Ravi Prasad

STANDARDISATION OF FINISHING DEPARTMENT TO OPTIMISE THE
PRODUCTIVITY AND QUALITY IMPROVEMENT
A DISSERTATION SUBMITTED IN PARTIAL FULFILMENT OF THE

REQUIREMENT FOR THE AWARD OF DEGREE IN
BACHELOR OF FASHION TECHNOLOGY APPAREL PRODUCTION
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SUBMITTED BY
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RAVI PRASAD
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UNDER THE GUIDENCE OF

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ASSISTANT PROFESSOR . MS PADMAPRIYA
DFT NIFT CHENNAI
DEPARTMENT OF FASHION TECHNOLOGY
NATIONALINSTITUTE OF FASHION TECHNOLOGY
MAY 2017
DECLARATION
I Mr. Ravi Prasad; Hereby Declare that the Graduation Project entitled
Standardisation of Finishing department to optimize the production and
quality improvement is based on my original project work, conducted under
the guidance of Ms. M Padmapriya towards partial fulfilment of the
requirement for award of the Bachelor’s Degree in Fashion Technology(apparel
production) of the National Institute of fashion Technology.
No part of this work has been copied from any other sources.
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Signature
Name : Ravi prasad

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Date :
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Signature
Name: Ms. M padmapriya
Assistant Professor DFT
NATIONAL INSTITUTE OF FASHION TECHNOLOGY. Page 1

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CERTIFICATE

TO WHOMSOEVER IT MAY CONCERN
This is to certify that Mr Ravi Prasad (4th year B.F.TECH. NIFT, Chennai), has
successfully completed his Graduation Project from 23rd January 2017 to 21st
April 2017 at Evolv Clothing Co.Pvt.Ltd. Chennai
Project name: Standardisation of finishing department to optimize the

productivity and quality improvement.
We wish him all the best for a fruitful career.
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For EVOLV CLOTHING CO. PVT. LTD.
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Authorised signature
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ACKNOWLEDGEMENT

A project report seems to be an individual effort is in fact a team work.Graduation project at
Evolv clothing company ltd. was just an opportunity to shake hand with the practical world
of knowledge.
I am indebted to all the individuals who helped me in gaining knowledge and insights about
the various aspects of working in Finishing Department. I am grateful to my industry mentor
Mr A.J Arvind, the Production Executive of the Production department, Mr. Raja Industrial
Engineer. Mr. Sajith Operational Excellence for sharing their experiences and knowledge.
My deepest appreciation also extends to my Ms Padma priya, Project mentor, faculty at
NIFT, Chennai, who critically reviewed my project report and provided suggestions.
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Signature
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Ravi Prasad
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Content

Chapter 1……
1.1…Introduction about company…………………………………………………………..
1.2…Facilities……………………………………………………………………………………………
1.3…Product…………………………………………………………………………………………….
Chapter 2……
2.1…Background of the project……………………………………………………………….
2.2…Area of Research………………………………………………………………………….
2.2.1 Finishing Department…………………………………………………………………..
2.2.2 Abstract……………………………………………………………………………………….
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2.2.3 Project Objective………………………………………………………………………………………….
Chapter 3……
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3.1…Literature review…………………………………………………………………………………
Chapter 4….
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4.1…METHODOLOGY…
Chapter 5…
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5.1… Introduction of finishing section

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5.2…Inspection
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5.3…Measurement
5.4…AQL
5.5…Tools and Equipment
5.6…Total manpower
Chapter 6…

6…Project undertaken
6.1…About project
6.2…Process
6.3…Observation
6.4…Data collection
6.5…Method study
6.6…Setting a standard time
6.7…Distance travel area
6.8…Material Flow
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6.9…Layout
Chapter 7…
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7.1…Material Handling
7.2…Results
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Chapter 8…
8.1…work in process
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8.2...wip status
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8.3…suggestion
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Chapter 9…
9.1…Quality
9.2…Defect Data
9.3…Alteration data
Chapter 10…
10.1…Findings and Recommended solution.
10.2…Conclusion

Chapter 1 :
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Introduction about company
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1.1 INTRODUCTION ABOUT COMPANY

EVOLV CLOTHING COMPANY PVT LTD.
Evolv Clothing Co Pvt Ltd Has Close To 4 Decades Of Commitment To Apparel Design,
Manufacturing And Fashion Retail. Founded In 1975 By Mr. Ravee Malhotra, The
Organization Is Currently Headed By Atul Malhotra – Managing Director.
A specialized manufacturer of value added apparel, the Evolv Group has state-of-the-art
facilities adhering to social compliance norms and audited by reputed international
agencies.
With an annual turnover of US$ 20.00 million and an annual production capacity of 1.5
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million garments, EVOLV caters to well-known European and American brand
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Their key strength is complete product development, design, sampling and execution at
their in-house facilities, offering hand printing, embroidery (machine and hand), complex
sewing and finishing with top of the line machinery. Their team of designers, through in-
depth research and trends potting, develop complete lines for their customers - from
product conception, R&D of fabrics, new applications and washes to the latest finish in each
collection.
Their in-house collection ‘EVOLUZIONE’ is proof of their experience in creating cutting edge
design with multi-faceted production techniques and finishes. Their experience in raw

material sourcing over the years for international customers from domestic and overseas
market has given us a wide variety of cost effective supply chain management options.
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1.2.FACILITIES
EVOLV Group has 2 manufacturing facilities with a total of 750 machines with an additional
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250 machines to be added in the next quarter. These facilities have been designed for a
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LEAN Manufacturing set-up. Our latest venture has received the LEED NC GOLD
CERTIFICATION from Green Building Certification Institute, Philadelphia.
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Our production units are equipped with the latest GERBER/LECTRA systems for pattern
making and grading with a pattern plotter and cutter.
Our Corporate Office houses an Atelier unit, for proto developments and all the research &
development activities carried on by the design & merchandising teams. This is also
supported by laundry facilities for garment processing.
1.3.PRODUCT

