Key factors affecting Sewing Production efficiency and

the ways of Improvement of

Square Denims Ltd [ Garments Unit]

Key factors affecting Sewing Production efficiency and the ways of
Improvement of Square Denims Ltd [ Garments Unit]

Internship report submitted to the Institute of Business Administration (IBA), Dhaka

University for Postgraduate Diploma in
Garments Business (PGD-GB)

Submitted by

Md. Sohel Rana

Roll No: 10988, Batch-01

Supervised by

Industrial supervisor
SK Shamim Hasan, FCMA
General Manager- Operation,
Square Denims Ltd [ Garments Unit]

Academic supervisor
Dr. Shakila Yasmin
Associate Professor, IBA, DU
shakila@iba-du.edu

Institute of Business administration (IBA), University of Dhaka.

28th March 2022.

Executive Summary

Bangladesh's GDP and economic growth mainly depend on garments exports. About 84 % of total export
came from ready-Made Garments (RMG) and holding only the 6.23 % share of the Global Market. The
government & other trade organizations (BGMEA, BKMEA, BTMEA) are trying to capture the global
market as big joint China is moving away from the garment business.

The production efficiency of the garments industry largely depends on the sewing efficiency as the major
cost and manpower involved in the sewing section. The production efficiency of this industry varies from
45% to 60 %. In this internship program, the key factors of production efficiency were identified and
analyzed based on focus group discussion, historical data analysis, and practical observation of the Square
Denims Ltd [ garments unit] factory.

It has been observed that the major contribution of production efficiency depends on sewing line balancing.
About 18 % of production efficiency losses are due to the work efficiency balancing among the different
workstations of a sewing line. The high non-productive time (NPT) generated from input delays, raw
material supply delays, quality fault (alternation & modification), utility & power failure, Machine
breakdown & Management issues also has a great impact on production efficiency and about 1.5 % to 2.4
% efficiency dropped due to high NPT. The shortage of skilled labor, absenteeism & high rate of worker
migration also impacts production efficiency. The Square Denims Ltd [ garments unit] has been under
operation is less than a year so still, they did not receive a large quantity of the order in a single style. That’s
why the factory most of the time yet not received the saturated efficiency.

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 Origin of the report

This report titled “Key factors affecting Sewing Production efficiency and the ways of
Improvement of Square Denims Ltd [ Garments Unit]” is prepared as a part of the mandatory
internship program for the postgraduate diploma in garments business ( PGD-GB). After studying
and observing the whole production process of Square Denims Ltd [ garments unit ] this report is
prepared with the guidance of my industry supervisor SK Shamim Hasan, FCMA ( GM Operation)
of Square Denim ltd [ Garments Unit], and academic supervisor Dr. Shakila Yasmin, Associate
professor, IBA, DU.

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 Table of Content

1. Introduction Page no
1.1 Objective ……………………………………………………………………………………………1

1.2 Methodology………………………………………………………………………………………...2

1.3 Learning from this internship ……………………………………………………………………….2

1.4 Company Overview ………………………………………………………………………………...3

2. Literature Review

2.1 Production Efficiency……………………………………………………………………………….4

2.2 Standard Minute Value (SMV) ……………………………………………………………………..4

2.3 Non-Productive Time (NPT)………………………………………………………………… 4

3. Main Factors Behind the Production Efficiency

3.1. Production Line Balancing …………………………………………………………………………………………………5-9

3.1.1 Finding & Recommendation on line balancing……………………………………………………………….9
3.2. Non-Productive Time (NPT)…………………………………………………………………10-12
3.2.1. The Input delays……………………………………………………………………………12-13
3.2.2. Machine Breakdown ………………………………………………………………………14-15
3.2.3. Quality Fault ………………………………………………………………………………16-17
3.2.4. Raw Material Supply Delay……………………………………………………………….17-19
3.2.5. Utility & Power Crisis …………………………………………………………………….19-20
3.2.6. Management Issue …………………………………………………………………………21-22
3.3. Low Volume in order Quantity …………………………………………………………….23-27
3.4. The shortage of skilled labor ……………………………………………………………….28-31
3.5. Absenteeism & migration …………………………………………………………………..31-32
3.6. Monthly fixed wages system & absence of performance bonus……………………………32
4. Finding & Recommendation …………………………………………………………..33
5. Conclusion ………………………………………………………………………………33
6. Reference ………………………………………………………………………………..34

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 1. Introduction
1.1 Objective

Both the fixed and variable expenditure of the garments industry is increasing day by day due to high
compliance requirements from the customer end, an increase of raw material price, an increase of labor
cost, infrastructure, and establishment cost. But the customer is very price sensitive. In this context, this is
high time to focus on production efficiency. The production efficiency of Bangladesh is still lower than the
other competitor country ie. China, Vietnam, Pakistan, turkey. So, the most effective & right tool to reduce
the cost of garments production and compete with the global market is to increase production efficiency.

The production efficiency of a readymade garments industry focuses basically on the sewing efficiency as
the major cost and manhour involved in the sewing section. The Square Denims Ltd [ Garments Unit]
started its journey in 2021 though it started its pilot project in 2017.

The 100 % efficiency of any labor-intensive industry, i.e., the Garments Industry is never possible. Because
its production depends on individual performance & skill. The garments production system is mainly the
assembly production system. A team/ group of people sitting in a line/ row to assemble different parts of a
garment. That is why the efficiency of a garment is mainly group efficiency. There are lots of external &
internal factors related to production efficiency. The objective of this internship is to find out the key
factors that trigger production efficiency to a greater extent.

Some specific objectives of this study are mentioned below.

a) To identify the major factors that affect the production efficiency of Square Denims Ltd
[Garments Unit]
b) To identify and study the impacts of these factors on the production efficiency
c) Based on the study and data analysis, providing several recommendations to reduce the adverse
impacts on production efficiency.

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1.2 Methodology

Various tools and techniques have been used to find out the factors of production efficiency within this
short period for this internship program. Some methodologies are discussed below.

a. Focus Group Study: Two meetings were arranged with the concern departments i.e.,
Industrial Engineering, operation, Production, Quality, Planning, HR & Administration &
Maintenance department to identify the main factors for production efficiency of Square
Denims Ltd [ Garments Unit]
b. Historical Data Collection: The historical data have been collected from the concerned
department. The production-related, operation breakdown & line efficiency data have been
collected from the Industrial Engineering & work-study and worker Absenteeism and worker
migration data connected from the HR & Administration department.
c. Data Analysis: The collected data have been analyzed and scrutinized to correlate with
production efficiency and its improvement.

