TABLE OF CONTENT

DECLARATION
ACKNOWLEDGEMENT
LIST OF TABLES
LIST OF FIGURES

CHAPTER ONE – INTRODUCTION

1.1 – Background of the Study

1.2 – Research Problem Identification

- Symptoms of the Problem

- Justification of the problem

- Defining Research Problem

1.3 – Research Question

1.4 – Objectives of the Study

1.5 – Significance of the Study

1.6 – Limitations of the study

1.7 – Chapter Outline

CHAPTER TWO – CRITICAL REVIEW OF LITERATURE

CHAPTER THREE – RESEARCH METHODOLOGY

3.1 – Conceptual Framework of the research

3.2 – Operationalization
3.3 – Research Design
-Sampling Design
-Population

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 -Sample Selection Procedure

-Sample Size
-Data collection methods and Techniques Used for Research Analysis

CHAPTER FOUR – DATA PRESENTATION AND ANALYSIS

CHAPTER FIVE – CONCLUSIONS AND RECOMMENDATION

5.1 – Summary of the Study

5.2 – Conclusion of the Study

5.3 – Recommendations

5.4 – Suggestion for Further Research

LIST OF REFERENCES

APPENDIX 1 – Minutes of the Mandatory supervisor’s Meeting

APPENDIX 2 – Ethics Application Form

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DECLARATION

This work is being submitted in partial fulfillment of the requirements for the degree of
Master of Business Administration and has not previously been accepted in substance for any
degree and is not being concurrently submitted in candidature for any degree.

Signed: Nuwangi Ekanayake

(Candidate) Date - 09/05/2021

SUPERVISOR’S DECLARATION STATEMENT

Student Name: E.M.C.Nuwangi Ekanayake

Supervisors’ Name: Niluka Samarakoon

I acknowledge that the above-named student has regularly attended the meeting, and actively
engaged in the dissertation supervision process.

Signed -Niluka Samarakoon

(Supervisor) Date - 09/05/2021

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ACKNOWLEDGEMENT
I would like to express my deep gratitude to Ms. Niluka Samarakoon my research supervisors,
for their patient guidance, enthusiastic encouragement and useful critiques of this research work,
and for her advice and assistance in keeping my progress on schedule. My grateful thanks are
also extended to Mr. Prabu Premkumar for his help in doing the meteorological data analysis, to
Ms. Shyamila Karunarathne, who helped me by given guidelines from start to end,
I would also like to extend my thanks to the Crystal Martin IE department and Technical
department for their help in offering me the resources in running the program.
Finally, I wish to thank my parents for their support and encouragement throughout my study.

LIST OF TABLES
Table 01 : Standard Operation Procedure of Crystal Martin QCO report
Table 02 : Average Efficiency details of 1st 33 days against KPI 2020
Table 03 : Incentive Scheme of Crystal Martin 2020
Table 04 : Critical Path analysis Crystal Martin QCO report 2020

LIST OF FIGURES
Figure 01 : Crystal Analysis of Product types
Figure 02 : Crystal Martin Ceylon Performance 2020
Figure 03 : Bucket loss analysis Crystal Martin QCO report 2020
Figure 04 : QCO details of Selected teams 2020

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CHAPTER ONE - INTRODUCTION
1.1 BACKGROUND OF STUDY
1.1.1 OVERVIEW
The worldwide textile and apparel sector has witnessed significant changes in recent years. The
apparel sector, as well as businesses in underdeveloped countries, are always on the lookout for
low-cost attire. The apparel and fashion industries have shifted the concentration of consumption
centers in other developing countries throughout the world, such as the United States and
Europe. The textile sector has changed dramatically. Global garment supply has increased
significantly in the textile industry. Sri Lanka is one of the few Asian countries that have
completely erased its share of world exports by creating huge, well-established garment
industries and shifting production to lower-cost Asian countries.

The garment industry, which has played a significant role in the Sri Lankan economy over the
previous three decades, has demonstrated constant growth. Manufacturers on the island have
progressed beyond a traditional Low-Income, Cost-Effective competitive production model to
provide innovative solutions to the industry's increasingly diverse global needs, contributing
competence in areas such as imagination, research and development, and innovation. As a result
of this expansion, Sri Lanka has become a regional clothing center.

Sri Lanka provides clothing for the entire world, redefines industry boundaries, and connects
global powerhouse brands. Sportswear, lingerie, loungewear, bridal wear, work wear, swimwear,
and children's clothing are among the apparel categories. Sri Lankan garment producers and
suppliers have a solid reputation for ethical production around the world. Sri Lankan apparel has
progressed from conventional exports and tailoring designs to sophisticated solutions, creativity,
and experience in BPO services, fashion, research, and development, and innovation centers. The
country exports more clothes per capita than any other exporting country in the area. (EDB,
2021)

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1.2 PROBLEM IDENTIFICATION

Crystal Group of Company

Crystal Martin, a global garment manufacturer, was founded in Hong Kong by Mr. and Mrs.
Kenneth Lo in 1970. It is the world's largest garment maker in terms of volume. In addition,
revenues totaled $2.4 billion. Customers of 7/10 major top-brand fashion companies with over
70000 employees across the world. Six big industrial factories employ around 6000 workers in
Sri Lankan businesses. Lingerie bras, briefs and nightwear, ladies casual wear, sportswear, and
swimwear account for 35% of total manufacturing in Sri Lankan companies.

Lingerie bras, briefs and nightwear, ladies casual wear, sportswear, and swimwear account for
35% of total production in Sri Lankan companies.

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Figure1: Crystal manufacturing Analysis of product types -2020

Operating Process of Crystal Martin Ceylon

When considering the value chain, the essential value-added operations are grouped into three
main departments: cutting, sewing, and finishing. Cutting preparation is based on the distribution
timetable, and all raw materials are stored in-house in accordance with the purchase order. Fabric
layering, marker maker settings, fabric cutting, and bundling of all components, if needed, before
bringing them to sewing production. In the cutting area, there are 38 direct employees, 18
indirect workers, and production over heads. Cutting capacity per day is around 23000 pcs. The
cutting section produces 6750 SAH every month and operates at an efficiency rate of 80%.

