Final Report

Improving Operational Efficiency At Cut & Pack Department of Siyaram’s Silk Mills Limited
Abbreviations Used
Abbreviations Full Forms

W.H. Warehouse
L.G. Lump Godown
T.G.R. Total Goods Return
C.I.R. Customer Independent Record
ST. Stations
P.MATERIAL Packing Material
W.I.P. Work In Process
P* Uncut Goods
F* Merchant Finish Cut Goods
F.R.C. Fent Regs Chindi
DEP. Department
PCS Pieces
SU. Suiting
SH. Shirting
SIGN. Signature
DN. Design No.
SR. Senior
ASST. Assistant
HR Human Resource
F&D Forwarding And Dispatch
RMG Retail Marketing Garment
LR Loary Receipt
PG Packed Goods
No. Number
Durgadevi Saraf Institute of Management Studies Page 1

Attachments
Attachment
Description Page No.
No.
1 Organization Chart 43
2 Cutting & Folding Process 44
3 Dispatch Process Flow Chart 46
4 Present Dispatch Process System (Images) 47
5 Warehouse Process Flow Chart 50
6 Time Study 51
7 Mistair April & May Data 53
8 Analysis of the Delivery of the Mistair 61
9 Present Process Diagram 63
10 Proposed Process Diagram 64
11 Production Process Software (Sample View) 65
12 New Plant layout 71

Executive Summary
For any firm to sustain itself in a competitive market it should be operationally strong
in both front end and back end. Specifically, if a company wants to achieve higher
sales target then their back end production system should be equally efficient.
The project “Improving Operational Efficiency at Cut & Pack Department of Siyaram’s
Silk Mills Limited”, at its Bhiwandi Unit.
The company is facing challenges owing to constraints in cut & pack process resulting
in delayed dispatch. The objective of the project was to identify the bottlenecks and
find optimal solutions. Technique of “Work Study” was used, under which method
study and time study was undertaken for collecting data and analysing the same to
identify the bottlenecks and finding various alternative solutions. The method study
covered different processes being carried out in the departments of the unit.
There are 20 departments of which 16 departments are for cut & pack and 4 for
dispatch. Additionally there are 3 lump go-downs and 3 finished goods warehouse.
The company follows ‘Kaizen’ approach for continuous improvement. For conducting
the study, Misrair & J. Hampstead dispatch departments were taken as the sample.
The reason behind taking these two as representative samples is to address delivery
commitments to both the wholesalers (Mistair) and the retailers (J. Hampstead).
Representative team as samples were selected for the study in consultation with
industry mentor, head of the departments and supervisors. The time study was
conducted for 5 consecutive days. The time was recorded for each and every activity
for a specific delivery. It was observed that there was multiple waiting periods due to
(a) deliveries arranged sequentially row wise (b) non-availability of manpower (c)
mistakes of the rolls in delivery case, etc.
Past data of Mistair dispatch department was collected for two months through the
SAP system of the company, to find out the delays in actual dispatch from the target
date. After observing and analysing the data, two issues emerged. One is extension
of delivery by two days due to the waiting period; and the other is the variation in
No. of delivery per day. After the data collection the reasons for delay were
subjected to ABC analysis.
To find a viable solution to the above problem, different options were evaluated
through a brain storming session and discussion with the heads of departments.
After evaluating different options, the viable solution was suggested to modify the
process by installing different stations with a conveyer system and automated
equipments like stitching machines, strapping machine, etc and with standard 3

sided stitched bags to make the process flow faster. The solution suggested will help
the firm to efficiently dispatch 850 deliveries in a day, reducing the fatigue of the
worker and also saving in cost by 24.84 %. This savings have been calculated
considering the cost of installing the conveyor and other automated system and the
setup time.
For carrying out the process of all the departments more efficiently a new production
module was designed on ‘Microsoft Excel’, which records the day to day transaction
for implementing the system transparently, and collecting and reporting the data for
future managerial decision making. Through this module the working for every hour
can be recorded and compared with the standard targets for the workers. Also it can
be used for forecasting employee requirement, daily production targets, etc. This
system can be easily implemented by using SAP Module which is already in
operations.
Suggestions have been made for further improvement in the efficiency of the unit.
These include introduction of automated ‘Warkata Machine’, automated cutting
machine and automated checking machine, etc. for reducing the wastages of the
extra finished fabrics.
Draft layout plan has been prepared in consultation with the unit head for a
proposed new plant in a 1.5 acre area which will smoothen the work flow and insure
better security.

INTRODUCTION
About Siyaram’s:
The Group
Siyaram’s Poddar Group (SPG) founded in 1954 by the Poddar Family. From a humble
beginning, the SPG today has grown to become one of the most respected Industrial
conglomerates with a turnover of INR 5500 Cr. Spread over well diversified fields
like:
Sector Detail
Textiles From Yarns to Clothing and sheeting
Bicycles Tyres & Tubes
Automotive Tyres Agricultural to Industrial
Paper & Paper Boards Duplex coated Packaging boards
Chemicals For Paper & Textile Industries
Retail From Fabrics to Apparel
Group Companies
Sr. No. Name of Companies

1 Siyaram’s Silk Mills Limited
2 Balkrishna Synthetics Limited
3 Balkrishna Industries Limited
4 Balkrishna Papers Limited
5 Govind Rubber Limited
6 Bee Tee Textile Industries Limited
7 Santigo Textile Mills Private Limited
8 Oxemberg Fashions Limited
9 Seeom Fabric Limited

Siyaram’s Silk Mills Limited (SSML)
Vertically integrated textile major producing the following:

A. Dyed, Twisted & Fancy Yarn
B. Textiles
C. Garments
A. Dyed, Twisted & Fancy Yarn

 One of the most advanced multifibre processing capacity to process 4000
tons per annum.
 100% cotton, 100% polyester & blends equipped with following advanced
machines
 Twisting & Doubling from Alidhra
 Precision Soft Winders from SSM, Switzerland
 Complete Yarn dying machines from Fongs, Hong Kong
B. Textiles
 One of the largest producers of blended fabrics producing over 50 million
meters annually.
 Multi Locational Weaving plants at Silvassa & Tarapur all within a distance of
150 Kms. from Mumbai.
Versatile Weaving
Over 900 loom from Japan & Europe
 Somet Rapiers, Toyoda Airjets, Sulzer, Dornier, Picanol
 Somet & Dornier Machines equipped with Stauble Jacquards
Product Mix
Poly Viscose, Poly Cotton, Poly Wool, 100% Wool, 100% cotton textiles are
being marketed in India under the following brands.
Brand Detail
SIYARAM A common household name in India, catering to the popular
mass segment, providing real-value-for-money fabrics.
MISTAIR Fabrics for the new age man, is a product led by attribute
related fabrics.
J.HAMPSTEAD A lifestyle brand with international lineage known for its
exquisite range of suiting and premium ready to wear shirts
crafted in contemporary style and impeccable finish.
MINIATURE International style packaging
MORETTI A premium range of pure cotton fabric.
GENESIS Extra fine cotton fabric.

OXEMBERG Positioned as Body Music, a leading menswear brand with a

range of elegant formal and semi-formal shirts and trousers.
MSD My Style Destination, a youthful casual wear brand offering
trendy casual shirts, innovative designed trousers and
fashionable washed denims.
Brand Ambassadors
International icons like Mahesh Bhupathi, Leander Paes, Geoffrey Boycott,
Lara Dutta, Boris Becker, Bipasha Basu, Dino Morea, Priyanka Chopra ,
Mahendra Singh Dhoni, Neil Nitin Mukesh, Vijendra Singh and Hrithik Roshan
have endorsed our product.
C. Garment
 Towards forward integration from yarn to textiles to garments.
 Leading producers of garments specializing in Menswear comprising of
Formals and Casuals.
 Equipped with most modern stitching facility at Daman, near Mumbai to
produce 2.4 million pieces per annum.
 Equipped with most modern machinery from Juki, Kansi SPL, Ngai Shing,
Eastman, GGT, Nissan, Ramsons, etc.
 Marketed domestically under the Oxemberg brand & for exports, under
Oxemberg and the buyer labels.
 Since 1978, Siyaram’s have woven superior cotton yarns into premium
fabrics which are now used to create M S D garments of the highest quality.
 One man, one brand. Many moods, many occasions. A range of the latest in
fashion wear or formal, casual, party or just about any occasion.
 MSD is 24x7 apparel. Not day specific, function specific and snooty. Just
stylish and cool.
 Complete range of Garments and accessories with all new codes and range
catering to new lifestyle.
Furnishings
 Bed Linen & Top-of-the-Bed
 Furnishing Fabrics for Upholstery & Curtains
 Embroidered fabrics for Furnishing industry
 Cosamonda
Retail
Siyaram’s is into retail, with the launch of its own and franchisee outlets
across the nation.
Siyaram’s Retail Model: Siyaram’s Fashion Avenue - SFA Model

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VISION
To grow forever by consistently achieving customers delight and being the most
preferred partner to every stake holder
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QUALITY POLICY
“WE AT SIYARAM SILK MILLS LIMITED, ARE COMMITTED TO PROVIDE INNOVATIVE

QUALITY PRODUCTS AND EFFECTIVE SERVICES TO ACHIEVE CUSTOMER DELIGHT
THROUGH CONTINUAL IMPROVEMENT IN PROCESSES AND QUALITY
MANAGEMENT SYSTEM”
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CORE VALUES
PASSION
INTEGRITY
VALUE CREATION
HUMILITY
EXCELLENCE
TEAM SPIRIT
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Management
Sr. No. Name Designation

