At Shahi Exports Pvt. Ltd., Faridabad A summer Internship Report for partial fulfilment of the requirement for the award of Degree in Bachelor of Fashion Technology-Apparel Production An Effort By: Manisha Sonal Shreya Agarwal Department of Fashion Technology Batch 2010-2014 Internship at Shahi Exports Pvt. Ltd., 2013
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PART-1
COMPANY OVERVI EW
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1.1 Introduction Shahi Exports Pvt. Ltd. is engaged in the manufacture and export of readymade garments in the International market. It is one of the largest export houses in India. The company started its operations in the form of a small fabrication unit with the help of 25 machines. The company has grown from leaps to bounds from a simple fabrication unit to present turnover of Rs. 3500 crore, around 55000 employees and spread over 27 locations. It has manufacturing units in six different states of India viz. Delhi, Haryana, Uttar Pradesh, Tamil Nadu, Karnataka and Andhra Pradesh. The group is into manufacturing of a wide range of Mens and Ladies wear and also home products.
1.2 Company Profile Name: Shahi Exports Private Limited Established: 1974 Owner: Mrs. Sarla Ahuja Managing Director: Mr. Harish Ahuja Address: Industrial Plot-1, Sector 28 Faridabad, Haryana Retail House: At Last & Co. , New York Fabric Processing: Sarla Fabrics, Ghaziabad Annual Turnover: INR 2200 crore (Group Turnover)
1.2(a) Companys mission: Exploring new dimensions of excellence. A path, where there was none. A new horizon beyond yesterday. Excellence beyond today, touching tomorrow. Its a world of relentless quest for quality. Its mindset, the action, and partners of Shahi are ever reaching further, never resting on achievements. Yes! Milestone never takes one there; it is the road that we create to reach excellence. Ever evolving excellence. Shahi believes that its main strength is its people. The larger investments made in the manufacturing units will give the desired results only if backed by a committed human effort. The result will directly give us a sense of pride for being a part of Shahi family.
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1.2(b) Key strengths: Shahi Exports Private Limited (Shahi) is one of the largest vertically integrated garment manufacturer and exporter in India. Indias second largest apparel exporter by value of exports. Shahi is one of the most successful professionally managed companies in India. Indias largest exporter by installed capacity. Well qualified trained and committed professionals with a shared vision. Highly qualified Design team, Product development skills and a Design Studio. High degree of adoption of advanced manufacturing technology MIS and IT systems. All factories and offices are electronically linked to facilitate all time access to information Focus on quality and a proven track record : o Short shipment: 0.50% o On time delivery: 98% o Quality claims: Nil. 1.2(c) Product profile: The following are based and operated in NCR 1. LSD Ladies Speciality Division 2. LBAD Ladies Branded Apparel Division 3. LFD Ladies Fashion Division (basically caters to Wal-Mart) 4. HFD Home Furnishing Division Unit-F2 mainly dealt with the following products: Embellished top Strap tank top Ladies/Mens Casual Shirt Dress Skirt
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1.2(d) Major buyers: Tommy Hilfigher Armani Hugo Boss Liz Claiborn Abercrombie & Fitch (A & F) J.C. Penny Kohls Gap Target Wal-mart Calvin Klein Espirit Hennes & Mauritz (H & M) Nautica
1.2(e) Shahis Capacity:
Name of unit Number of Machines Stitching Capacity (Pcs/Month) Faridabad 1 900 1,80,000 Faridabad 2 1,000 2,20,000 Okhla 500 90,000 NOIDA (B4) 400 90,000 NOIDA (E10) 450 90,000 NOIDA (A5) 450 90,000 Table 1) Table depicting no. of machines and stitching capacity of each unit of SEPL
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1.3(a) Company Hierarchy Flowchart 1) Company hierarchy Internship at Shahi Exports Pvt. Ltd., 2013
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Factory General Manager Mr. Sunil Jesso HR (Manager - Mr. Veer Chaturvedi) Industrial Engineering (Senior Manager - Mr. Dinesh Sharma) Maintenance (Senior Manager - Mr. Pradeep Bansal)
Quality Assurance (Manager - Mr.Manoj Kr. Jain, Mr. Navinder Singh) Kaj Button, Finishing, Packaging & Dispatch (Senior Manager - Mr. Chetan Sharma) Sewing (Manager - Mr. Keshav Dutt) Cutting (Senior Manager - Mr. Vikas Kumar) 1.3 (b) Organisational hierarchy of F1 unit, SEPL, Faridabad
Flowchart 2) Organisational hierarchy of F2 unit, SEPL, Faridabad Internship at Shahi Exports Pvt. Ltd., 2013
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1.4 Company Workflow
Interaction with buyer
Costing and negotiation on price unit
Sample and pre-production approval from the buyer
On approval, purchase-order made by the purchase department
Sample tested by testing labs
On approval, bulk materials received
Inspection and testing of raw materials
Production planning
Issue of materials to stores according to plan
Issue to cutting department
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Cutting procedures
Issue for special processes like washing, embroidery etc.
Issue to Production department
Production Procedures
Issue to finishing department
Finishing and packing
Dispatch
Order completion formalities
Flowchart 3) Company workflow Internship at Shahi Exports Pvt. Ltd., 2013
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PART-2 DEPARTMENTAL STUDY
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2.1 Merchandising Department A merchandiser is an interface between the buyer and the supplier who has to ensure the quality of production and timely delivery. Merchandising is a process through which products are planned, developed, executed and presented to the buyers. It includes directing and overseeing the development of product line from start to finish. 2.1(a) Role of the department: To look for the appropriate market To get the samples made according to the buyers specification To estimate and quote the cost of the garment to the buyer and negotiate with them Getting orders Constant interaction with the buyer for the approval To get the fabric and trims in-house for bulk production Co-ordinating with the PPC and production Internship at Shahi Exports Pvt. Ltd., 2013
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2.1(b) Organisational Structure of Merchandising (LSD)
Flowchart 4) Organisational Structure of Merchandising (LSD) Internship at Shahi Exports Pvt. Ltd., 2013
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2.1(c) Process of Merchandising: The first stage of merchandising is when buyer sends either spec, sketch or any garment pieces and asks for sample with costing or only costing using different fabrics. The specs sent by the buyer are also called Tech Packs.
The merchandiser gets the approval of all things like fabric, trims, label, costing etc. and either buyer gives the approval or gives the vendors name. o The fabric CAD is also received from the buyer which has all the details of the pantone shade and the repeat size. o The prints are developed from their own mill, SFL (Sarla Fabric Limited) or are subcontracted. o Sample piece is developed.
Next, costing is done on the basis of the spec, sketch and garment which are sent by the buyer for making the sample. Merchandiser does the average costing/consumption of the garment. The quotation is sent to the buyer/buying house and the approval is awaited. One thing is to be noted that while giving the consumption, the cut-able width of the fabric to be received (either mill made-developed in India or imported fabric) has to be considered while costing.
The merchandiser monitors the design from sampling to production and then final dispatch. They are a link between the buyer and the company. All correspondence that the buyer wants to do regarding his style will be done through the merchandiser. Merchandiser monitors the total sampling from development to the time the production sample is made and goods go into actual production.
They also see that the fabric is developed on time and send it for approval to the buyer and subsequently if all samples are made on time, send them to the buyer for approval too. They are also in constant touch with production to know the status of their styles.
