Silver Sparks

NATIONAL INSTITUTE OF FASHION TECHNOLOGY
APPAREL INTERNSHIP REPORT
At Silver Spark Apparel Ltd. Unit 1

No.56 Majara Hosalli Behind KIADB Industrial Area
Doddaballapur Bangalore
Submitted By-
Aditya Prakash (BFT/20/1166)
Divyansh Srivastava (BFT/20/707)
Pragati Gupta (BFT/20/1412)
Saurav Kumar (BFT/20/1420)
Under the Guidance of-

Dr. Omkar Singh
(Asst Prof Department of fashion technology)
Acknowledgement
We take this opportunity to express our profound gratitude and deep regards to Mr. Nitin
Wanker, (Plant Head) for providing us this golden opportunity to work under this project. His
exemplary guidance, monitoring and constant encouragement throughout the course of Apparel
Internship. The help given by him from time to time shall carry us a long way in the journey of
life on which we are about to embark. We owe our deepest gratitude to our Industry mentors
Mr. Shantanu Kumar (Production Manager), Mr. Laxmi Narayan (Quality Manager) Mr. Nitin
wankar (plant head) Mr. Manish Kumar (IE executive) for the valuable guidance, advice, useful
comments, remarks, and engagement throughout the learning process of this project and
sharing their precious time with us during the internship.
We would like to present our overwhelming gratitude to our college mentor Prof. Dr. Omkar
whose sincere guidance and throughout contribution has enriched us with valuable input, our
Centre Last but not the least We deeply appreciate the guidance provided by the staff and
operators at Silver Spark Apparel Ltd. who were a helping hand at every next step.
I am thankful to my internship mentor, my mentor (DFT, NIFT Patna) and Course coordinator,
BFT, NIFT Patna under whose guidance I completed my internship and project.
Thank you, Silver Spark.
ADITYA PRAKASH
DIVYANSHA SRIVASTAVA
PRAGATI GUPTA
SAURAV KUMAR
Department of Fashion Technology

NIFT ,PATNA
Date-2 September 2023
Place – Patna
Declaration
We, Aditya Prakash, Divyansh Srivastava, Pragati Gupta, and Saurav Kumar, hereby declare
that the internship report titled "Apparel Internship at Raymond’s" is a record of our original
work conducted during the period of 8 weeks, from June 1st to July 26th. The work presented
in this report is the result of our collective efforts and dedication towards understanding and
contributing to the operations of Silver Spark Raymond’s in the apparel industry. We have
conducted this internship under the guidance and supervision of the professionals at Silver
Spark who provided us with valuable insights and hands-on experiences in various aspects of
the apparel industry. We declare that this report represents our original work and has not
been submitted in any other form for any other purpose, academic or otherwise. Any sources
of information used in this report have been appropriately cited and referenced. The findings
and conclusions presented in this report are based on our observations, research, and analysis
during the internship period. We understand the importance of academic integrity and the
consequences of submitting plagiarized or falsified work. Therefore, we affirm that the
content of this report is genuine and authentic to the best of our knowledge. We would like
to express our sincere gratitude to Silver Spark Raymond’s for providing us with the
opportunity to undertake this internship, and we are thankful to all the individuals who
guided and supported us throughout this internship journey.
Date: [26june 2023]

Place: [Patna]
__________________________ __________________________
Aditya Prakash Divyansh Srivastava
__________________________ __________________________
Pragati Gupta Saurav Kumar
LIST OF FIGURES USED
Figure Figure description Page
no. number
1 Raymond’s logo 1
2 Organisational hierarchy 2
3 Raymond’s logo 3
4 Raymond’s Premium apparel logo 3
5 Raymond’s Mtm logo 3
6 Park avenue logo 3
7 Parx logo 4
8 Color plus logo 4
9 ethnix logo 4
10 Gautam singhania’s Picture 5
11 Nawaz Gautam singhania’s picture 5
12 S.L. pokharana’s picture 5
13 Shiv surinder kumar 6
14 Dinesh lal 6
15 Ashish Kapadia’s Picture 6
16 :Mukeeta Jhaveri 7
17 Photo of factor 8
18 About the company 8-9
19 Components of a jacket 10
10 types of jacket 11
21 Components of a trouser 13
22 Components of a waistcoat 14
23 Org. structure in Bulk 15
24 Org. structure in MTM 16
25 Org. structure Management head 16
26 Bulk building Floor diagram 17
27 MTM building Floor diagram 17
28 BULK CAD/CUTTING 18
29 Non-production area 21
30 Site plan 24
31 Workflow of departments 26
32 Organisation structure of Merchandising and marketing department 27
33 Processflow of the department 29
34 Workflow of departments 30
35 Workflow of Purchase deparment 31
36 Production file 32
37 Techpack 33
38 BOM 34
39 Spec sheet 35
40 Production order slip 35
41 Trim details 36
42 Org. structure in PPD 37
43 Process flow in PPD 37
44 Sampling department workflow 40
45 Machine details in Sampling Jkt 41
46 Machine details in Sampling TRS 41
47 Process flow in sampling 42
48 Process flow in Trim store 43
49 Material segregation chart 44
50 Thread segregation 45
51 Work flow in IE 46
52 Work flow in PM and CAD 47
53 Work flow in spreading 49
54 Machines in cutting department 50
55 Machines 1 51
56 Machines 2 52
57 Machines 3 53
58 Machine 4 54
59 Process flow in cutting 56
60 Sewing department segregation 56
61 Process flow of sewing department 62
62 Sacoor brothers logo 56
63 Product pictures. 62
64 : Pattern pictures 62
65 Parts sheet 63
66 Parts accountability chart 64
67 Past month production report 64
68 string diagram of the line 66
69 Operation breakdown 67-73
70 time study 75-78
71 Day 1 pitch analysis 79
72 Bottle neck representation 81
73 de-Bottle neck representation 81
74 Process sheet 85
75 plr report 86
76 plr report 86
77 Manpower and efficiency graph. 87
78 Carbon footprint tracking system. 89
79 Data accessability 90
80 Data Analysis Graph. 91
81 Trend based goal setting page. 92
82 Performance analytics 95
83 Waste reuse table 96
84 waste producer table 97
85 process flow of making sample 97
86 Sample of the product made 97
87 Process flow of upcycling 98
88 Fabric waste percentage 99
89 Product idea 1 99
92 Product idea execution 100
93 Product idea execution 2 101
94 Product idea execution flow 102
95 table coaster 102
96 Process flow 131
97 Sharp tool solution 131
98 Authority format 132
99 Authorized person entry format 2 133
100 Hanger template provided 134
101 PCA in bulk floor result 135
103 PCA in MTM-G floor result 136
105 PCA in MTM-Tfloor result 137
106 BRFS LOGO 144
107 BRFS Product 147
108 BRFS OB 148-154
109 BRFS Time study 155-157
TABLE OF CONTENT
S. Content Page no.
No
CHAPTER 1 : Introduction
1 1.0 INTRODUCTION 1
2 1.1 ORGANISATIONAL HIERARCHY 2
3 1.2 LIST OF COMPANIES 3
4 1.3 BOARD OF DIRECTORS 5
5 1.4 UNIT PROFILE SILVER SPARK: 7
6 1.5 ORGANISATIONAL STRUCTURE 15
7 1.5.1 PLANT LAYOUT 17
8 1.5.2 PLANT LAYOUT (MTM) 19
9 1.5.3 Cutting, Spreading, CAD, Trims and fabric 20
store(BULK)
10 1.5.4 Entrance, Canteen, Creche, HRD 21
CHAPTER 2: DEPARTMENTAL STUDY
11 2.1 SITE PLAN 23
12 2.1.1 WORKFLOW IN DEPARTMENTS 25
13 2.1.2 WORKFLOW CHART IN DEPARTMENTS 26
14 2.2 MARKETING/MERCHANDISING 27
DEPARTMENT
15 2.2.1 PROCESS FLOW 29
16 2.2.2 MANPOWER IN THE MERCHANDISING 30
DEPARTMENT
17 2.3 PURCHASE DEPARTMENT 30
18 2.3.1 PRODUCTION FILE: 32
19 2.3.2 Label Details: 33
20 2.4 PRE-PRODUCTION DEPARTMENT 37
21 2.4.1 ORGANISATIONAL STRUCTURE 37
22 2.5 SAMPLING DEPARTMENT 38
23 2.5.1 SAMPLING DEPARTMENT WORKFLOW 40
24 2.5.2 MACHINE DETAILS IN JACKET SAMPLING 41
AREA
25 2.5.3 MACHINE DETAILS IN TROUSER 41
SAMPLING AREA
26 2.6 STORE 42
27 2.6.1 TRIMS STORE: 43
28 2.6.1.1 MATERIAL SEGREGATION 44
29 2.6.1.2 THREADS 44
30 2.7 Industrial Engineering Department 45
31 2.7.1 Work Flow of IE Department 45
32 2.8 Pattern Making & CAD Department 46
33 2.8.1 Process Flow of CAD Department 47
34 2.9 Cutting and Department 48
35 2.9.1 Spreading 49
36 2.9.2 Cutting 48
37 2.9.2.1 Machines in Cutting Department 49
38 2.9.2.2 Process Flow of Cutting Department 54
39 2.10 Sewing Department 55
40 2.10.1 Types of Feed in Sewing Machines 56
41 2.10.2 Process Flow of Sewing Department 56
42 2.11 Finishing Department 57
43 2.12 Warehouse 57
44 2.13 Department of Maintenance 57
CHAPTER 3 : PROJECTS
45 Project 1 : Productivity improvement in JKT LINE 3 59
46 Project 2 : Implementation of an Online Tracking 88
System for Sustainability
47 Project 3 : Process Conformation Audit 105
48 Project 4 : Productivity improvement in JKT LINE 4 142
49 CHAPTER 4 : Annexures
50 Annexure 1 165
51 Annexure 2 166
52 Annexure 3 167
53 Annexure 4 168
54 Annexure 5 169
55 Annexure 6 170
56 Annexure 7 179
57 Annexure 8 184
58 Annexure 9 185
59 Conclusion 188
Chapter 1
Company profile
1.0 INTRODUCTION
Raymond Group: An Over View
( Figure 1:Raymond’s logo )
With an emphasis on textiles and apparel, Raymond is a multifaceted company that also has a presence
in local and international markets for consumer goods, real estate, and engineering. The Raymond
Woollen Mill in Thane Creek was the site of the 1925 founding of Raymond Limited. In. Lala Kailashpat
Singhania bought The Raymond Woollen Mill in 1944. Given that, they as indicated by their association
with sophistication, elegance, and individuality men's clothing. Raymond James named Mr. Gautam
Singhania as its new chairman and managing director. In 2000, it was restricted. Raymond became the
first company in the world to create In 2015, there were super 250s and cutting-edge fabrics. With 97
years of experience, Raymond is a textile powerhouse with cutting-edge facilities. and robust production
skills for fibre to fabric. It is well-known and also the fastest-growing brand of clothing fabric. Raymond
provides a luxurious selection of shirts and suiting materials in a wide range of choices, including Worsted
textiles, Cotton, Wool mixes, Denim and linen. The comfort of couture, the ethnic culture, and the
magnificent clothes in each Park Avenue, Raymond Ready To Wear, ColorPlus, and Parx Ethnix are some
of its brands. Shown to be useful and produced a desirable environment in your life. With "Go" serving
as the main motif, Beyond, the corporation has started a mission to provide high-quality houses for
everyone by I'd like to introduce Raymond Realty and Home.
1.1 ORGANISATIONAL HIERARCHY
( Figure 2 : Organisational hierarchy )
2
1.2 LIST OF COMPANIES
( Figure 3 : Raymond’s logo )
1.Raymond Ltd: Raymond Ltd. is one of the world's leading integrated manufacturers of worsted fabrics.
( Figure 4 : Raymond’s Premium apparel logo )
2. Raymond Premium Apparel : Raymond Premium Apparel is a premium formal wear brand which is
positioned to offer classic garments with impeccable fits and inviting styles to the Global Indian.
( Figure 5 :Raymond’s Mtm logo )
3. Raymond Made to Measure : It is a unique service of premium clothing from the house of Raymond –
The Complete Man. This luxurious service allows our discerning customer to personalize their ensemble
bringing together their own personal taste
( Figure 6 : Park avenue logo )
4. Park Avenue- Formal readymade garments & accessories for men it has recently bagged the "Most
Admired Brand" and "Most Admired Trouser Brand" awards at the Lycra Images Fashion Awards 2006,
for the second consecutive year
3
( Figure 7 : Parx logo )
5. Parx-A semi-formal and casual assortment of cottons, mixes, and denim wear aimed at the stylish,
fashionable, and comfortable apparel market. Parx embodies the active 22-30- year-old who is
aggressive, outspoken, and dynamic, and who embraces life to the utmost. It is the pulse of a new
generation that views clothes as a statement of attitude and vibrancy.
( Figure 8 : Color plus logo )
6. ColorPlus- Colorplus is a leading casual clothing brand in India. Our shirts, pants, knits, survival gear,
and accessories have always been of the highest quality. Driven by a desire to provide the best to the
consumer, procedures and technology are continually being improved to provide customers with "smart
casual clothing" at reasonable rates. Thermofused buttons, golf ball wash, soft jeans, wrinkle free
technology, stain-free fabric, and cone dyed method are some of the brand's technological advancements.
ColorPlus is currently available in over 180 locations in South and West Asia via exclusive stores and
select 'The Raymond Shop' outlets, with plans to expand further.
( Figure 9 : ethnix logo )
7 .Ethnix- Ethnix by Raymond meets the needs of its clients by offering distinctive and exquisite designs
at a reasonable price
4
1.3 BOARD OF DIRECTORS
1.3.1 GAUTAM HARI SINGHANIA (CHAIRMAN AND MANAGING DIRECTOR)
( Figure 10 : Gautam singhania’s Picture )
Gautam Vijaypat Singhania is an Indian industrialist. He is the chairman and managing director of the
Raymond Group, the world's largest producer of suiting fabric.
1.3.2 SMT. NAWAZ GAUTAM SINGHANIA
( Figure 11 : Nawaz Gautam singhania’s picture)
She was appointed as a Non-Executive Director on the Board on April 30, 2014. Smt. Singhania is 45
years old and holds a Graduate degree in Arts and a Post Graduate degree in Law from the University of
Mumbai. As soon as she completed her graduation, Smt. Singhania made a successful foray in the fitness
industry by establishing premium fitness centres in Mumbai.
1.3.3 S.L POKHARNA (President - Commercial & Logistics, Raymond Group)
( Figure 12 : S.L. pokharana’s picture)
He's occupied diverse leadership positions within the Raymond group. Before his current role, S.L.
Pokharna strengthened Raymond's standing in the Textile industry within the local market and played a
key role in expanding the Raymond Retail presence to smaller towns. He has been involved in significant
undertakings across various domains like Retail, Engineering Business, FMCG, and Infrastructure within
the Raymond group.
5
1.3.4 MR. SHIV SURINDER KUMAR (Independent Director)
( Figure 13 : Shiv surinder kumar )
In 2006, Mr. Shiv Surinder Kumar established Bridge Capital. With more than two decades of expertise
in asset management, merchant banking, capital markets, and wealth management spanning Asia, Europe,
and the Middle-East, Mr. Kumar possesses extensive knowledge in securities trading, private placement,
debt restructuring, and disinvestments
1.3.5 MR. DINESH LAL (Independent Director)
( Figure 14 :Dinesh lal )
With a career spanning over four decades in the shipping and logistics sector, he has been a driving force
in establishing novel business ventures. Furthermore, he has played a crucial part in fostering a
harmonious relationship between corporations and governmental entities for mutual advantage
1.3.6 MR. ASHISH KAPADIA (Independent Director)
( Figure 14 : Ashish Kapadia’s Picture )
He has successfully founded and overseen numerous enterprises spanning diverse industries including
textiles, financial services, and aviation. Serving as the Managing Director of Delta Corp Limited since
April 2009, the company primarily operates in the realms of hospitality and gaming.
1.3.7 MS. MUKEETA JHAVERI (Independent Director)
6
( Figure 14 :Mukeeta Jhaveri )
A seasoned financial services expert, she has occupied prominent leadership positions at DSP Merrill
Lynch and DSP Blackrock Mutual Fund. She is a graduate of NYU Stern School of Business in the USA.
1.4 UNIT PROFILE SILVER SPARK:

Raymond India Ltd., an established corporate entity with an 80-year legacy in the apparel industry,
encompasses Silver Spark Apparel Ltd. (SSAL) as a vital component. SSAL stands as a wholly owned
subsidiary of Raymond Limited, a premier name in textiles and apparel. The inauguration of the Silver
Spark Apparel facility holds immense significance for the Raymond Group. This marks the group's entry
into the global apparel outsourcing sector, a domain projected to flourish post the conclusion of the Multi
Fibre Agreement. This facility is chiefly engaged in the production of suits and formal pants, primarily
tailored for international markets.
With a substantial project investment of Rs. 42.5 crores, this state-of-the-art manufacturing plant boasts
an annual capacity of 500,000 suits and 1.3 million pants. Encompassing a total built-up area of 200,000
square feet, the facility is equipped with advanced manufacturing machinery specially procured for this
purpose. The plant's standout feature lies in its superior jacket construction, aligning with the standards
set by the finest jacket manufacturers in Italy and Japan. The primary market for the company is the USA,
with additional markets spanning Japan, Canada, and Europe.
1.4.1 The client roster encompasses renowned names such as:
● Banana Republic
● Uniqlo
● Peerless Clothing
● ColorPlus
● Carolina Herrera
● Charles Tyrwhitt
● Konaka
7
( Figure 16 : Photo of the factor )
8
Table: 1 : About the company
1.4.2 PRODUCTS MADE IN SILVER SPARKS UNIT-I

1. Jacket
2. Trouser
3. Vest coat
9
1.4.2.1 JACKET
Figure: 17 : Components of a jacket
The different types of jackets made are:

1. Notch Lapel Jackets
2. Peak Lapel Jackets
3. Shawl Lapel Jackets
4. Single Breast Jackets
5. Double jackets
6. Tuxedo Jackets
7. Half Lining Jackets
8. Full Lining Jackets
9. Bandh gala Jackets
10. Nehru Jackets
10
Types of Jackets:
1. Full Canvas: In this construction, the canvas front structure is meticulously pad stitched together,
incorporating layers of chosen materials. This assembled canvas is then basted onto the jacket
front, encompassing a significant portion of the jacket. This method imparts maximum stability
and reinforcement to the jacket.
2. Half Canvas: Here, fusing material is employed to provide support in areas where the canvas isn't
present. The fusing extends beyond the canvas but remains discreetly concealed, with no visible
demarcation. Notably, the lapel excludes any involvement of fusing. The canvas terminates just
below the pocket. A fused jacket indicates the application of adhesive to enhance stiffness,
attempting to mimic canvas effects.
3. Floating Canvas: This technique omits the use of wool canvas. Instead, the chest piece is applied
using the same method as employed for crafting padded lapels.
Figure: 18 : types of jacket
Jacket Materials Utilized:

● Shell fabric (options include all wool, poly-wool, poly-viscose, poly-wool-lycra)
● Lining fabric
● Part fuse
● Body Fuse
● Sleeve head felt
● Shoulder pads
● Main/Brand label
11
● Blend label
● Hanger loop
● Custom fit label
● Wash care label
● Shoulder tape
● Lapel tape
Jacket's Shell Fabric and Corresponding Parts:
● Front: 2 pieces
● Back: 2 pieces
● Side panel: 2 pieces
● Front lapel: 2 pieces
● Top sleeve: 2 pieces
● Under sleeve: 2 pieces
● Breast pocket: 1 piece
● Breast pocket facing: 1 piece
● Top collar: 1 piece
● Collar band: 1 piece
● Front pocket bone: 2 pieces
● Front pocket flap: 2 piece
Overall: 20 PARTS Lining Fabric and Corresponding Parts:
● Back: 2 pieces
● Front: 2 pieces
● Side body: 2 pieces
● Under sleeve: 2 pieces
● Pocket lining: 1 piece
● Welt pocket: 2 pieces
● Front arm tape: 1 piece
● Flap lining: 2 pieces
● Triangle flap: 1 piece
● Pocket bone: 1 piece
● Pocket face: 1 piece
● In pocket facing: 2 pieces
● Pocket face: 2 pieces
In total: 23 PARTS
12
1.4.2.2 TROUSER:
Figure: 19 : Components of a trouser
Various Types of Trousers Produced:
● Double pleated
● Single pleated
● Flat front
● Trousers with lining
● Trousers without lining
● Trousers with bottom cuff
● Trousers with normal bottom hem
Materials Employed for Trousers:
● Shell fabric (options include all wool, poly-wool, poly-viscose)

● Lining fabric (pure polyester)
● Knitted fusing
● Parts Woven fusing
Woven Reinforcement Shell Fabric and Associated Parts:
● Front Panel: 2 pieces

● Back Panel: 2 pieces
● Waistband: 2 pieces
● Loop: 6 pieces
● Front pocket: 2 pieces
● Back pocket: 2 pieces
13
Total: 16 Parts Lining Fabric and Corresponding Parts:
● Front: 2 pieces
● Pocket: 2 pieces
● Waistband: 2 pieces
Total: 6 Parts
1.4.2.3 VESTCOAT:
Figure: 20 : Components of a waistcoat
14
The different types of vest coat made are:
1. Half Canvas
2. Full Canvas
1.5 ORGANISATIONAL STRUCTURE
Figure: 21 : Org. structure overal flowchart
15
Figure: 22 : Org. structure in Bulk
Figure: 23 : Org. structure in MTM
16
Figure: 24 : Org. structure Management head
1.5.1 PLANT LAYOUT
17
Figure: 24 : Bulk building Floor diagram
18
1.5.2 PLANT LAYOUT (MTM)
Figure: 25 : MTM building Floor diagram

19
1.5.3 Cutting, Spreading, CAD, Trims and fabric store(BULK)
Figure: 26 : BULK CAD/CUTTING
20
1.5.4 Entrance, Canteen, Creche, HRD
Figure: 27 : Non-production area
21
CHAPTER 2:
DEPARTMENTAL STUDY
22
2.1 SITE PLAN
23
Figure: 28 : Site plan
Note: In SSAL - I, there is no separate department for marketing/merchandising. Thus, the marketing and
merchandising activities are being carried out at Head Office at Yelanka, Karnataka and then coordinated.
SSAL-I has its in-house Production merchandising Department which takes care of the availability of
materials and trims required for production. Thus, SSAL-I procures materials required for production
from Head Office.
24
2.1.1 WORKFLOW IN DEPARTMENTS
The business is headed by Business Head (Vice President). He has four functional heads supporting
him namely,
GM (Head Manufacturing),
GM (Marketing/Merchandising),
GM (HR/Admin) and GM (Finance)
And, it has mainly two functional areas, the financial activities and the EXIM or the documentation
activities. The GM (HR/Admin) heads the activities of the HR department, Admin department and the
IT department There are 16 different departments in Silver Spark Apparel Limited, namely:
1. Marketing and Merchandising Department
2. Purchase Department
3. Pre-Production Department
4. Planning Department
5. Fabric Department
6. Accessory and Store
7. Cutting Department
8. Sewing Department
9. Finishing Department
10. Quality Assurance
11. Industrial Engineering, Research & Development Department
12. Maintenance Department
13. Accounts and Finance Department
14. Human Resource & Administration Department
15. Information Technology Department
16. MTM (Make to Measure) Department
All these departments are directly or indirectly related to the process of production. The following
flowcharts will explain the working of departments, which are directly involved for the process of
production right from receipt and confirmation of order to purchase than production to final finishing
processes
25
2.1.2 WORKFLOW CHART IN DEPARTMENTS
Figure: 29 : Workflow of departments
26
2.2 MARKETING/MERCHANDISING DEPARTMENT
ORGANISATIONAL STRUCTURE
Figure: 30 : Organisation structure of Merchandising and marketing department
The GM Marketing/Merchandising heads the department. There are two senior

managers reporting to him, one of the managers is responsible for the trousers and the
other manager is responsible for jacket. The managers are supported by the two and
three merchandisers respectively and an assistant for the marketing and merchandising
activities.
The functions of the department are:
1. Generation of orders
2. Sample approvals
3. Purchase co-ordination
4. Generation of BOM
5. Delivery of shipment
6. Time & Action calendar
7. Product Development
8. Market and product Analysis
9. Booking orders
10. Confirming Deliveries
11. Designing and Sampling
12. Costing Raw Material Flow
13. Monitoring Production Follow Ups
14. Payments Follow Ups
27
Documents maintained by the department:
1. Job Card
2. Buyer’s Specification
3. File Lab Testing Report
4. Order Tracking Sheet And Its Status
5. Shrinkage Testing
6. Report Cost Sheet
7. Trim Card
8. Order performance report
28
2.2.1 PROCESS FLOW
Figure: 31 : Processflow of the department
29
2.2.2 MANPOWER IN THE MERCHANDISING DEPARTMENT
Figure: 32 : Workflow of departments
2.3 PURCHASE DEPARTMENT

1. Before final order placement from the buyer, there is some development period of 15-20 days.
2. During this development period, purchase department advices the merchandising department
regarding the current rates of the fabrics and the trims in the market.
3. Based on that the merchandising department calculates the cost and quotes the price to the buyer
and the order gets confirmed.
4. After order confirmation, purchase department receives B.O.M. from merchandising department
for both fabric and trims of a particular department.
5. Then it starts sourcing the material from the supplier. 2-3 suppliers are evaluated in the process.
6. Sometimes, suppliers are nominated by the buyers.
7. Thus the suppliers are decided based on their background and other such conditions.
8. Average time taken by the fabric supplier : 45 days
9. Average time taken by the trims supplier : 15 days
30
Figure: 33 : Workflow of Purchase deparment
Some important considerations in costing are as following:

1. Yarn costs
2. Process costs (printing, embroidery, washing)
3. Process loss Cut Make Trim Cost (CMT)
4. Commission percentage (%) for middleman.
5. Shortages
6. Quantity
7. Currency
8. Buyer specifications
9. Negotiation (getting the best out of a deal)
10. Mode of shipment (by sea/ by air)
11. FOB (Free On Board)
12. CIF (Cost, Insurance and Freight)
13. OH (Overhead Costs)
14. Quota (Not applicable)
15. Profit (level of %).
31
2.3.1 PRODUCTION FILE:
Made by the Merchandising department for each garment and consists details from both the buyer side
and the production house.
BUYER DETAILS:
Order Quantity Detail: Contains all the details of the products, sent by the buyer, contains style no The
country to be sent etc.
• Traceability Label : Sent by the buyer
• Thread Details: Sent by the buyer.
Figure: 34(A,B): Production file
32
2.3.2 Label Details:
• Tech pack
Figure: 35(A,B) : Techpack
33
Figure: 35 (C,D) : Techpack
34
- BOM Details
Figure: 36 : BOM
• Spec Sheet: Contains the measurement chart sent by the buyer, the size range, selected size,base
size, Grade rule.
Figure: 37 : Spec sheet
• Sample product data: Contains Proto-sample data, development sample data,

Comments from the buyer about what to change after examining the sample.
35
Figure: 38 : Production order slip
36
Figure: 39 : Trim details
2.4 PRE-PRODUCTION DEPARTMENT

2.4.1 ORGANISATIONAL STRUCTURE
37
Figure: 40 : Org. structure in PPD
The main objective of the department is to make samples and to calculate the cost of production. The
major functions of the department can be listed as:
1. Pattern making/ marker making
2. Sampling
3. Costing
4. Determination of consumption of fabric, trims & accessories
2.4.1 PROCESS
Figure: 41 : Process flow in PPD

• The pre-production department is in constant touch with the marketing department, which
generates the order. The buyer supplies the specification sheet depending on which the patterns
are developed.
2.5 SAMPLING DEPARTMENT