1 Dharaprasad R. Poddar Chairman Emeritus
2 Ramesh D. Poddar Chairman & Managing Director
3 Pawan D. Poddar Joint Managing Director
4 Ashok M. Jalan Senior President Cum Director
5 Vijaylaxmi A. Poddar Executive Director
6 Shrikishan D. Poddar Director (BS)
7 Avnish Poddar Director
8 Gaurav Poddar Director
9 P.K. Acharya Senior President (Technical)
10 Ashok Biyani Director (Furnishings)
11 N.P. Singh President (Exports)
12 C. Subramaniam President (HR)
13 Surendra S. Shetty Chief Financial Officer
14 Ashok Torka President (Domestic Marketing)
15 William V. Fernandes Company Secretary
16 Asha Poddar Executive
17 Vibha Poddar Executive
18 Abhishek Poddar Executive
19 Megha Poddar Executive
20 Smriti Poddar Executive
RAMESH D. PODDAR
(Chairman & Managing Director)
Mr. Ramesh D. Poddar post completing his Bachelor degree in Science, Mr. Poddar
joined his family business in 1978 and went to become the key architect behind the
success of Siyaram’s, making it one of the most respected fabric manufacturing
company in India. He worked relentlessly and acquired many skills of business under
the expert guidance of his father Mr. Dharamprasad Poddar. He took full charge of
the business in 1982.
With over 4 million meters of fabric produced per month, Siyaram’s has achieved the
status of the leading textile manufacturer in the country. Its in-house production
facility consisting of spinning, dyeing, weaving and finishing plus garmenting enables
it to present a wide offering of yarns, fabric, home textiles and apparels.

Siyaram’s Milestone
Year Achievements
The Company was incorporated.
1978
Turnover stood at Rs. 1.95 Cr.
Went on Public.
1980 Processing plant was set up at Tarapur during the year 1980 under the group
Company – Balkrishna Industries Limited.
1984 Started manufacturing of texturized yarn at Patalganga.
1987 –
The Company had set one more weaving unit at Murbad
1988
1991 Company’s first turnover reached to Rs. 100 Cr.
1991 – Entered into readymade garment segment by introducing a brand
1992 “Oxemberg”
The Company had tied up with “J. Hampstead” of Italy /England to market
1995
100% pure wool suitings in India.
1995 – Capacity of 240 looms.
1996 Turnover reached Rs. 200 Cr.
1997 –
Weaving unit at Silvasa
1998
Oxemberg, the readymade garment division of Siyaram Silk Mills Ltd, the
flagship company, Siyaram Poddar group, has set up a research and
development laboratory equipped with state-of-art technology and imported
machinery.
2000
The Board has approved the issue of 11,20,368 No. of equity shares at Rs 49
per share aggregating Rs 5.48 crore on preferential allotment basis to the
promoters, their relatives, friends and their group as per the SEBI guidelines
and subject to the approval of members.
The Company has opened 216 fashion galleries in the Telangana region of
2001 Andhra Pradesh.
Launched new brand name “Mistair”
2006 Siyaram Silk Mills has given the Bonus in the Ratio of 1:2
2006 –
Launched new brand name “MSD”
2007
2008 –
Turnover crossed a mark of Rs. 500 Cr.
2009
2010 –
The Company achieved Rs. 1000 Cr. turnover.
2011
Remuneration Committee have re-appointed Shri Ashok Jalan as Senior
2012
President cum Director.

Plant Location
Siyaram’s have located their plants in three different region to cater domestic and
overseas market. Siyaram’s is plants & units are located at:
1. Tarapur (in Maharashtra)
a. Processing (3 Unit)
b. Weaving (2 Unit)
c. Cut & Pack (1 Unit)
2. Silvassa
a. Oxemberg Stitching (1 Unit)
3. Bhiwandi (in Maharashtra)

a. Cut & Pack (1 Unit)
‘For my project I was appointed at the Bhiwandi Unit’

Bhiwandi Unit
Siyaram’s Silk Mills Limited started cut & pack division in Bhiwandi in the on August
2011. The plant is located 20 Km from Mumbai and 111 Km from Tarapur. The main
reason of opening a unit at Bhiwandi is the benefit of octroi and ample amount of
space for stocking finished goods is available at a lower land rates than any other
place or city in Maharashtra.
Siyaram’s Silk Mill

Limited, Bhiwandi
The process of the Bhiwandi unit is as:
1. The lumps of the shirting & suiting’s are being sourced from various locations
like Tarapur, Bhiwandi, etc. and then they are stored in a lump warehouse.
2. At the lump warehouse the lumps are stored and are issued to various sub
division of different plants (brands) as per the requirement.
3. The lumps are then tested for any defects in the plant division to find for
defects and then they are cut into rolls or pieces of different cut size as per
the instruction given by the head office.
4. Further they are packed. For packaging Siyaram’s has various different
packaging as per customer requirement. Like in Miniature division alone they
have 45 different packing options.

5. After packing the goods are being dispatched to the respective parties and the
left or extra stocks are being transferred to the warehouse.
At Bhiwandi unit following are the brands which cut, packed, stocked and
dispatched:
Sr. No. Brands

1. Suiting
2. Shirting
3. J. Hampstead (Suiting & Shirting)
4. Mistair
5. RMG
6. Fibre 2 Fashion
7. Little Champs
8. Miniature (Suiting & Shirting)
9. Moretti
10. Royal Linen (Suiting & Shirting)
11. Zenesis
12. Victory (Shirting)
13. Royal Linen (Shirting)
For the process of the above brands the company at Bhiwandi has 16 departments
which are:
Sr. No. Brands Departments

1. J
2. SAI
Miniature
3. B
4. D
5. Y
6. F
7. Mistair S
8. SHRI
9. C
10. I
J. HAMPSTEAD
11. Z
12. S
13. R
SHIRTING
14. K
(MSD, Moretti, Royal Linen, Little Champs, etc.)
15. M
16. Z1

17. Shirting (MSD, Moretti, Royal Linen, Little Champs, etc.) Dispatch
18. Miniature Dispatch
19. J. Hampstead Dispatch
20. Mistair Dispatch
Organization Structure
Siyaram’s Silk Mills Limited is headed by Mr. Ramesh D. Poddar. Under him to look
after the four functional departments i.e. Finance, Operations, Marketing & Human
Resources following have the responsibility:
Functional Department Name Designation

Finance Mr. Surendra S. Shetty Chief Financial Officer
Operations Mr. Ashok M. Jalan Senior President Cum Director
Human Resource Mr. C. Subramaniam President (HR)
Marketing Mr. Ashok Torka President (Domestic Marketing)
Mr. Jayant Patil (Sr. Manager – H.R., Administration & Operations) heads the
operations of Siyaram’s Cut & Pack Unit at Bhiwandi. He has the responsibility to look
after the admin, operations (regular smooth working) and human resource at the
unit. He has to report directly to Mr. C. Subramaniam for Human Resource and Mr.
Ashok M. Jalan for Operations activity.
For the efficient working of the unit Mr. Jayant Patil have three Assistant Manager
and one Deputy Manager and one H.R. Officer under him to look after the various
functional working of unit.
{Organogram of Siyaram’s Cut & Pack (Bhiwandi Unit) is attached below in

the, Attachment No. – 1}

SCOPE
1. The scope of my project was limited to the operational activity at

Bhiwandi Unit.
2. For the study for project the focus was towards
a. The operational activity of the ‘Cut & Pack’ and departments, and
b. The dispatch activity of Miniature and J. Hampstead division (taken
as sample)
3. For all the activities during the study, have to report to Mr. Jayant Patil.
4. The recommendations are based on keeping the stated targets.

OBJECTIVE
1. To identify the bottlenecks in the dispatch process and finding ways of

removing them.
2. To design a production system software module that will help to bring in

transparency, qualitative as well as quantitative data of the production
process at each and every stage.

METHODOLOGY
1. ‘Work Study’ method. Under work study did:

a. Method Study – For detail understanding the process.
b. Time Study – For finding bottlenecks
2. ‘ABC Analysis’ technique to find the most critical bottleneck in the process.
3. Through brainstorming & evaluating different options with the heads at the
department for finding the optimum solution
4. Collected the data for the study through:
a. Primary Source:
Observing the timing of the dispatch process of Miniature & J.
Hampstead.
b. Secondary Source:
Retrieving past two month data (i.e. April & May) from the SAP system
of the company.

