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NIFT KOLKATA

ARVIND LIMITED,
ELECTRONIC
CITY, BANGALORE
APPAREL INTERNSHIP ( 23RD MAY TO 27TH AUGUST)

DURBAR DASGUPTA

ACKNOWLEDGEMENT
We would like to add a few heartfelt words for the people who helped us to complete this
project.
We wish to express our gratitude to everybody who has assisted us in the learning process during
this internship. There are many to whom expression of gratitude is inevitable, but there are some
special people who have to be given prominence, without whom we would not have reached the
conclusion of this project so quickly and efficiently. We wish to thank our mentor, Mr.
Bibekananda Banerjee for providing this wonderful opportunity and encouraging & motivating
us.
No amount of Gratitude is adequate for Mr. Prashanth TS, Chief Manager IE and Planning,
for his consent in allowing us to conduct our internship in their esteemed company.
We are grateful to Mr. Sambasivarao Popuri, IE Department for providing us with all facilities
required during our internship period.

TITLE PAGE

A report is based on Fourteen weeks internship at Arvind Limited, Electronic City, Bangalore.

Prepared by Durbar Dasgupta and Sourav Dolui, B F Tech, Sem-VII, National Institute of
Fashion Technology, of Kolkata and Chennai centres respectively.

The project will be in under the guidance of Mr. Prasanth TS.

Date of submission on 24 Aug 2016.

INTRODUCTION
As per our course curriculum fourteen weeks internship is mandated, which aims practical
understanding of various processes related aspects of the industry. Internship enables students to
get a better understanding of a company, and also gaining knowledge on its functioning.
We have chosen to pursue our internship at Arvind Limited at Electronic City, Bangalore It
owns and manages both the owned brands as well as the licenses of some of the best
international brands like Arrow, Lee, Wrangler and Tommy Hilfiger for the Indian domain.
In compilation of this Internship report, all our efforts have been made to present a
comprehensive picture of the activities undertaken at Arvind Limited.

OBJECTIVE OF INTERNSHIP
Gain in-depth knowledge of the working of the industry in terms of

Organization structure
Infrastructure
Material & manufacturing process

Departmental study
Quality control
CSR

COMPANY PROFILE
Industry :

Arvind Exports, Electronic City, Bangalore.

Year of establishment :

1st September 2003

Products Offered :

Shirts

Business type :

Manufacturer, Public Limited

Industry focus :

Shirting

Geographic Markets :

Europe & USA markets

Mode of fabrication :

70% in-house & 30% outsourced

Area :

72000 sq. Ft.

Man power :

1080

Board of Director :

Mr. Sanjay S. Lalbhai

The unit was formed in 2003 with a vision to cater to the ever growing domestic and overseas
markets and since then the company has been quite active. Since its inception the company has
been producing shirts for the top international and domestic brands.
At Arvind, the focus is to service our customers and enable them to grow. We understand that
each customer is different, and needs specialized attention. The focus has always been on the
buyers expectations and their highly specialized needs.
The goal is to win our customers trust and confidence through reliability, so that they can
develop long-term programs and alliances.
It owns and manages both the owned brands as well as the licenses of some of the best
international brands like Arrow, Lee, Wrangler and Tommy Hilfiger for the Indian domain.
Arvind Limited is a vertically integrated company. Arvind has set up facilities in Bangalore
which would cater to some of the best names in the ready made garments industry.

BRANDS UNDER THE COMPANY:

S. Oliver
Puma
Zara
Tommy Hilfiger
FCUK
Espirit
Mexx
Benetton
French Connection
Sisley

Banana Republic
Mango
Guess
Marks and Spencer
Pureza
Splash
Lifestyle
Reliance
Lucky
Rocha John Rocha
Debanhams
Lord & Taylor