Once the buyer approves the patterns sampling is done in jumping sizes and sent to the buyer for approval.
There are a variety of samples generated at various stages. Once the preproduction sample is approved
mass production starts. Sampling Is Done
1. Procurement of orders
2. Order confirmation
3. Final look of the garment
4. For knowing the critical areas
5. For knowing cost of production
6. Operation required
7. Numbers of workers required
8. Accessories required etc
38
Costing is a very important function of the department. The buyer is presented with an estimated cost of
production that is negotiated upon with the buyer for arriving at the final price. The various considerations
while calculating the cost are
1. SAM
2. Order Quantity
3. Efficiency
4. Machine Hour Rate (MHR)
5. Fabric & trims consumption
Pre-production also contributes to the quality of product by way of good patterns and sizing.
SAMPLES : Development, proto, photoshoot, salesman, testing, pre-production and top of production
sample.
39
2.5.1 SAMPLING DEPARTMENT WORKFLOW
Figure: 42 : Sampling department workflow
40
2.5.2 MACHINE DETAILS IN JACKET SAMPLING AREA
Figure: 43 : Machine details in Sampling Jkt
2.5.3 MACHINE DETAILS IN TROUSER SAMPLING AREA
Figure: 44 : Machine details in Sampling TRS
41
2.6 STORE
PROCESS FLOW
Figure: 45 : Process flow in sampling
42
TYPES OF STORES
1. Trim store,
2. Fabric store
2.6.1 TRIMS STORE:
Figure: 46 : Process flow in Trim store
43
2.6.1.1 MATERIAL SEGREGATION
Figure: 47 : Material segregation chart
2.6.1.2 THREADS
Figure: 48 : Thread segregation
44
2.7 Industrial Engineering Department
Industrial engineering departments serve as the brains of every industry, and this is also true of the
garment industry. The industrial engineering department oversees all operations in the factory. The
operations of this department start when the buyer's order is received. The
The industrial engineering department receives the order from the goods department for processing.
following the customer's order. The CM cost (cut make cost) is then created.
2.7.1 Work Flow of IE Department
Figure: 49 : Work flow in IE
45
2.8 Pattern Making & CAD Department
The basic size pattern of a style from which samples are made is created by the pattern masters in the
pattern making department. These patterns are later changed in response to feedback from customers.
The Pattern Masters have two options for creating the patterns: either manually on cardboard templates
or using software.
The textiles are then cut using this design in the sample production department. They also talk to the
designated Buyer QA about quality-related problems.
Once the order has been validated, it is responsible for producing both the hard and soft designs.
Although they get the buyer's designs, adjustments must be done to ensure a flawless fit. They are also
in charge of grading. They perform their job using Gerber software. They have a digitizer to convert
manual patterns to digital form. The departments of Cutting, CAD, and Sampling are their internal clients.
2.8.1 Process Flow of CAD Department
Figure: 50 : Work flow in PM and CAD
46
2.9 Cutting and Department
2.9.1 Spreading
The spreading is done manually as well as with the help of automatic spreader. It is spread manually in
case there is a high probability of occurrence of bowing or skewing problem in the fabric, mostly when
it is a stripes fabric. 80% of lining fabric is spread and end cut manually because of bowing and skewing
problem.
2.9.1.1 Process Flow of Spreading
Figure: 51 : Work flow in spreading
47
2.9.2 Cutting
Cutting is the pre-production step in which a spread is divided into garment components that match the
size and form of the pattern pieces on a marker precisely. Transferring notch and mark information from
the marker to the garment pieces during cutting can help seamstresses. A lay, which consists of multiple
plies of fabric laid atop one another, is made when vast amounts of a certain clothing type need to be cut.
All of the clothing parts for all of the anticipated sizes for that lay are cut from this. On a printed paper
marker that has been placed on top of the lay are the pattern forms for these clothes.
Prior to cutting each pattern form precisely, a spread may be divided or chopped into blocks of component
items. This is frequently done to make manipulating a cutting knife or accurately matching cloth designs
easier. Pattern pieces must be cut out of the designated fabric after the marker has been created, a
procedure known as "cutting." There are several cutting methods available right now, from low-tech to
high-tech. Cutting is still done by hand, especially at many smaller volume enterprises, despite the very
seldom usage of scissors—they are only used when working with very tiny amounts or delicate textiles.
Electric cutting machines are used to cut through the fabric stack while being guided by cutters around
the pattern pieces' edges. To create pattern notches, use an electric drill.
As technology prices fall and manpower costs rise, computerized cutting systems are becoming more
widely used. Vacuum technology is used by these computer-controlled automated cutters to hold stacks
of cloth in place while cutting. Depending on the type of fabric being cut, cutting blades are automatically
sharpened. The company that makes one of the most widely used cutting systems is Gerber Garment
Technology. Although this technology is faster and more precise than previous cutting methods, it is also
far more expensive. Cutting the lay in accordance with the cutting plan (marking) created by the
"Planning Department" is the responsibility of the cutting department. The panels are fused after being
cut in accordance with the specifications. Making marks while cutting serves as another direct interaction
for the pattern department. Making ensuring that the markers are delivered in the appropriate way to
reduce the likelihood of errors requires a lot of work. Every single aspect of the style is carefully taken
into account while developing markers. Because of this, cutting is essential to establishing a good design.
The majority of production expenses come from cutting corners. Almost half of the expense of stationary,
replacement parts, and consumables goes towards an automated cutting room. In all, around 25% to 30%
of the expenditures associated with production were reduced.
48
2.9.2.1 Machines in Cutting Department
Figure: 52 : Machines in cutting department
Details of Major Cutting Machines in Cutting Department
49
Figure: 53 : Machines 1
50
51
52
53
2.9.2.2 Process Flow of Cutting Department
Figure: 57 : Process flow in cutting
54
Numbering
The numbering of parts is done for a particular lay in order to avoid the problem of shade
variation in the garment and to assure the different parts for a single garment should be
from the same layer of the fabric. In addition, it helps the workers to have a perfect count
of the parts and thus, helps in avoiding the misplacement of parts.
2.10 Sewing Department

The role of the sewing department is the most important and significant in the clothing
business. This division creates the designs, patterns, and materials into a garment; this is
where the real manufacturing happens. The cloth is given to the sewing department for
stitching after it has been freed from cutting.
The cutting department provides input to this department. To create the desired result, all
the cut sections are successively joined. Each step of the sewing process is done with
quality control in mind, and the finished product is authorized. This section performs a
number of different tasks, including stitching, trimming, and quality control.
As it puts together and stitches together all the cut elements to create the finished garment,
this is the primary department in every garment company.
2.10.1 Types of Feed in Sewing Machines

Various machine feed present are-
• Manual feed: Feeding done by the operator. Ex. Shoulder pad stitch.
• Drop feed: Feed dog is responsible for the feed.
• Differential feed: 2 feed dog is used.
• Puller feed: Wheel arrangement is present to feed the top of the fabric.
• Clamp feed: Stitch done on a particular area. Ex. Bar tack.
• Belt feed: Fabric moves forward for the belt.
• Unison feed: Pressure foot needle and feed dog is responsible.
• Needle feed: Needle is responsible for this feed.
Number of Sewing Lines
55
Figure: 58 : Sewing department segregation
2.10.2 Process Flow of Sewing Department
Figure: 59 : Process flow of sewing department
56
2.11 Finishing Department
The final display of a clothing in any store piques a customer's curiosity. In the sense that it sends items
with tidy packaging, the finishing department accomplishes just that. The finishing section receives the
finished garment once the sewing department has finished. First, a chemical solution containing
perchloroethylene is sprayed to eliminate any stains and pen markings. To give the garment a good finish,
it is next run through a number of specialized ironing machines. These have scanners built in that read
the barcode on the garment and determine the right ironing temperature and pressure. The Raymond
finishing factory is fully automated with cutting-edge equipment.
As it puts together and stitches together all the cut elements to create the finished garment, this is the
primary department in every garment company.
2.12 Warehouse
Final clothing is kept in a warehouse before being sent out. At the warehouse, a last check was done. The
clothing is kept buyer-wise and is kept in good condition. For suit orders, it is where coats and bottoms
are matched.
Temperature in the warehouse: 25 to 30 C 50-60 RH%
Warehouse capacity is 53,000 pieces.
Pants: 20000–22000 pieces.
Jacket: 30,000–33,000 pieces
2.13 Department of Maintenance

All organization-wide maintenance tasks are within the purview of the department. This division
maintains many different kinds of machinery, utility equipment, and other things on the lines. Each
technician was given a department and was in charge of hourly maintenance on that department's
equipment.
2.13.1 Tasks Performed by the Maintenance Division

1. Maintenance on a machine
2. Upkeep of buildings
3. Changing the oil and replacing any damaged components
4. Maintenance on the Motor
5. Preventative Repair
A program of planned maintenance tasks called "preventive maintenance" is used to keep equipment from breaking
down or failing. Preventive maintenance's major objective is to stop equipment breakdown in its tracks. By
replacing worn components before they fail, it is intended to maintain and improve equipment dependability.
Benefits of Preventive Maintenance in the Long Run

Better spare inventory management, less cost of replacement, decreased system downtime, and improved system
dependability are all benefits.
2.13.2 Maintenance and Breakdown
57
In the event that the machine equipment broke down, breakdown maintenance was carried out by the
maintenance department. When a piece of equipment malfunctions, the technician alerts the team leader.
The team leader alerts the queue supervisor about the machine's issue. When a machine breaks down, the
maintenance technician assigned to that line goes to the location and diagnoses the issue before reporting
it to the floor supervisor. The line supervisor then reports the problem to the maintenance department.
The breakdown information is then provided in a report that is submitted. If the issue is minimal, the
machine is repaired; otherwise, a functioning machine is installed in its stead. At the maintenance shops,
the machine that was taken away has to be fixed. The defective component is changed out for the spare.
The device is also ready for operation.
The maintenance department's process
• The shop employee signs a requirement slip that includes all the necessary information about the
materials, including amount, description, and authorized signature.
• Excel sheets are kept for all requirements.
• A confirmation ID for the purchase order is sent
• After receiving the verified quantity of material, the store technician or mechanic inspects the
quality, and rejected items are sent away.
• Allocate components to the location after clearance.
• 51
• The SAP internal material is used to create the GRN (Good Receipt Note).
• Racks A, B, C, and D, together with the numbers 1, 2, and 3, are designated for storing the
products and spares.
• A bin card is created for every receipt and problem.
• The consumable material list board (general list, sewing, cutting, and finishing list) is updated
daily.
• Samples of the necessary products are provided to the vendor along with the creation of a
returnable DC.
• A monthly audit of the stock is done.
• A meeting of the maintenance department is held during which the mechanic discusses the need
for replacement components.
58
CHAPTER 3 : PROJECTS
PROJECT: Productivity improvement in JKT LINE 3
Project by: Divyansh Srivastava
59
3.0 Scope: Productivity improvement in MTM Jacket Line 3
Flow of Project
1. Understanding the order
-brand
-design of the order
-design to OB
2. Line Understanding
-Layout
-Equipment
-material flow
-personnel allotment
3. Process and comprehension of OB.
4. Executing the time research and determining the Takt time
5. Producing
pitch analysis reports,creating a graph of the pitch analysis, and spending many days tracking
bottleneck processes using time study and pitch analysis.
6. Being able to comprehend the supply through the bottleneck and his output
7. Develop a strategy to improve the performance of the bottleneck's pick stitch, wing facing
piping, and loading.
8. The application
9. Observation and documentation of the final outcome.
3.1 Concerning the Brand.

The Sacoor brother’s brand
Figure: 60 : Sacoor brothers logo
Sacoor Brothers is a Portuguese fashion company that specializes in apparel, accessories, and footwear for both
men and women. Four brothers, Nizar, Rahim, Khalid, and Jamal Sacoor, formed the company in 1989. It initially
began as a solitary store in Lisbon, Portugal, but has now gone global.
Sacoor Brothers, which provides a variety of formal and casual apparel, is renowned for its classic and classy
aesthetic. Their collections feature blazers, dresses, skirts, shirts, suits, trousers, shoes and accessories. Elegant
designs, fine craftsmanship, and attention to detail are highlighted by the brand.
Sacoor Brothers has established shops throughout the years in a number of nations, including Malaysia, Portugal,
Spain, Saudi Arabia, Qatar, Belgium, and the United Arab Emirates, among others. Additionally, they have worked
with well-known individuals including Portuguese player Cristiano Ronaldo, who in 2016 was named the brand
ambassador.
60
Sacoor Brothers have an online store in addition to their physical stores, allowing consumers to purchase their
goods from any location in the world.
the website sacoorbrothers.com/in/en
3.1.1 Project goal:

Through time analysis, bottleneck detection, and elimination, the project aims to increase the output of
Jacket line 3.
3.1.2 Regarding the project:

The project aims to increase the productivity of the Jacket line 3 Sacoor Brothers through time study and capacity
calculations, finding bottlenecks and subsequently de-bottlenecking through the creation of an appropriate Process
sheet, training materials and the application of 5S techniques.
3.1.3 Project's requirement:

The goal of the jacket line 3 productivity improvement project is to improve overall productivity and
optimize the production process. by thoroughly examining the present production workflow, locating
bottlenecks, and removing obstacles.
3.1.4 Concerning Jacket line 3:

• 400 units daily capacity
• There are 143 machines.
• There are 118 operators.
• Aim for each month: 9775
3.1.4.1 Methodology:
Performing a time study and estimating the sewing line's capacity; Finding bottlenecks using pitch
analysis.
Making a PLR report; Recognizing potential bottleneck reasons; Removing bottlenecks using appropriate
material handling procedures; Increasing productivity by comprehending the process via method research
and eliminating pointless stages.
Using numerous visual tools to shorten cycle times in order to increase production.
Design of the final garment
61
Figure: 61 (A,B) : Product pictures.
3.2 Pattern
Figure: 62 : Pattern pictures
62
Figure: 63 : Parts sheet
The different types of Jackets made are:

● 1 button peak lapel
● 1 button tuxedo shawl
● 2 button notch lapel
● Peak DB 6 on 2
Materials used in Jacket-

● Shell fabric
● Lining fabric
● Part fuse
● Body Fuse
● Shoulder pads
● Blend label
● Hanger loop
● Wash care label
● Shoulder tape
● Buttons
63
3.2.1 Different panels in jacket
Figure: 64 : Parts accountability chart
Figure: 65 : Past month production report
64
3.3 Line layout of Jacket line 3:
Figure: 66 : Line layout of JKT line 3