1.3 Learning from this internship program

I have learned enormous things about the garments manufacturing process and the importance of each
activity through this internship program. After graduation with a civil engineering background from BUET,
I have done lots of industrial projects (RMG projects) and become a project management specialist. But I
had a keen interest to learn the manufacturing process, especially the garments manufacturing process as
my carrier started with a garments infrastructure project. . This internship helps me a lot.

The key learning may be summarized as below

o Importance of internal & external communication and relationship

o How to tackle the difficult situation and take instant decisions based on knowledge & experience
o Importance of time management, just imagine delay to decide by one minute has an impact of total
60-65 minutes delays in a production line.
o Importance of quality management system, the example is cutting is done with a wrong pattern just
for one Hr., it will produce minimum 500 pcs garments wrong cutting.
o Chain impact of the manufacturing industry.

The team of Square Denims Ltd [ garment unit] enormously helps me. The only challenge I have faced is
time management.

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1.4 Company Overview

The Square Denims Ltd [Garments Unit] is one of the sister concerns of the Square group under the Square
textile division. The Square textile division has other business units i.e knitting & dying, denim fabrics unit,
spinning unit, oven fabrics unit, yarn unit. As a part of business expansion, establishing the forward linkage,
and capturing the global denim market the Square denims garments unit started its journey in 2017 with
denim garments with a pilot denim garments project at Valuka, Mymensingh with only six production lines.
Bangladesh is the third denim garments exporter followed by China & Mexico.

In 2020 the pilot project shifted to the main campus comprises about 87 bigha properties with its
production, washing & large ETP. The project value is around 700 million USD. The total built area of this
new facility is around 10 lacs square feet. The total production line will be 60 lines targeting 2.7 Million
denim garments per month. The new facility is fully compliant with the buyer requirement, local laws,
RSC/Nirapon, and other international standards.

At present, it has 20 production lines in operation and a monthly average production capacity of around is
five lacs pieces of denim garment. By the year 2023, the factory will be able to operate all the 60 production
lines.

Since the Square Denims Ltd. [ Garments unit] is a newly established factory, they are facing some
challenges with production efficiency. The main focus of this study is to find out the hindrance of the
production efficiency, mainly the sewing production efficiency.

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 2. Literature review:

In the Readymade garments industry industrial engineering, production & operation uses several terms in
their daily production process and execution of customer order. Some of them are explained below.

2.1 Production Efficiency:

In the general case, the production efficiency is the ratio of output and input but in the garments, the industry
is the production efficiency is calculated as the ratio of total Produced minutes of line and cumulatively
spent operator working time in the minute of all operator. The following formulae are used to calculate the
production efficiency of a Ready-made garments industry. [Prasanta Sarkar,23 Sept. 2011]

Total produced minute = Total production of a production line X Standard Minute Value (SMV)

2.2: Standard Minutes Value (SMV).

it’s the standard allocated time for an operation or full garments with all allowance. SMV of Garments can
be calculated through GSD (General Sewing Data) data with help of GSD software or through the time
study method.

As unavailability of GSD software, in our factory, the SMV is calculated through the time study method.
In this method, a basic time of a process is measured with a stopwatch. [Prasanta Sarkar,03 Feb. 2011]

Basic time= Average cycle time of five operations X Operator Rating (80 % Considered)

SMV= Basic time+ 10 % Bundle allowance +20 % Machine & Personal Allowance

The capacity per Hour Production= 60/ SMV

2.3 Non-Productive Time (NPT)

Non-Productive Time (NPT) of a garments industry is the time spent by an operator without producing any
garment during the working hour due to some internal or external issue. The issues can be a power failure,
Machine problems, delay of raw material, cutting delay, etc. if in an assembly line has 60 operators and
production is held up for 5 minutes due to any reason the total NPT will be 5x60=300 minutes. [Prasanta
Sarkar, 16 Jan. 2013]

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Total NPT= Total unproductive time X No of the operator.

3. The Main Factors Behind the Production Efficiency

This is a newly established factory and the average production is comparatively less compared to the similar
industry in the company. The main objective of this study is to find out the main reasons affecting the
production efficiency of Square Denims Ltd [ Garments Unit].

Based on the focus group, historical data analysis the below factors have been identified as the key factors
affecting the production efficiency of our Square Denims Ltd [ Garments Unit]

1. Production Line Balancing

2. Non-Productive Time (NPT).
a. Machine Breakdown
b. Material supply issue
c. Input Delay
d. Quality fault/ alternation & Modification
e. Utility/Power failure.
f. Management issue
3. Low volume order quantity.
4. Shortage of skill labor
5. Worker Absenteeism & migration
6. Monthly salary package and absence of performance bonus.

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3.1 Production Line Balancing:

Garments line production is an assembly-type production system. Every production line is consisting of 60
to 65 different types of machines with individual operators depending on the style and design of the denim
garments product. The Industrial Engineering department breaks down each of the garments into several
processes/operations and is distributed in different work stations in an assembly line to complete the whole
garment. The pocketing part consists of three to four processes is done in the central processing unit (CPU)
by a semi-automated machine.

Since the Garments industry uses an assembly line production system, the most challenging task is to
balance the distribution of the work into different operators for smooth flow and reduce the bottom neck
and idle time. The different process has different standard minute value (SMV).

It is impossible to balance the whole process among the whole operator at 100 % efficiency as the different
operator has a different skill level, fatigue history, and different mindset.

For this study, a line selected a line balancing data for a specific style and customer is collected from the
IE & Work study department for a production line no:06.