Process
A. Cut & Packing Process
As stated above there are 16 cut & pack departments which on an average have a
team of 22 people. Following is the list and No. of people required to run a
department:
Designation Sanctioned Manpower

Master 1
Checker 4
Warkata 2
Cutter 2
Co. Operator 1
Transfer Label 2
Sticker 1
Tagging 1
Supplier 1
Station 5
Helper 1
Grouping 1
TOTAL 22
All these departments are headed by 3 Assistant managers (or they also call them as
Head of Department (H.O.D.))
Below is the stage wise explanation of the Cut & Pack process.
Stage 1
The cut & pack process at Siyaram’s (Bhiwandi unit) starts with by first raising a
requirement to warehouse (W.H.) or lump godown (L.M.) or to the total goods return
(T.G.R.) department for the material to be processed as per the customer
independent record (C.I.R.). The C.I.R. is prepared by the marketing people as per
their customer requirement. The C.I.R. contains the detail of the design, cut, shade,
size, meters, etc. as per the instruction of the customer.
Stage 2
This C.I.R. is than passed to the station supervisor & master. As per the C.I.R. they
start the cut & pack process. To start the process they first check and arrange for the
following:

1. P. Material Arrangement: Packing material arrangement for packing the cut

clothes as per the instruction mentioned in C.I.R.
2. Lump Count: Counting the lumps received from the W.H./L.M./T.G.R. as per the
C.I.R.
3. W.I.P. Entry: Work in process entry in the system before starting the work on a
particular C.I.R.
4. PCS Sticker Arrangement: As soon the masters of the department receive the C.I.R.
from the supervisor they pass their requirement for pieces sticker to the sticker
printing department. This sticker will be later used at the time of packing the cut
pieces of suitings & shirtings.
Stage 3
After arranging and checking for the required materials the department starts their
work. The master of the department with the help of a helper arranges the lumps
received from the store in a particular shade order which they call as shading. For
shading they receive a sample from the supervisor.
Stage 4
After arranging the lumps as per the shades the checker starts the checking of the
lumps one by one. In every department there are two checkers. The checker checks
the lumps to find any kind of defects in the lumps due to processing at the time of
weaving and processing of the shirting or suiting lump. The unit has mutually has
decided three different colors thread that denotes weather the defects is due to
weaving or processing and also the level of defects i.e. in a particular region or area in
the lump where there is a defect is, can go in the second piece or not.
Following are the different three colors for the defects:
Color Defect due to

Red Weaving Defect
Yellow Processing Defect (whole in the lump, etc.)
Green Processing Defect (dagi in a particular region in the lump, etc.)
As the checker checks the lump and find any defect he attach a thread of any one of
the color, this are called as flags. If the flags are quite high in a particular lump the
lump is send to the defective goods area and a memo of the same is prepared and is
being sent to the head office (H.O.) to the related person for further discussion.
Stage 5
After the checker has checked the lump and has attached all the flags, a person does
the warkata of the lump. This is the point at which the person measures the lump by
arranging in particular size so that the cutter can easily cut the lump as per the cut
size mentioned in the C.I.R. The person doing the warkata for shirting, than he

arranges the distance in meter based on the wept of the desired pieces. If the wept of
the pieces is 36 inches than the person will arrange the warkata at 2.25 meter or 2.40
meter or 2.50 meter as per the requirement. And if the required wept is 58 inches
than the warkata would be set at 1.60 meter. And if the person doing the warkata for
suiting, than he will arrange warkata at 1.20 meter or 1.30 meter with a wept of 58
inches.
Also at the time of warkata the exact meter is noted, otherwise before it on an
average basis they assume the lump is of 100 meter.
Stage 6
After the warkata is done, a computer operator entry in the system for P* Consume
i.e. uncut consume and create a F* Merchant i.e. finish cut merchant. After this he
print the barcode sticker for the rolls and handover it to the rolling department and
prepare a job card for the cutter.
Stage 7
As the job is prepared, the cutter who cuts the lump into pieces or rolls of different
meter as per the job card (which is prepared as per the C.I.R.). The cutter also looks
after the flags in the lump and cut the lump according to get the maximum fresh
pieces or rolls out of it as desired. While cutting the cutter also separate the second
piece, fent regs & chindi (F.R.C.). The company has decided a standard meter size for
second piece and FRC which are as below:
Type Size
Katran 0.01 m to 0.05 m
Chindi 0.06 m to 0.25 m
Recks 0.26 m to 0.65 m
Fend 0.66 m to 1.45 m
Good Cut (or second piece) 1.46 m to 2.24 m
Also the cutter takes out pieces for sample from the lump. After finish the work in the
job card he takes the sign of the concerned authority on the job card and handover
the sample to the sample department.
Stage 8
The packing is done in three different ways. They are and their process:
1. Duet
Under duet, in the packing box one piece of shirting and one piece of suiting is
packed. This is done in the following ways:

a. After the cutter has cut the lumps in required pieces a person does the
tagging on the pieces of suiting & shirting. This tag contains the cut size,
shade, quality, polyester or cotton percentage, price, manufacturer, etc.
b. After tagging the work is distributed by the master among the stations as
per the combination of the shirting & suiting.
c. And then they are packed in the grouping box.
d. Than these boxes are stacked on a pallet and transferred to the warehouse
or the dispatch area.
2. Pieces Goods
Under pieces, the lump is cut into different meter depending on the wept (as
mentioned above).
a. After the cutter has cut the lumps in required pieces a person does the
tagging on the pieces of suiting & shirting. This tag contains the cut size,
shade, quality, polyester or cotton percentage, price, manufacturer, etc.
b. After tagging the work is distributed by the master among the stations
c. Then a person collects the shades from each and every station one by one
and places them into the grouping box. As per the standard each grouping
box has 12 different shades.
d. Than these boxes are stacked on a pallet and transferred to the warehouse
or the dispatch area.
3. Rolling Goods
Under rolling, the lump is cut into different meter depending on the wept (as
mentioned above).
a. After the cutter has cut the lumps in required rolls, they roll the cut lumps
by two ways:
I. By Hand
i. A person stamp on the sides a Siyaram’s logo tag at every meter and
rolls it on roller or a plate and places a barcode and transfers it to the
packing department.
ii. The packing department packs the roll in a guillotine transparent
paper with brand tags and place on a pallet for further movement.
II. By Machine
i. A person first places a ‘thappi’ on the machine table and stamp on
the sides a Siyaram’s logo tag at every meter and rolls it on roller or a
plate and places a barcode and transfers it to the packing
department.
The packing team packs the roll in a guillotine transparent paper with brand
tags and place on a pallet for further movement.
{Detail chart of the cut & pack process is attached in Attachments No. – 2}

B. Dispatch Process
Siyaram’s Bhiwandi unit has four dedicated brand’s dispatch department that are:
1. Shirting Dispatch
2. J. Hampstead Dispatch
3. Mistair Dispatch
4. Miniature Dispatch
The company has calculated capacity to dispatch 825 deliveries with below
sanctioned manpower:
J. Total
Shirting Mistair Miniature
Hampstead
Dispatch Dispatch Dispatch
Dispatch
Target Deliveries 300 150 250 125 825
Sanctioned
Manpower
Master /Silai Master 2 1 2 0 5
Computer Operator 2 1 1 0 4
Scanner 1 1 0 0 2
Helper 4 1 5 5 15
Silai 5 1 4 3 13
Marker 1 0 1 0 2
Total 15 5 13 8 41
The dispatch process at Bhiwandi unit is divided into two categories:

1. Dispatch of rolls from department and from warehouse.
And,
2. Dispatch of packed goods (PG) from the PG warehouse and PG program
received from departments.
Dispatch Process
Only Stage 2 is not common for dispatch through warehouse and dispatch through
department. Stage 1st is same for all the three dispatch type and stages 3rd, 4th & 5th
are same for dispatch through and dispatch through departments.
Stage 1:
The process starts by taking a print of dispatch program every day in the morning for
all kinds of deliveries. The dispatch program is being uploaded by the marketing

people from the head office in the system one day before (like for example if 240
deliveries of Mistair is to be dispatched on 2nd July, 2013 than by the of 1st July, 2013
the marketing people will upload the deliveries on the system).
After taking the print of deliveries the supervisor distribute the program on the basis
of its categories to different teams.
1. Dispatch of rolls from warehouse:

If the dispatch program is to dispatch rolls from warehouse than following is the
process:
Stage 2:
A team of three people one picker and two helpers take out rolls from the racks
in the warehouse. Every rack has its own unique No. and this unique No. is
mentioned in the program which helps the picker to take rolls. The No. of rolls in
the delivery is not fixed. It is a mixed delivery of different shades, size, design,
quantity, etc.
After taking the rolls of a particular delivery one helper cleans the rolls from
outside to remove dust from it and then the other helper picks those cleaned rolls
and arranges them on a trolley delivery wise and if any of the cover of the rolls is
torn out he changes the cover of the rolls at that particular itself, and as the
trolley is full he takes it to the dispatch area.
Stage 3:
As soon the deliveries have reached at the dispatch area, each single roll is
scanned in a particular delivery by a helper with a bar-code scanner on the
instruction of the computer operator. Scanning is done to get the challan for
further dispatch process to be completed. While scanning the computer operator
feed in the delivery code in the system and the helper scans the rolls. After
scanning is completed if any of the roll is not as per the specifications mentioned
in the delivery than the system will show and error and the challan will not be
released. So to rectify the error they find the rolls which are not appropriate as
per the delivery and replace it with the appropriate required roll.
Stage 4:
After the challan is released the packing team of two starts the packing of rolls in
plastic bags or cartoons (depends on No. of rolls) and then stiches the bags, seal
it, strap it and weigh it.
Stage 5:

As the packing team finishes their work, a person from the dispatch team does
the labeling of the cases or deliveries packed. He writes the delivery code No. on
three side of the case and then sticks a case barcode sticker on the cases. These
barcode case stickers are used by the mukadams and the security so as to track
the case.
2. Dispatch of rolls from department:
If the dispatch program is to dispatch rolls from department than following is the
process:
Stage 2:
A team of 3 people among which one is the picker with two helpers. The picker
brings the pallets from different departments to the dispatch area as per the
delivery program of the departments. The No. of rolls in the delivery is not fixed.
It is a mixed delivery of different shades, size, design, quantity, etc.
The picker with one helper sorts the rolls from the pallets and they pass those
rolls to the other helper who arranges the rolls as per the delivery orders in a
sequence.
And the rest Stages 3rd, 4th & 5th are same as dispatch of roll from warehouse. The
only difference in stage 3rd is that the scanning is started after sorting is
completed.
3. Dispatch of PG from PG Store:
PG means packed goods. In this the grouping boxes of the shirting or suiting
pieces are packed before their delivery order is raised. Normally a PG contains 5
grouping boxes and each grouping box has 12 different colors and shades of same
brand and quality. That means each PG has 60 pieces of shirting or suiting of a
particular brand. If the dispatch program is to dispatch PG from PG store than
following is the process:
Stage 2:
A team of one picker and two helpers starts the dispatch process. The pickers
marks the cases as mentioned in the PG dispatch program and then the helper’s
remove those cases from the PG store and deliver the same at the dispatch area.
Stage 3:
After the cases have reached at the dispatch area their case code is scanned by
the computer operator and he releases the challan for the cases.