65
3.4 Material flow (through string diagram) of Jacket line 3:
Figure: 67 : string diagram of the line

66
3.5 Operation Bulletin of the Order
67
68
69
70
71
72
Figure: 68 : Operation breakdown
73
3.6 Time study
Time study is a method used in many industries to track and evaluate how long it takes
people to complete particular tasks or activities. To determine the most effective methods
and standards for finishing the work, it involves watching and timing how long it takes
employees to complete each step of a task from beginning to end.
Creating exact time standards for tasks or activities is the main aim of time studies. These
time requirements are used to assess productivity, make improvements, establish
personnel needs, and estimate work costs. Through the identification of inefficiencies and
bottlenecks in a process, time analysis assists in streamlining processes and optimizing
resource allocation.
Takt time is a term that's widely used in lean production and manufacturing systems. It
refers to the period of time set aside to make a single item in order to satisfy consumer
demand while maintaining a steady production flow.
Takt time is calculated by dividing the amount of manufacturing time by the amount of
customer demand during that time. The following is the formula for calculating takt time:
Takt Time = Customer Demand / Available Production Time
74
75
76
77
Figure: 69 : time study
The steps for conducting an out time study are as follows:

Using a stopwatch, record 5 observations of each and every operation Calculating the
average of the 5 observations.
The amount of the allowance was X1.15; the capacity (in hours) is (3600) / (Time used
with allowance).
3.6.1 Takt time

Takt time is a phrase frequently used in lean production and manufacturing operations. It
entails dividing the amount of time available by the volume of business or output rate.
Takt time aids in figuring out how quickly a product should be manufactured to satisfy
consumer demand.
Takt time may be determined mathematically as:
Takt Time = Customer Demand / Available Production Time
Takt time acts as a benchmark for production flow and aids in coordinating activities to
effectively fulfil customer demand. It helps producers to set up a production rhythm,
guaranteeing that goods are produced at a steady rate to prevent overproduction or
underproduction.
Takt time aids in attaining maximum productivity and minimizing waste in industrial
operations by matching output with customer demand.
In our case, 32400/500 = 64.8 s Initial
Takt time graph (Pitch analysis)
78
3.6.2 PITCH ASSESSMENT
The study and evaluation of the frequency or rate at which specific actions or events occur
within a process or system is known as pitch analysis. It is commonly used to study the
timing and rhythm of processes, operations, and industrial cycles. Pitch analysis focuses
on breaking out the temporal components of a process or system. It is necessary to measure
and quantify the spaces between occurrences, such as the duration of each task, the interval
between the beginning and finish of an operation, or the time between subsequent
production cycles. Finding possible process bottlenecks, inefficiencies, or differences in
process time is done via pitch analysis.
By looking at the pitch, engineers may discover more about a product's general
performance, productivity, and efficacy.
the 8th of June 2023
Figure: 70 : Day 1 pitch analysis
Observations
• The most impacted area was the lining section, and complex pressing procedures created delays.
• Regardless of stitch length, operations that included more material rotation and tossing were the
bottleneck.
• Manual processes Bottlenecks like those of collar hemming existed.
• Operations requiring longer lengths to sew were bottlenecks as well.
container necks
1.Attach side panel
2.Side seam connect
3. Open cap and push
4. Join CB with a pleat
4. Body squeezing
6. Piping on the wings
7. Hemming the collar
8. connect fusing tape
9. saddle stitch
10. attach collar
11. Pick stitch;
12. lining of the elbow seam
79
13. Pressing for welt packs
14. Zigzag collar
even more Later in the project, there are significant obstacles loading
Pick up the lining stitch.
3.7 De-bottleneck
The term "de-bottlenecking" describes the act of locating and eliminating bottlenecks in a
system or process in order to increase its overall effectiveness and efficiency. A bottleneck
is a place or a point in a process where there is a restriction on the flow of work or
materials, leading to delays or inefficiencies.
Debottlenecking might involve changes to workflows, resource reallocation, equipment
utilization optimization, process streamlining, communication improvement, automation,
or technology breakthroughs.
Debottlenecking is the process of eliminating or reducing the performance-limiting
restrictions of a system in order to increase overall efficiency, productivity, and
throughput. Organizations may gain more efficient operations, quicker cycle times, more
productivity, and higher customer satisfaction by removing or minimizing bottlenecks.
De-bottlenecking Pick stitch: The goal is to increase jacket production output.
Need: The pick stitch operation, which currently has four operators assigned to it in Jacket
line 3, is one of the bottleneck processes.
Pick stitch is one of the bottleneck procedures in the current system. The pick stitch
operation was given four operators in the initial arrangement.
While the other three operators worked on the jacket's body, one operator concentrated
entirely on the collar. However, it was found that the collar pick stitch required less time
than the body pick stitch after analyzing the time needed for each activity.
Equipment utilized to fix the issue: Using a methodical manner, production in Jacket Line
3 was improved. To assure accuracy and consistency, a time study was first carried out
for each procedure five times. This research set out to quantify how long each procedure
took and to look for any deviations or outliers.
The average time for each procedure was then determined, creating a trustworthy baseline
for additional study.
After the time study, a pitch analysis using the takt time graph was done to find bottleneck
processes. Pitch analysis is looking at the order and timing of processes to identify which
phases cause delays or impose restrictions on overall production. It is feasible to identify
certain procedures that need to be optimized or improved by carefully evaluating the pitch.
Initial average time for the Pick stitch procedure is 276 seconds (with allowance).
So, 13 pieces are produced each hour.
80
Understanding the process
Figure: 71 : Bottle neck representation
The procedure involves two people.

First, one worker pick stitches the collar.
Step 2: The second operator finishes the pick stitch in the remaining body parts, leaving
just three operators to finish the pick stitch. Together, the three workers produced 40 pieces
every hour.
By the end of the day, we required (on that specific day), 450 pieces, or 50 every hour.
3.7.1 Implementation
Figure: 72 : de-Bottle neck representation
Post implementation results:
So, a decision was made to modify the workflow and advise all operators to perform both the collar and body pick
stitches. This adjustment aimed to optimize the overall time efficiency of the pick stitch operation. By enabling all
operators to work on both the collar and body, the workload distribution became more balanced, taking advantage
of the time saved during collar pick stitching. After implementing the revised process, the time taken for the pick
stitch operation was re-evaluated.
It was observed that the overall time had decreased compared to the previous setup. This reduction in time could
be attributed to a few factors. Since the collar pick stitch required less time, the operators specializing in collar
stitching could now utilize their additional capacity to assist with the body pick stitching.
This increased workforce resulted in a more efficient completion of the body stitching, reducing the overall time
taken for the operation. Comparison- before and after: Initial avg. time (with allowance) for
81
Pick stitch operation = 276 seconds So,
hourly production = 40 piece After modification,
avg. time (with allowance) for Pick stitch operation = 212 seconds
So, hourly production = 55 piece
Reduce WIP in wing facing piping operation in jacket:

Objective: To reduce WIP in wing facing piping operation to improve the productivity in the lining
section of Jacket.
Need: The high amount of work-in-progress (WIP) in the lining section of the jacket production had a
significant impact on productivity.
Existing scenario: The production process had encountered a substantial accumulation of work in
progress (WIP), particularly in the lining section. Although the pieces from the sleeve section to the lining
section had been progressing smoothly, a shortage of approximately 100 pieces emerged between the
lining section and the assembly section.
Post implementation results: Recognizing the need to address the issue and improve production
efficiency, a decision was made to reframe the approach to the wing facing piping task. The allocation of
two operators to this specific operation was considered a practical solution. By doing so, the aim was to
optimize the workflow and streamline the production process, ultimately reducing the accumulation of
WIP and resolving the shortage of pieces between the lining section and the assembly section.
Comparison- before and after: The average productivity in the lining section underwent a significant
improvement following the decision to allocate two operators to the wing facing piping task. Prior to the
change, the average productivity stood at 200 units. However, after implementing the revised approach,
the average productivity soared to 295 units.
Tracking loading in Jacket line 3:

In recent times, there has been a noticeable decline in the loading capacity of Jacket Production Line 3,
prompting the need to track its progress and identify the underlying causes.
The decrease in loading capacity on Jacket Production Line 3 can be attributed to several reasons that
have arisen recently. One significant factor is the issue in the cutting department, where the cutting pieces
required for the jackets are not being delivered as expected. The panels are being mixed up, and incorrect
numbering is being assigned, leading to confusion and delays in the production process. This
miscommunication between the cutting department and the loading department has resulted in half of the
cutting pieces being missed, further exacerbating the problem.
Moreover, the introduction of a new jacket style has added complexity to the production process. This
new style incorporates a significant number of lining pieces, making the pairing of panels a time-
consuming task. The loading department now faces the challenge of matching the numbers of sleeve
lining and body lining, bundling them together with the shell fabric. This meticulous process has
significantly increased the time required for loading each jacket, contributing to the overall decrease in
loading capacity. Previously, the loading department was able to handle approximately 50 jackets within
82
a given timeframe. However, due to the aforementioned issues, the number has now dropped to an
average of 25 to 30 jackets. This significant reduction in loading output directly impacts the overall
production efficiency and output of Jacket Production Line 3. To address these challenges and restore
loading capacity, it is crucial to improve communication between the cutting and loading departments.
Clear guidelines and standard operating procedures should be established to ensure accurate numbering
and delivery of cutting pieces. Regular meetings and feedback sessions between the departments can help
streamline the process and minimize errors.
Efforts should also be made to optimize the pairing and bundling process for the lining pieces. Exploring
alternative bundling methods or utilizing technology such as automation or specialized tools can help
reduce the time required for this task. Additionally, additional training or hiring of skilled personnel may
be necessary to expedite the lining pairing process without compromising quality
Continuous monitoring of the loading process and gathering feedback from the loading department will
provide valuable insights into potential bottlenecks and areas for improvement. By addressing these
issues systematically and implementing effective solutions, it is possible to increase the loading capacity
of Jacket Production Line 3, ensuring a smoother and more efficient production flow.
Suggestion:
To address the issues causing a decrease in loading capacity on Jacket Production Line 3, it is
recommended to implement a helper operator in loading. This would involve assigning one operator from
another department as a helper in the loading department for at least half of the day, with a particular
focus on the morning shift when the process tends to take more time. Having a helper operator dedicated
to the loading department in the morning would allow for a more efficient organization of the panels. The
helper operator can assist in sorting and arranging the panels according to their assigned numbers,
ensuring a streamlined process from the beginning of the day. This initial organization is crucial in
reducing errors and confusion during the subsequent pairing and bundling stages.
Specifically, the helper operator can aid in pairing the sleeve lining panels and body lining panels, which
is a time-consuming task. By working in tandem with the primary loading operator, they can speed up
the process and ensure accurate matching of the panels. Once the pairing is complete, the helper operator
can assist in bundling the panels with the corresponding shell fabric, creating separate bundles for the
sleeve and body panels. This division simplifies the subsequent loading process and reduces the chances
of mix-ups or delays.
Display Contact number of Maintenance Experts in sewing line.
Objective: Display Contact number of Maintenance Experts in sewing line so that operator can contact
them directly.
Need: Machine breakdowns in the jacket production line present a pressing challenge, with an average
of 3 to 4 disruptions occurring daily. These breakdowns lead to production delays, increased costs, and
reduced efficiency. To address this issue, implementing a practical solution is crucial. By placing posters
displaying contact numbers of mechanics and electricians within reach of operators, a direct line of
communication can be established, enabling swift and efficient resolution of machine issues.
Implementation: By providing the contact numbers of the maintenance experts in the sewing line,
operators can now reach out to them directly, significantly reducing the time it takes for the experts to
arrive. This direct contact enables operators to quickly report any issues or problems in the sewing line,
allowing the maintenance experts to promptly assess the situation and provide necessary support.
83
3.8 Numbering the operations:
Objective: Organized the operation numbering system of the Jacket line 3.
Need: In jacket production line 3, one of the problems that have been identified is the lack of organization
and absence of serial numbering for operations. Furthermore, some operations are completely missing
numbers and lack necessary details.
Implementation: In order to achieve a proper and efficient organization of the jacket production line, a
decision has been made to implement a numbering system in Jacket line 3. This strategic approach aims
to enhance the overall production process by providing clear and systematic identification for each stage
of the line. By assigning sequential numbers to the production stations, it becomes easier to monitor
progress, identify potential bottlenecks, and maintain a smooth workflow. Additionally, this method
allows for quick and accurate communication among team members, as they can refer to specific line
numbers when discussing tasks or issues. Ultimately, adopting this numbering system is a proactive
measure that will contribute to streamlined operations, improved coordination, and heightened
productivity in the jacket production process.
3.9 Labelling the finishing section:

In order to establish a highly organized and streamlined jacket production line 3, we implemented a
comprehensive labelling system for the finishing section. Each operation within this section labelled with
respective name of the operation.
3.10 Make Process sheet for operations:

Objective: Develop a process sheet for operations, outlining the specific steps and procedures required
to successfully execute a task or project.
Need: In the production, one issue identified is that operator’s lack knowledge about their respective
operation names and purposes. And it also confusing for the other persons also.
Existing scenario: Half of the operation didn’t have any process sheet. Which looked very unorganised.
And operators also don’t know what operation they are performing; some of them don’t even know the
name of the operation that they performing. It very confusing for the others also.
84
Figure: 73 : Process sheet
3.11 Post implementation results:

To address this problem, a solution was implemented where all operations without process sheets were
identified; new process sheets were created for some of the operation. These process sheets provide a
clear and comprehensive overview of the steps involved in each specific operation, helping operators
understand the operation's name, purpose, and related procedures.
3.11.1 Production Loss Report