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Page | 7
 KNEE MARK AT BACK PART 240
BACK POCKET ROLLING 400
BACK POCKET AROUND OVERLOCK 250
BACK YOKE JOIN 200
BACK RISE JOIN 240
LABEL ATTACH AT BACK 300
BACK OPENING MARK 240
SIDE EDGE OVERLOCK 160
BACK POKCET BARTACK W REINFORCEMENT 200
COIN POCKET ROLLING 300
COIN POCKET IRON 300
COIN POCKET ATTACH W/LEASER LIGHT 214
FACING ATTACH 200
POCKET BAG OVERLOCK 250
WASH TACK 300
POCKET BAG TURN & T/S 201
KNEE MARK AT FRONT PART 240
SINGLE FLY D. FLY OVERLOCK 240
FRONT RISE & FACING OVERLOCK 200
SINGLE ATTACH & TOP STITCH 200
ZIPPER ATTACH 300
J STITCH 250
FRONT POCKET ATTACH 300
FRONT POCKET MOUTH ROLLING 300
POCKET SIDE & WAIST TACK 240
DOUBLE FLY ATTACH & TOP STITCH 267
HIGH CLOSE 200
HIGH CLOSE DECO STITCH 250
SIDE EDGE OVERLOCK 320
LABEL ATTACH WITH POLY 240
INSEAM BY FOLDER 218
T A RG E T CA P AC I T Y : 2 0 0 P C S / H R

SIDE SEAM BY SN 240

CORD STTICH ATTACH 300
SHARING STITCH 214
BODY TURN & MATCH 200
different processes to make a complete garment. The raw data is attached in the appendix.

WAIST BAND MARK 240

B A R C H A RT F O R DI F F E R E NT P R O CE S S C AP A CI T Y

WAIST BAND ATTACH 240

MOUTH CUT & OPEN STITCH 240
WAIST BAND MOUTH CLOSE (IN) 201
WAIST BAND MOUTH CLOSE (TOP) 300
LABEL ATTACH 200
these processes will be the wastage due to line balancing issues that will reduce the production efficiency.

240
The target production capacity is 200 pcs/hr. from the data analysis table, it can be observed that out of 44
hour productivity is calculated. The manpower and machine allocated for each operation. There are 44

processes 33 processes highlighted in the table have more than 200 pcs capacity. The excess capacity of
The SMV of each process has been calculated through the time study method and based on the SMV, per

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LOOP ATTACH
POINT BARTACK 267
BOTTOM HEM 240
The total produced minutes as per target capacity= 3630 Minutes

The cumulative excess minute time for 33 excess capacity process is= 671.53 minutes

The efficiency loss due to the line balancing = (671.53*100 /3630)

=18.45 %

It can be concluded that 18.45 % efficiency will be lost due to effective production line balancing. Though
it is not practically possible to make a 100 % balanced assembly line. But the industrial engineering/ process
engineering department should work on it.

3.1.1 Finding & Recommendation on line balancing

1. In the SMV calculation of all process, the operator efficiency is considered 80 % but the different
operator has different skill level. So, it suggested to consider the worker efficiency level according
to their grade and practical skill. That will yield a more reliable SMV and will make the line
balancing easier.
2. If the individual skill level is set out, it will be easier to allocate the manpower/operator per
assembly line requirement. For example, in the 6 no’s process “Lebel attach at back” the capacity
is 300 pcs / hr. which is more than the target capacity (200 pcs/hr.) so bottleneck operation can be
distributed to this operator.
3. At present the operators for a production line are fixed, in random cases, they are exchanged with
other lines. For effective line balancing sometimes it is recommended to shuffle their work station
with other lines according to the desired efficiency demand.
4. Process breakdown should do such a way that the SMV difference is minimum.

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 3.2. Non-Productive Time (NPT)

The NPT is the production downtown for various reasons. The non-productive time (NPT) is one of the
major factors that have a direct impact on the production efficiency of a garments industry. The factory
industrial engineering & work-study department calculates the NPT in the sewing line and takes
acknowledgment from the respective department. For this internship program, historical data have been
collected from the IE & Work study department. The data are analyzed to correlate with the different
parament i.e., impact on production efficiency, frequency of the repetitive problem, response time to solve
the problem. There are several reasons identified for non-productive time. All the possible reasons are
grouped into six different broader groups for the ease of data analysis and data synchronizing.

S/L Reason Reason Details Remarks

Cutting delay
Embroidery Supply Delay
1 Input Delay
Fusing Delay
Print Panel Supply Delay
Sewing Machine Breakdown
CPU M/C Breakdown
2 Machine Breakdown
Auto Cutter Breakdown
Snap Botton M/C Breakdown
Low-Quality Accessories
Wrong Thread used
Cutting Mistake
3 Quality fault Pattern Mistake
Fabrics Defects
Defective Production
Wash Defect
Accessories Delay
Fabrics Delay
4 Raw Material Supply Delay
Thread sewing delay

Power failure
5 Utility/ Power failure
Steam problem

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 Compressed air problem
Approval Delay
Sudden decision Change
6 Management issue Lack of monitoring & follow-up
Instant Plan Change
Decision Delay

The last five months' NPT data were collected and after analysis, the following table is formulated.

Total NPT Total Production time Estimated

Months Production Line
Min Min. Efficiency Loss
Oct-21 398,160.0 13 13942500 2.86%

Nov-21 483,189.0 14 15015000 3.22%

Dec-21 383,700.0 16 17160000 2.24%
Jan-22 220,826.0 16 15600000 1.42%
Feb-22 253,181.0 17 16575000 1.53%

Estimated Efficiency Loss due to NPT

3.50% 3.22% y = -0.0001x + 6.4791
3.00% 2.86% R² = 0.7855

2.50% 2.24%

2.00%
1.42% 1.53%
1.50%

1.00%

0.50%

0.00%
Oct-21 Nov-21 Dec-21 Jan-22 Feb-22

Estimated Efficiency Loss Linear (Estimated Efficiency Loss)

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On average production hours of oct-21, nov-21 and dec.-21 were 11 hrs. and 10 hrs. for the months of Jan-
22 & Feb-22. and the average manpower of each production line was 65. The efficiency loss due to NPT is
calculated by the ratio of total NPT of a month and the total production time available for that month. The
average efficiency loss due to NPT is more than 2%. Which is very significate for the manufacturing
industry like the Garments industry. The Maximum efficiency loss was in Nov-21, 3.22 %, and the
minimum loss was in Jan-22, 1.42 %.

From the trend analysis, the NPT is downward which is Definity a good sign of the factory but still, the
NPT is high. A details root cause analysis for each reason should be performed to find out the actual reason
to minimize the problems and subsequently to reduce the total NPT for the factory.

The above efficiency loss is for the cumulative of six reasons behind the high NPT of Square Denims Ltd
[ Garments Unit]. The individual contribution of six reasons has been analyzed to find out the improvement
or overcome area.

3.2.1. The Input delays

The input delays to the production line are mainly due to the cutting delay and input delays are the major
contribution of total NPT for Square Denims Ltd [ Garments Unit].

