1.Unit 129-130, Sector 4, IMT Manesar, Gurgaon Pin Code:122050, INDIA Tel: +91-124-4365444 Fax: +91-124-2291666 Website: www.shivshakti.in eMail: info@shivshakti.in Shiv Shakti Embroideries Pvt. Ltd.

2. Company: Shiv Shakti Embroideries Pvt. Ltd. Lehar Gupta Fashion Design Department National Institute of Fashion Technology New Delhi Ph: +91 8826167710 Email: lehargupta@gmail.com 3. Acknowledgment I would like to express my heart filled gratitude towards National Institute Of Fashion Technology, and all the faculty members of Fashion Design Departments, for their support and encouragement, without whom this project wouldn't be success. I would also like to thank the team of Shiv Shakti Embroideries Pvt. Ltd., namely Mr. Sanjay Bansal, Director, Mr.Vikash Gupta, Director, Mr. Sandeep Gupta, Director Sales, Mr. Rajesh Gupta, Director Sales, Mrs.Poonam Sahu, Head Merchandiser, Mr. Deepak Verma Designer, Mr. Lalit Joshi, Production Manager and the Accounts team. And all the export House namely Orient Craft Ltd., Matrix Clothing Pvt. Ltd. JB Fabrics, Super Fashions and Singla Enterprises. I would also like to thank Mr. Sparsh Gupta and Ms. Anshita Vachher for their support in the Photo shoot. Lehar Gupta, Fahion Design Department 4. Shiv Shakti Embroideries Pvt. Ltd. is essentially a Manufacturing company that acts as an intermediary between buying houses and export houses .For export houses, it functions as a buyer, where as it acts as a vendor for the buyers. 5. Shiv Shakti Embroideries Pvt. Ltd., a leading provider of Innovative, Quality Embroidery Solutions. Since its inception, over a decade, they continually support customers' efforts to produce finer work, more efficiently with fewer barriers and greater accuracy. SSEPL have every element of the embroidery process together in a tightly integrated application suite.. The in-house design and production facilities on state-of-the-art Swiss made Saurer machines and Japan made Tazima machines offer great products with excellent value for money. A fully compliant unit with in house QC allows one to focus on core competencywhereas with modern machines coupled with a skilled and dedicated team ensure one get what they truly deserve excellent quality and service. 6. Shiv Shakti Embroideries Pvt. Ltd. works with Allied Exports Industries CTAApparels Pvt. Ltd. Gaurav International Impulse International J.B.Fabrics Matrix Clothing Pvt. Ltd. Orient Crafts Ltd. Richa & Company Sargam Exports Ltd. Shahi Exports Pvt. Ltd. Singla Enterprises SSEPL works for all international Buyers ? ? ? ? ? ? ? ? ? ? ? 7. QUALITY CONTROL Quality control is a process by which entities review the quality of all factors involved in production. This approach places an emphasis on three aspects: 1. Elements such as controls, job management, defined and well managed processes, performance and integrity criteria, and identification of records 2. Competence, such as knowledge, skills, experience, and qualifications 3. Soft elements, such as personnel integrity, confidence, Organizational culture, motivation , team spirit, and quality relationships. The quality of the outputs is at risk if any of these three aspects is deficient in any way. Quality control emphasizes testing of products to uncover defects, and reporting to management who make the decision to allow or deny the release, whereas quality assurance attempts to improve and stabilize production, and associated processes, to avoid, or at least minimize, issues that led to the defects in the first place Total quality control Total Quality Control is the most important inspection control of all in cases where, despite statistical quality control techniques or quality improvements implemented, sales decrease. If the original specification does not reflect the correct quality requirements, quality cannot be inspected or manufactured into the product. For instance, the parameters for a pressure vessel should include not only the material and dimensions, but also operating, environmental, safety, reliability and maintainability requirements. Quality control in project management In project management, quality control requires the project manager and the project team to inspect the accomplished work to ensure that it's aligned with the project scope. 8. Quality assurance Quality assurance, or QA for short, refers to a program for the systematic monitoring and evaluation of the various aspects of a project, service, or facility to ensure that standards of quality are being met. It is important to realize also that quality is determined by the program sponsor. QA cannot absolutely guarantee the production of quality products, unfortunately, but makes this more likely. Two key principles characterize QA: "fit for purpose" (the product should be suitable for the intended purpose) and "right first time" (mistakes should be eliminated). QA includes regulation of the quality of raw materials, assemblies, products and components; services related to production; and management, production and inspection processes. It is important to realize also that quality is determined by the intended users, clients or customers, not by society in general: it is not the same as 'expensive' or 'high quality'. Even goods with low prices can be considered quality items if they meet a market need. QA is more than just testing the quality of aspects of a product, service or facility, it analyzes the quality to make sure it conforms to specific requirements and comply with established plans. Failure testing A valuableprocess to perform on a whole consumer product is failure testing or stress testing. In mechanical terms this is the operation of a product until it fails, often under stresses such as increasing vibration, temperature, and humidity. This exposes many unanticipated weaknesses in a product, and the data are used to drive engineering and manufacturing process improvements. Often quite simple changes can dramatically improve product service, such as changing to mold-resistant paint or adding lock-washer placement to the training for new assembly personnel. Statistical control Manyorganizations use statistical process control to bring the organization to Six Sigma levels of quality, in other words, so that the likelihood of an unexpected failure is confined to six standard deviations on the normal distribution. This probability is less than four one-millionths. Items controlled often include clerical tasks such as order-entry as well as conventional manufacturing tasks. Traditional statistical process controls in manufacturing operations usually proceed by randomly sampling and testing a fraction of the output. Variances in critical tolerances are continuously tracked and where necessary corrected before bad parts are produced. 9. SSEPL Quality Vision During the 1980s, the concept of company quality with the focus on management and people came to the fore. It was realized that, if all departments approached quality with an open mind, success was possible if the management led the quality improvement process. The quality of the outputs is at risk if any of these aspects is deficient in any way. The approach to quality management given here is therefore not limited to the manufacturing theatre only but can be applied to any business or non- business activity: Design work Administrative services Consulting Banking Insurance Computer software development Retailing Transportation Education It comprises a quality improvement process, which is generic in the sense it can be applied to any of these activities and it establishes a behavior pattern, which supports the achievement of quality. This in turn is supported by quality management practices which can include a number of business systems and which are usually specific to the activities of the business unit concerned. In manufacturing and constructions activities, these business practices can be equated to the models for quality assurance defined by the International Standards contained in the ISO 9000 series and the specified Specifications for quality systems. Still, in the system of Company Quality, the work being carried out was shop floor inspection which did not reveal the major quality problems. This led to quality assurance or total quality control, which has come into being recently. 10. Costs Associated With Manufactured Products There are myriad potential costs associated with selling a product which may be directly or indirectly linked to the actual production process. Possible costs include: Developing and maintaining supplier relationships. Transportation costs, including carrier payment terms; special charges in the realms of packaging, handling, and loading and unloading; and loss and damage expenses. Sales and freight terms that define payment terms, sales, and title transfers. Payment termsoptions here range from 15 days to as many as 90 days in some industries, and letter of credit terms provide additional options. These options, stated Cavinato, "often are not considered by managers in purchasing, traffic, and sales. Instead, most firms mandate these terms and they become 'boiler plate' in purchase orders, carrier contracts, and invoices. It can be mutually beneficial to negotiate these terms with suppliers and carriers. Costs to receive, process, or make ready, including unloading, counting, inspection, and inventory costs, as well as expenses associated with disposal of packaging and other product protection/transportation materials. Logistics expenses (warehousing, loading, unloading, handling, inventory control), which are typically lumped together under the catch-all title "Overhead," despite the fact that costs for each of these can vary significantly depending on the arrangement. Production costs accrued in actual manufacture of goods. Warranty costs. Quality costs, including costs associated with defective products (what percentage and how far down the production line), inspections, product returns, chargebacks, cooperage, and storage. Lot size costs, including inventory and cash flow costs associated with lots of varying size. Supplier inventory. Overhead costs of supplier and customer transactions, including billing, collection, payment preparation, and receiving processes. Product improvement and modification, including costs of correcting defects and standardization of materials and packaging. Regulatory/environmental costs associated with meeting federal or state laws and community expectations on environmentally friendly production and packaging processes. Compliance ethics Shiv Shakti Embroideries Pvt. Ltd functions according to basic ethics and ensures that human right are non-violated. No underage workers are employed and working conditions are excellent. Employees paid holidays, bonuses; clean working conditions and several other perks. The company associates with factories that are within 'compliant'. The compliance manager at Shiv Shakti Embroideries Pvt. Ltd ensures that workers have clean working conditions, proper lighting, easy ext to fire exits, first-aid facilities etc. It is also ensured that workers follow all safety measures. Shiv Shakti Embroideries Pvt. Ltd strive to offer the best quality in the business without compromising on moral ground. It believes in constantly bettering what it has already achieved. The way an organization depends a lot on the people and the 'team effort' that endlessly tolls behind the scenes. Good relationships go a long way in ensuring a strong understanding between employees. COSTING Product costing is the process of tracking and studying all the various expenses that are accrued in the production and sale of a product, from raw materials purchases to expenses associated with transporting the final product to retail establishments. It is widely regarded as an extremely important component in evaluating and planning overall business strategies. Product costing has undergone a dramatic metamorphosis in India over the past 50 years. In the 1940s, cost estimates normally included nothing more than total manufacturing costs. In the late '50s direct costing was implemented to separate variable [cost of materials, cost of transportation] and fixed [interest payments on equipment and facilities, rent, property taxes, executive salaries] costs. Fifty years ago, when manufacturing was far less automated than it is today, the costs of materials, labor and overhead were just about evenly divided. Now, production of a product's various components is often so synchronized on highly automated production lines that there is little or no need to maintain component inventories; thus, the old costing formulas, still used by many industries, are no longer applicable. Further complicating the costing equation is the trend in manufacturing to focus more attention on quality, flexibility and responsiveness, to meet customer needs. This makes production-line cost analysis more difficult because each line requires small, but significant, changes in production techniques." As a result, today's managers and business owners have found that the limited information available through older job costing methods is inadequate for making informed decisions in the contemporary business environment. With this in mind, Shiv Shakti Embroideries Pvt. Ltd have increasingly turned to detailed, long-range examinations that provide a more accurate representation of a product's true costs and benefits. The Company are discovering that their competitiveness is enhanced when purchasing, manufacturing, logistics, and product design groups begin using total life cycle costing. "Total life cycle cost recognizes that the purchase price of an item is only part of its total cost, just the beginning of a series of costs to be accumulated by the firm, its downstream customers, and users until the end of the product's life." This analysis is further enhanced when Shiv Shakti Embroideries Pvt. Ltd include suppliers/vendors in the process, because the costing process can help create a partnership relationship that enables both parties to move away from competitive stances on pricing, delivery dates, etc., toward cooperative initiatives that optimize the expense of creating and maintaining new products. 11. Fabric Inspection Procedure Inspection Standard: Four-Point System Defect Classification: Size of Defect Penalty (in Points) 3 inches or less 1 Over 3, but not over 6 inches 2 Over 6, but not over 9 inches 3 Over 9 inches 4 Amount to Inspect: At least 100% of the total rolls should be inspected Definition to Major defects: A major defect is any defect that, if found in a finished fabric, would classify that fabric as a second. Some general Major defects: Manufacturing Process Major Defects Weaving slubs, hole, missing yarn, conspicuous yarn variation, end out, soiled yarn, wrong yarn Knitting mixed yarn, yarn variation, runner, needle line, barre, slub, hole, and press off Dye or printing out of register, dye spots, machine stop, color out, color smear, or shading 12. Inspection Process: Check the quantity of products available Select the rolls to be inspected Check the packing way of the products Put the rolls on the inspection machine or other viewing device. Cut off a 6 inch piece across the width off the end of the roll. Mark the right and left side of the strip. Stop the inspection process every 50 yards and use the strip to check for any shading problems. Also make sure to check the end of the role. Inspect for visual defects with the light on at a speed slow enough to find the defects. (The fabric must be checked at a slow rate in order to effectively find flaws). Sometimes the light may have to be turned off to see how a flaw will affect the appearance of a garment. Check the quality of weaving & knitting Check the color shading for dyeing and/or printing Check that the roll contains the correct yardage as stated by the piece goods source. Check for skewed, biased, and bowed fabric. Mark any defects to the side with colored tape so that they can be easily found and noted. Check the actual fabric weight per roll Check the actual piece length and compared with labeled length Record any defects. Acceptance Point: Take 40 points per 100 yards as the acceptable defect rate. Acceptance Criteria (for the shipment):