Currently, the manufacturing floor has 24 production teams, with 23 team members on each line,
totaling 550 direct staff. To maintain high productivity, current team members are balancing
based on machine ability and activity skill levels. Crystal Martin Ceylon has 900 machines and
580 workers, with a man-machine ratio of 1:1.5. To ensure efficiency, employees are trained to
sew quality the first time, always. Sewing Production reaches 75000 SAH and maintains a
monthly efficiency of 65%,

7
When it comes to enhancing production efficiency, the operational level is a critical factor. At
work, worker motivation is very important. Crystal Martine should embrace change and
transparency in order to gain others' esteem and contribute to the beneficial evolution of
workplace organizations. Working hours and conditions (according to government jurisprudence
8 hours is the number of hours a worker should work per day). Crystal Martine's systemic
management style and duration of operation, as well as recommendations for incentives, can be
utilized to examine this. These actions would have an impact on job application selection.

Paying them a "grading allowance" depending on their own efficiency, that is, product-level
employees give them a grading payout based on their abilities and the amount of material the
machines can handle. There are five classifications: Super Grade, Grade A, Grade B, Grade C,
and Grade D. In accordance with its success, it increases its capacity and productivity each
month. In addition, depending on the efficacy, team quality rate, absenteeism, turnover rate, 6S,
and other variables, the team with the highest score will be designated the best team. Each team
will be encouraged to work efficiently as a result of this.

Learning Curve efficiency scheme

8
 Quick Change Over - Standard Operation Procedure (SOP)

Table 01: SOP of Quick Changeover Procedure- 2020

9
IDINTIFICATION OF PROBLEM

Greater market demands put small businesses at danger, leading to the rapid emergence of new
small and medium businesses to suit customer wants. Due to market volatility, consumer orders
are less in number, and fashion shifts are increasing. Due to the present key buyers, it is difficult
for such a product transition to directly sustain a high level of quality in the industry. Crystal
Martine Ceylon's budget efficiency is 72 percent, but the decathlon requires an average of 70
percent efficiency to be profitable.

Figure02: Performance of Crystal Martin Ceylon - 2020

As shown in the diagrams below, the key performance indicators data for the first three days of
2020 are 30%, 45 percent, and 60%. However, when compared to the Crystal Martine standard,
it falls short.

Day number 1 2 3
LC Efficiency % (KPI) 30 45 60
Average Efficiency % 25 36 47

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 Efficiency drops % -5 -9 -13

Analysis of Bucket loss

Bucket loss creates when transition occurs between new product and previous product, the
performance drop indicates as Bucket loss, eliminate bucket loss directly increases performance.

Bucket loss analysis - 2020

80%
70% 67%
60% 56%
50% 47%
Efficiency

36% Average Efficiency %

40% 35%
Linear (Average Efficiency %)
30% 25%
20%
10%
0%
0 1 2 3 4 5 6 7
Day number

Figure 03; Qucik Changover Bucket lost analysis : sources- QCO report 2020

This indicates that the current CM performance and efficiency ratio is not continuous, and it is
poor in comparison to expected cycles. As a result, improvements in efficiency are required in a
number of areas. Currently, the team's balancing loss is relatively large, and existing team
members lack the abilities or preparation required for multi-skill requirements and activities.
Rapid style changes with lead times, as well as employee protection, are required in the future of
production. The organization focuses on productive and productivity steps, quality controls,
product and process standards of quality, and employee happiness in order to improve
operational management and productivity and operate the factory at a cheap cost.

1.2.3 JUSTIFICATION OF PROBLEM

This study looks at the current working and usual processes. At the organizational level,
employee output is important. It believes that the highlighted method is more significant since
operational planning is critical in increasing product adaptability so that it may give a service

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that is superior to its competitors' production while staying on track with market trends. Gaining
a market share in the garment business, as well as meeting the Organization's unique goals.

Raise the efficiency of applications provided by successful enterprises. As a result, their

expenses are kept low. By improving performance, a company's costs can be decreased, and its
productivity boosted. Employee incentive schemes motivate employees in this way since they
are based on the results of frequent performance evaluations in each team. Employee incentives
have been found to be affected by improvements in productivity levels. CM has also
implemented an incentive program to complete the regular Learning curve efficiency while
adapting to a new product. As a result, it's clear that operational preparation has an effect on the
Crystal Martine's production. As a result, both incentives and organizational plans would have an
effect on employee success, both positively and negatively.

RESEARCH QUECTION

How to increase the efficiency of quick change throughout the first three days by allocating
specific product categories to each production line.

OBJECTIVES OF STUDY

To evaluate and enhance the external effects on decreasing QCO efficiency in the first three
days, as well as to recommend product category ways to planned. Evaluate and uncover the
criteria that have an impact on optional teams' success by specifying product line.

SIGNIFICANT OF STUDY

Using above - the internet query, estimations for a few relevant locations where a proper Crystal
Martin estimate is lacking can be determined. To reap the rewards that predetermined standard,
top management can be briefed on whether existing operating strategies or policies, as well as
operational planning standards, are advantageous in terms of providing a favorable atmosphere
for professional staff and contributing value to the organization.

1.3 LIMITATION OF THE STUDY

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The research proposal report focuses only on the Crystal Martine Ceylon corporation, and it is
limited to a single manufacturing plant and does not cover the total behavior of the entire
workforce. As a result, the final results are just a part of the bigger picture, since the various
cultures in each manufacturing plant overlook the differences in employee attitudes and behavior
patterns. By providing a satisfactory advantage to employees, the Writer will assist in the
provision of proposals. Acceptance of the CCIP (Crystal Continuous Improvement Process),
comprehensive TQM, error proofing systems, problem solving resources (PDCA process), and
TPM are the most important limitations that directly affect employee efficiency.

1.4 CHAPTER OUTLINE

The study's introduction is the subject of the first chapter. A brief summary of the industry
overview, business background, and problem identification has been included in the context of
this report, which contains current manufacturing method, Quick change over, and production
efficiency performances. The significance of the analysis and its objectives are discussed.

The second chapter describes what a literature review is and how to conduct one. The study's
aims, which include operation planning, rapid changeover, Lean histories, Production planning,
Employee satisfaction, process improvement, and other variables linked to production
performance, influence the arrangement of the material. The significance of the material is
compared, proven, and validated, according to the assessment.

In chapter two, the study's conceptual structure is set with specified variables in relation to the
literature review. In chapter four, the results of the data collection are analyzed using excel
documents. The thesis is concluded in the final chapter, which presents the overall review and
findings.