Summary of Input Delay impact on NPT

Avg.
No of Total
No of Response Avg. NPT Estimated
Total NPT Affected Frequ- avail
Months Prod. /Recover per event Efficiency
Min work ency Production
Line Time (Min) Loss
station Min.
(Min)
Oct-21 154,500.0 439 13 16 180 13942500 9,656 1.11%
Nov-21 77,580.0 217 14 9 308 15015000 8,620 0.52%
Dec-21 203,580.0 596 16 13 323 17160000 15,660 1.19%
Jan-22 100,440.0 318 16 9 310 15600000 11,160 0.64%
Feb-22 80,760.0 272 17 10 282 16575000 8,076 0.49%

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 Estimated Efficiency Loss Due to Avg. NPT Per Event of input delay
Input Delay (Min)
y = -4E-05x + 1.6381
1.50% R² = 0.2832 20,000
1.11% 1.19% 15,660
1.00% 15,000 11,160
0.64% 9,656 8,620
0.52% 0.49% 10,000 8,076
0.50%
5,000
0.00% -
Oct-21 Nov-21 Dec-21 Jan-22 Feb-22 Oct-21 Nov-21 Dec-21 Jan-22 Feb-22

The maximum efficiency loss is 1.19 % for the input delay and the average loss for the last five months is
0.80 %. If this problem can be properly handled the factory can reduce the NPT for the input delay to the
nearest zero and that will increase the overall production efficiency.

The graph of avg NPT per event of input delay demonstrated the impact of NPT by input delay. Just a single
time of input delay 15660 min/261 hr produced hr is wasted. It has a huge impact on production efficiency.

Monthwise Frequency of Input Delay Avg. Response/Recover Time (Min)

20 350 308 323 310
16 300 282
15 13 250
10 200 180
10 9 9
150
5 100
50
0 0
Oct-21 Nov-21 Dec-21 Jan-22 Feb-22 Oct-21 Nov-21 Dec-21 Jan-22 Feb-22

The frequency of input delay is very high. The average input delay per month is 11 events which are too
high.

The response time/ recover time is 280 min./ 4.67 hr. which is very high.

The Square Denims Ltd [ Garments unit] team especially the cutting manager should focus on this issue to
reduce the frequency and recover time to increase the production efficiency.

The good thing is, the NPT for the input delay has trended downward in recent months. However, still, the
values are so high. The management should take proper steps to reduce the occurrence of input delay nearest
to zero.

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 3.2.2. Machine Breakdown

The Square Denims garments unit started its production on May 21. Most of the machine & equipment is
fresh and brand new. Still, the downtime for the machine breakdown is high and it reduces the production
efficiency.

Summary of Machine Breakdown impact on NPT

Avg.
No of Total Avg.
Nos of Response Estimated
Total NPT Affected Frequ- avail NPT Per
Months Prod. /Recover Efficiency
Min work ency Production event
Line Time Loss
station Min. (Min)
(Min)
Oct-21 110,880.0 571 13 53 121 13942500 2,092 0.80%
Nov-21 58,524.0 477 14 34 112 15015000 1,721 0.39%
Dec-21 62,700.0 596 16 23 136 17160000 2,726 0.37%
Jan-22 78,386.0 477 16 32 183 15600000 2,450 0.50%
Feb-22 22,721.0 180 17 18 108 16575000 1,262 0.14%

Estimated Efficiency Loss Due to

M/C Breakdown Avg. NPT Per Event of M/C Breakdown
(Min)
0.90% 0.80%
y = -4E-05x + 1.7527 3,000 2,726
0.80%
R² = 0.6318 2,450
0.70% 2,500
2,092
0.60% 0.50% 2,000 1,721
0.50%
0.39% 0.37% 1,262
0.40% 1,500
0.30% 1,000
0.20% 0.14%
500
0.10%
0.00% -
Oct-21 Nov-21 Dec-21 Jan-22 Feb-22 Oct-21 Nov-21 Dec-21 Jan-22 Feb-22

From the Analysis the average estimated efficiency loss due to machine breakdown is 0.45 % for the last
five months. Though it seems less in the manufacturing industry like the garments industry it has a huge
impact on business and financial points of view.

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The Average NPT for each Machine breakdown event is 2050 minutes/ 34 hr. that means if machine
breakdown occurs it will generate 2050 minutes of nonproductive time.

Monthwise Frequency of M/C Avg. Response/Recover Time (Min)

Breakdown 200 183
60 53
150 136
50 121
112 108
40 34 32
100
30 23
18
20 50
10
0 0
Oct-21 Nov-21 Dec-21 Jan-22 Feb-22 Oct-21 Nov-21 Dec-21 Jan-22 Feb-22

The monthly frequency of machine breakdown is 32. That means on average monthly 32-time production
downtime occurs due to huge machine breakdown. It is may not be possible to avoid machine breakdown
as there are thousands of machines but we need to minimize the frequency of machine breakdown to
increase the production efficiency.

The average response/recover time for each machine breakdown event is 132 minutes/ 2.2 hrs which is a
long time. The recovery time needs to minimize to reduce the impact on production efficiency.

Different strategies can be taken to reduce the frequency & recovery time of machine breakdown. Some
preventive measures can be taken

- Should make a plan for an effective routine maintenance plan.

- Proper maintaining of safety stock of regular spare parts items
- Proper training & development of technicians to form a good team.

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 3.2.3. Quality Fault

The defective production and quality fault issue not only has a direct impact on the production efficiency it
also has other impacts on financial cost, brand image to the customer and raise the question of quality
management system & people's skill level and generate unnecessary wastage.

The non-productive time (NPT) due to quality issue for the last five months have been summarized below

Summary of Quality fault impact on NPT

Avg.
No of Total Avg.
Nos of Response Estimated
Total NPT Affected Frequ- avail NPT Per
Months Prod. /Recover Efficiency
Min work ency Production event
Line Time Loss
station Min. (Min)
(Min)
Oct-21 41,100.0 111 13 6 310 13942500 6,850 0.29%
Nov-21 105,840.0 295 14 11 295 15015000 9,622 0.70%
Dec-21 6,000.0 30 16 30 220 17160000 200 0.03%
Jan-22 8,880.0 49 16 49 168 15600000 181 0.06%
Feb-22 60,300.0 215 17 5 216 16575000 12,060 0.36%

Estimated Efficiency Loss due to Quality Avg. NPT Per Event of Quality Fault
fault (Min)
0.80% 0.70% R² = 0.0846 15,000
12,060
0.60% 9,622
10,000
0.36% 6,850
0.40% 0.29%
5,000
0.20% 0.06%
0.03% 200 181
0.00% -
Oct-21 Nov-21 Dec-21 Jan-22 Feb-22 Oct-21 Nov-21 Dec-21 Jan-22 Feb-22

From the analysis and graph, The Square R-value (0.0846) <<1 so it can be concluded the issue of quality
fault is an isolated event. It is difficult to correlate progressively. But it has been observed the quality fault
impacts the production efficiency. Some quality fault has more impact some have less.