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2.1.Background of the project
For the period of three and a half months, I did my graduation project in evolve clothing
company which is located in Perungudi Chennai. It was a great learning experience to work
in evolv groups which is a manufacturer and exporter of men and women’s wear.
Standardisation of finishing department was a very challenging activity as it involves the

performance and determination
2.2.Area of research:
2.2.1Finishing department
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Finishing is the very last stage in the process of a garment manufacturing. This is the place
where all the effort taken throughout the value stream is converted into a final garment
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that will be packed and shipped to the client. This is a crucial step in the entire chain of
function as many delays or issue can lead into delay in delivering the goods in time.
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Project Name - Standardisation of finishing department to optimise the production and

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quality improvement
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2.2.2Abstract-
The project deals with the aspects that affect the production as well as quality in the
finishing department. For reducing the losses incurred during production,
The aspect of this project is to identify those factors which affect the production as well as
quality in the finishing department thorough maximizing the utilization of manpower, for
reducing the losses which obtained during production in finishing department. The main aim
is to reengineer the process flow in which number of processes reduced and thus achieving
a more efficient functioning in finishing department. One of the main factors which can be
worked upon are the checking and the checkpoints where the measurement process /
sequence followed, if worked up which can be considered as those factors which come
under non value added activities, if worked upon , unnecessary wastage can be prevented .

2.2.3Project objective
The main objectives are:-
 To understand the finishing department thoroughly

 To analyse the work process of finishing department
 To make a stream line process flow
 To set a standard time in finishing department
 To reduce rework
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Chapter 3…
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3.1.Literature review
Finishing is the last step of the garment production and all mistakes made during the
process accrue and become a huge problem at this stage. The Quality Departments also
have huge improvement potential and require special attention. This article illustrates the
priorities of the finishing and quality department
The analysis is based upon the survey conducted by the Methods Apparel Consultancy. Ten
factories were rated and 300 people were assessed during the surveys in November-
December, 2007 commissioned by the Garment Technical Cooperation (GTZ) in association
with Okhla Garment and Textile Cluster (OGTC) to analyze current systems and advise ways
to improve overall productivity. The survey was done in two parts, the first analyzing the
factory and the second evaluating the personnel.
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. The costs involved in this department are excessive in almost every factory surveyed, it is
vital that this department is thoroughly investigated since there is a great potential to
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achieve a large financial saving.
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The time taken to finish the garments is surprisingly high. Some of the companies are
examining the garment as many as 5 times, and the number of repairs is excessive.
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The time taken to finish the garments is surprisingly high. Some of the companies are
examining the garment as many as 5 times, and the number of repairs is excessive.
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Finishing departments are over-staffed in most of the factories studied; the time taken to
finish a garment is surprisingly high. Garments are being examined as many as five times
and the repair rate in most of the factories is shocking. This is obviously driven by the fear of
order rejection or re-works. Work content can be reduced by installing a proper work
control system and a culture for quality product production.
The layout and work flow was generally poor and disorganized. Not one of the finishing
departments have adequate systems of control, the emphasis is only directed to delivery
and not productivity, this is understandable in the present circumstances but must be re-
thought since it is excessively expensive.
Finishing times are excessive in almost every company; with the average finishing time per
garment varying from 11.2 minutes to 57.6 minutes.

None of the finishing departments use bundle systems for control, nor do any of them have
any form of scientific performance measuring techniques. There are no monitoring controls
except to record the number of repairs
Pressed garments are folded in a specified dimension. Tags, such as price tags and hang tags
are attached to the garment by means of a threads
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Chapter 4…
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4.1.Methodology:
The primary objective of doing this project was to understand the first hand knowledge
about the finishing process thus an observational method was required which involves
systematically watching and recording what process was follow in finishing department
and what people say about the process flow in the department.
To identify the bottleneck process in the finishing department non- value added activities
and manpower utilisation. And suggest the method to make the work flow smooth. This
project also focus to decrease WIP work in process the alteration/re-work, to make proper
flow layout.
Thus Project Methodology is as follows
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In primary data observational method has to be done to understand the process of finishing
department.
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Identify the bottleneck process of each operation.
Secondary data both internal and external research has been done, for internal ready to use
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document was available and for external I visited to other factory to know what finishing
process followed by them.
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1.To understand the finishing department thoroughly
Identify the bottleneck process in the finishing department:-

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Checking section
• Checking clockwise & anticlockwise (inside and outside)
• Ironing
• Re-work
2. Determining the factor leading to these bottleneck
3. Providing solution to overcome the bottleneck

Checking
• Worker’s job reorientation
• reduce the slow work process
Ironing
• increase the efficiency.
Alteration/ rework
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• Development of check sheet
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4 .Study the existing process of finishing pressing
5 .Analyse the bottleneck operation and suggestion to reduce WIP and increase in
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productivity
6. Find out the faults and their causes

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7. Root cause analysis of finishing

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8. Make the string diagram

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9. Proposed Proper scientific layout and calculate the area
10.Improve the time taken to finish the garment

Root cause analysis
Cause and effect analysis
 Need to study a problem/issue to determine the root cause

 To study all the possible reason why a process is beginning to have
 Need to identify the area for data collection
 To study why the work is not performing properly or producing the desired output
Scope of improvement on :-
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 Line layout
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 Material handling/movement
 Operator performance
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More alteration work
 WIP
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Observation
Checking is done after receiving the garment from receipt & dispatch room, where the
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garments are being checked inside and out, and send to the check points. If any problems
are found, the garments are returned back to checkers for alteration and sent to the
respective areas where they are supposed to be corrected. Alterations can also come in
various stages like buttoning, ironing, presentation checking. ones the alteration have been
corrected , again the process starts from the beginning which consumes double the time
leading to delay and increase in the processing time.