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2.1 (d) Merchandising activities include: 1. To get order: Buyer directly communicates with the merchandiser in order to place the order. Fixed buyers are allotted to merchandisers and the communication is between the buyer and that particular merchant. 2. Costing: Costing of the garment in bulk is calculated on the basis of quality of material and their requirement in the garment. It is one of the most important activities of the merchandiser. To arrive at a perfect price to be quoted to the buyer, following points are taken into consideration: Costing is done considering two aspects of the cost. a. Fixed Costs: 1. Factory Cost - It is the fixed cost incurred for running the factory. It is different for different floor. 2. Standard Sewing Cost Direct Labor : Operators Salary Indirect Material : Lubricating Oil, Needles , Cleaning Material Indirect Labor : Staff & Maintenance Salary Indirect Expenses: Power, Machine depriciation b. Variable Cost: 1. Yields/yards (Y/Y) It is average consumption of the fabric. It is decided by preparing a mini-marker which includes wastage of fabric due to laying, cutting, fabric defect, end cutting loss, marker loss and the buffer that is maintained to avoid shortage in future. 2. Trims Cost They are procured from local market as well as imported as per buyers requirements. 3. Calculation of cost of fabric per garment 4. Calculation of cost of trims and threads 5. Cut-make cost 6. Poly bag cost 7. Cost of carton box Internship at Shahi Exports Pvt. Ltd., 2013
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8. Calculation of consumption of fabric (yields per yard) and threads to produce one garment 3. Sampling: Merchandiser is involved in coordinating with the sampling department. Based on the mutual agreement between the merchant and the buyer, sampling department is involved in making samples. In every step of samples, buyer sends back comments along with the tech pack. 4. Order confirmation: After the approval of all the samples, the order is confirmed by the buyer. Merchandiser receives the PO sheet. Merchandising department communicates with planning and production departments and decides for the possible PCD (production cut date) for the required quantity. Then he fixes up the PCD and delivery date with the buyer.
5. Preparing the time and action plan: This is prepared by the merchant stating that all the different activities associated with the order should be complete by the stipulated dates. It is like making sub goals to accomplish the ultimate goal which is shipping of the order on the pre- decided date.
6. Preparing the bill of material: This enlists all the different materials required for making the garment.
7. Execution: Merchandising department communicates with the buyer QA during the production. He gets the approval of the quality or any changes in the garment. 8. Shipment of goods: According to delivery date the goods are shipped on time. Documentation department is informed about the delivery date, the quantity etc. In case of any delay, goods are sent through air on the companys cost. For each order, the merchant has to prepare a file containing all the details and relevant documents which is passed on to the subsequent stages in the production process for reference purposes.
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2.1(e) Workflow of the Merchandising department:
Buyers enquiry / Techpack Costing
Style finalization
Purchase Order received
Fit approval process 1 st fit Fabric/Material approval 2 nd fit
Fabric/Material order Pre production sample Fabric/Material follow-up Size set Fabric/Material in-house Production Follow-up Regular tracking and updating buyer
Order shipping
Flowchart 5) Workflow of merchandising department Internship at Shahi Exports Pvt. Ltd., 2013
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2.2 Sampling Department Sampling department is the most important department of the organization. It basically develops samples thus enabling Product Development. The samples are prepared on the basis of the requirements of the buyer. Since it is centralized, the sampling department caters to the need of all the other units of Shahi. Sampling department in Shahi is self sufficient having its own stitching, washing, trimming, spotting, and ironing etc. The fabric and trims are sourced from the in-house warehouse, depending upon the availability. The fabric which is sourced for the sampling purpose is called yardage and is 25-30mts in length. 2.2(a) Workflow of the Sampling department:
Alteration (if any) Measurement Checking B/A, Riveting Thread Trimming Merchandiser orders for fabric Requisition Patterns are made as per the PO Raw material is issued on PO Cutting Embroidery (if any) Sewing Bar-tacking, B/H Washing Internship at Shahi Exports Pvt. Ltd., 2013
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Ironing Initial Checking Spotting Final Checking (according to PO) Packing Flowchart 6) Workflow of the Sampling department Internship at Shahi Exports Pvt. Ltd., 2013
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2.3 Production Planning and Control Department This department has two parts: production planning and production control. 2.3(a) Production Planning: The production planning department at Shahi Exports, Faridabad is a centralized planning department for all the units in the NCR. So, primarily the planning of the following five units takes place here: Faridabad(F1 & F2) Sarai Okhla A-5 E-10 The number of lines and number of machines per line in each of the five units are as follows: Unit Number of lines Machines/Line Faridabad F1 22 42 Faridabad F2 25 44 Sarai 9 33 Okhla 12 40 A-5 8 45 E-10 8 45 Table 2) No. of sewing lines and machines per line in Shahi's units in NCR region
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The planning is done for all the lines of all the above units. While planning, they consider a planned efficiency slab for the purpose of estimating output. This efficiency slab is based on the order quantity. 2.4 Order Analysis Department The Order Analysis Department (OAD) acts as the bridge between the merchandising and the production functions of the unit. This department gives technical support to the production team. They do a complete analysis of the style from all possible perspectives. A research or analysis plays an important role before manufacturing any product. The role of this department starts when the all the fit and sealer samples for the style have been approved and the order is ready for bulk production. OAD receives two complete files containing all the details and documents from the concerned merchant. Once the files are received by the department, they are checked for the following details: Purchase Order (PO) contains order quantity, color and size ratio, destination, delivery date etc. Product Style Details (PSD) contains details about the fabric (count, construction, and color), thread, labels, accessories, buttons, fusing etc. Final mini marker (for fusing as well if applicable) Tech Pack (updated) containing garment measurements with all the fit comments by the buyer. Sealed sample (buyer approved) Embroidery design with the placement and type of thread to be used Swatches of fabric, fusing, threads etc. Operational breakdown of the style Thread consumption report Base patterns Washing, ironing and packing instructions The department checks if all the documents are present in the files and are complete. Once this is established, one file is sent to the Industrial Engineering Department and the other is kept in OAD and worked upon. Internship at Shahi Exports Pvt. Ltd., 2013
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2.5 Industrial Engineering Department Industrial engineering department is considered the backbone of any garment factory. It plays a vital role in production of the garment. It involves all other production departments and is responsible for monitoring performance of the same. It gives technical solutions to the problems faced during the garment production. It is responsible for improving productivity and efficiency of different departments 2.6 Fabric Sourcing Department
Sourcing of the fabric is the responsibility of this department. They source fabric for sampling as well except for Target and Walmart which have a separate sampling sourcing division. Unlike in other industries, this department is segregated according to the areas from which the fabric is purchased rather than being segregated buyer wise. 2.7 Purchase & Logistics Department