The acronym PLR stands for Productivity, Labor, and Utilization Report in the discipline of industrial
engineering. In an industrial setting, a PLR report is a thorough analysis that focuses on the productivity,
labor, and utilization elements of a certain process, operation, or system.
Common key performance indicators (KPIs) covered in the report include production output, labor hours,
machine utilization, efficiency, cycle time, downtime, and resource allocation. It attempts to provide light
on the system's general effectiveness and performance, point out potential areas for development, and
support data-driven decision-making
The PLR report may involve data collection through time studies, work sampling, or other measurement
techniques. It often includes graphical representations, statistical analysis, and comparisons against
predetermined standards or benchmarks. The report's findings and recommendations can help industrial
engineers and managers optimize operations, streamline processes, and enhance productivity in a
manufacturing or industrial environment.
85
Production loss report (June)
Figure: 74 : PLR Report.
Production loss report (July)
Figure: 75 : PLR Report.
86
Productivity, efficiency, manpower and production comparison graph of May and June:
Figure: 76 : Manpower and efficiency graph.
3.12 Conclusion:
By conducting a comprehensive time study, capacity calculations, and pitch analysis, we identified the
bottlenecks hindering the production flow. Following the adoption of the aforementioned suggestions
and solutions, a significant increase in production and line efficiency can be observed, i.e. after
debottleneck pick stitch operation production of pieces were increased from 13 pieces/hr to 17 pieces/hr.
Average line production increased from 222 in May to 234 in June. After reduced the WIP in wing facing
piping operation in lining section increased productivity in lining section from 200 to 295 pieces. Through
the implementation of various strategies, such as debottlenecking specific operations, redesigning
workflows, and introducing a numbering system, we were able to improve efficiency and productivity.
Additionally, the display of contact numbers for maintenance experts, process sheets for operations, and
organized labelling in the finishing section streamlined communication and enhanced overall
productivity. This proves the above stated methods and processes to be effective and thus achieves the
objective of the project.
87
Project 2 :
Implementation of an Online Tracking System for Sustainability
88
4.0 Implementation of an Online Tracking System for Sustainability
4.1 Introduction:
The Implementation of an Online Tracking System for Sustainability is a ground-breaking project
designed to promote eco-consciousness and enhance environmental stewardship in the industrial sector.
This innovative software solution aims to revolutionize the way industries measure, manage, and reduce
their carbon footprints. By providing a comprehensive one-tap data accessibility of all four units of the
industry, the system empowers businesses to make informed decisions based on past trends, set ambitious
sustainability goals, and contribute positively to the environment.
4.1.1 Key Features:

1. Carbon Footprint Tracking:
The core focus of the tracking system is to monitor and analyze the carbon footprints of the industry.
Real-time data collection from various sources within the organization will help assess the impact of
operations on the environment. The system will measure emissions, energy consumption, waste
generation, and other relevant factors contributing to the industry's carbon footprint.
Figure: 77 : Carbon footprint tracking system.
2. Centralized Data Accessibility:

The system will integrate data from all four units of the industry into a centralized database, providing
stakeholders with instant access to key metrics. This one-tap data accessibility will allow executives,
managers, and other decision-makers to gain real-time insights, identify areas of improvement, and
strategize sustainability initiatives effectively.
89
Figure: 78 : Data accessability.
3. Historical Data Analysis:

With the software accumulating records spanning 4-5 years, industries can gain a comprehensive
understanding of their past sustainability performance. Analysing historical data will reveal patterns and
trends, enabling businesses to set realistic and achievable sustainability goals based on actual progress.
Figure: 79 : Data Analysis Graph.
90
4. Trend-based Goal Setting:
Using the past year's trends, the tracking system will help industries establish short-term and long-term
sustainability targets. The data-driven approach will ensure that these objectives are both ambitious and
feasible, contributing to a continuous improvement in the organization's environmental impact.
Figure: 80 : Trend based goal setting page.
91
5. Performance Analytics and Reporting:
The online tracking system will generate detailed performance analytics and reports, showcasing key
indicators, progress towards goals, and areas that require attention. These reports can be customized for
different stakeholders, including management, investors, and regulatory authorities, to demonstrate the
company's commitment to sustainability and transparency.
Figure: 81 : Performance analytics
1. Environmental Impact Reduction:

By tracking and managing their carbon footprints, industries can identify opportunities to minimize their
environmental impact significantly. This proactive approach will lead to reduced greenhouse gas
emissions, energy consumption, and waste generation, fostering a sustainable future.
2. Improved Decision-Making:
With one-tap data accessibility and insightful analytics, decision-makers can make informed choices
based on real-time data, ensuring that sustainability is prioritized across all levels of the organization.
3. Enhanced Corporate Image:

Embracing sustainable practices and showcasing transparent environmental reporting will bolster the
industry's reputation, attracting environmentally conscious customers, partners, and investors.
92
4. Compliance and Regulation:
The online tracking system will assist industries in complying with environmental regulations and
reporting requirements, avoiding potential fines and penalties.
4.2 Conclusion:
The Implementation of an Online Tracking System for Sustainability offers a powerful tool for industries
to integrate eco-consciousness into their operations. By tracking carbon footprints, analyzing historical
data, and setting goals based on past trends, this project enables industries to become agents of positive
change for a greener and more sustainable future.
93
5.0 MAXIMUM WASTE UTILISATION
5.1.INTRODUCTION:
Effective waste management is crucial for businesses to reduce their environmental footprint and
contribute to a circular economy. By repurposing waste materials, such as papers and cardboard, we not
only divert them from landfills but also conserve valuable resources and energy required for
manufacturing new products. Additionally, our sustainable product development approach allows us to
meet the growing demand for eco-friendly alternatives while staying true to our core values.
In this waste management and sustainable product development agenda, we will outline the key steps and
strategies to implement this project successfully. We will address waste assessment, collection
procedures, recycling processes, product development, and its implementation. By following this
methodology, we can effectively manage waste, create innovative products, and contribute to a more
sustainable future.
5.1.1 OBJECTIVE:
The objective of this project is to outline the waste management and sustainable product development
plan for Silver Spark Apparel Ltd. Unit 1. Specifically, we aim to utilise waste papers and cardboard
generated from the cutting department to produce pocket diary and notebooks as a part of our
sustainability project. This agenda will guide the implementation of the waste management process and
the creation of eco-friendly products.
5.1.2 AVAILABLE WASTES:

In the cutting department, the following types of paper, plastic and fabric wastes were commonly found:
Paper Wastes:
● Pattern Paper: Pattern paper is used for creating garment patterns during the cutting process.
Once the patterns are cut out, there may be leftover or discarded pattern paper pieces that
contribute to paper waste.
● Plotter Paper: Plotter paper is utilised when digital patterns are printed and laid out for cutting.
Similar to pattern paper, excess or unused plotter paper can be generated as waste.
● Perforated laying paper: Perforated laying paper is typically placed on top of the fabric during
the cutting process. The pattern pieces are then positioned on the paper, and the perforations allow
for easy alignment and marking of key reference points or pattern markings onto the fabric.
● Lay report: A lay report in cutting refers to a document or record that provides detailed
information about the fabric layout for cutting during the garment manufacturing process. It
serves as a reference and documentation of how the fabric is positioned, the quantity of fabric
used, and the arrangement of pattern pieces on the fabric.
94
Fabric Wastes:
● Fabric Scraps: Fabric scraps are remnants or leftover pieces of fabric that remain after cutting
out garment pattern pieces. These scraps can vary in size and shape, depending on the specific
patterns and designs being created.
● Selvedges: Selvedges are the finished edges of the fabric that run parallel to the lengthwise grain.
In the cutting process, selvedges are usually trimmed off and discarded, resulting in fabric waste.
● Trimmings and Offcuts: Trimmings and offcuts refer to smaller pieces of fabric that are cut
away during the cutting process to achieve the desired shape and fit of the garment. These can
include narrow strips, irregular shapes, or small remnants.
5.1.3 WASTES GETTING REUSED:

After the cutting process, the waste produced in the form of fabric scraps or leftover paper is collected.
Instead of discarding these waste materials, they are stored in a large bin, presumably located within the
production facility.
The company has their Sewage Treatment Plant inside its premises to reuse the sewage water for
gardening purposes.
The waste like fabric (chindi), paper rolls (fabric roll), plastic (used in CNC cutter) and cardbox is then
sold to any organisation which specialises in buying and collecting waste for the purpose of repurposing
it. For paper waste, SSAL has connected with Jodhani Papers Private Limited expertise in manufacturing
brown packaging paper for corrugation and paper bags.
Figure: 82 : Waste reuse table
95
Figure: 83 : Waste producer table
Although the wastes are sold off for recycling, SSAL does not have a proper tracking system of waste
after selling it off.
5.2 PAPER WASTE
In the cutting department, significant amounts of paper waste are generated daily. This waste includes
brown paper, plotter paper, lay reports, and hard pattern sheets used for recutting. Instead of disposing of
these papers as waste, we propose implementing an upcycling project to transform them into useful
products. Specifically, we suggest repurposing the paper waste to create pocket diaries and small
notebooks, which can be utilized by maintenance mechanics and line supervisors within the company.
Current Scenario:
However, due to the practice of collecting all the paper waste every day, the staff might not be fully aware
of the accumulating quantity.
The department wastes about 400 kg of papers (including plotter paper, hard pattern sheet, brown paper)
in a month, which costs about Rs. 32,000.
96
5.2.1 Project Idea:
The idea behind this project is to utilize the paper waste generated in the cutting department and repurpose
it into pocket diaries and small notebooks. These products can serve as useful tools for maintenance
mechanics and line supervisors, providing them with a convenient means of documenting important
information, jotting down notes, and keeping track of tasks.
Figure: 84 : process flow of making sample
Figure: 85 : Sample of the product made
5.2.1.1 PROCESS FLOW
The SOP for the upcycling process should encompass the following steps:
Figure: 86 : Process flow of upcycling
97
5.3 FABRIC WASTE
Current Scenario:
Fabric waste in the cutting department of a garment manufacturing facility is a common occurrence and
can vary depending on various factors such as fabric design, garment type, cutting techniques, and
operator skill. To address fabric waste, it is important to analyze the percentage of wastage for different
garments and fabric designs.
Figure: 87 : Fabric waste percentage
From the above table, the highest observed fabric waste percentage is 20.00%, occurring in the checks
design of the Vest Coat.
5.3.1 Project Idea:

Fabric scraps can be transformed into new products through upcycling. For example, they can be used to
make patchwork quilts, cushion covers, tote bags and donated to organisations, charities, or individuals
who can use it for various purposes. Schools, community centers, and crafting groups may be interested
in receiving fabric scraps for art projects, sewing classes, or creative workshops.
5.3.1.1 RANGE OF PRODUCT
To make any product, the product range should be defined first. So we decided on a range of products and their
design and dimensions.
Products are:
● Table Coasters
● Tote bag
● Wall hanging
● Pencil box
● Clutch
● Apron
98
Figure: 88 : Product idea 1
To address the constraint of the width of leftover fabric, the decision has been made to produce only three
specific products while making alterations to their dimensions.
Problem faced:
Due to a shortage of operators, the company is unable to allocate them to the task of creating products
from waste instead of focusing on regular production. As a result, a thorough examination of various
departments was conducted, leading to the identification of the training department as a potential solution.
99
Solution found:
Upon comprehending the training process, it was observed that on the initial day of training, trainees are
assigned tasks involving pocket stitching and straight stitching. Following this, the trainees undergo a
Trainability Assessment Test, which determines their skill levels. Based on their performance, trainees
are categorised into grades A, B, C, D, or E.
Subsequently, the trainees in grades A, B, and C will be involved in the production of the product, while
the items manufactured by them will be stored for future use or distribution.
Figure: 91 : Product idea execution
Figure: 92 : Product idea execution 2
100
Figure: 93 : Product idea execution flow
101
Figure: 94 : table coaster
Process flow:
The Process flow for the upcycling process should encompass the following steps:
Figure: 95 : Process flow
102
5.4 FEASIBILITY
To make this project feasible on an industry level, it is essential to establish standardisation and develop
a standard operating procedure (SOP) for the upcycling process. The SOP will outline the step-by-step
instructions for collecting, processing, and transforming the paper waste into pocket diaries and
notebooks. This standardisation will ensure consistent quality and efficiency in the production of these
upcycled products.
5.4.1 BENEFIT AND IMPACTS
● Environmental Sustainability: By repurposing paper and fabric waste, the project significantly
reduces the amount of waste sent to landfills, minimising the company's environmental footprint.
It promotes a circular economy by conserving resources and reducing the need for new raw
materials.
● Cost Savings: Implementing waste management and sustainable product development practices
can lead to cost savings for the company. By utilising waste materials instead of purchasing new
ones, the expenses associated with procurement and disposal are reduced.
● Product Diversification: The project allows for the creation of new products from waste
materials, expanding the company's product range. This diversification can attract
environmentally conscious customers and open up additional revenue streams.
● Employee Engagement: Involving trainees and employees in the upcycling process enhances
their skills and knowledge. It promotes a sense of responsibility and engagement, fostering a
positive work environment and boosting employee morale.
● Positive Reputation: Demonstrating a commitment to sustainability and waste reduction
enhances the company's reputation among customers, suppliers, and the wider community. It
positions the company as a socially and environmentally responsible organisation.
5.5 CONCLUSION
The waste management and sustainable product development project outlined for Silver Spark Apparel
Ltd. Unit 1 presents a comprehensive plan to repurpose paper and fabric waste generated in the cutting
department. By transforming waste into valuable products like pocket diaries, notebooks, and other
upcycled items, the company can contribute to a more sustainable future.
Through proper waste assessment, collection procedures, recycling processes, and product development,
the project aims to effectively manage waste and minimise environmental impact. The involvement of
the training department in product manufacturing offers a solution to the shortage of operators, utilising
existing resources efficiently.
By implementing the suggested SOP and establishing standardisation, the project can be scaled up and
replicated in other units or industries.
103
Overall, this waste management and sustainable product development agenda aligns with the company's
goals of reducing waste, conserving resources, and embracing sustainability practices, while also
contributing to the circular economy and fostering a greener future.
104
Project 3 :
Process Conformation Audit
105
6.1 About the project: Process conformation AuditCorrective action plan
A process confirmation audit is a systematic examination of a process or set of processes

