Beruflich Dokumente
Kultur Dokumente
@
Orient Craft Limited Knits Division Gurgaon
ACKNOWLEDGEMENT
We take this opportunity to express our gratitude to the people who have been instrumental in the successful completion of this internship
We would like to thank
Mr. L. P. Luthra Production Manager Mr. Jahangir Pathan General Manager Mr. Saikat Pramanik (Faculty Mentor) and all our faculty members for guiding us through this internship
CONTENTS
Company Profile
PPC IE
Department Study
Merchandising Sampling Fabric and Trims Store Spreading & Cutting CAD Sewing Washing
Project
Learning Outcome
COMPANY PROFILE
INTRODUCTION
Set up in 1978, Orient Craft Limited has consistently been one of India's top garment manufacture and export organizations The company has three shareholders
Mr. Sudhir Dhingra (Chairman and Managing Director), Mr. K.K. Kohli and Mr. Anoop Thatai
PRODUCT MIX
Blouses Skirts Pants Shorts Dresses Jackets Outerwear Mens shirts Kids wear Knitted shirts/t-shirts Ropers
CLIENTS
Armani Exchange Marc Jacob Dillards Ann Taylor Tommy Hilfiger Banana Republic GAP Next Retail Ltd. Old Navy Ralph Lauren Marks & Spencer Macys
FINANCIALS
Turnover USD 105 million for 2002-2003 USD 118 million for 2004-2005 USD 165 million for 2005-2006 (Rs. 742 crores)
Other Financials
Last years profit was $8 million (40 crores), despite more competitive pricing.
Labor
Overhead Profit (Target)
19.8 million
19.8 million 16.5 million
24.8 12 15
24.8 12 15 10
$ 1.20 1.50
$ 1.20 1.50 $ 1.00
0.02 0.03
0.02 0.03 0.02
INFRASTRUCTURE
Company has more than 21 production facilities, of which four are in Delhi, six in Gurgaon, and one large plant is located in Noida. The knitwear division is over 380,000 sq. ft. and employs 5000 people. In 2003 Orient established a manufacturing complex of 340,000 sq. ft. at the cost of over $10 million USD, which was at the time the single largest multi-product manufacturing plant in the whole of India.
ORGANIZATION CHART
Cutting Production
Production Manager
Finishing
Administration
Welfare
General Manager
Maintenance
Security
PROCESS FLOW
Interaction with Buyer Placing of Order PreProduction Meeting Prototype Approval Size Set Sample Approval
Spreading
Marker Making
Cutting
Sewing
Finishing
Shipment
Packing
DEPARTMENT STUDY
MERCHANDISING
The merchandisers are segregated according to the brands They form the relation and negotiation between the company and its buyers and suppliers
Merchandisers are divided according to the different brands Merchandisers follow up the style and the order until they have been received by the buyers
Confirming PO order
Follow up
ACTIVITIES OF A MERCHANDISER
SAMPLING
The sampling department is just a small portion of the production floor. It only has sewing machines. The other activities such as cutting and finishing are done in their respective departments. High priority is given to sampling.
DEPARTMENTAL STRUCTURE
Sampling Manager
Supervisor
Tailors
Embroiders
WORKING PROCEDURE
Getting clarifications about style details from merchandiser. Getting PPA from Buyer through Merchandiser.
Checking patterns workability.
Preparation of different samples and getting the buyers approval. Informing quality related problems, encountered during preparing samples, to QC. Revising the specification of the buyer.
Minimizing operations and consumption.
SAMPLES PREPARED
PROTO SAMPLE
FIT SAMPLE
SALES SAMPLE
PP SAMPLE
ACQUISITION OF MATERIAL
FABRIC SUPERVISOR
TRIM SUPERVISOR
HELPER
HELPER
Spreading & Cutting 1 Ground Floor Spreading & Cutting 2 First Floor Bundling & Ticketing
Tolerance in cutting varied from style to style and also buyer to buyer.
PROCESS FLOW
CPL is followed Fabric is cut in lengths = Lay length + 5% Since it is tubular, the fabric is cut open
The fabric is left overnight for relaxation If it needs to be washed, then sent for washing
If the fabric has been washed, then it is left for an hour for relaxation after spreading Otherwise, lay is covered with paper and left for 24 hours for relaxation
Finally, cutting is done using straight knife For small parts, usually of that of kids wear, band knife is used.
CAD DEPARTMENT
DEPARTMENTAL STRUCTURE
GRADING MASTERS
CAD MASTER HEAD PATTERN MASTER
PLOTTER
SEWING DEPARTMENT
Each line consisted of 25 to 30 machines, depending on the style. Each line was set according to the line plan of the running plan The average capacity of each line was 800 pieces per day
PROCESS FLOW
INLINE INSPECTION
ASSEMBLY OF PARTS
INSPECTION
SEWING DEPARTMENT
All the labor were employed through a contractor on piece rate basis
The production manager only supervised the contractors working
WASHING DEPARTMENT
Fabric Wash Garment Wash Softener Wash Silicon Softener Wash Bio Wash
WASHING
Fabric Wash:
Only cold water washing is done The fabric is then tumble dried. This is usually done using detergent. It is then followed by two cold water washes and tumble drying. Cationic softener is used in this kind of washing. Softener is introduced after normal washing.
Garment Wash:
Softener Wash:
WASHING
If softener wash fails to give the desired feel, silicon softener is used. Silicon softener is used only for colored garments. Biopolis enzyme is used for this kind of washing. It is used to remove pilling from the fabric surface.
Bio-Wash:
DRY CLEANING
The dry cleaning department was a very small part of the company with only 3 machines. The basic purpose for which dry cleaning was being used in the company was for the removal of oil stains. Though sometimes, dry cleaning was also done on buyers requirements.
PROCESS FLOW
BATCH RECEIVED FROM WASHING
TRIMMING IS DONE MIDDLE CHECKING
PRESENTATION CHECKING
IRONING
MEASUREMENT CHECKING
PACKAGING
FINAL AUDIT
Thread cutting Stain Removal Rough Checking Seam Ironing Alterations and Stain Removal Final Ironing Final Checking Tagging and Packing Presentation Checking and Carton Packing
LOGISTICS DEPARTMENT
The Logistics Department can also be referred to as the Operations department. This department comprises of two different departments. These are
INDUSTRIAL ENGINEERING
It is concerned with design, improvement and installation of integrated system of people, material, equipment and energy. They do time and work study for maximum utilization of the resources. Develops the line plan. Identifies the problem areas and corrects them.
QUALITY ASSURANCE
The main objective of the department is to maintain the quality of the product. To check that the Buyer requirements and specifications are followed properly. Check points: Stores Cutting Bundling and Ticketing Sewing Washing Finishing Final Audit
PROCESS FLOW
PPM HAPPENS AND QUALITY DETAILS GIVEN
MACHINERY DETAILS
Total Machine Single Needle Lock Stitch Single Needle Lock Stitch (UBT) Single Needle Edge Cutter Single Needle Chain Stitch Double Needle Lock Stitch Double Needle Chain Stitch Kansai Smocking Four Thread Over-lock Six Thread Over-lock Over-lock (FOR) Elastic Binding (Flat Lock) Bottom Hem (Flat Lock) Button Hole Button Stitch Fusing Heat Transfer S/Head Heat Transfer D/Head Embroidery/Kali Mundi Needle Detector Thread Trimming Saddle Stitch Zigzag Pico-ting Rib Cutter Snap Button N/S 45 Strapping Machine Fabric Relaxation Machine Straight Knife Cutting Machine Band Knife Machine Washing Machine Hydro Extractor Tumble Dryer Dry-Cleaning Machine Total Quantity 105 156 6 6 5 1 7 5 67 2 1 1 39 28 1 3 1 4 3 51 2 8 1 4 1 6 1 2 1 9 2 7 4 6 3 549
SEWING FLOOR
CUTTING FLOOR
PROJECT
IMPLEMENTATION OF KAIZEN
OBJECTIVE
The objective of the project was to implement kaizen on the sewing floor.
A process of continuously
Going to the workplace (where problem/abnormality is) Identifying the problem and it's root causes Reducing and eliminating muda (waste), mura (inconsistency) and muri (strain) Solving the problem or improving the situation
Suggestions are given to supervisor/manager and not dropped in a suggestion box (as in conventional suggestion scheme)
Kaizen emphasizes on implementation
The Kaizen planning phase seeks to Define, Measure and Analyze the process that will be the Kaizen focus. There are three levels of Kaizen planning.
Event planning includes: Kaizen team member selection Kaizen charter approval Location preparation (including equipment, materials, etc.) Data needs identification and preparation
STEP I OUTCOME
Kaizen team formed comprising of 7 members lead by the Production Manager (Mr. L. P. Luthra) himself. Kaizen charter was verbally approved. Focus was decided to be the sewing floor (specifically line 5 & 6 on the first floor) for the first trial. All the data regarding the running style (style # 20426), machinery on lines and workforce was collected.
Train members of the Kaizen team on the Lean principles that they will be applying
Review the VSM, and perform additional measurements and analyses, if needed Facilitate an ideation/brainstorming processes to identify improvement options
Implement improvements by breaking apart the process and putting it back together without the waste
Prepare an action plan with a list of activities required to complete the Kaizen process
Verify the alignment of the selected improvements with the future state VSM Identify expected measurable improvements Obtain participant feedback Report Kaizen results to Champions and celebrate success
STEP II OUTCOME
Members of the Kaizen team were taught about the basic lean principles
Line supervisors made aware of the lean initiative Brainstorming conducted of probable improvements Suggestions demanded from Kaizen team members as well as the line supervisors
Finishing Section
A lean enterprise is a learning organization that recognizes Kaizen as a continuous process of improvement through:
STEP IV OUTCOME
The workers were identified as the next possible group of people who needed to be educated about continuous improvement, as they can give suggestions like no one else.
Though we were to leave the Kaizen team, the team members were encouraged to keep the process alive; & they intended to. The Kaizen team was scheduled to meet every Monday morning and consider various improvement strategies, & implement them (if any) in the following week.
OBJECTIVE
The objective of the project was to increase the sewing floor productivity.
Style # 970920 was a ladies top with an order quantity of 5176 pieces.
The style comprised of about 20 operations with the daily target being 850 pieces and estimated average output per day as 800 pieces.
The line was introduced with about 240 pieces on 6th June, 2011.
However, the first output from the line came on 11th June, which is about six days after the introduction of first input in the line.
The line failed to give any output before that. As per the estimated average output per day, the order should have been completed within a maximum of 7 days, which is by 12th June, 2011.
Unfortunately, even on 20th of June, 2011, the total output of the line was only 4025 pieces, before we finally forfeited on the line. The order that should have been completed within a week failed to finish even on the 15th day.
SCENARIO
Day 3
Day 4 Day 5
Day 6
Day 7 Day 8
298
464 502
Total
1264
AT WORK
The workers, working on line 1 were asked to follow the timings strictly on 16th July 2011. All of them were informed that their presence is mandatory on Monday & Tuesday (18th-19th July). The line had been rearranged on Sunday, which had been previously working according to the contractors demands.
With just three changes, the output of the next day was 706 pieces, totalling the lines output to 1970 pieces.
Changes
By 18th July, out of 7598 pieces, approximately 7000 pieces were introduced in the line.
The output was still pending because of the builtin WIP. On 18th evening the line was yet again rearranged; this time in order to reduce the WIP. Multiple machines were appointed at bottlenecks and places where WIP had been stacked up.
On 19th, the workers sat according to new line, against their (& the contractors) will, of course, as it was only meant for a day. The days output sky-rocketed to 862 pieces (target being 800). Our point was well proven. Note: - The line returned back to its normal lacklustrous form the next day.
LEARNING EXPERIENCE
LEARNING OUTCOME
The eight weeks of training in the apparel industry ensured a practical orientation towards the understanding of
the industry, the infrastructure, set up, and functioning of the company
We were introduced to the concept of contractor system & how lethal can it be for a garment exporter This module geared us to undertake future responsibilities
THANK YOU