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 Avg. Response/Recover Time (Min)
Monthwise Frequency of Quality fault
400
60 49 310 295
300
40 220 216
30 168
200
20 11 100
6 5
0 0
Oct-21 Nov-21 Dec-21 Jan-22 Feb-22 Oct-21 Nov-21 Dec-21 Jan-22 Feb-22

The average response/ recover time of quality fault issues does not depend greatly on the weather issue are
small or big. The average response/recover time is 241 Min/4.0 hrs . which should be minimized to reduce
the adverse impacts on the production efficiency.

As mentioned earlier quality issue does not hamper production efficiency but also it has other impacts. So
it is recommended to introduce the Total Quality Management (TQM) system to cut down the quality issue
and alternation & modification work.

3.2.4. Raw Material Supply Delay

The raw material of the garments industry mainly the fabrics & Garments accessories i.e buttons, zipper,
Lebel, sewing threads, etc. The most important part is the proper estimation of material consumption.
Mistakes in material consumption yielded material supply delay, short shipment, inventory buildup, and
waste generation. Major parts of raw materials are imported. Delay in procurement, delay booking and
some other external factors i.e approval delay from customer end, market availability, supplier monopoly,
and sea transportation problem are contributing to the material supply delay.

The last five months' NPT data for the raw material delay are summarized below.

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 Summary of Raw Material supply delay impact on NPT
Avg. Avg.
No of
Total Response Total avail NPT Estimated
Affected Nos of Frequ-
Months NPT /Recover Production Per Efficiency
work Prod. Line ency
Min Time Min. event Loss
station
(Min) (Min)

Oct-21 19,800.0 66 2 310 13942500 0.14%

13 9,900

Nov-21 150,240.0 392 12 295 15015000 1.00%

14 12,520

Dec-21 71,400.0 30 8 220 17160000 0.42%

16 8,925

Jan-22 24,120.0 67 49 168 15600000 0.15%

16 492

Feb-22 5,120.0 20 1 216 16575000 0.03%

17 5,120

Estimated Efficiency Loss due to raw Avg. NPT Per Event of raw material
material supply delay supply delay (Min)
1.20% 1.00% 15,000 12,520
1.00%
9,900
0.80% 10,000 8,925
0.60% 0.42% 5,120
0.40% 5,000
0.14% 0.15%
0.20% 0.03% 492
0.00% -
Oct-21 Nov-21 Dec-21 Jan-22 Feb-22 Oct-21 Nov-21 Dec-21 Jan-22 Feb-22

Page | 18
 Monthwise Frequency of Raw Avg. Response/Recover Time (Min)
material supply delay
350 310
60 295
49 300
50 250 220 216
40 200 168
30 150
20 12 100
8
10 2 50
1
0 0
Oct-21 Nov-21 Dec-21 Jan-22 Feb-22 Oct-21 Nov-21 Dec-21 Jan-22 Feb-22

The impact of raw material supply delay on production efficiency is declining. The team related to this
issue has a positive comeback after nov-21. In Nov-21 the average efficiency loss due to raw material
supply delay was 1.0% but in Feb-21 efficiency loss was 0.03% which is remarkable after so many
difficulties in COVID-19 and volatile market situation. However, the average response/recovery time
should be reduced. The average recovery time is 241 min/4.0hrs which is a big challenge.

3.2.5. Utility & Power Crisis

The utility shortage and power crisis have a direct impact on production efficiency. it should be an
accidental factor but the last 5-month analysis reveals that it is the consistency of this problem though in
dec-21 and Jan-22 the NPT due to was zero.

Summary of Utility & Power crisis in NPT

Avg. Avg.
No of
Total Response Total avail NPT Estimated
Affected Nos of Frequ-
Months NPT /Recover Production Per Efficiency
work Prod. Line ency
Min Time Min. event Loss
station
(Min) (Min)
Oct-21 38,400.0 56 13 1 180 13942500 38,400 0.28%
Nov-21 46,905.0 982 14 29 295 15015000 1,617 0.31%
Dec-21 - 0 16 0 0 17160000 - 0.00%
Jan-22 - 0 16 0 0 15600000 - 0.00%
Feb-22 49,200.0 410 17 21 216 16575000 2,343 0.30%

Page | 19
 Estimated Efficiency Loss due to Avg. NPT Per Event of Utility &
Utility & power crisis power (Min)
0.35% 0.31% 50,000
0.30%
0.30% 0.28% 38,400
40,000
0.25%
0.20% 30,000
0.15% 20,000
0.10%
10,000
0.05% 0.00% 0.00% 1,617 - - 2,343
0.00% -
Oct-21 Nov-21 Dec-21 Jan-22 Feb-22 Oct-21 Nov-21 Dec-21 Jan-22 Feb-22

The frequency in November -21 was 29 times! and that month efficiency loss was high at 0.31 %. The
concerned team took initiative to mitigate the problem that’s why in dec-21 & Jan-22 the efficiency loss
was zero. But the problems again show up in Feb-22. Again, on Feb-22, The utility and power crisis problem
occurred 21 times. Maybe they took a temporary solution in Nov-21.

The Concern team and management should address this issue properly for a sustainable solution. They can
take some preventive measures to recurrence the problem subsequently to reduce the impact on production
efficiency.

Monthwise Frequency of Utility &

power crisis Avg. Response/Recover Time (Min)
40 400
29 295
30 300
21 216
180
20 200

10 100
1 0 0 0 0
0 0
Oct-21 Nov-21 Dec-21 Jan-22 Feb-22 Oct-21 Nov-21 Dec-21 Jan-22 Feb-22

Page | 20
 3.2.6. Management Issue

The NPT generates from management issues mainly for the approval delay, decision pending, sudden style
changeover, sudden change in design, decision pending in the execution process. The impact of these delays
hit the production efficiency resulting in financial loss of the company. In some of the cases, the customer
end influences the management to change in design and style.

Here is the summary of the last five months regarding the NPT due to management issues.