1. DEPARTMENTAL STUDY:
1.1 FABRIC STORE:
Physical check is done on the received goods to confirm details like Style No, colour,
P.O. No., weight per lot; etc which are provided in the PI(Production information) sheet.
Physical check is done for 100% of the received quantity/stock. A sample swatch from
the bulk is sent to buyer for approval.
The colour continuity card is used for the purpose of dividing the fabric into various
batches for avoiding shade variation within garment /batches.
First Quality inspection is done on 10% of the quantity using Four point system. If
the inspection criteria are not met then again 15-20% of the remaining quantity is
checked. Fabrics that fail the inspection criteria are sent back to the mill for
replacements as the fabric sourcing is in-house.
PROCESS FLOW :

FABRIC
RECIEVED
AGAINST
DC FROM
MILL

MAKING
CHALLAN
INWARD

ISSUE
FABRIC TO
CUTTING
AGAINST
DC

RECEIVE OF
ACTUAL
CONSUMPTI
ON AS PER
IE DEPT.

RECONCIL
ATION OF
FABRIC
AGAINST
PERTICULA
R ORDER

PHYSICAL
RECORDIN
G

QUALITY
CHECKIN
G

INWARD &
OUTWARD
STOCK
RECORD
PHYSICAL

1.2 SAMPLING:

The department is responsible for making various samples for buyer approvals.
Sampling starts right after Order Confirmation Meeting.
Based on the requirement of buyer various samples are prepared before
production.
Analyzes the tech-pack received and prepares patterns accordingly on CAD.
Accordingly samples are cut and tailor stitched.
PROCESS FLOW:

TECH PACK
FROM
MERCHAND
ISER

BUYER
COMMENTS
AND
APPROVAL

REVISED
TECH PACK

SMS SAMPLE
ORDER (PAID
SAMPLES)

BUYER
COMMENTS
AND
APPROVAL

PROTO
SAMPLE

PRE
PRODUCTION
SAMPLE

SIZE-SET
(IF
REQUIRED
)

APPROVAL

FABRIC
ANALYSIS

SAMPLE
CONSTRUCTI
ON
FINISHING
AND
PACKAGING
AND
SHIPMENT

COMMENT
S AND

SAMPLE
CUTTING
FORECAST FOR
BULK QUANTITY
(BUYER)

FIT
SAMPLE

COMMENTS
AND
APPROVAL

ORDER
CONFIRM/R
EJECT
PATTERN
MAKING
ACCORDING TO
SHRINKAGE
(CAD)
MARKER
(CAD)
PURCHASE
ORDER
CONFIRMATIO
N.

1.3 COMPUTER AIDED DESIGN:

The cad department receives tech-packs from sampling department for pattern
development.
Marker of size-L is received from sampling department and based on that
Grading is done.
The patterns are developed as per the spec sheet with style details.

The patterns prepared on the CAD are plotted on a plotting paper/cardboard


by a Gerber Plotter.
The marker document consists of details such as length, width and percentage
utilization along with a pictorial diagram of marker plan.
During sampling stage the marker plan is sent to the IE department for
consumption calculations.

PROCESS FLOW:

Tech-pack
from
sampling

Base Pattern
of size L is
received
from
sampling

Grading

Decides
marker
ratio for
bulk

Add
Shrinkage

Size Set
Pattern

Marker
making

Revised
marker
making if
any error

Final Pattern
for bulk

1.4 SPREADING AND CUTTING:

After receiving approval on the size set, lay order plan/production programme
is prepared and sent to the CAD, cutting and the spreader.
The lay order plan is prepared as per the ratio to be cut and the quantity to be
cut. The spreader refers to the lay order plan for the length, the number of
plies and lays for spreading.

Spreading is done manually.


The spreading is done batch wise so as to avoid any shade variation.
No splicing is done and the end bits that are left are used for the purpose of
preparing piping.
Ticketing is done to identify the lay number, batch and size. These tickets are
necessary to avoid shade variation and piece mix-match.

PROCESS FLOW:

Fabric
Issue
Requisi
tion

Fabric
Issue

Spread
ing

Bundli
ng

Ticketi
ng

Cutting

Cut
parts
bank

Issue

1.5 SEWING:
The sewing floor consists of main production activities such as sewing, finishing and
packaging.
Reports are maintained regarding issual to sewing. Accordingly the pieces are issued to
lines responsible for sewing.