The Purchase & Logistics Department is responsible for the sourcing of all the accessories required by the company. This ranges from trims that go into the making of a garment to items required for the general functioning of the unit. 2.8 Fabric Store and Inspection Department Fabric store at Shahi, Faridabad is a centralized store for all units in the Delhi-NCR region. When the fabric is sourced and brought to the company, they are stored in the factorys fabric storage area and it is the responsibility of fabric stores department. From here, the fabric is taken for inspection and then stored in specific locations from where it is issued for cutting. The fabric is stored lot-wise. For the sake of prevention of shade variation between rolls of fabric, they are assorted into shade families (e.g. Family A, B, C etc.). Rolls of fabric of similar shade are kept together. Internship at Shahi Exports Pvt. Ltd., 2013
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After the fabric sourcing department places order for fabric, the production fabric is received by the fabric stores. 2.9 Computer Aided Design Department
This department is centralized for all the NCR units of SEPL. Based on the nature of work, this department is divided into four sections: 2.9(a) Sections: Embroidery section: It makes the punch cards according to the design of embroidery. This punch card is fed into a floppy which is inserted into the embroidery machine for it to understand the design. In the remaining three sections, the software being used is OPTITEX. Pattern making section: Making the patterns using specification sheets and then checking their fit on virtual dummies. Grading section: Generally medium size patterns are developed and they are graded up to the required number of sizes up and down. Marker making section: Markers are made keeping in mind the following factors: o Mode of spreading o Width of the fabric available o Matching if required o Shrinkage along warp and weft o Size ratio required The marker made is first taken out on the printer (miniature version markers). The full size markers are printed through on the plotter. The computer aided design department is also responsible for making mini for merchandiser for estimating the costing average. The usual marker efficiency achieved is 75%-85%
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2.10 Cutting Department
The cutting department at Shahi (F 2 unit), Faridabad has manual spreading but automatic cutting facilities. After the confirmation of the order, merchant sends two reference files containing all details of the order to the order analysis department. The OAD department, after studying the styles and making the style analysis report, hands over one file to IED and other to cutting for production. The Cutting floor of F 2 unit is in the 1 st building, ground floor and includes the following departments: o The Fabric Sub-store o Trims and accessories sub-store o The Spreading & Cutting Area o The Fusing Area o The Bundling and Ticketing Area
The computer embroidery department is centralized and is located in the F1 unit. The manual embroidery is mainly outsourced. The merchandiser takes the art work from the buyer. Pieces to be embroidered are first cut and ticketed and then they come for embroidery. The cut pieces bear the lot number, size and serial number of that style so that after embroidery it can be rearranged to avoid shade variation problems in the garment. Internship at Shahi Exports Pvt. Ltd., 2013
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In case the panel to be embroidered is too small to fit into the frame, strips of fabric are stitched around it to make it fit into the frame. This is done before the pieces are sent to the CED. The design is punched into a floppy by the CAD department which is the loaded on the computerized embroidery machine. This is done using the WINGS software. Stitching as well as embroidery threads are used which come from reputed manufacturers like Vardhman and Coats. For different types of patterns and different sizes of cut pieces, different sizes of frames are used Rough fabric is attached with the main fabric and some buffer is taken to save fabric and to avoid puckering due to looseness. 2.12 Sewing Department
Sewing department can be termed as the heart and soul of any garment manufacturing unit. This department is responsible for the conversion of cut panels into actual garments. Shahi Exports, Faridabad (F 1 unit) has an immense sewing floor set up comprising of 26 lines of 44 machines each. The whole floor is divided into three sub floors, namely; floor A, floor B and floor C. The production capacity of the floors is 2, 50,000 units of garment per month.
When a new style comes over; the various information like operation breakdown, sewing details, critical operations etc is put up on the display board. A sample of the garment is also put up in front of the sewing line for any type of reference. Line is set as per line layout plan. Operations are assigned to the operators according to their skill set. Required SPI, thread tension and needle no. is set by supervisors and mechanic as per requirement. Line in charge & supervisor give the direction to the operators about their respective jobs. Internship at Shahi Exports Pvt. Ltd., 2013
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In line checkers and QCs ensure that the quality coming out of each operation is as per the quality specification. Industrial Engineer do the study of operators and their respective operations again. If any change is needed in the layout and working method for maintaining the quality and production, immediate action is taken.
Production Capacity / Line: 20,000 SAM / Day Production Capacity : 48,000 SAM / Day WIP / Line : 2000 pcs / Day WIP : 48,000 pcs / Day
2.13 Washing Department
Shahi's washing department is capable of imparting different finishes such as: hard/caustic wash, enzyme wash, acid wash, stone wash, bleaching, and softener wash. The washing machines used are equipped for garment dyeing as well as normal washing. Thus garment dyeing is also done when required. Dip-dyeing, tie-and-dye is also done here. An Intranet challan is issued to the washing department by the dispatch department while sending the pieces for washing. The washing department issues a hand written challan upon returning the goods after washing. The recipes for washing and dyeing etc are developed by the testing lab during the testing of the fabric and then handed to the washing department. The capacity of the washing department is 1800 kg/day.
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2.14 Finishing Department The finishing floor at Shahi F1 unit has been divided into three parts: floors A, B and C. Capacity: 1200-1400 pcs/day/floor Shift: 8 hours Manpower Status: FLOOR MANPOWER A 160 B 120 C 150 Table 3) Floorwise manpower status in the finishing department, F1 unit, SEPL
Number of lines: Floor A- 7 Floor B- 5 Floor C- 6
2.15 Packaging and Dispatch Department
As Shahi Faridabad is the corporate office, it plans and controls all the shipments of it styles in NCR as well as its Bangalore and Hyderabad branches. The goods from Delhi NCR Region are sent from the Mumbai Port and of Bangalore Branch are sent from Chennai port. 2.15(a) Packaging: Packaging is the most crucial department product. The packaging has to be very good as it attracts the customer. Thus the presentation to the customer is very crucial. Also the packaging Internship at Shahi Exports Pvt. Ltd., 2013
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department is in a separate area so that there is no common access to it. The records maintained by this department are essential as the loss of even one piece can cause a major problem. 2.15(b) Dispatch: The responsibility of this department is to monitor the inflow and the outflow of the material to and from the company. It does the work of receiving and issuing of the material. Some of the records maintained by this department on the on line system are: o Checklist o Finishing pending o Records o Dispatch receipt o Dispatch issue 2.16 Maintenance Department
The maintenance department at F1 unit, Shahi Exports, Faridabad is divided into two divisions: a. Electrical section b. Utility section 2.17 Enterprise Resource Planning
The enterprise resource planning software used in Shahi Exports Private Limited is Movex. Earlier Shahi used oracle based ERP software system to update and circulate the information. Now seeing the increasing demand for quick management of information and data Shahi updated itself with the JAVA based application MOVEX. 2.18 Human Resource Department
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The Personnel department is centralized for all the units in Delhi and NCR. This department is responsible for recruitment, training and deciding the organizational HR policies. It also takes care of wages and salaries of all the employees.