Stage 4:
As the challan is released a packing person packs the case and stich the bag, seal
it and weigh it.
Stage 5:
As the packing team finishes his work, a person from the dispatch team does the
labeling on the cases packed. They write the delivery No. and stick a case barcode
sticker on the cases.
4. Dispatch of PG from Department:

Dispatch program is to dispatch PG from department than following is the
process:
Stage 2:
A team of one picker and two helpers starts the dispatch process. The pickers
bring the grouping boxes or also called as inner box from department to the
dispatch area. Then the helpers as per the instruction of picker sort the boxes
delivery wise.
Stage 3:
After sorting the boxes are scanned by a helper as per the instruction of
computer operator. As the challan is released the boxes can be packed in cartoon.
Stage 4:
After the release of challan the packing team starts the packing of boxes by
putting them in a cartoon (also called as outer packing) and then the team stiches
the bags, strap it and weigh it.
Stage 5:
As the packing team finishes their work, a person from the dispatch team does
the labeling on the cases packed. They write the delivery No. and stick a case
barcode sticker on the cases.
{A chart for the dispatch process and a pictorial display is attached below in
Attachment No. – 3 & 4}

C. Warehouse Process
There are three warehouses at the Bhiwandi unit. Each warehouse has a supervisor
and picker and helper under him. Their work is to inward & outward of rolls in &
from the warehouse.
Inward Activity
1. The inward activity starts when the warehouse receives rolls from the
departments or from the dispatch area (the left rolls at the time of dispatch from
department).
2. The team of one picker and two helper counts the rolls and store in different
racks according to the brand, design, & cut.
3. After this they scan the rolls in that particular rack and store the data in the
system.
Outward activity
The outward activity is carried out in two ways:
1. For dispatch
2. For re-cutting
1. For Dispatch
As soon the team receives the program for dispatch they remove the rolls
from the racks delivery wise and send them at the dispatch area.
2. For re-cutting
As the team get the program for the rolls that have to be sent to the
departments for re-cutting (under this the rolls might be cut into pieces or
their brand tag may be changed), the picker removes the rolls as per the re-
cutting program, they scan those rolls and feed them into the system.
After the data is stored in the system the rolls are sent to the department.
{A chart for the warehouse process is attached below in

Attachment No. – 5}

DATA COLLECTION & ANALYSIS
Data Collection
For collecting and analyzing the process the data was collected as per the ‘Work
Study’ method under which ‘Method Study’ and ‘Time Study’ was made, and after
collecting the data, using the ‘ABC Analysis’ technique, the bottlenecks in the
process was identified.
To conduct the ‘Method Study’ detail understanding of the process and the level of
standardization each and every department was observed and a combine common
process of the different departments as mentioned above.
To conduct ‘Time Study’,

I. First, Mistair and J. Hampstead dispatch departments were selected as
samples for the study among the four departments. Reason to select the two
is:
1. Targets decided by the company for the departments
Completed Deliveries
Dispatch Department Targets (per day) Per Hour
(as per 10 Hours work)*
Mistair 250 25
PV Miniature 125 12
J. Hampstead 150 15
Shirting 300 30
* The duty timing is of 12 hours from which 10 hours is consider
for the working time as 1 hour is the lunch break and 15minutes
plus 15 minutes for tea breaks and rest 30 minutes for some
extra activities.
2. Mistair deliveries are as per the majorly order of the wholesaler whereas J.
Hampstead is the only brand where the major No. of delivery is based as
per the order of retailers.
3. The average No. of rolls for Mistair brand is 13 and the average No. of rolls
in the J. Hampstead brand is 5.
II. And second, a team was selected from the dispatch department and from the
warehouse for recording the timing of the process. The team selected was on
the basis of:
1. As per the discussion with the head of the departments, supervisor and the
human resource officer.

2. And observing different teams for few days to select a fairly good team for
the study.
3. After finalizing the tem an observation was conducted for a week and to
get an accurate timing extreme timing recorded was note consider for the
study. So among days 5 days were selected and an average of the same
was made for analysisng.
{Data collected of the timing on the 5 days is attach below in

For a deep understanding and the impact of bottleneck two months data was
collected of Miniature dispatch department for the month of April & May 2013 from
the SAP system of the company. The data collected has been attached in
Attachment No. – 7
(Note: The daily target in the data is for the to deliver from warehouse and
departments. It does not contain deliveries from the packed goods and from re-
cutting)

Analysis
After collecting the data, analysis of the data conducted as per the:
1. ABC analysis technique
2. Discussion with the Industry mentors Mr. Jayant Patil on the observation and
find out different solutions.
Following is the analysis of data collected:
a. For Mistair department timing:
People
Activities Team (Per Individual Activity
Team)
Activity 1 2 1^+3 (In Minutes) (In Hours)
Sorting rolls as per deliveries 4.44 0.07
Transport of deliveries from warehouse to dispatch 27 0.45
Waiting Period 140 2.33
Activity 2 1 1^+1
Challan 2 0.03
Activity 3 (Packaging) 1 3
Rolls in Bags 0.3 0.01
Waiting Period 179.97 3.00
Steaching 1 0.02
Labelling 0.3 0.00
Strapping & Weighing 1 0.02
Activity 3 1 4
Case to reach from department to loading point (By Mukadam) 30 0.50
Total 720 12
1^ - Supervisor

b. For J. Hampstead department timing:
People
Activities Team (Per Individual Activity
Team)
Activity 1 2 1^+3 (In Minutes) (In Hours)
Sorting rolls as per deliveries 6.3 0.10
Transport of deliveries from warehouse to dispatch 1.54 0.02
Activity 2 1 1^+1
Challan 3.15 0.07
Rolls in Bags 0.3 0.01
Steaching 1 0.02
Labelling 0.3 0.01
Strapping & Weighing 1.00 0.02
Activity 3 1 4
Case to reach from department to loading point (By Mukadam) 31.4 0.50
Total 409.39 7.24
1^ - Supervisor
c. For the Mistair daily target data

{The analysis made is attached in Attachment No. – 8}

FINDINGS OF THE STUDY
On the basis of the above analysis following were the findings:
A. Dispatch Timing
On analyzing data collected it was observed that waiting time was major affecting
factor than the time for individual process. The following timings were observed as
the bottlenecks:
1. The average processing time was 66 minutes for Mistair and 45 minutes for J.
Hampstead.
2. The average waiting time for Mistair dispatch was 654 minutes i.e. approx 11
hours and for J. Hampstead was 364 minutes i.e. approx 6 hours.
The above observation can be represented in the form of graphs below:
Mistair J. Hampstead
After finding the waiting time as the major effect, daily target deliveries and the time
to dispatch them was compared for Mistair Department below is the finding of the
data analyzed:
April, 2013 May, 2013

Minimum Target 6 Minimum Target 1
Maximum Target 261 Maximum Target 281
Average Monthly Target 78 Average Monthly Target 100
Minimum Days to Dispatch 1 Minimum Days to Dispatch 1
Maximum Days to Dispatch 7 Maximum Days to Dispatch 8
Average Days to Dispatch 3 to 4 Days Average Days to Dispatch 3 Days
*For the deviation in the target a recommendation has been made to the firm and has also been involved in
the future scope of study

On the basis of the findings, following is the list of activity that were categories on
the basis of ABC analysis
1. For Miniature:
Category Process Reason

Maximum waiting time due to the process
Packaging
A inefficiency and no improvement in the process.
Time
Also the use of traditional way packing used.
Mukadam The cases not packed, so cannot be picked up by the
B
Pickup mukadam
1. Till the time at least 10 deliveries being aligned
Challan the challan making procedure does not start and,
C
Release Time 2. Due to mistakes in the rolls, it further delays the
process.
2. For J. Hampstead:
Category Process Reason

Maximum waiting time due to the process
Packaging
A inefficiency and no improvement in the process.
Time
Also the use of traditional way packing used.
Mukadam The cases not packed, so cannot be picked up by the
B
Pickup mukadam
3. Till the time at least 10 deliveries being aligned
Challan the challan making procedure does not start and,
C
Release Time 4. Due to mistakes in the rolls, it further delays the
process.

Conclusion
On observing and analysis the dispatch process of Miniature and J. Hampstead and
on the basis of the findings following conclusion points have been observed:
1. Waiting time or the idle time the main cause behind the delays and not able to
achieve the targets.
2. The waiting time has increased due to following reasons observed:

a. Shortage of manpower.
b. Errors in rolls in deliveries which is identified at the time making challan.
c. Old method used to delivers goods.
d. Process dependent more on manpower than fully automated or semi-

automated.
e. Improper layout.
f. Waiting time at the lift area to take the case from the 2nd & 1st floor to the
ground floor.