FINDINGS
It was found that WIP status were really high for the following sections of the finishing
department:-
 The causes of reworks done in finishing are from production, washing, fabric / shade
issues.
 From washing department Garments are not coming in bulk
Possibilities
There are lots of possibilities in the finishing department where I can do lots of changes like
proper work control system, excessive time taken, more rework.
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These are the specific area where some scope to do it better and show some profit by
reducing excessive time.
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Chapter 5…
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Finishing Department
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5.1.INTRODUCTION
Finishing department being the final process of garment manufacturing endures value
addition to the product, thus providing it with aesthetic and attractiveness for packaging.
Each and every process in garment finishing adds value in which pressing and packaging
contributes the most. Pressing involves:
 Smooth away unwanted creases and crush marks

 Make creases where the design of garment require them
 Mould the garment to the contour of the body
 Prepare garment for further sewing
 Refinish the fabric after manufacturing the garment
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Finishing and inspection are the last two process major operation in the manufacture of
garments before they are bagged or box and delivered to the finished goods warehouse.
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These two processes are vital in the production of sample garments because finishing
insures that the garment is correctly completed in every detail, and inspection verifies that it
conform to the relevant quality standard. In addition, this is the stage when the designer
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makes the final assessment of whether the sample garments has achieved its planned
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design objectives and can be approved.

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During the finishing and inspections, of samples, nothing which concerns the garment
technically can be left to chance.
As the name implies, finishing covers all the operation required to complete a garment. For
most garments this process starts after top pressing. The details involved in finishing very
according to garment type but in principle described here.

PRESSING
Pressing can be defined as a process which changes the geometric fiber structure of the
area being pressed by the controlled application of heat, steam and pressure. In this sense,
removing a crease from a garment involves the same change of fibre lay as that required to
open a seam or to press a hem. With very few exception, very type of product manufacture
by the clothing industry is pressed either during and at the end of it’s assemble or at the
end only. The exception are items of corsetry and underwear which, due to the material and
construction, do not require any form of pressing .at the order extreme from these ‘non-
pressed’ garment, the pressing operation required for man’s constructed jacket can account
for about 25% of the total production time for jacket .Regardless of the extent of pressing
which garment undergo, pressing is a crucial process which imparts the final finish to a
garment. A garment always has greater hanger or package appeal if it is fresh looking and
crisply pressed.
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THE PURPOSE OF PRESSING

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1)To smooth away unwanted creases and crush marks- In the garment manufacture, creases
and crushing occur in garments as a result of a operator handling and these are particularly
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bad where garments are handled between operation in bundle, whether tied up tightly or
piled on trolleys or in boxes.
To make a creases were the design of garment required them-Creases are obvious design
features in trousers, skirts (where a series of creases is often referred to has plating) etc.
The creases are less obvious but still require pressing when they are hems and cuff edges,
front edges, top edges of waistband, pocket flaps and patch pocket edges as well as pressed
open seam, which from a pressing point of a view are two creases sewn together.
The mould garment to the contour of the body- This refers to the enhancement of a shape
of a garment already largely determined by seams and darts. It is mainly affected in wool or
wool-rich fabric in the types of a garment referred to has tailored. This sort of moulding

involves stretching and shrinking of fabric. After moulding it is not possible to unpick the
seams and return garment parts to their former flat state. The areas where this moulding
takes place are around the ends of darts, collars, shoulder armholes and sleeve heads, and
sometime trousers legs. Thus the chest and waist of a tailored jacket created by pattern
seams and darts can be accentuated by pressing on shaped presses.
To prepare garments for further sewing- The term under pressing is used for pressing
operations on partly constructed garments, or pressing operation within the sewing line.
The stages at which a garment is underdressed will depend on many factors. It normally
takes place when several sewing operations have been completed. An obvious example
would be a jacket and it’s lining before assembly, after which pressing of separate section
would no longer be possible. Under
pressing also makes further sewing easy to do, or easier to do a high quality standard it may
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be possible to top stitch a collar has been pressed , but it is likely to be more quickly and
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accurately sewn if it has.
The means of pressing are heat, moisture, (usually has steam) and pressure, singly in
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combination. These means deform or reform fibres, yarns, and fabric in ordered to achieve
the affect intended by the designer. Equally important, after the application of heat and
moisture, is the application of vacuum, which sucks ambient air through the garment as it
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lies on the buck (the lower part of the press) or pressing table. This rapidly dries out residual
moisture from the garment and ensures that the set imparted by the press is retained .
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Various types of pressing equipment are used widely in the garment industry. Some of the
most common once are.
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1) Electric Steam Iron- This is the must common type of iron use now a day. The iron is
heated by electric element, control by a thermostat, and supplied with steam, either
from the factories main steam supply, or from a small boiler adjacent to the pressing
unit. The steam function of the iron is activated by the touch of a button, when a
powerful jet of dry steam is produced
2) . Steam Irons- These are used where higher pressing quality is desired. The pressing
is done by a powerful jet of steam without any electrical heating element. The
consumption of steam is more but this kind of pressing eliminates chance of any
shine mark on the fabric which may come during pressing.
3) Pressing tables- There is a range of pressing tables available for ironing. In a situation
a variety of parts and shapes of garments are has to be pressed. A simple pressing