Feeding is done into the line bundle wise. All parts of garment are assembled together in
roll form.
Before assembly of pieces they are checked for any quality related issues and accordingly
rejected and recorded.
The machines in the sewing line are laid out as per sequence of the operations. Bundle
system is followed for parts and UPS for assembly.
PROCESS FLOW:

Cutting
issue

Line Issue

Feeding

End line
checking

Inline
checking

Sewing

Button &
Button
Hole

Washing

1.6 QUALITY:

The quality department determines the check points (in line) by identifying
the critical operations based upon the buyer comments received upon the PP
sample and the complex operations.
Quality department assures quality production by appointing checkers,
Quality control and Assurance personnel within sewing lines to monitor the
production.
The QC is also responsible for developing AQL reports at the end of the shift
based upon buyer AQL levels at end-line checking.
The quality also approves the size set pieces during pre-production phase.
The quality is checked after pressing, folding, and packaging. After pressing
the garments are sent to the final checking tables where teams of checkers
check the garments for various defects.
The alterations are sent back to the respective lines based on the line number
sticker attached under the label by the end-line checker.
Quality department regularly checks the cut pieces as per the patterns
provided by the CAD.
Quality department conducts inspection of received fabrics using Four point
system.

1.7 FINISHING AND PACKAGING:

The garments from washing are brought and steam pressed.


In between pressing the pressers ensure that the size of each garment parts are
within tolerance for this purpose they are provided with hard paper scales
having size markings for different parts of different sizes by quality
department.
Then these garments are checked in 100% final checking where all possible
defects are checked including the button hole, wash care label.
The faulty garments are divided into SPOTTING, ALTER, MENDING and
REJECTION.
After final checking Tagging is done wherein different tags such as barcode
tags, buyer tags and price tags are attached.

PROCESS FLOW:

Store room
after
washing

Top side
checking

Inside
checking

Button
fixing

Ironing

Dusting

Auditing

Collar&pock
et button
closing

Final
checking

Repressi
ng

Measurem
ent
checking

Button
checking

Folding

Label
checking

Re-dusting

Presenta
ti-on
check

Packing

Warehous
e

1.8 MAINTENANCE:

Preventive maintenance procedures are followed to ensure that the machines


are in proper working condition and do not breakdown.
To meet this purpose a preventive maintenance checklist is maintained at
every workstation. Weekly checks are performed for various machine
parameters to check the condition of the machine.
Breakdown maintenance is done in cases where machine malfunctions.
In this case the maintenance personnel attend the machine and correct the
malfunction as soon as possible to avoid production loss. A record of the
maintenance done is maintained on a breakdown maintenance sheet.

1.9 INDUSTRIAL ENGINEERING:

Consumption calculation
Fabric
Thread
Line setup
Machine layout
Machine set-up
Line balancing
Productivity and efficiency management
Time study
Method study
Costing
Query stage costing
Pre-production costing
Final costing
Capacity planning
Capacity booking
Learning curve
Production feasibility

PROCESS FLOW:

1.10

MERCHANDISING:

PRE-PRODUCTION STAGE:

Buyer meeting is being held with the merchandiser.


In the pre-production phase, production merchandiser is sent a tech pack from
the buyer on lines of which sampling is to be done. The merchandiser along
with the sampling look after meeting buyer needs and keep record of them.
Consumption calculation and details for compiling costing and booking are
done and procured from the IE department.
A worksheet is formed that contains all production related information
necessary for production execution.

PRODUCTION STAGE:

After the PP sample from buyer is approved the merchandiser sends the buyer
comments received to all departments for reference.
As per buyer requirement the merchandiser also provides each department
with department specific instructions provided by the buyer, for e.g. folding
technique, Packaging method and ratios.
Merchandiser remains involved with the follow up and decision making of the
order from beginning till the shipment.

