BAHIR DAR UNIVERSITY

ETHIOPIAN INSTITUTE OF TEXTILE AND FASHION

TECHINOLOGY

(EITEX)

Garment Engineering Program

Project Title

IMPROVE PRODUCTIVITY BY REDUCING RE WORKIN SEWING

ROOM (CASE STUDY ON BIG M GARMENT PLC)

Hosting Company: BIG M company

Academic Advisor-Mr. Agmasie B.

Company Advisor- Assegd Mebratu

Prepared by-Eyob Shiferaw

Id Number-0904177 Submission date-12/06/2013

 Declaration
My name is Eyob Shiferaw and I’m fourth year garment engineering student. I
completed my internship program in BIG M GARMENT PLC for a period of four
months with the guidance of my academic adviser name is Mr. Agmasie Bantie and
he will approve my project title, help and advise me according to academically guide
lines. I certify that my work is original and compile according to the internship report
writing guideline given by the Institute-Industry Linkage office of the Institute.

Mr. Agmasie Bantie_ ______________________ ____________________

Name of Academic Adviser Signature Date

Eyob Shiferaw____________________________ ____________________

Name of Student Signature Date

i
 Acknowledgment
At first we would like to express our heart-felt thanks to almighty GOD for his kind
blessing for complete of this internship project successfully.

We would like to thank our honorable supervisor, Mr. Agmasie Bantie, Lecturer, at
Department of Garment Engineering, Bahir Dar University for his guidance, help and
encouragement throughout the progress of the internship project. I am very grateful
for his kind advice and instructions.

I don’t know how to express my words for my great family they stand with me in all
my activity and all Big M internship students, for their tireless and big contribution to
the success of this study. Furthermore, I had to be thanks Factory Manger Mr. ELIAS,
for his interest to accept our internship request and for his permission to work and see
throughout the company without any restriction. Lastly would like to thanks all
member of big m garment PLC workers for their support during I collect data from
each of their position.

II
 Executive Summary
Internship is a proven way to gain relevant knowledge, skill and experience while
establishing important connection in the field. In my internship in big m apparel for
the specified period of time, I got the required experience skill and knowledge. The
first part of the report has tried to list the overall aspects of the internship experience.
include information about the hosting company’s brief history, organizational
structure, process flow of the company, available machinery, products variety and
style, I try to list out the supporting department and main department, working
procedure of design room and sampling, cutting room task, operation break down
with time study for different garment, finishing department.

In the second part of the project, it describes mainly the particular project I have
executed in the company. It starts by describing the title, introduction about the
problem, objective of the project and. How to data collect, present and analysis the
data to accomplish the project work. Also this part contains the main finding of the
problem and its solution. Lastly I try to show my new idea in practice to implement
the company. The last part of the report explains the overall benefits that I have
gained from this internship period.

III
 Contents
Declaration ...................................................................................................................... i
Acknowledgment ...........................................................................................................ii
Executive Summary ..................................................................................................... iii
Contents ........................................................................................................................ iv
List of Figures ..............................................................................................................vii
List of Table ............................................................................................................... viii
CHAPTER ONE ............................................................................................................ 1
1.1. CAMPANY BACKGROUND ........................................................................ 1
1.2. Company Structure .......................................................................................... 1
1.3 Aspirations, Objectives and Strategies ............................................................ 2
1.3.1 Aspiration ...................................................................................................... 2
1.3.2 Objectives ..................................................................................................... 2
1.3.3 Strategies ....................................................................................................... 2
1.4 Mission, vision and value of the company........................................................... 3
1.4.1 Vision of the company .................................................................................. 3
1.4.2 Mission of the company ................................................................................ 3
1.4.3 Value of the company ................................................................................... 3
1.5 Organization of the Structure .......................................................................... 4
1.6 Departments and Their Responsibilities ......................................................... 4
1.7 Work flow procedure .................................................................................... 10
1.8Garment Departments Stock Keeping Department............................................. 10
1.8.1 Fabric Store ................................................................................................. 10
1.8.2 Fabric inspection machine ..................................................................... 12
1.8.3 Accessory storage .................................................................................. 12
1.8.4 Designing and sampling department ........................................................... 13
1.8.5 Marker Making Department ....................................................................... 15
1.8.6 Spreading Department ........................................................................... 15
1.8.7 Cutting Department ..................................................................................... 16
1.8.8 Ticketing and Bundling............................................................................... 18
1.8.9 Printing and Embroidery Section ................................................................ 18
1.9 Sewing Room ..................................................................................................... 19

IV
 1.10 Maintenance Department ........................................................................... 20
1.11 Inspection Section ............................................................................................ 21
1.12 Finishing and Packaging Section ..................................................................... 21
1.13 Ware House ...................................................................................................... 22
1.14 Material Handling System ............................................................................... 22
1.15 Big-M Product and Productivity ...................................................................... 23
CHAPTER TWO ......................................................................................................... 25
Improve Productivity by Reducing Level of Rework in Sewing Room ...................... 25
2.1 INTRODUCTION ............................................................................................. 25
2.2 Problem Statement ............................................................................................. 27
2.3 Objective ............................................................................................................ 28
2.3.1 General Objective ....................................................................................... 28
2.3.2 Specific Objective ....................................................................................... 28
2.4 Scope of the study .............................................................................................. 28
2.5 Significance of the project ................................................................................. 28
2.6 challenge of the study ........................................................................................ 28
2.7 Literature review ................................................................................................ 29
2.8 Methodology ...................................................................................................... 32
2.9 Data Collection .................................................................................................. 33
2.10 Equipment Used ............................................................................................... 33
2.11 Data Presentation and Analysis ....................................................................... 33
2.12 Calculation on data cost analysis ..................................................................... 37
2.13The main reason for high level of rework activity ............................................ 38
2.14 Proposed Solution ............................................................................................ 39
2.15 Conclusion ....................................................................................................... 43
2.16 Recommendation ............................................................................................. 44
Chapter Three............................................................................................................... 45
INTERNISHIP BENEFIT ........................................................................................... 45
3.1Internship experience ...................................................................................... 45
3.2 Benefits I gained from internships ..................................................................... 45
3.4 Problem solving skill ......................................................................................... 46
3.5 Team playing skill.............................................................................................. 46
3.6 Leadership skill .................................................................................................. 46

V
3.7 Work ethics issues and industrial psychology ................................................... 46
3.8 Interpersonal communication skill ..................................................................... 47
 Reference .......................................................................................................... 47

VI
 List of Figures
Figure 1 Big-m apparel/garment factory compound ...................................................... 1
Figure 2 Organizational structure .................................................................................. 4
Figure 3 work flow....................................................................................................... 10
Figure 4 fabric inspections in big m apparel/garment factory plc. .............................. 11
Figure 5 Fabric flow in big m apparel/garment factory plc. ........................................ 11
Figure 6 Fabric stores in big-m apparel/garment factory plc. ...................................... 11
Figure 7 Fabric inspections in big m apparel/garment factory plc. ............................. 12
Figure 8 Accessory stores in big-m apparel/garment factory plc. ............................... 12
Figure 9 Sample design department in big-m apparel/garment factory plc. ................ 13
Figure 10 Work Flow in Sample Room ....................................................................... 14
Figure 11 markers making in big-m apparel/garment factory plc. .............................. 15
Figure 12 spreading big-m apparel/garment factory plc. ............................................. 16
Figure 13 cutting in big-m apparel/garment factory plc. ............................................. 17
Figure 14 Cutting and Spreading Procedure ................................................................ 18
Figure 15printing in big-m apparel/garment factory compound.................................. 19
Figure 16 Head embroidery machine in big-m apparel/garment factory plc. .............. 19
Figure 17 Sewing section in big-m apparel/garment factory plc. ................................ 20
Figure 18 Maintenance rooms in big-m apparel/garment factory plc.......................... 21
Figure 19 Packaging (packed products) in big-m apparel/garment factory plc. .......... 22
Figure 20 Warehouse/store department in big-m apparel/garment factory plc. .......... 22
Figure 21 Material handling equipment’s in big-m apparel/garment factory
compound. .................................................................................................................... 23
Figure 22 Big-M Product and Productivity ................................................................. 24
Figure 23 Methodology................................................................................................ 32
Figure 24 Defect on product pieces ............................................................................. 34
Figure 25Practical skill ................................................................................................ 46

VII
 List of Table
Table 1 Total work force in big m apparel and garment factory ................................... 7
Table 2 sewing machines available machines in BIG-M apparel .................................. 8
Table 3 Different type of available machines in BIG-M apparel .................................. 9
Table 4 Re-work operation cycle or position of defect on one Month ........................ 34
Table 5 Table calculation of rework time .................................................................... 36
Table 6 show the solutions of some problems on cause of error ................................. 40
Table 7 Check process ................................................................................................. 42

VIII
 CHAPTER ONE
1.1.CAMPANY BACKGROUND

Figure 1 Big-m apparel/garment factory compound

Big-M Apparel and Garment PLC were acquired by Midrace Ethiopia in 2011 on a
public tender issued by the Ethiopia Development Bank. The company is involved in
the manufacturing of garments on a large scale basis. And place in Addis Ababa
Ethiopia around Akaki Kalitiy sub city in space of 7977 square feet.

Big-M Apparel and Garment PLC is one of MIDROC Ethiopia sister companies,
which has the largest investment group in Ethiopia. But the management is
independently organized. Big-M Apparel and Garment PLC is owned by the
MIDROC Chairman Sheikh Mohammed Hussein Al Alhamoudy and Mr. Elias
Meshesha Mr. Elias Meshesha is appointed by the law of designation and power of
attorney. Mr. Elias Meshesa has 40 years’ experiences in the garment industry, which
includes 20 years in Los Angeles, USA and 20 years in Ethiopia.

1.2.Company Structure
Land holdings/Building area: 7977 square meter

Total work force 242 people

Male: 37

Female: 190

Contracted workers: 15

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The company’s main functions are divided into the following areas

 Management
 Administration
 Finance and Accounting
 Human resource
 Sample and design development section
 Fabric store department
 Cutting department
 Quality control
 Sewing department (production & finishing)
 Printing section
 Warehouse

1.3 Aspirations, Objectives and Strategies

1.3.1 Aspiration
 To become a leading and model as garment/apparel manufacturer in Ethiopia
 Develop independent brand product line

1.3.2 Objectives
 To build high productivity in sustainable manner
 To compete in local market sales with best quality and service
 To create employment opportunities to the society at large
 To increase the export market, share and turnover in foreign exchange
 To increase the capacity utilization to effective to cost deduction
 To open numerous Factory outlets all over Ethiopia

1.3.3 Strategies
 Maintain on time delivery and quick customer response system
 Produce high quality products and services that meet international standards
 Adopt systems and methods to obtain product compliance certifications
 Explore export opportunities at secured and stable condition
 Deliver products at competitive cost and price
 Upgrade skill and capacity of employees by special practical training

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  Introduce new and advanced automated technology
 Engage in partnership with branded customers in the world

1.4 Mission, vision and value of the company

1.4.1 Vision of the company

The vision of big-m apparel/garment factory plc. is to see the industry as leading a
model garment industry and to be competitive on east African market which plays
important in garment industry, sector and to become a number one reference in the
Ethiopian garmenting industry and abroad.

To be leading supplier of on title sector to satisfy the every growing domestic and
foreign demand through quality product at competitive price and Giving maximum
satisfaction to the end users.

1.4.2 Mission of the company

Creating national industrial technology network is competent on the given field and
sells products in reasonable price and quality to the domestic and East African market
to see the industry as leading model which plays important role in Garment Industry
Sector and Garment Engineering skill centers.

Develop technologies of Varity of Garment style to satisfy domestic and International

market

1.4.3 Value of the company

Determine how we treat our clients and partners. They define how we do our job. It
also helps us to work together in the most effective way.

Some value of the company: -

 Quality and efficiency

 Punctuality
 Commitment
 Good working habit/culture
 Integrity
 Professionalism

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 1.5 Organization of the Structure

Figure 2 Organizational structure

1.6 Departments and Their Responsibilities

 Production Planning and Control Department
 Sample and Development Department
 Maintenance Departments
 Marketing and Sales Department
 Finance Department
 Human Resources Department

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Production Planning and Control Department

This department is responsible for ensuring the manufacturing of products on

controlled and planned time table that goes along with on time delivery and of
acceptable quality within controlled and installed product quality management
system. It is also responsible for maintaining all kind of necessary documents to
achieve the required efficiency level. It is the sole task and responsibilities of the
Production department to enhance productivity. Installing best production techniques
and system so that the desired productivity and production volume by considering the
company resources such as skilled manpower, time and available machineries to the
best benefit of the Company.

Design and Sample Development Department

All kind of product development and samples approval are conducted by this
department. We still use manual pattern making, we hope to introduce CAD system in
the near future. This technology is important to maintain quality and efficiency. The
design of every product is made by this department which makes the right
consumption of fabrics required by any given product along with the manpower
requirement and time it take to make single product. Once the design is made by such
department, the mass production of the product will be on the production process, and
manufacturing process of the product will be carried out by the Production
department.

Maintenance Department

This department is responsible for maintaining machines including looking into

electrical disturbances, maintaining transport facilities and water resources. The
Department is also responsible for doing preventive and protective maintenance of
machines.

Marketing and Sales Department

Marketing and Sales Department is currently working on the Sales part since this
section is mainly engaged with receiving work orders from customers and then
placing such job orders, it afterwards informs to the production department so that
production department could produce according to the requirements set such as

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quantity, size, color, and other required information on the quality of the product and
it follows up on the process of production until the customer or buyer receives its final
product as per the requirement set.

Administration and Human Resources Department

This Department handles all kind of routine activities which relate to recruitment,
training, keeping staff records, such as annual leave, sick leave, holidays, overtime
and other employee’s benefits; it also protects the company by ensuring that
government rules and regulations are employed and maintained within the company
administration.

It is also responsible to the safety and security of company properties such as office
equipment’s and furniture, factory machines and equipment’s, vehicles health and
security, and factory buildings as well. It ensures that proper insurance is entered and
other safety precautions are done such as the installation of fire extinguisher and
appropriate safety measures in relation to accidents that could occur in the company
compound. It also makes sure that trade and other government licenses are renewed
and properly kept.

Finance Department

All the internal and external financial transaction proceedings are activated by this
department along with stock management system. It prepares quarterly and annual
financial reports; it submits financial reports to the government tax office annually so
that it facilitates in way that the company trade license could be renewed. It submits
financial and other require financial reports to the top management for its information,
consideration and judgment and planning. It is also responsible for the overall
financial transactions and activities of the company in general.

Human Resource department

Just three years in the history of Big–M apparel and Garment plc. The
company has achieved a considerable amount of progress when it comes to
human resources. Up to now we have recruited above 350 skilled machine
operators. The main challenge we face is the high turnover of the labor force

6
 due to circumstances that relate to the living standard of this country as the
becoming nature of the garment sector in the country
Our company has currently a total number of 242 employees; out of which
190 are female; 37 are male and a nonpermanent or contracted employee
consists of 15. The female population within the company is 78.5%, which is
dominant factor as the work force of the Company. It gives priority to female
as the much of the work force is and is also discharging its social
accountability, obligation and responsibilities.

Currently Total Work Force and Machine in Big M Apparel Factory

Total workforce in BIG-M apparel

Table 1 Total work force in big m apparel and garment factory

No Name of department Quantity

1 Administration 1
2 Designing 5
3 Finance 3
4 Marketing 3
5 Human Resource 1
6 Law 1
7 Cafeteria 5
8 Secretary 2
9 Maintenance 2
10 Security 6
11 Clean 10
12 General service 6
13 Cutting 8
14 Finishing 6

15 Printing 7

16 Sales & Measurement 5

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17 Shipping 4

18 Store 3

19 Bar tack 5

20 Sewing Line 128+15 contract operators

21 Super Visors 9

Total 235

Machines available in Big-M apparel and their origin

Sewing machines

Table 2 sewing machines available machines in BIG-M apparel

No Brand Model DESCRIPITION Machine QUA

origin NTIT
Y
1 Juki DDL-8300N 1 needle lock stitch China 183
2 Juki DDL-8700-7- 1needle lock stitch under China 50
WB/AK85/SC910/M91 Trimmer with EE10BT
3 Juki M1O-670450E44OH 1needle three thread China 25
4 Juki MO- 1 needle three thread Mack China 65
6714SBE644H/G39 safety stitch
5 Juki MO-6716SDE64OH 2needle 5-threadsafety stitch China 12
machine
6 Juki MB-373NSOOS Chain stitch button server China 14
7 Juki LBH-781U Lockstitch button hole Japan 14
8 Juki LBH-780U Inch knife for cutting 6,4t o Japan 6
38

8
 9 Juki MS-1190D Feed of arm 2-needle chain Japan 9
stitch
10 Juki MH-382U Dabble needle chain stitch Japan 2
11 Juki LH- Electronic bar-tack machine Japan 8
3128(WITHCENTERE
KNFEATTACH)
12 Juki LK-1900ASS0000 2-needle lock stitch Japan 8
13 Juki MF-7823-U10-B64 3needle top & bottom cover Japan 12
stitch cylinder64mm

14 Juki MF-760ST-UO6- 3 needle top & bottom cover Japan 44

B64/HOLB48 stitch hated bed
15 Ks DFB-1404P For short front Japan 2
16 Ks DFB-1404P For waist band USA 2
Total 456

Extra machines available in Big- M apparel

Table 3 Different type of available machines in BIG-M apparel

No Name of machine Purpose of machine Quantity

1 Fabric inspection For yardage identification And defect identification 1

2 Straight knifes For the purpose of lay cutting 3

3 Band knife For the purpose of cutting but it is an ideal position 1
4 Fueling machine To fuse of entering of small components 4
5 End cutter For the purpose of cutting the end of pug 1
Total 10

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 1.7 Work flow procedure

Figure 3 work flow

1.8Garment Departments Stock Keeping Department

1.8.1 Fabric Store

Big m apparel and garments factors are fabric. There are woven fabrics they have four
types of fabrics in different color, which includes 100% cotton, polyester, poly
viscous, and twill pc (65% polyester and 35% cotton).

The store room too small to the size of the company and also the main store room can
only handle the rolled fabrics whereas the fold fabric is kept in inspection room where
only rolled fabrics are manually inspected.

Work Flow in Fabric Store

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 Figure 4 fabric inspections in big m apparel/garment factory plc.

For fold fabric: most of the fabrics that received from suppliers are in book fold
form, which makes it so hard and costly for inspection. Therefore, there is no
inspection in this fabric

For rolled fabric: most of the fabric in store room 1 are in roll form and have been
there for a long time. Since, roll fabric are easy for inspection after receiving the rolls
go for manual inspection.

Receiving of material Manual inspection

Allocate card number

Check out balance

Figure 5 Fabric flow in big m apparel/garment factory plc.

Figure 6 Fabric stores in big-m apparel/garment factory plc.

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1.8.2 Fabric inspection machine
Fabric inspection machine checks this parameter like: -shade variation, fabric Hole,
tick yarn, slack yarn, hole fiber and to measure the fabric by yard.

Figure 7 Fabric inspections in big m apparel/garment factory plc.

1.8.3 Accessory storage

Garment accessories are an important element in a garment, however garment
accessories provide good finish and it gives good quality to the garment. A garment is
made not only from apparel fabric but also various accessory items. This store is
responsible for sorting, neatly and purely the trims received from the locally and
foreign suppliers. In accessory storage there are many finishing and decorative
material or anted in dozen within matched size, color and their end use there is kaizen
principle on their work plan but they did not apply it in formal ways.

Figure 8 Accessory stores in big-m apparel/garment factory plc.

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Different Types of Trims and Accessory

 Buttons hooks and Zippers in different size

 Labels: wash care, size, brand and fit, brand
 Fusible labels
 Needles and Threads i.e. sewing and embroidery
 Laces
 Packing materials: hangers, collar stand, brand label, packing box, poly bag
 Feed dog, presser foot, and throat plat
 Ruler Bobbin Elastics and Cutting blade.

1.8.4 Designing and sampling department

All kind of product development and samples approval are conducted by this
department. We still use manual pattern making, we hope to introduce CAD system in
the near future. This technology is important to maintain quality and efficiency. The
design of every product is made by this department which makes the right
consumption of fabrics required by any given product along with the manpower
requirement and time it take to make single product. Once the design is made by such
department, the mass production of the product will be on the production process, and
manufacturing process of the product will be carried out by the Production
department.

Figure 9 Sample design department in big-m apparel/garment factory plc.

Available Machines in Sampling Room

 Single needle lock stitch machine

 3thread over lock

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  2needle flat lock stitch
 2needle cover stitch machine
 Ironing machine
 Button hole
 Button attach
 Waist band attach

Work Flow in Sample Room

Figure 10 Work Flow in Sample Room

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1.8.5 Marker Making Department
Marker is a diagram of a precise arrangement of pattern pieces for a specific style
and the sizes to be cut from a single spread.

Marker Making is the process of determining the most efficient layout of pattern
pieces for a specified style, fabric, and distribution of sizes (requires time, skill and
concentration).

The next step after sampling is marker making. Which has one marking table that
have 2m width, 20 m length and 90 cm height from the ground? The operation is
100% done manually by the experienced operators in good efficiency.

Figure 11 markers making in big-m apparel/garment factory plc.

1.8.6 Spreading Department

Spreading is the process of unwinding large rolls of fabric onto long, wide tables and
laying them in superimposed plies of specified length. In this Garments are spread
100% manually spreading system, factory there is no individual spreading method but
it has its own position or place which the spreading together and cutting process are
done in it. They have 3 spreading table which have length, is 20 m, height is 90 cm to
the ground and width is 2m. On spreading table, the worker forces are:-4 operators’,

15
who spreads, control tensions, align edges to put clump and dead weight and to cuts
end.

The duty and responsibility of this room are:

 Count the number of plies

 Ply alignments Check width of fabrics and Controlling tensions
 Spread the right amount of fabric with the right type of color
 They are responsible for fine and accurate cutting by arranging fabrics

Figure 12 spreading big-m apparel/garment factory plc.

1.8.7 Cutting Department

The objective of cutting room is cutting of garment parts accurately and economically
and in sufficient volume to keep the sewing room supplied with work. Breaking a
bulk of laying garments for mass production, cutting fabric into necessary shapes and
sizes of garment.

The four processes involved in cutting room are: -

 The planning, and if appropriate the drawing and reproduction of the marker
 The spreading of the fabric to form a lay
 The cutting of the fabric.
 Preparation for sewing

The machine available in cutting department

 Three white longest marker and spreading table.

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  Straight knife cutter: - for the purpose of cutting the spread fabric which we
want.
 End cutter: - these one is used for the cutting fabric after the required length of
lay the fabric from the total fabric roll fabrics.

Figure 13 cutting in big-m apparel/garment factory plc.

Cutting and Spreading Procedure

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 Figure 14 Cutting and Spreading Procedure

1.8.8 Ticketing and Bundling

Is process whereby each cut piece of fabric is given unique number so that cut pieces
of different shades and sizes do not get mixed and sewn together and, cut pieces after
passing through ticketing and printing need to be bundled or tied up together before
goes to the sewing room?

Numbering is to give a number for all cut garment components.

Bundling means tying the cut fabric size by size (numbering and tying). It contains
one garment component required for one operation.

1.8.9 Printing and Embroidery Section

Printing is the process of applying color to fabric in definite patterns or designs. In
properly printed fabrics the color is bonded with the fiber, so as to resist washing and
friction.

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Screen-printing is the most flexible printing process. It can be used to print on a wide
variety of substrates, including paper, paperboard, plastics, glass, metals, fabrics, and
many other materials including paper, plastics, glass, metals, nylon and cotton.

Figure 15printing in big-m apparel/garment factory compound

Embroidery This technique is a quick and easy way to put a design onto a garment
by making thread patterns on the surface of the garments on a designated place. Our
company have 12 head analogue embroidery machine. Customers may request
embroidery to put logos and designs Cost of embroidery could vary significantly
based on the color and area which the embroidery covers.

Figure 16 Head embroidery machine in big-m apparel/garment factory plc.

1.9 Sewing Room

Sewing room is one of the main and critical department of changing a cut fabric piece
in to different dimension with different shape of garments which needs to be fit and
balance the required person (customer). In this room the operators receive a cut
bundle fabric through the lines supervisors and repeatedly sew the required product

19
and the end of the lines there is a quality assurance is performing to ensure that the
produced garment will constructed in full garment.

Responsibilities of sewing room: Stitch garment components efficiently effectively

and accurately with quality.

Figure 17 Sewing section in big-m apparel/garment factory plc.

Available machines in sewing room

 Single needle sewing machine

 Double needle sewing machine
 3 thread over lock machine
 4 thread over lock machine
 Snap attaching machine
 Button holing machine
 Button attaching machine
 Waist band attach
 Ironing machine and Pressing machine

1.10 Maintenance Department

This department is responsible for maintaining machines including looking into
electrical disturbances, maintaining transport facilities and water resources. The
Department is also responsible for doing preventive & proactive ways. They have 3
operators to working procedures are passive working process means one problem
happen to reach and solve daily problem of each sewing line machine.

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 Figure 18 Maintenance rooms in big-m apparel/garment factory plc.

1.11 Inspection Section

Inspection consist activities, such as measuring, examining, testing,one or more
characteristics of a product or service, and comparing these with specified
requirements to determine conformity.

Inspection is simply identification of defects. There are 4 inspection operators to

inspect each product by eye in total part of the garment like: - J-shape, arm hole,
button hole, button attach, shade variation, collar, to check every points to put correct
position of every component and to pass to packaging.

1.12 Finishing and Packaging Section

Finishing in Big-M apparel/garment factory finishing is done only by ironing to give
the garments a pleasant look. After a garment is fully sewn and assembled, it is
transferred to the ironing section for final pressing

Finishing Is the final process of the products to check to size, name of order, button
and button hole to overall check the garments and to pressing, folding and send to
ware house.

Packaging is putting the finished products in to bags plastics box cartoons etc.
products are packaged according to customer specifications. Also, garments may be
placed in protective plastic bags, either manually or using an automated system, but in
these company the process is done by manually to ensure that the material stays clean
and pressed during shipping.

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 Figure 19 Packaging (packed products) in big-m apparel/garment factory plc.

1.13 Ware House

In big m apparel ware house department can store finished product until its delivery
date or dispatching. There are various finished products stored in warehouse products
are arranged on shelf by their categories and according to their customer.

This department contains 2 workers it also follows formal way documental based
work flow. In ware house products are put in shelf in company name, identification of
customers, order type and finishing department to report

Figure 20 Warehouse/store department in big-m apparel/garment factory plc.

1.14 Material Handling System

Materials handling is the science and art involving the moving, packing and storing of
substance in any form, and includes the preparation, placing and positioning the
material to facilitate their movement or storage. It has been estimated that at least 15
to 25% of the cost of the product is attributable to materials handling activities.

22
 Figure 21 Material handling equipment’s in big-m apparel/garment factory
compound.

1.15 Big-M Product and Productivity

 Over Coat, Chief Coat, Safari Coat, Pocket Over Coat
 Waiter jacket
 Shirt, Polo Shirt,
 Nurse Top, Nurse Coat,
 Coverall, Bib Coverall,
 Trouser, Elastic Trouser,
 Cleaners cloth
 Student uniforms
 suits
 Long Dress, V Neck Long Dress,
 Hair Cover, Crown Hat, Baseball Cap, Police Type Cap,
 Vest and Double Brest Vest and much more upon specific request

23
 Description Picture

Coverall

Long dress

`
Shirt

Trouser

Bib coverall

Hair cover

Overcoat

Figure 22 Big-M Product and Productivity

24
 CHAPTER TWO
Improve Productivity by Reducing Level of Rework in Sewing Room

2.1 INTRODUCTION
Productivity is defined as a ratio between outputs to input. It is a fundamental
concept considering this efficient and effective use of resources like men, material,
machines, space, time, power and building as well as reducing re-works. Productivity
improvement is seen as a critical success factor and the foundation of profitability.
Essentially the focus is on enhancing productivity to meet or beat the competition on
relevant cost, quality, time and flexibility issues.
Rework: rework is the process of rectifying mistakes made during many factors that
product meet requirement. it include re activity, redo, reconstruction, that need extra
cost on company for correction action appraisal quality cost ,internal and external
quality cost .rework includes an expensive work time, additional material, and extra
load on operator with cost needed for those Rework can be more challenge specially
for garment industry in both direction follow on efforts such as disassembly repaired
replacement resemble etc. Therefore, the nature of rework is that caused by problem
in quality management system so the manager must put a quality management
processes to keep the quality of product.
Generally, in an industry more focus is given on profit margin and customer demand
for high quality product and improved productivity Reason, most of the manufacturers
believe that garments are soft goods and non-repairable defect may occur due to low
quality raw materials or faulty process or employee casual behavior. However, factory
must have check points to control over this issue. There is no ready-made solution
that can reduce rework percentage overnight. Each order is unique but this paper
works suggest how to handle this issue and bring down rework rate to minimum.
Reworks in the garments industry is a common works that hampers /disturb the
smooth production rate and focus poor quality products having an impact on overall
factory economy& minimization of reworks is a must in quality and productivity
improvement. In Big M Garment /apparel PLC there are much problem that can be
the basic tackle on production follow out this problem the urgent one is the presence
high rate of rework activity that directly affect productivity
per/hr./day/week/month/year. So this decide more about this problem their main

25
source, side effect on productivity, what makes solution to reduce or avoid. Each
tackle by identifying and solving because of them I stand on all cause that rework /re
activity can be taken in Big M garment plc.
From time to time without any solution but in my short apparent work there I will
understand the main cause why? High rate of rework activity did in all departments.
In big m garment PLC there no standard work flow from management to operator
they did not stand by on their responsibility this can goes to make fault on their
activity company cannot identify how much re processing can affect product quality,
out per day, machine cost, labor cost, material cost loose additionally.

26
 2.2 Problem Statement
In big m garment plc there are many problems among them there is much amount of
rework caused by mismatch of the cutting components, absence of inline garment
inspection and carelessness on work/management problem, lack of standard operator
training center those listed above leads the company less profitable. And also this
company pays incentives to the operator based on the quantity they produced rather
than quality. This create problem on product quality and quantity all operator aims
only number output per day for extra payment they did not consider quality of
product.

27
2.3 Objective

2.3.1 General Objective

 Increase productivity by reducing level re work in sewing room

2.3.2 Specific Objective

 To study the root causes of rework
 To identify rework time.
 To recommend the possible solution.

2.4 Scope of the study

This project is done on BIG M garment plc. This project is focused on different
solving method, but it needs long time and broad study, due to this, the project is
limited to identify each cause and effect of rework and also how much rework affect
productivity per/day per week/ month/year study and explain all the cases, problem
solving methods and justify its proposed solution.

2.5 Significance of the project

BIG-M apparel and garment PLC needs to know how to improve their productivity by
reducing rework in sewing room effectively. Some significant of the study are;
 To increase profitability
 To minimize wastage of raw material, labor force and time during re
construction
 To increase productivity
 The outcome of this project helps an industry to gain higher productivity and
profitability with improved quality product by minimization of rework
activities.
 It used to reduce the amount of defect to the required level

2.6 challenge of the study

Doing this study there are some challenge like-
 Un willingness of the workers to share some date
 Covid - 19
 Personal computer was not available
 The company are not willing to implement the method identify in the project.

28
 2.7 Literature review
Rework time is Non-repairable defect may occur due to low quality raw materials or
faulty process or employee casual behavior. However, factory must have check points
to control over this issue. There is no ready-made solution that can reduce rework
percentage overnight. Each order is unique but this paper works suggest how to
handle this issue and bring down rework rate to minimum. Reworks in the garments
industry is a common works that hampers /disturb the smooth production rate and
focus poor quality products having an impact on overall factory economy&
minimization of reworks is a must in quality and productivity improvement. Rework
is a vital issue for poor quality product and low production rate. Reworks are the non -
productive activities focusing on any activity that customer are not willing to pay for
rework. . ((n.d.)) ((n.d.)) Control of Product: Waste, Re-work and Work-in-Progress”,
Chapter 5.3, Page 19, WQASTD V8 Primary Production: Produce.

On-productive activities describe that the customer does not consider as adding value
to his product. By reacting quicker in minimization of reworks to make a product as
per customer demand with expected quality, the company can invest less money and
more costs savings. In sewing section identify reworks and eliminate them is
important to saving of time, cost and improved product quality Some parts of pattern
are missing, probably because the marker did not include the correct number of parts.
Mixed parts, probably because the marker is not correctly labeled, resulting in a
marriage of wrong sized parts. Patterns not facing in correct direction on napped
fabrics. Not all patterns facing in same direction (either way) on a one-way fabric.
Patterns not aligned generous marking, especially in combination with skimpy
marking results in components being sewn together with puckering and pleating.
When the marker is too wide, the garment parts at the edges of the lay get cut with
bits missing. (adinan.m.khan, 2013)
Not enough knife clearance freedom. Wrong check matching, i.e. lines across the
seam are not matching. Wrong check boxing, i.e. checks are not showing a full or
partial box across the seam. Notches and drill marks omitted, indistinct or misplaced.
Not enough plies to cover quantity of garments required. Plies misaligned, resulting in
garment parts getting cut with bits missing in some plies at the edge of the spread.
Narrow fabric, causes garment parts at the edge of the lay getting cut with bits
missing. Incorrect tension of plies, i.e. fabric spread too tight or too loose. This will

29
result in parts not fitting in sewing, and finished garments not meeting size. (jordan,
2013)
Seaming Defects: These defects are usually caused by errors arising from the
interaction of the operator and machine in the handling of garment
Placement Defects: These defects are usually caused by errors arising in marking
and cutting as well as sewing operations in the sewing room or a combination of thus
errors.
Fabric Defects: These defects are usually caused by errors arising from the fabric
processing like knitting and dyeing.
Embroidery Defects: These defects are usually caused by errors arising from the
embroidery processing of the garments.
Color Defects: Variation of color between the sample and the final garment, wrong
color combinations and mismatching dyes.
Sizing Defects: Wrong gradation of sizes, difference in measurement of various parts
garment like sleeves of XL size for body of L size garment can deteriorate the
garments beyond repair.
Finished Garment Defects: Broken or defective buttons, snaps, stitches, different
shades within the same garment, dropped stitches, exposed notches, fabric defects,
holes, lose or hanging sewing threads, misaligned buttons and holes, missing buttons,
needle cuts, pulled or loose yarn, stains, unfinished buttonhole, short zippers,
inappropriate trimmings etc.
Ways of improving productivity
1. Inline quality inspection at regular interval: Less number of a defective seam
is made less the time will be lost in repairing it. Inline checking system will
alert operators in concentrating their job. It also helps in another way. At the
start of the style, an operator may not understand the specification an
interaction with quality inspector will make an operator clear about the quality
requirement. Poorly managed factory loses productivity up to 10% due to
repair and reject as mentioned by quality (Dr.Bheda, 2001)
2. Operator motivation Operator’s motivation is the most crucial part in
productivity improvement. If they are motivated, they will put enough efforts
on the work. Employee motivation generally depends on various factors like
work culture, HR policies, bonus on extra effort or achieving target. In

30
 garment manufacturing operator’s motivation come through extra money
operator motivation can be improving by sharing certain percentage of your
profit made from operator’s extra effort. Use work aids, attachments, guides,
correct pressure foots and folders: These are some kinds of time-saving
devices that facilitate the operator to perform their work effectively with less
effort. If work aids are used effectively operation cycle time can be reduced
more time than existing cycle time.
3. Feeding to the sewing line: It is not a fault of production department if they
did not get cuttings to sew. All plans and efforts towards productivity will fail
if the line is not being fed continuously. “No feeding or irregular feeding” is
one of the top reasons for lower productivity in a poorly managed factory.
Poor production plan, wrong selection product mix in seasons and ineffective
cutting department are the reasons that stop continuous feeding.

31
 2.8 Methodology
In order to find the root cause of rework in sewing room, I followed the following
method.

Problem identification

Idea Generation

Data collection
Primary data Secondary data

Data analysis

Proposed Solution

Recommendation
and conclusion

Figure 23 Methodology

32
 2.9 Data Collection
 Primary data
 Observation: - Direct observation is used as a means to study and assess the
existing production system and to collect some essential data.
 Interview: - oral interview
 Secondary data
Internet: - data browsed from internet mostly used here because there was an
availability of internet access and it had more significant information than text books
and research works done since books and research are also found while browsing for
an internet.
Research: - previously done research and final projects has been used as secondary
data.
Books: - written book by others was the secondary data which was used to accomplish
this internship project.
2.10 Equipment Used
Equipment used during data collection
1. Phone
2. Pen
3. Paper or book
4. Stop watch
5. Laptop

2.11 Data Presentation and Analysis

Analysis of the collected data in order to identify the major occurring defect: This
analysis is done based on two things that are which defects or errors have the
maximum occurrence.

33
 Figure 24 Defect on product pieces

Table 4 Re-work operation cycle or position of defect on one Month

Line

Error or defect occurs

Total
1 2 3 4 5 6 7 8 9
defect

10 8 8 11 9 11 9 11 10 88
Puckering

Incorrect front side pocket 10 8 8 9 8 12 8 13 13 89

measurement

Miss align stitch 11 10 8 8 9 10 8 10 10 84

Wrong loop length 8 8 9 7 7 9 10 8 8 74

34
Wrong hemming 6 6 5 4 4 5 6 6 5 47
Stitch

Incorrect back dart

9 8 10 10 9 8 8 10 9 81
position

Wrong waist band shape & 10 10 8 8 8 12 10 11 11 88

measurement

Broken stitch 6 6 8 8 8 7 8 7 8 66

Incorrect welt pocket and

dart position 10 9 9 8 8 12 10 11 11 88

Jumped stitch 8 7 7 8 7 8 7 7 7 66

Unequal cuff/shape 9 9 8 8 7 8 9 11 11 80

Wrong chest pocket 8 8 7 7 6 7 7 7 7 64

position& dimension

Skipped seam 10 9 9 10 10 10 11 10 10 89

Unequal collar stand 9 8 7 6 6 9 8 8 8 69

Wrong stitch on collar 9 8 8 9 9 10 9 9 9 80

Wrong hemming 8 8 10 7 7 8 8 8 8 72
Stitch

Open stitch 7 8 8 9 7 8 8 7 7 69

35
 Outline stitch 7 7 4 4 5 9 9 8 8 61
Table 5 Table calculation of rework time

Effect or Week 1 to4 Separating wrong Time for Total

defect occurs stitch/wrong /align+feed time in
constructed time Move or min/mo
in sec/min reconstruction time nth
in min/month
Puckering 21+20+23+24 1.54min*88=135.5 6.22min*88=547.3 682.86
=88 2 min 6 min
Wrong Front 25+20+23+21 1.14min*89=101.4 6.02min*89=535.7 637.18
pocket =89 6min 8min min
measurement
Miss align 24+20+22+18 0.63min*84=52.92 1.045min*84=87.7 140.7mi
stitch =84 min 8min n
Wrong Loop 19+18+17+20 0.15min*74=11.1 1.32min*74=97.68 108.78
length & =74 min min min
position
Wrong 6+15+14+12 1.15min*47=54.05 3.04min*47=142.8 196.93
hemming =47 min 8min min
stitch
Wrong back 20+22+21+18 1.35min*81=109.3 1.15min*81=93.15 202.45
dart position =81 min min min
Shade 23+20+24+21 3.04min*88=267.5 3.54min*88=311.5 579.05
variation =88 2min 2min min
Brocken stitch 17+15+20+14 - 0.34min*66=22.44 22.4min
=66 min
Jumped stitch 22+15+22+21 - 0.25min*80=20min 20 min
=80
Wrong welt 18+16+13+17 2.45min*64=156.8 5.05min*64=323.2 480min
pocket =64 min min
For shirt error Week 1 to 4 Separate Reconstruction Total

36
or defect rework
time
Unequal 26+20+23+20 2.04min*89=181.5 5.21min*89=463.6 645.25
cuff/shape =89 6min 9min min
Wrong chest 25+20+18+16 1.25min*69=86.25 2.52min*69=173.8 260.13
pocket =69 min 8min min
postion&dime
ntion
Un equal 21+20+17+22 2.33min*80=186.4 6.04min*80=483.2 669.6mi
collar stand =80 min min n
shape
Wrong stitch 20+15+17+20 2.09min*72=150.4 2.31min*72=166.3 316.8mi
on collar =72 8min 2min n
Wrong 20+17+15+17 2.45min*69=169.0 2.06min*69=142.1 311.19
hemming =69 5min 4 min
stitch
Open stitch 13+21+11+16 - 0.45min*61=27.45 27.45mi
=61 min n
Jumped stitch 8+17+10+18 - 0.315min*53=16.6 16.695
=53 95min min

2.12 Calculation on data cost analysis

Average loss time for trouser in six working day=
(682.86+637.18+140.7+108.78+196.93+202.45+579.05+22.4+20+480)
min/lost= 3070.35 min per month/26 days=118.1 min per day
Loss time from production time%=118.1/480min*100=24.6% of production time
loosed by rework activity =480-118.1= 361.9 min per day is product time

Average loss time rework is 24.6%in production time. Since the production are
reducing to 361.9 from 480 total daily time.

If the operators finished one pieces of trouser 75 min.

1throuser=75 min

37
 x ? = 3070.35 min =41 pieces.

The company can sell one-piece average 350 birr 41*350=14350birr/month loosed
14350*12=172,200birr/year can be loosed by company

Average loss time for shirt in six working day=

(645.25+260.13+669.6+316.8+311.19+27.45+16.695)
min/lost=2247.115/26days=86.4275minper/day

Loss time from production time%=86.4275/480*100=18. %of production time loosed

by rework activity=480-86.4275= 393.6 min per day is productive time
Average loss time rework is 18% in production time. Since the production are
reducing to 393.6 from 480 total daily time.

If the operators finished one piece of shirt 50 min per day

1shirt = 50 min
? = 2247.115 min = 45 pieces.

If the company can sell one piece’s average 300 birr 45 pieces*300 =13500birr/month
loosed 13500*12=162000birr/year can be loosed by company
Total company loosed=334,200 birr.

2.13The main reason for high level of rework activity

Specific cause that make high level of rework that reduce productivity
per/day/week/month/year

 Lack of standard operator training

 Operator error
 Misunderstanding between operator and quality checkers
 Management problem
 Absence of raw material and inline inspection
 Information flow not accurate way

Four main problems that make tackle productivity improvement is in Big M garment
PLC is
1) Absence of operator standard operator training center

38
 2) Absence of raw material and Inline inspection
3) Operator target on quantity rather than quality
2.14 Proposed Solution
These problems in big m garment PLC cause high rate of rework and make tackle to
productivity also work flow. in big m company there no formal training center new
operator can checked on some part of construction like collar and cuff this way is not
parameter for checkup operator performance as presence of product variety operator
must trained in difficult part to construct example in each line there the same
error/defect occurs on trouser, waist band, front pocket, loop length welt pocket, shirt
chest pocket, cuff collar etc.so if company target to improve productivity it must
reduce amount of rework per line by training operator on those difficult part that
cause to rework Training to sewing operators are main resources in the apparel
manufacturing. They are most valuable resource to the company. So, factory must
work on developing operator skill where required.
“Training is not cost but an investment” said by many experts. Production from an
operator depends on his skill level to the task. A low skilled operator will consume
higher resources (time) and give less output. You will find quality related issues with
low skilled and untrained operators. As the skill level of the operators is increased
through training lines output will improve. Training does mean lot of time and money.
Training should be given only on specific tasks that will be performed by the
operator.
Training for Line supervisors: Line supervisors are shop floor managers. So each
supervisor must be trained with fundamental management skills and communication
skill.
How to train new operators in the company:
The new operators take to production free line in production room.
1. Tells how to run the machine.
2. Assigning operator skill with operation they perform more on product they go
to construct or give more train on critical point that confuse them and
Give guidance for newcomer that he/she understand easily
3. Unlimited fabric& thread consumption or usage.

39
 New operators start runs the machine like repeat these training conditions for
maximum of two week and company must follow this main point when training
operator

Table 6 show the solutions of some problems on cause of common defects

Problem that Product type Cause Solution/ suggested

need training corrective way
Open stitch Trouser/shirt -Thread breakage during - Align fabric Yes
stitching correctly Advice
—Miss alignment of fabric operator on their
layer carelessness activity
- Show the correct
tread type
Skipped stitch Trouser/shirt -The needle is inserted - How They Check Yes
incorrectly in to the needle upper thread is
bar them b/c is not threaded correctly run
correctly - show how Insert
- Dirt in needle hole the needle
correctly in to the
needle bar
Shade Trouser/shirt - Cutting error, unskilled -Train them they Yes
variation operator, sample differences, must take correct
careless work raw material
-Don’t start
construction
without looking
sample Be serious
on work
Hemming Shirt/Trouser -Unequal pattern piece Don’t take miss Yes
Operator error, wrong match pattern
techniques on preparation piece, give
-In correct folding attention on work ,
asking line

40
 supervisor if that
make difficult to
operator

Miss align Trouser/shirt - Untrained operator on that -Don’t start Yes

stitch techniques, wrong piece construction with
measurement, unmatched piece
follow the correct
Position before
assemble
Wrong pocket Shirt/Trouser Untrained operator Wrong -Don’t accept Yes
position pattern shape Carelessness wrong pattern
work piece
-Take training on
each operation
Puckering Trouser/shirt -Lower thread too tight -Balance the Yes
-Too long on stitch length tension lower and
upper thread
Adjust stitch length
correctly

Organize raw material plus Inline inspection /before happen

This target on reducing rework before occurrence of error in each line. Raw material
inspection this include all over quality and standard of material used for each product
in big m garment PLC there is no such mechanism to reduce error that cause re
construction.

Inline inspection is also the basic correction action / proactive for reduction error and
save time labor force and material cost. This action use for check each construction
part placement, stitch perfection, defect on product check product with sample style
…etc. before dispatch from line &it reduce final inspection time, quality cost, labor
force and material used that make confuse vs. what productivity mean but there is no

41
two of it in BIG M garment/apparel plc. Because of this there is high level of rework
that main reason for reduction of productivity.

Table 7 Check process

Correct tread used for product Check
Color of tread with fabric Check
Needle used that not affect fabric Check
Miss match sample and product done Check
Damaged in small pieces/part Check
Flared seam, open seam, Check
Overlapped
Stitch length, and strength broken Check
Jumped, open, and skipped stitch Check

Quantity rather than quality big problem/idea that make tackle on productivity
In big m the other big problem is all operators can target on quantity not bother about
quality there is no management who don’t care about it but this can affect directly that
reduce productivity and increase rework time. If company, consider this issue to
reduce it must follow this idea that mean mutual benefit operator also company. so
company must pay them incentive that based on both quantity and quality that mean
operator who no much rework must earn little money as bonus this can change all
problem they have on quantity based production in BIG M garment/apparel PLC.
Better way quantity +quality=additional payment like bounce based on percentage of
rework of each operator in each line that company as continuous improvement
productivity and reduce rate of re work if company apply this there is change such
think.

42
 2.15 Conclusion
Reworks in big m garments industry is a common works that hampers /disturb the
smooth production rate and focus poor quality products having an impact on overall
factory economy& minimization of reworks is a must in quality and productivity
improvement. The rate of rework can be reducing the defect by reducing rework cycle
in each process .it also increase productive as a general this project can critically
minimized rework activity that can save cost loosen by company for that mean
increasing productivity by reducing input value on different order and different
product. A company target on avoiding those tackle on work place and work based on
quality product it can earn more profit because there is no extra cost loosens for
unproductive time. Also there is smooth production flow process without any heavy
duty for operator, just in time work that free to accept new order and make company
confidential to be competitive with other garment industry.

43
 2.16 Recommendation
In big m apparel/garment is one the biggest and has full capacity in manufacturing
system but as we observe there is no quality department office there only simple
inspection system this is not company competitive with other company so without
quality don’t think to improve productivity, attracting customer, to gain profit from
product produced that product must be check with standard quality department In big
m apparel /garment plc. there is also miss understanding between communication
format and workers this problem can sourced from unwell or wrong information flow
that cause mistaken on work place so company must organize information correctly
and simple form that can easy to understand by workers they did not make mistake.
Operator can act carelessness on their work like a company raw material inspection,
marker maker guidance on some fabric grain line, so a company should have a good
operator to management relation. Make inspection guide line or AQL that guide
inspectors control all operator they must work based on what they ordered based on
sample style in your company. High wastage in company like fabric, labor force and
time, bad work condition and unnecessary movement in work place. Big m garment
PLC more focused on workplace wear or worker uniform for different company
because of this they did not consider more about quality why???? This fact history
if company stands more for quality rather than quantity you did not lose order in time
because company complicated manufacturing system and long variation of operator
performance, so a company should have operator training center and evaluate their
performance on all type of product.

44
 Chapter Three
INTERNISHIP BENEFIT

3.1Internship experience
In my internship work, I believe that doing an internship is more essential than that I
learn theoretically for long time. I got new skill, and I try to develop my professional
interest, industrial work in manufacturing process what it looks likes and valuable
work experience. My first task was finding an organization which has some
applications which are related with my study/department. When I am finding I feel
that manufacturing companies can give me the valuable work experience and to
expand my theoretical knowledge manufacturing companies are good and to apply the
knowledge I have learned in the class room to real world life.

3.2 Benefits I gained from internships

The benefit of internship which I acquired during my internship includes the
following.
3.3 Practical skill
The four-month internship program benefited me to have practical skill. Example how
to spreading, cutting in garment industry is performed. I had learned this theoretically
I apply it on practical work that can make me full confidence on my activity and what
learn before in class room. Experienced this practically in my internship program.
After I have completed my internship program I am able to upgrade my theoretical
knowledge. When I was learning in the class there was many theories which seems
me ideal and not true. But, after I had completed this internship program I have
checked that those I have learned in theory are real and are found in the practical
world like production planning.

45
 Figure 25Practical skill

3.4 Problem solving skill

Before my internships I can try to solve any problem happen around garment
manufacturing processes but know I will do it. Completing this internship program
makes me to identify the problems and then how to solve them if happened. My
internship gave the opportunity to apply some problem solving skill learned with in
the class room to real world activity within the industry. It gives me an in-depth
analysis of the industrial problems really and how to solve them.

3.5 Team playing skill

Doing internship enables to develop my team playing skill. It enables me working
with my colleagues who have substantial experience within the garment factory. I
develop my understanding on my contribution to the company as a member the group
on the entire objective to be succeeded.

3.6 Leadership skill

Leadership is a critical management skill. Leadership skill is the ability to motivate a
group of people to achieve an incredible goal. I developed my leadership skill by
practicing the essential qualities that characterize a successful leader while I was working
with the section heads. Among the qualities treating with good approach, gaining mutual
respect and understanding, to have employee trust etc.

3.7 Work ethics issues and industrial psychology

This internship made me to have a strong willing to work and how I do with work
place rule and regulation. With a strong willing to work ethic I am always committed

46
to the work and will stay until the task is complete. The internship made me to avoid
personal issues on work time and to keep my positive attitude and I remember that I
have smaller tasks to handle prior to my large, more important ones.

3.8 Interpersonal communication skill

I also understand that employees who work together well and are happy in their jobs
can significantly strengthen a business or organization. At the end of my internship
program I am able to identify how employee behaviors and attitudes can be improved
through hiring practices, training programs, and feedback and management systems
psychologists also help organizations transition among periods of change and
development.

47
 References
1. (n.d.). (n.d.). conterol of product wast re-work and work-in-progress Chapter
5,3,page 19,. WQA.

2. adinan.m.khan. (2013). mimization of rework in quality and productivity

improvement in apperal industy.

3. Dr.Bheda. (2001). Productivity in apparel manufacturing. moonbai.

4. jordan. (2013). quality. newdehi.

48