table similar to a domestic ironing board is used. Modern tables have a supply of
vacuum to hold a garment in position and dry and set it after ironing. The flat table
can be fitted with swivel arms, which presents bucks of varied shapes to allow the
laying of sleeves, shoulders, and collar without distortion or the danger of creasing .
4) Each of these has a vacuum facility. Alternatively, the basic table may consist of a
very large flats area, or a smaller curved surface, each with additional section to be
sewing into position if required. A blowing function is also available of some these
pressing surfaces which gives billowing surface on which to press. This enables some
difficult materials, such as thin, hard rainwear fabrics, to be pressed with less risk of
seam impression showing.
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5.2.INSPECTION
Inspection is crucial for sample garments because apart from design consideration, there
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are a number of factors involved. This the moment when the sample receives the go or
no go signal and this decision requires some practical considerations on the part of the
designer. The principle factors involved are given here
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5.3.MEASUREMENT
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An integral part of inspection of samples is the checking of finished measurements.

Whilst measurements do not fully indicate fitting quality checking is necessary especially
if the garment has to conform to a customer’s measurement specifications.
The checking of garment measurements has to take into account the question of
reasonable tolerances, which do not have noticeable influence on the fitting, design and
functionality of the garment. Tolerances can be defined as the allowable deviations from
standards, and impractical term this require a sense of proportion. The deviation of
0.5cm in the length of a dress which should be 100cm long is not the some as a
deviation 0.5 cm in the length of a shoulder having an intended length of 12.5cm.
Therefore every deviation should be consideration in relation to the planned length or
size of the part being measured.

QUALITY STANDARD
The inspection of a sample garment has to be relevant to its price and target market.
There is no practical reason to apply stringent quality standard to samples which, if mass
produced, will only undergo the most rudimentary of inspections procedures. It is
obtained said that a thing should be done only as well as it needs to be done, and this is
very true
5.4.AQL IN FINISHING DEPARTMENT
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"The AQL is the maximum per cent defective that for the purpose of sampling inspection
can be considered satisfactory as a process average."
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The acceptance decisions based on AQL based inspections contain two kinds of risks as
detailed below:
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Producer's risk: The chance of rejecting a good lot that contains equal or less per cent
defective than AQL.
The Customer's risk: The chance of accepting a bad lot that contains more defective than
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the largest proportion of defects that a consumer is willing to accept a very small
percentage of the time. It is also known as Lot Tolerance Per cent Defective (LTPD) or
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represented as RQL (Rejecting Quality level).

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5.5.Tools and Equipment in Finishing Department
Checking table 3
Qc table 3
Stitching machine 5
Iron table 8
Presentation checking table 3
Folding 6
Stickering table 1
Packing table 1
Tagging table 1
Button machine 4
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Snap button machine 3
Thread sucking machine 1
Stain removing table 1
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5.6.TOTAL MANPOWER IN FINISHING DEPARTMENT
IRONERS 9
FOLDERS 6
QC & CHECKERS 20
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TAGGING 7
THREAD SUCKING 2
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BUTTON 1
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ALTERATION OPERATION 3
KAJA BUTTON 4
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PARTS CHANGERS 2
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PACKING 4
ASSORTERS 6
STAFF 7

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Chapter 6…
Project undertaken

6.PROJECT UNDERTAKEN
Finishing department
For the period of three and half months I worked in the Finishing department of Evolv
clothing company pvt ltd., Perungudi, Chennai. After working in the Finishing department I
was able to understand the importance of industrial engineering process in the
manufacturing unit and I had an in depth knowledge about the finishing process and how
different departments work in manufacturing unit.
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6.1.PROJECT na
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Standardisation of finishing department to optimize the production and improve quality
loses.
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This project aims to standardise the finishing department process and defect by making it in
better process
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This also standardise the space utilisation of finishing department by making a new layout
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for finishing department.

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6.2.Process
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Process
The first process after receiving from dispatch and receive section in the finishing
department the garment is send to checking section or buttoning section as per the style.
In checking process they check clockwise and anticlockwise. Inside and outside, first they
check the label then collar, shoulder, armhole, side seam, bottom, front placket. Also they
check is there any defect in the garment like stain problem, weaving damage, alteration.
After completing the checking process they send the piece to quality checking called
checking process, there the quality checker do the overview of the garment and passed the
garment to thread sucking. After thread sucking process the garment are sent to tagging
table where they do marking the size on the tagging and tagged in the garment then they
put the cuff button and passed it to ironing section, in ironing section they ironed and
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passed it to the presentation checking another checking process this is also called here a
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final checking. Here they check the presentation of the garment, trimming part style
checking shade defect variation after ironing. From here it passed to folding section where
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they fold the garment as per the buyer demand after this it goes to stickering table where
they put the barcode sticker and send to packing table where they pack the garment in
polybag and put it into carton and send it to the pre inspection section.
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6.3. First stage Observation
 Finishing department organisation

 Information flow between internal supply chain
Checking Section: Checking has three tables and each table has four members, each
member has been given the target to check a specific garment. Each person has to check 25
pieces per hour. And 200 pieces per day.
Quality checking: quality checking has three members each table has one and their target is
100 piece per hour, and 800 per day.
Thread sucking: Thread sucking has a target of 300 per hour, and 2400 per day.
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Tagging: in tagging there are various process tag attaching, tag inside, side and button put.
They are taking 46 per hour and 230 per day.
Ironing: There are eight ironer in the finishing department each target was 35 pieces per
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hour and 280 pieces per day.
Presentation checking: presentation checking has three table and two person in each table
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there target was 40 - 50 piece per hour and 320 piece per day.
Folding: folding also has 6 persons each target is same as presentation checking.
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6.4.Second step: Data collection
Time study for each operation
Date : 15/03/17 Style :Napapijri Operation: ironing Name: Devianki
Efficiency level
Target : 35 Time ;1.58 min Output:35 Efficiency :92%
%On – Standard Time Off – Standard
Cycle1 Cycle2 record talki perso Waiting Other
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ng nal for work
1 1.39 1.31
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2 1.49 1.47
3 1.36 1.49
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4 1.36 1.38
5 1.39 1.39
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6 1.31 1.37
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7 1.38 1.39
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8 1.34 1.35
9 1.37 1.44
10 1.32 1.32
ave 1.37 1.39