Summary of Management issue impacts on NPT

Avg.
No of Avg.
Respons Total
Total Affecte NPT Estimated
Nos of Frequ- e avail
Months NPT d Per Efficienc
Prod. Line ency /Recover Production
Min work event y Loss
Time Min.
station (Min)
(Min)

Oct-21 89 2 930 13942500 0.24%

33,480.0 13 16,740

Nov-21 250 11 199 15015000 0.29%

44,100.0 14 4,009

Dec-21 146 7 283 17160000 0.23%

40,020.0 16 5,717

Jan-22 30 1 300 17160000 0.05%

9,000.0 16 9,000

Feb-22 125 8 278 16575000 0.24%

40,200.0 17 5,025

Page | 21
 Estimated Efficiency Loss due to Avg. NPT Per Event of Management
Management issue issue
0.35% 20,000
0.29% 16,740
0.30%
0.24% 0.23% 0.24%
0.25% 15,000
0.20% 9,000
10,000
0.15% 5,717
4,009 5,025
0.10% 0.05% 5,000
0.05%
0.00% -
Oct-21 Nov-21 Dec-21 Jan-22 Feb-22 Oct-21 Nov-21 Dec-21 Jan-22 Feb-22

Monthwise Frequency of Management

Avg. Response/Recover Time (Min)
issue
1000 930
12 11
900
10 800
8 700
8 7 600
6 500
400 300
283 278
4 300 199
2 200
2 1
100
0 0
Oct-21 Nov-21 Dec-21 Jan-22 Feb-22 Oct-21 Nov-21 Dec-21 Jan-22 Feb-22

Management should aware of its impact on the production efficiency and take proper steps to minimize the
occurrence by

- building smooth coordination with the all relevant stake-holder

- ensure the all-necessary approval before starting the production
- should maintain an SOP to avoid unnecessary delay of decision making.

Page | 22
 3.3. Low Volume in order Quantity

The volume of order quantity also has an impact on production efficiency. In the low quantity of order, the
execution is ended without reaching its maximum & stable efficiency. lots of changeovers are needed but
in a high volume of the order, these are at a minimal level. Since the Square Denims Ltd [ Garments unit]
is a newly established factory and under operation is less than a year, the company is suffering a lot from
this problem.

For this study, some low order quantity production data is collected and analyzed to see the performance
of a low volume of orders. Two orders one with regular SMV and the other is high SMV in line no 6 and
line no 07 taken for analysis to observe the impact of low volume order quantity.

Order- 1 (Basic Style Garments)

Buyer no: DKNY, Total order quantity: 9000 pcs.

The allocated line: line 06, total production days 8 days.

The daily production data is summarized in the below table.

Productivity Analysis
Style: TJ MORIS-
Buyer TJ Morris 50060 Order Quanity 9000 pcs

Production Quantity Operating SMV

Days Date Prod./Hr Remarks
Line pcs Hrs Min

Day-1 27-Jan-22 LINE-06 900 10 hrs 90 Start ( Lowest )

Day-2 29-Jan-22 LINE-06 1050 10 hrs 105 Productivity increasing
Day-3 30-Jan-22 LINE-06 1200 10 hrs 120 Productivity increasing
Day-4 31-Jan-22 LINE-06 1100 10 hrs 110 Productivity decreasing
19.33
Day-5 1-Feb-22 LINE-06 1100 10 hrs 110 Productivity decreasing
Day-6 2-Feb-22 LINE-06 1215 10 hrs 121.5 Productivity increasing
Day-7 3-Feb-22 LINE-06 1201 10 hrs 120.1 Productivity increasing
Day-8 5-Feb-22 LINE-06 1251 10 hrs 125.1 Highest, complete
Total 9017

The SMV of these garments is 19.33 minutes as the SMV is low which means it’s a basic garment with a
basic style.

Page | 23
On day-1 the productivity is lowest and after day-6 productivity is medium. The time of day-1 & Day-6
is the learning & adjustment time for this specific style of garments.

On day -8 the productivity reached the maximum of 125 pcs/hr but unfortunately the order volume was
completed and a new style for the new order was processed. If an order is closed before it reaches the
stable and optimum capacity in the line, the production efficiency will befall.

Productivity Vs Days of Production [ Order-1]

190

170

150
121.5 125.1
130 120 120.1
110 110
105
110
90
90

70

50

30
Production Days

Day-1

Day-2

Day-3

Day-4

Day-5

Day-6

Day-7

Day-8

From the graph, we can see the order was closed without getting its maximum efficiency resulting in the
loss of average efficiency.

Page | 24
Order:2 (Critical Style Garments)

The buyer: DKNY, Style: MS25043

Order Quantity: 9848 pcs

SMV: 27.84 Minutes. The high SMV value indicates the critical style ( fancy item) and average
production per hr is comparatively low.

The allocated line: line no: 07, Total production days is 13 days. The 13 th day is the adjustment of the
remaining quantity. From the data presented below

Lowest production at Day-1= 51.7 pcs/ hr

Highest production at day 12= 90 pcs/hr. when the productivity reached its maximum capacity the order
volume was closed so the factory did not get the maximum efficiency.

Medium productivity started from day-6, so day 1 to day-5 is the learning and adjustment period.

Productivity Analysis
Buyer DKNY Style: MS25043 Order Quanity 9848 pcs
Production Quantity Operating SMV
Days Date Prod./Hr Remarks
Line pcs Hrs Min

Day-1 30-Jan-22 LINE-07 517 10 hrs 51. Start

Day-2 31-Jan-22 LINE-07 550 10 hrs 55 Productivity increasing

Day-3 1-Feb-22 LINE-07 750 10 hrs 75 Productivity increasing
Day-4 2-Feb-22 LINE-07 815 10 hrs 81.5 Productivity decreasing
Day-5 3-Feb-22 LINE-07 820 10 hrs 82 Productivity decreasing
Day-6 5-Feb-22 LINE-07 850 10 hrs 85 Productivity increasing
27.84
Day-7 6-Feb-22 LINE-07 850 10 hrs 85 Productivity same
Day-8 7-Feb-22 LINE-07 850 10 hrs 85 Productivity same
Day-9 8-Feb-22 LINE-07 850 10 hrs 85 Productivity same
Day-10 9-Feb-22 LINE-07 850 10 hrs 85 Productivity same
Day-11 10-Feb-22 LINE-07 850 10 hrs 85 Productivity same
Day-12 12-Feb-22 LINE-07 900 10 hrs 90 Productivity increasing
Day-13 13-Feb-22 LINE-07 415 Quantity Balancing
Total 9867

Page | 25
 Productivity Vs Days of Production [ Order-2]
100

R² = 0.6424
90 90
85 85 85 85 85 85
81.5 82
80
75
70

60
55
51.7
50

40
Day-1

Day-2

Day-3

Day-4

Day-5

Day-6

Day-7

Day-8

Day-9

Day-10

Day-11

Day-12
For this critical style, day -1 to Day-6 is the learning curve, and the order was closed without reaching the
maximum capacity subsequently loss of production efficiency.