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CHAPTER TWO

1. LITERATURE REVIEW

Apparel Sector

The readymade garment industry was the most important industry in the economic history of the
world. To prove it, the apparel trade was one of the biggest sources of employment for decades
during the British Industrial Revolution. This happened because in 1851 the garment trade
became the second most important source for non-agricultural employment after domestic
service. Historians have singled out the textile industry as a source of the "evil of sweating."
Before the First World War, there were at least three times when decent people were in power.
Christian Socialists published pamphlets and booklets in the 1840s and 1850s to raise awareness
of the plight of female dressmakers and seamstresses. Similar calls to investigate the evils of
sweating were made in the mid-1880s to early 1890s, following the discovery of suffering in
London's East End and fears for the' submerged tenth,' leading to a Parliamentary Select
Committee. Finally, in the turbulent years leading up to the 1914 war, there were revived worries
about the low wages for most garment workers, concerns that ultimately led to the first minimum
wage law in the United Kingdom in 19I2. The second line of inquiry is based on the past of
Jewish immigrants to the United States and their role in the apparel industry. Finally, there are
extensive case studies of individual companies or territories, as well as a couple of studies on
economic growth in general that briefly mention the clothing industry. (Godley, 1997)

The growth of the textile industry, on the other hand, is viewed here as nothing more than the
product of the invention of the sewing machine. According to the Economist in 1985, it was the
sewing machine's "astonishing pace" that would change the working lives of tailors and
seamstresses all over the world. The ready-to-wear industry the process flourished in the
eighteenth century until the end of the seventeenth century in the United Kingdom, and it was the

14
first military uniform manufacturing in the country. Before the I840s, however, demand for
ready-made garments was still somewhat restricted outside of the military. (Godley, 1997)

(Gereffi, 1999) Sees the evolution and development of the apparel industry as an intermediate
fashion apparel chain and the global apparel value chain led by its players as a linear chain led by
buyers. This adds a fascinating spatial aspect to the study of the clothing industry's growth that
has yet to be fully understood. (Godley, 1997) Furthermore, the increasing role of fashion in the
organization of the apparel industry in today's high-wage economies is likely to prompt a study
of historical evidence for the effect of fashion-driven demand on the organization of a variety of
industries, clothing being the most obvious among them. In mid-nineteenth-century Paris,
interwar London, and post-war New York, agglomeration economies appeared to be important to
the fashion trades. As a result, the contributions in this special issue contribute to this relatively
new debate in economic history by providing the first comprehensive study of the growth of this
underappreciated industry. (Godley, 1997)

Quick Changeover

In 1990, the best-selling "world-changing Machine" popularized the Lean concept. TPS was
established in the automotive sector by Japanese engineers Taichi Ohno and Shijio Shingo in the
1950s. The two primary foundations of this philosophy are "just-in-time" (JIT) and "automation"
(or Jidoka in Japanese).(Lopes, 2018) TPS was founded in the 1950s by Japanese engineers
Taichi Ohno and Shijio Shingo in the automotive industry. According to (Termini, 1996) , the
Model T was Ford's ideal car, and he was working to improve the manufacturing process for it.
He believes that the universe will never require another automobile. If the world had followed
Ford's vision, you could still go to your local Ford dealership tomorrow and buy a brand-new
Model T with the latest technology of 1908. Researchers in the United States, on the other hand,
were interested in lowering changeover time. Motion specialist Frank Gilbreth and Winslow
Taylor, the father of scientific management, were two of the most well-known. The Model T was
the ideal car for Ford, and he was working to perfect the production process for it. According to
him, the universe would never need another car. You might still go to your local Ford dealership
tomorrow and buy a brand-new Model T with the latest technology of 1908 if the world had
followed Ford's vision. However, there were also researchers in the United States who were

15
interested in reducing changeover time. Perhaps the most well-known were motion specialist
Frank Gilbreth and Winslow Taylor, the father of scientific management.

1911 book, Shop Management, Taylor looked at the aspects of setups that don't add value.
However, he didn't come up with a method or a systematic solution to it.. (Godina, 2018) Even
Henry Ford's factories used certain methods to reduce setup time. Setup reduction techniques
were clearly outlined in the 1915 publication Ford Methods and Ford Shops. These methods,
however, were never widely adopted. During most of the twentieth century, the gold standard for
lot sizing was the economic order amount. (Godina, 2018)

Recent publications represent the research community's increasing interest in the SMED
methodology over time. The SMED methodology has been discussed in a variety of scientific
fields, but it is most frequently stated in engineering and management publications. As a
consequence, academic articles by a variety of authors are often used to achieve the study's
objectives. (Godina, 2018)

Shigeo Shingo, a Japanese consultant, attended one of the QDC workshops in the late 1970s,
when the Toyota technique had already been refined. Toyota unexpectedly ended the business
partnership after he started revealing details about the Toyota production system without
permission. (Godina, 2018)

Lean History

“The Toyota production system was invented in the 1930s after World War II with the
production concept of the Toyota Ford. The aim was to shift the focus from the whole process to
the workflow by using and using individual machines. The main objectives are to improve the
quality of products, reduce production costs and increase output time to meet dynamic customer
needs”. (Hessing, 2018)

“Zakichi Toyoda introduced the concept of Jidoka in 1918 and Jidoka - ‘Automation with human
touch’ means to facilitate the quality of the source. (Hessing, 2018). Kiichiro Toyota developed a
vision of the concept in manufacturing (JIT). Understanding the flow of the assembly concept
and introducing machines to accurately calculate and accurately verify the actual volume
required, the new system ensures quality and work processes in the correct order”. (Hessing,
2018)

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“According to Taichi Onno, the Justo-in-Time system is integrated with the Jidoka system.
Accordingly, the successful Kanban system was built. This was later put into practice by Ono,
who combined this philosophy with Kairocho's chronological concept and Kayson's principle.
He is the true architect of the Toyota production system. Another method adopted during this
period was the Quick die changes (Single Minute Exchange of Dies) aimed at improving the
product flow (Mura). With this, Toyota activated the SMED by placing precision measuring
instruments on the large transmission stamp machines used to manufacture the body of the
vehicle. One of the most important processes introduced is the Toyota Production System (TPS)
- The One-Piece flow”. (Hessing, 2018)

“The above-mentioned book "The Machine That Changed the World" (1990) describes the
thought process of losing weight in detail, and later James P. Womack and Daniel T. Jones
divides these lean principles into five more”: (Institute, n.d.)