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Date : 15/03/17 Style :Napapijri Operation: ironing Name:
Efficiency level
Target : 35 Time ;1.58 min Output:35 Efficiency :92%
On – Standard Time Off – Standard
Cycle Cycle2 record talki pers Waitin Other

1 ng onal g for
work
1 1.36 1.30
2 1.38 1.48
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3 1.36 1.51
4 1.49 1.38
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5 1.52 1.39
6 1.35 1.44
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7 1.36 1.39
8 1.34 1.32
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9 1.39 1.42
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10 1.31 1.35
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ave 1.38 1.36

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Date : 15/03/17 Style :Napapijri Operation: checking Name: Devianki
Efficiency level
Target : 25 Time ;2.40 min Output:25 Efficiency :
%On – Standard Time Off – Standard
Cycle Cycle2 record talki pers Waitin Other

1 ng onal g for
work
1 2.11 3.28 3.11 3.56
2 1.29 3.55 2.56 2.57
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3 2.24 3.22 2.36 2.31
4 2.37 3.31 1.54 2.41

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5 2.28 2.57 2.35 2.35
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6 1.05 2.48 2.13 2.03
7 2.48 3.14 2.19 1.59

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8 1.03 3.35 2.48 2.17

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9 2.42 2.25 2.08 2.43

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10 2.10 3.28 2.25 2.58
ave 1.93 3.04 2.30 2.40

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Checking per hour record
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Sr Name 1 2 3 4 5 6 7 8
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1 victoria 20 20 20 22 22 25 25 25
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2 Manjula M 20 20 20 22 23 25 25 25
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3 Matharbeevi 20 20 20 22 25 22 25 25
4 Selvi k 20 20 20 22 22 20 20 20
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Capacity of checkers
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sl no operation capacity per hour target per hour

1 checking 30 25
2 checking 30 25
3 checking 30 25
4 checking 30 25
5 checking 30 25
6 checking 32 25
7 checking 30 25
8 checking 35 25
9 checking 30 25
10 checking 30 25

40
35
30
25
20
15 capacity per hour
10 target per hour
5
0
checking
checking
checking
checking
checking
checking
checking
checking
checking
checking
1 2 3 4 5 6 7 8 9 10
i
This is the time which was set in the finishing department.
na
en
Process Time
Ch
Checking 2.40
QC 0.40
Thread sucking 0.20
Tagging 1.45
T
Ironing 1.59
IF
Presentation checking 1.30

Folding 1.25
N
Target of the day in the finishing department was 2100 to 2400. Its varied
But they are not able to achieve the daily target they were able to make 1700 to 1800 pieces
only.
The next step was to develop moderate suggestions for the current problem
Why the target is not achieved? The main problem of not achieving the target is worker
absenteeism, the worker are in leave most time and there is no backup for ironers.

capacity of doing the work is more than the target but they are not doing as per the their
capacity, when they complete their per hour target. They stop doing or they keep itself busy
with some personal activity. But they don’t try to make more than the target
i
Suggestion
na
If someone is absent there should be a backup. Train other operator too to do that work so
that helpers or assorters can manage the work.
en
There was no incentive system in finishing department like they have in production
department. I suggested motivate the workers keep incentive system in finishing also tell
Ch
them that weekly or monthly those who will give their best they will get good prize, at the
end weekly or month.
T
IF
Chart of daily target and how much achieved
Daily target = 2100

N
CHECKING IRONING FOLDING PACKING

target achieved Target achieved target achieved Target achieved
2100 1865 2000 1497 2000 1407 2000 1407
2100 1906 2000 1668 2000 1808 2000 1808
2100 1598 2000 1928 2000 1901 2000 1901
2100 1845 2000 1704 2000 1881 2000 1901
2100 2030 2000 1810 2000 1853 2000 1856
2100 2060 2000 1830 2000 1802 2000 1802
After the approval of the suggestion. The implementation part began. Maximum part has
been implemented.

TIME STUDY OF CHECKING
Name operation cycle1 cycle2 cycle3 cycle4 cycle5 cycle6 cycle7 cycle8 cycle9 cycle10 avrg basic time handling time sam
asia begam 2.11 1.29 2.24 2.37 2.28 1.05 2.48 1.03 2.42 3.01 2.028 1.6224 0.32 1.94688
manjula 3.28 3.55 3.22 3.31 2.57 2.48 3.14 3.35 2.52 3.28 2.702 1.8914 0.38 2.26968
checkers
victoria 3.11 2.56 2.36 1.54 2.35 2.13 2.29 2.42 2.08 2.5 2.334 1.7505 0.35 2.10
selvi 3.56 2.57 2.31 2.41 2.34 2.03 1.59 2.17 2.43 2.58 2.399 1.79925 0.36 2.16
i
na
en
6.5.METHOD STUDY FOR CHECKING.
Method study is th process of subjecting work to systematic, critical scrutiny to make it
Ch
more effective and or more efficient . it is one of the keys to achieving productivity
improvement. The main purpose of method study is to eliminate the unnecessary
operations and to achieve the best method of performing the operation. Method study is
also called methods engineering or work design.
T
IF
The process of method study are

N
SELECT
RECORD
EXAMINE
DEVELOP
INSTALL
MAINTAIN.