Recommendation
Following recommendation has been given to the Management for:

a. Expediting the dispatch from departments
b. Improving efficiency of the production system
A. Expediting the dispatch from departments
As of the current system:
1. Every department have three teams that comprises of seven company labours.
2. The costing of the current process is as follows:
Dispatch from department (Present)

Rate per person
Designation No. of people Rate Per Annum
for a day
Master 3 540 583,200
Computer
3 360 388,800
Operator
Scanner 2 276 198,720
Helper 5 276 496,800
Silai 6 276 596,160
Marker 1 276 99,360
Total 20 2,363,040
*No. of days consided is 30 in a month
{Diagram representing the present process with people required at every

step is attached below in Attachment No. – 9}

Proposed new process:
The new process comprises of automated conveyer system and semi-automated

work stations.
The proposed process will flow in the following steps:

1. Picker will get the print of the dispatch program in the beginning of the shift.
2. Picker will get the rolls pallets from the department to the dispatch area as per
the program.
3. Picker will start removing the rolls as per the delivery program and place them
on a table where one person will sort and help the computer operator in
making the challan.
4. Computer operator will scan the rolls; for any fault found in the rolls (i.e. the
rolls that are not same as per mentioned in the delivery order), he will change
it with the help of the helper.
5. At the next point, one person will keep the packing bag ready by fixing its two
ends with adjustable hooks so that while filling it with rolls he does not face
any problem.
6. After challan is printed by the system, the rolls will be pushed to the packing
person who will start filling the bags with rolls and conform the count with the
computer operator. As the operator conforms he will stitch the bag with an
automated stitching machine that can be either electric or air compressor
operated. After stitching he will strap the bags with help of the strapping
machine and will push it forward.
7. At the next stage one person will weigh the bags and do the necessary
markings and also will stick the bar code on the case.
8. After the marking is completed the bag will be pushed through a conveyor
system to the loading point.
{Diagrams representing the proposed process with people required at every

step is attached below in Attachment No. – 10}

The cost behind the above suggested recommendation is Rs. 12 lacs in which 2
stations can be made and following is the rough estimate of reduction in cost by
24.84% (approx.).
Estimated Cost Present Cost

Rate per Rate per
No. of person Rate Per No. of person Rate Per
Designation
people for a Annum people for a Annum
day day
Master 2 540 388,800 3 540 583,200
Computer
0 360 - 3 360 388,800
Operator
Scanner 0 276 - 2 276 198,720
Helper 8 276 794,880 5 276 496,800
Silai 2 276 198,720 6 276 596,160
Marker 2 276 198,720 1 276 99,360
Total 14 1,581,120 20 2,363,040
*No. of days consided is 30 in a month
- The above costing is prepared for the installation of two stations.
Machinery cost & Overall Costing
Particulars Amount
Cos of machinery (approx)* 1,300,000
Depreciation (@10% Every year) – B 130,000.00
Maintenance
65,000.00
(5% of the total cost) – C
Total Machine Cost per annum (D = B+C) 1,95,000.00
Total cost per annum (A+D) 17,76,120.00
Savings from the previous cost 586,920.00
% Saved 24.84%
*Includes cost of installing conveyer system

The benefits of the above process are:
1. Daily targets for the delivery can be achieved.
Current Target Average Monthly 100 in Mat 2013

Target
Target that can be achieved 250 for Mistair
Average Days to dispatch 3 to 4 days
Days to dispatch with the proposed 1 days
system
2. Reduction in the fatigues of the labor.

3. Standardize semi-automated dispatch process.
4. Reduction in labor by 6 people.
5. Unskilled labor can be utilized for the process.
6. Zero waiting time at every stage.
7. Reduction in machine movement time as all will be fixed at a single place.

B. Improving efficiency and transparency of the production-dispatch system:
To improve the efficiency of the cut & pack departments at the unit, a new
software system module is designed on ‘Microsoft Excel’ that will help the firm to
keep track of the production, analyze its efficiency and make it transparent.
{Sample Design of the new software is given in Attachment No. – 11}
Working of the Software:

1. First a standard production has to be decided for each and every department
according to sanctioned manpower available.
2. The daily log will be linked with the standard sheet and the attendance
software. This will help directly calculating the No. of people present and the
daily targets that can be achieved from it.
3. The computer operator have to feed on in basis in the yellow marked cell.
4. The rest of the data will be directly stored in the system and further can be
used for any kind of managerial decision making.
5. Also a monthly record will be maintained for forecasting purposes.
Benefits of the above software:

1. 100% transparency in the system.
2. Daily monitoring of the targets achievement and efficiency of the labor
working.
3. Stored data can be used in:
a. Forecasting manpower requirement.
b. Identifying lags in the system.
This software can be linked with company SAP system. That will help in installing a
dash board system so that the top level management can keep an eye on the
system anywhere and at any time.

C. Plan to establish a new plant
The current plant layout has lots of flaws in its layout. The movement of material
is quite high in the current layout system. Also the cost of operation is high due to
scattered layout.
Proposing a new layout that will:

1. Reduce cost.
2. Reduce movements of goods in the plant area.
3. Less No. of manpower (contract labor can be reduce)
{Sample layout design of the new software to look like is attached below in

Scope for Future Study
1. Study to reduce the variation on the targets of deliveries received from

the marketing team.
2. Atomization of the process of the cut & pack unit by using:

a. Automated ‘Warkata Machine’
b. Automated checking and cutting machine

Action Plan for Implementation
1. Presentation for the study has been made to the Managing Director of
the company Study i.e. to Mr. Ramesh D. Podar
2. Among the suggested recommendation, each and every
recommendation has been consider and the implantation of the
recommended suggestion has been started.
3. At the very first implementation of the software module has been
started. So the software to the company is first now:
a. Collecting data manually in the suggested format
b. And then on the next stage the data will collected on excel
c. After that ‘Fox Pro’ based software will be designed to check the
viability of the software.
This done in order to check the viability before implementing it with SAP
software of the company.
4. The new dispatch system has also being taken under scrutiny and after
working on the costing and returns of it internally the process will be
changed as suggested.
5. The new layout that has been suggested is also taken as future study.

a.
ATTACHMENTS

Attachment – 1
ORGANIZATION CHART
(BHIWANDI UNIT)
SR. MANAGER
SHIRTING J. MISTAIR MINIATURE QUALITY COMMERCIAL STORE RMG HR OPERATION DISPATCH

HAMPSTEAD / SUITING ASSURANCE S
F & D CLERK
ASST. STORE HR
ASST.
DEPUTY QUALITY MANAGER INCHARGE OFFICER
MANAGER ASST. MANAGER SAMPLE
MANAGER ASSURANCE DISPATCH
OFFICER
DISPATCH SAMPLE
SUPERVISOR LUMP OFFICER DISPATCH PEON
SUPERVISOR GODOWN
SR.
(SHIRTING & PG
SUPERVISOR SUPERVISOR DISPATCH
SUITING) INCHARGE
SUPERVISOR CLERK
SUPERVISOR
DISPATCH WAREHOUSE STORE CO -
ASSITANT (SHIRTING & ASSITANT ORDINATOR ASSISTANT
DISPATCH SUITING)
INCGARGE CO - OFFICE BOY
SUPERVISOR
TGR ORDINATOR
SECURITY
SUPERVISOR BILLING OFFICER
SUPERVISOR LR
SAP
ASSITANT

Attachment – 2 (Part 1)
SIYARAM SILK MILLS LTD. BHIWANDI (FOLDING UNIT)
CUTTING &FOLDING PROCESS FLOW CHART
REQUIREMENT RAISING FOR NEXT DAY PLAN TO W.H./L.G./T.G.R.
RECIEVING AS PER RAISED REQUIREMENT FROM W.H./L.G./T.G.R. THROUGH SUPERVISIOR
C.I.R. ST. SUPERVISOR & MASTER SORTING BY SHADE GOODS CHAKING AND FLAGING DEFECTIVE
WISE & GROUP WISE AS PER GROUPWISE GOODS
P.MATERIAL
DEFECTIVE MEMO & CUTTING
ARRANGEMENT SEND H.O. RELATIVE PERSON
WARKATA TRANSFER CUTTING OF GOODS SAMPLE AS PER FOR DECISION
LUMP COUNT LABEL INSTRUCTION
W.I.P. ENTRY CUTTING DETAIL DUET PCS GOODS ROLLING GOODS

TO COMPUTER
PCS STICKER PERSON
ARRANGEMENT
PROCESS CONTINUED ON NEXT PAGE

Attachment – 2 (Part 2)
CUTTING DETAIL TO DUET PCS GOODS ROLLING GOODS
COMPUTER
PERSON
ENTRY IN SYSTEM FOR P* TAGGING ON EACH PCS TAGGING ON EACH PCS

CONSUME &CREATE F* BY HAND BY MACHINE
MARCHENT
DISTRIBUT TO WORK
STATION FOR PACKING STAMP, TAG & STICKER THAPPI ON TABLE
(2) GIVE DETAIL ON JOB DISTRIBUTE TO WORK
ALONG WITH PACKING
CARD PC, ROLL & F.R.C. STATION FOR SU. & SH. MATERIAL
MATCHING PACKED PCS COLLECTED BY
STAMPING
GROUPING PERSONE
(1) PRINT BARECODE FROM STATION
HAND OVER TO
STICKER FOR ROLL
SUPPLIER ROLLING
GOODS AND HANDOVER
PACK BOX AS PER PACK BOX AS
TO ROOLING DEPT.
GROUPING CARD PER GROUPING
CARD TRANSFER TO STATION
(3) GET SIGN ON JOB FOR PACKING PATTA AND
CARD AFTER COMPLETE / STICKER
HAND OVER SAMPLE TO
SAMPLE DEP. STICK QUALITY
STICKER ON EACH PACK GOODS COLLECT,
BOX STACK ON PILET BY SH. GILLETINE
WISE, DN. WISE & AS PER
COUNT PCS & SIGN. MERCHANT WISE
STACK ON PILET BY SH.

PACK TO BOX WISE & DN. WISE &
MERCHANT WISE
STACK ON PAILET (GROUP WISE)
HAND OVER JOBE CARD TO SUPERVISOR FOR C.I.R. POST FORE F *CONSUME & CREATE MARCHENT MAKE P.G. PROG.
END OF PROCESS

Attachment – 3
DISPATCH PROCESS FLOW CHART
DISPATCH P.G. GOODS
DELIVERY RECEIVED FABRIC RECEIVED FROM TO PG PROGRAM RECEIVED TO PG PROGRAM RECEIVED

FROM W/H DEPARTMENT & DELIVER FROM DEPARTMENT FROM WAREHOUSE
FROM W/H
SCANNING AS GROUPING DONE AS PER THE CASE RECEIVED FROM

PER DELIVERY SORTING SHADE CUT WISE PROGRAM PG GODOWN
RELEASE DISPATCH SORTING AS PER DELIVERY SCANNING OF BARCODE WITH CASE SCANED & UPLOADED IN
CHALLAN CASE BARCODE SYSTEM
SCANING AS PER DELIVERY

COUNT ROLL & PACK IN UPLOADING IN SYSTEM AS PER REALEASE DISPATCH CHALLAN
CARTO0N / GONI REQUIRED PROGRAM
REALEASE DISPATCH CHALLAN
CHECK CASE NO., QUALITY &
STICHING OF CASE PACKED IN OUTER CARTOON
QUALITY AS PER CHALLAN
COUNT ROLL & PACKING
WRITE WEIGHT ON CASE MARKING & BARCODE ON CASE STICHING OF CASE

STICHING OF CASE
WRITE WEIGHT ON CASE
MARKING & BARCODE ON PROGRAM PRINT GIVEN TO
DELIVERY WRITE WEIGHT ON CASE SAMPLE DEPT FOR SAMPLE
MARKING & BARCODE
ON DELIVERY
MARKING & BARCODE ON DELIVERY
Attachment – 4
Present System (Stage - 1)

From Warehouse
Picker picking rolls from racks Picker dropping rolls on floor for the helper to up and
keen in the trolley
Helper placed all the rolls on the trolley

and ready to take to dispatch area


From Department
Picker pulling out rolls from a

bunch of different rolls on a
pallet
Helper arranging rolls delivery as

per the instruction of picker
Deliveries from department &

warehouse arranged for further
process


At the dispatch
Arranging the rolls Scanning and preparing Packing and stitching

challan
Loading Point Mukadam arrangement to Case labeled and ready to

load delivery as per the pick by Mukadam
transporter

Attachment – 5
WAREHOUSE PROCESS FLOW CHART
INWARD OUTWARD
CUTTING DISPATCH DELIVERY RECUTTING

DEPARTMENT DEPARTMENT
DELIVERY WISE GIVEN PRINTOUT OF THE INSTRUCTION

COUNT, SCAN AND FOR DISPATCH RECEIVED FROM H.O.
INPUT IN RACK
ARRANGEMENT OF ROLL CUTTING
WISE THROUGH PICKER AS PER
INSTRUCTION
SCANNING DONE OF THE

RECUTTING ROLL
UPLOAD IN THE SYSTEM
RECUTTING ROLL ISSUED TO

CUTTING DEPARTMENT

Attachment – 6
Time Study
A. For Mistair
(Timing for different days in minutes)
Team People
Activities Per Day 1 Day 2 Day 3 Day 4 Day 5
Team
Activity 1 2 1^+3
Sorting rolls as per deliveries 3.5 6.2 4.6 3.5 4.44
Transport of deliveries from warehouse to dispatch 33 21 25 30 26
Waiting Period 140 140 140 140 140
Activity 2 1 1^+1
Challan 2 4 1.5 1 1.5
Waiting Period 110 115 130 150 145
Rolls in Bags 0.4 0.3 0.3 0.25 0.25
Waiting Period 180 170 190 180 179.9
Stitching 0.55 1.45 0.5 0.5 2
Waiting Period 11 11 11 11 11
Labelling 0.25 0.44 0.28 0.26 0.27
Strapping & Weighing 1.23 1 0.65 1 1.1
Waiting Period 128 130 145 110 123
Activity 3 1 4
Case to reach from department to loading point (By Mukadam) 25 32 30 31 32
1^ - Supervisor

B. For J. Hampstead
(Timing for different days in minutes)
Team People
Activities Per Day 1 Day 2 Day 3 Day 4 Day 5
Team
Activity 1 2 1^+3
Sorting rolls as per deliveries 6 6.2 5.5 6.5 7.3
Transport of deliveries from warehouse to dispatch 2 1.5 1.5 1.3 1.4
Activity 2 1 1^+1
Challan 4.2 3.55 2 5 1
Rolls in Bags 0.4 0.3 0.3 0.25 0.25
Stitching 0.55 1.45 0.5 0.5 2
Labelling 0.25 0.44 0.28 0.26 0.27
Strapping & Weighing 1.23 1 0.65 1 1.1
Activity 3 1 4
Case to reach from department to loading point (By Mukadam) 25 32 33 35 32
1^ - Supervisor

Attachment – 7
DATE MISTAIR
(STANDARD - 250 / DAY)
(1294)
DELIVERY NO. OF CHALLAN GATE PASS
TARGET PENDING CHALLAN DISPATCHED
DATE DELIVERY DATE DATE
01.04.2013 261 0 02.03.2013 1 1.04.2013 1 03.04.2013 1

04.03.2013 1 1.04.2013 1 04.04.2013 1
14.03.2013 1 1.04.2013 1 03.04.2013 1
16.03.2013 1 1.04.2013 1 03.04.2013 1
22.02.2013 1 1.04.2013 1 03.04.2013 1
22.03.2013 1 1.04.2013 1 03.04.2013 1
24.03.2013 1 1.04.2013 1 03.04.2013 1
25.03.2013 1 1.04.2013 1 31.03.2013 1
29.03.2013 4 1.04.2013 4 03.04.2013 4
30.03.2013 41 1.04.2013 41 03.04.2013 20
04.04.2013 6
05.04.2013 8
08.04.2013 1
31.03.2013 6
31.03.2013 208 1.04.2013 208 03.04.2013 96
04.04.2013 17
05.04.2013 36
10.04.2013 2
31.03.2013 57
TOTAL 0 261 261 261
02.04.2013 37 0 01.04.2013 37 02.04.2013 7 04.04.2013 7
02.04.2013 19 05.04.2013 19
02.04.2013 2 08.04.2013 2
02.04.2013 9 31.03.2013 9
TOTAL 0 37 37 37
03.04.2013 6 0 02.04.2013 6 03.04.2013 3 04.04.2013 3
03.04.2013 1 07.04.2013 1
03.04.2013 1 17.04.2013 1
03.04.2013 1 31.03.2013 1
TOTAL 0 6 6 6
05.04.2013 21 0 03.04.2013 7 05.04.2013 7 07.04.2013 7
04.04.2013 14 05.04.2013 14 07.04.2013 12
08.04.2013 2
TOTAL 0 21 21 21
06.04.2013 77 0 05.04.2013 77 06.04.2013 38 07.04.2013 38
06.04.2013 36 08.04.2013 36
06.04.2013 2 09.04.2013 2
06.04.2013 1 17.04.2013 1
TOTAL 0 77 77 77

07.04.2013 67 0 06.04.2013 67 07.04.2013 42 08.04.2013 42

07.04.2013 23 09.04.2013 23
07.04.2013 2 17.04.2013 2
TOTAL 0 67 67 67
09.04.2013 98 0 08.04.2013 98 09.04.2013 73 10.04.2013 73
09.04.2013 25 11.04.2013 25
TOTAL 0 98 98 98
10.04.2013 65 0 09.04.2013 65 10.04.2013 61 11.04.2013 61
10.04.2013 4 17.04.2013 4
TOTAL 0 65 65 65
11.04.2013 125 0 04.04.2013 1 11.04.2013 1 12.04.2013 1
05.04.2013 1 11.04.2013 1 12.04.2013 1
08.04.2013 1 11.04.2013 1 12.04.2013 1
10.04.2013 122 11.04.2013 122 12.04.2013 122
TOTAL 0 125 125 125
12.04.2013 37 0 11.04.2013 37 11.04.2013 4 13.04.2013 4
11.04.2013 32 15.04.2013 32
11.04.2013 1 16.04.2013 1
TOTAL 0 37 37 37
13.04.2013 91 0 08.04.2013 1 13.04.2013 1 16.04.2013 1
09.04.2013 1 13.04.2013 1 16.04.2013 1
10.04.2013 1 13.04.2013 1 16.04.2013 1
12.04.2013 88 13.04.2013 88 16.04.2013 80
17.04.2013 8
TOTAL 0 91 91 91
15.04.2013 45 0 13.04.2013 45 15.04.2013 22 16.04.2013 22
15.04.2013 21 17.04.2013 21
15.04.2013 2 18.04.2013 2
TOTAL 0 45 45 45
16.04.2013 142 0 15.04.2013 142 16.04.2013 94 17.04.2013 94
16.04.2013 47 18.04.2013 47
16.04.2013 1 19.04.2013 1
TOTAL 0 142 142 142
17.04.2013 98 0 16.04.2013 98 17.04.2013 58 18.04.2013 58
17.04.2013 40 19.04.2013 40
TOTAL 0 98 98 98
18.04.2013 153 0 09.04.2013 1 18.04.2013 1 20.04.2013 1
17.04.2013 152 18.04.2013 152 19.04.2013 1
20.04.2013 27
22.04.2013 32
02.05.2013 90
04.05.2013 2
TOTAL 0 153 153 153

