Upload
baabul-singh
View
514
Download
28
Tags:
Embed Size (px)
Citation preview
APPAREL INTERNSHIP@
Orient Craft Limited
Knits Division
Gurgaon
Presented by:
Baabul Singh
Nitish Kohli
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
Introduction
Financials
Infrastructure
Organization Chart
Process Flow of the company
Department Study
Merchandising
Sampling
Fabric and Trims Store
Spreading & Cutting
CAD
Sewing
Washing
Dry Cleaning
Finishing & Packaging
Logistics
PPC
IE
Quality Assurance
Machine Details
Floor Plan
Project
Implementation of Kaizen
Improvement of Sewing
Floor Productivity
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
Men’s shirts
Kids wear
Knitted shirts/t-shirts
Ropers
CLIENTS
Armani Exchange
Marc Jacob
Dillard’s
Ann Taylor
Tommy Hilfiger
Banana Republic
GAP
Next Retail Ltd.
Old Navy
Ralph Lauren
Marks & Spencer
Macy’s
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 year’s profit was $8 million (40 crores), despite more competitive pricing.
Breakdown of Sales Revenue
Est. USD 2010 % of Sales Per Garment % Retail Price
Material Cost 82.5 – 99 million 50 – 60 $ 5.00 – 6.00 0.08 – 0.12
Labor 19.8 – 24.8
million
12 – 15 $ 1.20 – 1.50 0.02 – 0.03
Overhead 19.8 – 24.8
million
12 – 15 $ 1.20 – 1.50 0.02 – 0.03
Profit (Target) 16.5 million 10 $ 1.00 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
Joint Managing Director &
CEO
Production Manager
Cutting
Production
Finishing
Packing
Production Compliance
Quality Assurance Manager
Quality Auditors
General Manager
Personnel
Administration
Welfare
Maintenance
Security
House Keeping
Social Compliance
Electric
PROCESS FLOW
Interaction with Buyer
Placing of Order
Pre-Production Meeting
Prototype Approval
Size Set Sample
Approval
Acquisition of Raw Material
Raw Material Inspection
Fabric Washing / Relaxation
Marker Making
Spreading
Cutting SewingEmbroidery /
Printing (if any)
Garment Washing (if required)
Finishing
PackingShipment
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
PROCESS FLOW OF THE DEPARTMENT
Receives the tech pack
Send it to the sampling dept.
Calculation of cost and fabric
consumption
Confirming PO order
fabric and trims ordered
Getting the fit sample
approved
FPT to conform the standards
Getting approval for
size set
Preparing the cutting ticket for
cutting dept.
Pilot run for 50 100 pieces
Getting TOP samples approved
Follow up
Receives the tech pack
Send it to the sampling dept.
Calculation of cost and fabric
consumption
Confirming PO order
fabric and trims ordered
Getting the fit sample
approved
FPT to conform the standards
Getting approval for
size set
Preparing the cutting ticket for
cutting dept.
Pilot run for 50 100 pieces
Getting TOP samples approved
ACTIVITIES OF A MERCHANDISER
The following activities are done by a merchandiser:
Design sampling
Fabric sourcing
Accessories sourcing
Collecting test report
Quality check
Report maintenance
shipping
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 pattern’s workability.
Preparation of different samples and getting the buyer’s
approval.
Informing quality related problems, encountered during
preparing samples, to QC.
Revising the specification of the buyer.
Minimizing operations and consumption.
Innovation of new methods.
TYPES OF SAMPLES PREPARED
SAMPLES PREPARED
PROTO SAMPLE
FIT SAMPLE
SALES SAMPLE
PP SAMPLE
SIZE SET
SAMPLE
FABRIC & TRIMS STORE
All the raw materials are ordered and purchased
by the department.
Issuing of raw materials to various department is
done by the stores department.
Buyer either specifies the vendors or the
company sources it from vendors like :
Mafat Lal
Nahar textiles
WORK FLOW OF THE DEPARTMENT
REQUISITION OF MATERIAL
ACQUISITION OF MATERIAL
ISSUING OF MATERIALS TO
DIFF ERENT DEPARTMENTS
HIERARCHY OF THE DEPARTMENT
STORE MANAGER
FABRIC STORE
INCHARGE
FABRIC SUPERVISOR
HELPER
TRIM STORE INCHARGE
TRIM SUPERVISOR
HELPER
SPREADING & CUTTING
Spreading & Cutting is considered to be the most
important part of the garment manufacturing
unit.