SELECT
The most challenging part in the finishing department is checking section . its also a critical
section where most of the mistake are done.
RECORD
checking section has been observed where they check inside and outside of the shirt where
they check the label ,collar , front , bottom and placket.
EXAMINE
i
na
At the time of checking I found that there are many defect were coming and the checkers
tie that defect and send to the alteration section which is beside the checking table .
en
DEVELOP
Ch
I came up with an idea after examine the checking section that the checkers used to tie the
thread in the garment where they find the defect. Instead of tie the thread they should
check the whole garment so that the alteration piece would not come again to checkers it
T
directly passed through the alteration person to quality checkers

IF
N
INSTALL
The ideas were install they started doing what I suggested. The time also reduce they
started making more pieces than before.

6.6.Before Setting a standard time in finishing process
Buyer name: NAPA Description: FULL SLEEVE SHIRT
Size S STYLE: GRESSOS
Total standard time 9.95 min
Sr no checking QC TS Tagging Ironing PC Folding packing
Sam 2.40 1.0 0.30 1.25 2.05 1.30 1.25 0.40

0
i
Target 25 100 200 48 30 45 50 150
na
en
After Setting a standard time in finishing process
Ch
BUYER: NAPA DESCRIPTION: SHIRT

T
SIZE S STYLE: GRESSOS

IF
SAM 8.4 MIN

N
SR NO CHECKING Qc TS TAGGING IRONING PC FOLDING PACKING
SAM 2.05 1.00 0.20 1.05 1.45 1.20 1.10 0.35
TARGET 30 100 300 57 40 50 54 171

250
200
150
BEFORE
100 AFTER
50
i
na
THE GRAPH SHOWS THE IMPROVEMENT IN THE TARGET MATERIAL IN EACH PROCESS AS
en
THE REWORK IS REDUCED
Ch
BEFORE
BUYER NAME: G STAR DESCRIPTION: SHIRT

T
IF
SIZE S STYLE DO554
SAM 10.55 MIN

N
SR NO BUTTON CHECKING QC TAGGING iron PC FOLDING PACKING
SAM 1.35 2.40 0.40 1.45 2 1.30 1.25 0.40
TARGET 45 25 150 40 30 45 50 150

AFTER
BUYER NAME: G STAR DESCRIPTION: SHIRT
SIZE S STYLE:DO554
SAM 10.55 MIN
SR NO BUTTON CHECKING QC TAGGING IRON PC FOLDING PACKING
SAM 1.25 2.10 0.30 1.25 1.7 1.30 1.25 0.40
TARGET 48 28 200 48 35 45 50 150
i
na
en
250
Ch
200
150
100
BEFORE
T
50
AFTER
IF
0
N
As the study once again conducted with different product, the result achieved
also indicates the improvement in target and optimized production and quality
losses

6.7.Distance travel area
1.D&R to checking
2.Checking to thread sucking
3.Thread sucking to tagging/buttoning
4.Tagging to ironing
5.Ironing to presentation checking
6.Presentation checking to folding
7.Folding to stickering
i
na
8.Stickering to packing
en
6.8.Present material flow
Ch
T
IF
N

Proposed material flow
i
na
en
Ch
T
IF
N

i
na
en
Ch
T
IF
N

i
na
en
Ch
Total distance reduced

T
IF
Present distance – proposed distance
68.9 - 38.77 meter

N
= 30.13 meter.
30 meter would save in one time.
No of feeding in finishing is 40 times
Therefore 30 x 40 = 1200 meter saved in one day
And one piece garment time is 9. min. so
1200/9. = 133 garment extra can be made in new layout.

6.9.Present layout
i
na
en
Ch
..\present layo.xlsx
T
IF
N

Proposed layout
THREAD
INSP SUKING
ECTI
ON
STAIN
ROO
REMOVIN
M
G AREA
PACKING FOLDING PRESNTATI IRONER TAGGING/ BUTTONING
ON CHEC
E
m
b
m/c
r
CHECKING o
i
PACKING QC m/c d
e
r
y
QC
Table
ENTRY
i
ALTRA
R&D
ENTRY
na
en
D&R
Ch
Advantage
Travelling time : The travelling time was reduced due to the improved layout. The change in
T
the layout was able to save 30.13m which will thus save the time in travelling it.
IF
N
Productivity : the productivity is a very important criteria for every organisation. After the
change in the layout, the productivity shall increase due to less time consumption and cost
of the company. 133 extra garments can be made after the implementation of the project
cost
1 garment = INR 15
133 garments = 15 X 133
= 1995 INR
The company is getting profit of 1995 INR. After the new layout.

i
na
en
Ch
Chapter 7…
T
Material Handling
IF
N

7.1.Material Handling
In finishing department the garments are checked, pressed folded and packed. Garment
pieces move number of workstations before pieces are packed into the polybag .
Observation
I found the garments are hold by hands to move from one workstation to another
workstation.
They also pull the cartons to take the garments from one workstation to another.
i
na
7.2.Result
stain/dust problem.
en
stain/dust problem may occur during taking the
Ch
garment from one place to another
Due to this kind of dust/stain the operation is not being done by actual time. They take
T
extra time to remove this kind of stain/dust. In which they are not able to achieve their
IF
target.
N

i
na
en
Trolley may be use to remove these kind of problem.
Ch
T
IF
N

Chapter 8…
Work In process
i
na
en
Ch
T
IF
N

8.1.WIP in Finishing Department:
Excess WIP is an indicator of waste caused by bottleneck
WIP in the finishing department was very high in the factory
The main reason is washing department because the garments are not being received in
bulk from the washing unit
And second target is not being achieved in the finishing department.
8.2.WIP status
i
na
en
Ch
T
IF
N
8.3.Suggestion
To achieve the target, flow line should be smooth, there should not be any disturbance in
the line
Once the garment passed from checkers it should not come back because of any fault.
Once passed means it should be passed, for that the checkers should be perfect
Rework has to be decreases from the line. There is too much alteration which should be
reduced.

