daily corporate life and
had a thorough understanding of the working environment and management system. All
the staffs and employees in the unit were very friendly and cooperative and strictly
followed the company rules and regulations.
125 | P a g e

Shiv Ani Internship

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

Shiv Ani Internship

Uploaded by

Copyright:

Available Formats

NATIONAL INSTITUTE OF FASHION TECHNOLOGY

SHAHI EXPORTS PVT, LTD , FARIDABAD

Abhishek Jaiswal (BFT/19/534)

Animesh Kumar (BFT/19/1268)

Shivendra Pratap Singh (BFT/19/486)

Under The Guidance Of

Dr. R. Russel Timothy

MR. ANEESH KUMAR

MR. DUSHYANT SINGH

Department Of Fashion Technology, NIFT CHENNAI

We Abhishek Jaiswal, Animesh kumar and Shivendra Pratap Singh

of Bachelor of Fashion Technology, Chennai

here by declare that every part of this Internship report on

journal or magazine. We also assure that the information contained in it is

true to the best of our knowledge

Signature with Name Signature of Mentor

Dr. R. Russel Timothy

COMPANY’S NAME Shahi Exports Pvt Ltd

Table 1: Company Details

• Reduce consumption of water.

By putting environmental sustainability at the centre of all of our operations, Shahi

The strategy is focused on:

Good Business Lab

Good Business Lab (GBL) is a labor innovation organization focused on using

• Building Holistic Health – Addressing physical and mental health challenges to

Social Impact caused by P.A.C.E:

• Increased confidence and self-esteem

Business impact created by P.A.C.E:

Image 1: workers/operators undergoing S.T.I.T.C.H. training program

• 120+ training centers across India

• Grievance Redressal Mechanisms: Several grievance redressal mechanisms

• Training and Awareness: Shahi has several worker-management committees

Corporate social responsibility

The intent to invest in the development of communities and protection of the

• To contribute to social, economic, and environmental development initiatives in the

Image 3: Head unit, Shahi exports pvt ltd

• Manager Production • Manager Quality

Flowchart 1: F2 FBD hierarchy

Best Performing Employer Award National Award for ‘Best

National Award for ‘Best

Image 4: Fabric store at Shahi exports pvt ltd

FABRIC STORE MANAGER

STORE EXECUTIVE STORE EXECUTIVE

Flowchart 2: Department hierarchy for fabric store

• Sarla Fabrics Pvt Ltd

1.3 Process Flow Chart-

CONCERNED (PROCESS FLOW) DOCUMENT

Store System entry and generation of unique GRN Goods Receipt

Daily planning is prepared. Planning is based

Feed the GRNs as per the planning sheet to

Placing system generated barcode stickers on

Review of inspection result.

Executive Moved to passed Segregated & moved

Communicate & Challan-

Passed fabric is issued for cutting and Cut

All the sharp tools are required to be kept tied to

Daily recording of issue/receipt maintained

Flowchart 3: Process flow for fabric store

1.4.1 Fabric Issue

Image 5: Fabric inspection taking place on fabric inspection machine

Image 6: Audited sticker is pasted on inspected fabric

Inspection Machine- Ramsons