within an organization to determine its effectiveness, efficiency, and adherence to
established procedures and standards. The purpose of a process confirmation audit is to
validate that the process is being executed correctly and consistently, and to identify any
areas for improvement.
6.1.1 .Here are the general steps involved in conducting a process confirmation audit:
1. Define the Scope: Clearly define the scope of the audit, including the specific process
or processes to be audited, the objectives of the audit, and the criteria or standards
against which the process will be evaluated.
2. Plan the Audit: Develop an audit plan outlining the resources, timeline, and audit
methodology to be used. Identify the key stakeholders, determine the audit team
members, and allocate responsibilities.
3. Gather Information: Collect relevant documentation, such as process manuals,

procedures, work instructions, and any other supporting materials. Conduct interviews
with process owners, employees, and other stakeholders involved in the process to gain
an understanding of how the process is currently being executed.
106
4. Evaluate the Process: Assess the process against the defined criteria or standards. This
evaluation may involve comparing the actual process steps with the documented
procedures, reviewing performance metrics and key performance indicators (KPIs), and
observing the process in action.
5. Identify Deviations and Non-conformities: Identify any deviations from the

established procedures or standards, as well as any non-conformities or deficiencies in
the process. Document these findings clearly, including the nature of the deviation or
non-conformity and its potential impact on the process or organization.
6. Analyze Root Causes: Determine the root causes of any identified deviations or non-
conformities. This may involve further investigation, analysis of data, or discussions
with relevant personnel. Understanding the root causes is crucial for developing
effective corrective and preventive actions.
7. Develop Recommendations: Based on the audit findings, develop actionable

recommendations for improving the process. These recommendations should be
specific, measurable, achievable, relevant, and time-bound (SMART). Consider the
potential benefits, costs, and risks associated with each recommendation.
8. Communicate Audit Results: Prepare an audit report summarizing the audit process,
findings, and recommendations. Share the report with the relevant stakeholders,
including process owners and management, and facilitate discussions to address any
concerns or questions.
107
9. Implement Corrective Actions: Work with the process owners and stakeholders to
implement the recommended improvements. Monitor the progress of corrective actions
and ensure that appropriate measures are taken to address the identified deviations and
non-conformities.
10. Follow-up and Continuous Improvement: Conduct follow-up audits to verify the
effectiveness of the implemented corrective actions and to ensure that the process is
being maintained and continuously improved over time. Monitor key performance
indicators and seek feedback from process users to evaluate the long-term impact of the
process changes.
108
6.2 Areas of Audit
Bulk building
▪ Trim store
▪ Fabric store
▪ Pattern
▪ Cutting
▪ IE
▪ Sewing JKT
▪ Sewing TRS
▪ Quality
▪ Maintenance
▪ Warehouse
MTM building
▪ Trim store
▪ Fabric store
▪ Pattern
▪ Cutting
▪ IE
▪ Sewing
▪ Quality
▪ Warehouse
MTM – TOP FLOOR
▪ Pattern
▪ Cutting
▪ IE
▪ Sewing
▪ Quality
109
6.2.1 Audit Parameter not followed in Fabric store
1. 5S audit is conducted as per defined schedule

2. No materials are kept on floor
3. BIN cards are updated in each rack
4. If goods found not OK, kept on rejected racks with quality report. Sent back to
the supplier within 30 days or darned by mill`s darner and re-inspected.
5. Kanban system followed
6. SQDCME board is updated regularly.
7. Multi-skill board is updated as per schedule
8. CAP of last PCA audit is to be followed.
9. Authorised entry persons photo with id is displayed @ entry gate
10.An-authorised entry book is maintained properly.
110
6.2.1.1 Corrective Action Plan Proposed
• Handled by 5s team
• According to the PO the required material was kept out earlier than the required
time. And hence a lot of material use to be kept on floor
Either conduct this process only but have some tables for it.
Or just take the material out on the required time
• Recall required to the authority to update the information on time
• Some Material of very old orders were not returned nor disposed dispose them
• A board modification is required. be sure to remind the authority
• A board update is required. Recall necessary
• A board update is required. Recall necessary
• CAP format provided
• Format provided
• A security guard needed. Informed the higher authority
111
6.2.2 Audit Parameter not followed in Trim store
1. 5S Audit is conducted as per defined schedule & Status is updated

2. Incoming material is kept on pallets & quantity is verified as per DC
3. No material is kept on floor
4. BIN cards are updated in each rack & swatch is displayed. (Except thread)
5. If goods not ok, kept on rejected rack with DC & quality report…rejected goods are sent back
within 30 days or same item is disposed within 30 days after approval of concern person
7. Brand label control policy (access control) is followed for all buyers
8. Authorised entry persons photo with id is displayed @ entry gate
1. Handled by 5s team
2. Provide extra wooden pallets stage
3. According to the PO the required material was kept out earlier than the required
time. And hence a lot of material use to be kept on floor
4. Recall required to the authority to update the information on time
5. Some Material of very old orders were not returned nor disposed dispose them
6. Recall required
7. More containers required
8. Format needed to be printed and pasted.
112
6.2.3 Audit Parameter not followed in Cutting (Bulk)
1. 5S no followed
2. Kanban board of fabric and cutting dept is maintained on daily basis.
3. Pinning table is maintained as specified needles as well as needle accountability
is maintained.
4. Checkers table to be updated as per running style
7. Needle accountability
8. Electronic kanban display
1. 5s team will have to work on it

2. Kanban board required
3. Needle accountability format needed. Format provided
4. Checker tables need pinning boards
5. CAP provided
6. Board required
7. Format needed.
8. Installation required
113
6.2.4.Audit Parameter not followed in Sewing TRS (Bulk)

2. Performance matrix boards are updated on daily basis
3. Sharp tools are tied & tie length of scissors & trimmers should not touch the floor.
4. Sharp edge of Scissors is kept vertical down when not in use.
5. Running change in sewing process is authorised with SOP.
6. Left over trims are sent to store within 2days
1. 5s team will work on it

2. Recall necessary for the responsible party
3. A permanent metallic tying string of the required length should be used
4. Visual photo for the correct method provided and placed in the vicinity of the
operator.
5. 5
6. 6
7. A SOP is needed for trim accountability. And includes conduction of this process
114
6.2.5 Audit Parameter not followed in Sewing JKT (Bulk)

2. Input to output format of Size Set is filled by concern dept during making process
3. PO clearance within 1 day of bulk output
4. Left over trims are sent to store within 2days.
1. 5s team will have to take initiative

2. Trim accountability SOP should exist. making it someone’s responsibility
from the Trim department in the store. To ask the Stitching department for the
trim accountability every 2 days.
115
6.2.6 Audit Parameter not followed in Maintenance(Bulk)
1. Monthly stock audit will be conducted with respect to location report.

2. Document control as per policy
3. Unauthorised entry book is to be maintained
4. Calibrate Equipment Board Should be Updated.
5. Triangular board should be updated on daily basis.
6. Shadow box is maintained in all section. (Cutting, Sewing, Boiler,
Utility)
7. Daily checking parameters should be updated.
8. Skill matrix board should be updated.
9. CAP of last audit
10.Supervisor & operator PCA training (5 members monthly)
11.Floor cleaning is done according to the schedule
1. Recall required.
2. Now followed
3. Manpower allocation needed
4. Recall required. Now updated
5. Not applicable in this unit.
6. Now updated.
7. A
8. Not in the maintenances
9. Format provided
10. Whenever new member will join it would be conducted
11.Manpower needed
116
6.2.7 Audit Parameter not followed in Warehouse(Bulk)

2. Allocated pieces for particular location are kept as per tracking system
3. Creation of barcode dump in scanning system as per specified & displayed
check list for running orders@ scanning point
4. Each garment is scanned & report is generated on daily basis and verified by FC
Incharge & WH Incharge
5. Pieces are stacked as per defined location
6. All reports have version numbers and followed as per Document control Policy.
8. Awareness training of PCA is provided to Supervisor or operator (3 to 5
members monthly)
1. 5S team should take initiative

2. Checklist should be made every time
3. On going
4. IE department’s Co-ordination needed
5. Extra space needed
6. Document control policy not adhered higher management should coordinate with
the sewing department.
7. Responsible person should be recalled
117
6.3 MTM building
➢ Trim store
➢ Fabric store
➢ Pattern
➢ Cutting
➢ IE
➢ Sewing
➢ Quality
➢ Warehouse
118
6.3.1 In TRIM, the audit parameter wasn't followed(MTM-G).
1. No material is kept on floor

2. Labelling in racks with the trims name
4. Multi-skill board is to be updated as per schedule
5. Stock board updation
6. Scissor accountability is maintained on regular basis.
7. Brand label control policy (access control) is followed for all buyers
8. CAP of previous PCA audit to be followed
9. Unauthorised entry book is maintained properly.
1. Need to expand the floor space or eliminate surplus cloth.

2. This is feasible if there are no materials left on the floor.
3. Need a board
4. Person assign
5. Person assign
6. Person assign
7. All brand sperate boxes
8. Provide format to process owner
9. Need a security guard.
119
6.3.2 Audit Parameter in Fabric MTM-G not followed.

2. No materials are kept on floor and kept in pallets.
3. Fabric inspection machine, machine standards, Lux standards is displayed
4. Inspection machine are having fabric defects is displayed.
5. 100% shade inspection of shell, pocketing and lining. Shade card preparation
and checks /stripes matching is to be discussed & finalised in the 14 parameters
report.
6. If goods found not OK, kept on rejected racks with quality report. Sent back to
the supplier within 30 days or darned by mill`s darner and re-inspected.
7. Quality inspection reports are signed by QAM
8. Is Mill Fabric inspection report available
9. Storage of material as per their type(fabric/canvas/lining/felt) and ref. number.
10. Index board/tracking board is displayed and updated
11. Kanban system followed
12. Machine are having scheduled maintenance
13. Multi-skill board is updated as per schedule
14. Scissor`s & Trimmer accountability is maintained on regular basis.
16. Unauthorised entry book is maintained properly.
120
6.3.3 Audit Parameter not followed in Cutting (MTM-G)

2. All scissors are tied to working table & is kept vertical if not in use.
members monthly)
6. Preventive maintenance report maintained for all the cutters
7. The fusing operator placing the fusing at correct place
8. Fusing machine temperature checking and bond test report maintained
9. Preventive maintenance report is maintained for fusing
10. Safety measures are displayed beside to fusing m/c
6.3.3.1 Corrective action plan
1. 5s team needs to be reminded

2. A common solution for this problem in all department are provided
3. CAP format provided
4. Updating required. Concerned authority needs to be recalled.
5. Training required
6. Reports updating should be assigned as a responsibility to someone
10. Format needed.
121
6.3.4. Audit Parameter not followed in IE (MTM-G)
1. Process sheet and mocks to be displayed at every workstation.

2. Executive Summary cost sheet to be updated before fifth of every month
3. CAP of last audit to be followed
4. Awareness training of PCA is provided to Supervisor or operator.
(3 to 5 members monthly)
5. Skill pool board should be displayed in the line with the Operator name and
photo.
1. Now updated. Process sheet formats were missing we provided.

2. Recall required to the concerned authority.
3. Format was missing format provided
5. Updating required.
122
6.3.5 Audit Parameter not followed in Sewing (MTM-G)

2. Sharp tools are tied & tie length of scissors & trimmers should not touch the
floor.
3. Sharp edge of Scissors is kept vertical down when not in use.
4. Product is reviewed on daily basis to improve the overall quality with VSM
team
5. Chemical & machine oil containers to be labelled
7. Oil leakage control log sheet maintained at every workstation
1. 5S team needs to be recalled.

2. A common solution for this problem is advised to all the adhering departments
3. A common solution for this problem is advised to all the adhering departments
4. Not being conducted,
5. Labels required
6. Format required, format provided
7. No one assigned for this purpose.
123
6.3.6 Quality Assurance Audit Parameter Not Followed(MTM-G)
1. 5s
2. Trims inspection is followed as per SOP.
3. Trims inspection report is maintained with invoice
4. Trims inspection is done with approved trims card, BOM & PO sheet
5. Multi-skill Tracking Report
6. Sharp tool training for checkers.
1. 5s team need to take action regarding 5S implementation

2. / 3. / 4. Trim inspection not conducted as the trims are checked in the trim store.
They should start conduction it. Assign a person with this responsibility. Report
should be maintained.
5. Report should be maintained concerned authority should be recalled and get the
reports updated
6. Not applicable
7.Format provided
124
6.3.7 Audit Parameter not followed in QualityAssurance
(MTM-G)
1. Stock board updation for raw material should be done on daily basis
2. Rejected Goods data is displayed at rejected goods area.
members monthly)
1. Stock board required

2. Not rejected good found in MTM
3. Training required.
125
6.4 MTM – TOP FLOOR
▪ Pattern
▪ Cutting
▪ IE
▪ Sewing
▪ Quality
126
6.4.1 Cutting (MTM-Top) went against an auditrequirement.

2. All scissors are tied to working table & is kept vertical if not in use.
members monthly)
6. Preventive maintenance report maintained for all the cutters
7. Categorisation of part fusing and kept in separate racks
8. The fusing operator placing the fusing at correct place
9. Fusing machine temperature checking and bond test report maintained
10. Preventive maintenance report is maintained for fusing
11. Safety precautions are presented in addition to fusing m/c

2. Common solution provided
3. Format required. Format provided
4. Responsible person should be recalled for getting the board updated
6. Report maintaining person should be recalled
7. More racks needed
9. Report should be maintained authority should be reminded
10.Report should be maintained authority should be reminded
11. Format needed.
127
6.4.2 Audit Parameter not followed in IE (MTM-Top)
1. Current Style OB And Machine Number Display and critical operation display
2. Maintaining the Skill-Matrix ( Monthly Basis)
3. Skill pool board should be displayed in the line with the Operator name and
photo.
4. Daily Production Loss capturing report to be maintained in VSM board
5. Process sheet and mocks to be displayed at every workstation.
6. Executive Summary cost sheet to be updated before fifth of every month
7. Any point is repeated since last 3 months
The IE assistant has improved significantly with 90% parameter adherence, meaning it
understands and extracts information better. It can find essential details in text, but may
still have some limitations. Always verify its results for accuracy and possible mistakes.
128
6.4.3 Audit Parameter not followed in Sewing (MTM-Top)

2. For all critical sewing Operation a flag and bin system is followed for 100%
checking on line for the components or the process.
3. In-line, end-line and measurement reports are reviewed and signed hourly by
supervisors / managers to find root causes of problems for immediate corrective
and preventive actions.
5. Rubber mat is placed to sewing machine paddle & pressing machine.
6. Approved pressing standard with related operation guidelines accessible to
operators
7. Appropriate pressing equipment including vacuum tables, arm pads/ bucks
etc., are installed for pressing the right products and they are kept clean and
free from rusting to avoid staining onto garments.