It was located on the second floor of the building.
It was divided into 3 sections:
Spreading & Cutting 1 – Ground Floor
Spreading & Cutting 2 – First Floor
Bundling & Ticketing
SPREADING & CUTTING
All the labor was hired on contract basis.
There were two contractors, each handling one of
the Spreading & Cutting sections.
The no. plies depended on the GSM of the fabric.
They never calculated the no. of plies beforehand,
they only measured the height of the lay.
Lay height – 2 to 2.5 inches
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
•The fabric is then spread manually by 6 – 8 workers
•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.
BUNDLING & TICKETING
The Bundling and Ticketing section had company
employees.
Ticketing was done using ticketing guns.
Bundling takes place manually, every bundle had
a tag which contains the entire description of the
garment.
CAD DEPARTMENT
This department is divided into 2 sections:
Pattern Making Section:
This section is involved in making patterns for the different
garments.
The pattern making section is in the head office of the
company.
Most of the patterns are made manually and then plotted
and graded.
Marker Making Section:
This section receives patterns from the pattern making
section and then the marker is prepared.
The marker efficiency varies from 70% to 85%.
DEPARTMENTAL STRUCTURE
HEAD PATTERN MASTER
CAD MASTER
GRADING MASTERS
MARKER MAKERS
MANUAL PATTERN MASTER
HELPER
PLOTTER
SEWING DEPARTMENT
The unit had 2 sewing floors
Ground Floor – 6 sewing lines
First Floor – 7 sewing lines
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
CUT PARTS RECEIVED
PREPARATION OF SMALLER PARTS
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
contractor’s working
WASHING DEPARTMENT
There were 5 kinds of washing being done:
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.
Garment Wash:
This is usually done using detergent.
It is then followed by two cold water washes and
tumble drying.
Softener Wash:
Cationic softener is used in this kind of washing.
Softener is introduced after normal washing.
WASHING
Silicon Softener Wash:
If softener wash fails to give the desired feel, silicon
softener is used.
Silicon softener is used only for colored garments.
Bio-Wash:
Biopolis enzyme is used for this kind of washing.
It is used to remove pilling from the fabric surface.
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 buyer’s requirements.
FINISHING & PACKAGING
It is the last stage of making a garment
Buyer specifications are strictly followed
This department is located on both the sewing
floors
PROCESS FLOW
BATCH RECEIVED
FROM WASHING
TRIMMING IS DONE
MIDDLE CHECKING
MEASUREMENT CHECKING
IRONINGPRESENTATION
CHECKING
PACKAGING FINAL AUDIT
FINISHING & PACKAGING
Some of the operations performed at finishing
stage are :
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
Production Planning and Control
Industrial Engineering
PRODUCTION PLANNING AND CONTROL
The main functions of the PPC department are:
Making a calendar of production by booking the
capacity as per order quantity.
Keeping a track on the per day production to
check if it is meeting the targets or not.
They make reports of every day production of
each line.
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
QA DEPT DEVELOPS SPEC SHEET FOR EACH
OPERATION
IDENTIFIES THE CHECK POINTS
TRAINS THE OPERATOR
QC CHECKS THE QUALITY
QUALITY SUPERVISOR
SUPERVISE THEM
MANAGERS TAKE THE FINAL AUDIT
BUYERS QC GIVES THE APPROVAL
MACHINERY DETAILSTotal
Machine Quantity
Single Needle Lock Stitch 105
Single Needle Lock Stitch (UBT) 156
Single Needle Edge Cutter 6
Single Needle Chain Stitch 6
Double Needle Lock Stitch 5
Double Needle Chain Stitch 1
Kansai 7
Smocking 5
Four Thread Over-lock 67
Six Thread Over-lock 2
Over-lock (FOR) 1
Elastic 1
Binding (Flat Lock) 39
Bottom Hem (Flat Lock) 28
Button Hole 1
Button Stitch 3
Fusing 1
Heat Transfer S/Head 4
Heat Transfer D/Head 3
Embroidery/Kali Mundi 51
Needle Detector 2
Thread Trimming 8
Saddle Stitch 1
Zigzag 4
Pico-ting 1
Rib Cutter 6
Snap Button N/S 45 1
Strapping Machine 2
Fabric Relaxation Machine 1
Straight Knife Cutting Machine 9
Band Knife Machine 2
Washing Machine 7
Hydro Extractor 4
Tumble Dryer 6
Dry-Cleaning Machine 3
Total 549
SEWING FLOOR
CUTTING FLOOR
PROJECT
IMPLEMENTATION OF KAIZEN
OBJECTIVE
The objective of the project was to implement
kaizen on the sewing floor.
DEFINITION & CONCEPT
“KAI” = Change
“ZEN” = Good
Therefore, “KAIZEN” = Good Change
Or
KAIZEN means “continuous improvement” or
"continual improvement"
involving EVERYBODY in the organization from
the managers down to the workers (or every level
of employee)
KAIZEN VS. INNOVATION
The gradual approach- kaizen
The great leap approach- innovation
Innovation is dramatic, a real attention-getter
Kaizen, on the other hand, is often un-dramatic
and subtle, and its results are seldom
immediately visible
Kaizen is a continuous process.
Innovation is generally a one-shot phenomenon
GEMBA KAIZEN (COMMONSENSE LOW-
COST APPROACH TO MANAGEMENT)
Gemba = Workplace
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
FIVE PRINCIPLES OF GEMBA KAIZEN
When a problem/abnormality/opportunity occurs,
go to gemba (the workplace) first
Check with gembutsu like machines, equipment,
tools, jigs, fixtures or rejects etc
Take immediate or even temporary counter-
measures on the spot
Find out the root cause and remove the root
cause of the abnormality
Implement the solution and standardize to
prevent further trouble/recurrence
KAIZEN SYSTEM IN PRACTICE (THE
FORMAT)
It is continuous improvement in all aspects of life
It has total employee involvement (TEI) at its
base
Suggestions are given to supervisor/manager and
not dropped in a suggestion box (as in
conventional suggestion scheme)
Kaizen emphasizes on implementation
KAIZEN SYSTEM IN PRACTICE (THE
FORMAT)
Every employee takes part and gives suggestions
Kaizen suggestions are evaluated quickly
Suggestions can be departmental as well as inter-
departmental
Kaizen improves the dignity of the employees
KAIZEN IMPLEMENTATION – STEP I
(PLANNING)
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.
High-level
Mid-level
Event-level
KAIZEN IMPLEMENTATION – STEP I
(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.
KAIZEN IMPLEMENTATION – STEP II
(IMPLEMENT)
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
KAIZEN IMPLEMENTATION – STEP II
(IMPLEMENT)
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
KAIZEN IMPLEMENTATION – STEP III
(FOLLOW-UP)
Following-up to ensure that action items are
successfully completed
Working with Lean Champions to breakdown
obstacles
Measuring the actual results of the Kaizen to
document and quantify benefits
Establishing process control to ensure the ability
to consistently obtain improved performance
STEP III OUTCOME
REDUCTION OF TRANSPORTATION WASTE
Finishing Section
** New = New table introduced in the line
Time Saved = 5 minutes per 50 pieces
SAVING BOBBIN REWINDING TIME
Bobbin winding time = 35 seconds (approx.)
Bobbin changeover time = 25 seconds (approx.)
Total – 1 minute
Change = Issue of two bobbins
New bobbin winding & changeover time = 25
seconds (approx.)
KAIZEN IMPLEMENTATION – STEP IV
(EVALUATE)
A lean enterprise is a learning organization that
recognizes Kaizen as a continuous process of
improvement through:
Identifying improvements to the Kaizen
implementation process
Encouraging employees to identify further
improvement opportunities
Establishing a schedule to re-evaluate the VSM and
start a new Kaizen improvement cycle
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.
IMPROVEMENT OF SEWING FLOOR
PRODUCTIVITY
{Contractor system – The greatest obstacle & the
cause of inability to quantify benefits}
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…
Style # 85683 had an order quantity of 37550
pieces.
The style comprised of about 24 operations with
the daily target being 800 pieces and estimated
average output per day as 750 pieces.
Daily Production (Style # 85683) Line 1
Day 1 -
Day 2 -
Day 3 -
Day 4 -
Day 5 -
Day 6 298
Day 7 464
Day 8 502
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
contractor’s demands.
With just three changes, the output of the next
day was 706 pieces, totalling the line’s output to
1970 pieces.
Changes –
Punctuality
“Presenteeism”
Line Rearrangement
By 18th July, out of 7598 pieces, approximately
7000 pieces were introduced in the line.
The output was still pending because of the built-
in 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 contractor’s) will, of course,
as it was only meant for a day.
The day’s output sky-rocketed to 862 pieces
(target being 800).
Our point was well proven.
Note: - The line returned back to its normal lack-
lustrous 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…