It takes a lot of effort to change a company's culture to one of continuous process improvement.
It necessitates a company-wide strategy that involves everybody in the organization and
challenges the status quo. It necessitates familiarity with modern technologies and
methodologies, as well as a degree of internal discipline well beyond that of most businesses.
Although Lean may seem to be a drastic change, the dynamics of effective Lean transformation
depend on small incremental changes that build momentum and a cultural movement.
(International Labour Organisation, 2017)

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Operation Planning

According to Atour and Jean-Marc (2013), operational planning is a process that focuses on
optimizing resources in order to minimize operational inefficiency and increase revenue for the
company. The operational planning process is complicated, with multiple stakeholders and
multiple priorities, and an operational plan that suffers from information and communication
irregularities has an impact on advanced preparation and scheduling processes, as well as human,
technological, and administrative aspects of the company.

Since it must generate what the occupational sells, a company's operational efficiency is critical
to its success. As a result, activities consume a significant portion of the company's capital while
still generating more sales. When executing a company plan in a global marketplace, the
operating approach should be evaluated on a regular basis for success. If the operation fails to
achieve its performance targets, the approach should be revised to include a corrective action
plan to get it back on track. (Markgraf, 2020)

In an organizational strategy, the opportunities and challenges that will be faced as a result of
globalization must be considered. As a result, it's crucial to figure out whether the operating plan
is internally compatible. In terms of past results, it's also crucial to make sure the output
expectations are reasonable. It is important to compare strategic targets with company goals in
terms of revenue, earnings, and expenditure during the operating phase to ensure that they are
compatible. (Markgraf, 2020)

Operational planning, according to Stadtler (2009), necessitates the reconfiguration of

consolidated plans as input data or forecasts alter. In this unforeseen scenario, modifying a single
plan is insufficient; the same level of planning should be given for all of the organization's
collective activities.

It is difficult to conduct sales and operations preparation procedures in a dynamic working

environment without the assistance of advanced planning and scheduling systems. As a result,
businesses should focus on incorporating advanced preparation and scheduling programs, which
have a lot of potential for sales and operations planning. Globalization has generated challenges
and opportunities for value chain and supply chain planning, and as a result, operations planning

18
has become an essential tool for businesses to increase productivity. According to Jonas et al
(2014), architecture models will assist in the implementation of the organization's sales and
service planning in order to stay ahead of the competition.

Hoshin Kanri was established in Japan sometime during the 1950s. An organization's yearly plan
is passed down through the ranks and implemented through all divisions. Internal quality
management checks by top managers and procedures for individual executives' control items set
up during the plan implementation stage are used to verify the results. Hoshin is a Japanese word
that means direction, It means that we are all going in the same direction and playing the same
game.

The theory was established by Drucker (1954), and it is still taught in many business schools
today. Organizations don't care if their employees complete tasks as long as the numbers are met.
MBO stands for administration by processes and policies. It is the directors who decide what the
company needs are and then translate those needs into goals for their employees. There are often
missed opportunities because the focus is solely on the results, and this creates a terrible
atmosphere that encourages bad outcomes. (Soliman, 2020)

Everyday management entails explaining problems. One of the most important lean goals is to
link strategic thought to the shop floor. Putting so much effort into the shop floor will not help
you finish it. It can also shine a brighter spotlight on people's development with regular
management support. To achieve the goals that represent your business needs and current
situation, you must link your work and make an understanding of your efforts. This will help in
establishing the business's long-term viability and improvement. (Soliman, 2020)

Process Improvement

Process improvement, according to Sarah K. White (2019), entails maximizing efficiency,

recognizing, evaluating, and enhancing current business processes in order to achieve the highest
training requirements or user experience, as well as increase quality for consumers and end users.
Business Process Redesign (BPR), Business Process Management (BPM), Business Process
Improvement (BPI), and Continuous Improvement Process (CIP) are only a few of the systems
that all work towards the same target. The elements here are to reduce mistakes, waste, increase
productivity, and streamline performance. (White, 2019)

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Enhancing process culture and higher management support of process sharing information rather
than hierarchical nature to promote process performance is another important factor in process
improvement. As stated by Jung-Chieh et al (2016), The importance of culture in enhancing an
organization's processes cannot be overstated. This is because top management, learning, and
growth factors have a significant impact on an institution's processes and standards. Chevers
(2017) backs up this claim by stating that poor-quality organizational structures and procedures
stymie progress. To effectively deliver consumer needs, the organization benefits from
implementing quality goods and services, agile procedures, and process management practices in
process improvement.

20
Orville (2015) addresses the lean manufacturing approach, in which it is critical to catch the
product on time, minimize rework costs, and use resources like caissons. It improves operational
productivity, allows for more versatile operational processes, and allows for more reliability by
root cause analysis.

When considering quality and process improvement tools rather than organizational process
improvements, consider optimizing operating system performance, standardization of sigma
methods, checklist programs, overall quality control strategies such as communication, and
process adaptation. The implementation of these tools and techniques by the people who work on
the processes is required for them to be successful. Managers must demonstrate their
commitment to quality improvement through a structured approach that necessitates the mastery
of a small set of tools or techniques. Examine the current situation, learn about the context, and
classify and collect data. Plan the implementation of the solutions and enhancements,
compromise on them, and put them in place. (Department of trade and Industry, n.d.)

The Hoshin Kanri planning approach, Source: Tennant and Roberts (2001))

21
Employee Satisfaction

Employees are typically encouraged to organize personal life goals during their first year of
employment and are often rewarded financially. However, an employee cannot be able to see
both work satisfaction and the advantages that come with it at the same time. Because of its low
visibility, this is the case. Financial benefits account for the majority of employee satisfaction.

Workload, compensation, management perception, teamwork, flexibility, resources, and other

factors that influence employee satisfaction are typically assessed by an employee satisfaction
survey. (insight, 2020) In general, every company's main aim is to keep employees satisfied and
reduce turnover. The most critical factor is employee happiness, which accounts for a significant
portion of the overall solution. Indeed, some governments have a stronger workforce, which can
contribute to improved organizational efficiency. (insight, 2020)

Employee satisfaction is characterized as the degree to which employees are happy or pleased
with their jobs and work environment, and employees are defined as employees who are
enthusiastic about their job, dedicated to the company, and whose work consists of an arbitrary
number of attempts. (insight, 2020)

Conceptual Framework

Source: (Embuldeniya, December 2017)

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Employee Productivity which measures the output relative to the input per person is a major
dynamic and vigorous concern of any organizations. This study is an attempt to find out the
impact of employee job satisfaction by different perspectives on employee productivity. The
study was conducted in the Apparel Industry of Sri Lanka. The least impact on productivity has
been given by competitor organizations. The management of the organizations included in the
study should be considered about maintaining healthy relationship between employer and
employee. (Embuldeniya, December 2017). Productivity is the amount of output that is produced
per unit of input. It is a measure of organizational efficiency. It can be defined in many ways,
including the presence of employees in the workplace and the effect absenteeism has on
productivity. The measurement of productivity is varies depending on what is important to the
organization. (Embuldeniya, December 2017)