Based on the above data analysis it can be summarized that the factory is losing its efficiency for low
volume of order quantity.

But how much efficiency is losing?

To find out the answer to this question some data have been collected with their efficiency

S/N Buyer SO Style SMV Efficiency Order Qty Remarks

1 TJ Morris 40000297 50060 16.86 61% 10,008

Low Volume order<
2 DKNY 40000289 BS12DB222 19.33 67% 9000
10,000 pcs

3 IKKS 40000300 MS25043 27.84 53% 9848

1 DKNY 40000289 DK00DB100 17.2 71% 21,600

medium Volume
2 Riply 40000282 Dare Skinny 19.14 69% 42,336
order> 20,000 pcs
3 Kenith Cole 40000255 KU9C3 19.1 69% 102,600

Page | 26
 Comparison of Efficiency between low & medium volume order

75%

70% 71%
69% 69%
67%
65% Efficiency of
Low volume
60% 61%
Order

55% Efficieny of
53%
Medium
50%
Volume order
45%

40%
1 2 3

The minimum 2 % efficiency was less for the low volume order quantity compared with the efficiency of
medium volume order quantity. The factory should focus on the high volume of quantity to get the higher
efficiency. The high volume order quantity always not be possible due to the market situation & customer
demand but in this case, the factory should consider this lower efficiency while the pricing finalization.

Page | 27
 3.4. The shortage of skilled labor

The garments industry is a labor-intensive industry. the skilled labor shortage has a greater impact on
production efficiency.

Update 1st Feb 2022

Line CAPACITY Average

SL Operator OPERATION Target Efficiency%
No PER HR Efficiency
ID
1 649 6 Mouth close Top & In 80 70 88%
2 657 6 Back pocket attach 95 85 89%
3 700 6 Front pocket top stitch 128 110 86%
4 702 6 Back rise (Folder) 220 180 82%
6 784 6 High close (chapa) 254 180 71%
7 660 6 Loop Bartack 111 80 72%
8 670 Bottom Hem 120 100 83%
9 1023 6 J-stitch 333 250 75%
10 810 6 Side Join (SNLS) 70 65 93%
11 630 6 Bon pocket bag top stitch 80 58 72%
12 721 6 Bon pocket bag top stitch 80 58 72%
13 1061 6 Back pocket attach 95 68 72%
14 783 6 Coin pocket attach 214 154 72%
77%
15 920 6 Side top stitch(SN) 155 112 72%
Average
16 788 6 Loop attach with body 150 108 72%
Efficiency
17 719 6 Side top stitch(SN) 155 112 72%
19 805 6 Back pocket 2nd stitch 100 72 72%
20 1056 6 Front part O/L 104 75 72%
21 791 6 Side safety stitch 159 140 88%
22 746 6 Back pocket 2nd stitch 100 91 91%
23 748 6 Zipper attach with single fly 514 402 78%
24 832 6 Double fly attach 303 250 83%
25 547 6 High top stitch & decoration 146 110 75%
26 1079 6 Belt Join 80 60 75%
27 1047 6 Zipper attach with single fly 514 386 75%
28 1016 6 Welt pocket Top stitch (Lower) 120 90 75%
29 650 6 Waist belt attach (1 part) 130 98 75%
30 6440 6 Waist belt attach (2 part) 120 90 75%

Page | 28
 42
40
39
38
37
36
35
34
33
32
31
SL

10%
20%
30%
40%
50%
60%
70%
80%
90%
100%

0%
Mouth close Top & In 88%
ID

671
728
775
549
513
705
Back pocket attach 89%

1089
1103
1303
1052
Front pocket top stitch 86% 1063
Operator

Back rise (Folder) 82%

High close (chapa) 71%

6
6
6
6
6
6
6
6
6
6
6
No
Line

Loop Bartack 72%

Bottom Hem 83%
J-stitch 75%
Side Join (SNLS) 93%
Bon pocket bag top stitch 72%
Bon pocket bag top stitch 72%

Loop attach
Bottom Hem
Back pocket attach 72%
Side seam O/L
OPERATION

Coin pocket attach 72%

Side top stitch(SN)
Side top stitch(SN)

Side top stitch(SN) 72%

Mouth close Top & In

Loop attach with body 72%
Front pocket top stitch

Body Bartack (10 point)

Body Bartack (10 point)

Side top stitch(SN) 72% Waist belt attach (1 part)
Seam attach with pocketing

Back pocket 2nd stitch 72%

Front part O/L 72%
Side safety stitch 88%
Back pocket 2nd stitch 91%
Zipper attach with single fly 78%
80
130
140
150

120
155
155

133
128
100

133

Double fly attach 83%

Target

High top stitch & decoration 75%

Belt Join 75%
Zipper attach with single fly 75%

Operator Skill Level Graph for line 6

60
98
90
96
75

Welt pocket Top stitch (Lower) 75%

105
113

116
116

100

100

Waist belt attach (1 part) 75%

PER HR
CAPACITY

Waist belt attach (2 part) 75%

Side seam O/L 75%
Front pocket top stitch 75%
Seam attach with pocketing 75%
75%
75%

75%
75%
75%

75%
75%
75%
75%
75%

Side top stitch(SN) 75%

75%

Side top stitch(SN) 75%

Efficiency%

Body Bartack (10 point) 75%

Loop attach 75%
Bottom Hem 75%
Waist belt attach (1 part) 75%
Mouth close Top & In 75%
Body Bartack (10 point) 75%

Page | 29
In one of the lines of production ( line -06 ), the skill level of different operators varies largely. To see the
impact on production efficiency due to operation skill, the skill level of different processes of the different
operators of a line is analyzed. The efficiency of the worker was calculated based on actual production
and standard/ target production. The operator efficiency data is summarized above.

In the SMV calculation for standard time setup, its standard practice to consider the operator efficiency 80
%. So the expected operator efficiency is 80 %, falling of operator efficiency from 80 % will directly fall
of production efficiency.

we have found

The lowest efficiency is 71 %

The average efficiency is 77 %

As per SMV calculation the target efficiency is = 80 %

So the Gap between

target efficiency and lowest efficeicy is = 9 %

Target Efficiency and average efficiency is = 3 %

It is can be concluded that at least 3 % production efficiency being dropped at line no 7 due to operator
skill shortage.

3.5. Absenteeism & migration

In the garment manufacturing industry, the machine with operator acts a one set os, about 99 % machine
are manual machine and mostly production depends on the operator. The high volume of absenteeism (
Leave without notice ) and migration causes a great problem in assembly line balancing and subsequently

Page | 30
impacts production efficiency. The higher percentage of absenteeism & migration lower the efficiency and
higher production loss.

Monthly Turnover data

Total
Turn
SL Month Total Line
Over Remarks
No Name Manpower
(Sewing)
(Sewing)
1 Oct-21 2405 13 12.21%
2 Nov-21 2687 14 7.34%
3 Dec-21 2896 16 5.90%
4 Jan-22 3104 16 9.93%
5 Feb-22 3185 17 7.73%

Turn Over (Sewing)

14.00%
12.21%
12.00%
9.93%
10.00%

7.34% 7.73%
8.00%
5.90%
6.00%

4.00%

2.00%

0.00%
Oct-21 Nov-21 Dec-21 Jan-22 Feb-22

The turnover ratio in sewing in the last five months was high. In Jan-22 it was about 10 % which was
huge. The line balancing with this turnover is very much difficult. That will create an anomaly in the
production system and will reduce the production efficiency.

Page | 31
The factory management should find out the root cause analysis of this higher percentage of turnover rate
to get an effective and sustainable solution to minimize the impact of turnover on production efficiency.

3.6. Monthly fixed wages system & absence of performance bonus.

The salary system of our garments industry is fixed monthly salary with the overtime allowance.
Whatever the production he/she did, the salary of a worker is fixed. In this wages system, it's very
difficult to motivate the worker to do hard work and yield more production.

The piece rate may yield better productivity but most buyer compliance does not allow the piece rate. In
this case, the factory may consider the performance bonus based on the target achieved. That will be a
great tool to motivate the worker. When they will feel that they are getting paid according to their work/
effort it will motivate them to do more. I think that will act as fuel in the running fire.

4. Finding & Recommendation

Based on the analysis and observation we may conclude that

1. The major contribution (about 18 %) of production efficiency loss was due to line balancing. The
factory should focus on line balancing to increase production efficiency. each process SMV data
along with the worker efficiency should be properly analyzed before starting the production of an
order.
2. The high value of nonproductive time (NPT) contributes about avg 2.5 % efficiency loss. NTP is
mainly generated by input delays, M/C breakdown, raw material delays, quality fault, utility &
power failure, and management issues. It is very too tough to make zero efficiency loss due to
NPT but to minimize the loss factory should implement the root cause analysis and mitigation
system. The response time / resolving time for each issue is too high, it should be reduced to
minimize the impact on the production line.
3. The shortage of skilled manpower contributes to an average 3-5 % efficiency loss. The factory
has taken initiative to train the worker at a certain interval, I think that will have a positive impact
on the production line.

Page | 32
 4. The short volume of order (less than 10,000 pcs) should be avoided to reduce the efficiency loss,
on average 2-5 % efficiency loss happens due to short volume of order. If the business strategy is
to take more short quantity orders, then it is advised to consider the efficiency loss in the product
pricing.
5. The performance bonus/ incentive on excess production over target capacity would be an
effective tool to keep the worker motivated. They will feel “work more take more “

5. Conclusion:

The apparels industry is about 40 billion USD export-orientated business industry in Bangladesh. The profit
margin of this industry is decreasing due to various reasons i.e., highly competitive market, raw material
price rising, high infrastructure & power cost, overhead cost, etc. in this situation the increase of production
efficiency is the most demanding area to be the focus on for the survival of business in this country. In this
report, some factors are discussed related to production efficiency but other factors need to be explored and
do research to find out the root cause of these factors or difficulties to eliminate or reduce the impact on
production efficiency. The Square Denims Ltd [ garments unit] have taken some initiative i.e., worker
training, hiring of efficient people, reduce of excessive overtime to reduce the efficiency loss.

6. Reference:

 Md. N. Morshed & K. Saifujjaman Palash. Assembly Line Balancing to Improve Productivity using
Work Sharing Method in Apparel Industry. Global Journal of Researches in Engineering: G
Industrial Engineering Volume 14 Issue 3 Version 1.0 the Year 2014.
 Mahathir Mohammad Bappy Md. Abu Musa & Md. Farhad Hossain. Productivity Improvement
through Line Balancing - A Case Study in an Apparel Industry. Global scientific journal GSJ:
Volume 7, Issue 2, February 2019
 Dhanashree Rajput, Madhuri Kakde, Pranjali Chandurkar, P. P. Raichurkar. Enhancing Efficiency
and Productivity of Garment Industry by Using Different Techniques. International Journal on
Textile Engineering and Processes, Vol. 4 issue-1, Jan 2018.
 S. M Masum Alam, Md. Tipu Sultan. A Statistically Significant Analysis of Dynamic Effect of Non-
Production Time (NPT) on Apparel Manufacturing. Southeast University Journal of Textile
Engineering, Vol. 1, No. 2, July 2021

Page | 33
 PGS Dulari1, SMBL Suraweera2 , KADTD Kuruppu3, HBP Chathurangi . A Study of Factors
Affecting To the Sewing Employees Efficiency of Apparel Industry in Badulla District. International
Journal of Business Marketing and Management (IJBMM) Volume 5 Issue 9 September 2020,
 Statistical information retrieved from “https://www.textiletoday.com.bd/bangladeshi-denim-leads-
global-market-2020/”
 https://www.thedailystar.net/business/economy/industries/news/takeaways-2021-and-prospects-
2022-2931126
 Proshanto Sharkar “https://www.onlineclothingstudy.com/2013/01/what-is-non-productive-time-
npt-and-how.html “Jan-16, 2013.
 Proshanto Sharkar “https://www.onlineclothingstudy.com/2011/09/4-how-to-calculate-efficiency-
of.html “, Sep-23, 2011.

Page | 34