19.04.2013 41 0 17.04.2013 3 19.04.2013 3 22.04.2013 1

02.05.2013 2
17.04.2013 38 19.04.2013 38 21.04.2013 36
22.04.2013 2
TOTAL 0 41 41 41
20.04.2013 83 0 01.04.2013 1 20.04.2013 1 21.04.2013 1
11.04.2013 4 20.04.2013 4 21.04.2013 4
12.04.2013 3 20.04.2013 3 21.04.2013 3
13.04.2013 2 20.04.2013 2 21.04.2013 2
15.04.2013 2 20.04.2013 2 21.04.2013 2
19.04.2013 71 20.04.2013 71 21.04.2013 46
22.04.2013 2
24.04.2013 1
02.05.2013 20
04.05.2013 2
TOTAL 0 83 83 83
21.04.2013 63 0 20.04.2013 63 21.04.2013 26 22.04.2013 26
21.04.2013 37 23.04.2013 37
TOTAL 0 63 63 63
23.04.2013 82 0 05.04.2013 1 23.04.2013 1 25.04.2013 1
11.04.2013 2 23.04.2013 2 24.04.2013 1
25.04.2013 1
12.04.2013 1 23.04.2013 1 25.04.2013 1
13.04.2013 1 23.04.2013 1 25.04.2013 1
17.04.2013 1 23.04.2013 1 25.04.2013 1
19.04.2013 1 23.04.2013 1 25.04.2013 1
20.04.2013 6 23.04.2013 6 24.04.2013 6
22.04.2013 69 23.04.2013 2 02.05.2013 2
23.04.2013 8 03.05.2013 8
23.04.2013 28 24.04.2013 28
23.04.2013 30 25.04.2013 30
23.04.2013 1 26.04.2013 1
TOTAL 0 82 82 82
24.04.2013 77 0 23.04.2013 77 24.04.2013 65 26.04.2013 65
24.04.2013 12 27.04.2013 10
24.04.2013 06.05.2013 2
TOTAL 0 77 77 77
25.04.2013 60 0 22.04.2013 1 25.04.2013 1 26.04.2013 1
23.04.2013 15 25.04.2013 15 26.04.2013 12
27.04.2013 3
24.04.2013 44 25.04.2013 39 26.04.2013 39
25.04.2013 2 27.04.2013 2
25.04.2013 3 02.05.2013 3

TOTAL 0 60 60 60
26.04.2013 89 0 25.04.2013 89 26.04.2013 41 27.04.2013 41
26.04.2013 40 28.04.2013 40
26.04.2013 3 29.04.2013 3
26.04.2013 1 30.04.2013 1
26.04.2013 1 03.05.2013 1
26.04.2013 3 14.05.2013 3
TOTAL 0 89 89 89
27.04.2013 35 0 26.04.2013 35 27.04.2013 29 28.04.2013 29
27.04.2013 6 29.04.2013 6
TOTAL 0 35 35 35
28.04.2013 43 0 27.04.2013 43 28.04.2013 41 30.04.2013 41
28.04.2013 2 02.05.2013 2
TOTAL 0 43 43 43
29.04.2013 50 0 27.04.2013 14 29.04.2013 14 30.04.2013 14
28.04.2013 36 29.04.2013 36 02.05.2013 36
TOTAL 0 50 50 50
30.04.2013 87 0 25.04.2013 1 30.04.2013 1 02.05.2013 1
27.04.2013 1 30.04.2013 1 02.05.2013 1
29.04.2013 85 30.04.2013 85 02.05.2013 55
03.05.2013 17
04.05.2013 11
14.05.2013 2
TOTAL 0 87 87 87
01.05.2013 129 0 01.04.2013 1 01.05.2013 1 03.05.2013 1
05.04.2013 1 01.05.2013 1 03.05.2013 1
08.04.2013 1 01.05.2013 1 03.05.2013 1
10.04.2013 1 01.05.2013 1 03.05.2013 1
16.04.2013 3 01.05.2013 3 02.05.2013 1
03.05.2013 2
19.04.2013 1 01.05.2013 1 03.05.2013 1
27.04.2013 17 01.05.2013 17 03.05.2013 17
28.04.2013 23 01.05.2013 23 02.05.2013 22
04.05.2013 1
29.04.2013 41 01.05.2013 41 02.05.2013 20
03.05.2013 15
04.05.2013 6
30.04.2013 40 01.05.2013 40 02.05.2013 3
03.05.2013 28
04.05.2013 5
05.05.2013 4
TOTAL 0 129 129 129
02.05.2013 218 1 11.04.2013 1 02.05.2013 1 05.05.2013 1

15.04.2013 3 02.05.2013 3 05.05.2013 1

04.05.2013 1
15.05.2013 1
19.04.2013 1 02.05.2013 1 05.05.2013 1
20.04.2013 2 02.05.2013 2 04.05.2013 2
24.04.2013 1 02.05.2013 1 04.05.2013 1
27.04.2013 24 02.05.2013 24 02.05.2013 6
03.05.2013 1
04.05.2013 17
28.04.2013 35 02.05.2013 35 02.05.2013 26
03.05.2013 1
04.05.2013 8
29.04.2013 24 02.05.2013 24 02.05.2013 8
04.05.2013 7
05.05.2013 8
06.05.2013 1
30.04.2013 127 02.05.2013 126 02.05.2013 1
03.05.2013 1
04.05.2013 92
05.05.2013 24
06.05.2013 2
07.05.2013 5
08.05.2013 1
TOTAL 1 218 217 217
03.05.2013 70 0 02.05.2013 70 03.05.2013 70 03.05.2013 1
04.05.2013 23
05.05.2013 33
06.05.2013 3
07.05.2013 9
08.05.2013 1
TOTAL 0 70 70 70
04.05.2013 99 0 15.04.2013 1 04.05.2013 1 07.05.2013 1
30.04.2013 1 04.05.2013 1 06.05.2013 1
03.05.2013 96 04.05.2013 96 05.05.2013 77
06.05.2013 5
07.05.2013 11
14.05.2013 3
04.05.2013 1 04.05.2013 1 06.05.2013 1
TOTAL 0 99 99 99
05.05.2013 42 0 04.05.2013 42 05.05.2013 8 06.05.2013 8
05.05.2013 34 07.05.2013 34
TOTAL 0 42 42 42
06.05.2013 1 0 04.05.2013 1 06.05.2013 1 07.05.2013 1

TOTAL 0 1 1 1
07.05.2013 26 0 06.05.2013 26 07.05.2013 25 08.05.2013 25
07.05.2013 1 10.05.2013 1
TOTAL 0 26 26 26
08.05.2013 69 0 25.04.2013 4 08.05.2013 4 10.05.2013 4
07.05.2013 65 08.05.2013 65 10.05.2013 65
TOTAL 0 69 69 69
09.05.2013 73 0 08.05.2013 73 09.05.2013 73 10.05.2013 45
11.05.2013 21
31.05.2013 7
TOTAL 0 73 73 73
10.05.2013 59 0 08.05.2013 1 10.05.2013 1 13.05.2013 1
09.05.2013 58 10.05.2013 58 11.05.2013 58
TOTAL 0 59 59 59
11.05.2013 58 0 10.05.2013 58 11.05.2013 58 12.05.2013 39
13.05.2013 18
14.05.2013 1
TOTAL 0 58 58 58
12.05.2013 54 0 10.05.2013 10 12.05.2013 10 13.05.2013 2
14.05.2013 8
11.05.2013 44 12.05.2013 44 13.05.2013 21
14.05.2013 23
TOTAL 0 54 54 54
14.05.2013 188 0 13.05.2013 188 14.05.2013 77 15.05.2013 77
14.05.2013 58 16.05.2013 58
14.05.2013 43 17.05.2013 43
14.05.2013 9 18.05.2013 9
14.05.2013 1 30.05.2013 1
TOTAL 0 188 188 188
15.05.2013 75 0 14.05.2013 75 15.05.2013 6 16.05.2013 6
15.05.2013 59 17.05.2013 59
15.05.2013 10 18.05.2013 10
TOTAL 0 75 75 75
16.05.2013 114 0 02.05.2013 6 16.05.2013 6 18.05.2013 6
06.05.2013 1 16.05.2013 1 18.05.2013 1
07.05.2013 2 16.05.2013 2 18.05.2013 2
15.05.2013 105 16.05.2013 105 18.05.2013 103
20.05.2013 1
22.05.2013 1
TOTAL 0 114 114 114
17.05.2013 101 0 13.05.2013 1 17.05.2013 1 20.05.2013 1
16.05.2013 99 17.05.2013 99 18.05.2013 59
20.05.2013 36

