LT KARLE

MANUFACTURERS & EXPORTERS OF READYMADE GARMENTS &
TEXTILES (100% EOU)
(An ISO 9001:2008 Certified Company)

SUMMER INTERNSHIP REPORT

BATCH (2008 – 2012)

BY:
ANOOP SINGH
&
RAJEEV SHARAN

Apparel internship (2008-2012)

ACKNOWLEDGEMENT

The presentation of “SUMMER INTERNSHIP REPORT” was possible due to the
direction & help rendered by couple of persons. We take pleasure to remember them.

We acknowledge Ms.Jonalee Bajpai ,Course Coordinator B.F.Tech, NIFT, Bangalore.
Our profound thanks & indebted gratitude for our mentor Ms. Sweta Jain for her
guidance & suggestions given at every stage while bringing out this report.
First of all, we would like to thank Mr. Guruprasad, Learning & Development officer, LT
Karle, who provided us the brilliant opportunity to be internee at the organisation
We also extend a special thanks to Mr. Vijeindra Joshi, the Assistant General Manager
(and my mentor) for taking out time from his busy schedule to provide us with valuable
guidance throughout this training period.
Further, We would like to extend our regards to Mr.Vijay and Mr.Manjesh, the
Industrial Engineers for providing us with all the necessary information reviews and
remarks at all stages of the internship.We would also like to thank Mr. Santhosh, the
cutting in-charge and Mr.Rudresh,the QA Head of cutting room for their immense
cooperation during our study in the cutting room.
Our sincere thanks to all the managers of various departments for guiding us throughout
the internship.
We would also like to thank all staff and workers of LTK -2, for keeping patience and
sharing their valuable experience with us.

Anoop Singh
&
Rajeev Sharan

LT KARLE – ANOOP SINGH & RAJEEV SHARAN 2 NIFT, BANGALORE


OBJECTIVE OF THE INTERNSHIP

National Institute of Fashion Technology, a premier institute in South-east Asia is
responsible for human resource development for apparel industry in India. Apparel
Production department is imparting education in crucial areas of technology in garment
manufacturing. After completing three years of apparel production, a techno managerial
under graduate degree program at National Institute of Fashion Technology, the students
are exposed to a eight week industry internship with the leading garment manufacturing
organizations as a part of the course curriculum

The objective of this industry internship is aimed towards blending the classroom study
with industry application. This internship helps the students to analyze the day to day
activities along with practical application of different principles.

The objectives of internship is firstly to gain practical exposure and secondly application
of knowledge in real life projects.

This internship also helps us to learn and improve our interpersonal communication skills
with colleagues, peer group and workers.



Table of Contents
Sl No Page no
1. COMPANY PROFILE 5
2. SAMPLING DEPARTMENT 23
3. SPREADING & CUTTING DEPARTMENT 38
4. SEWING SECTION 48
5. FINISHING SECTION 58
6. QUALITY ASSURANCE 64
7. MATERIALS DEPARTMENT 67
8. IE DEPARTMENT 83
9. CPQAD 108
10 PLANNING 115
11 HUMAN RESOURCE DEPARTMENT 118
12 MERCHANDISING 123
ROLE OF PPM
13. IT DEPARTMENT 125
14. WASHING DEPARTMENT 129
15. SYSTEM & AUDIT DEPARTMENT 136

16. EXPORT & IMPORT DEPARTMENT 139

17. FINANCE DEPARTMENT 142

18. FACILITIES DEPARTMENT 145

19. COSTING DEPARTMENT 148

20. OBSERVATIONS AND LEARNING 151



COMPANY PROFILE



COMPANY PROFILE

Karle group is a leading business conglomerate in Apparel, Infrastructure, Life sciences,
Properties & Packaging. The group was founded by Late Sri L.T Karle in the year 1972,
by opening LT Karle Unit 1 in Yeshwanthpur, Bangalore to manufacture apparel. Sri LT
Karle hails from Karle village, 20kms from Hassan in Karnataka. He was a science
graduate & had undergone training in advance agriculture in USA .Having gained
knowledge in advanced agriculture; he introduced scientific farming in his Hassan farm.
He had a unique aptitude of foreseeing future potential of markets 7 tapping steadily from
time to time. Besides excelling in business and providing employment to 1000‟s of
people, he also dedicated to the public life by occupying various positions to contribute to
the society.

With his entrepreneurial skills, he has groomed his sons (Mr. Sudarshan Karle & Mr.
Mahendra Karle) to take Karle group into greater heights. Since then, there has been no
look back for the group, with the aggressive forays into other business apart from
Apparel. The group has clear vision with in depth knowledge of the market, committed
human resources, state of the art technology & global associations which have all helped
Karle group to spread its wings.

VISION: Nurture passion for innovation & creativity to achieve its goal to become a
dominant & most admired player in the chosen field.

MISSION: To continuously…….attract , develop , retain , innovative and creative
people , Evolve and upgrade – Knowledge and technology systems , Process , product
and services , Encourage organic and inorganic growth initiatives.

GOAL: To become dominant and most admired players in the chosen fields.



QUALITY POLICY: We are committed to provide apparel that meet or exceed present
and continual expectations of our customers in terms of : product quality , delivery and
cost.

ABOUT THE FOUNDER

Major positions held
 Joined Indian National Congress 1938
 President Malnad Productivity Council
 President-Apparel Export Promotion Council (Karnataka)
 President-Krishik Samaj
 Vice President- Karnataka Pradesh Congress Committee (KPCC)
 President: South India Textile Industries Association
 Member of Karnataka Legislative Council 1978(MLC)

Serial Entrepreneur
 Bangalore Crome Tannery 1970
 LT Karle and Company (1972)-Bangalore
 Bharathi Sales-Bangalore
 Machine Component Manufacturing Bangalore
 Bharathi Housing Factory- Bangalore
 Bharathi Tiles- Hasan
 Bharathi Coffee Curing- Hasan
 Vijay Kandasari Sugar- Hasan
 Bangalore Leather and Leather Craft Bangalore



CHRONOLOGICAL DEVELOPMENT

Apparel Sector:
 1972 LT Karle and Company, Unit 1, Yeshwanthpur
 1989 LT Karle Unit 2, Madanayakanahalli
 1994 Karle International Unit-1, Nagasandra village
 2001 LT Karle Unit 4- Peenya II stage
 2007 Karle International Unit-2, Mallarabanavadi

Other Business Companies
 1997-Karle Properties
 1998-Cymbio Pharma Pvt Ltd
 2005-Karle Health Sciences Pvt Ltd
 2007-Karle Infra Projects Pvt Ltd
 2007- ETI Karle Klinical Pvt Ltd
 2007-Karle Packaging Pvt Ltd



DIFFERENT UNITS



HEAD OFFICE and LTK Unit 1

KARLE GROUP OF COMPANIES
#151, INDUSTRIAL SUBURB,
YESHWANTHPUR,
BANGALORE - 560022
INDIA
Tel: +91-080-23475212, 41285311-15
Fax: 91-80-23374729
Website: www.karlegroup.com



New Head Office, ETI, KHS and Sampling Unit

NO.71 / 72, INDUSTRIAL SUBURB, WARD NO.10, NEAR ULLAS THEATRE, 1ST
BLOCK RAJAJINAGAR, BANGALORE – 560 010.
TEL: +91 – 080-2357 7460, 3250 4549,
FAX: +91 – 080 – 23474729



L T KARLE & CO (UNIT II)

#SURVEY NO.46/2, SHED NO.4, MADANAYAKANAHALLI TUMKUR ROAD,
BANGALORE NORTH
TEL: 23712341/23712338



KARLE INTERNATIONAL-1

NO. 73, NAGASANDRA VILLAGE TUMKUR ROAD, BANGALORE – 560 073
TEL: 28399046/28395161



L T KARLE & CO., (UNIT IV)

NO. V 77 & 78, INDUSTRIAL ESTATE, PEENYA 2nd STAGE,
BANGALORE - 560 058



KARLE INTERNATIONAL – II

SURVEY NO. 26/1, 26/2, 27/2, MALLAR BANAVADI, KUNIGAL
ROAD, NELAMANGALA TALUK,
BANGALORE RURAL DIST
TEL: 27700493/ 27700568

Production Capacity

S. No. Facility No of Machines Quantity per
month
1 KI -I 750 150,000
2 KI- II 1100 285,000
3 LTK-II 275 73,000
4 LTK-IV 350 90,000
Total 2475 598,000



CORE COMPETENCE OF KARLE GROUP
 Know the Job:- Over 38 years of expertise in Garment Manufacturing
 Ensure quality: - All 4 factories are ISO 9001 -2008 certified.
 Capacity: - four factories capable of manufacturing 600,000 garments a month.
 Integrated manufacturing: All the activities of garment manufacturing are
carried out in-house to ensure quality and consistency
 Competency: trained manpower to carry out the work.
 Customer Satisfaction: More than 80% business come from existing customers

CORE VALUES
 Deep respect for individuals and ecosystem
 Deliver excellent quality to stakeholders and society at large
 Be a responsible corporate and social citizen
 Commitment to honesty and transparency
 Respect for democratic process, change and joy.



KARLE & CO – DEPARTMENTS:

APPAREL

MANAGING PARTNERS GROUP EXECUTIVE BOARD

OPERATIONS PRE PRODUCTION SUPPORT
FUNCTIONS
KARLE COSTING
EXPORTS HUMAN
RESOURCES
LTK - 1 PRODUCT
DEVELOPMENT ADMINISTRATION
LTK - 2
SAMPLING
COMPLIANCE
LTK - 4
MERCHANDISING
FINANCE &
KI - 1 ACCOUNTS
SOURCING &
KI - 2 PURCHASE INFORMATION
TECH
MATERIALS
(STORES) SYSTEM &
AUDIT
RMQA
MAINTAINANCE
CPQAD & UTILITY M/C

MAINTAINANCE
EXLM - HO PRODUCTION

C&F - MARKETING
CHENNAI
COST CONTROL



CORPORATE –HR ORGANOGRAM

KARLE GROUP OF
COMPANIES
MANAGING PARTNERS

CHIEF PEOPLE
OFFICE
GENERAL MANAGER HUMAN
RESOURCE

TALENT TALENT LEARNING & PERSONAL GROUP
ACQUISITION MANAGEMENT DEVELOPMENT DEVELOPMENT FACILITIES



TOP MANAGEMENT
Group Executive Board Members [GEB]
 Mr. Sudharshan Karle – Managing Partner
 Mr. Mahendra Karle – Managing Partner
 Mr. P.P.Madappa – Senior Group Advisor

Corporate Management Council Members [CMC]
 Mr. Chandramowly – Chief People Officer
 Mr. Gururaj Bhat – Chief Financial Officer
 Mr. Gokal Chittaranjan – Chief Executive
 Mr. V.K.Kumar – Chief Financial Officer(Karle Infra Projects)
 Dr. M.V.Nagendra – Chief Principal Investigator (ETI Karle Clinical)

Business Units & Heads
 Apparel Sample Making – Mr. K.S.Prasanna (Partner)
 Apparel Production – Mr. Gokal Chittaranjan ( Chief Executive Manufacturing)
 Karle Integrated Packaging – Mr. Sunil Betigeri (Head Packaging Unit)
 Cymbio Pharma Pvt ltd – Mr. Sadyojatha A.M (Deputy G.M)
 Karle Health Sciences Pvt. ltd – Mr. Louis Menezes (Senior Vice President)
 ETI Karle Clinical Pvt ltd – Dr. M.V.Nagendra ( Chief Principal Investigator )
 Karle Properties – Mr. Srinivas Deshpande (Advisor)
 Mr. Gopala Krishna (Senior Executive)
 Karle Infra Projects – Mr. Mahlanna Sasalu (Chief Operating Officer)
o Mr. V.K.Kumar (Chief Financial Officer)



ORGANIZATION CHART:

General
Manager

Unit Head

P.M I.E P.E System Cutting in Finishing in Unit
Controller charge charge HR

Cutter/ Finishing
Layers / supervisor
Asst System controller Helpers

Checkers /
packers/
CAD spot
operators/P washers/
Bundle Feeding Producti Washin
roduction alteration
movers helpers on clerk g helper
writers/Em tailors
broidery
Asst

Ironers
Panel
checking
Supervisor
Production
writter

Numbering
helper
/Recutters/
Sorting
helpers/Pan
el checkers



CLIENTS:

 ABERCROMBIE AND FITCH
 LANDS END
 ANN TAYLOR
 TOMMY HILFIGER
 SEARS
 AMERICAN EAGLE
 HOLLISTER
 NIKE
 ADIDAS
 LEVIS

MAJOR CLIENTS (for the last year):

32%
39% Eddie Bauer
Nordstorm
Land's End
Ann Taylor
15%
14%



PRODUCT RANGE IN LTK-2

 HEAVY JACKETS
 LIGHT JACKETS
 SKIRTS
 TRENCH COATS
 CASUAL BLAZERS
 WIND SHETTERS

Men’s and Women’s wear

 L.T LARLE is known for their jackets in the global market and amongst
the Indian garment exporters

 Ann Taylor has awarded LT Karle NO.1 for their quality and production
in Asia.



SAMPLING DEPARTMENT



SAMPLING DEPARTMENT
The sampling department at L. T. Karle is a massive structure where samples for their
most valuable clients are made. The four main clients that are handled in the sampling
unit are:

 Ann Taylor
 Lands‟ end
 Eddie Bauer
 Nordstrom
The sampling department consists of the design team, processes like cad, pattern making,
cutting, production, finishing, inspection, fitting of the garment etc.

Quality Objectives:

 100% sample exit as per buyer requirement of quality and time
 100% sample approval within 2 fit rounds
 100% correct pattern release to production unit
 100% correct pattern release to production unit as per stipulated time
 Sample rejection <1.5%
 Internal audit performance >90%

The different kind of samples made is:

 Proto/ concept samples
 Fit samples
 Pre production sample
 Garment package test sample
 Size set samples
 Salesman sample
 Photo shoot sample



ORGANIZATIONAL CHART OF SAMPLING DEPARTMENT

HOD Sampling

Assistant Mgr Admin & scheduling A

Technician

Pattern Makers Sewing QA Coordinators
supervisors

Pattern
assistants
Feeding Iron Operators Operators Special
helpers machine oprts

Cutters

Assistant



A

Digitizers Sub store Maintenance
Assistants Head

Maintenance
mechanics

SAMPLE MAKING PROCESS

Objective: to make the required samples on time as per buyer specifications

Scope: this procedure is applicable for making samples for all buyers

Responsibilities:

 Merchandising department: Furnishing the controlled techpack, sampling
indent, materials, trim cards, and shrinkage reports for making samples.
 Materials department: Providing raw materials for making samples as per
sampling indent.
 Sampling department: make samples as per requirement and as per time and
action calendar and also provide the necessary information to the production unit.

The tech pack received by sampling has the following:

 Tech pack description:-

The tech pack consists of the following details.



 Style folder description:-

All the possible details like brand name development number, style name,
fit, pattern number and other minute details are included in this folder.

 Details & picture:-

The waist cut whether bias or contour with the GARMENT is represent
here. The place where maximum stitch is requires this fixing of the other
additional trims to be added to be through a diagram.

 Fabric details:-

The fabric group, main fabric, pocketing fabric is represented with
development number & code with the supplier reference. The weight,
width, composition quality & size are marked here.

 Thread details:-

The details of threads used are given with the code number. For e.g.:-,
main thread (41), navy thread (120), white thread (122), black thread
(125,126). The number‟s given in the bracket are the code numbers for
each colors which identifies the particular shade of the color. If the quality
specification is number given, it should be identified & conferred with the
buyer.

e.g.:- thickness (30tkt, 50tkt, 75tkt, 100tkt) 30 thicker, 100 finer, quality
cotton, poly, spun poly, rayon, poly-most strength, rayon-poor strength.

 Packing details:-

The details given here are about box & plastic bag with their respective
code number‟s, & RMN description or details.



Different methods of packing:-

 Dead man fold.

 Stand up pack.

 Hanger pack.

Zipper & Hardware

Zipper details include zipper chine zipper slider, zipper top stop, and zipper bottom stop
with their color description. Generally gold & silver would be the preferable colors.

 Zipper band.

 Zipper teeth.

 Puller.

 Stopper.

For men‟s garments zipper teeth comes in metal but in children‟s GARMENT.

It comes in plastic. The advantage is it comes with lock & unlocks system.

Comment sheet:-

 Additional care label order of destination is attached to addition care label.

 Additional text on care label.

The made “…………….” (Country of manufacturing) is represented here.

It should be numbered that care label for destination should be only in English.

 Polish hand tag.

The detail specified here are source plant & country. e.g.:-79000 15.-marocco.These are
the following details include waist band button fastener denim with their code numbers &
colors.



Labelhandbags & miscellaneous:-

This detail includes HPL, woven label leather patch, care label size ticket& style label
with code number‟s color description & other details. Miscellaneous includes details of
bias tape & fusing tape with their code numbers & color.

After Wash Measurements:-

The after wash measurements waist, thigh, knee, bottom, inseam, Front rise, back rise.
Zip leant mettle, fly opening are given. The after wash measurement increase or decrease
according to the type of Fabric.



CHECK LIST OF ITEMS/ REPORTS TO BE SENT ALONG WITH
SAMPLES

1. Proto/ PPR/ CR1
Package offered to Buyer QA

 Proto Samples
 Measurements and Comments of internal QA
 Tech pack
 Pattern Tracing
 Trim Card
 Fabric Shrinkage Report
 Samples Review Sheet
Package sent to Buyer

 Proto Samples
 Measurements and Comments of external QA
 Tech pack signed by Buyer QA
 Pattern Tracing
 Sample Review Sheet

2. Fit/ PPR/ CR2


 Fit Samples
 Tech pack
 Pattern Tracing
 Pinned Sample
 Trim Card
 Wash Standard & Wash Recipe
 Pattern Superimpose



 Samples Review Sheet

 Fit Samples
 Measurements and Comments of external QA
 Tech pack signed by Buyer QA
 Pattern Tracing
 Pinned Sample
 Sample Review Sheet

3. PPS/ QRS/ Counter Sample

 PP Samples
 Tech pack
 Pattern Tracing
 Nested Pattern
 Buyer agent approved Trim Card
 Mini marker
 Cut Patterns
 Wash Standards & Wash Recipe
 GPT Report
 Samples Check List
 Superimpose

 PP Samples
 PPS Report
 Pattern Tracing
 Sample Check List
Package sent to the Unit



 Sealed PP Sample
 Sealer Report
 Pattern Tracing

4. Size Set


 Size Set garments
 Size Set Report of internal QA
 Bulk Shrinkage Report
 Pattern Tracing
 Approved Wash Standards (Wash Recipe if applicable)
 Samples Check List

Package sent to the Unit

 Size Set garments
 Size Set report of external QA
 Full Set Patterns



CAD DEPARTMENT (SAMPLING SECTION)
Process Flow:

Blocks (sent by Buyer)

Measurement &
Specifications

Pattern Preparation (Manually- 4 Pattern Preparation On
tables are present) CAD system.

Digitization

Inspection of
Patterns
Amendments

Marker Preparation

Inspection of
Marker
Amendments

Cutting (according to Cutting Indent
Stitching received from Merchandising Dept.) Plotting

Sample Inspection Sent to Redesign of
Comments
against Tech pack Buyer Patterns



Applications:

 Marker Preparation (done by Pattern Making & Marking Team)
 Fabric Costing (done by Fabric Costing Executives- 2 members)

Costing (Process Flow):

Marker Development

Calculation of average fabric
consumption for a garment

Calculation of different losses

Estimation of Fabric
Requirement

Fabric Costing

Software Used:

Gerber-8.2



Work instructions for the preparation of pattern-making

1. Make the initial pattern
 Use the sloper/ tech pack/ sketch provided by buyer.
 Make pattern to hit specifications given, use how to measure manual to arrive
at measurement given in specification sheet.
 Check with Bill Of Material (BOM), to make patterns for shell, trims,
interlinings, poly-fills etc.
 Provide correct sewing margin.
 Provide notches, where required and match all seams.
 Mark the grain line.
 Mark all placements- pockets, labels, embroidery or patch etc.
 Make marking pattern.
 Check that the pattern is according to construction sheet, sketch and sample.
 Prepare the cutter's must and compare with BOM (i.e. in case of change
between colour ways- should be mentioned in cutter's must).
 Write style no., size, name of the pattern, cut quantity and pattern-version.
 Prepare pattern check report for measurements, seam matching and notches.
 Refer to shrinkage reports. In case of shrinkage/ elongation incorporate it as
soft/ hard patterns as applicable.
 Clarify with technician in case of doubts.

2. Do as follows if check report does not meet the buyer’s specifications
 Measure the proto garment to find out whether there was an error in
measuring as measurement by QA.
 Determine whether error is in measurement or in parts that are mismatched.
 Compare fabric report with shrinkage & elongation report.
 Compare actual fusing, ironing shrinkage/ elongation with lab reports.
 Take corrective action.



3. Repeat the process till we get a proto that in all respect is correct and can be sent to
buyer for the review. Put the seal of version on the patterns
4. Once the buyer gives the comment the first sample the following needs to be done
 Study the comments, compare with the proto sample to understand the
requirement.
 Study the mock sent by buyer and compare with the proto sample.
 Compare comments from buyer on specifications with proto and QA audit
report.
 Study „how to correct‟ instructions from buyer to understand the
requirements.
 Compare the above comments with P.V.O and identify the area to be
corrected.
 Develop a new pattern called fit pattern (P.V.I).
 Check whether the new pattern made tally with the revised measurement
chart & if all the comments have been incorporated, mention it on the
comment sheet.
 Check P.V.I and pattern check report.
 Destroy previous version hard pattern and maintain in soft copy.
 Repeat the above process till fit sample is approved.
5. After receiving the approval for fit samples (PPS- preproduction samples), the
final approved pattern must be graded to cover the size range.
 Follow the grade rules specified by buyer in the tech pack.
 Grades are the sizes required by buyer.
 Make block patterns, if required (depending on fabric report)
 Check all the sizes comparing them with each other to see that grading as per
grading rule.
 Prepare pattern check report for each size to ensure all measurements are
tallying with measurement chart.
 Write all reference no., pattern version, name of pattern, number of cut, style
no, grain line etc.



 Make multiple patterns for wash garments (depending on the % of shrinkage
and group of fabric according to shrinkage)



SPREADING & CUTTING DEPARTMENT



CUTTING
CUTTING SECTION AT KI-1
The cutting department at KI-1 is stationed at the second floor and it has state of the art
garment spreading and cutting machines. There are 2 types of cutting carried out at KI-1,
mainly:
 Manual spreading
 Machine spreading



The cutting section also has within it the CAD department, the re-cutting department, it
has sections for checking, numbering, and panel checking and sorting.

Cutting is done with the help of the CNC Gerber cutter (automated) and manually
through straight knife and band knife systems.



ORGANIZATION CHART

Cutting manager

Asst Incharge CAD executive CNC technician

Heat sealers
CAD operator
CNC operator Supervisor
spreading
P. writer CAD assistant

Helper
CNC
spreader
Cutter

Helper
Layer

Runner / body
embroidery/ printing

Supervisor

Numbering P. Helper Sorting Re Fusing Cutting
helper checking Bundling cutter helper issuer
helper helper



CUTTING SECTION AT LTK-2
The cutting section consists of the production in charge, cutting supervisor, cutter,
damage cutter, lay girls, lay helpers & clerk for record maintenance. The production in
charge is the person responsible for the entire cutting department. Objective of cutting is
to separate fabric parts as replica of pattern pieces in marker plan.
For fulfilling this requirement cutting master plays a vital role. As the major cost of the
garment is in the fabric, accounting to 60 % of the total cost, so it is very essential that
actual usage of fabric is slightly controlled by scientific methods & procedures.

Furniture & Fixtures:
1. Fabric laying table
2. Weight
3. Numbering stickers
4. Lay paper sheet
5. Bundle card
6. Clamps
7. Pencil
8. Patterns
9. Scissors
10. Storage- racks & trolleys.
11. Measuring tape

QUALITY OBJECTIVES:
100% achievement of planned batch production efficiency.
Cost / minute: Rs 1.45/-
Wage: Rs 0.874 per attended minute.
Compliance audit score > 80%
Internal audit performance > 90%
Attrition rate = <5%



Stores, spreading and cutting layout



Cutting department AQL =1.5

CUTTING (PATTERN SEPERATION ACCORDING TO SHRINKAGE %)

PATTERN COLOUR
A
B
C
D
E
F
G

The pattern for easy identification is differentiated with the help of different coloured
stickers
When the fabric swatches are sent for washing the shrinkage % of each lot is observed
and depending the shrinkage of each lot and depending on which lot fabric is issued
ffrom time to time the cutting QA accordingly gives the pattern
This colored sticker method is an in house innovation which is very user friendly and is
followed till date.

FORMATS AVAILABLE IN THE CUTTING DEPARTMENT:
 Cutting check list
 Laying check list
 Bundle identification
 Bundle checking or recutting reports
 Lay record
 Daily production status report



STAFF IN CUTTING DEPARTMENT
 Cutting supervisor
 Cutting head
 CAD operator
 Pattern maker
 QA
 QA assistant
 Production writer
 Cutting issuer
 Cutters
 Re –cutters
 Layers
 Sorting helpers
 Embroidery assistant
 Helpers
 Panel checkers

Machines available in C/S:
Machine Model Make Quantity

Straight knife Streak -II East man 5
Band knife STV-376 Wastema 2
End cutters EC-3 East man 4
Drilling Dz3-ID Dalian 2
Plotter GGT ACCUPLOT Gerber 1
100
Fusing machine HBP FA 700 Fiblon 1



Fusing machine (complete automatic)
Korea fiblon
The machine is divided into
 Belt speed
 Temperature
 Pressure
 ON/OFF main
 Upper /lower heat temperature
 Regulator

Fusing material strength is calculated using fusometer
This is used to check the bond strength
The machine is japan‟s obha siki

For example:
Fuse line temperature observed:125 degrees centigrade
Bond strength :400 gms
Duration :15 secs
Pressure :3 khr



SEWING DEPARTMENT



SEWING
Sewing department is where the actual production takes place. The batch should be set
according to the style . The batch is set based upon the previous time study. The
production target for each day is set according to the time study done by IED in order to
meet the shipment day.

The layout set up in this factory was batch & assembly(ETON) layout. The batch layout
is where parts like collar, cuff , front etc are prepared and assembly is where all the batch
parts are assembled. As soon as the bundles comes to the sewing section, the production
process starts.

QUALITY OBJECTIVES:

100 % achievement of planned batch production efficiency.
Cost / minute = 1.45 /-
Wage = Rs 0.874 per attended per minute
Compliance audit score > 80%
Internal audit performance > 90%
Unauthorized absenteeism < 2%
Attrition rate : < 5%



Sewing section layout:



SEWING:
Every tailor is graded
A=Rs 4500
B=Rs 4000
C=Rs 3800

ORGANISATION CHART:

AGM

Production Finishing Production
manager incharge executive

Supervisor PE Asst System
Floor incharge Pattern maker controller

Checker
Asst system
APM controller
Ironer
Supervisor
Finishing
Helper helper

Tailor Helper Operator Finishing
helper Batch
mover
Poly
packer Production
bank asst
Spot
wash

Alt tailor

Production
writer



PROCESS FLOW CHART:

Receipt of production file from PE

Preparation of unit PPS

Unit PPS approval QAM

Receipt of machine layout

Internal PPM

External PPM

Cutting /ROM
CS Accessories from
stores

Batch setting

Load pilot run

Approval of pilot runs by
QAM/CPQAD/BUYER QA

Bulk loading

Monitor production as per target

End line checking

Accountings & handover to system controller



LTK-2 MACHINE LIST

Machin
TOT e
TRAINI AL SEN Tot brought
R NG FINISHI IN T al from
LINE LINE LINE LINE LINE LINE & SECTI NG/ UNI OU in ALLO other
TYPE -1 -2 -3 -4 -5 -6 D ON Cutting T T use TED unit

3
S/N 27 26 30 26 23 26 2 10 8 208 208 587 -379 24

1
S/N EC 3 2 1 1 1 1 6 0 0 25 25 93 -68

D/N 16 15 15 10 15 15 0 0 0 86 86 124 -38

D/N CS 1 0 0 0 3 0 1 0 0

2
O/L 1 0 1 6 3 1 8 3 1 44 44 112 -68

BUTTON 0 0 0 0 0 0 0 0 3 3 3 19 -16

B/HOLE 0 0 0 0 0 0 5 0 0 5 5 17 -12

B.TAKE 1 1 2 1 1 1 1 0 1 9 9 28 -19

KEY.HOLE 1 1 1 1 1 0 0 0 0 5 5 7 -2

12/N 2 1 0 2 1 0 5 0 0 11 11 0 11

F/OF ARM 0 1 0 0 1 1 0 0 0 3 3 0 3

BLIND H 0 0 0 0 0 0 0 0 0 0 0 0 0

WELT 0 0 0 0 0 0 0 0 0 0 0 3 -3

XY TACKER 1 1 0 0 0 0 0 0 0 2 2 2 0

FLAT LOCK 1 0 1 0 0 0 1 0 0 3 3 3 0

SNAP 2 0 2 0 0 0 0 0 0

FEGGOTING
M/C 0 0 0 0 0 0 5 0 0



The sewing floor has 6 lines
A- Shift batch
B- Regular batch
C- Regular batch
D- Regular batch
E- Shift batch
F-regular batch

Shift batch the batch runs for 16 hours in a day
6 am to 2pm and 2.30 to 10.30pm
2:00 – 2.30 (lunch for shift batch)

The other batches run for 8 ½ hrs and lunch is from 1pm – 1.30pm
Lunch timing for other departments is 1.30-2.00pm
A batch is in one line has 46 machines
B batch is divided into two lines in two different places has 44 machines
C batch is divided into two lines in two different places 49 machines
D batch is in one line has 43 machines
E and f are divided into parts n assembly has 50 and 46 machines respectively.
After parts stitching before it goes to assembly each line has a parts bank where they
store the parts which will then be loaded into the assembly line which is switch track
system.



General Manager
 Governs the entire unit
 Head of the entire unit
 Analysis the monthly reports and directly works with the AGM
 Discusses the problems to the development team
 Plays an integral role in evaluation meeting of the entire organization
 Coordinates with chief executive officer about the progress and the issues
 Gets the highest salary in the unit

Assistant general manager
 Is like a factory manager and has roles of a factory manager
 Governs the entire production from top
 Starting from procurement to shipment
 Target is to reach the shipment date
 Production manager addresses to the AGM
 Reporting to the GM
 Unit monthly planning to be prepared by AGM
 Order tracking and discuss about the ppm dates etc
 Monthly turnover report to be generated by AGM

Production manager:
 To look after the production in terms of quantity
 Look after the employees in the batch
 Supervise the APM‟S
 Making sure the target production is reached at the desired time
 Coming up with immediate solutions to problems
 Keeping a track on production in all the lines
 Making changes in PPM if necessary
 Try to reach the unit‟s objectives



 Approve the daily OVER TIME reports produced by production writers

APM
 Direct the supervisors
 Head of the entire batch
 Have to handle and solve all the problems of the batch
 Have to report to the PM
 Have to make sure that the batch reaches the required target
 Plays an important role in pilot runs
 Approves daily DPR
 Helps the IE in line balancing
 Integral part in PPM

SUPERVISORS
 Directly interacts to the tailors
 First hand experience in batch problems
 Always on the floor
 Helps in time study
 Checks on the production and quality hourly
 Takes care of the tailors
 Can increase the tailors salary if finds them worth
 Rates the tailors

SYSTEM CONTROLLER
It is a department where the system controlling head takes care of movement of
 Cutting panels
 Parts bank
 Finished garments



 Cutting panels once it is out of the cutting department the system controller has to
the sign the report which has the details of the number of panels coming to the
shop floor
 And it has to tally to the report generated by the sewing department
 Any case of missing panels the system controller has to recheck and analyse or
else this department will be held responsible
 In case of parts bank it has to keep a track on the parts going from parts batch to
assembly
 In case of finished goods
 It has to keep a track on the finished garments going to the finishing department
and from there to washing to the head office if necessary



FINISHING DEPARTMENT



FINISHING

Finishing section consists of the various operations like trimming, ironing, measurement
checking, folding is carried out. In trimming operation sides of the pocket, seams, cuffs
(if any) i.e. tiny extensions of the thread are trimmed to give a uniform and finished look
to the garment. After trimming the general checking is done to see the above processes
are carried out correctly or not. Ironing is done to set crease wherever required and to
remove unwanted wrinkles. This gives a finished look to the garment. After ironing the
garment is sent for final checking where the garment is finally checked for any flaws and
defects. After the final checking the garments are sent for measurement checking before
the folding operation, here the garment is checked for its measurements against originals.
This step is the last operation in finishing which is folding, this includes fastening of all
the tags in proper fashion and folding the garment as per the buyer‟s requirement.



Finishing section layout



PROCESS FLOW CHART: FINISHING SECTION

Receipt of production file & packing approval

Receipt of garments from system controller

Middle checking

AQL inspection

Receipt of poly packing approval

De dusting with blower

Pressing

De dusting & removal of cut thread

Presentation checking

Measurement checking

Folding

Tagging

Poly bag packing

To packing section



PROCESS FLOW CHART: PACKING SECTION

Receipt of poly packed garment from finishing section

Sorting out of garments

Cartoning & marking

Packed AQL by CPQAD

Buyer certification

Shipment



STEP ONE
• Checking label for
A) Style No.
B) PO No.
• Affixing the price tag
• Folding the garment
• Placing folded garment in polythene bag and closing the bag
• One bag will have one garment.

STEP TWO
• All the garments placed in polythene bag will undergo Metal detector test
• Tested garments will be segregated size wise

STEP THREE
• Setting up carton box
• Mentioning product details on the carton box
• Placing the garments into carton box
• Closing and sealing the carton box

• PACKING COMBINATIONS
1) Solid color and solid size
2) Solid color and assorted size
3) Solid size and assorted color.
4) Assorted color and assorted size.



QUALITY ASSURANCE

Ensuring the production of the garment with reference to the standard specification is
known as quality control. Quality of the garment is inspected in various stages from
fabric to finished garment.

Fabric Quality
Once the fabric is received by the stores, it is checked by quality department by 4 point
system. Rejection of fabric should be informed to the supplier before 1 week, in case of
no information from the garment unit, the fabric is considered as accepted by the unit and
the supplier won‟t accept any more rejections. So, quality team should work as soon as
fabric in-house happens.
Common defects found during 4 point inspection
1. Broken stitches
2. Contamination
3. Double pick
4. Miss weave
5. Miss end
6. Stain
7. Slub
8. Stop mark
9. Miss point
10. Knots
11. Mend mark



Marker inspection
The marker plan is inspected for quality parameters before cutting operation. The
parameters include marker length, number of parts, garment size as per pattern, markings
as per pattern, grain lines, notches, marker matching one way, position of numbering
places.

Lay inspection
The defects occurring during spreading are inspected after the process. The common
defects obtained are to be minimized and account for the following i.e. lay length, lay
tension, selvedge edge cut, ply height, number of plies, lay alignment etc.

Cut part inspection
Components of the garments are to be cut with dimension of pattern to ensure better
sewing operation. To enhance it some of the common defects that are inspected are
notches, and frayed edges, cut part to pattern check.

Sewing inspection
In this, inspection is done at several stages which are as follows:
 Inline inspection - The sewn parts such as Cuff, sleeve attachment, pocket
attachment are inspected.

 End – of – line Audit – In this auditing of garment Seams, loops, Cuff attachment,
and hems.

 Pockets and seams are inspected for defects. The defects identified are: Uneven
top stitch, broken or skip stitch, wrong SPI, loose tension, marking mismatch etc.

 Label- missing, misplaced, slanted, wrong thread, raw edge, uneven tension etc
Pocket- Up-down, raw edge, skip, broken or down stitch, uneven topstitch, shade
variation, puckering



 Hem- Improper overlap stitch, roping, puckering, seam mismatch, broken, skip ,
tension, raw edge
 Side Seam- Raw edge, puckering, SPI wrong, uneven stitch, wrong thread,
broken, skip, down stitch

These are mostly occurring defects in garment production. An hourly report is maintained
and accordingly settings are kept in production line. In the final inspection AQL
Standards (according to buyer requirement ) is adopted to maintain quality.

Accepted quality level
It is the maximum quality level with tolerance within which the product can be accepted
for its quality, beyond which the product can be rejected. The following chart is used to
access quality:

AQL
Lot Size Sample Size 1.5 2.5 4.0
A R A R A R
2-8 2 0 1 0 1 0 1
9-15 3 0 1 0 1 0 1
16-25 5 0 1 0 1 0 1
26-50 8 0 1 0 1 1 2
51-90 13 0 1 1 2 1 2
91-150 20 1 2 1 2 2 3
151-280 30 1 2 2 3 3 4

QUALITY OBJECTIVES:
Failed audits % = <5%
End line defects % = < 10%
Cost of poor quality = < 2% of wage bill
Short shipment % = < 0.3%



MATERIALS DEPARTMENT



MATERIALS DEPARTMENT
Responsible for
 Receipt,
 Storage,
 Distribution,
 Record keeping and
 Identifying surplus and deficient quantities of materials.

1. RECEIPT OF MATERIAL

When the materials reach the concerned factories, the inward clerk of material
department check the purchase order, invoice, packing slip etc., to ascertain style
number, quantity ordered and received, and other specifications of the material.
Variations if any between ordered material and received will be brought to the notice
of concerned merchandiser to sort out the matter.

2. STORING OF MATERIAL

After receipt the material will be stored properly in the respective stores. Before
issuing the material for production they have got to be checked/ tested by Raw
Material Quality Assurance (RMQA) department. Therefore the material to be given
for RMQA will marked with orange colour sticker. After RMQA test the material
will be marked with green colour sticker.

3. ISSUING MATERIAL

Materials checked by RMQA will be issued to production department for cutting.
Sometimes material is issued from one factory to another depending upon the factory
in which a particular style is manufactured. For this purpose the dispatch clerk has to
prepare delivery challen (DC) and enter in the security counter.



4. SURPLUS/ DEFICIENT MATERIAL STATUS

Materials department is also responsible for detecting surplus / deficient quantity of
materials. It will prepare surplus quantity status and advice merchandising
department to plan for extra garments. In case of deficiency it will follow up with
import, sourcing and merchandising department to ensure that remaining quantity is
brought at right time.

5. PROCEDURE FOR IMPORTED MATERIAL

Apart from the procedure mentioned above additional formalities have to be
completed in respect of imported material. When the material arrives at the
respective factories the security department will break open the seal of consignment.
Important documents like packing slip, invoice, bill of entry etc., will be checked by
inward clerk of materials department. For each imported consignment get a bond
number allotted by customs department through EXIM department. The bond
number has to be entered in the inward register.



STORES
EOU
DTA
 EXPORT ORIENTED UNITS ARE
o LTK-4
o KI-2
 DUTY TARRIF AREA
o LTK-2
o KI-1

DTA pays duties entirely and gets the fabric
EOU does not pay the duties and get the fabric; it is as if the fabrics are with customs
dept

DTA cannot give fabric to EOU
EOU can give fabrics to DTA

EOU – export oriented unit
DTA – domestic traffic area

Fabric stores
The fabric is issued, stored and inspected here. The fabric is only stored, relaxed and
issued to the production floor after cutting. The inspection of the fabric is done here.

The fabric is inspected using 4 – point defects system. Here 100% fabric inspection is
done.

The formula used to calculate total points are:

A – Total defect points observed.

Net points = (A x 10000)/ (width in cms x length in meters).
If this value is greater than 22, than the roll is rejected.



Trims stores
The store maintains both capital and non-capital requirements of the factory. The capital
requirements of the factory are concerned with the files for maintenance records, data
storage devices, and computers etc. The non-capital requirements are the products used
for the garment production. The products are sewing threads, labels, zippers, accessories,
trims, rivets, fasteners etc. these materials are to be sourced / acquired as per buyer‟s
requirement before the actual production.

Furniture & Fixtures
a) Store Racks
b) Trim Storing Racks
c) Fabric Inspection Machine

QUALITY OBJECTIVES:
 100% of time materials issued to sampling with in the stipulated time.
 100% of the time submission of trim cards with in the stipulated time.
 100% upto date maintenance of store records.
 100% submission of counting report with in the stipulated time.

Head office team ;
Clearance of materials shortage and rejections for all the counting reports within the
stipulated time.
100% time stock confirmation with in the stipulated time from the left out bonds.

DTA units :
100% of times submission of counting reports with in the stipulated time.
100% planning of extra garments in stage 3.
Zero % production loss due to materials department



EOU units :
100% of time submission of counting reports within the stipulated time.
100% planning of extra garments in stage 3
100% updation of regulatory and statutory records.
Zero % production loss due to material departments.

NIKE
Sampling plan chart
Woven fabrics yards/mts Inspection quantity
less than 2000 yards One roll or 10% which ever is >
(1,800mts)
2001 to 20,000 yds 10%
(1,801-18,000mts)
20001-50000 yds 5%
(18001-46000mts)
Over 50000 yds 3%
(46001 mts)

Knit fabrics Inspection quantity
less than 2000 yards One roll or 10% which ever is >
(1,800mts)
2001 to 5000 yds 10%
(1,801-4600mts)
Over 2000yds 3%



Nike acceptable point
Fabric type Ind roll pts/100 yds Shipment points

Woven fabric 20 20
Warp knit 20 20
Knit fabric 25 20
(open or tubular)

Acceptance criteria Tommy
Fabric type Roll point /100 yds Shipment points
Woven fabric 28 20
Knits 36 30

L.T KARLE sampling plan

FABRIC ROLL POINT SHIPMENT POINT
Woven /knitted 20 20



ORGANISATION CHART:
HOD STORES

EXECUTIVE STORES

JUNIOR
EXECUTIVE DOCUMENTATION
PLANNING TEAM TEAM

Computer
operator Senior
assistant Senior
fabric and assistant DC &
accessories Annexure
Senior stock
assistant
Material
issues
Senior
assistant
inward

Assistant field
work

Helpers
Senior Senior
assistant assistant fabric
accessories

Assistant Assistant
accessories fabric



PROCESS FLOW CHART – INWARD PROCESS:

Stores

Receipt Order Status

Receipt of Bill Of Materials - QAMS

Prepare material Requirement Plan

Receipt Of Consignment

Inward Process

Package verification against Supplier Invoice / Packing Unit

Inhouse Status Report

Lab Test Forward counting report to merchandising Trim card
through HO materials

Pass Fail Inspection process Approved Rejected

Quality check
Pass Fail

Generation of counting
Report
Conditionally approved by Rejected
RMQAM / Buyer

Forward counting report Inform to purchase executive
to HO

Storage in rejected area
Send it back to
Storage of passed materials suppliers
Disposal after 6 months



Updated MRP

Balance material status
follow up

Forward bills to account for payment

Issues to sub stores with issue slip

Issue of fabric to cutting section Issues of trims to production
based on lay record based on MRS

Receipt of end bits from cutting Receipt of left out materials from
section production

Recutting process OCR

OCR



PROCESS FLOW CHART – IUT

Stores

Receipt of loading schedule from HO

Receipt of Bill Of Materials - QAMS

Update status to production

Receipt Of Materials

Inward Process

Package verification against packing list for weight & no of packages

Materials received with ispection Materials received without inspection

Generate in house status report
Lab test Trim card for accessories

Storage of materials Forward ISI to In
style wise house unit & Yes No pass
materials - HO Rejected

To be inspected

Inspection process



Inspection pass Inspection fail

Quality checking
Conditionally approved by Rejected
buyer
Counting report
Storage in rejected Area

Forward CR to materials Dpt –
HO – CC to inhouse unit
Send the materials to inhouse
unit with counting report

Storage of passed material

Updated MRP

BMS follow up

Update status to production

Issues to sub store with issue slip

Issues of fabric to cutting Issues of trims to production
section based on lay record based on MRS

Receipt of end bits from Receipt of left over
cutting section materials from production

Recutting process
OCR

OCR



Stores
Objective: Receipt, storage and issue of raw materials and packing materials in order to
ensure smooth production

Scope:
This procedure is applicable for receipt storage and issue of all types of raw materials

Responsibility:
 merchandising department
 Import department
 Raw material quality assurance
 Materials department

Materials department: depending on the documents from merchandiser through materials
department HO on receipt of order status
Based on BOM stores planning team shall prepare the following documents
 MRP
 Running length material work sheet
 Thread work sheet



IUT PROCESS
Production unit shall collect the following documents from-HO materials department on
receipt of loading schedule
 Production file
 Carton box work sheet
 Poly bag work sheet

MRP and thread worksheet shall be prepared by the unit
Storage of accepted items
Storage if failed items (identified by blue sticker)
Storage of conditionally approved items (C.A on the blue sticker)
Storage of rejected items (red sticker)
Once in 6 months review for decision on disposal



PROCESS FLOW CHART – TRIMS

Receipt of trims consignment in material department

Collect PO & packaging list from materials Dpt

Send samples to lab & proceed inspection

Trim card – send to merchandiser

Go for inspection – AQL

Metal detection & heat transfer test Pick samples for inspection as per AQL norms

Fail Do inspection as per laid out instruction

If fail in any test
Check lab test report & merchandiser
If no
approval report

If yes

Do not proceed further
inform HOD & act as per Make inspection report
instruction Pass

AQL fail

Pass quantity – store in pass Do 100% inspection
inspection area / counting

Rejected quantity – store in
rejected area

Inform HOD for further action



PROCESS FLOW CHART – FABRICS:

Receipt of fabric consignment in material department

Collect PO & packaging list from materials Dpt

Send samples to lab

Wash program
Swatch cutting

non wash program

Send swatches from 100%
rolls to lab for shrinkage test Shade band & colour Run card

Fabric relaxation projection

100% relaxation / ironing & fusing
shrinkage

Center to selvedge colour verification

Width measurement

Fabric quality inspection as per 4 point system

Inform HOD & Fail
act as per Check lab test report
instruction

Summary report

Take decision about acceptance / rejection by head of RMQA



IE DEPARTMENT



INDUSTRIAL ENGINEERING

Industrial Engineering Department is one of most important department in the industry.
It helps in up gradation of the production department with different types of studies in the
department like capacity, time, production, motion study. To improve the production &
achieve target in time it is setup in batch & SAM (standard allotted minute) is calculated.
IED follows the GENERAL SEWING DATA (GSD) system
Productivity = the ratio of output produced to the input resources utilized in the
production.

QUALITY OBJECTIVES:

100% of time actual SMV shall match with costed SMV with +/- 5% variation (monthly)
100% of time actual thread consumption shall match with costed thread consumption
with +/- 5% variation (monthly).
Preparation for the styles so as to reach learning curve targets min of 95%.
Maintain helper numbers in sewing line as per SMV‟s (with 5% max variation)

Functions of IE department at Karle:

Industrial Engineering (IE) department in Karle Group is located in new head office. It
has two wings. Each of the wings has two teams namely development team working from
head office and Implementation team working at our apparel factories. The department
uses specialized software called GSD (general sewing data).

1) Feasibility study: The development team studies the tech pack and determines
whether a particular style is possible to manufacture in our organization
considering the facilities/resources we have. This information will help the
organization to decide whether to accept or reject a particular business proposal.



2) Time study: The development team studies the time required for manufacturing a
particular style. For this purpose the various operations involved in a style are
segregated and time required for performance of each operation is calculated. By
adding all these time requirements the basic minutes is derived. Another 15% to
20% time is added as human fatigue to determine the time required for
manufacturing a garment which is called standard minute value (SMV). This
information is required by costing, production planning and production
departments.
3) Calculating thread consumption: The development team determines the
requirements of thread for manufacturing a style. This information is required for
the (a) costing department to arrive at the price to be quoted for the buyer, and (b)
merchandising department to decide the quantity of thread to be purchased.
4) Simplifying the style process: The development team works with technicians of
sampling department to simplify the construction of a garment at the product
development stage itself.
5) Making a sample piece at the factory: After the pre production meeting and
before the pilot run production, the implementation team at the unit will prepare a
sample piece of the garment to understand the technicalities involved in a style.
Difficulties if any found at this level will be resolved by discussing with
development team and sampling department.
6) Skill matrix for tailors: The implementation team is responsible for preparing
skill matrix of all the tailors working in the unit. This will help the industrial
engineers to understand the skill level of each and every tailor so that they can be
deployed at appropriate places in the production line.
7) Batch Setting: Before loading a style to production line, the implementation
team has to ensure that the number of production lines is available, all machines
are in proper condition and there is sufficient number of trained people to handle
all the critical operations.
8) Line Balancing: The implementation team has to study the process involved, the
time required for each operations, the competent tailors to be placed at each



machine of the production line, and the tasks to be performed by each tailors so
that all the tailors in the line get the work properly distributed.
9) Actual time study: The SMV calculated by development team is only an estimate
done in controlled condition at head office The implementation team will actually
do the time study at the factory after a style is loaded for mass production. This
will help the I.E. department to ascertain the variation between the SMV
calculated by development team and the actual time consumed for making a
garment. It will also help the production planning department to fix the daily
production targets for the production functionaries.
10) Daily production report: The implementation team prepares the daily production
report for each style and sends it to production planning department.

Role of IE

Pre production

Analyze the garment
See the 3 M‟s: MAN MATERIAL AND MACHINE requirement for the particular
garment and quantity
This includes
 Operation break down
 Thread consumption report
 Machine list
 Machine layout

During production
Line balancing
 Theoretical balancing :based on the SMV values
 Dynamic balancing: practical one based on the absenteeism



Post production
After the production is over the IE has to report to the development team if there has to
be any changes or any kind of problems faced during the production so that those
problems don‟t repeat.
Data analysis is done based on the reports generated
On efficiency, minute, cost, man and machine etc

Thread consumption

Instruction
1. List down the operation of the garment and enter the type of ink used as per
GSD.style bulletin in the operations and machine consumption separately.
2. Measure the scam length of each oper cms using a calibrated measuring tape by
excluding the margin.
3. Per each operation add 5cms allowance to the scan length on either side of the
scan for scan margin and wastage in threading and enter the values in scan length
4. Enter the number of scans for each operation in frequency collumn.
5. Refer the ratio chart and enter the ratio for each type of machine / stich type used
for the operation in the “ratio column.
6. Calculate thread consumption for each operation by formula given below:
Thread consumption in cms =SEAM LENGTH X FREQUENCY X RATIO
7. Add the thread consumption for all operations to obtain total thread consumption
for garment in cms.
8. Categorise thread consumption machine wise.
9. Calculate thread consumption in meters and enter in thread deatails.
10. Compare thread type colour/quality/stich/density with instructions given in style
file.
11. Refer the calculations done and the thread details table to categorise the
consumption for each thread type enter the values in thread summary.

THREAD RATIOS AND CONSUMPTION

Single needle
SPi needle bobbin Total ratio

10-12 1.25 1.25 1:2.5

12-14 1.5 1.5 1:3



Single needle top stitch-thicker thread.
Spi needle bobbin Total ratio

7 1.5 1.5 1:3

8 1.6 1.4 1:3

Double needle
Spi needle bobbin Total ratio

10-12 2.5 2.5 1:5

12-14 3 3 1:6

Chain stich
Spi needle looper Total ratio

10-12 2 4 1:6

12-14 2 4 1:6

14-16 3 4 1:7

3 thread overlock
Sp1 needle looper Total ratio

10-12 5 15 1:20

12-14 5 17 1:22

14-16 7 19 1:26



5thread overlock
Spi needle looper Total ratio

10-12 5 15 1:20

12-14 5 17 1:22

14-16 7 19 1:26

Single needle
No.of plys needle looper Total ratio

4 ply 2 1.4 1:3.4

2ply 1.6 1.4 1:3

2 needle flat lock (top and bottom cover)
Spi Needle 1 Needle 2 Top looper Bottom Total
looper
12 2.5 1.5 4 8.25 1:16.25

4 12.25

2 needle flat lock (top and bottom cover )
spi Needle 1 Needle 2 Top looper Btm looper total
12 3 4 6.4 10 1:23.4

7 16.4

3 needle flat lock(top and bottom cover )
Spi Needle 1 Needle 2 Needle top btm Total
3(center)
12 2.75 2.5 3.5 7.75 11.5 1:28
4 needle flat lock
Spi Needle 1 Needle 2 Needle 3 Needle 4 Top Btm total
looper loop
12 2 2.5 2.75 2.25 6.25 14.25 1:30
20:5
9.5

4 thread over lock
Spi Needle1 Needle 2 toploop Btm loop total
10 2 1.5 5.5 6.25 1:15.25
14 3.5 2.5 7 8 1:21

6 15



Example of thread worksheet of LT KARLE

FO IE/F
RM M/0
L.T.KARLE NO 2
THREAD CONSUMPTION CALCULATION
& Co RE
V.N 02
O

MERCHANDISIN DA
TO DEPT
G TE
GI 9/1/2011
DEVELOPMENT INDUSTRIAL
FROM DEPT VE
TEAM ENGG
N
STYLE NO 1J1245 BASED ON PPS
DESCRIPTI
Jacket SIZE M
ON
BUYER A&F

SEAM
PART T RA
OPERA MACHI SP LENGT FREQU
S E TI CONSUMP
TIONS NE I H IN ENCY
NAME X O TION
CMS
Hood 10
1.2
panels att snt 60 - 74 2 185
5
fell seam 12
10
1.2
snb 40 - 74 2 185
5
12
Hood
15 8-
panels att tmncs 81 4 3 972
0 10
FOA
8-
bmncs 80 81 4 4 1296
Hood 10
Hood 10
1.2
btm pnls snt 60 - 34 2 85
5
att shell 12
10
1.2
snb 40 - 34 2 85
5
12
Hood
15 8-
btm pnls tsn 41 2 1.6 131.2
0 10
att top st
bsn 80 8- 41 2 1.4 114.8



10
Hood 10
1.2
lining snt 60 - 74 2 185
5
pnls att 12
10
1.2
snb 40 - 74 2 185
5
12
Hood in 10
1.2
out pnls snt 60 - 94 1 117.5
5
att 12
10
1.2
snb 40 - 94 1 117.5
5
12
Hood in
15 8-
out att tsn 101 2 1.6 323.2
0 10
top st dn
8-
bsn 80 101 2 1.4 282.8
10
Tape att 10
1.2
to hood snt 60 - 102 1 127.5
5
lining 12
10
1.2
snb 40 - 102 1 127.5
5
12
Tape att
15 8-
to hood tsn 111 1 1.6 177.6
0 10
finsh
8-
bsn 80 111 1 1.4 155.4
10
Tapr att
15 8-
to tsn 74 2 1.6 236.8
0 10
neckline
8-
bsn 80 74 2 1.4 207.2
10
10
Prepare
snt 60 - 30 1 3.2 96
loop
12
10
snb 40 - 30 1 2.8 84
Hanger
12
loop
Center
15 8-
stitch tdn 30 1 3.2 96
0 10
loop
8-
bdn 80 30 1 2.8 84
10



10
Tack
snt 60 - 13 4 1.6 83.2
loop
12
10
snb 40 - 13 4 1.4 72.8
12
Runstitch 10
1.2
cuff with snt 60 - 104 2 260
5
intl 12
10
1.2
snb 40 - 104 2 260
5
12
Attach
button 15 8-
tsn 68 2 1.6 217.6
patch on 0 10
cuff
8-
bsn 80 68 2 1.4 190.4
10
10
Run 1.2
snt 60 - 47 2 117.5
stitch tab 5
12
10
1.2
snb 40 - 47 2 117.5
5
12
Cuff top stitch 15 8-
tsn 54 2 1.6 172.8
section tab 0 10
8-
bsn 80 54 2 1.4 151.2
10
attach 10
1.2
inner snt 60 - 57 2 142.5
5
cuff 12
10
1.2
snb 40 - 57 2 142.5
5
12
Close
and 15 8-
tsn 64 2 1.6 204.8
finish 0 10
cuff
8-
bsn 80 64 2 1.4 179.2
10
Cuff top 15 8-
tdn 64 2 3.2 409.6
stitch 0 10
8-
bdn 80 64 2 2.8 358.4
10
Sleeve Sew 15 8-
tsn 40 1 1.6 64
Section deco 0 10



stitch
around
label
8-
bsn 80 40 1 1.4 56
10
Attach
15 8-
label to tsn 37 1 2 74
0 10
sleeve
8-
bsn 80 37 1 1.6 59.2
10
Join
sleeve 10
1.2
panels snt 60 - 77 2 192.5
5
(One 12
side)
10
1.2
snb 40 - 77 2 192.5
5
12
Top
stitch 15 8-
tmncs 84 4 3 1008
sleeve 0 10
panels
8-
bmncs 80 84 4 4 1344
10
Join
sleeve 10
1.2
panels snt 60 - 77 2 192.5
5
(Other 12
side)
10
1.2
snb 40 - 77 2 192.5
5
12
Top
stitch 15 8-
tmncs 84 4 3 1008
sleeve 0 10
panels
8-
bmncs 80 84 4 4 1344
10
Runstitch 10
1.2
flap with snt 60 - 0
5
intl 12
Flap 10
1.2
section snb 40 - 0
5
12
Sew 15 8-
tdn 37 7 3.2 828.8
tarpunto 0 10



stitch on
inner
flap
8-
bdn 80 37 7 2.8 725.2
10
10
Runstitch 1.2
snt 60 - 63 2 157.5
flap 5
12
10
1.2
snb 40 - 63 2 157.5
5
12
Top
15 8-
stitch tdn 70 2 3.2 448
0 10
flap
8-
bdn 80 70 2 2.8 392
10
10
Flap 1.2
snt 60 - 30 2 75
ready st 5
12
10
1.2
snb 40 - 30 2 75
5
12
10
1.2
Flap att snt 60 - 30 2 75
5
12
10
1.2
snb 40 - 30 2 75
5
12
Flap top 15 8-
tdn 37 2 3.2 236.8
st 0 10
8-
bdn 80 37 2 2.8 207.2
10
10
Prepare 1.2
snt 60 - 36 1 45
welt 5
12
10
1.2
snb 40 - 36 1 45
5
12
Welt 10
attach 1.2
pocket snt 60 - 25 1 31.25
welt 5
12
10
1.2
snb 40 - 25 1 31.25
5
12
Lock 10 1.2
snt 60 25 1 31.25
welt ends - 5



12
10
1.2
snb 40 - 25 1 31.25
5
12
Welt att 10
1.2
to K side snt 60 - 30 2 75
5
pkt bag 12
10
1.2
snb 40 - 30 2 75
5
12
P side 10
1.2
pkt bag snt 60 - 30 2 75
5
att 12
10
1.2
snb 40 - 30 2 75
5
12
10
Pkt bag 1.2
snt 60 - 208 2 520
close 5
12
10
1.2
snb 40 - 208 2 520
5
12
Binding 10
1.2
att to pkt snt 60 - 156 2 390
5
bag sides 12
10
1.2
snb 40 - 156 2 390
5
12
10
Binding 1.2
snt 60 - 156 2 390
finish 5
12
10
1.2
snb 40 - 156 2 390
5
12
10
Prepare 1.2
snt 60 - 47 2 117.5
welt 5
12
10
Lower 1.2
snb 40 - 47 2 117.5
welt 5
12
side 15 8- 1.2
pocket Welt att tsn 34 2 85
0 10 5
8- 1.2
bsn 80 34 2 85
10 5
Attach snt 60 10 30 2 1.6 96



binding -
to the 12
welt
10
snb 40 - 30 2 1.4 84
12
Finish 15 8- 1.2
tsn 30 2 75
binding 0 10 5
8- 1.2
bsn 80 30 2 75
10 5
P side
10
facing att 1.2
snt 60 - 27 2 67.5
tp pkt 5
12
bag
10
1.2
snb 40 - 27 2 67.5
5
12
P side
10
pkt bag 1.2
snt 60 - 27 2 67.5
tack on 5
12
top
10
1.2
snb 40 - 27 2 67.5
5
12
10
Pkt prns 1.2
snt 60 - 34 2 85
seam att 5
12
10
1.2
snb 40 - 34 2 85
5
12
Pkt prncs 15 8-
tsn 41 2 1.6 131.2
seam ts 0 10
8-
bsn 80 41 2 1.4 114.8
10
10
lock welt 1.2
snt 60 - 13 2 32.5
ends 5
12
10
1.2
snb 40 - 13 2 32.5
5
12
close 10
1.2
pokcet snt 60 - 156 2 390
5
bag 12
10
1.2
snb 40 - 156 2 390
5
12



Operation bulletin -Time study
AN EXAMPLEOF TIME STUDY DONE IN LTK-2
I
E
/
FORM F
NO M
TIME STUDY /
1
0
REV.N 0
O 3

1J1245/ JKT LOADING DATE 17-Feb
AnF REPORTING DATE 24-Feb
BnF UNIT LTK - 2

TIME STUDY READING
AV
ER
GS AG AVE MD %
D E RAG WITH DIFF OF
GSD TIM TIM E Allo ERE DIF
OPERA TIME E IN E IN TIME wanc Capa NCE* FER RE
TOR MACHIN IN SE SE IN e* city/ (GSD EN MA
NAME E TYPE* MINS CS* T1 T2 T3 T4 T5 CS MINS (6%) Hr - TS) CE* RKS
RAMAC
HANDR SNLS
ANC UBT 0.475 29 29 32 31 32 31 31 0.52 0.55 116 -0.07 -7%
PREMA SNLS -
R UBT 1.115 67 69 68 69 70 68 68.8 1.15 1.22 52 -0.10 10%
K.N.MA SNLS
NJULA UBT 0.854 51 50 51 52 50 49 50.4 0.84 0.89 71 -0.04 -4%
RAMAC
HANDR SNLS
ANC UBT 0.510 31 33 32 31 33 34 32.6 0.54 0.58 110 -0.07 -7%
SAVITH SNLS
RAMMA UBT 0.991 59 58 57 56 58 59 57.6 0.96 1.02 63 -0.03 -3%
MANJU
LA.S foa 0.981 59 60 61 62 60 61 60.8 1.01 1.07 59 -0.09 -9%
Basavar SNLS
aju UBT 0.858 51 49 50 51 48 49 49.4 0.82 0.87 73 -0.01 -1%
JAYALA
KSHMA
MMA DNLS
.R.S std 0.897 54 55 57 56 54 53 55 0.92 0.97 65 -0.07 -7%
NIRMAL SNLS
A UBT 0.783 47 48 47 48 49 46 47.6 0.79 0.84 76 -0.06 -6%
NIRMAL SNLS
A UBT 0.644 39 40 42 39 41 40 40.4 0.67 0.71 89 -0.07 -7%
GAYAT SNLS
HRI.H.N UBT 0.494 30 28 29 27 28 30 28.4 0.47 0.50 127 -0.01 -1%
GAYAT SNLS
HRI.H.N UBT 0.822 49 50 48 49 51 50 49.6 0.83 0.88 73 -0.05 -5%
H.D.MA SNLS
NJULA UBT 1.354 81 79 80 78 79 81 79.4 1.32 1.40 45 -0.05 -5%
VISHAL SNLS
AMMA UBT 1.101 66 65 67 68 64 65 65.8 1.10 1.16 55 -0.06 -6%
SUJAT SNLS
HA.N.T UBT 1.018 61 59 60 61 58 59 59.4 0.99 1.05 61 -0.03 -3%
SHANT SNLS
HA .K.G UBT 0.948 57 59 57 56 55 57 56.8 0.95 1.00 63 -0.06 -6%



ZAMEE
R DNLS
PASHA std 0.985 59 57 58 60 59 58 58.4 0.97 1.03 62 -0.05 -5%
MAHAL
AKSHM SNLS
I.L UBT 1.055 63 64 62 63 62 64 63 1.05 1.11 57 -0.06 -6%
BHAGY SNLS
A.M UBT 0.653 39 40 38 39 41 40 39.6 0.66 0.70 91 -0.05 -5%
BHAGY SNLS
A.M UBT 0.729 44 46 45 42 43 44 44 0.73 0.78 82 -0.05 -5%
SUNITH
ABAI.K. SNLS
D UBT 0.874 52 52 53 54 52 53 52.8 0.88 0.93 68 -0.06 -6%
MUJAS
SIM SNLS
BANU UBT 0.911 55 54 58 57 56 55 56 0.93 0.99 64 -0.08 -8%
PRABH
AKARA. SNLS
B.C UBT 0.700 42 43 40 41 42 44 42 0.70 0.74 86 -0.04 -4%
SUBRA SNLS
MANI.V UBT 1.117 67 67 65 66 68 70 67.2 1.12 1.19 54 -0.07 -7%
PRABH
AKARA. SNLS
B.C UBT 0.751 45 47 46 45 44 47 45.8 0.76 0.81 79 -0.06 -6%
MANJU
NATH. SNLS
M.G UBT 0.690 41 42 40 41 39 40 40.4 0.67 0.71 89 -0.02 -2%
MANJU
NATH. SNLS
M.G UBT 0.759 46 47 46 45 44 46 45.6 0.76 0.81 79 -0.05 -5%
GOWR SNLS
AMMA UBT 0.553 33 34 35 34 32 33 33.6 0.56 0.59 107 -0.04 -4%
SAVITH DNLS
A .B split 1.270 76 78 75 76 75 77 76.2 1.27 1.35 47 -0.08 -8%
GOWR SNLS
AMMA UBT 0.658 39 40 41 39 38 40 39.6 0.66 0.70 91 -0.04 -4%
DEVI DNLS
.V.T std 0.840 50 49 48 50 51 50 49.6 0.83 0.88 73 -0.04 -4%
DEVI SNLS
.V.T UBT 0.845 51 52 53 49 49 50 50.6 0.84 0.89 71 -0.05 -5%
VISHW
ANATH DNLS
.H.S std 0.929 56 55 57 58 56 57 56.6 0.94 1.00 64 -0.07 -7%
BHAKT
HARAJ. DNLS
G std 0.746 45 44 46 47 45 46 45.6 0.76 0.81 79 -0.06 -6%
GEETH SNLS
A.G UBT 1.16 70 72 70 69 71 72 70.8 1.18 1.25 51 -0.09 -9%
M.H.SH SNLS
ANTHA UBT 1.117 67 68 67 68 70 69 68.4 1.14 1.21 53 -0.09 -9%
BHAKT
HARAJ. SNLS
G UBT 0.72 43 43 42 41 42 43 42.2 0.70 0.75 85 -0.03 -3%
C.
SHOBH SNLS -
A UBT 1.017 61 64 62 63 64 63 63.2 1.05 1.12 57 -0.10 10%
NARAY
ANAPP
A .J /
SUJAT SNLS 12 12 12 119. -
HA .P UBT 1.666 100 115 0 4 1 118 6 1.99 2.11 30 -0.45 45%

SUJAT SNLS
HA .P UBT 0.671 40 38 40 42 41 39 40 0.67 0.71 90 -0.04 -4%
SARAS
WATHI DNLS 0.734 44 42 46 45 47 45 45 0.75 0.80 80 -0.06 -6%



.M std
AMARE SNLS
SH UBT 0.948 57 57 58 56 58 59 57.6 0.96 1.02 63 -0.07 -7%
B.S.SA DNLS
VITHA std 0.985 59 60 61 62 59 60 60.4 1.01 1.07 60 -0.08 -8%
SARAS
WATHI SNLS
.M UBT 0.364 22 20 19 18 21 22 20 0.33 0.35 180 0.01 1%
MANJU SNLS
LA .V UBT 0.319 19 15 18 19 20 21 18.6 0.31 0.33 194 -0.01 -1%
YOGEE SNLS
SH UBT 1.096 66 67 64 65 63 65 64.8 1.08 1.14 56 -0.05 -5%
M.S.UM SNLS
ESH UBT 1.003 60 59 60 62 64 62 61.4 1.02 1.08 59 -0.08 -8%
NAGEN
DRAPP SNLS
A UBT 0.937 56 57 58 56 57 56 56.8 0.95 1.00 63 -0.07 -7%
MANJU SNLS
LA .V UBT 0.837 50 49 50 51 52 50 50.4 0.84 0.89 71 -0.05 -5%
Nethrav SNLS
athi.B.H UBT 0.831 50 52 53 49 48 50 50.4 0.84 0.89 71 -0.06 -6%
Nethrav SNLS
athi.B.H UBT 0.733 44 42 43 42 45 46 43.6 0.73 0.77 83 -0.04 -4%
KAMAL SNLS
A .N.S UBT 0.949 57 57 56 54 56 56 55.8 0.93 0.99 65 -0.04 -4%
ASHMA SNLS
JABHIN UBT 0.893 54 53 57 56 55 54 55 0.92 0.97 65 -0.08 -8%
Sowmy SNLS
a UBT 0.949 57 60 59 58 57 59 58.6 0.98 1.04 61 -0.09 -9%
Bhagera SNLS
thi UBT 0.804 48 46 47 45 44 43 45 0.75 0.80 80 0.01 1%
Bhagera SNLS -
thi UBT 0.496 30 35 37 38 36 34 36 0.60 0.64 100 -0.14 14%
PARIJA DNLS
THA.T std 0.743 45 43 45 44 45 46 44.6 0.74 0.79 81 -0.04 -4%
DANAN DNLS
JAYA std 0.973 58 59 58 57 58 59 58.2 0.97 1.03 62 -0.06 -6%
SUMIT SNLS
HRA.V UBT 1.155 69 70 69 68 71 72 70 1.17 1.24 51 -0.08 -8%
SNLS -
RAVI.K UBT 1.115 67 68 69 70 68 69 68.8 1.15 1.22 52 -0.10 10%
GIRISH DNLS
.K.B std 1.243 75 75 76 74 75 73 74.6 1.24 1.32 48 -0.07 -7%
PARIJA DNLS
THA.T std 0.466 28 27 28 29 27 26 27.4 0.46 0.48 131 -0.02 -2%
HEMAL
ATHA.H SNLS
.G UBT 1.031 62 64 62 61 63 62 62.4 1.04 1.10 58 -0.07 -7%
GAJEN
DRA.R. SNLS
S UBT 0.564 34 37 35 36 33 32 34.6 0.58 0.61 104 -0.05 -5%
GAJEN
DRA.R. SNLS
S UBT 0.489 29 27 28 30 29 31 29 0.48 0.51 124 -0.02 -2%
VEENA SNLS
.H.R UBT 1.458 87 89 86 87 86 87 87 1.45 1.54 41 -0.08 -8%
SAVITH
RAMM SNLS
A UBT 0.681 41 42 43 40 41 42 41.6 0.69 0.73 87 -0.05 -5%
SAVITH
RAMM SNLS
A UBT 0.758 45 46 47 46 47 48 46.8 0.78 0.83 77 -0.07 -7%
GIRISH SNLS 0.783 47 48 49 50 47 48 48.4 0.81 0.86 74 -0.07 -7%



.V.S UBT
SHOBH
A .L /
LAKSH SNLS 14 14 14 -
MI DEVI UBT 2.314 139 150 8 7 2 143 146 2.43 2.58 25 -0.27 27%
MANJU SNLS
NATH H UBT 1.134 68 65 67 65 64 69 66 1.10 1.17 55 -0.03 -3%
GIRISH SNLS
.V.S UBT 0.431 26 24 25 26 24 25 24.8 0.41 0.44 145 -0.01 -1%
SUNIT
HA .V
/
ANNAP DNLS 10 10 10 104.
URNA std 1.758 105 107 5 3 2 104 2 1.74 1.84 35 -0.08 -8%
SUGUN SNLS
A .K.P UBT 1.002 60 59 60 62 61 62 60.8 1.01 1.07 59 -0.07 -7%
MANJU SNLS
LA .A UBT 1.012 61 59 60 62 61 60 60.4 1.01 1.07 60 -0.06 -6%
SUGUN SNLS
A .K. UBT 0.761 46 45 46 47 45 46 45.8 0.76 0.81 79 -0.05 -5%
RAJU SNLS
.G UBT 1.445 87 87 89 87 87 85 87 1.45 1.54 41 -0.09 -9%
HANU
MANTH
A
RAYAP SNLS
PA .K.C UBT 0.479 29 27 28 30 28 29 28.4 0.47 0.50 127 -0.02 -2%
HANU
MANTH
A
RAYAP SNLS
PA .K.C UBT 0.722 43 45 42 43 41 42 42.6 0.71 0.75 85 -0.03 -3%
J.
MAHA
MOD
SALEE SNLS
M UBT 0.565 34 34 33 35 34 32 33.6 0.56 0.59 107 -0.03 -3%
J.
MAHA
MOD
SALEE SNLS
M UBT 0.751 45 46 42 43 45 42 43.6 0.73 0.77 83 -0.02 -2%
KUMA SNLS
R .G UBT 0.392 24 24 23 22 24 25 23.6 0.39 0.42 153 -0.02 -2%
KUMA SNLS
R .G UBT 0.741 44 46 42 43 45 42 43.6 0.73 0.77 83 -0.03 -3%
PADAM
AVATH DNLS
I std 0.935 56 54 53 56 54 56 54.6 0.91 0.96 66 -0.03 -3%
MANJU
NATH.
S /
HANU
MANTH SNLS 12 12 12 127. -
A. UBT 2.134 128 125 9 7 8 130 8 2.13 2.26 28 -0.12 12%
HANUM SNLS
ANTHA UBT 0.51 31 30 31 30 29 28 29.6 0.49 0.52 122 -0.01 -1%
SUNAN SNLS
DA UBT 1.012 61 60 62 61 60 59 60.4 1.01 1.07 60 -0.06 -6%
MANJU
NATHA SNLS
.B.M UBT 0.787 47 47 46 45 47 48 46.6 0.78 0.82 77 -0.04 -4%
MANJU
NATHA SNLS
.B.M UBT 0.826 50 49 48 50 51 52 50 0.83 0.88 72 -0.06 -6%



PUTTA
PPA SNLS
.N.K UBT 0.479 29 27 28 29 30 28 28.4 0.47 0.50 127 -0.02 -2%
PUTTA
PPA SNLS
.N.K UBT 0.722 43 45 42 43 42 40 42.4 0.71 0.75 85 -0.03 -3%
D.G.MA
NJUNA SNLS
TH UBT 0.565 34 34 36 35 34 33 34.4 0.57 0.61 105 -0.04 -4%
D.G.MA
NJUNA SNLS
TH UBT 0.392 24 24 23 25 26 24 24.4 0.41 0.43 148 -0.04 -4%
GANGA SNLS
MMA UBT 0.741 44 43 46 45 42 43 43.8 0.73 0.77 82 -0.03 -3%
GANGA DNLS
MMA std 0.720 43 40 46 45 43 42 43.2 0.72 0.76 83 -0.04 -4%
MANJU SNLS
NATH.T UBT 0.941 56 57 56 57 56 55 56.2 0.94 0.99 64 -0.05 -5%
Radhika DNLS
.P std 1.102 66 65 66 67 64 63 65 1.08 1.15 55 -0.05 -5%
CHAND
RA
SHEKA SNLS
R UBT 0.298 18 15 14 16 15 17 15.4 0.26 0.27 234 0.03 3%
MANG
ALA SNLS
.M.M. UBT 1.055 63 64 63 62 63 62 62.8 1.05 1.11 57 -0.05 -5%
SHASHI SNLS
KALA.V UBT 0.926 56 54 56 56 55 57 55.6 0.93 0.98 65 -0.06 -6%
CHAND
RA
SHEKA SNLS
R UBT 0.435 26 24 23 25 26 27 25 0.42 0.44 144 -0.01 -1%
YAMUN SNLS
A .R UBT 0.830 50 49 50 52 51 50 50.4 0.84 0.89 71 -0.06 -6%
BHAGY SNLS
A. M UBT 0.971 58 57 58 56 55 54 56 0.93 0.99 64 -0.02 -2%
UMA.S. SNLS
G UBT 0.624 37 37 35 36 38 38 36.8 0.61 0.65 98 -0.03 -3%
UMA.S. SNLS
G UBT 0.501 30 29 30 31 32 30 30.4 0.51 0.54 118 -0.04 -4%



AN EXAMPLE OF LINE BALANCING DONE IN LTK-2

Line balancing:
Line balancing can be done two ways:
 Theoretical balancing
 Dynamic balancing
FORM
IE/FM/12
NO
LT KARLE & CO LINE BALANCING
REV NO
1
BUYE
UNIT LTK-2 ANF DATE
R 16-Feb-2011
STYL
BATCH B&F E/DES 1J1245/Jkt
C
EXCESS /
STA
COMP. / S Ca M/C SHORT
TIO OPERATION M/C REMARKS ON
PART M p/h ALLO Q
N DESCRIPTION TYPE BALANCING
AREA V r TED T TIME
NO
Y
Tab Interlining Stay Stitch - SNLS 0.4 12
9.6
1 Section All around UBT 75 6 0.5 20
Tab ready (round shape SNLS 1.1
54 12.1
2 )2 nos UBT 15 1 11
Round cnr tab -both SNLS 0.8
70 23.3
3 sides edge st UBT 54 1 27
SNLS 0.5 11
8.1
4 Tab attach 2 nos UBT 10 8 0.5 16
Sleeve Slv pnls att- fell seam- SNLS 0.9
61 17.4
5 Section SNLS UBT 91 1 18
0.9
61 17.8
6 TS- Slv pnls- FOA foa 81 1 18
SNLS 0.8
70 23.1
7 Slv sides close - sls UBT 58 1 27
Top sew sleeve joint / DNLS 0.8
67 21.4
8 Dn- 1 seam std 97 1 24
BAL WITH
Attach twill tape to slv SNLS 0.7 77 -3.7 SLEEVE SIDE
9 panel - One side panel UBT 83 0.5 -5 CLOSE
Rectangular patch att to SNLS 0.6
93 2.3
10 sleeve- SNLS UBT 44 0.5 4
SNLS 0.4 12
8.8
11 Sleeve facing pnls att UBT 94 1 0.5 18
Stay stch on Cuff with SNLS 0.8 BAL WITH PREV
73 -5.3
12 Interlining UBT 22 0.5 -7 OPRN
Attach sleeve facing - SNLS 1.3
44 1.8
13 SNLS UBT 54 1 1
Edge stitch sleeve facing SNLS 1.1
54 12.7
14 -SNLS UBT 01 1 11
Close sleeve facing - SNLS 1.0
59 16.2
15 SNLS UBT 18 1 16
Front SNLS 0.9
Princess seam att -SN 63 19.2
16 Section UBT 48 1 20
Princess seam att - DNLS 0.9
61 17.6
17 DNTS std 85 1 18
Attach armhole patch - SNLS 1.0
57 14.6
18 SNLS UBT 55 1 14
Slant
Pocket Stay stitch on pocket SNLS 0.6 92 1.9
19 Section facing with - interlining UBT 53 0.5 3
Facing attach to pkt SNLS 0.7 BAL WITH PREV
82 -1.3
20 bag-palm& knuckle side UBT 29 0.5 -2 OPRN
K.side pkt bag att to frt- SNLS 0.8
69 22.4
21 slash pkt UBT 74 1 26



Edge st @pkt opening- SNLS 0.9
66 20.8
22 slash pkt UBT 11 1 23
Top sew pocket opeing - SNLS 0.7
86 -0.1
23 L shape UBT 00 0.5 0
SNLS 1.1
54 12.0
24 pkt bag close - pointed UBT 17 1 11
Welt
pocket SNLS 0.7 80 -2.3 BAL WITH PREV
25 section Sew flap tarpanto stitch- UBT 51 0.5 -3 OPRN
Deco stitch on flap - SNLS 0.6
87 0.3
26 SNLS UBT 90 0.5 0
SNLS 0.7 BAL WITH NEXT
79 -2.6
27 Attach pull tabs to flap UBT 59 0.5 -3 OPRN
Flap ready -v - shape - SNLS 0.5 10
6.2
28 profile UBT 53 8 0.5 11
D/n top st on flap - flap DNLS 1.2
47 5.4
29 is creased after ready split 70 1 4
Pkt flap att to ft (2 Flaps SNLS 0.6
91 1.7
30 )- Gr.st UBT 58 0.5 3
BAL WITH PKT
WELT ATT TO
71 -6.1
DNLS 0.8 BODY ( ADD 1
31 top st@ flap att-DN std 40 0.5 -7 M/C)
Welt ready w? interning SNLS 0.8 BAL WITH WELT
71 -6.3
32 -2 welts UBT 45 0.5 -7 PKT END TACK
Pkt welt att to body DNLS 0.9
65 20.1
33 panel std 29 1 22
welt pkt . Bag attach to DNLS 0.7 BAL WITH PREV
80 -2.1
34 body panel std 46 0.5 -3 OPRN
SNLS 1.1
52 10.1
35 Welt pkt - ends tack UBT 6 1 9
SNLS 1.1
54 12.0
36 Attach welt patch -SNLS UBT 17 1 11
Welt pkt kinari ( top SNLS 0.7 BAL WITH NEXT
83 -1.0
37 side)/ no Ubt UBT 2 0.5 -1 OPRN
Welt pkt kinari (Bttm SNLS 1.0
59 16.3
38 side)/ no Ubt UBT 17 1 16
Attach Pocket binding
at close- One side SNLS 1.6 36 18.4
39 Precreased UBT 66 1.5 11
Back SNLS 0.6
89 1.1
40 Section Back yoke att - lap seam UBT 71 0.5 2
BAL WITH
Top stitch on back yoke DNLS 0.7 82 -1.6 PRINCESS SEAM
41 - dnls std 34 0.5 -2 T/S
SNLS 0.9
63 19.2
42 Princess seam att - SN UBT 48 1 20
Princess seam att - DNLS 0.9
61 17.6
43 DNTS std 85 1 18
Hanger loop rdy - flat SNLS 0.3 16
14.3
44 lock UBT 64 5 0.5 39
SNLS 0.3 18
16.3
45 Hanger loop att UBT 19 8 0.5 51
SNLS 1.0
55 12.9
46 Main label attach - snls UBT 96 1 12
SNLS 1.0
60 16.9
47 Label att A&f UBT 03 1 17
SNLS 0.9
64 19.7
48 Label att- A&f UBT 37 1 21
SNLS 0.8
72 -6.0
49 Label att - A&f UBT 37 0.5 -7
SNLS 0.8 - BAL WITH PREV
72 -8.7
50 Label att - A&f UBT 31 0.45 11 OPRN
Attach poly cover to the SNLS 0.7
82 1.5
51 main label UBT 33 0.55 2
Hood Att hood shell pnls - SNLS 0.9
63 19.2
52 Section SNLS UBT 49 1 20
53 Hood pnls att top stitch SNLS 0.8 67 1 24 21.6



UBT 93
Att hood lining pnls - SNLS 0.9
63 19.2
54 SNLS UBT 49 1 20
SNLS 0.8 BAL WITH PREV
75 -4.6
55 Hood pnls att top stitch UBT 04 0.5 -6 OPRN
Decorative st.- SN/
12
square - single square/ SNLS 0.4 8.7
1
56 snls UBT 96 0.5 17
Attach hood facing to DNLS 0.7 BAL WITH NEXT
81 -1.9
57 lining - SNLS std 43 0.5 -3 OPRN
Attach tape to lining at DNLS 0.9
62 18.2
58 facing - SNLS std 73 1 19
SNLS 1.1
52 10.3
59 Hood sh & ling close UBT 55 1 9
SNLS 1.1
54 12.1
60 Final close @ hood UBT 15 1 11
Hood finishing from top DNLS 1.2
48 6.6
61 side - DNLS std 43 1 5
Attach binding to snap DNLS 0.4 12
10.0
62 patch -DNLS std 66 9 0.5 21
Lock snap patches at SNLS 1.0
58 15.7
63 ends -SNLS UBT 31 1 15
Attach snap patch to SNLS 0.5 10
5.7
64 hood UBT 64 6 0.5 10
Top stitch snap patch SNLS 0.4 12
9.0
65 attach - SNLS UBT 89 3 0.5 18
41 -2.7
66 Box stitch & cross st UBT 58 1 -2 PRN
Assembly SNLS 0.6
88 0.7
67 Section Shoulder join UBT 81 0.5 1
SNLS 0.7
79 -2.6
68 Shoulder pointed / UBT 58 0.5 -3
77 -3.7
69 Arm hole serging UBT 83 0.5 -5 OPRN
Stay st SLV & Att to SNLS 2.3
26 20.5
70 body - SN ubt new UBT 14 2 9
Attach binding at SNLS 1.1
53 11.2
71 armhole - SNLS Folder UBT 34 1 10
Slv binding kuruk / SNLS 0.4 13
11.5
72 UBT UBT 31 9 0.5 27
DNLS 1.7
34 14.4
73 Arm hole top st /snls std 58 1.5 8
SNLS 1.0
60 16.9
74 Under arm gusset att- sn UBT 02 1 17
Ft.Zipper att. To body - SNLS 1.0
59 16.5
75 one side UBT 12 1 16
SNLS 0.7
79 -2.7
76 Frt facing pointed - SN- UBT 61 0.5 -4
42 -2.1
77 facing attach - all round UBT 45 1 -1 OPRN
Right SNLS 0.4 12
9.4
78 Side Interlining att to placket UBT 79 5 0.5 20
Run stitch round placket SNLS 0.7 BAL WITH PREV
83 -1.0
79 - single placket UBT 22 0.5 -1 OPRN
Top stitch round placket SNLS 0.5 10
5.7
80 - single placket /snls UBT 65 6 0.5 10
Trapunto stch on SNLS 0.7 BAL WITHIN THE
80 -2.3
81 placket UBT 51 0.5 -3 OPERATION
SNLS 0.3 15
13.1
82 Ready stitch on plkt UBT 92 3 0.5 34
placket attach / new - pre SNLS 0.7 BAL WITHIN THE
81 -1.9
83 - ironed UBT 41 0.5 -3 OPERATION
Attach gross grain tape- DNLS 0.9
64 19.8
84 dnls std 35 1 21
Box stitch on placket- SNLS 2.1 BAL WITH NEXT
28 -1.8
85 placket /snls UBT 34 1.5 -1 OPRN
Frt hidden plkt att - one SNLS 0.5 11
8.1
86 Left Side side UBT 1 8 0.5 16



Ft.Zipper att. To body - SNLS 1.0
59 16.5
87 one side UBT 12 1 16
76 -3.8
88 Zipper finish UBT 87 0.5 -5 OPRN
Trapunto stch on SNLS 0.8 BAL WITH NEXT
73 -5.5
89 placket - dnls UBT 26 0.5 -7 OPRN
SNLS 0.4 12
9.4
90 Interlining att to placket UBT 79 5 0.5 20
Run stitch round placket SNLS 0.7 BAL WITH NEXT
83 -1.0
91 - single placket UBT 22 0.5 -1 OPRN
Top stitch round placket SNLS 0.5 10
5.7
92 - single placket /snls UBT 65 6 0.5 10
SNLS 0.3 15
13.1
93 Ready stitch on plkt UBT 92 3 0.5 34
placket attach / new - pre SNLS 0.7 BAL WITH PREV
81 -1.9
94 - ironed UBT 41 0.5 -3 OPRN
BAL WITH
Top stitch placket attach DNLS 0.7 83 -1.0 COLLAR TRIM
95 - dnls std 20 0.5 -1 TAPE ATT
SNLS 0.9
64 19.5
96 Hood attach to body UBT 41 1 21
collartrim tape attach DNLS 1.1
54 12.6
97 /dnls std 02 1 11
SNLS 0.2 20
17.2
98 Bottom facing pcs att UBT 98 1 0.5 58
SNLS 1.0
57 14.6
99 Bottom facing att UBT 55 1 14
SNLS 0.9
65 20.2
100 Bottom facing att kinari UBT 26 1 22
SNLS 0.4 13
11.3
101 Btm corners close UBT 35 8 0.5 26
Trapunto st on btm hem
- 2 stitches top and SNLS 0.8 72 24.3
102 bottom UBT 30 1 29
Bottom hem - manual SNLS 0.9
62 18.2
103 fold / SN (100CM) UBT 71 1 19
Zipper puller ready n SNLS 0.6
96 3.2
104 tack UBT 24 0.5 5
SNLS 0.5 12
8.5
105 loop tack to puller UBT 01 0 0.5 17
90.
61
1 80
TOTAL SMV 90.611 LI
N
NO.OF MACHINES IN LINE (PLANNED) 80 E
O
U
T
P
53
U
PITCH TIME (in Minutes) 1.13 T
A
T
10
0
%
HOURLY PITCH TARGET @100 % 53

HOURLY PITCH TARGET @ 85 % 45
81.2
HOURLY PITCH TARGET @ 80 % 42



ORGANIZATION CHART:

Head of IE

Development team Implementation team

Industrial engineers (GSD
practitioners) Senior IE (LTK-2) Senior IE (LTK-1)

IE ( batch cutting section / finishing IE
section)
Time study
Time study assistant assistant



PROCESS FLOW :

Receipt & updation of tech packs / sample

Analysis of tech pack or interaction with
sampling department

Review of style & process
simplification using GSD

Study and analysis of style

Line balancing exercises &
calculations

Assessment of available manpower
using man power approval formats

Study & analysis of cutting section
process

Time study of finishing section
process

Co ordination & arrangement of men / machine
requirements

Time study & method analysis

Collection of data – analysis &
feedback



CPQA DEPARTMENT



CENTRAL PRODUCT QUALITY ASSURANCE DEPARTMENT
(CPQAD):

Quality of the garment is audited in various stages from fabric to finished garment in
order to ensure that the quality of the product as per buyer requirements before releasing
shipments.

QUALITY OBJECTIVES:
1. Zero value loss / Delay in shipment because of not ensuring implementation of buyer
requirements.
2. 100% pass rate of final shipment from buyer QA (Monthly)
3. Zero customer complaint relating to garment quality
4. Zero customer return because of garment quality
5. QMS internal audit performance > 90%
Data analysis shall be done on monthly basis.

MAJOR FUNCTIONS
1. QRS Audit – Quality Reference Sample Audit.
To ensure that QRS samples meet buyer requirements
2. Size Set Audit
To ensure the correctness of the pattern before releasing the same for the Production.
3. Quality Audit
To check & ensure that quality of the products conforms (Pilot run & regular prod) to
buyer requirements.
4. End line Audit
To check & ensure that the garments are stitched as per the requirement specification.
5. Washing unit audit
To ensure that washed / dry processed garments meet the required standards.
6. Customer wash test for Addidas.
To ensure that washed garment meets the buyer standards



7. Handling of customer quality complaints
To analyze the customer quality complaints & take proper CA / PA in order to avoid re-
occurrence of the same.
8. Calibration of Inspection & measuring Instruments.
To ensure accuracy of measuring instruments.
9. Control of records
To properly maintain records, ensure legibility (readability), easy identification &
retrieval.

ORGANISATIONAL CHART:

HOD

Team EDI operator System Embroidery Washing
leader operator

QA QA
QA



PROCESS FLOW CHART:

Pilot run audit

Sample selection for pilot run

Check tech pack

Metal detection (if applicable)

Check BOM

Check against PP sample

Auditing of packed garment

Reporting

Cutting section audit

Audit – layering & marking

Sample selection

Cut part to pattern auditing

Notches against to pattern auditing

Auditing of sobering , bundling & sorting materials

Reporting



Endline audit

Sample selection

Metal detection (if applicable)

Visual audit

Measurement audit

Reporting

Review of corrective action

Online audit during batch setting

Line walk

Inspection of sample against PP sample

Cross check of sample against tech pack

Cross check of sample against BOM

Reporting




Online audit during finishing
process
Line walk

Inspection of sample against PP sample

Cross check of sample against tech pack

Cross check of sample against BOM

Measurement audit

Reporting


First pack audit

Sample selection

Metal detection check ( if applicable)

Initial check

Trim verification

Visual audit

Measurement audit

Reporting



Interim audit

Carton selection

Sample selection

Metal detection ( if applicable)

Visual audit

Measurement audit

Reporting

Final audit

Destination verifying against PO copy

Carton selection

Packing / ratio auditing

Sample selection

Metal detection ( if applicable)

Visual audit

Measurement audit

Reporting



PRODUCTION PLANNING DEPARTMENT



PLANNING
Planning department is in the corporate office 1 which is headed by
Mr. George who controls the entire organization‟s planning with the help of FAST
REACT software
Planning department has a planning head and 2 assistants who do the clerical work
Planning head directly reports to the managing director and the GM and AGM of various
units

Role
 Planning is department where all the order details comes from the costing and the
merchandising department
 Then the planning department plans the production taking in account
 The availability of capacity
 Brand, whether it can be done in a particular unit for e.g.: Nike gives orders only
to KI-2
 Certification of the units and various other factors

Functions
 Understand quantity and time schedule
 Identify available production capacity
 Release the load,
 Monitor the production daily
 Revise plan on practical aspects
 Shipment follow-up

Basis for capacity booking

 Determine peak efficiency or achievable minutes as under
 Eton (automatic movement of pieces) 85%
 Switched track 80%
 Bundle movement 80%



Understand Learning Curve (for totally new product)
• First day 10%
• Second day 30%
• Third day 40%
• Fourth day 60%
• Fifth day 80%
• Sixth day peak (100%)

Understand Learning Curve (for similar product)
• First day 30 %
• Second day 50%
• Third day 75%
• Fourth day peak (100%)



HR DEPARTMENT



HUMAN RESOURCE DEPARTMENT

In any organized sector, human resources are the most significant of all resources at
command & are a critical factor in the success or failure, in effective utilization of all
other resources. Its optimal development is the key to success.
Human resource development conceptually starts with man power planning on normative
perceptions, keeping in view the specific requirements & problems faced by the
particular sector. It extends in domain to constantly updating the technical knowledge,
skill 7 competence of working people,compatible with the trade requirements, training is
taking as the prime mover of development of total collective potential of personnel
directed towards a set of sectoral objectives.

Essential Components:
1. Man Power
2. Selection
3. Training & Development
4. Personnel Appraisal
5. Salary Administration
6. Career development
7. Counseling
8. Organizational development
9. Industrial Relations



Human resource Unit (authorities reporting) flow

Human resource
manager head office

Human resource
manager UNIT-LTK2

Security Head nurse Fire fighting Training centre
supervisor head head

Securities Fire fighters of Trainees
Nurses of each each (tailors)
department department

Canteen head

House keeping
head



Pre production meeting
Objective: to get full clarity about manufacturing details, quality requirements and input
material status of a particular style
Scope: covers all styles of all buyers
Responsibility: production executive

Production executive shall coordinate PPM with necessary production file, patterns,
PPS/PRS/QRS/ cross check status of fabric and accessories with merchandiser and record
and circulate minute of meeting

PRS: Production reference sample
QRS: Quality reference sample

Prerequisites for the meeting:
P.E should ensure that the following is available for the meeting:
 Production file containing PO copies ,tech pack, FPT- GPT reports, shrinkage
reports, interlining test report, trim test reports, fabric width and shade reports,
approved minimarker, approved fabric defect standards, approved trim chart,
approved print and embroidery standard, size set patterns and unit PPS
 In case of urgency, if a few non critical reports are not available the unit head may
give approval to proceed with PPM



LIST OF PARTICIPANTS
 P.E-To ensure that all required matters are discussed and clarified also takes
minutes of meeting and close the issue before PCD
 Merchandiser –only for external PPM however external PPM if not there have to
sit for internal PPM
 Sampling technician: only for external PPM however external PPM if not there
have to sit for internal PPM
Shall appraise production certificates to production staff and explain status of
garment
 Production manager:shall discuss about bulk production problems if any
regarding change of pattern /construction based on unit PPS report
 QAM (Quality assurance manager)- shall ensure production file is understood and
discuss any probable quality problems that may rise based on unit PPS inspection
 Cutting in charge: problems in cutting
 APM: discuss problems in sewing
 Stores in charge shall ensure updated status of fabric and accessories are available
during PPM
 Industrial engineer: shall ensure all critical operations are achievable and explain
the same to all and issue thread worksheet
 Head mechanic: machine setting, Machine SPI etc



MERCHANDISING DEPARTMENT



MERCHANDISING

 This department is in the corporate office #2
 Each brand has its own merchandising team
 Every merchandiser takes care of his brand and the style allotted to him by the
senior merchandiser
 For eg: AnF has only 3 merchandisers
 Whereas lands end has 32 merchandisers

Role:
 Merchandiser‟s role starts only after the costing department has decided on the
price i.e. the FOB price of the garment
 Purchase and sourcing department works at the pace of merchandiser as they get
the approval from the costing department and they start sourcing and within 2
days of the approval by merchandiser the fabric order must be placed.
 The merchandiser is part of external PPM that is held in the unit
 Merchandiser has to prepare trim chart one for buyer and one for unit
 Merchandiser must follow up the order and make sure the unit is following all the
buyers conditions
 Every brand have their own web based software where the merchandisers have an
ID and password with which they login and get all the details regarding the brand
and the order that they are following



IT DEPARTMENT



INFRASTRUCTURE
 About 400+ Computers
 10 Servers
 10 Member IT Team
 Distributed Location of IT Infrastructure
 All the Locations are connected by network (Leased Lines)
 Different Software being used e.g. QAMS, FASTREACT, GSD, Intelliview,
SALS Payroll, Zimbra, ETON, Norton Antivirus

SOFTWARE USED:
 Stores
In house software called QAMS,
MICROSOFT OFFICE ENTERPRISE
 Cutting section
GERBER for CAD
 Sewing section
GSD
 Finishing section
 Merchandising
CARTS (CLIENT SOFTWARE BY LEVIS)
EMAIL SUITE
MICROSOFT OFFICE SUITE
MORE WEB BASED SOFTWARES PROVIDED BY CLIENTS
 Planning
FAST REACT
 IE
GSD(GENERAL SEWING DATA)



DEPARTMENTAL STRUCTURE

PROPOSED EXPANSION
 ERP System soon
 For CRO –implementing Oracle Clinical
 Also going in for ISO 27000 & 21 CFR Part 11 certification for CRO(For
Security purposes).

SAP YET TO BE COMPLETELY IMPLEMENTED BUT ALL THE MODULES
ARE AVAILABLE
Training for specific employees happens twice in a week in the corporate office
There is a SAP department which governs the training and implementation
This is an expensive set up and the training for the employees which is free happens in
the corporate office which is really expensive and it would take a long time for the
company to recover the investment
The company is trying to link all the departments and make the whole process faster than
before and since the company being one of the very few who have bought SAP amongst
the garment industries is a big challenge for them to implement it and get the returns.



PROBLEMS
 Machine layout limit was exceeding all lines
 Switch track system was not utilized properly as the station was only for 40
machines and there were 45 machines
 Sweat shop
 Untidiness
 Too much burden on IE
 Lack of helpers
 Lack of tailors
 Competition between the units sometimes becomes a de merit
 Too many sub divisions
 Area constraint
 Dependence on KI -2 for machines

SECURITY POLICY
 Use of external storage device is strictly prohibited, unless authorized by IT
team e.g. USB Drive, CD Drive, Floppies
 Do not disclose your login credentials
 You have to lock ( Ctrl + Alt + Del ) When you are away from your desk
 Non standard software to be installed only after you get the approvals from
Manager & with IT team



WASHING DEPARTMENT



WET AND DRY PROCESSING UNIT
 Located in LTK-1 premises
 Capable of washing 8000 garments a day
 Works in two shifts

STAFF
 Mr. Dev Daniel is GM (Wet & Dry process)
 Senior operators- 4
 Operators- 6
 Helpers- 10

WET PROCESSES
WASHING
 Subjecting the garment to water and other chemicals
 For appropriate shades
 For hand feel
 For customized finish

DYING
 Subjecting the garment to liquid colours so as to give
 Appropriate shades

PURPOSE AND STEPS OF WASHING
PURPOSE
 To add special finish to the apparel

STEPS
 Washing
 Hydro extracting
 Tumble drying



TYPES OF WASHING
 Softener wash using softener, silicon and water
 Rubber ball wash for good feel
 Enzyme wash using enzyme for wash down effect
 Enzyme stone wash for more wash down effect



WASHING MACHINES
 2 side loading machines of 60 Kg each
 1 side loading machine of 150 Kg
 2 front loading machines of 100 Kg each
 2 side loading machines of 200 KGs each
 AVERAGE WASHING TIME- 30 minutes to 3.5 hours

HYDRO EXTRACTOR
MACHINES
 1 machine of 100 Kg capacity
 1 machine of 50 Kg Capacity
 1 machine of 150 Kgs

TIME REQUIRED FOR HYDRO EXTRACTING
 3 to 5 minutes



OBJECTIVE OF HYDRO EXTRACTING
 To extract the water from wet clothes

TUMBLE DRYING
MACHINES
 2 machines of 125 Kg each
 3 machines of 60 Kg each
 4 machines of 150 KG each

TIME REQUIRED FOR TUMBLE DRYING
 50 minutes approximately

THE OBJECTIVE TUMBLE DRYING
 to dry the wet cloth



DRY PROCESSES
“Subjecting garments to value addition processes to give special look.”

Sand Blasting
Blasting specific areas of the garment with high pressure sand to get it faded look.



Grinding
Damaging the garment to give vintage look.

Spraying
Spraying colour for bleaching/ colouring.

Staining
Staining the garment with colour / grease to give a vintage look.



SYSTEMS &AUDIT DEPARTMENT



RESPONSIBLE FOR:
 Establish, document, implement and Maintain QMS in the Karle group of
companies.
 Implementation of other process improvement tools like Six sigma.

ISO 9001 CERTIFICATION
 Following have been certified for ISO 9001-2008 QMS std :
o Apparel division (Corporate office, all units – LTK4,KI1,KI2 and LTK2)
o Karle Integrated Package Pvt ltd (KIPL)

REQUIREMENTS OF QMS IMPLEMENTATION

 Documenting, organization structure, job specification and job description for
each and every position in each and every dept.
 Establishing quality objectives
 Documenting process flow charts and process interaction charts for each and
every dept.
 Documenting standard operating procedures (SOPs) for each and every depts/
processes
 Documenting work instructions wherever applicable.
 Preparing quality manual

TRAINING AND EDUCATION FOR IMPLEMENTATION
 Group leaders will be selected and trained.
 Each group leader will in turn train about 15 to 20 people around him.
 Pick and speak programme every Saturday morning.

INTERNAL AUDIT
 Train a group of people selected from different departments as auditors.
 Audit each department at 3-6 months interval based on the importance



 Identify and report non conformities.
 Non-Conformities (NC‟s) will be rectified by the HOD‟s
 Management Review meeting once in 3 months to review progress in the matter.

QMS DOCUMENTS REVIEW
 After each internal audit, QMS documentation will be reviewed with concerned
HODs to ensure continual suitability.

Quality Objective Review Meetings (QORM)
 Conducted once in a month
 Attended by all HODs and chaired by the CEO
 To discuss the quality objectives achievements
 HODs to forward the data of objectives met latest by 10th of every month
 Meeting to be held by 15th of every month.



EXPORT & IMPORT DEPARTMENT



IMPORTS AND EXPORTS DEPARTMENT
 Headed by Mr.Ramu
 Located in New Head Office
 Has a office in Chennai also.

Major Responsibilities
 Importing raw materials and capital goods required for use in our business.
 Exporting of finished goods to buyer destinations

Advisory role
This department advises the management whether DTA scheme or 100% EOU scheme is
appropriate in each case.
 Export Oriented Unit (EOU)
(KI-2 & LTK-4 – EOU)
 Domestic Tariff Area (DTA)
(KI-1 & LTK-2 – DTA)

Import related functions
 Nominating freight and forwarding agency in foreign country
 Customs clearance of imported material
 Bonding activities for 100% EOUs

Export related functions
 Understanding Buyer/ Consolidator SOPs for different countries.
 Arranging transportation to the port
 Customs Clearance
 Handing over goods to buyer‟s consolidator

Documentation functions
1. PRE-SHIPMENT DOCUMENTS
 Invoice (commercial information of the goods),
 Packing list (number of pockets, contents etc), and



 Certificate of origin issued by local chamber of commerce like FKCCI
(Federation of Karnataka chamber of commerce Industries) or BCIC(Bangalore
Chamber of Industry Commerce)
2. BUYER DOCUMENTS
 Another set of similar documents to be sent to buyer to enable him take delivery
of goods.
3. PAYMENT RELATED DOCUMENTS
 letter of credit,
 invoice,
 packing list,
 certificate of origin,
 Cargo bill/ bill of lading etc.

Miscellaneous functions
 Payment follow-up to freight forwarders.
 Closure of statutory books
 Returns submission
 Liaisoning with customs department
 Follow-up for duty drawback and export incentives

Important organizations in foreign trade
 Director General of foreign trade
 Customs department
 Reserve Bank of India (Monitor & control price of Indian rupee against foreign
currency)
 Apparel export promotion council



FINANCE DEPARTMENT



FINANCE DEPARTMENT
Headed by
 Mr.Gururaja Bhat, Chief Finance Officer with a Team 42 people.

Role of Finance Department
 Planning
 Sourcing and
 Managing

Monetary issue of the company

Major functions
 Receipts and payments
 Cost control
 Treasury- cash, forex and Hedging (Value against Indian rupee)
 Insurance
 Recovering dues from buyers
 Taxation
 Accounting / book keeping
 Returns submission
 Licenses and approvals
 Legal aspects
 General purchases
 Gen Administration- Civil, Electrical and security



Organization Chart



FACILITIES DEPARTMENT



FACILITIES DEPARTMENT
 It is located in old head office
 Headed by Mr. Sai Ram
 Serves all the companies in Karle group

Organizational Structure

Major functions
Maintenance of buildings
Maintenance of machines
Protecting people and property of Karle group
Helping in compliance issues- safety, health etc.
Transportation



Maintenance of buildings
Civil works
Electrical
Sewage
Plumbing
Painting
Water service
Power generators
Boilers
Carpentry
Any other allied services
Effluent/Sewage Treatment Plant (ETP/STP)
Maintenance of Machines
Installation of machines
Repairing / servicing of machines
Hiring of machines
Procuring of spare parts
Transportation
Maintenance of company vehicles
Hiring and managing drivers
Providing transportation services to group companies
Protecting people and property of Karle group
Recruitment and selection of security personnel
Training and development of security personnel
Monitoring movement of people in Karle group
Monitoring movement of goods in Karle group
Housekeeping services
Cleaning and upkeep of both head offices



COSTING DEPARTMENT



COSTING DEPARTMENT
There will be enquiry from prospective buyer
Costing department is responsible for quoting correct price for manufacturing
garments to prospective buyers in the shortest possible time.

Collecting cost inputs from many departments
Data to determine the price is collected from
Industrial engineering
Sampling
Finance
Export-import
Sourcing

Information from Industrial engineering dept
Standard minute value
Thread consumption
Feasibility- is this order/ style possible for Karle
Special machines required to do this style

Information from Sampling dept
Fabric requirement by preparing patterns from the tech pack details
Cost of accessories to be used.

Information from Sourcing dept
Price and Supplier information

Information from Finance dept.
Labour and other costs per machine
Foreign exchange rate



Information from Export & Import dept.
Freight charges
Clearance charges
Duty drawbacks for domestic tariff area (DTA)
(KI-1 & LTK-2 – DTA)
(KI-2 & LTK-2 – EOU)

Preparation of cost sheet
Compute the data collected from other depts.
Add wastage cost
Add profit
Scrutinize the price
it signed by CEO
Get
Submit to the prospective buyer
Order review before style confirmation
Confirm the order
Handover the files to Merchandising



OBSERVATION AND LEARNING

1. Insight into the working of Garment Industry.
2. It was a bridge between the theoretical knowledge and practical application.
3. Understood the difference or the variation in handling of different type of fabrics
and its effect on the work process in the cutting department.
4. Developed inter-personal communication skills and learnt how it varies as one
moves down or up the hierarchy.
5. Developed the understanding of the thinking process of a worker and how it
should be dealt with in the best interests of the organization.
6. Lastly, realized how each entity of a factory, be it worker, machine or managers,
work together to attain the goals of a company.


LT KARLE

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LT KARLE