POST PRODUCTION STAGE:

1.11

In the post production phase the merchandiser tracks and follows up the final
Inspection.
It is also necessary to ensure that the order is ready on time and shipped as
required.
The merchandiser in coordination with the IE compiles the data relating to
final costs incurred.
This costing is sent to the H.O for accounting Profit and loss.

PRODUCTION PLANNING AND CONTROL:

PRE-PRODUCTION PHASE:

Before production starts the PPC department starts the planning in order to
determine the timeline during which each production activity has to be
performed.
TNA action calendar is prepared accordingly to determine the duration for
each activity. The TNA calendar consists of various dates such as sample
approval, fabric booking, fabric receiving, production cut date, final
inspection and shipment.
The FI (final inspection) date is calculated as three day before the shipment
date. The PCD (production cut date) is determined by backward calculations
from the FI date and the days required for production purpose.
The period between the order booking and the PCD is utilized for sampling
and material procurement. The days required for production is calculated on
the basis of capacity, efficiency, labour turnover, learning curve and other
production variables.

PRODUCTION PHASE:

During the production phase the PPC is responsible for controlling the
production rate. Micro planning is done on daily basis with IE department
to meet required targets.
PPC also keeps track on the material procurement dates such as fabric
received dated for the purpose of revising TNA calendar.

POST- PRODUCTION PHASE:

1.12

After the production PPC department keeps track of various activities such
as finishing, washing, packaging and inspection dates and details.

EMBROIDERY:

The artwork from the buyer is directly received via merchandiser. The
department works on that art work on the CAD software.
During production the pieces requiring embroidery are received in bundle
form. Embroidery is done on some of the pieces and checked by the QC
against the buyer approved sample.

During embroidery the centre point of the artwork is marked on a table


using pins. A hoop is placed around the pins and another hoop on which
the fabric piece is fastened and pressed over it. After the hoop is secured
tightly they are placed under the machine heads with reference to the
needle mark on the fabric. The design developed in the CAD is fed in the
machine and embroidery is done as required.
Tearable nonwoven linings are used as backing in embroideries. There are
two types of tear-able nonwoven linings in use :(1 X 1) and (2 X 2). (1 X
1) is used for achieving high quality finish and is costly.

PROCESS FLOW:

Art Work
from
buyer

Sampling

Approval

Mass
Productio
n

COSTING FACTORS OF A GARMENT:

Primary Fabric cost

Fabric consumption
Quantity
Secondary Fabric cost
Trims
Embroidery
CMT (Cutting, Making & Trimming)
Negotiation (getting the best out of a deal)
Shortage/wastage
Washing
Buyer specification (It is buyers responsibility to specify the quality required)
Currency (USD, INR, EURO, GBP)
Mode of Shipment (sea, air)
FOB (Free On Board)
CIF (Cost, Insurance and Freight)
OH (Over head)
Profit (level of %)

PROJECTS

\
PROJECT 1
(METHOD STUDY OF COLLAR RUN OPERATION IN LINE O)

METHOD STUDY:
Method study means a change as it is going to affect the way in which the job is done
presently and is not fully accepted by workman and the union. Human consideration play a
vital role in method study. These are some of the situations where human aspect should be
given due importance:

I. Workers complaining about unnecessary and tiring work.


AI. More frequency of accidents.
BI. In consistent earnings.
OBJECTIVES:

To study, analyse existing processes and methods followed in the line O for collar run
operation.
To use various tools and reduce the non-value added time.

DETAILED STUDY:
BUYER: J C PENNY
STYLE: 151203
LOT NO. 2
PRE-EXISTING METHOD:
The operator using both her hands to pick and place each of the two parts of the collar.

TWO-HAND CHART FOR THE EXISTING METHOD:

CYCLE TIME OF THE OPERATION:


10 best observations were noted down.
Observations

10

Total Time( in seconds)

34.4
6
6.31

35.2
1
7.22

33.2
3
6.10

35.5
8
6.54

33.5
2
5.56

34.5
1
7.14

33.1
6
7.11

32.5
4
6.18

36.2
7
7.38

35.43

Handling time( in seconds)

Average Cycle time = 34.39 seconds


Average Handling time= 6.67 seconds
Average time taken for sewing a collar= 34.39 6.67 seconds
= 27.71 seconds.

RECOMMENDATION :
In order to reduce the handling time and hence help in increasing efficiency of the line, the
worker was advised to use both her hands to pick and place the two collar panels
simultaneously.
A training programme should be arranged to improve the handling time of the workers.

Two- Hand Chart for the new method:

7.19

OBSERVED CYCLE TIME OF THE NEW METHOD:

Observations

10

Total Time( in seconds)

29.0
3
2.42

28.5
6
2.27

29.11

29.5
7
2.19

29.3
6
2.11

29.4
1
2.17

30.3
4
3.08

30.2
3
3.11

28.4
7
2.03

29.03

Handling time( in seconds)

2.38

Average cycle time = 29.31 seconds


Average handling time = 2.41 seconds
So, Average time taken for sewing one collar = 29.31 seconds 2.41 seconds
=26.89 seconds.

Thus,
Reduction in average cycle time = 34.39 seconds 29.31 seconds
= 5.08 seconds.
Reduction in average handling time = 6.67 seconds 2.41 seconds
= 4.26 seconds.

PROJECT 2

2.38

( IDENTIFYING A COMMON NON-VALUE ADDED ACTIVITY AND


ADOPT A WAY TO REDUCE THE CYCLE TIME FOR THAT ACTIVITY)

DETAILED STUDY AND DATA:


BUYER: J C PENNY
STYLE: 151203
NON- VALUE ADDED ACTIVITY: QC LABEL CUTTING

TIME- STUDY:
10 closest observations were recorded.

Observations
Time( in seconds)

1
4.14

2
4.23

3
4.17

4
3.92

5
3.98

6
4.04

7
4.01

Average time taken for cutting a single QC label = 4.004 seconds.

RECOMMENDATION:
Development of a product to facilitate the cutting of QC label.
Details of the prototype:
Diameter of the QC roll = 1 inch
Product mechanism = Pull and cut and sliding mechanism.
Cylindrical roller base diameter = 0.8 inches
Blade width = 1 inch

TIME STUDY AFTER DEVELOPMENT OF PROTOTYPE:

8
3.67

9
3.72

10
4.16

Observations
Time( in seconds)

1
1.08

2
1.17

3
1.04

4
0.98

5
0.91

6
0.96

7
0.84

8
0.89

9
1.03

10
1.12

Average time taken for cutting a single QC label = 1.002 seconds.

Thus,
Reduction in cycle time for the Non-Value added activity( QC label cutting) = 4.004 seconds
1.002 seconds = 3.002 seconds.

PRODUCT IMAGE:

PROJECT 3

( DETAILED STUDY OF THE CUTTING UNIT AND VALUE STREAM MAPPING OF


THE CUTTING SECTION)

VALUE STREAM MAPPING:


Value stream mapping is a lean-management method for analyzing the current state and
designing a future state for the series of events that take a product or service from its beginning
through to the customer. At Toyota, it is known as "material and information flow mapping". It
can be applied to nearly any value chain.
Value stream mapping has supporting methods that are often used in Lean environments to analyze and design
flows at the system level (across multiple processes).
Although value stream mapping is often associated with manufacturing, it is also used in logistics, supply
chain, service related industries, healthcare, software development, product development, and administrative
and office processes.
In a build-to-the-standard form, Shigeo Shingo suggests that the value-adding steps be drawn across the centre
of the map and the non-value-adding steps be represented in vertical lines at right angles to the value stream.
Thus, the activities become easily separated into the value stream, which is the focus of one type of attention,
and the 'waste' steps, another type. He calls the value stream the process and the non-value streams the
operations. The thinking here is that the non-value-adding steps are often preparatory or tidying up to the
value-adding step and are closely associated with the person or machine/workstation that executes that valueadding step. Therefore, each vertical line is the 'story' of a person or workstation whilst the horizontal line
represents the 'story' of the product being created.
Value stream mapping is a recognised method used as part of Six Sigma methodologies.

OBJECTIVES:
The project covers various objectives and milestones. To simplify, weve categorised into three
major objectives:

Standardize the Material Flow Process in Cutting

Implement effective method to calculate safety stock levels that incorporate the
accuracy of required WIP

Correct WIP for schedule - Right material is always available in the right quantity
in the right location

PROJECT SCOPE:

Prepare VSM & STW(standard work flow) and analyse:


o

Layering, cutting , bundling processes

Audit the Cutting

Re-cut

Time Study

Implement WIP boards at cutting tables

Standardized the cutting tables

Implement effective method to calculate safety stock levels that incorporate the accuracy of
required WIP

Introduce Mechanism to serve the fabric & trims from W/H to cutting table & module

Optimize the marker Length

Correct WIP for schedule - Availability of right quantity of right material at right location.

EXISTING PROCESSES IN THE CUTTING DEPARTMENT:

Spreading
Cutting- Straight Knife
Cutting- Band Knife
Bundling
Trims & lining Cutting
Quality Audit
Cutting Input Issue

PROBLEMS:

Unnecessary work process,


Duplication of work,
Idle Time
Misunderstanding between workers
No Standard working process

REQUISITE DATA:
1. FABRIC STORE: Report of the fabric received.
DATE

FABRIC QUANTITY

CUMULATIVE TOTAL

9/6/2016

2674.4 meters

2674.4 meters

14/6/2016

155.00 meters

2829.4 meters

18/6/2016

4719.60 meters

7549.00 meters

20/6/2016

1222.40 meters

8771.4 meters

20/6/2016

67.00 meters

8838.4 meters

[ Note: Buyer: S Oliver, Colour: 39N7, Style: 2285 ]

RECORD OF ISSUED FABRIC:


ROLL DESCRIPTION

FABRIC QUANTITY

3261

23

5500

150

5479

150

5496

150

5483

150

5488

150

5504

150

5491

124

5497

150

5484

150

5498

150

5358

91

RECORD OF FIRST LOT:

Currently fabric rolls of 150 metres to 200 metres are used.


So, for 113 plies fabric roll is changed 6 times.
RECOMMENDATION:

[ Note: 66 metres to be used later on ]


Roll changing time taken by the operator = 34.12 sec
Roll unrolling time taken by the operators = 1.11 min
Data entry time =35.54 sec
Face side checking time = 20.82 sec
End bits collection = 30.07 sec
End bits tearing time = 13.76 sec
Total NVA time = (34.12+35.54+20.82+20.82+30.07+13.76+ 71)
= 3.42 minutes for each fabric roll change.
Total end bits collected in lot 1 = (4+2+2+2+2) metres
= 12 metres

So the probable solution is using bigger roll of fabric (consumption should be 1000 metres)
Benefits:

Non value added time 3.42 minutes will be eliminated.


Roll changing fatigue will reduce.
End bits loss will be eliminated.

2. SPREADING:
Manual, 4 steps process.

Pull the fabric end to another end of spreading = 9.39 seconds


Align the fabric end & keep the weight = 5.82 seconds
Go back to the starting point and & make a slit by using scissors = 10.78 seconds
Tearing the fabric end = 7.26 seconds

Thus, total non-value added time = 33.25 seconds.


Usage of semi-automatic spreading process is recommended.

3. WIP CALCULATION DURING SPREADING AND CUTTING:


Presently, WIP is not calculated while spreading and cutting. This results in end bits loss, which
are collected and stored.
Recommendation:

Maintaining a Cutting WIP Board.


Lay length to be decided on the basis of the fabric consumption of the fabric roll
to reduce end bit loss.

Fig: Suggested Cutting WIP Board


4. Embroidery machine:
White pencil marking is done for embroidery and after bundling it is send to
NAGNATHPURA.
It received after 1 day. Then bundling is done and those parts are sent to cut pats storage.
Non value added time= Minimum time is 1 day.
Recommendation :
At least a single embroidery machine should be procured.

5. IMPLEMENTING LARGER TICKETING ROLL:


Time takes to change the roll = 26 seconds
Time takes for wrong numbering = 270 seconds
Normal size ticket roll which are used for numbering are small in size. So at the time of numbering
frequent roll change is required.
So these can be called as a non-value added time.

RECOMMENDATION:
If roll size is bigger than normal size then no need of frequent changes of roll so it will reduce the time of
numbering.

VALUE STREAM MAPPING OF THE CUTTING SECTION ( Current


State)

VALUE STREAM MAPPING OF THE CUTTING SECTION ( FUTURE


STATE)

PROJECT 4
( ANALYSIS OF THE EXISTING PRODUCTION FLOOR LAYOUT AND
DEVELOPING A NEW PRODUCTION FLOOR LAYOUT)

PRESENT LAYOUT:

LIMITATIONS:

Distance from FABRIC STORE TO SPREADING TABLE IS =195.77 ft

The process is not streamlined in cutting department

More spatial requirement for Band Knife Cutting

Relay, numbering and bundling are not in sequence

Assembly line management to be streamlined

Some lines follow UBS while others follow progressive bundling system.

PROPOSED LAYOUT:

PROJECT 5
(To analyze the various causes of Load Unload Variance in sewing and suggest their
remedies to reduce the re-cuts happening in the industry)

INTRODUCTION
Value loss is nothing but waste. All man machine and material that is subsequently not
a part of sold products is known as wastage.
Value Loss in Sewing is an issue of concern because of the magnitude of loss that it
incurs to the industry.
There was an issue in Arvind ltd that the Load and Unload quantities were not equal in
the batches.
In our project we have traced and recorded the loading and output receipts for one batch
and one style.
The Variance resulted in the number of missing pieces.
Some of the reasons for missing the parts were:
Part sent to Re-cut
Part given to batch after In-Line Inspection
Part Missing from bundle.
Part Damaged while sewing.
Part not properly cut.
Part having defect in embroidery/print, etc.

Observed line: Batch A

Line Layout

DATA COLLECTION:

Order details:

Loading details:

OUTPUT DETAILS :

Loading = 1025
Washing Input = 1012
Reason: Pieces were sent for re-cut which after production were sent to washing without
being recorded in the register due to immediate shipment.

BATCH A LOADING DETAILS:

OUTPUT DETAILS:

Loading = 2229
Washing Input = 2211
Reason: bottlenecking due to absenteeism, thus pieces were sent to sampling operators. 18
pieces were misplaced during this movement.
LOADING DETAILS:

OUTPUT DETAILS:

Loading = 1382
Washing Input = 1364
Reason: Embroidery problem. Pieces were sent back for re-cutting and then embroidery.
Thus, were not considered as line balance.

ORDER TRACKING DETAILS:

1. Style 8497 Red

2. Style 8497 Blue

3. Style 8497 Grey

4. Style 8497 White

GRAPHICAL REPRESENTATION OF THE LOAD AND UNLOAD VARIANCE

CAUSES:

Garment parts sent for re-cut.


Operator absenteeism at critical operation.
Misplacement of the cut parts in batch.
Calculation mistakes in the batch register.
Defects from sewing.
Unavailability of Fabric in re-cutting.
Not maintaining proper records for re-cutting.
Parts damaged/lost in storage.

RECOMMENDATIONS:
Order Tracking Sheet should be maintained not only for total quantity but also size wise.
Operators should be trained properly to make them more efficient.

For the re-cutting, no re-cutting should be done without the proper form with the required
signature.
Before requesting for re-cut, the racks and other part storage area is supposed to be
checked thoroughly.
On recovery of the re-cut parts from cutting or sewing, the corresponding person should
be questioned and proper action should be taken.
A weekly inspection of both the sections can be done to find about the re-cut parts.
The racks need to have dividers
The storage system of the cutting room needs to be worked upon and improved.

SUGGESTED ORDER TRACKING SHEET FORMAT