i
na
en
Chapter 9..
Ch
Quality
T
IF
N

9.1.Quality
Quality must be built in. Quality is always the result of excellent work without compromise.
Although I found that there is 100% quality check in sewing line. But excessive number of
faults are found in the finishing department.
Operators do not fix their mistake but leave them for the examiner to find result in high
repair level .
9.2.Line quality checking
i
date - 16/3/17 line -C client - napa/g-star
total checked - 178

style - gresta. grengton. D05446
total defect -28

colour - 906.C15 name - gracy
total pass - 150

na
en
types of defect collar pick neck band middle label out front placket button placket kaja front pocket shoulderarm holeside seam back loop pleat yoke sleevesleeve placket cuff bottom hemleather buttonbartack total defect
raw edge 2 2
broken stitch
run off 7 2 1 3 3 8 25
Ch
shape
trimming hole
jump stitch 1 1
loose stitch
pipping
uneven stitch
missing operation
uneven stitch
T
UN cut thread
weaving
IF
colour variation
fabric stain
oil stain
needle holes
line mismatching
N
up and down
puckering
roping
size jump
colour shade
total defect 28
highest defect highest defect qty QR%
runoff 25 84%
This is the line quality checking where the defect is being record

date - 16/3/17 line -C client - napa/g-star style - gresta. grengton. D05446 colour - 906.C15 name - amala
total checked - 228 total defect -28 total pass - 200
types of defect collar pick neck band middle label out front placket button placket kaja front pocket shoulder arm hole side seam back loop pleat yoke sleeve sleeve placket cuff bottom hem leather button bartack total defect
raw edge
broken stitch 1 1
run off 1 7 3 3 5 7 26
shape
trimming hole
jump stitch
loose stitch
pipping
uneven stitch
missing operation 1 1
uneven stitch
UN cut thread
weaving
colour variation
fabric stain
oil stain
needle holes
line mismatching
up and down
puckering
roping
size jump
colour shade
i
total defect 28
na
runoff 25 88%
en
Ch
date - 16/3/17 line -C client - napa/g-star style - gresta. grengton. D05446 colour - 906.C15 name - K Lalitha

T
types of defect collar pick neck band middle label out front placket button placket kaja front pocket shoulder arm hole side seam back loop pleat yoke sleeve sleeve placket cuff bottom hem leather button bartack total defect
raw edge 5 5
IF
broken stitch
run off 1 7 5 2 10 25
shape
trimming hole
N
jump stitch 1 1 2
loose stitch
pipping
uneven stitch
missing operation
uneven stitch
UN cut thread
weaving
colour variation
fabric stain
oil stain
needle holes
line mismatching
up and down
puckering
roping
size jump
colour shade
total defect 32

date - 16/3/17 line -C client - napa/g-star style - gresta. grengton. D05446 colour - 906.C15 name - K Lalitha
types of defect collar pick neck band middle label out front placket button placket kaja front pocket shoulder arm hole side seam back loop pleat yoke sleeve sleeve placket cuff bottom hem button w/b total defect
raw edge 2 2 4
broken stitch 2 3 2 2 3 12
run off 1 3 4
shape
trimming hole
jump stitch 2
loose stitch
pipping
uneven stitch
missing operation
uneven stitch 4 4
UN cut thread
weaving 5 5 5 15
colour variation
fabric stain
oil stain 10 5 5 20
needle holes
line mismatching
up and down 5 5
puckering
roping
size jump
colour shade
total defect 64
i
na
stain 20 83%
en
Ch
T
IF
N

9.3.Alteration defect
i
na
en
Ch
Production quality issue makes finishing department more loss to achieve their target
Same defect are found at random checking after first checking also.
Checkers should be trained.

T
IF
Defect image should be displayed

N
Suggestion
Reduce Rework which is received from the line.
Daily and weekly training for the checkers
Defect image should be displayed on the board
Motivation team and rewards system should be made for workers.

i
na
Chapter 10…
Findings and recommendation

en
Ch
T
IF
N

10.1.Findings and Recommended Solution
Current Problem faced Problem solution
Inexperienced Workers in the finishing Workers in the Finishing
department were department were unable to
inexperienced, in terms of understand the
quality knowledge and specifications and
technicality. As a result the technicalities involved in
Finishing department was the checking and quality of
unable to meet its deadline the garment. Due to which
for finishing production. the quality of the finishing
and the company was was not up the mark. To
unable to utilise the enhance the skills of the
resources at optimum level. labours and to ensure
optimum utilization of its
resources, the company
i
na
must organize a training
and development programs
or sessions in order to
improve the skills of the
en
labour and increase their
productivity
Ch
Unorganised department Extended work hours, A company must have a

structure internal conflicts among strong and effective
employees, decrease in communication system and a
employee’s productivity well defined hierarchy
structure to ensure smooth
T
process within the

IF
department. Clearly defined

set of jobs and
N
responsibilities enables an
employee to focus on every
task effectively and in turn
increase their productivity.
At Evolv clothing , the
finishing department was
unorganized in terms of
hierarchy structure. There
was a need for the
management department to
plan solutions for the same.

Conclusion
After completing the project the actual output has come, to get the actual output I had to
understand the finishing department thoroughly.
After analysing the process of finishing department stream line process flow is maintained
and output is achieved as per target.
Post implementation, standard time was set for finishing department and layout was also
proposed.
After implementation of layout the distance area is reduced. It saved 30 meter per feed
and average feeding was 40-50 times a day, which makes it minimum 1200 metre per day
Quality has been improved as per the suggestion .
i
na
Reduced Rework received from the line.
Daily and weekly training for checkers.

en
Defect image should be displayed on the board.
Motivation team and rewards system should be made for workers.

Ch
T
IF
N

REFECENCESS:-
WWW.FIBRETOFASHION
WWW.ONLINECLOTHINGSTORE
IMPROVEMENT WORKING CONDITION AND PRODUCTIVITY IN THE GARMENT

INDUSTRY (AN ACTION MANNUAL) BY JUAN CARLOS HIBA (PG 203)
GRADUATION PROJECT REPORT
i
na
en
Ch
T
IF
N

i
na
en
Ch
T
IF
N

i
na
en
Ch
T
IF
N

i
na
en
Ch
T
IF
N

i
na
en
Ch
T
IF
N

i
na
en
Ch
T
IF
N

i
na
en
Ch
T
IF
N

i
na
en
Ch
T
IF
N

i
na
en
Ch
T
IF
N

i
na
en
Ch
T
REFECENCESS:-
IF
WWW.FIBRETOFASHION
N
WWW.ONLINECLOTHINGSTORE
IMPROVEMENT WORKING CONDITION AND PRODUCTIVITY IN THE GARMENT

INDUSTRY (AN ACTION MANNUAL) BY JUAN CARLOS HIBA (PG 203)
GRADUATION PROJECT REPORT

i
na
en
Ch
T
IF
N

Ravi Prasad

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STANDARDISATION OF FINISHING DEPARTMENT TO OPTIMISE THE

PRODUCTIVITY AND QUALITY IMPROVEMENT

A DISSERTATION SUBMITTED IN PARTIAL FULFILMENT OF THE

BACHELOR OF FASHION TECHNOLOGY APPAREL PRODUCTION

UNDER THE GUIDENCE OF

ASSISTANT PROFESSOR . MS PADMAPRIYA

DFT NIFT CHENNAI

DEPARTMENT OF FASHION TECHNOLOGY

NATIONALINSTITUTE OF FASHION TECHNOLOGY

Name : Ravi prasad

Name: Ms. M padmapriya

Assistant Professor DFT

NATIONAL INSTITUTE OF FASHION TECHNOLOGY. Page 1

NATIONAL INSTITUTE OF FASHION TECHNOLOGY. Page 2

Project name: Standardisation of finishing department to optimize the

We wish him all the best for a fruitful career.

NATIONAL INSTITUTE OF FASHION TECHNOLOGY. Page 3

NATIONAL INSTITUTE OF FASHION TECHNOLOGY. Page 4

1.1…Introduction about company…………………………………………………………..

2.1…Background of the project……………………………………………………………….

2.2.1 Finishing Department…………………………………………………………………..

5.1… Introduction of finishing section

5.5…Tools and Equipment

NATIONAL INSTITUTE OF FASHION TECHNOLOGY. Page 5

6.6…Setting a standard time

6.7…Distance travel area

10.1…Findings and Recommended solution.

NATIONAL INSTITUTE OF FASHION TECHNOLOGY. Page 6

1.1 INTRODUCTION ABOUT COMPANY

NATIONAL INSTITUTE OF FASHION TECHNOLOGY. Page 7

NATIONAL INSTITUTE OF FASHION TECHNOLOGY. Page 8

NATIONAL INSTITUTE OF FASHION TECHNOLOGY. Page 9

NATIONAL INSTITUTE OF FASHION TECHNOLOGY. Page 10

NATIONAL INSTITUTE OF FASHION TECHNOLOGY. Page 11

NATIONAL INSTITUTE OF FASHION TECHNOLOGY. Page 12

Standardisation of finishing department was a very challenging activity as it involves the

Project Name - Standardisation of finishing department to optimise the production and

NATIONAL INSTITUTE OF FASHION TECHNOLOGY. Page 13

The main objectives are:-

 To understand the finishing department thoroughly

NATIONAL INSTITUTE OF FASHION TECHNOLOGY. Page 14

NATIONAL INSTITUTE OF FASHION TECHNOLOGY. Page 15

NATIONAL INSTITUTE OF FASHION TECHNOLOGY. Page 16

NATIONAL INSTITUTE OF FASHION TECHNOLOGY. Page 17

NATIONAL INSTITUTE OF FASHION TECHNOLOGY. Page 18

Thus Project Methodology is as follows

1.To understand the finishing department thoroughly

Identify the bottleneck process in the finishing department:-

• Checking clockwise & anticlockwise (inside and outside)

2. Determining the factor leading to these bottleneck

3. Providing solution to overcome the bottleneck

NATIONAL INSTITUTE OF FASHION TECHNOLOGY. Page 19

• reduce the slow work process

• increase the efficiency.

6. Find out the faults and their causes

7. Root cause analysis of finishing

8. Make the string diagram

9. Proposed Proper scientific layout and calculate the area

10.Improve the time taken to finish the garment

NATIONAL INSTITUTE OF FASHION TECHNOLOGY. Page 20

 Need to study a problem/issue to determine the root cause

NATIONAL INSTITUTE OF FASHION TECHNOLOGY. Page 21

NATIONAL INSTITUTE OF FASHION TECHNOLOGY. Page 22

NATIONAL INSTITUTE OF FASHION TECHNOLOGY. Page 23