2.19 Compliances There is a separate team which looked after the compliances requirement of various buyers, they informed the buyer about the various practices, policies of the company and its infrastructure. They used to supply buyer with relevant compliances related documents like fire drill record, broken needle maintenance record, policy of child labor etc. They coordinated with buyer on any query regarding the compliance fulfilment. 2.20 SWOT Analysis
Strength Vertical Integration Specialized units Quality adherence Introduction of ERP Efficient planning Department
Weakness Centralized cutting Technological Advancement Centralized Merchandising Inefficient use of ERP
Opportunity Infrastructure Flexible Manufacturing H R Department
Threat International Competition Table 4) SWOT analysis of SEPL
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PART 3 PROJ ECTS
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Project A: Quality Improvement & cost cutting on the cutting floor and marking table via automization
1. USE OF LASER LIGHTS FOR STRIPED AND PLAID FABRIC LAYERING IN THE CUTTING ROOM 2. USE OF LASER LIGHTS FOR MARKING ON THE CUT PARTS
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3. (A.1) USE OF LASER LIGHTS FOR STRIPED AND PLAID FABRIC LAYERING IN THE CUTTING ROOM
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3. (A.1).1 EXECUTIVE SUMMARY Cutting room for very obvious reason is considered the most cost saving and the profit margin of any company depends on its proficiency. Shahi uses manual cutting, and with experienced and efficient workforce has been able to keep away from the automatic cutting tools & machines, training, extra costs & maintenance involved in it. But in its approach toward the manual spreading & cutting has given way to several processes that are non-value adding and jeopardize the productivity. Our project emphasizes on reducing the preparation time and hence increasing the productivity of the cutting floor. Objectives: The basic purpose of the project was to do reduce the preparation time by installing the laser lights instead of using conventional elastic threads. Installing laser lights will a) Ensure better Quality b) Ensure better check matching c) Reduction in preparation time d) Cutting down cost of procuring elastic threads & clamps each season. e) Reduction in the time required for plaid matching (which is exactly double of normal layering) thus saves time f) Better utilization of the worker Methodology: The project followed the following methodology for the successful implementation of the objectives:- 1) Motivating and recognizing the efforts of the spreading operators at each step and improving their work methodology. 2) Being persistent with the operators and trying to solve their problems (both personal and professional) so that they may be able to perform their job with full concentration. Internship at Shahi Exports Pvt. Ltd., 2013
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3) Implementing the changes and then asking the Cutting manager and the quality supervisors whether they are satisfied with the changes. 4) Making the management understand how the changes were beneficial for productivity and quality. 3.(A.1).2. DATA COLLECTION: 3.(A.1).2.1 For item number: W468 Preparation time= 29 minutes Actual time taken = 11361 seconds (189.35 minutes) Total Delays= 23 minutes (due to improper handling, labour inefficiency, passing plies beneath strings) Total Time taken= 241.35 minutes (4.016Hrs) 3.(A.1).2.2 For item number: W426 Preparation time= 25 minutes Actual time taken = 11987 seconds ( 199.78 minutes) Total Delays= 16 minutes Total Time taken= 240.78 minutes (4.013Hrs) 3.(A.1).2.3 For item number: W468 Preparation time= 28 minutes Actual time taken = 10865 seconds (181.083 minutes) Total Delays= 22 minutes Total Time taken= 231minutes (3.85 Hours) 3.(A.1).3 COST SAVED BY COMPANY POST IMPLEMENTATION: After the successful implementation of the laser lights, the company will be looking to save about 12 seconds on each ply and save 20 minutes from the preparation time. Internship at Shahi Exports Pvt. Ltd., 2013
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Which means 40 minutes from every spread could be saved. This is just from the thoratical evaluation. However, we will in reality save more minutes because the hourly target for a normal lay is 50 where as for a plaid lay it is exactly half 25. With laser lights we can increase the per hour production by 80% The calculation shown below is based on the observation that every hour atleast 1 layering of plaid or striped fabric takes place on 7 observed tables. Since there are 2 shifts so in total we have atleast 14 plaid or striped fabric cutting in 1 day. Calculation
1 Minimum Time saved each spread 40 2 No. of spread/table 2 x 40 =80mins 3 No. of tables 80 x 7= 560mins 4 No. of days 26 x 560= 14560 5 Value of SAM in rupees of cutting dept. 14560 X 2.78= Rs.40,476.8 6 Rupees saved per year with laser lights 40476.8 X 12= Rs.4,85,721.6 Table 5) Saved cost calculation Inference With installation of laser lights the company will a) Ensure better Quality b) Ensure better check matching c) Reduction in preparation time d) Cutting down cost of procuring elastic threads & clamps each season. e) And will save Rs.40, 476.8 every month just on labor cost and Rs.4,85,721 annually. Internship at Shahi Exports Pvt. Ltd., 2013
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f) The above calculations are based on minimum values. In reality we will save more than the calculated value. g) Better utilization of labor. h) Increased productivity of cutting department. i) More realistic matching of targets. j) Negligible or no recutting on the cutting floor and sewing floor.
3.(A.1).4 INSTALLMENT OF LASER LIGHTS For installing the laser lights on the cutting table we will need to attach another channel which will be suspended from the channel for lights and fans above the tables at a height of 36 above the table. The laser lights will be then fixed on the channel with a continuous groove of the size of the screw given in the laser light for attachment. The laser-lights will get tightly fixed in the channels groove and give the desired kind of light. The laser light can be easily moved on the groove and fixed at the required position according to the requirement of the plaid or stripe. A rough diagram of the cutting table with the lights is shown below. Internship at Shahi Exports Pvt. Ltd., 2013
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Fig.1) Rough description of channels for laser light instalment Internship at Shahi Exports Pvt. Ltd., 2013
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3. (A.1)5. TOTAL INVESTMENT FOR INSTALLATION OF LASER LIGHTS Based on the conversation with the supplying company of straight line laser lights the quoted price was approx. Rs.10, 000 for 5 laser lights (with installment charges). In a lay of length around 4 to 5 meters, approx. 10 strings are used for matching of plaid or stripes. Initially we can start with 10 laser lights for a demonstration for which an amount of Rs.20000 will be incurred. This invested sum of money will be recovered in maximum 14 days from the money being saved on labor cost per lay for plaid fabric. The cost of making the channel above the cutting table for the fixation of laser lights will be approx. Rs.3000 per table. The cost of 1 light is Rs.1750 so the cost of 10 lights will be = Rs.17, 500 and the cost of making the channel will be Rs.6000 so the total cost of installation will be Rs.23, 500. Calculation of electricity cost: Each laser light is of 10 watt. We use the following formula to calculate the number of unit consumed: (watt value of the bulb/1000)*No. of hours used =NO. OF UNIT = (10/1000)*2 = 0.02 units
Electricity cost per unit in Faridabad (for industrial use)= Rs. 6 per unit Therefore, 6*0.02= Rs. 0.12 per laser light Electricity cost for 1 month= 10*0.12 *2*7*26 = Rs. 436.8 Total investment= cost of laser lights with installment charges+ electricity cost = Rs. 23500+ 436.8= Rs. 23936.8 3.(A.1).6. BREAK EVEN POINT The company can easily recover this amount in a time span of2 weeks from the value of saved SAM by use of laser lights. Since the profit per month from laser light implementation was calculated to be Rs.40,476.8. The investment is exactly its half and it will be recovered in 15 days time.
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3.(A.2) USE OF LASER LIGHTS FOR MARKING ON THE CUT PARTS
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3. (A.2).1 Executive Summary: The marking of positions of pockets, special trims, etc. on the cut parts of any garment is a very important and time taking task. It requires a lot of precision and accuracy since a pocket marked wrong means a garment stitched wrong. Every day in a line manufacturing garments with pockets or other trims, on an average 10 garments used to get rejected and go for alteration. This was identified as a problem and a solution to it was the need of the hour. Objectives: The basic objective of this project was the reduction of defected pieces occurring on the sewing floor due to wrong marking of the pockets and trims position and reduction in time taken to mark the pockets and trims position. Since the maintenance of quality is an omnipresent factor, streamlining of the different activities becomes all the more difficult and subjected to certain constraints. Our project, thus attempts to strike a balance in the production activity(marking of pockets, trims and other accessories), keeping in mind the constraints of capital and time The aim was to strike a balance of the most critical components - Man, Machine and Material.
Methodology: 1. First of all the source of the problem was identified and the current method of marking of pockets and trims was analyzed. 2. After the identification of the problem, the different options available to do the same work were analyzed, and a better method if available was tried. 3. If no option available was good enough then a new option was thought for and developed. 4. The process of developing a new option was carried out till a successful method was identified. 3.(A.2).2 Selection Of The Project SEPL has a 0% tolerance of uneven pockets or trims on the garment. However, it remained a major problem and many garments were being rejected due to this problem. So an immediate need for an improvised method was felt. It also came to our knowledge that the buyers that SEPL dealt with too had a similar 0% tolerance policy for pockets positioning, trims and attachments positioning, etc.
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3.(A.2).2.1 The current method of marking Currently the marking of pockets and trims is done using a hard transparent sheet which has holes or darts or positions marked on it for indicating the point to be marked. Then this transparent sheet with the indications of the points to be marked is kept on the cut part of the garment which has to be marked. The points are traced on the cut piece of fabric using a suitable marking pen. The marked piece is then sent for stitching. The same process is repeated for every single piece of fabric. 3.(A.2).2.2 The problems tackled Uneven and wrong marking of the position of the pockets. A lot of time was being utilized in this process since each single piece was being marked individually. the process of picking up-> transporting-> spreading on the table-> putting the transparent sheet on the cut piece-> adjusting it on the cut part-> marking the cut part-> removing the sheet-> removing the cut part is a lengthy and manpower consuming process. A lot of manpower is being wasted in this process. 3.(A.2).3 The Suggestion We suggested the use of cross laser lights for the marking of positions of pockets and special trims. Cross laser lights are a special type of laser lights that project fine straight perpendicular rays of light on an opaque surface. Fig: cross laser light 3.(A.2).3.1 The New Arrangement As per the new arrangement, we suggested to attach an array of channels on top of the marking tables on which the cross laser lights can be fixed as per the requirement of the design and construction of the garment. The cut parts dont need to be placed and set individually, instead a bundle of cut parts can be kept together under the laser light and the cut parts can be marked one by one. The marked pieces can be removed one by one from the top of the bundle. So that the unmarked ones below it can be marked. 3.(A.2).3.2 The Benefits More accurate marking of pockets and other trims. Saving of a lot of time and manpower. Internship at Shahi Exports Pvt. Ltd., 2013
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Easy and less hectic work Use of lean in the marking process, i.e. reduction of waste processes from the scene. Using new technology and efficient methods by becoming technologically updated. 3.(A.2).4 The Profits With this system in use SEPL will be able to save a lot of capital on the sewing floor. Time study for the current system of marking Operation T1 T2 T3 T4 T5 T6 T7 T8 T9 T10 T11 T12 T13 T14 T15 Pick fabric 3 sec ond s 2 sec on ds 4 sec on ds 3.5 sec on ds 3 sec on ds 3 sec on ds 2 sec on ds 3.5 sec on ds 3 sec on ds 2 seco nds 4 seco nds 3 seco nds 2 seco nds 4 seco nds 3.5 seco nds spread fabric 4 sec ond s 5 sec on ds 4 sec on ds 4 sec on ds 3 sec on ds 4 sec on ds 5 sec on ds 4 sec on ds 4 sec on ds 5 seco nds 4 seco nds 3 seco nds 5 seco nds 4 seco nds 4 seco nds Put pattern 3 sec ond s 2 sec on ds 2.7 sec on ds 4 sec on ds 3.8 sec on ds 3 sec on ds 2 sec on ds 4 sec on ds 3 sec on ds 2 seco nds 2.7 seco nds 3.8 seco nds 2 seco nds 2.7 seco nds 4 seco nds Mark the points 7 sec ond s 6 sec on ds 8 sec on ds 7 sec on ds 8 sec on ds 7 sec on ds 6 sec on ds 7 sec on ds 7 sec on ds 6 seco nds 8 seco nds 8 seco nds 6 seco nds 8 seco nds 7 seco nds Remove pattern 2 sec ond s 3 sec on ds 4 sec on ds 3 sec on ds 3 sec on ds 2 sec on ds 3 sec on ds 3 sec on ds 2 sec on ds 3 seco nds 4 seco nds 3 seco nds 3 seco nds 4 seco nds 3 seco nds Remove fabric 2 sec ond s 4 sec on ds 3 sec on ds 2 sec on ds 2 sec on ds 2 sec on ds 4 sec on ds 2 sec on ds 2 sec on ds 4 seco nds 3 seco nds 2 seco nds 4 seco nds 3 seco nds 2 seco nds Total 21 sec ond s 22 sec on ds 25. 7 sec on ds 23. 5 sec on ds 23. 8 sec on ds 21 sec on ds 22 sec on ds 23. 5 sec on ds 21 sec on ds 22 seco nds 25.7 seco nds 23.8 seco nds 22 seco nds 25.7 seco nds 23.5 seco nds Table 6) time study before implementation Therefore, the average time needed for marking 1 cut piece with the current system is 23.2 seconds. In an eight hour shift, with 28800 seconds, 1241 pieces can be marked. Internship at Shahi Exports Pvt. Ltd., 2013
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Time study with cross laser lights for marking Operation T1 T2 T3 T4 T5 T6 T7 T8 T9 T10 T11 T12 T13 T14 T15 Mark the cut part 8 sec on ds 7 sec on ds 8 sec on ds 7 sec on ds 7 sec on ds 8 sec on ds 7 sec on ds 7 sec on ds 8 sec on ds 7 seco nds 8 seco nds 7 seco nds 7 seco nds 8 seco nds 8 seco nds Remove the marked piece 3 sec on ds 4 sec on ds 3 sec on ds 4 sec on ds 3 sec on ds 3 sec on ds 3 sec on ds 4 sec on ds 3 sec on ds 4 seco nds 3 seco nds 4 seco nds 3 seco nds 3 seco nds 3 seco nds Total 11 sec on ds 11 sec on ds 11 sec on ds 11 sec on ds 10 sec on ds 11 sec on ds 10 sec on ds 11 sec on ds 11 sec on ds 11 seco nds 11 seco nds 11 seco nds 10 seco nds 11 seco nds 11 seco nds Table 7) time study after implementation Therefore, the average time needed for marking 1 cut piece with the current system is 10.8 seconds. In an eight hour shift, with 28800 seconds, 2666.67 pieces can be marked. The profits Difference in pieces produced= 2666.67 1241 = 1425.67 pieces So at 100 percent efficiency with no allowances, 1425 extra pieces will be produced on the marking table.
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Project B: Improving productivity and efficiency of fusing department using lean 1. SAVING MANPOWER AND TIME BY CHANGING THE LAYOUT 2. ELIMINATING THE PROCESS OF SETTING THE FUSING PARTS IN ADVANCE
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3.(B.1)SAVING MANPOWER AND TIME BY CHANGING THE LAYOUT
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3. (B.1) .1 Executive Summary In the fusing department, the manpower available is not very much in comparison to the work load. Thus, every single manpower has to be utilized wisely.
Objective: The objective of the project was to improve the layout on the fusing table and machine in order to reduce manpower and material flow timing while achieve the same output at the same quality.
Methodology: 1. Observe the current layout for fusing on a particular machine. 2. Analyze the current layout for fusing on a particular machine. 3. Improvise on the layout in such a manner that the manpower is reduced as well as the material flow timing.
3.(B.1).2 Improving the efficiency by reducing manpower and material flow timing
The layout of the processing in the fusing machine was as shown below:
Fig 2) Original layout Internship at Shahi Exports Pvt. Ltd., 2013
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Time study for original layout (manpower 5) Operation name Cycle time (sec) Avg. time Allowances @ 15% Basic time Place fabric 10 9 8 8 9 10.8 1.62 12.42 Apply fusing 9 10 9 7 9 8.8 1.32 9.12 Transfer to M/C 7 7 7 5 6 6.4 0.96 7.16 Inserting & fusing 12 12 12 12 12 12 1.8 13.8 Bundle 12 7 7 5 7 7.6 1.14 8.74 TOTAL 51.24 secs Table 8) time study before implementation NUMBER OF PIECES PRODUCED IN 8 HRS SHIFT: 562 However, it was found that in the above layout: Excessive waiting time for workers existed. Unnecessary material flow was taking place. Manpower wastage due to improper layout. Therefore, the following layout was proposed which: Required no extra space for arrangement. Reduced manpower from 5 to 4. Eliminated one complete unnecessary operation.
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Fig 3) Proposed layout
Time study for proposed layout (manpower 4) Operation name Cycle time Avg. time Allowances @ 15% Basic time Place fabric 8 9 7 10 9 8.6 1.29 9.89 Apply fusing 7 8 9 7 8 7.8 1.17 8.97 Inserting & fusing 12 12 12 12 12 12 1.8 13.8 Bundle 7 6 7 8 5 6.6 0.99 7.59 TOTAL 40.25 secs Table 9) time study NUMBER OF PIECES PRODUCED IN 8 HRS SHIFT: 715 Hence, we save 10.99 or 11 seconds per piece being fused. Number of extra pieces produced per day with the proposed layout: 153 Therefore, time saved with 153 extra pieces= 28.05 minutes Sam value of fusing department= Rs. 2.77 Money saved per day= 2.77 * 28.05= Rs. 77.6985 Internship at Shahi Exports Pvt. Ltd., 2013
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Money saved per month= Rs. 2330.955 Money saved per annum= Rs. 27971.46
3.(B.1).3 Results A better and convenient layout. Manpower saved and thus utilized for some other operation. Time saved by doing the same operation in lesser time. Increased efficiency.
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3.(B.2)ELIMINATING THE PROCESS OF SETTING THE FUSING PARTS IN ADVANCE
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3.(B.2).1 Executive Summary The process of preparing the parts for fusing is a tedious and time taking job. This act is done individually and consumes a lot of manpower.
Objective: The objective of this project is to eradicate the separate operation of setting the fusing parts between 2 butter papers in order to save time and increase efficiency.
Methodology: Analyze and observe the current system of preparation for fusing. Finding better ways to serve the situation.
3.(B.2).2 Suggestion Given: The belt extension for Hashima HP-600TL fusing machine was proposed where in the process of setting the fusing parts in between butter papers can be done on the machine itself while the machine is running. The setting could be done on the extended belt so that no extra effort is required for first setting and then fusing the parts.
Fig 4) the machine in use at shahi exports Hashima HP-600TL The belt extension that we suggested was PTFE Hashima seamless endless fusing machine belt of circumference 20 meter.
3.(B.2).3 Time study and Profits:
OPERATION T1 T2 T3 T4 T5 AVERAGE Picking up butter paper 3 4 5 4 5 4.2 Internship at Shahi Exports Pvt. Ltd., 2013
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Placing cut part on butter paper 8 9 7 8 9 8.2 Placing fusing on it 8 9 7 7 8 7.8 Placing upper layer of butter paper 3 3 4 5 4 3.8 Placing the set aside 3 5 4 4 5 4.2 TOTAL 25 30 27 28 31 28.2 Table 10) average time calculation On an average 60 bundles were transported to the fusing machine (each bundle consisted of 25 sets). The handling and transportation time per bundle was 1 minute on an average. So per day 1 hour (60*1 minutes) was wasted in handling and transporting the bundles.
SAM VALUE OF FUSING DEPARTMENT= Rs. 2.77 Money saved per day= 60*2.77= Rs.166.2 Money saved per month= Rs. 4986 Money saved per annum= Rs. 59832
3.(B.2).4 installation charges The market price of fusing machine belt extension PTFE Hashima seamless endless fusing machine belt is Rs. 2000 The installment charges of the belt in the machine is Rs. 1000. Thus the total capital required for the belt extension is Rs. 3000. 3.(B.2).5 Benefits: This belt extension would ensure: Elimination of the most time consuming operation i.e. placement and transferring of fusing sheets. It would help to place and remove the patterns hand to hand through a continuous belt. This belt will be extended in place of the attached table to the machine the purpose of which would be eliminated by the belt attachment.
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Project C: Needle Comparison of Two Brands, Beissel and VERGIL.
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3.(C).1 Executive Summary Objective: This research work was taken up to compare the various aspects of needle stitch. This comparison was done between the currently in use Beissel needles and the newly received sample of VERGIL needles. To suggest the better needle depending on various factors such as broken needles, needle holes, stitch quality etc.
3.(C).2 Need Of The Project It was observed that the stitch quality of the needle being used in the sewing lines didnt perform to the expected levels of quality. Many unwanted defects like needle holes, loose threads, etc were occurring and affected the quality of the garments. We compared the current brand being used with one of its competitors in the market and suggested the better one to the industry.
PART A : FOR LIGHT WEIGHT FABRIC (W741) 3.(C.A).1 Methodology Two lines (line 1 and line 2) running with the same item no. (W741) were taken up for the research.
13 identical operations on both the lines were identified and selected for the comparison.
These operations in line 1 were installed with the new needles of the Beissel brand (currently being used).
The same operations in line 2 were installed with the new needles of VERGIL needles brand which were received as a sample.
The comparison study was based on the following factors: Broken needles Bent needles Needle holes Blunt tip Loose threads Stitch quality
The sample size for the comparison was taken to be 20 on each operation from each line. Internship at Shahi Exports Pvt. Ltd., 2013
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A comparison table was prepared with the recorded observations.
Result was concluded based on the observations. 3.(C.A).2 Operations Under Observation OPERATION NEEDLE Collar running DBX1 11 number Collar T/S DBX1 11 number Back yoke T/S DBX1 11 number Back yoke O/L DCX27 11 number (Beissel) / DCX1 11 number (VERGIL) Placket top stitch DBX1 9 number Placket edge stitch DBX1 9 number Pocket attach DBX1 9 number Shoulder O/L DCX27 11 number (Beissel) / DCX1 11 number (VERGIL) Shoulder T/S DBX1 11 number Collar finish DBX1 9 number Armhole binding DBX1 11 number Back bottom hem DBX1 9 number Side seam O/L DCX27 11 number (Beissel) / DCX1 11 number (VERGIL) Table 11) operations under observation 3.(C.A).3 Observation Process 20 pieces on each operation from each line were taken and were compared one on one.
In each set of two samples being compared, (+)1 was given to the better sample and (-)1 to the other.
Each observation was recorded in the chart and the final result was derived based on the calculations.
Process for broken needle evaluation: The operators of the under observation needles were instructed to collect new needles of the brands under observation from us.
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Process for bent needle evaluation: The operators of the under observation needles were instructed to collect new needles of the brands under observation from us.
Process for needle holes evaluation: Each sample for each operation was visually inspected for a fixed measurement of 7 inches in which the number of prominent holes was counted.
Process for blunt tip evaluation: The evaluation was done in three different ways. 1. Visual inspection 2. Tip smoothness and feel 3. Abrasion caused on smooth sheet
Needles from identical operations from both the lines were evaluated on the above three parameters and the conclusion was drawn..
Process for lose threads evaluation: Each sample for each operation was visually inspected for a fixed measurement of 7 inches in which the number of prominent loose stitch threads was counted and recorded.