Efficiency & Effectiveness

A variety of operations on the sewing line render garment assembly complicated, and work
capability varies from person to person. FMEA technology is one of the tools available to help
prevent, identify, control and eliminate possible errors. Data collection from the apparel industry
analyzes the potential for product efficiency improvement. Apparel industry is recognized for
buyer driven industry, so the apparel production make more extreme force by global competitive
market. Time study is a very effective tool in improving the existing situations and enhancing the
productivity in sewing line. Industrial Engineering is another factor in garment industry to
upgrade work nature and work method. By implementing this technique operation efficiency is
significantly improved. The use of I E (Industrial Engineering) techniques ultimately leads the
industry to timely delivery of garments with high profit. (Dhanashree Rajput, 2018)A smart
inspection system for the textile industry is implemented, consisting of three components: a
smart hanger, a stitching-workmanship defect classification unit, and a shade variance detection
unit. By enhancing the flap design, there is a lot of room to increase the efficiency of the garment
industry with the current industry setup. Only one pocket flap can be made with traditional flap
design, but with a shift in flap design, a double flap can be made in less time thereby reducing
waste in the flap manufacturing process. The balancing of a production line, or any assembly
line, is a key factor in increasing performance and productivity. (Dhanashree Rajput, 2018).The
technology of a sewing machine is only one factor in increasing efficiency. Mass-customization

23
(MC) is a combination of mass production and customization that provides a better solution to
problems in the garment industry and is associated with high productivity. (Dhanashree Rajput,
2018)

In 1988, the International Labour Organization (ILO) published two handbooks on high-quality
efficiency and a better working environment. They've pushed for changes in a wide range of
industries. Entrepreneurs from small and medium-sized businesses have volunteered to help
boost productivity. (Hiba, 1998). The garment industry was chosen because it contributes
significantly to economic growth in many countries. Women are working in large numbers in the
garment industry. It is also a significant source of foreign-exchange income. In this sector,
improving working conditions and productivity could help small and medium-sized businesses
become more competitive and productive. (Hiba, 1998). The focus is on implementing low-cost,
locally appropriate interventions that are directly linked to productivity. Storage and handling of
materials efficiently are not sources of value in and of themselves. As a result, the advantages of
minor improvements multiply several times, and small changes will result in big payoffs.

Investigate how the use of jigs or fixtures, for example, tailored to product design, can aid in the
production of better goods. Good lighting for high-quality goods can boost efficiency and make
workers' lives easier. Simple steps to regulate ventilation, heat, and pollution can have a big
effect. Eye pressure can be reduced by using a good lighting system.

Learning Curve

When someone performs a task for the second time, they become stronger than they were the
first time. This is due to the repetition of the job accumulating familiarity and trust. As a result,
as the number of tasks performed increases, so does the time it takes to complete them and the
consistency of the result. (IEOM Society International, 2016) This is referred to as "Learning" or
"Gaining Experience." To accurately predict results, it is necessary to determine the level of
learning. The aim of this paper is to learn about the learning process in the apparel
manufacturing industry and to find the best appropriate model for making reliable predictions.
The "Learning Curve (LC)" is a statistical representation of a person's process of learning when
faced with a new repetitive task. There comes a point where the teaching method stops, and
output stabilizes at its full pace. This consistent rate performance as compared to machine side

24
effects, operator power limitations, or a combination of the two. This phenomenon is known as
"steady-state efficiency" or "Plateauing" in the research. (IEOM Society International, 2016)

Learning Curve Source: (IEOM Society International, 2016)

Apparel manufacturing account for approximately 70% of Sri Lanka's exports, and the garment
industry employed 276,551 people in 2011[6]. It is a labor-intensive industry marked by rapidly
evolving consumer tastes and economies, resulting in a wide range of products. Batch processing
is typically used by apparel manufacturers during the product assembly process. The models are
classified as "repeat styles" or "new styles" based on the high degree of variation of product
types (i.e. styles) assembled in multiple but identical sewing lines, if the operator has previous
experience with the same type of assembly or not. Product forms that have been brought back to
the manufacturing line many times are known as repeat styles. As a result, the output activity of
such types is more predictable than that of new styles. (IEOM Society International, 2016)

“Learning curves are encountered in manufacturing systems that contain a higher degree of
manual operations. The "Best Fitting LC" depends on the specifications of the application. Log
linear, hyperbolic models are the best-known LC models. (IEOM Society International, 2016)
Modeling the LC and its effects on manufacturing system performance has been the topic of
much research. Within the years 1936-1969, almost all the research work has focused military
applications followed by cost related applications. In his study, Bal off has considered only three
new styles produced in three different plants”. (IEOM Society International, 2016)

25
Apparel manufacturing accounts for approximately 70% of Sri Lanka's exports, and the apparel
industry employed 276,55 people in 2011. It's a labor-intensive industry with constantly evolving
consumer tastes and economies, resulting in a wide range of products. The likelihood of the
operator reaching steady state output within a batch is proportional to the batch size. The larger
the batch size, the more likely it is to achieve steady-state efficiency. (IEOM Society
International, 2016)

According to (Murugesan, 2018), several researchers have noticed and discovered that in the
apparel industry, a valuable material is processed in various departments before being converted
into a garment. In this scenario, the sewing department plays a significant role in the entire
home. Since there are so many different operations that must be done manually, it necessitates
continuous observation and examination. Even today, companies receive the same or higher
volumes (orders), but the number of types they must accommodate has skyrocketed. Short
production runs were an advantage rather than a burden in this way, since it was possible to
adapt to changes in demand more quickly by moving from one model to another. A lean
manufacturing plant is capable of processing the commodity in an environmentally friendly
manner. (Murugesan, 2018)

RELEVANCE OF LITERATURE

Several information on QCO and 1st Three days efficiency factors and their effect on
manufacturing industries were discovered during the literature review. The author was able to
collect information to assist the conceptual structure of the study by considering much of the
evidence that could not be explicitly applicable to the apparel industry.

Apparel Sector

Looking at the history and global development of the garment industry, its impact on the
efficiency of the first three days of production can be demonstrated differently. There is evidence
that the apparel industry has mastered new trends in modern fashion in various ways. The
readymade garment industry was one of the biggest sources of employment for decades during
the British Industrial Revolution. Before the First World War, there were at least three times
when decent people were in power in the UK. Garment industry has become Sri Lanka's largest
export industry since 1986. Multi-fiber Arrangement is a system of export restrictions imposed

26
by developed countries on textiles and garment exports. Phasing out of MFA will open up more
markets to Sri Lankan exports. Future of the garment industry depends on its ability to compete
in a free market. The Uruguay Round Agreement on Textiles and Clothing (ATC) of the WTO
succeeded MFA in 1995.

Lean History

“The Toyota production system was invented in the 1930s after World War II with the
production concept of the Toyota Ford. The aim was to shift the focus from the whole process to
the workflow by using and using individual machines. The main objectives are to improve the
quality of products, reduce production costs and increase output time. According to Taichi Onno,
the Justo-in-Time system is integrated with the Jidoka system. It takes a lot of effort to change a
company's culture to one of continuous process improvement”.

Operations Planning

The operational performance of a business is the key to successful performance as it must

produce what the occupational sells. Globalization has generated challenges and opportunities
for value chain and supply chain planning. It is difficult to conduct sales and operations
preparation procedures in a dynamic working environment without the assistance of advanced
planning and scheduling systems. Businesses should focus on incorporating advanced
preparation and scheduling programs, which have a lot of potential for Sales and operations
planning. Toyota started the adventure of Hosh in Kanri in 1961. Connecting strategic thinking
to the shop floor is one of the definitive lean objectives. Organizations could not care less how
their workers get things done as long as they get the numbers.

Quick Changeover

Just-in-time (JIT) and "automation" are the two main pillars of this theory. TPS was founded in
the 1950s by Japanese engineers Taichi Ohno and Shijio Shingo in the automotive industry.
Henry Ford's factories used certain methods to reduce setup time. The SMED methodology has
been discussed in a variety of scientific fields, but it is most frequently stated in engineering and
management publications. Recent publications represent the research community's increasing
interest in the SMED methodology over time.

27
Effectiveness and Efficiency

FMEA technology is one of the tools available to help prevent, identify, control and eliminate
possible errors. Industrial Engineering is another factor in garment industry to upgrade work
nature and work method. The use of I E (Industrial Engineering) techniques ultimately leads the
industry to timely delivery of garments with high profit. The ILO published two handbooks on
high quality productivity and a better place to work in 1988. Small and medium-sized
entrepreneurs have volunteered to improve productivity.

Learning Curve

To accurately predict results, it is necessary to determine the level of learning. The "Learning
Curve (LC)" is a statistical representation of a person's process of learning when faced with a
new repetitive task. Log linear, hyperbolic models are the best-known LC models. The sewing
department is taking on a major part in the whole house. Short production runs started a benefit
rather than a burden. A lean manufacturing facility is capable of producing the product
responsibly.

CHAPTER THREE

3. RES EARCH METHODOLOGY

The study's conceptualization and analysis methodologies are described in this chapter. In order
to examine the relationship between the given input variables and output variable, identified
variables from the literature review were used to create a theoretical structure that included a
dependent variable: employee performance and selected independent variables such as
operations planning, Quick change over, Operating company satisfaction, continuous
improvements, and advancement.

28
3.1 CONCEPTUAL FRAMEWORK OF STUDY

In order to prepare the conceptual structure to achieve the study's set objectives, the literature
review defined the following independent and dependent variables.

29
3.3 RESEARCH DESIGN

Sampling Design

Because the entire study is based on the company's administrative and organizational practices,
stratified random sample is the most appropriate technique. This article focuses on the Simple
Random approach, which considers the analytical function of sampling. In order to collect data
utilizing the stratified random sample procedure, the author will focus on a sewing department.

Population

In the sewing department, Crystal Martin employs 600 people at the operational level. They were
also separated into 27 production teams, which would make up the full study's staff. Because
they have no direct impact on production efficiency, managers and other direct employees are
removed from the analysis.

Sample Size

The study's sample size is calculated using the random sampling proportionate sampling.

Population – 550

Sample Size – 232

The random sample for the specified overall population of 232 is determined using the method
described above. As a result, data will be collected from a sample size of 100% of 232 workers.
So, total sewing operators are divided into 24 production teams, each with 23 operators, resulting
in a selection of 10 production teams based on the above calculations.

Randomly Selected teams: 1 / 4 / 7 / 6 / 9 / 17/ 8 / 25 / 24 / 23

30
METHODS OF DATA COLLECTION AND DATA ANALYSIS.

Methods of Data Collection

The conceptual framework is entirely accompanied by the literature review, which was produced
utilizing books, journals, and government official documents to aid the conceptual structure.

The research was developed using a secondary data collection strategy.

Articles in Journals

Crystal's data sources (Production Data Capturing System)

Books & Internet

Data Analysis Methods

The importance of data analysis in the research is that it provides all of the results in a graphical
fashion, which aids in the research's illustrative element. The statistical analysis of the acquired
data will be completed using the Statistical Package for Social Sciences (SPSS). It ensures that
the report is both user-friendly and has all of the necessary analytical elements. Microsoft Excel
is the other analytical tool that will be used for the report production requirements.

31
CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

For all new product designs proposed within the organization, an analytical tool called critical
path analysis is used to do a quick transition. Critical path principles are as follows:

32
QCO Critical Path Analysis for above selected teams

QCO CRITICAL PATH ANALYSIS-2020

Cutting and Trims stores

Department

Mechanical
Technical

Technical
Planning

Cutting

IE

IE
Standard Dates -10 -9 -8 -8 -7 -6 -4 -3 -6 -6 -6 -5 -4 -2

Pre-setting MC Requirement
Bulk Cut & Trims Ready
PA Meeting Completed

Planned Training MO
Tea
Pilot Cut Kit Ready

Layout is finalized

Thread is available
RA Meeting Done

Training complete
m New Style PSD
PP Meeting Held
2PCs completed

Fabric Received

Machine setting
Trims Received

QCO Hit Rate

NO

10 DEC1SK
1 307361SG0- 18-Aug 92.86%
AW20 Y Y Y Y Y Y Y N Y Y Y Y Y Y

10 DEC1SK
1 307922SD0- 29-Oct 100.00%
SS20 Y Y Y Y Y Y Y Y Y Y Y Y Y Y

10 DEC1SK
5 121265SG0- 2-Oct 100.00%
AW20 Y Y Y Y Y Y Y Y Y Y Y Y Y Y

10 DEC1SK
5 112273G0- 18-Dec 92.86%
AW20 Y Y Y Y Y Y Y Y Y NA Y N Y Y

10 DEC1SK
6 308046D0- 18-Aug 92.86%
SS20 Y Y Y Y Y N Y Y Y Y Y Y Y Y

10 DEC1SK
6 307361SG0- 7-Oct 92.86%
AW20 Y Y Y Y Y Y Y Y Y Y Y N Y Y

7 10 DEC1SK 15-Oct 100.00%

Y Y Y Y Y Y Y Y Y Y Y Y Y Y
306354SD0-

33
 SS20

10 DEC1SK
7 122619 G0- 18-Nov 100.00%
AW20 Y Y Y Y Y Y Y Y Y Y Y Y Y Y

10 DEC1SK
8 308046D0- 7-Aug 92.86%
SS20 Y Y Y Y Y N Y Y Y Y Y Y Y Y

10 DEC1SK
8 308037SG0- 10-Nov 100.00%
AW20 Y Y Y Y Y Y Y Y Y Y Y Y Y Y

10 DEC1SK
14 308009D0- 28-Nov 100.00%
SS20 Y Y Y Y Y Y Y Y Y Y Y Y Y Y

10 DEC1SK
14 129944SG0- 14-Dec 92.86%
AW20 Y Y Y Y Y N Y Y Y Y Y Y Y Y

10 DEC1SK
18 127151D0- 7-Jul 100.00%
SS20 Y Y Y Y Y Y Y Y Y Y Y Y Y Y

10 DEC1SK
18 126731D0- 10-Jul 100.00%
SS20 Y Y Y Y Y Y Y Y Y NA Y Y Y Y

10 DEC1SK
22 313115G0- 9-Oct 92.86%
AW20 Y Y Y Y Y Y Y NA Y Y N Y Y Y

10 DEC1SK
22 117073SD1- 2-Dec 100.00%
SS21 Y Y Y Y Y Y Y Y Y Y Y Y Y Y

10 DEC1SK
23 308200G0- 10-Jul 100.00%
AW20 Y Y Y Y Y Y Y Y Y Y Y Y Y Y

10 DEC1SK
23 25-Aug 92.86%
113618SS19 Y Y Y Y Y N Y Y Y Y Y Y Y Y

10 DEC1SK
9 308046SG0- 7-Dec 92.86%
AW20 Y Y Y Y Y Y Y Y N NA Y Y Y Y

10 DEC1SK
9 305606SG0- 9-Dec 100.00%
AW20 Y Y Y Y Y Y Y Y Y Y Y Y Y Y

Table 04: QCO Critical Path Analysis: Sources QCO- 2020

Y YES

34
 N NO
NA NOT APLICABLE

For the selected teams, details of style changes were analyzed from July to December 2020, and
the above analysis was completed using the Standard procedure. Style should be inhouse before
10 days from the start of production, and all processes should be completed by each division
with responsibility after 10 days. After analyzing the critical path of chosen teams' styles, the
majority of styles begin in the correct manner with conventional dates, with a critical path hit
rate of over 90%.

See the chart below for the above main path finished styles 1st 3 days efficiency summary report.
It includes previous style details by team, style product category, and new style and new style
product category information. Then the Product type status (1 – Product category change from
prior style, 0 – Same product category as previous style) is changed or not changed. Finally, the
last three days' efficiency and the first three days' QCO efficiency, as well as the first three days'
efficiency column. The yellow highlighted features depict the lower efficiency than the KPIs of
30% on the first day, 45 percent on the second day, and 60% on the third day.

35
Figure 04: QCO efficiency achievement of selected teams- (CMC QCO details- 2020)

36
When the style group is not changed, Pants to Pant, Jackets to Jacket Gained QCO 1st 3 days
Efficiency, and when the Product style changes with prior style, efficiency lags while behind
KPI, the above chart analysis may reveal.

CHAPTER FIVE

CONCLUSION AND RECCOMENDATION

5.1 SUMMERY OF STUDY

In the context of this report, which includes current manufacturing procedure, Quick change over
and production efficiency performances, a brief description of industry overview, business
background, and identification of problem has been included. The conceptual structure is set
with specified variables in relation to the literature review, as well as got 10 Number of teams as
sample population and Secondary data sampling technique for data collection prior to the
analysis. Presentation of data and analysis for the goals set out with analysis of Critical Path and
also with Sampling teams last 6 Month data analyzing. The results of the data collection are
analyzed using excel documents. the observations are checked, and detailed charts are used to
explain the situation. Which presents the overall review and findings. The recommendations are
provided based on secondary data findings captured, and further deficits are clarified for
potential researchers to study purposes.

5.2 CONCLUSION OF THE STUDY

There is a high scale of local and international trade rivalry with the new technologies and
improved technology in the developing world. Meanwhile, due to a lack of experience of export
marketing, all raw materials such as fabric and trims, should be imported, and the involvement of
many Asiatic countries in the garment industry, Sri Lanka is creating a highly competitive
environment.

Location on key shipping lanes, existence of experienced employees, competitive advantage, and
capacity to manage large volumes of orders are all factors that have contributed to the growth of
the apparel industry in Sri Lanka. To compete in today's market, companies must invest in
cutting-edge technology and ensure that they can operate at a low cost while maintaining high
quality standards, short lead times, and on-time delivery.

37
Crystal Martin, as one of Sri Lanka's most reputable apparel manufacturers, should focus on
value development to gain a competitive edge. While there are no seasons in Sri Lanka, our
garments are manufactured for developed countries that do, such as the United States of
America, England, and France. There is a distinction between the clothing they wear and the
activities they participate in as the seasons shift. We can't keep the goods consistent and make
design changes in a short period of time.

As a result, we must concentrate more on adjusting to the new product quickly, maintaining the
same level of performance, minimizing bucket loss, and paying close attention to QCO time. As
previously stated, the minimum efficiency level needed to benefit from Decathlon apparel is
70%. This study will help to identify existing organizational planning activities, employee
performance, and their effect on the organization's potential satisfaction.

5.3 RECOMMENDATION

In the apparel industry, customers, manufacturers, styles, Designs, buyers, and workers are
constantly changing, so the employer must work strategically to achieve maximum productivity.
My assumption was that in order to remain strong and avoid collapsing into a situation,
productivity have to be kept at a high level.

Although the various designs are designed by the existing main customer, it must be strategically
designed. Dependence on a period of intense growth in the apparel industry around the world and
the need to rise above them must be met with great strength and practicality at a time when
several high fashion elements are being developed to meet different personal needs.

38
5.4 SUGGESTIONS FOR RESEARCH

1. When providing designs, very good Production planning for current conditions should be
taken into consideration.

2. The workforce within the organization must develop their soft skills and technical skills, so
that everyone is prepared to tackle new challenges

3. Must have a comprehensive understanding of innovation in general, as well as the ability to

innovate both financially and efficiently.

4. Almost at the same time, we must consider buyer satisfaction, as well as the expectations and
mindset of the members of the organization.

39
REFERENCES
decathlon, 2020. www.decathlon.co.id/en/content/15-passion-brands. [Online]
Available at: https://www.decathlon.co.id/en/content/15-passion-brands

Department of trade and Industry, n.d. s.l.: s.n.

Dhanashree Rajput, M. K. P. C. P. P. R., 2018. Enhancing Efficiency and Productivity of Garment Industry
by Using Different Techniques. International Journal on Textile Engineering and Processes , Vol. 4(Issue
1), p. 5.

Dheerasinghe, R., n.d. Garment Industry in Sri Lanka Challenges, Prospects and Strategies. In: STAFF
STUDIES NO. 33. s.l.:s.n.

Embuldeniya, A., December 2017. The Impact of Employee Job Satisfaction on Employee Productivity in
Apparel Industry of Sri Lanka. Monthly Peer Reviewed & Indexed International Online Journal, Volume: 3
(Issue: 12).

Gereffi, G., 1999. International trade and industrial upgrading in the apparel commodity chain. Journal
of International Economics.

Godina, R., 2018. A structural Literature review of the singal minute exchange of die set. ScienceDirect.

Godley, A., 1997. The Development of the Clothing Industry Technology and Fashion. Textile History,
Volume Textile History, 28 (1),3-10,, p. 03.

Hessing, T., 2018. sixsigmastudyguide.com/history-of-lean/#:~:text=The%20history%20of%20lean

%20involves,Ohno%2C%20Taylor%20and%20many%20others.&text=It%20was%20only%20after
%20the,invented%20the%20Toyota%20Production%20System.. [Online]
Available at: https://sixsigmastudyguide.com/history-of-lean/#:~:text=The%20history%20of%20lean
%20involves,Ohno%2C%20Taylor%20and%20many%20others.&text=It%20was%20only%20after
%20the,invented%20the%20Toyota%20Production%20System.

Hiba, J. C., 1998. IMPROVING WORKING CONDITIONS AND PRODUCTIVITY IN THE GARMENT INDUSTRY.
First ed. Geneva: International Labour Organization.

IEOM Society International, 2016. Empirical Analysis and Modeling of Learning Curve in The Apparel
Manufacturing Industry. IEOM Society International.

insight, c., 2020. www.custominsight.com/employee-engagement-survey/what-is-employee-

satisfaction.asp. [Online]
Available at: https://www.custominsight.com/employee-engagement-survey/what-is-employee-
satisfaction.asp

Institute, L. e., n.d. www.lean.org/WhatsLean/History.cfm. [Online]

Available at: https://www.lean.org/WhatsLean/History.cfm

International Labour Organisation, 2017. Lean Manufacturing Techniques For Textile Industry. In: Egypt:
s.n.

Israel, G., 1992. Determining sample size. researchgate.

40
Lopes, E. O. a. I., 2018. Productivity Improvement of a Production Line Through Quick Changeover
Concept. Transdisciplinary Engineering Methods for Social Innovation of Industry 4.0, p. 898.

Markgraf, B., 2020. smallbusiness.chron.com/evaluation-operations-strategy-50818.html. [Online]

Available at: https://smallbusiness.chron.com/evaluation-operations-strategy-50818.html

Murugesan, 2018. Analysis on Production Efficiency of Lean Implemented Sewing Line: A Case Study.
Journal of Textile Science & Engineering, Volume 8 •(Issue 6 • 1000386).

Soliman, M. H. A., 2020. The Toyota Way to Effective Strategy Deployment: How Organizations Can
Focus Energy on Key Priorities Through Hoshin Kanri to Achieve the B..... Journal of Operations and
Strategic Planning.

Termini, M. J., 1996. Quick Changover for operators. Journal of Manufacturing system, Volume Vol.
16/No. 03.

White, S. K., 2019. www.cio.com/article/3433946/what-is-process-improvement-a-business-

methodology-for-efficiency-and-productivity.html. [Online]
Available at: https://www.cio.com/article/3433946/what-is-process-improvement-a-business-
methodology-for-efficiency-and-productivity.html

41
APPENDIX 01

Minutes of the Mandatory supervisor’s Meeting

42
APPENDIX 02 – Ethics Application Form
Name of applicant:
Supervisor (if student project):
School / Unit:
Student number (if applicable):
Programme enrolled on (if applicable):
Project Title:
E.M.Chathushka Nuwangi Ekanayake
Ms. Niluka Samarakoon
International College of Business and Technology
20169215
MBA
Product Basket of Decathlon passion brands and its’
effect on Quick change over of Crystal Martin Ceylon

Expected start date of data collection: 21st March 2021

Approximate duration of data collection: 2.5 Weeks
Funding Body (if applicable): N/A
Other researcher(s) working on the project: N/A

Will the study involve NHS patients or staff? N/A

Will the study involve taking samples of N/A

human origin from participants?
Does your project fall entirely within one of the following categories:
Paper based, involving only documents in N/A
the public domain
Laboratory based, not involving human N/A
participants or human tissue samples
Practice based not involving human N/A
participants (eg curatorial, practice audit)
Compulsory projects in professional practice N/A
(eg Initial Teacher Education)
A project for which external approval has N/A
been obtained (e.g., NHS)
If you have answered YES to any of these questions, expand on your answer in the non-technical
Summary. No further information regarding your project is required.
If you have answered NO to all of these questions, you must complete Part 2 of this form

In no more than 150 words, give a non-technical summary of the project – N/A

43
DECLARATION:
I confirm that this project conforms with the Cardiff Met Research Governance Framework

I confirm that I will abide by the Cardiff Met requirements regarding confidentiality
and anonymity when conducting this project.

STUDENTS: I confirm that I will not disclose any information about this project without the
prior approval of my supervisor.
Signature of the applicant: Nuwangi Date: 21/03/2021

FOR STUDENT PROJECTS ONLY

Name of supervisor: Date: 21/03/2021
Ms.Niluka Samrakoon

Signature of supervisor: Niluka Samarakoon

Research Ethics Committee use only

Decision reached: Project approved

Project approved in principle
Decision deferred
Project not approved
Project rejected
Project reference number:
Name: Date:
Signature:

Details of any conditions upon which approval is dependent:

44