Organizational Development Project Report

Organizational development
Final Project Report
New Millennium Evangelical Christian

University
Headquarters: San Pedro Sula
Subject : Organizational Development
Professor: Delia Arestely López
Member : Nelson Fernando Bautista
Task type:
Final Organizational Development Project to Hanes Brands Inc.

San Pedro Sula, February 14, 2020
Content
Introduction......................................................................................................................................3
Chapter 1 Objectives and Methodology.........................................................................................4
Hanes Brands Inc.(HBI).................................................................................................................5
Our General Objective.....................................................................................................................6
Our Specific Objectives...................................................................................................................6
Methodology..............................................................................................................................6
Problem......................................................................................................................................6
Diagnosis (Problem Tree)..........................................................................................................7
Findings......................................................................................................................................7
Research Instrument...................................................................................................................7
Chapter 2 Our Company.................................................................................................................9
Background of our Company..........................................................................................................9
Our history.......................................................................................................................................9
Type of Company (Company dedicated to the Production and Manufacturing of Clothing). .11
Our mission.....................................................................................................................................12
Our vision.......................................................................................................................................12
Our products..................................................................................................................................13
Our Brands Worldwide.................................................................................................................15
About our stores worldwide..........................................................................................................15
External forces of company change..............................................................................................19
Our educational factor of our company........................................................................................20
Our company social factor...........................................................................................................21
Our Company Cultural Factor......................................................................................................21
Economic factor of the company..................................................................................................22
Our company political factor........................................................................................................22

Our company technological factor...............................................................................................23
Internal forces of company change...............................................................................................24
Worker functions......................................................................................................................24
Goals........................................................................................................................................24
Our Policies as a Company.......................................................................................................25
Technology...............................................................................................................................25
Used Consulting..............................................................................................................................25
Chapter 3 Plan Development.........................................................................................................26
The Action Plan..............................................................................................................................27
Problem:.......................................................................................................................................27
Strategy 1.....................................................................................................................................28
Strategy 2.....................................................................................................................................29
Strategy 3.....................................................................................................................................30
Strategy 4.....................................................................................................................................31
Strategy 5.....................................................................................................................................32
Project Activity Schedule...............................................................................................................33
Employee Training Schedule from the Administrative Department..........................................34
Final Conclusions and Recommendations....................................................................................34
Bibliographies :..............................................................................................................................36
Introduction
To start this Project, we have to take into account that this entire procedure for the
Organization Development of our Company will directly serve the entire organization in
general, from senior executives to those in charge of manufacturing the garments. To wear.
The fundamental purpose of this work is to describe the main elements for the
implementation of Organizational Development for the Hanes company, identifying the most
necessary processes, designing the vision, mission, corporate principles, function manuals,
procedures and organizational chart.
In these changing times when values evolve rapidly and resources become scarce, it is
increasingly necessary to understand what influences the performance of individuals at work.
This Implementation seeks to use the effects of action through feedback which will become
the basis for planned action, changing life systems, values and accepted forms of
relationships between people. In addition to ensuring that people have an awareness of
belonging, of effectively being associates of this great Company.
Chapter 1 Objectives and Methodology
Hanes Brands Inc.(HBI)

Our Company in charge of textile production currently operates in a context that requires
constantly increasing its competitiveness. One of the strategies used for this purpose is to
increase the levels of competitiveness as much as possible among all the activities carried
out, both administrative management and the production of physical products, such as
sweatshirts and underwear. of man and woman.
Our General Objective
Determine and Evaluate the method used by our associates when producing clothing. It is
essential in the Manufacturing Processes to obtain high quality ready-made garments to
offer to our market, and thus be able to satisfy the demand of our customers worldwide,
since, for us, it is our Priority.
Our Specific Objectives
 Generate change strategies regarding the manufacturing of clothing.

 Motivate employees to do a better job to stay in the international market and thus
expand globally.
 Remain in the market by being the main global exporter of textile products for the
whole family.
Methodology
Methodology used to carry out the study consisted of the compilation of information on the
sector in the international, national and regional market, complemented with research
processes in articles published by food certification companies and experts in the area. The
information collected at a qualitative and quantitative level supports the analysis presented
below.
Problem
The company's central problem is basically the low efficiency of some production
equipment and high costs.
Diagnosis (Problem Tree)
Analysis of data
Based on the data that the diagnosis gave us, we can analyze that:
1. Staff are willing to miss work without reason or hide behind the IHSS.
2. There is no procedure to minimize raw material waste.
3. Energy saving policies are not well founded or feedback is not given to staff.
Findings
The findings found are the following:

1. Lack of focus from the engineering department to change the method used by
production personnel to cut excess elastic.
2. The lack of interest of middle production managers (supervisors) in encouraging
their teams to achieve goals.
3. The energy saving department needs to strengthen energy saving policies.
Research Instrument
The instrument used for this research was observation to see why the increase in the
acquisition of raw materials and documented information to know the levels of absence,
production costs, plant level efficiency and the level of electrical energy consumption .
High raw material costs

Low levels of
Efficiency High levels of absences
Low Efficiency and High Costs
Disinterest on the part

Disinterest on the part of employees to
of Employees in the comply with their
care of Raw Materials Staff unwilling to work
work schedules
Chapter 2 Our Company
Background of our Company
Hanes Brands Inc. is a socially responsible manufacturer and marketer of leading

everyday basics under some of the world's strongest apparel brands in the Americas,
Europe and Asia, as well as Australia and South Africa. Our iconic underwear and
sportswear brands found in the United States and elsewhere include Hanes, Champion,
Playtex, Bali, Maidenform, JMS/Just My Size, Wonderbra and Gear for Sports. Outside of
the United States, we also have dominant national and regional brands, including DIM, Nur
Die/Nur Der, Lovable, Abanderado, Shock Absorber, Zorba, Sol y Oro, Rinbros, Track N
Field and Ritmo.
We are the largest seller of basic clothing in the world. We sell bras, panties, shapewear,
sheer hosiery, men's underwear, children's underwear, socks, t-shirts, sweatshirts, fleeces
and other activewear. In the United States, we sell more units of intimate apparel, men's
underwear, socks, girdles, tights and T-shirts than any other company.
Our history
Founded in 1901, Hanes has a long history of innovation, product excellence and brand
recognition. In fact, almost 90 percent of U.S. households. USA They have products from
our company. We revolutionized tagless t-shirts and underwear, invented the sports bra and
stretch cup t-shirt bra, were the first to advertise a bra on national television (Playtex), and
are innovating with ComfortBlend and temperature control X-Fabrics Tempered and
seamless bras Smart Sizes.
Our Sell More, Spend Less and Acquisition strategies are driving growth and creating value
for our shareholders, consumers, retailers, employees and communities. Hanes has made
more than half a dozen acquisitions, including Maidenform Brands, Gear for Sports and
Knights Apparel in the United States and DBApparel in Europe.
Headquartered in Winston-Salem, North Carolina, Hanes is a member of the S&P 500 and
is ranked No. 490 on the Fortune 500 list. The company has approximately 65,300
employees in more than 40 countries.
Unlike most clothing companies, Hanes primarily operates its own manufacturing facilities.
More than 90 percent of the clothing units we sell worldwide and in the United States are
manufactured in our own plants or those of dedicated contractors.
We are proud of our strong reputation for ethical business practices and the success of our
Hanes for Good corporate responsibility program for workplace practices and community
and environmental improvement. The company is the only apparel producer to have been
honored by the Great Place to Work Institute for its workplace practices in Central America
and the Caribbean. In the United States, the company has earned Forbes magazine's Best
Place to Work honor. Hanes has earned Energy Star Sustained Excellence recognition from
the U.S. Environmental Protection Agency. USA For seven consecutive years. Hanes has
significant goals to reduce energy use, carbon emissions and water use and publicly reports
its progress each year. More information about our Hanes for Good corporate responsibility
initiatives can be found at www.HanesForGood.com
Type of Company (Company dedicated to the Production

and Manufacturing of Clothing)
Hanes Brands, Inc. is an Apparel Goods Company, engaged in the design,

manufacture, sourcing and sale of basic underwear and everyday clothing for everyday
use in the Americas, Europe, Australia and Asia Pacific. It operates through the
following three segments: underwear, activewear and international.
The underwear segment includes basic apparel products, such as men's underwear,
women's panties, children's underwear, socks and intimate apparel, sold in the United
States (U.S.). USA).
The activewear segment includes activewear products, such as t-shirts, fleece,

performance clothing, sports shirts and thermals, sold in the United States. The
international segment includes underwear, sportswear, hosiery and home products,
which are sold outside the US. USA Its brands include Hanes, Champion, Bonds,
Maidenform, DIM, Bali, Playtex, Bras N Things, Nur Die/Nur Der, Alternative,
L' eggs, JMS / Just My Size, Lovable, Wonderbra, Berlei and Gear for Sports.
The company was founded by J. Wesley Hanes in 1901 and is headquartered in
Winston Salem, NC.
Our mission
We are a company that produces and markets clothing for the whole family, from the
smallest in the house to the oldest, our raw materials are cotton, we do our work using
resources optimally, with high quality standards, with innovation, with technology,
satisfying customer needs.
Our vision
To become a vertically integrated, innovative textile company, with diversified and quality
products, whose flexibility allows it to serve high-segment markets. All of this supported
by a culture of operational excellence, prompt response, as well as a high level of attention
to our clients.
Our products
Our Brands Worldwide
About our stores worldwide
The Americas / Caribbean
Dominican Republic, El Salvador and Honduras: underwear, underwear, socks, tights and
sportswear.
Asia
Indonesia, Philippines, Thailand and Vietnam: underwear and intimates.
Europe / Africa
France, Germany, South Africa and Romania: socks, tights and underwear.
United States: socks, stockings and specialty fabrics.
Acquisitions
Hanes Brands has made seven acquisitions of business apparel companies since 2010.
2010 - Acquisition of Gear for Sports, a leading producer and seller of licensed logo
apparel in college bookstores in the US. USA
2013 - Acquisition of Maidenform Brands, a leading seller of bras, girdles and panties.
2014 - Acquired DBApparel (Hanes Europe Innerwear), a leading seller of bras, hosiery
and underwear from brands such as DIM, Abanderado, Nur Die/Nur Der, Playtex and
Wonderbra.
2015 - Acquired Knights Apparel, a leading seller of licensed college logo apparel in the
mass retail channel.
2016 - Acquisition of Pacific Brands (Hanes Australasia), a leading seller of bras, panties,
underwear, baby clothing and socks in Australia, New Zealand and elsewhere, under a
portfolio of leading brands including Bonds, Berlei and Sheridan.
2016 - Acquisition of Champion Europe, trademark owner of the Champion brand in

Europe, the Middle East and Africa.
2016 - Acquisition of GTM Sportswear, a leading seller of custom decorated team apparel
and fanwear in the high school channel.
2017 - Acquired Alternative Apparel, a basic lifestyle brand selling t-shirts, fleeces and
other upper and lower parts.

2018 - Bras N Things, a leading seller of patented bra, panty and lingerie sets in Australia
online and through retail stores. It also operates stores in New Zealand and South Africa.
Brand power
 Hanes
Hanes is America's #1 clothing brand, found in 8 out of 10 American homes and sold
internationally, including in Canada, Mexico, Japan and the Philippines. Hanes gave birth
to the great American t-shirt. Other products include men's underwear, children's
underwear, bras, panties, socks, t-shirts, fleeces and socks. Innovations include Tagless,
ComfortBlend, X-Temp, Fresh IQ and ComfortFlex Fit. www.hanes.com
 Champion
Champion offers high-quality, authentic sportswear worldwide, including North America,

Europe, Japan and Australia. The brand is the creator, innovator and market leader in sports
bras. In addition to sports bras, Champion offers t-shirts, tanks, shorts, pants, hoodies, team
uniforms, socks, underwear and performance accessories. C9 by Champion is distributed
exclusively at Target. www.championusa.com
 Dark
DIM is a leader in men's intimate apparel, hosiery and underwear available in 40 countries.
Founded in 1958, this leading brand of women's intimates and hosiery and men's underwear
in France. www.dim.fr
 Maidenform
A leader in intimate apparel since 1921, Maidenform offers comfortable, stylish and
innovative bras, panties and girdles for women with an active lifestyle, a sense of style and
an appreciation for their looks.
 bali
Bali is the #1 department store bra brand in the United States and also sells panties and
shapewear. Bali and Playtex brands now use four or five Smart Size seamless bra sizes to
replace up to 16 traditional sizes. www.balicompany.com
 Playtex
The iconic Playtex brand is America's number one plus/full figure bra brand.
www.playtexfits.com
 L'eggs
Leading hosiery brand, offering high quality, great fitting sheer hosiery and supportive
shapewear. www.leggs.com
 Just my size
Plus size clothing available at Walmart, outlet stores and Hanes Brands websites.
Innovation from JMS, Bali and Playtex includes ComfortFlex Fit bras with Smart Size
technology that replaces the need for complex cup and band sizing. www.justmysize.com
 Wonderbra
Wonderbra, founded in 1939 in Canada, is Canada's largest bra brand and the leading seller
of push-up styles in the United Kingdom, Europe and South Korea. www.wonderbra.ca
 Captivity
A century-old iconic brand, Bonds holds the No. 1 market share for men's, women's and
children's underwear, baby clothing and socks in Australia. Bonds is also a leading seller of
bras, sportswear t-shirts and fleeces. www.bonds.com.au
 Nur Die / Nur Der
Founded in 1963, Nur Die / Nur Der is the largest seller of hosiery in Germany and a
leading seller of socks and underwear. www.nurdie.de and www.nurder.de
 Gentle
It is a leading seller of women's intimate apparel in Italy. www.lovable.it
 Standard bearer
It is the best-selling men's underwear brand in Spain. www.abanderado.es
 Bras N Things
A leading seller of patented bra, panty and lingerie sets in Australia online and in retail
stores. It also operates stores in New Zealand and South Africa.
External forces of company change

Our educational factor of our company
For us, education is very essential for people, we are already 100% committed to it, since
we support our employees to finish their secondary school, and if there is the possibility of
them attending the University, we also support them, since We believe that education is a
fundamental factor in our country.
A well-trained workforce is a key element in the productivity of a company and, therefore,

in the economy of a country. Its quality, training and lifelong learning are determining
factors in business competitiveness, according to consulted experts.
Hanes is a company in the global textile sector that has adopted various educational
programs for its employees, including the community, said Estela López, regional
communication and CSR coordinator at this company.
Through the Internal Training Academy program, for example, they have graduated more
than 150 young people as supervisors and instructors in garment manufacturing and
industrial machinery mechanics. The majority of graduates, depending on their
specializations, are working and received certification from the National Technological
Institute, Inatec.
"Education is the pillar for the economy and the engine of development. It is definitive that
all processes require trained human capital, each with their own knowledge," said López.
Our company social factor
We, as large companies, represent great challenges in a global and competitive world. The
human factor within the organization has taken an important role because it is the thinking
being within the company with the determination of compliance with objectives .
Our Company Cultural Factor
This cultural factor has quite an influence on both consumers and companies.
These factors influence the increase in demand and the decrease in supply and vice versa.
Since we respect the customs or beliefs of all our employees, and we enforce them to the
letter.
Economic factor of the company
The development of new markets according to fashion trends would generate a productive
increase that can be met by the available workforce, at the same time new jobs would be
generated. With a growth trend due to the arrival in these new markets, financial investment
is possible for a tentative favorable return for investors.
For us, it is advisable to begin analyzing trends in non-traditional markets to identify new
marketing channels with the support of government programs and come up with new
products and own brands.
Our company political factor
The political environment may vary in our company, and we must be prepared to face the
possible effects that this may have on the development of our activities. In this environment
it can be analyzed from two points of view: political stability and expressions of power that
end up translating into resolutions, decrees, ordinances. That is why, given the importance
of current legislation in this environment, most authors refer to it as the political-legal
environment. The main actors in this environment are the government agencies, the
political parties of our country.
Our company technological factor

As entrepreneurs we must be focused and at the forefront of technology, since it has led us
to do better every day, however we have to implement new things with our products and
brands. Since we are in a changing world and we have to change too, showing the world
new things, with the help of technology.
The future competitiveness of the textile sector will be affected by the industry's
investments in technological, process and product innovation.
Internal forces of company change
Worker functions
 Respect and follow work schedules to the letter

 Fulfill your obligations as a collaborator of our company
 Be as efficient and responsible as possible with your duties.
Goals
 As a company we have very clear and well-defined objectives, whether in the short and
medium term of compliance.
 Capture more potential clients around the world.
Our Policies as a Company
 Round tables
 Chatting with my STAFF
 Open door policy
 Suggestions mailbox
Technology
We are as a company at the forefront of technology, to make the work of our employees
easier, so that their work is very efficient. The technology maintained by the company's
team is one of the best in the area. The staff is equipped with computers available to our
associates so they can work optimally and efficiently.
Used Consulting
 Consult with external engineers to give us their opinion on how the cost of raw
materials can be reduced through waste reduction and how it can be implemented.
 Consult other organizations to confront and motivate our associates so that they do
not abandon their work indirectly .
Chapter 3 Plan Development
The planning Phases
1-Diagnosis of strengths
The planning model tries to define and weaknesses.
the stages of the planned change. It
was developed by Lippitt, Watson 2-Development of
and Westley, and later modified strategies.
1-Planning and refined. The two main concepts

3-Preparation of the
of this model indicate that all strategic plan.
information must be shared freely
between the organization and the 4-Preparation of tactical
change agent, and that this plans
information is useful only if it can
later be converted into action plans. 5-Control and diagnosis
of
The seven steps suggested by the
Results.
authors of this model, although it
must be said that it is rare for it to 6-Continuous planning.
be put into practice literally, since
the model can be adapted to the
needs of the Company.
The Hanes Brands Inc. Planning Model
 Exploration: The change agent and the change system are explored together.
 The Entry: Developing a contract and mutual expectations
 Diagnosis: It is the identification of steps for action, and resistance to change.
 Action: Implementation of steps
 Stabilization and Evaluation: Evaluate to determine the success of the change.
 Termination: Leave the current system, or start with a new system.
The Action Plan
Problem:
The following problem occurs in our company Hanes Brands Incs that produces intimate
garments specifically Bras, and they are being affected by the increase in raw materials and
the waste that is being seen in the production area, due to lack of Awareness on the part of
their associates.
Taking the above into account, the company wants to minimize costs in all departments.
With the following strategies we will make it possible to improve these

problems to improve or fix them, since they directly affect to our
Company, that is why we have found these strategies that are described
below:
Strategy 1
 What you want to achieve (objective).
Reduction of material waste (elastic).
 How much you want to achieve (quantity and quality).

Reduce production cost by 6%.
 When do you want to achieve it (in how much time)

It is required to achieve within a period of 2 months.
 Where you want to carry out the program (place)

On the production line.
 With whom and with what you want to achieve it (Associates)

With production staff; directed with all personnel involved with raw materials.
With the minimization of the size of the material cut.
 How to know if the objective is being achieved (Evaluating the process).

Through the review of the method that production personnel are using in cutting the elastic. And
make the respective corrections if too much material is still being wasted.
 How to determine if the objective was achieved (results evaluation).

Reviewing daily and weekly the cost of acquiring the material (Elastic, and Foam
Cups and Metal Rods).
Activity Percentage Time Place Resources Follow-up Achievement

6% of the
Reduction of cost 2 months Air of Trainings Journal: Review of new methods In the end
to the personnel
Raw Materials of production Production involved Weekly: Cost Minimization Review of the estimated time,
with raw materials you will notice the
difference.
Strategy 2
Minimize electrical energy expenditure.

Reduce electrical energy consumption at the plant level by 10%.

It is desired to be achieved at the end of 2 months.

It will be carried out throughout the Company.
With human resources training aimed at saving electrical energy by turning off machinery that is
not being used (for the production, mechanical and maintenance area) and turning off lights
in the offices and turning off computers (for the administrative).
 How to know if the objective is being achieved (evaluating the process).

With periodic reviews by the industrial safety department checking that during break time and at
departure time the machines and lights are off.

Reviewing electricity consumption monthly and comparing it to the receipts.
Minimization of 10%, of 2 months Total of Trainings Monthly when You will notice the difference
expenses of total of the company about the good said is reviewed compared to
Electric power Energy use of the consumption other months.
Electric power
Strategy 3

Maximize the level of productivity.

Increase plant production by 15% without neglecting quality.
When do you want to achieve it (in how much time)


You want to achieve it by the end of the month.

It will be carried out in the production area.

With a joint team of production staff and engineering staff.
With the help of the growth curve installed in the restriction operation of each team.
With periodic reviews by the instructor assigned to the growth curve folders and review of the
level of total units produced.
 How to determine if the objective was achieved (Results evaluation).

Comparing the production results of the previous period with the results of the
current period.
Maximization 15%, for 1 month Department Growth Curves Review of them Comparison in months
of the production maximize the of production Monitored curves. Previous
production by middle management Review of them
units produced
Strategy 4

Reduction of absence in work teams.

Reduce absences at the plant level by 70%.

It is desired to be achieved in a period of three (2) months.
It will be carried out at the level of production teams.

With production staff, human resources staff and accounting staff.
Through a free lunch contest during the following week for people who do not miss any day of the
week and who clock in before the established time.

With regular weekly reviews of the absences of the selected teams.
And providing feedback to the staff so as not to miss work.

Reviewing at the end of the month if absenteeism levels decreased compared to the
previous period.
Percentag
Activity e Time Place Resources Follow-up Achievement
Decrease 70% 2 months Production Motivations Weekly Reviews Plant level reviews
of Absences by HR And Evaluations.
Strategy 5
Reduce bad machine time.

Reduce time from one hour to 10 minutes per bad machine and by 75%.
When do you want to achieve it (in how much time)


In a period of 2 weeks

In the area of mechanics and production equipment.

With the mechanics and production supervisors.
Bad machine system.

Reviewing the time in the system from its entry to the repair order.
How to determine if the objective was achieved (results evaluation).


Reviewing the average standard time of the bad machine at the end of the period.
Percentag
Activity e Time Place Resources Follow-up Achievement
Minimization 75% 2 weeks Production Selection Systems Average review Average time review
of the time in of machines that through System what machines cause
Bad machinery cause delays more problems.
Project Activity Schedule

Februar
Activities y March April
Weeks 1 2 3 4 1 2 3 4 1 2 3 4
Methodology
Problem Tree
Research instrument
External and Internal Forces of Change
Action plan
Work Schedule
Conclusions and recommendations
Employee Training Schedule from the Administrative

Department
Activities (Strategies) Sept Oct Nov Dec

Weeks 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
1-Reduction of Raw Materials
2-Minization of Electrical Energy
Expenses
3-Maximization of Production
4-Decrease in Absences
5-Minization of bad machinery
times
Final Conclusions and Recommendations

Organizational Development is a long-term educational program, aimed at improving

problem-solving and renewal processes of a Company, through an administration that is
open to collaboration and the effective implementation of the Company's culture, with the
help of change. , through the use of penitent theory and technology according to the science
of Organizational Behavior.
The OD is the mechanism of the institution and the advanced organizational strategy in
order to deal with everyday scenarios or those that are unpredictable, the OD creates
processes from institutional experience to proactively face the coming panorama. Finally,
the OD is the one who connects the organization's past with the future, maintaining the
balance of the organization while it changes. It is the hand with which the company greets
future scenarios and tells them that whatever the circumstance, there are generative learning
processes and a flexible structure to assimilate change and capitalize on opportunities to
catapult the company towards growth and competitiveness.
recommendations
It is recommended that company management executives keep their workers in constant

training so that they can adapt to the different changes offered by Organizational
Development.
Organizational changes should not be left to chance, much less to unpredictability, since
they must be properly planned to achieve a renewed transformation in the Company.
Bibliographies :
 WWW.HANES.COM
 https://www.hanes.com/corporate
 Organizational Development Book

Organizational Development Project Report

Uploaded by

Document Information

Original Description:

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

Organizational Development Project Report

Uploaded by

Copyright:

Available Formats

Organizational development

Final Project Report

New Millennium Evangelical Christian

Headquarters: San Pedro Sula

Subject : Organizational Development

Professor: Delia Arestely López

Member : Nelson Fernando Bautista

Final Organizational Development Project to Hanes Brands Inc.

San Pedro Sula, February 14, 2020

Our company political factor........................................................................................................22

Chapter 1 Objectives and Methodology

Hanes Brands Inc.(HBI)

Our General Objective

Our Specific Objectives

 Generate change strategies regarding the manufacturing of clothing.

Diagnosis (Problem Tree)

The findings found are the following:

High raw material costs

Low Efficiency and High Costs

Disinterest on the part

Chapter 2 Our Company

Background of our Company

Hanes Brands Inc. is a socially responsible manufacturer and marketer of leading

Type of Company (Company dedicated to the Production

Hanes Brands, Inc. is an Apparel Goods Company, engaged in the design,

The activewear segment includes activewear products, such as t-shirts, fleece,

Our Brands Worldwide

About our stores worldwide

The Americas / Caribbean

Indonesia, Philippines, Thailand and Vietnam: underwear and intimates.

United States: socks, stockings and specialty fabrics.

2016 - Acquisition of Champion Europe, trademark owner of the Champion brand in

other upper and lower parts.

Champion offers high-quality, authentic sportswear worldwide, including North America,

 Nur Die / Nur Der

It is a leading seller of women's intimate apparel in Italy. www.lovable.it

It is the best-selling men's underwear brand in Spain. www.abanderado.es

External forces of company change

Our educational factor of our company

A well-trained workforce is a key element in the productivity of a company and, therefore,

Our company social factor

Our Company Cultural Factor

Economic factor of the company

Our company political factor

Our company technological factor

Internal forces of company change

 Respect and follow work schedules to the letter

Our Policies as a Company

Chapter 3 Plan Development

The planning Phases

1-Planning and refined. The two main concepts

The Hanes Brands Inc. Planning Model

The Action Plan

With the following strategies we will make it possible to improve these

 How much you want to achieve (quantity and quality).

 When do you want to achieve it (in how much time)

 Where you want to carry out the program (place)

 With whom and with what you want to achieve it (Associates)

 How to know if the objective is being achieved (Evaluating the process).

 How to determine if the objective was achieved (results evaluation).

Activity Percentage Time Place Resources Follow-up Achievement

 How much you want to achieve (quantity and quality).

 When do you want to achieve it (in how much time)