2. Now follow
3. Now follow
4. Format provided
5. After the audit rubber mat is placed
129
6.5 Common corrective action plans Coveringmajor points
Common problems in major departments:
➢ 5s
➢ Sharp tool Tied
➢ Tool tied
➢ SQDCME/VSM/MULTISKILL BOARDS not updated or existing.
➢ PCA training
➢ No material is kept on floor
➢ Authorized person entry
These were some of the common problems of all the departments. The did’nt needed
different solutions with respect to different departments.
Rather a common corrective action plan was needed for them to be implemented where
needed.
130
Solutions Proposed and/or implemented
Figure: 96 : Sharp tool solution
1. Sharp Tool’s Solutions:
- Tools should be bound with a metallic wire which is of a specific length not
letting the tool touch the ground Also not allowing the operator to untie it easily.
- It ensures the Rules of 5S
- It ensures Equipment accountability
- It ensures clients guidelines
131
2. SQDCME/VSM/MULTISKILL BOARDS not updated or
existing.
Figure: 97 : Authority format
- The major reason why the boards are not updated are just because of carelessness
of the person incharge.
- If we apply this sticker which recalls the person every time he/she sees it.
- He will update the board on time, also many departments don’t have boards they
need to be provided one,
- Example, Kanban board in cutting department
132
3. Authorized person entry
- The major reason this problem existed was the lack of format to paste the pictures
on. And this is a very major problem with respect to the safety and security of the
stock and lives in the department.
- The compliances of the buyer
- And even the quality of the product depends upon this, we provided the format to
them in A3 printed size
Figure: 98 : Authorized person entry format 2
4. No material is kept on floor.
- To ensure this a person should be assigned to job of hourly audit in every three
hours. He should go on a round to the storage units and check if things are placed
right or not.
In case they are not instant action should be taken.
133
5. PCA training and Check parameters.
- Poster containing PCA guidelines should be hanged.
- Enables future auditor to save time
- Makes operators remember the processes
- Acts as recall to the people with responsibilities regarding PCA
- Increases PCA awareness among staff and operators
Format provided: (For 150 Such guidelines)
Figure: 99 : Hanger template provided
134
6.6 PCA in bulk floor result
Figure: 100 : PCA in bulk floor result
PCA AUDIT SCORE MONTH OF JULY - BULK FLOOR

1st week (3/07/2023) 2nd week(10/07/23) Next Week Target
120.0%
100.0%
80.0%
60.0%
40.0%
20.0%
0.0%
Fabric Trim Sewing Sewing Warehou Maintain
Cutting Quality Average
store store (Trouser) (Jacket ) se ance
1st week (3/07/2023) 81.0% 85% 63% 89% 93% 94% 81% 68% 84%
2nd week(10/07/23) 93% 85% 95% 95% 91% 96% 90% 71% 90%
Next Week Target 90% 90% 90% 90% 90% 90% 90% 90% 90%
135
PCA in MTM ground result
Figure: 101 : PCA in MTM-G floor result

PCA AUDIT REPORT MONTH OF JULY - MTM
GROUND FLOOR
03-07-2023 10-07-2023 Next Week Target
100%
90%
80%
70%
60%
50%
0%
Fabric Trim Sewing Sewing Wearhou
Cutting Quality IE Average
store store (Trouser) (Jacket ) se

03-07-2023 59% 71% 63% 83% 83% 71% 82% 68% 73%
10-07-2023 74% 71% 63% 82% 82% 83% 92% 85% 79%
0%
Next Week Target 90% 90% 90% 90% 90% 90% 90% 90% 90%
136
6.7 PCA in MTM top floor result
Figure: 103 : PCA in MTM-Tfloor result
PCA AUDIT REPORT MONTH OF JULY - MTM TOP

FLOOR
100%
80%
60%
40%
20%
0%
Sewing (Jacket
Cutting CAD Quality IE Average
)
1st week (03/07/2023) 61% 96% 70% 75% 35% 76%
10-07-2023 61% 96% 80% 75% 70%
0%
0%
Next Week Target 90% 90% 90% 90% 90% 90%
Figure: 57
137
6.8 Conclusion
Process Confirmation Audit (PCA) is a powerful tool that the garment industry can
utilize to assess, validate, and improve its production processes. By conducting thorough
audits, analyzing data, and implementing recommended changes, the industry can
achieve significant benefits, such as increased productivity, enhanced product quality,
and better compliance with standards. Embracing PCA as part of abroader continuous
improvement strategy allows the garment industry to stay competitive, meet customer
demands, and adapt to the evolving market dynamics successfully. With a commitment
to excellence and a data-driven approach, the garment industry can position itself for
continued growth and success in the future.
141
Project 4 :
Productivity improvement in Bulk Jacket Line 4
142
7. Productivity improvement in Bulk Jacket Line 4
7.1 Flow of project
1. Understanding the order

Brand
Design to OB
2. Line understanding.
Layout
Machinery
Material flow
Manpower allocation
3. Process and OB understanding.
4. Time study
Conducting the time study
Calculating the Takt time
5. Making pitch analysis reports
Making the pitch analysis graph
Observing the bottleneck operations for several days through
time study and pitch analysis.
6. Understanding the demand through the bottleneck and his output
7. Create a plan for removing/enhancing the bottleneck’s performance
8. implementation
9. Observation and recording the overall Result.
143
7.2 About the Brand
Brand Name: Banana republic
Figure: 104 : BR LOGO
Description:
Banana Republic: Elevating Everyday Style
Banana Republic, a renowned American clothing and accessories brand, stands at the
crossroads of timeless elegance and contemporary fashion. Founded in 1978 by Mel and
Patricia Ziegler, the brand was initially inspired by a safari-themed boutique. However, it has
since evolved into a sophisticated and versatile label that caters to the modern, urban individual.
Style with Substance:

Banana Republic's signature style can be described as a harmonious blend of classic and
modern elements. The brand is known for its understated sophistication, offering a range of
clothing, accessories, and footwear that exudes a sense of effortless elegance. Its collections
are characterized by clean lines, high-quality materials, and attention to detail, catering to those
who seek versatile pieces for both professional and casual occasions.
Distinctive Collections:
Banana Republic offers a diverse array of collections, each tailored to different aspects of life.
From workwear that embraces professionalism with a contemporary twist to casual essentials
that effortlessly transition from day to night, the brand caters to a wide spectrum of tastes and
preferences. Collaborations with renowned designers and fashion influencers also contribute
to the brand's fresh and innovative approach to design.
Global Influence:
While Banana Republic is rooted in American fashion sensibilities, it draws inspiration from
cultures around the world. This fusion of influences is reflected in its designs, offering
customers a chance to experience global aesthetics through their everyday clothing.
144
Attention to Sustainability:
In recent years, Banana Republic has shown a growing commitment to sustainability and
ethical practices. The brand has taken steps to enhance its supply chain transparency, reduce its
environmental impact, and promote fair labor practices. This demonstrates its dedication to
creating not only stylish but also responsible fashion.
Enduring Legacy:
Banana Republic's legacy in the fashion industry is marked by its ability to seamlessly bridge
the gap between classic elegance and contemporary trends. It has maintained its relevance by
staying attuned to evolving consumer preferences while staying true to its core values of
quality, style, and authenticity.
In a world of ever-changing fashion, Banana Republic stands as a brand that understands the
art of crafting garments that transcend time and trends. Its commitment to elevating everyday
style has solidified its position as a trusted source of fashion for those who seek sophistication,
versatility, and enduring quality in their wardrobes.
145
Project objective:
The project objective is to improve the production of Jacket line 4 through Time study and
finding and eliminating bottlenecks.
About the project:

The project aims to enhance the productivity of Jacket Line 4 Brfs by conducting time studies
and capacity calculations. It involves identifying bottlenecks and addressing them through the
creation of a suitable Process sheet and a training module. Additionally, the project entails the
application of 5S techniques and visual control tools, as well as the analysis of operations.
Finally, the necessary changes will be implemented to streamline the process and optimize
productivity
Need of the project:

The productivity improvement project for the jacket line 4 aims to optimize the
manufacturing process and enhance overall efficiency. Through a comprehensive analysis of
the current production workflow, identifying bottlenecks and eliminating bottlenecks.
About the Jacket line 4:

Capacity: 400/day
Number of machines: 118
Number of operators: 112
Number of operations: 109
Monthly target: 8800
Methodology:
Conducting a time study and calculating the capacity of the sewing line;
● Locating bottle neck through pitch analysis
● Preparing a PLR report;
● Understanding the possible causes of bottlenecks; debottling
bottlenecks through proper material handling techniques;
● Increasing productivity by understanding the operation through
146
method study and removing unnecessary steps.
● Increasing productivity by reducing cycle time through the use of
various visual tools.
Design of the final garment
Figure: 105 : BR Product
The different types of Jackets made are:

● 1button peak lapel
● 1button tuxedo shawl
● Peak DB6 on 2
Materials used in Jacket-

● Shell fabric
● Lining fabric
● Part fuse
● Body Fuse
147
● Shoulder pads
● Blend label
● Hanger loop
● Wash care label
● Shoulder tape
● Buttons
Different panels in a jacket-
Front Panels
Back Panel
Sleeve Panels
Side Panels
Collar Panel
Lining Panels
Pocket Panels
Additional Panels
Months Production (Pieces)

January 4425
February 5107
March 4250
April 3913
May 4195
June 3443
Figure: 106 : BR Target
148
7.3 Operation Bulletin of the Order
SL. OPERATION DESCRIPTION MACHINE NO.
NO TYPE SA WORKST
M ATIONS
1 DUMMY ATTACH & SNLS 0.80 1
MARKING
2 FRAMING EMBROIDERY 1.03 1
3 NECK BAND ATTACH ON SNLS 0.52 1
COLLAR
4 COLLAR FUSING TAPE TOPPER 0.35 1
PRESSING
5 FELT ATTACH TO COLLAR ZIGZAG 0.40 1
6 COLLAR FELT ATTACH DNLS 0.48 1
7 COLLAR LABEL ATTACH TOPPER 0.50 1
8 CHEST CANVAS ZIGZAG ZIGZAG 0.65 1
9 CHEST CANVAS READY BASTING 0.35 1
M\C
10 CANVAS FUSING TAPE SNLS 0.53 1
ATTACH
11 FRONT MARKING MANUAL 1.20 1
12 FRONT DART MARKING MANUAL 0.30 1
13 PAIRING MANUAL 1.20 1
14 FRONT DART SEW AUTO DART 0.49 1
15 DART PRESSING FIT 0.68 1
16 SIDE PANEL JOIN SNLS 0.80 1
17 SIDE PANEL PRESS FIT 0.91 1
18 POCKET FLAP MARKING TABLE 0.44 1
149
19 FRONT POCKET FLAP AUTO ZIG 0.47 1
MAKING
20 FLAP PRESSING TOPPER 0.49 1
21 STAY STITCH ON FLAP SNLS 0.32 1
22 FLAP PICK STITCH PICK STITCH 0.52 1
MACHINE
23 ARM HOLE TAPE ATTACH SNCS 0.84 1
(FRONT & BACK)
24 BREAST POCKET ATTACH SNLS 0.70 1
25 FRONT POCKET WELTING AUTO WELT 0.51 1
26 WELT POCKET PRESSING TOPPER 0.87 1
27 BREAST POCKET CUT AND TOPPER 0.60 1
PRESS
28 BREAST POCKET ZIGZAG ZIGZAG 0.64 1
29 WELT POCKET TACKING SNLS 0.90 1
30 FACING ATTACH TO POCKET SNLS 0.87 1
BAG (SHELL & LINING) &
POCKET BEG ATTACH
31 POCKET BAG ATTACH & SNLS 0.72 1
FINISH
32 BREAST POCKET BONE SNLS 0.40 1
MAKING
33 CENTRE BACK JOIN SNLS 0.65 1
34 CHEST CANVAS PRESSING FIT 1.30 1
35 CHEST CANVAS BLIND HEM BLIND HEM 0.63 1
36 BODY PRESSING TOPPER 0.71 1
37 CHEST PIECE ATT @ SNEC 0.77 1
ARMHOLE
38 SIDE SEAM JOIN SNLS 0.78 1
150
39 SIDE SEAM PRESSING TOPPER 0.69 1
40 BOTTOM PRESS FIT 0.64 1
41 SHOLDER PAD BUSTING
42 SHOULDER SEAM JOIN SNLS 0.65 1
43 SHOULDER SEAM PRESSING TOPPER 0.62 1
44 BACK VENT PRESS FIT 0.55 1
45 FRONT & BACK CHECKING Manual 1
46 SHAM HOLE MARKING SHAM HOLE 0.75 1
&SEW M/C
47 ELBOW SEAM(SHELL) & SNLS DIFF 0.75 1
VENT LOCK FEED
48 VENT MAKING SNLS 0.47 1
49 VENT PRESSING FIT 0.47 1
50 ELBOW SEAM PRESSING TOPPPER 0.75 1
51 SLV BARTACK BARTACK 0.40 1
52 ELBOW SEAM(LINNING) SNLS DIFF 0.55 1
FEED
53 LINNING ATTACH TO SHELL SNLS DROP 0.52 1
FEED
54 SLEEVE HEAD MAKING SNLS 0.65 1
55 FUNCTIONAL VENT READY SNLS 0.65 1
56 VENT TACKING SNLS 0.65 1
57 KEYHOLE @ SLV KEYHOLE 0.65 1
MC
58 BUTTON SEW BUTTON 0.70 1
SEWER
59 SLV HEAD MAKING SNLS 0.70 1
60 SLV HEAD ROLL ATTACH SNLS 0.70 1
151
61 INSEAM CLOSE SNLS DROP 0.62 1
FEED
62 SLEEVE INSEAM PRESSING TOPPER 0.47 1
63 ELBOW TACKING SNLS DROP 0.50 1
FEED
64 SLEEVE BOTTOM PRESS FIT 0.59 1
65 CENTRE BACK JOIN WITH SNLS DIFF 0.55 1
PLEAT & LOOP ATTACH FEED
66 SIDE SEAM ATTACH SNLS DIFF 0.74 1
(LINING) FEED
67 WING FACING ATTACH SNLS 1.73 2
WITH PIPING
68 FACING PRESSING FIT 0.60 1
69 COLLAR PIPING PRESS TOPPER 0.50 1
70 SADDLE STITCH SADDLE 1.20 1
STITCH
71 INSIDE POCKET WELTING ( 3 AUTO WELT 0.95 1
pockets)
72 WELT POCKET PRESSING FIT WITH 0.60 1
BUCK
73 LABEL ATTACH ZIGZAG 0.54 1
74 WELT POCKET BARTACK BARTACK 0.74 1
M/C
75 POCKET BAG ATTACH & SNLS 1.84 2
CLOSE
76 SIDE SEAM JOIN (LINING) SNLS 0.58 1
77 SEAM PRESSING FIT 0.52 1
78 NECK CLOSING & SNLS 0.80 1
SHOULDER SEAM JOIN
79 GEORGE SEAM PRESS FIT 0.65 1
152
80 BRIDLE TAPE ATTACH BLIND HEM 0.68 1
81 LINING CHECKING Manual 1
82 PEAK SEW SNLS 1.74 2
83 PEAK PRESS FIT 0.58 1
84 FRONT EDGE TRIMMING & MANUAL 1.08 1
STICKER REMOVAL
85 FRONT EDGE SEAM TOPPER 0.61 1
OPENING
86 LAPEL PIPING PRESS FIT 2.70 1
87 COLLAR ATTACH SNLS 1.08 1
88 COLLAR PRESS FIT 1.08 1
89 COLLAR ZIGZAG ZIGZAG 0.65 1
90 SHOULDER ATT. & NECK SNLS 1.02 2
BAND ATT.
91 VENT & BOTTOM CLOSE SNLS 1.28 1
92 VENT TACKING SNLS 1.25 1
93 VENT BOX CLOSE SNLS 1.20 1
94 BOTTOM PRESS FIT 0.90 1
95 LAPEL PIPING PRESS FIT 2.70 1
96 REPRESS FIT 0.83 1
97 COLLAR & BOTTOM
CHECKING
98 BUTTON HOLE & FLOWER MANUAL 0.54 1
MARKING
99 BUTTON HOLE & FLOWER BUTTON 0.54 1
SEW HOLE SEW
M\C
100 SLEEVE ATTACH SNLS 1.75 3
153
101 ARM HOLE NEPPING TOPPER 0.76 1
102 FRONT EDGE PICK STITCH PICK STITCH 2.70 3
MACHINE
103 CAP OPEN PRESS TOPPER 0.57 1
104 SHOULDER PAD ATTACH SNLS 0.80 1
105 BODY BASTING BASTING 0.64 2
M\C
106 ARMHOLE CLOSING SNLS 0.75 1
107 VENT E/S SNLS 0.55 1
108 SLV KINNARI MANUAL 1.20 2
109 TRIMMING MANUAL 0.56 1
End line check point CHECK 1
POINT
SUB TOTAL 83.2 117
8
Figure: 107 : BR OB
7.4 Time study:

Time study is a technique used in a variety of sectors to measure and analyse how long it takes
employees to accomplish specific jobs or activities. It entails observing and recording the time
it takes workers to complete each piece of a task, from beginning to end, in order to establish
the most efficient techniques and standards for completing the work.
The fundamental goal of time study is to develop precise time standards for jobs or operations.
These time standards are used to evaluate and improve productivity, estimate job costs, set
production targets, and determine staffing requirements. Time study aids in simplifying
workflows and optimizing resource allocation by finding inefficiencies and bottlenecks in a
process.
Takt time is a phrase that is frequently heard in lean manufacturing and production systems. It
denotes the amount of time allocated to produce one item in order to meet customer demand
while keeping a consistent production flow.
Takt time is determined by dividing available production time by consumer demand during that
time period. The formula for computing takt time is as follows:
Takt Time = Available Production Time / Customer Demand
154
155
156
Process of out time study:
● Taking 3 Observation of each and every operation through a stop watch
● Finding the average of the 3 observations.
● Allowance provided was X1.15
● Capacity (hourly) = (3600)/(Time taken with allowance)
157
7.5 Takt time:
Takt time is a concept often used in lean manufacturing and production processes. It refers to
the rate at which products must be produced in order to meet customer demand while
maintaining an efficient and balanced workflow. Takt time helps ensure that production aligns
with customer needs and prevents overproduction or underproduction.
The formula for calculating takt time is:
Takt Time = Available Production Time / Customer Demand
• Available Production Time: This is the total time available for production during a
given period. It usually excludes breaks, maintenance, and non-production time.
• Customer Demand: This represents the total quantity of products or services that
customers require during the same period.
By calculating takt time, you can determine the rate at which products should be produced to
keep up with customer demand while avoiding waste and inefficiencies. It helps in setting a
rhythm for production and assists in resource allocation and planning.
Figure: 108 : BR bottlenecks
158
observation
the target production per day is 400 pieces
takt time =Available time/ Target per day
takt time= 3600*9/400
Takt time= 81
Initial Takt time graph (Pitch analysis)
7.6 PITCH ANALYSIS
Pitch analysis is the study and assessment of the frequency or rate at which particular actions
or events take place within a process or system. It is frequently used to research the rhythm and
timing of operations, processes, or manufacturing cycles. Pitch analysis focuses on dissecting
a process or system's temporal elements. The time intervals between events, such as the length
of each task, the amount of time between the start and end of an operation, or the space between
successive production cycles, must be measured and quantified. Pitch analysis is used to find
potential process bottlenecks, inefficiencies, or variances in the timing of processes. Engineers
can learn more about a product's general performance, productivity, and efficacy by examining
the pitch.
Date : 24 June 2023
Figure: 109 : BR Pitch analysis sectional
159
observation
• Operations like flap pick stitch and facing piping attach are causing bottle
neck
Bottle necks
1. Flap pick Stitch
2. Facing piping attach
3. Shoulder & side seam
4. Front edge Seam
5. Bottom vent Making
6. Sleeve attach
7. Prick stitch hemming
8. Arm hole Closing
Some more major bottleneck arise later in the project
● Flap pick stitch
● Face piping attach
● Sleeve attach
7.7 De-bottle neck

"De-bottlenecking" refers to the process of identifying and resolving bottlenecks in a system
or process to improve its overall efficiency and performance. Bottlenecks are points or areas in
a process where the flow of work or materials is restricted, causing delays or inefficiencies.
Debottlenecking can include actions such as redesigning workflows, reallocating resources,
optimizing equipment utilization, streamlining procedures, improving communication, or
implementing automation or technological advancements.
The ultimate aim of debottlenecking is to improve the overall efficiency, productivity, and
throughput of a system by removing or mitigating the constraints that limit its performance. By
eliminating or reducing bottlenecks, organizations can achieve smoother operations, faster
cycle times, increased output, and improved customer satisfaction.
De-bottle necking Flap pick stitch :
Existing scenario: The pocket flap is a 4 sided rectangle. one side is attached with the coat itself
and rest 3 sides are pick stitched. now those 3 sides are perpendicular to each other needing the
operator to turn the cloth three times and every time set it under the needle. which takes time.
Solution:
We proposed a Solution for this that the prick stitch between the flap and its interlining fabric
done after one side of the flap is attached to the Jacket. making the material handling tough.
So if we get the flap attached to its corresponding fabric. before getting attached to the jacket.
the time could be saved. as in that stage it’s a basic flap, handling which is very easy. and it
could later be attached to the Jacket itself.
160
De-bottle necking Arm hole Closing :
Existing scenario: Arm hole closing is a complex operation and it takes decent time even by
the skilled operators. and it was taking More than the takt time we had. making it the bottleneck
Solution: I observed that one of the major time taking processes within the operation was
material handling. the operator needs to first reverse the cloth from its stitching side. and then
align it in the machine and then stitch.
The reversing part is not needed in this operation if the garment comes reversed side up by the
previous operation itself. we implemented that and saw a few seconds saved. but still it was
not enough to get it done in the required time as the operation in itself was complex.
so we took an initiative of increasing 1 more operator and that made it work. we were getting
the required results.
De-bottle necking: Face piping attach

The Problem - Bottleneck: The issue here is that attaching this face piping to the jacket
seems to be slowing down the production process or causing problems.
The Solution: To solve this bottleneck, we need to find a way to attach the face piping more
efficiently and smoothly. Look into using specialized machinery or tools that are designed for
attaching face piping quickly and accurately. Train the workers involved in this step to ensure
they are doing it efficiently and without errors.
Streamline the process by organizing the workstations and materials in a way that makes it
easier to attach the piping.
7.8 Conclusion
The time study was conducted to identify the bottleneck operation in the line,
and seven bottleneck operations were observed after the time study. The study
was conducted to debottleneck the operation and increase productivity by
analysing the bottleneck operation and the reason for the bottleneck. The
suggestions were given to debottleneck the operation where three suggestion for
debottlenecking was implemented and resulted in productivity improvement.
161
Figure: 110 : results
Figure: 111 : results
162
8.Conclusion
The industry internship at SILVER SPARK APPAREL LIMITED UNIT-I Doddaballapur,
Bangalore, proved to be an incredibly productive experience. Over the span of eight weeks, we
were immersed in the workings of the organization, which greatly enriched our understanding
of our potential career path. During this time, we had the privilege of gaining hands-on
exposure to every stage of the clothing production process, from fabric selection to the final
packaging of garments. This practical experience provided us with invaluable insights into the
intricacies of manufacturing and processing clothing. During our internship, we dedicated
considerable attention to understanding the intricacies of textile manufacturing. This involved
closely shadowing different departments in the company's prominent export division. In the
daily routines of the workplace provided us with a holistic view of the organization's
management structure. The personnel in the unit were friendly, helpful, and committed to
following the company's policies and procedures diligently.
163
Chapter 4 : Annexures
164
165
166
167
168
169
170
171
172
173
174
175
176
177
178
179
180
181
182
183
184
185
186
187
Conclusion
The industry internship to SILVER SPARK APPAREL LIMITED, DODDABALLAPUR, Bangalore, proved to
be a fruitful experience. The 2 months exposure to the organization was a good learning curve in our
career. It helped us to learn the practical manufacturing and processing techniques in garments right
from the fabric stage to the finished and packed garment stage. During our course of internship, We
tried to grasp the concepts of apparel manufacturing, including cut to pack techniques. We also
observed the process flow of various departments in the largest export house of the company. We
were exposed to the daily corporate life and had a thorough understanding of the working
environment and management system. All the staffs and employees in the unit were very friendly
and cooperative and strictly followed the company rules and regulations.
188

Silver Sparks

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Silver Sparks

Uploaded by

Copyright:

Available Formats

NATIONAL INSTITUTE OF FASHION TECHNOLOGY

APPAREL INTERNSHIP REPORT

At Silver Spark Apparel Ltd. Unit 1

Under the Guidance of-

Department of Fashion Technology

Date: [26june 2023]

( Figure 1:Raymond’s logo )

( Figure 2 : Organisational hierarchy )

( Figure 3 : Raymond’s logo )

( Figure 4 : Raymond’s Premium apparel logo )

( Figure 5 :Raymond’s Mtm logo )

( Figure 6 : Park avenue logo )

( Figure 8 : Color plus logo )

( Figure 9 : ethnix logo )

( Figure 10 : Gautam singhania’s Picture )

( Figure 11 : Nawaz Gautam singhania’s picture)

( Figure 12 : S.L. pokharana’s picture)

( Figure 13 : Shiv surinder kumar )

( Figure 14 :Dinesh lal )

( Figure 14 : Ashish Kapadia’s Picture )

1.4 UNIT PROFILE SILVER SPARK:

1.4.2 PRODUCTS MADE IN SILVER SPARKS UNIT-I

Figure: 17 : Components of a jacket

The different types of jackets made are:

Figure: 18 : types of jacket

Jacket Materials Utilized:

Jacket's Shell Fabric and Corresponding Parts:

Figure: 19 : Components of a trouser

Various Types of Trousers Produced:

Materials Employed for Trousers:

● Shell fabric (options include all wool, poly-wool, poly-viscose)

Woven Reinforcement Shell Fabric and Associated Parts:

● Front Panel: 2 pieces

Figure: 20 : Components of a waistcoat

1.5 ORGANISATIONAL STRUCTURE

Figure: 21 : Org. structure overal flowchart

Figure: 23 : Org. structure in MTM

1.5.1 PLANT LAYOUT

Figure: 25 : MTM building Floor diagram

Figure: 26 : BULK CAD/CUTTING

Figure: 27 : Non-production area

Figure: 29 : Workflow of departments

Figure: 30 : Organisation structure of Merchandising and marketing department

The GM Marketing/Merchandising heads the department. There are two senior

Figure: 31 : Processflow of the department

Figure: 32 : Workflow of departments

2.3 PURCHASE DEPARTMENT

Some important considerations in costing are as following:

• Traceability Label : Sent by the buyer

• Thread Details: Sent by the buyer.

Figure: 34(A,B): Production file

Figure: 35(A,B) : Techpack

Figure: 37 : Spec sheet

• Sample product data: Contains Proto-sample data, development sample data,

2.4 PRE-PRODUCTION DEPARTMENT

Figure: 41 : Process flow in PPD

2.5 SAMPLING DEPARTMENT

Figure: 42 : Sampling department workflow

Figure: 43 : Machine details in Sampling Jkt

2.5.3 MACHINE DETAILS IN TROUSER SAMPLING AREA

Figure: 44 : Machine details in Sampling TRS

Figure: 45 : Process flow in sampling

2.6.1 TRIMS STORE: