CHAPTER I Company Profile

The Mission

RAFFITI is committed to creating a unique fashion environment that gives GRAFFITI clientele individuality. With the immense knowledge and exposure of

our buying staff and in-Store sales associates, GRAFFITI can create a wardrobe for the new millennium that encompasses the trends of the world market with keeping the needs of the individual in mind. GRAFFITI is constantly changing its look to stay in step with fashion trends of the world market with keeping the needs of the individual in mind. GRAFFITI will rapidly update its look to stay in step with fashion trends in Asia and to insure its clientele an exclusive look for their fast paced lifestyle. We are dedicated to superb customer service that keeps each client on the cutting edge of fashion. GRAFFITI also aimed to cater more job opportunity with in the Philippines. The company will be opening doors to young and mature, for the company believes that every people is special in different ways.

The Vision

raffitis vision is to be the best tailored clothing company in the world. This means satisfying our customers in a distinctly superior manner, providing

quality products with the highest price-to-value ratio, reaching company financial goals, and fully developing our most important resource: our people Get to know Graffiti Our vision can help you see the world.

Core Values
Authenticity. We are a group of genuine, passionate people. We are true to the
participation, progression and lifestyle of the sports and style we represent and at a deeper level we are committed to being ourselves.

Balanced Ambition. At Graffiti, we are committed to balance. While extremely

challenging, balancing professional ambitions and life outside of work is core to this company's success.

Credibility. We are working hard to earn respect from our core customer. Style. We are dedicated to creatively exceeding our customers and partners
expectations in a style that can only be called Graffiti Style.

Leadership. At Graffiti we lead by example, we are not afraid to take risks and
learn from our failures. We strive to be leaders as individuals and as a company to ultimately change things for the better.

Respect. Graffiti is focused on being respectful to all individuals, the industries

and communities we live and play in.

Communication. Graffiti promotes a culture of respectful communication

throughout the company; communication is central to building and nurturing strong, trusting relationships. Communication is an obligation.

RAFFITI Company is composed of 5 individual departments and on top of it was the president, the owner of the company. These departments contribute

to the companys growth, each of which is a necessity for the organization to work. The Fashion Designer Department gives the impression to what is the upcoming range clothing collection, while the Design Department makes this impression a reality. One of the focused departments is the Chief of Operation Department. This department is the bulk producer of the clothing collection, and in due time this finished collections will be distributed on stores to sell, the distribution of the collection will be handled by the Sales and Marketing Manager Department. And

what is now left, the payroll, financial, and accounting matters these things are carefully managed by the Financial Controller Department.

CHAPTER II Product Design

Significance of the Product

Fig. 2.1 Boys T-shirt

Fig. 2.2 Girls T-shirt

RAFFITIs first design of t-shirt for boys and girls, the clothes is made of cotton fabrics to give the clientele the feeling of comfort while wearing it. The studs

are perfectly fastened on the outside of the clothes to secure the clientele safety of accidentally puncturing them with the studs while wearing these clothes.

Fig. 2.3 Exploded view of a shirt

Fig. 2.4 Parts of a T-shirt

Anatomy of a T-Shirt Cuff: The end of the sleeve is known as the cuff. Some t-shirt has rib knit cuffs, while others have self-fabric cuffs. Neckband: In fabric terms, tape is a narrow, woven piece of fabric. The best tshirts have a fully taped neck. This strip of fabric appears on the inside of the neck, helping to maintain the structure of the shirt, while making it more comfortable by covering the seam between the collar and the shirt. It also helps to absorb perspiration. There is often tape along the inner side vents as well, to help keep the shirt from coming un-tucked. Sleeve: The upper corner of the t-shirt has two extra fabrics that are mainly used to cover the upper arm of a person it is called sleeves. Some t-shirt manufacturer produces different lengths of sleeves depending on the type of t-shirt purpose. Hem: You will see the term double needle stitched used occasionally. This means that the hem is stitched with a double row of needles, and hence two rows of thread, running parallel to each other. A double needle stitched hem is less likely to unravel, and also give the shirt a more finished look.

Materials

Fig. 2.5 Cotton Fabrics

Fig. 2.8 Colored Buttons

Fig. 2.9 Special Vinyl Transfer Paper Fig. 2.6 Studs

Fig. 2.7 Cotton Threads

Demand Analysis

he recent economic slowdown combined with the tragic events within the year 2011, reduced consumer confidence, which led to declining sales in the apparel

industry as a whole. The impact of the economic slowdown is felt differently by various sub-sectors of the fashion industry, with some being more greatly affected than others, such as the men's wear industry, in which the demand is more elastic than in the women's wear industry. In general, the apparel market is positive due to the immensity and strength of the industry. However, manufacturers who want to enter the market will have to be extra-prudent and prepared to make greater investments in promotions and resources to do observation visits, conduct preliminary market tests, and increase their visibility by taking part in trade shows and other activities. Industry specialists strongly advise using specialized brokers to increase one's chances of success. GRAFFITI intends to target men and women in the Tri-State Area who require competitively priced, branded clothing. range between 15 and 59 years of age. According to the NPD, women spend about 80% of all money that goes for sportswear. They control 96% of the dollars spent on their own clothes, 93% of those spent on children's, and 60% of those spent for men's sports apparel. During 1999, the women's consumer segment, a constant consumer Within all groups, there are no color barriers and customers have diverse backgrounds, briefly stated these consumers

group, dominated the Philippine apparel sales market.

Women's apparel sales

growth was 3.7% and represented 52% of all apparel sales, whereas men's apparel growth was 4.1% and accounted for 31% of total apparel sales. Women tend to buy at a constant rate, whereas men's apparel sales have been growing. Individuals under the age of 20 wear about 43% of sports apparel, but individuals aged 45 and older accounted for 25% of the market in 1999. Girl's and boy's apparel rose 0.5% and 3.8%, respectively.

The Market Analysis table and chart, below, show potential customers in the TriState Area by gender and age groups, as well as potential Internet sales.

Fig. 2.10 Market Analysis (Pie Chart)

Market Analysis
Year 1 Potential Customers Men (20 to 49 Years) Women (20 to 49 Years) Boys (5 to 19 Years) Girls (5 to 19 Years) Infants & Toddlers (0 to 4 Years) Internet Total Growth 1% 1% 1% 1% 1% 202,69 3 207,07 5 98,462 93,859 204,71 9 209,15 1 99,440 94,790 206,26 5 211,24 7 100,42 8 95,730 208,831 213,364 101,425 96,679 210,918 215,503 102,432 97,638 63,025 Year 2 Year 3 Year 4 Year 5 CAGR 1.00% 1.00% 0.99% 0.99% 1.00%

60,577 61,180 61,789 62,404 225,00 254,25 287,30 13% 0 0 3 324,652 887,66 923,53 963,26 1,007,35 4.45% 6 0 2 5 Fig 2.11 Market Analysis Table

366,857 13.00% 1,056,37 3 4.45%

Life Cycle Management

Fig 2.12 Life Cycle of a T-Shirt 1. Raw Materials - fertilizer, energy, water 2. Processing - energy, cleaners, dyes 3. Manufacturing - energy, waste 4. Packaging - paper, plastics, waste 5. Transport energy 6. Use - bleach, detergents, water, energy 7. Either one of - Disposal (landfill), or Reuse (go back to 6), or recycle (go back to 1)

Lifecycle approach helps us to engage in whole systems thinking - both understanding the complex interactions between energy and material

throughout the life of a product, and thinking in the long term about the impacts these interactions will have on the environment and society.

Strategic Product Marketing

Marketing Strategy Our marketing strategy will focus heavily on sales promotion, niche positioning in the market and customer service with loyalty and retention in sales.

The marketing budget will not exceed 5% of our gross annual sales. Our promotions will always stay in tune with our company mission statement.

1 Pricing Strategy GRAFFITI will maintain a flexible pricing strategy. We base the product lines that we carry on their reputation and quality as t-shirt apparel. Most of our lines come with a suggested retail price that we will follow. We will also utilize the standard practice of key stoning as well. 2 Promotion Strategy GRAFFITI will follow an aggressive yet creative promotional plan. This will allow us to focus directly on our target customer while still being conservative with our advertising peso.

A press release kit will be sent to all major media outlets in Metro Manila, PH highlighting the grand opening of the first Filipino owned t-shirt apparel retailer in the city. This kit will include a press release, pictures of the interior space, color postcard/flyer, and a business card.

5,000 4x5 color flyers/postcards will be distributed throughout the. Spot radio advertisements on local FM radio stations. A direct mail program that will further focus on and target the top 50% customer base with special in-house sales and promotions.

3 Distribution Strategy Our retail location will be the foundation of building our customer base. We will also manage a direct mail program that will focus on our top 50% customers spotlighting any in-house sales and promotions. 4 Marketing Programs Our marketing programs will consist of the distribution of 5,000 color flyers two weeks prior to our grand opening event. 5 Positioning Statement For the more full-bodied individual seeking t-shirt apparel, GRAFFITI will offer name brand t-shirt in a larger assortment of styles and sizes that aren't always readily available in the mass t-shirt apparel retailers. Read more: http://www.bplans.com/clothing_retail_business_plan/strategy_and_implementation_ summary_fc.php#ixzz1fwd5M8tx

CHAPTER III Process Design

Production Management

Fig. 3.1 Process Design

Styling

The T-shirt style is designed and the dimensions are transferred to patterns. Adjustments are made for size differences and stylistic preferences.

Cutting

The T-shirt sections are cut to the dimensions of the patterns. The pieces consist of a tubed body, or separate front and back sections, sleeves, perhaps pockets, and trim.

Assembling the front and back

For fabric that is not tubed, the separate pieces for the front and back sections must be stitched together at the sides. They are joined at the seam lines to form a simple, narrow, superimposed seam and stitched together using an over edge stitch. Care must be taken to avoid a needle cutting the yarn of the fabric, which can lead to tears in the garment.

Assembling the sleeves

The hems of sleeves are generally finished before they are fitted into the garment, since it is easier to hem the fabric while it is flat. An automated system moves the sleeves to the sewing head by conveyor. The edge may be finished by folding it over, forming the hem and stitching, or by applying a band. The band may be attached as a superimposed seam or folded over the edge as binding.

If the T-shirt body is tubular, the sleeve material is first sewn together, and then set into the garment. Alternatively, if the T-shirt is "cut and sewn," the unseamed sleeve is set into place. Later during the final stage of sewing the shirt, the sleeve and side seams are sewn in one action.

Stitching the hem

The garment hem is commonly sewn with an over edge stitch, resulting in a flexible hem. The tension of the stitch should be loose enough to allow stretching the garment without tearing the fabric. Alternative hem styles include a combination of edge finishing stitches.

Stitching the shoulder seams

Generally, shoulder seams require a simple superimposed seam. Higher quality T-shirt manufacturers may reinforce seams with tape or elastic. Depending on the style of the T-shirt, the seams at the shoulder may be completed before or after the neckband is attached. For instance, if a tubular neckband is to be applied, the shoulder seams must first be closed.

Attaching the neckband

For crew neck shirts, the neck edge should be slightly shorter in circumference than the outer edge where it is attached to the garment. Thus, the neckband must be stretched just the right amount to prevent bulging. Tubular neckbands are applied manually. The bands are folded, wrong sides together, stretched slightly, and aligned with the neckline. The superimposed seam is stitched with an over edge stitch. Bound seams are finished with a cover stitch and are easy to achieve. Bound seams may be used on a variety of neckline styles. The process entails feeding ribbed fabric through machines which fold the fabric and apply tension to it. Some neckbands on lower-priced shirts are attached separately to the front and back necklines of the garment. Thus when the shoulder seams are stitched, seams are visible on the neckband. V-necks require the extra step of either lapping or mitering the neckband. In the former process, one side is folded over the other. A mitered seam is more complex, requiring an operator to overlap the band accurately and stitch the band at center front. An easier method for a V-neck look is to attach the band to the neckline and then sew a tuck to form a V.

Finishing the neckline

Necklines with superimposed seams may be taped, so that the shirt is stronger and more comfortable. Tape may be extended across the back and

over the shoulder seams to reinforce this area as well and to flatten the seam. The seam is then cover stitched or top stitched. Label setting

One or more labels are usually attached at the back of the neckline. Labels provide information about the manufacturer, size, fabric content, and washing instructions.

Optional features

Some T-shirts will have trim or screen prints added for decorative purposes. Special T-shirts for infants have larger openings at the head. The shoulder seams are left open near the neck, and buttons or other fasteners are attached.

Finishing operations

T-shirts are inspected for flaws in the fabric, stitching, and thread. High-quality T-shirts may be pressed through steam tunnels before they are packaged. Packaging depends on the type of T-shirt and the intended distribution outlet. For underwear, the shirts are folded and packaged in preprinted bags, usually of clear plastic, that list information about the product. Shirts may be boarded, or folded around a piece of cardboard, so that they maintain their shape during shipping and on the shelf. Finally, they are placed into boxes by the dozen or half-dozen.

Read more: How t-shirt is made - material, production process, manufacture, making, used, dimensions, product, industry, Raw Materials, The Manufacturing Process of t-shirt http://www.madehow.com/Volume-2/T-Shirt.html#ixzz1fweTXp00

Capacity Requirements

RAFFITI Company can produce 420 sets of t-shirt per day within 7 working hours. Each set is composed of 1 small, 1 medium, 1 large, and 1 extra large

size of t-shirts. A total of 1680 t-shirts can be produced within the day.

Process Mapping

RAFFITI use a minimal machine to give people the chance to have a job within the company. As a company that is involved in community centered

application the company is able to give jobs to community with a competitive salary. The Machine Ultrasonic It is Hot-Fix used for Setting setting on

Machine FYD-365 rhinestones, rhinestuds

fabric, leather, and etc material. The company will be using 4 machines and 2 machines in reserve.

Fig. 3.2 Ultrasonic Hot-Fix Setting Machine FYD-365 1-Needle, Unison Feed Lockstitch Machine With its larger needle bar stroke, higher presser foot lift, and newly adopted double-tension mechanism, the machine offers excellent sewing capabilities and responsiveness! The company will be using 120 sewing machines and 10 machines for reserve.

Fig. 3.3 1-Needle, Unison Feed Lockstitch Machine HYS-58 Gravity Feed Bottle Iron It is specially designed for use in garment factories, laundry and dry cleaners, apparel and alteration stores, boutiques, department stores, hotels, hospitals, etc. The company will be using 56 machines and 5 machines for reserve.

Fig. 3.4 HYS-58 Gravity Feed Bottle Iron Industrial Diesel Generator It is a combination of a large diesel engine, an electric motor that is used to generate electricity. The company will need 5 diesel generator and 2 generators for reserve.

Fig. 3.5 Industrial Diesel Generator

Cycle Time and Processing Analysis

Quantit y
1 1 1 1 1 1 1 1 1 1

Process
Cutting of fabric Sewing front and back Stitching hem Stitching shoulder Attaching neckband Label setting Stud setting Optional features Ironing Measurement checking

Time
10 min 10 min min min 10 min min 20 min min 10 min

Peopl e
40 40 16 16 40 8 40 16 40 8

4 4

2 min

Attaching price code and hangtag 1 20 sec 4 Packaging 1 1 min 40 Fig. 3.5 Process and Cycle Time Analysis Delivery Time (Processing Time + Warehouse Time + Shipping Time) Processing Time (1-3 days depending on the quantity of t-shirts ordered) Warehouse time (1-3 days) Shipment time (3-5 days) Determining Order Status Tracking number will be emailed once the order has been shipped. Payment Options We have tied up with Kaban to facilitate payments. You may pay online through ATM, G-Cash and Credit card.( Bancnet, Megalink, Visa, Mastercard, Globe G-Cash) Shipping & Handling Charges

Shipping charges are converted to Pesos Customs, Duties, and Taxes Orders that are shipped to countries outside of the Philippines may be subject to import taxes, customs duties and fees levied by the destination country ("Import Fees"). The recipient of an international shipment may be subject to such Import Fees, which are levied once a shipment reaches your country. Additional charges for customs clearance must be borne by the recipient; we have no control over these charges and cannot predict what they may be. Customs policies vary widely from country to country; you should contact your local customs office for further information. When customs clearance procedures are required, it can cause delays beyond our original delivery estimates.

CHAPTER IV Location and Facility Layout

Strategic Location

Fig. 4.1 Captured image of Kawit, Cavite using Google Map The building will be presiding somewhere in Kawit, Cavite to grab the possible resources present on the place and opportunities available on the land. Since the land is actually a provincial place the rate for workers are on the minimum. The taxes are also at minimal cost. All the materials are fairly close enough within the

place therefore we can buy the raw materials as soon as possible without further delays and at a minimum cost also for bulk orders.

Fig. 4.2 Factory Layout

Construction Time Table

4.3 Construction Table We plan to build the factory within the month of July 2012 until September 2012. These months clothing sales are low, but at the start of December people tends to buy clothing for themselves. So after September the company will start producing clothing to be sold on the store on the month of December.

Operation Maintenance
An O&M site assessment is a systematic method for identifying ways to optimize the performance of an existing building. It involves gathering, analyzing, and presenting information based on the building owner or managers requirements. Owners generally perform an O&M assessment for the following reasons: To identify low-cost O&M solutions for improving energy efficiency, comfort, and indoor air quality (IAQ)

To reduce premature equipment failure To insure optimal equipment performance To obtain an understanding of current O&M and PM practices and O&M documentation

O&M assessments may be performed as a stand-alone activity that results in a set of O&M recommendations or as part of retro commissioning (a larger more holistic approach to improving existing-building performance). The goal of the assessment is to gain an understanding of how building systems and equipment are currently operated and maintained, why these O&M strategies were chosen, and what the most significant problems are for building staff and occupants. Implementing O&M changes without fully understanding the owners operational needs can have disappointing and even disastrous effects. Most projects require the development of a formal assessment instrument in order to obtain all the necessary O&M information. This instrument includes a detailed interview with the facility manager, building operators and maintenance service contractors who are responsible for the administration and implementation of the O&M program. Depending on the scope of the project it may also include an in-depth site survey of equipment condition and gathering of nameplate information. Sample assessment forms are presented in Appendix A. An O&M assessment can take from a few days to several weeks to complete depending on the objectives and scope of the project. The assessment identifies the best opportunities for optimizing the energy-using systems and improving O&M practices. It provides the starting point for evaluating the present O&M program and a basis for understanding which O&M improvements are most cost effective to implement. Retro commissioning applies a four-phase process for improving or optimizing an existing building's operation and maintenance procedures. Retro commissioning is applied to buildings that have not previously been commissioned. The systematic retro commissioning process optimizes how equipment and systems operate, and how the systems function together. O&M tune-up activities and diagnostic monitoring and testing are primarily used to optimize the building systems. This flow chart shows the steps in the retro commissioning process. This booklet covers the Planning and Investigation Phases.

Decommissioning Phase

Fig. 4.4 Decommissioning Plan The decommissioning plan will help us to figure out what to do when the life span of the factory had been reached. Decommissioning - principal steps Final shut down Removal of radioactive sources including liquids Decontamination, dismantling and clean-out Immediate or deferred dismantling of structures Waste management - treatment, storage and disposal of operational and decommissioning wastes Survey and release of site for unrestricted use

CHAPTER V Supply Chain Management Information and Material Flow

Fig. 5.1 Material Flow Major material and product mass balance findings From the flowchart it can be seen that: 3.25 million tons of textiles flow through the UK each year approximately 55kg per person. Of this, half (52%) is imported as textile products, 25% as intermediate products mainly fabric, yarn and non-woven. The rest is imported fiber and fiber created in the UK about 10% each. The total import of textile materials and products is about 2.9 million tons.

The UK exports 1.15 million tons of clothing and textiles each year, comprising fibers, fabric and some completed products (mainly clothing and carpets). This includes about 200 thousand tons of products for reuse, recycling and final waste disposal abroad.

The total UK consumption of textile products is approximately 2.15 million tons equivalent to approximately 35kg per UK capita. The average consumer expenditure can therefore be estimated to be around 20 per kg.

The combined waste from clothing and textiles in the UK is about 2.35 million tons (0.7% of UK total B4), 13% going to material recovery (about 300 thousand tons), 13% to incineration and 74% (1.8 million tons) to landfill.

The UK clothing and textile sector and industry Several key indicators and findings for the sector and the industry can be extracted from the figure to the right B4 B5 B6: About 0.6kg of oil equivalent primary energy is used in the industry per kg of output (about 0.4% of the UK total). About two kilograms of CO2 equivalent is emitted to air per kg output (about 0.4% of the UK total). Approximately 60kg of water is used (about 0.5% of UK total) and about 45kg of waste water is discharged per kg of output. The difference is lost as evaporation during textile wet processes (e.g. dyeing). About one kg of solid waste arises per kg of output (about 0.5% of UK total). About half of the UK consumption of products is clothing (about one million tons). The major clothing product categories (both by value and mass) are Trousers (woven) etc., Pullovers etc. and T-shirt etc.. Combined these three clothing categories represent about half of the total consumption by mass.

One fifth of the UKs annual consumption by weight of clothing and textile products is manufactured in the UK (about 0.4 million tons). Of this about one third is carpet alone.

About two-thirds of the UK import of basic textile materials (fibers, yarns and fabrics) by mass to the industry is man-made, the rest is of natural origin (primarily cotton and wool about 15% and 10% respectively).

Total employment in the industry amounted to 182 thousand people in 2004 (47% in textiles and 53% in clothing). This is equivalent to a productivity of about 50 thousand of sales per employee. (Cited: Uk_Textiles.pdf)

Supply Management

Fig. 5.2 Supply Chain Management A supply chain consists of three types of entities: customers, a producer, and the producer's suppliers. The extended supply chain includes customers customers and suppliers suppliers. Supply chain management oversees and optimizes the processes of acquiring inputs from suppliers (purchasing), converting those inputs into a finished product (production), and delivering those products or outputs - to customers (fulfillment).

Transactions Systems
Transaction systems must be able to support a high number of concurrent users and transaction types. One of the main characteristics of a transaction or online system is that the interactions between the user and the system are very brief. Most transactions are executed in short time periods--one second, in some cases. The user will perform a complete business transaction through short interactions, with immediate response time required for each interaction. These are mission-critical applications; therefore, continuous availability, high performance, and data protection and integrity are required. Online transaction processing (OLTP) is transaction processing that occurs interactively; it requires: Immediate response time Continuous availability of the transaction interface to the end user Security Data integrity.

Online transactions are familiar to many people. Some examples include: ATM transactions such as deposits, withdrawals, inquiries, and transfers Supermarket payments with debit or credit cards Buying merchandise over the Internet.

In fact, an online system has many of the characteristics of an operating system: Managing and dispatching tasks Controlling user access authority to system resources Managing the use of memory Managing and controlling simultaneous access to data files Providing device independence.

Supply Chain Planning

Fig. 5.3 Supply Chain Planning Then a hierarchical structure was developed for the relationship between decision elements and prioritizing them within different levels and sublevels in those groups. The final weightage is given to the decision alternatives at the lowest level. Till now, the elements are considered as independent and their inner dependence is not taken into account. This structure is presented in figure 5.3. Once the hierarchical relationship between decision elements was established, the process of assigning priorities was done and then the effect of the inner dependence was included. The inner dependence model for our decision problem is presented in figure 5.3. In the super matrix, w1 represents the weightage of criteria (SWOT) elements; W2 represents the effect of inner dependence at criteria level. Thus we get the inner

dependent criteria weightage from Wfactors = W2*w1. W3 represents the local priorities for the sub-factors of criteria which are converted into global priorities by multiplying with Wfactors. Thus wsub-factor (global) = W3 * Wfactors. Finally the ultimate priorities of decision alternatives are established by multiplying the priorities of alternatives calculated with respect to sub-factors (W4) and global priorities of sub-factors (wsub-factor (global)). The final results achieved are presented in table 5.3 Once again the details of this study are covered by Hussain et al. (2010).

CHAPTER VI Total Quality Management Quality Assurance

The four quality assurance steps within the PDCA model stand for: Plan: Establish objectives and processes required to deliver the desired results. Do: Implement the process developed.

Check: Monitor and evaluate the implemented process by testing the results against the predetermined objectives Act: Apply actions necessary for improvement if the results require changes.

PDCA is an effective method for monitoring quality assurance because it analyzes existing conditions and methods used to provide the product or service customers. The goal is to ensure that excellence is inherent in every component of the process. Quality assurance also helps determine whether the steps used to provide the product or services are appropriate for the time and conditions. In addition, if the PDCA cycle is repeated throughout the lifetime of the product or service, it helps improve internal company efficiency. Quality assurance demands a degree of detail in order to be fully implemented at every step. Planning, for example, could include investigation into the quality of the raw materials used in manufacturing, the actual assembly, or the inspection processes used. The Checking step could include customer feedback, surveys, or other marketing vehicles to determine if customer needs are being exceeded and why they are or are not. Acting could mean a total revision in the manufacturing process in order to correct a technical or cosmetic flaw. Competition to provide specialized products and services results in breakthroughs as well as long-term growth and change. Quality assurance verifies that any customer offering, regardless if it is new or evolved is produced and offered with the best possible materials, in the most comprehensive way, with the highest standards. The goal to exceed customer expectations in a measurable and accountable process is provided by quality assurance.

Service Level Agreement

The starting point Although an SLA is an excellent expectations-managing mechanism, it's important to manage your own expectations of what it can realistically accomplish. Unfortunately, some people view an SLA as a complaint-stifling mechanism or a

quick fix to a troubled relationship; however, using it for such purpose creates more problems than it solves. Instead, think of an SLA as: A communications tool. The value of an agreement is not just in the final product; the very process of establishing an SLA helps to open up communications. A conflict-prevention tool. An agreement helps to avoid or alleviate disputes by providing a shared understanding of needs and priorities. And if conflicts do occur, they tend to be resolved more readily and with less gnashing of teeth. A living document. This is one of its most important benefits. The agreement isn't a dead-end document consigned to the Forget Forever file. On a predetermined frequency, the parties to the SLA review the agreement to assess service adequacy and negotiate adjustments. An objective basis for gauging service effectiveness. An SLA ensures that both parties use the same criteria to evaluate service quality. Service elements To be effective, a service level agreement must incorporate two sets of elements: service elements and management elements. The service elements clarify services by communicating such things as: the services provided (and perhaps certain services not provided, if customers might reasonably assume the availability of such services) conditions of service availability service standards, such as the timeframes within which services will be provided the responsibilities of both parties cost vs. service tradeoffs escalation procedures

Management elements The management elements focus on such things as:

how service effectiveness will be tracked how information about service effectiveness will be reported and addressed how service-related disagreements will be resolved how the parties will review and revise the agreement

Quality Control System

Most of the operations in manufacturing clothing are regulated by federal and international guidelines. Manufacturers may also set guidelines for the company. There are standards that apply specifically to the T-shirt industry, which include proper sizing and fit, appropriate needles and seams, types of stitches, and the number of stitches per inch. Stitches must be loose enough to allow the garment to stretch without breaking the seam. Hems must be flat and wide enough to prevent curling. T-shirts must also be inspected for proper application of neck-lines, which should rest flat against the body. The neckline should also recover properly after being slightly stretched.

Read more: How t-shirt is made - material, production process, manufacture, making, used, dimensions, product, industry, Raw Materials, The Manufacturing Process of t-shirt http://www.madehow.com/Volume-2/T-Shirt.html#ixzz1fwhh8RhQ

Continual Improvement
Continual improvement of the organization's overall performance should be a permanent objective of the organization.

Key benefits: Performance advantage through improved organizational capabilities. Alignment of improvement activities at all levels to an organization's strategic intent. Flexibility to react quickly to opportunities.

Applying the principle of continual improvement typically leads to: Employing a consistent organization-wide approach to continual improvement of the organization's performance. Providing people with training in the methods and tools of continual improvement. Making continual improvement of products, processes and systems an objective for every individual in the organization. Establishing goals to guide, and measures to track, continual improvement. Recognizing and acknowledging improvements.

CHAPTER VII Work System Design People Management

People management, also known as human resource management (HRM), encompasses the tasks of recruitment, management, and providing ongoing support and direction for the employees of an organization. These tasks can include the following: compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. When managing the people within an organization, a manager must focus on both hiring the right people and then getting the most out of these people. New personnel must provide the organization with the best talent available that meets the needs of the business. The organization must look ahead to how a new employee can be used to their fullest. Getting the most out of an employee means a business has consistent policies and practices in place to provide its people with appropriate training and development. Employees are involved as "partners" in the business. Probably the most important task a manager will face when dealing with the people under his direction is that of bringing out the best in them. Unlocking people potential is often seen as the key to any business's success. When an employee's talents are not channeled correctly, their behavior can seriously compromise the success of an organization. Some of the roles that an employee who is not being

used to his potential can take on are as follows: procrastinator, martyr, gossip, manipulator, backstabber, narcissist, a deer in the headlights, black hole, stonewalled, curmudgeon, bully, and predator. Instead of dealing with employees that develop defense mechanisms to mask their dissatisfaction with their work situation, let's look as some ways to encourage effective behavior at work. After a problem behavior has been identified, address the employee immediately. Discuss taking responsibility for the ineffective behavior, how the behavior manifests itself, and the effect the behavior is having on the organization. Next, give the employee alternatives to his current behavior. In other words, teach him or her how the principles of achievement: * cooperation * respect * self-motivation * trust * self-discipline Now that the employee has alternatives to their current behavior, draw up a performance improvement contract in which he or she agrees to specific actions to change his or her ineffective behavior. After the contract is signed, a manager needs to stay involved and committed to the process of change. He or she cannot assume that the problem will be automatically fixed now that it has been brought to light. The employee will require praise and reinforcement of any progress that they are able to make. If positive change is to occur, it will be evident soon after the initial confrontation. If this does not occur, a termination meeting must be scheduled quickly. One employee's toxic behavior can quickly spread throughout an organization if it is not dealt with quickly and efficiently. When evaluating an organization's workforce, there are several areas that must be addressed. First, the staff must have the tools and resources that they need to do their jobs effectively. Employees cannot be blamed for an organization's inefficiency if they are not provided with the equipment necessary to perform adequately. Next, get to know each employee as an individual and make sure that they are aware of their specific role within the organization. Clarify their responsibilities and goals. Also, involve each employee in making decisions which affect their area of expertise. This will result in the employee feeling that they "have a say" in what goes on in the organization and he or she will feel a sense of ownership. Finally,

make sure that employees have an opportunity to have fun with their coworkers at appropriate times. People Empowerment can be a very effective tool within the field of people management. This technique can be used to involve employees in any improvement program within an organization. Authority, accountability, and responsibility are delegated to the employees for improving the processes which are under their control without first having to obtain permission from management before making changes. This can be successful only when employees are recognized, congratulated, and rewarded for their commitment to problem solving.

Talent Acquisition
Sourcing Determining the most effective places to find the talent needed Includes internal and external sources The process includes announcing the jobs availability to the market and identifying and attracting qualified candidates to apply. Includes traditional techniques like advertisements, job fairs and postings Also includes techniques like social networking, finding passive candidates, and targeted functional searches Selection: The process used to choose the best talent to make the best fit with the organization. The process involves:

Interviewing to reveal certain desired characteristics; measuring applicants on those characteristics; and extending an employment offer

Common Types of Interviews: Behavioral based upon the premise that past behavior is the best predictor of future behavior Situational based upon hypothetical situations and the candidates responses Traditional basic questions usually centered around education, experience, skills Technical focused on specific skill and knowledge needs for a particular function or field Pre-Boarding is the process of beginning the integration of a new hire into the new organization and work team. Begins as soon as the employee is offered and accepts the position Should immediately connect the employee to the agency via the supervisor, human resources, and the work buddy/mentor as the primary points of contact Initiates the process for the employees workstation, equipment, supplies, technology and online access Talent Acquisition Operational Work flow: Requisition Process > Sourcing > Application Process > Screening and Interviewing > Employment Offers & Notification of Non-selection How to measure the success of talent acquisition strategies: Quality of Hire. Percentage of new hires that were the organizations top choice Quality of Candidates. The ability of the organization to define the knowledge, skills and abilities needed to succeed in the job and work environment and to source candidates that meet the competencies Program Satisfaction. Hiring manager satisfaction with the recruitment and hiring process and quality of candidates

Time-to-Hire. The time it takes to hire a candidate to fill a position from job open until the position is offered and accepted New Hire Retention Rate. The number of new hires who remain on the job for the first 12 to 18 months New Hire Failure Rate. The percentage of new hires in key jobs that were terminated or asked to leave New Hire Retention Rate. The number of new hires who remain on the job for the first 12 to 18 months Performance Ratings of Contributor or Extraordinary Contributor. Whether top candidates meet or exceed expectations on performance reviews Talent Acquisition Strategies Best Practices: Proactively build and expand the pool of candidates. Seek to fill positions internally, if applicable. Improve candidates pre-screening process. Enhance employer brand and reputation in the recruiting market place. Explore new marketing outlets using Internet-based technologies (i.e., social networking sites) to reach passive candidates and targeted groups. Create efficiencies in recruitment processes and workflows. Obtain input from hiring managers. Solicit new hire feedback. Emphasize strategic workforce planning beyond 18-months. Scale back or freeze talent acquisition efforts, when the need arises.

Employee Motivation
Employee motivation, positive employee morale, rewards and recognition are explored in these resources. What creates motivated, contributing people? How do you maintain high employee morale when people work long hours? How does your reward and recognition system contribute to or deflate employee motivation, positive morale and retention? Answers are here.

1. Employee Engagement 2. Employee Recognition 3. Employee Retention 4. Managers and Motivation 5. Employee Surveys

Appraisal and Development Plan

(Cited: g9_form.pdf)