Process for stitch quality evaluation: All the above parameter were taken into account and the overall stitch quality was inspected. 3.(C.A).4 Conclusion Based on the observations, the overall performance of VERGIL needles was better than Beissel needles. The VERGIL needles in SNLS machines were clearly delivering better quality in every sample observed compared to Beissel. However, the performance of Beissel and VERGIL needles in overlock machines was similar. The tip of the needle showed a variation in the bluntness for the two different brands. However, VERGIL had a better score compared to Beissel.
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PART B: MEDIUM WEIGHT FABRIC (W851) 3.(C.B).1 Methodology Line number 5 was running item number W851 which was a ladies formal shirt of Tommy Hilfiger brand. The fabric was of medium weight, so we choose it for our observation.
We identified 4 sets of operation on which the number of plies being stitched was same or the same operation was being done by 2 operators.
One of the operations in each set was installed with the already being used Beissel brand needles and the another one was installed with VERGIL needles.
The comparison study was based on the following factors: Broken needles Bent needles Needle holes Blunt tip Loose threads Stitch quality
The sample size for the comparison was taken to be 20 on each operation from each line.
A comparison table was prepared with the recorded observations.
3.(C.B).2 Process Under Observation OPERATION NEEDLE collar top stitch and cuff top stitch DBX1 11 NUMBER Side top stitch DBX1 11 NUMBER Side top stitch DBX1 11 NUMBER Sleeve placket finish DBX1 11 NUMBER Table 12) process under observation
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3.(C.B).3 Observation Process 20 pieces on each operation from each set were taken and were compared one on one. In each set of two samples being compared, (+)1 was given to the better sample and (-)1 to the other. Each observation was recorded in the chart and the final result was derived based on the calculations. Process for broken needle evaluation: The operators of the under observation needles were instructed to collect new needles of the brands under observation from us. Process for bent needle evaluation: The operators of the under observation needles were instructed to collect new needles of the brands under observation from us. Process for needle holes evaluation: Each sample for each operation was visually inspected for a fixed measurement of 7 inches in which the number of prominent holes was counted. Process for blunt tip evaluation: The evaluation was done in three different ways. 4. Visual inspection 5. Tip smoothness and feel 6. Abrasion caused on smooth sheet
Needles from identical operations from both the lines were evaluated on the above three parameters and the conclusion was drawn.. Process for lose threads evaluation: Each sample for each operation was visually inspected for a fixed measurement of 7 inches in which the number of prominent loose stitch threads was counted and recorded. Process for stitch quality evaluation: All the above parameters were taken into account and the overall stitch quality was inspected. 3.(C.B).4 Conclusion Based on the observations, the overall performance of VERGIL needles was better than Beissel needles. The VERGIL needles in SNLS machines were clearly delivering better quality in every sample observed compared to Beissel. The tip of the needles clearly indicated the fact that VERGIL needles were better because all the Internship at Shahi Exports Pvt. Ltd., 2013
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tip observed suggested that Beissel needles lost their sharpness easily in comparison to VERGIL needles in every case. However, VERGIL had a better score compared to Beissel.
PART C: HEAVY WEIGHT FABRIC (V695) 3.(C.C).1 Methodology Line number 6 was running item number V695 which was a sweatshirt of J.C.Penny brand. The fabric was of heavy weight, so we choose it for our observation.
We identified 4 sets of operation on which the number of plies being stitched was same or the same operation was being done by 2 operators.
One of the operations in each set was installed with the already being used Beissel brand needles and another one was installed with VERGIL needles.
The comparison study was based on the following factors: Broken needles Bent needles Needle holes Blunt tip Loose threads Stitch quality
The sample size for the comparison was taken to be 20 on each operation from each line.
A comparison table was prepared with the recorded observations.
3.(C.C).2 Process Under Observation
OPERATION NEEDLE Hood mouth hem DBX1 11 NUMBER Sleeve attach DBX1 11 NUMBER Internship at Shahi Exports Pvt. Ltd., 2013
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Bottom rib attach DBX1 11 NUMBER Zipper top stitch DBX1 11 NUMBER Table 13) process under observation 3.(C.C).3 Observation Process 20 pieces on each operation from each set were taken and were compared one on one. In each set of two samples being compared, (+)1 was given to the better sample and (-)1 to the other. Each observation was recorded in the chart and the final result was derived based on the calculations.
Process for broken needle evaluation: The operators of the under observation needles were instructed to collect new needles of the brands under observation from us. Process for bent needle evaluation: The operators of the under observation needles were instructed to collect new needles of the brands under observation from us. Process for needle holes evaluation: Each sample for each operation was visually inspected for a fixed measurement of 7 inches in which the number of prominent holes was counted. Process for blunt tip evaluation: The evaluation was done in three different ways. 7. Visual inspection 8. Tip smoothness and feel 9. Abrasion caused on smooth sheet Needles from identical operations from both the lines were evaluated on the above three parameters and the conclusion was drawn.. Process for lose threads evaluation: Each sample for each operation was visually inspected for a fixed measurement of 7 inches in which the number of prominent loose stitch threads was counted and recorded. Process for stitch quality evaluation: All the above parameters were taken into account and the overall stitch quality was inspected.
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3.(C.C).4 Conclusion Based on the observations, the overall performance of VERGIL needles was better than Beissel needles. The VERGIL needles in SNLS machines were clearly delivering better quality in every sample observed compared to Beissel. The tip of the needles clearly indicated the fact that VERGIL needles were better because all the tip observed suggested that Beissel needles lost their sharpness easily in comparison to VERGIL needles in every case. However, VERGIL had a better score compared to Beissel.
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Project D: increasing productivity and quality on the sewing floor
1. RESOLVING THE BOTTLENECKS IN A LINE 2. TRANSFERRING OF HAND OPERATION TO INCREASE PRODUCTIVITY 3. ALTERING THE ORDER OF OPERATIONS FOR BETTER POCKET ALIGNMENT 4. PLACING OF EXPERIENCED OPERATORS AT CRITICAL OPERATIONS IN TRAINING LINE
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3.(D.1).1 Resolving bottleneck in a line Problem: We identified two bottleneck operations due to which the production targets of V695 in line no. 6 were not met. The operations were: 1. Pocket Attachment: In the left front panel, the stitch on the upper part was done correctly whereas, the lower part was stitched twice (overlapped stitches). For right front panel, it was vice versa. The reason given by the operator for doing so was the inappropriate presser foot.
Fig 5) pocket stitch being done wrong Time study: For 1 set of front panels T1 T2 T3 T4 T5 T6 T7 T8 T9 T10 Average 50 52 51 50 52 53 52 51 50 53 51.4 Seconds Table 14) time study 2. Zipper attachment: During the zipper attachment the maximum time was consumed in matching every single stripe on both the front panels. The operator checked the stripe at every two centimeters which consumed a lot of time. Internship at Shahi Exports Pvt. Ltd., 2013
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Fig 6) matching points before suggestion Time study: For 1 set of front panels T1 T2 T3 T4 T5 T6 T7 T8 T9 T10 Average 71 72 73 71 75 73 74 73 75 72 72.9 seconds Table 15) time study
Solution: We suggested: 1. Pocket attachment: Replacement of the presser foot with the one which suited the operation and start stitching from the side seam side in a continuous single stitch all over. Time study: For 1 set of front panels T1 T2 T3 T4 T5 T6 T7 T8 T9 T10 Average 40 42 41 40 41 42 42 41 40 43 41.2 Seconds Table 16) time study
Profits: Difference in time= 10.2 seconds per set of front panels. Internship at Shahi Exports Pvt. Ltd., 2013
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Per day production= 458 pieces Total time saved= 4671.6 seconds or 77.86 minutes. SAM value of sewing floor= Rs. 3.28 Money saved per day= Rs. 255.3808 Number of days the order ran in the line= 67 days Total money saved= Rs. 17110.5136 2. Zipper attachment: Since the stripes were symmetrical, there was no need of matching every single stripe. We suggested matching the stripe at regular fixed distance which would increase the speed.
Fig 7) matching points after suggestion Time study: For 1 set of front panels T1 T2 T3 T4 T5 T6 T7 T8 T9 T10 Average 51 52 52 51 55 53 54 53 55 52 52.8 seconds Table 17) time study
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Profits: Difference in time= 20.1 seconds per set of front panels. Per day production= 458 pieces Total time saved= 9205.8 seconds or 153.43 minutes. SAM value of sewing floor= Rs. 3.28 Money saved per day= Rs. 12888.12 Number of days the order ran in the line= 67 days Total money saved= Rs. 863504.04
3.(D.2).1 Transferring Of Hand Operation To Increase Productivity. Problem: In line 17, item no. W307, there were two consecutive operations. They were Flap running and edge cutting. Flap running: Capacity: 100 Output: 80 Edge cutting: Capacity: 190 Output: 80 [Since the input for edge cutting was 80] Solution: We observed that the operator on the flap running operation had to first remove the stickers and then do flap running. This part of his operation was transferred to edge cutting operator since this was a hand operation and no special machine was required. Improvement post implementation of suggestion: Flap running: Capacity: 100 Output: 100 Edge cutting: Capacity: 190 Output: 100 Also the edge cutting operator was no more idle due to the added hand operation.
3.(D.3).1 Altering The Order Of Operations In A Line To Reduce The Defect In Pocket Alignment in a line producing a sleeveless ladies shirt with 2 pockets on the front panels suffered the problem of pockets on unequal distances. Internship at Shahi Exports Pvt. Ltd., 2013
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Source of problem: the pockets were marked first on both the panels, then the pockets were attached and then the shoulder was attached. Sometimes a difference of 1/16 th of an inch used to come on the shoulders while attaching due to which the alignment of the pockets got uneven. Solution offered: we suggested attaching the shoulder first and then marking the pockets and consequently attaching the pockets. With this system the pockets would be aligned as the stitch on the shoulder wouldnt alter the location of the pockets. 3.(D.4).1 Placing of experienced operators at critical operations in training line Line number 25 was a new line and all the operators in that line were under training. The product being stitched in that line was a ladies shirt. However, no output was received from this line even after 2 weeks. The problem: All the pieces produced were sent back in the line from the quality check points. The defects were found at all the critical operations: o Pocket alignment o Sleeve attach o Cuff placket (diamonds point) o Collar finish
The solution offered: We suggested them to place 4 experienced and old operators at the critical operations of the training line. Benefits: A production of 150 pieces was received on the same day of implementation of the solution. The production kept increasing and the desired efficiency of the line was reached in 5 days time.
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Project E: Defining a Production Planning Chart Based On The Order Quantity And SAM Of Garment And Planning The Lines For The Month Of August
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3.E.1 Executive summary The planning of the lines on the sewing section was done based on the planners knowledge and experience. However, a standardized system to establish the sufficiency was missing. This created process was not very accurate and precise and a need for a standard system to derive the efficiency was needed. Objective: To establish a standardized system of efficiency for planning of the sewing lines. Methodology: Study the current process of planning and observe the production patterns and study the daily production reports.
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Project F: Preparing Training Modules For The Training And Development Department
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3. F.1 Executive Summary The training and development department at Shahi Exports is responsible for carrying out training programs for different occasions like new recruits, new joining etc. The duration of these training sessions is different depending on the post for which the training is to be provided.
Objective: To establish easy to understand, to the point and elaborated course and study material for the 3 months training program at SEPL. The course material developed should consist of a document, a power point presentation and case studies for each topic.
Methodology: We first surfed the internet to obtain some information about the concerned departments. Then we met the respective heads of the departments to find out data specific to Shahi Exports. They gave us the information regarding their departments. We documented the information and got it reviewed by the heads. A presentation was prepared for the same with a case study.
3.F.2 Results A complete documented course material was prepared with case studies.
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PART I V LEARNI NG OUTCOME
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4. 1 Learni ng Experi ence Ther e wer e many l es s ons l ear nt dur i ng t he appar el i nt er ns hi p i n t he gar ment i ndus t r y but when i t comes t o a s i ngl e mos t i nt er es t i ng event we can r ecount our f i r s t da y at t he pr oduct i on depar t ment . We s aw how act ual l y t he t hi ngs wer e done at t he s ewi ng f l oor . The t heor et i cal knowl edge gai ned f r om pr evi ous s i x s emes t er s was now put t o t es t . St udyi ng i n an ai r condi t i oned I T Lab and doi ng t hi ngs t heor et i cal l y was a t ot al hi s t or y now. As we came out of t he I ndus t r i al Engi neer i ng Depar t ment af t er s t udyi ng oper at i on bul l et i n of a s t yl e t o pr oduct i on f l oor t o do t i me s t udy we r eal i z ed how di f f i cul t and s t r uggl i ng our f ut ur e year s ar e goi ng t o be. We r eal i z ed concept s l i ke us i ng s ki l l mat r i x t o s et a l i ne wer e j us t knowl edge bas e and t ha t t he act ual s cenar i o i s qui t e di f f er ent . I t was an eye openi ng da y f or us .
Ther e we wer e ami ds t about 350 oper at or s chur ni ng out gar ment s and l i ne i n char ge and s uper vi s or s s hout i ng at t he t op of t hei r voi ces t o t hos e not get t i ng t he des i r ed out put . Ever ybody was i n a hur r y. Not even t he pr oduct i on manager or t he I E head wer e at r es t as t he y moved about t he pr oduct i on f l oor wi t h f as t pace and r ai s ed br ows i n t ens i on. They wer e under s er i ous pr es s ur e t o compl et e t he t ar get and wor ked wi t h a l ot of depar t me nt s . The oper at or s wer e at f i r s t cur i ous and di dn t r es pond wel l t o my doi ng t i me s t udy but by t he end of t he da y we got on wel l . We even made s ome f r i ends t her e s ome of who wer e t r ai nees t hems el ves i n t he s ewi ng depar t ment . The oper at or s wer e us ed t o wor ki ng qui t e cl ums i l y as t he y we r e al l mont hl y pai d and t he s ame s al ar y.
The mos t i mpor t ant t hi ng we l ear ned was t hat al l we had l ear nt or done i n our academi c l i f e i s onl y wor t h i f we coul d do our wor k by hook or Internship at Shahi Exports Pvt. Ltd., 2013
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cr ook. I t i s a was t e i f t ar get i s not achi eved as f ar as t hi s i ndus t r y i s concer ned and t hi ngs ar e not as s i mpl e as i t s eemed t o us bef or e. One needs exper i ence t o do t hi ngs her e as each act i vi t y i s s o much i n conj unct i on wi t h ot her s i t i s mos t l y your wi t s t hat hel p you no mat t er how much you know as even s uper vi s or s ar e doi ng t he j ob of get t i ng t ar get s wi t hout pr of es s i onal degr ee.