21.05.2013 4
17.05.2013 1 17.05.2013 1 18.05.2013 1
TOTAL 0 101 101 101
18.05.2013 94 0 16.05.2013 2 18.05.2013 2 20.05.2013 2
17.05.2013 62 18.05.2013 62 20.05.2013 21
21.05.2013 41
18.05.2013 30 18.05.2013 30 20.05.2013 29
22.05.2013 1
TOTAL 0 94 94 94
19.05.2013 117 0 18.05.2013 117 19.05.2013 94 21.05.2013 94
19.05.2013 23 20.05.2013 23
TOTAL 0 117 117 117
21.05.2013 198 0 20.05.2013 198 21.05.2013 30 22.05.2013 30
21.05.2013 143 23.05.2013 143
21.05.2013 21 24.05.2013 21
21.05.2013 3 25.05.2013 3
21.05.2013 1 28.05.2013 1
TOTAL 0 198 198 198
22.05.2013 102 0 02.05.2013 2 22.05.2013 2 23.05.2013 2
04.05.2013 1 22.05.2013 1 24.05.2013 1
06.05.2013 1 22.05.2013 1 24.05.2013 1
07.05.2013 1 22.05.2013 1 23.05.2013 1
08.05.2013 1 22.05.2013 1 24.05.2013 1
10.05.2013 1 22.05.2013 1 23.05.2013 1
11.05.2013 1 22.05.2013 1 23.05.2013 1
20.05.2013 22 22.05.2013 22 23.05.2013 15
24.05.2013 7
21.05.2013 72 22.05.2013 72 23.05.2013 35
24.05.2013 31
25.05.2013 6
TOTAL 0 102 102 102
23.05.2013 48 0 22.05.2013 48 23.05.2013 47 25.05.2013 47
23.05.2013 1 27.05.2013 1
TOTAL 0 48 48 48
24.05.2013 129 0 23.05.2013 129 24.05.2013 101 27.05.2013 101
24.05.2013 23 28.05.2013 23
24.05.2013 5 29.05.2013 5
TOTAL 0 129 129 129
25.05.2013 181 0 23.05.2013 1 25.05.2013 1 27.05.2013 1
24.05.2013 180 25.05.2013 180 27.05.2013 58
28.05.2013 112
29.05.2013 10
TOTAL 0 181 181 181

26.05.2013 112 0 25.05.2013 112 26.05.2013 100 28.05.2013 100

26.05.2013 9 29.05.2013 9
26.05.2013 3 30.05.2013 3
TOTAL 0 112 112 112
27.05.2013 32 0 26.05.2013 32 27.05.2013 23 29.05.2013 23
27.05.2013 9 30.05.2013 9
TOTAL 0 32 32 32
28.05.2013 149 0 27.05.2013 149 28.05.2013 1 29.05.2013 1
28.05.2013 122 30.05.2013 122
28.05.2013 25 31.05.2013 25
28.05.2013 1 03.06.2013 1
TOTAL 0 149 149 149
29.05.2013 113 0 13.05.2013 1 29.05.2013 1 03.06.2013 1
15.05.2013 1 29.05.2013 1 31.05.2013 1
18.05.2013 3 29.05.2013 3 31.05.2013 3
25.05.2013 2 29.05.2013 2 30.05.2013 1
03.06.2013 1
28.05.2013 106 29.05.2013 9 30.05.2013 9
29.05.2013 90 31.05.2013 90
29.05.2013 1 01.06.2013 1
29.05.2013 6 03.06.2013 6
TOTAL 0 113 113 113
30.05.2013 87 0 28.05.2013 1 30.05.2013 1 31.05.2013 1
29.05.2013 84 30.05.2013 84 31.05.2013 69
03.06.2013 15
30.05.2013 2 30.05.2013 2 30.05.2013 2
TOTAL 0 87 87 87
31.05.2013 187 0 20.05.2013 1 31.05.2013 1 03.06.2013 1
29.05.2013 11 31.05.2013 11 03.06.2013 11
30.05.2013 172 31.05.2013 172 01.06.2013 6
03.06.2013 158
04.06.2013 7
05.06.2013 1
31.05.2013 3 31.05.2013 3 03.06.2013 3
TOTAL 0 187 187 187

Attachment – 8
Analysis of The Delivery
For April 2013
DATE TARGET NO. OF DAYS TO DISPATCH
01.04.2013 261 7
02.04.2013 37 4
03.04.2013 6 4
05.04.2013 21 2
06.04.2013 77 4
07.04.2013 67 3
09.04.2013 98 2
10.04.2013 65 2
11.04.2013 125 1
12.04.2013 37 3
13.04.2013 91 2
15.04.2013 45 3
16.04.2013 142 3
17.04.2013 98 2
18.04.2013 153 5
19.04.2013 41 3
20.04.2013 83 5
21.04.2013 63 2
23.04.2013 82 5
24.04.2013 77 3
25.04.2013 60 3
26.04.2013 89 6
27.04.2013 35 2
28.04.2013 43 2
29.04.2013 50 2
30.04.2013 87 4

For May 2013
DATE TARGET NO. OF DAYS TO DISPATCH
01.05.2013 129 4
02.05.2013 218 8
03.05.2013 70 6
04.05.2013 99 4
05.05.2013 42 2
06.05.2013 1 1
07.05.2013 26 2
08.05.2013 69 1
09.05.2013 73 3
10.05.2013 59 2
11.05.2013 58 3
12.05.2013 54 2
14.05.2013 188 5
15.05.2013 75 3
16.05.2013 114 3
17.05.2013 101 3
18.05.2013 94 3
19.05.2013 117 2
21.05.2013 198 5
22.05.2013 102 3
23.05.2013 48 2
24.05.2013 129 3
25.05.2013 181 3
26.05.2013 112 3
27.05.2013 32 2
28.05.2013 149 4
29.05.2013 113 3
30.05.2013 87 3
31.05.2013 187 4

Attachment – 9

Attachment – 10

Attachment – 11
(Standard Sheet)

(Daily Log Sheet – Target )

(Daily Log Sheet – Hourly Record – 1st Part)

(Daily Log Sheet – Hourly Record –2nd Part)

(Records Daily & Monthly)

(Reports)

Attachment – 12
(New Layout)

BIBLIOGRAPHY
The following sources have been referred for making the project:
1. Introduction Part: Data retrieved from the company.
2. http://www.siyaram.com/
3. http://en.wikipedia.org/wiki/ABC_analysis
4. Book referred:
a. Quantitative Techniques In Management – N.D. Vohra (4th Edittion)
b. Operations Management – B. Mahadevan (2nd Edition)

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Improving Operational Efficiency At Cut & Pack Department of Siyaram’s Silk Mills Limited

Abbreviations Full Forms

Durgadevi Saraf Institute of Management Studies Page 1

Durgadevi Saraf Institute of Management Studies Page 2

Durgadevi Saraf Institute of Management Studies Page 3

Durgadevi Saraf Institute of Management Studies Page 4

Sr. No. Name of Companies

Durgadevi Saraf Institute of Management Studies Page 5

Siyaram’s Silk Mills Limited (SSML)

Vertically integrated textile major producing the following:

A. Dyed, Twisted & Fancy Yarn

Durgadevi Saraf Institute of Management Studies Page 6

OXEMBERG Positioned as Body Music, a leading menswear brand with a

Siyaram’s Retail Model: Siyaram’s Fashion Avenue - SFA Model

Durgadevi Saraf Institute of Management Studies Page 7

“WE AT SIYARAM SILK MILLS LIMITED, ARE COMMITTED TO PROVIDE INNOVATIVE

Durgadevi Saraf Institute of Management Studies Page 8

Sr. No. Name Designation

Durgadevi Saraf Institute of Management Studies Page 9

Durgadevi Saraf Institute of Management Studies Page 10

3. Bhiwandi (in Maharashtra)

‘For my project I was appointed at the Bhiwandi Unit’

Durgadevi Saraf Institute of Management Studies Page 11

Siyaram’s Silk Mill

The process of the Bhiwandi unit is as:

Durgadevi Saraf Institute of Management Studies Page 12

Sr. No. Brands

Sr. No. Brands Departments

Durgadevi Saraf Institute of Management Studies Page 13

Functional Department Name Designation

{Organogram of Siyaram’s Cut & Pack (Bhiwandi Unit) is attached below in

Durgadevi Saraf Institute of Management Studies Page 14

1. The scope of my project was limited to the operational activity at

2. For the study for project the focus was towards

4. The recommendations are based on keeping the stated targets.

Durgadevi Saraf Institute of Management Studies Page 15

1. To identify the bottlenecks in the dispatch process and finding ways of

2. To design a production system software module that will help to bring in

Durgadevi Saraf Institute of Management Studies Page 16

1. ‘Work Study’ method. Under work study did:

4. Collected the data for the study through:

Durgadevi Saraf Institute of Management Studies Page 17

A. Cut & Packing Process

Designation Sanctioned Manpower

Durgadevi Saraf Institute of Management Studies Page 18

1. P. Material Arrangement: Packing material arrangement for packing the cut

Following are the different three colors for the defects:

Color Defect due to

Durgadevi Saraf Institute of Management Studies Page 19

Durgadevi Saraf Institute of Management Studies Page 20

Durgadevi Saraf Institute of Management Studies Page 21

Target Deliveries 300 150 250 125 825

The dispatch process at Bhiwandi unit is divided into two categories:

Durgadevi Saraf Institute of Management Studies Page 22

1. Dispatch of rolls from warehouse:

Durgadevi Saraf Institute of Management Studies Page 23

2. Dispatch of rolls from department:

3. Dispatch of PG from PG Store:

Durgadevi Saraf Institute of Management Studies Page 24

4. Dispatch of PG from Department: