NAZ Bangladesh Documentation Final LATEST Printout

Summer Internship Report

.A.Z. Bangladesh

DEPARTMENT OF FASHION TECHNOLOGY, N.I.F.T. Kolkata

Submitted by:Abhishek Nath

Saptarshi BagchiSubhodip Basu

FT (2004 – 2008)

N.A.Z Bangladesh Ltd.


Acknowledgements

Our Six-week Internship at N.A.Z. Bangladesh has proved to be one of the most integral and important part of our course curriculum. We were able to gain an insight into the working the working of an industry from close proximity as well as being involved in intricate problems of production planning and the product development process.

At N.A.Z. Bangladesh we would like to thank;

Mr. Nasser Ahmed Managing Director, N.A.Z.Mrs. Hasina Khatun Executive Director, N.A.Z.Mr. Zakir Hossain Chief Coordinator, N.A.Z.All respective department heads and staff.

At N.I.F.T. Kolkata we would like to thank;

Mr. S.S.Ray Regional Industry CoordinatorMrs. Binwant Kaur Head of Department, Fashion TechnologyMr. B. Bannerjee Associate professor, N.I.F.T. KolkataAll our faculty members and staffs.

NIFT, Kolkata


Contents

Part 1 Company profile/ details List of buyers Departments/ Sections Organization chart Process Flow

Part 2 Machinery Infrastructure Guiding Principles of NAZ Bangladesh

Part 3 Project 1: Operator Grading and Skill Inventory for sewing department Project 2: Development of an incentive system. Project 3: Developing concepts for product development and studying the feasibility of a product

development department in specific context to industry. Project 4: Documentation of industrial responsibilities. Project 5: Style Study (Time and Motion Study, Operation Breakdown, Work Sampling) Project 6: Study of delays caused in lead time and their solutions Project 7: Company website development Project 8: Corporate presentation development for the company

Part 4 Interesting Learning Experiences Appendices:

Bibliography and References

NIFT, Kolkata


COMPANY PROFILEName of the Company N. A. Z. BANGLADESH LIMITED

Address: Head OfficeHouse No. # 04, Road No. # 06,Baridhara, Gulshan, Dhaka-1212.

Contact Number 9861831, 9860445, 8854101.Fax 880-2-9889078

E-mail [email protected]; [email protected]; [email protected]

Factory Address 5. BK Bari, Rajendrapur, Gazipur.Factory Telephone Number

9289054-6

Factory Fax Number 880-2-9289053Factory E-mail Address [email protected]

Person to be contacted

Mr. Nasir Uddin Ahmed (Managing Director)

Mrs. Hasina Khatun, (Executive Director)

Mr. Ali Arshad (Sr. Manager Marketing)

Mr. Zakir Hossain (Marketing Manager)

Year of Establishment 1987

Business 100% Export oriented Knit Fabrics Manufacturer & Ready- made knit garments exporter.

Products Knit Fabrics & Knit Garments

Production Capacity

Knitting: 14 Tons/DayDyeing & Finishing: 12 Tons/DayGarments: 55,000 Pcs/DayPC Printing : 10,000 Pcs/ DayEmbroidery : 50,000,000 Stitches/Day

NIFT, Kolkata

YEARLY TURNOVER (LAST SEVEN YEARS)

01 1996 US$ 7.02 MILLION

02 1997 US$ 8.20 MILLION

03 1998 US$ 9.65 MILLION

04 1999 US$ 10.56 MILLION

05 2000 US$ 12.76 MILLION

06 2001 US$ 15.86 MILLION07 2002 US$ 17.65 MILLON

08 2003 US$ 19.40 MILLON09 2004 US$ 21.25 MILLON10 2005 US$ 25.50 MILLON11 2006 US$ 28.00 MILLON

mailto:[email protected]




BUYERS:

NIFT, Kolkata

SL. No.

Name of the Bank Address

1. Export Import Bank of Bangladesh Ltd.Islami Banking BranchRajuk Avenue9, D.I.T Avenue, Motijheel C/ADhaka-1000, BangladeshSWIFT: exbkbddha001.

No. Of Employees 200

No. Of Workers 1800

Floor Space 1,80,000 Square Feet

SL BUYER COUNTRY

01 H&M SWEDEN

02 ALDI GERMANY

03 PUNTOROMA SPAIN

04 T.P.G GERMANY

05 E5 MODE BELGIUM

06 LI & FUNG USA

07 UMBRO UK

08 HAGGAR USA

09 MCKAYS UK

10 TEX-EBO GERMANY

11 WAL MART CANADA

12 GOODY’S USA

13 TRR ITALY

14 TESCO UK

15 TEMA TURKEY

16 J C PENNEY USA


PRODUCT RANGE (GARMENTS)

01 T-SHIRTS

02 POLO SHIRTS

03 SWEAT SHIRTS

04 LEGGINGS

05 ROLLIES

06 NIGHT WEARS

07 GARMENTS WITH FABRICS IN LYCRA

08 AUTO AND FEEDER STRIPES

09 MEN’S UNDERWEAR

10 LADIES UNDERWEAR

FABRIC TYPES MANUFACTURED

SL. No. Types of Fabrics GSM (Range)Single Jersey

1 Single Jersey

100-280

2 Single Jersey (Lycra)3 Single Jersey (Auto Stripe)4 Single Jersey (Singed)5 Single Jersey (Pigment Dye)6 Single Jersey (Sueded / Ultra Soft)

Pique7 Pique

140-3008 Pique (Auto Stripe)9 Pique (Sueded / Ultra Soft)10 Pique (Mercerized)11 Pique (Ultra soft)

Interlock12 Interlock

190-28013 Interlock (Ultra soft)14 Interlock (Pigment Dye)15 Interlock D/N (Cotton)16 Interlock D/N (Polyester)

Rib17 Rib: Any Drop Needle

180-240

18 Rib (Pigment Dye)19 Rib (Ultra soft)20 Rib Elasten21 Flat Back Rib22 Variegated Rib

Jacquard23 Semi Jacquard 135-280

Mesh24 Mesh 180-240

NIFT, Kolkata


Fleece25 Fleece

240-40026 Fleece (Inside Brush)27 Fleece (Both Side Brush)28 Terry Fleece 29 Polar Fleece30 Terry Fleece (Pigment Dye)

Lacoste31 Lacoste 180-30032 Lacoste (Auto Stripe)33 Lacoste (Pigment Dye)

Waffle34 Waffle 180-240

Valor35 Valor

Others36 Herring Bone37 Knitted Twill38 French Terry39 French Terry (Pigment Dye)

NIFT, Kolkata

MANAGING DIRECTOR

EXECUTIVE DIRECTOR

GM KNITTING

GMDYEING

GMQA

GMSEWING

MANAGERMAINTENANCE

LAB IN CHARGE

PRODUCTIONMANAGER

ASSISTANT MANAGERSEWING

SHIFT IN CHARGE [2]


ORGANIZATIONAL HIERARCHY

NIFT, Kolkata


SECTIONS/DEPARTMENTS

Head Office: Accounts Merchandising Commercial

Industry: Executive Director Accounts Human Resource Administration IT Store Maintenance Medical Unit Merchandising Sampling Knitting Dyeing Finishing Testing Spreading and Cutting Embroidery Sewing Finishing/Packaging

NIFT, Kolkata

Deputy General Manager

Manager

Senior Merchandiser Senior Merchandiser Senior Merchandiser

Assistant Merchandiser(Buyer specific)


DEPARTMENTAL ORGANOGRAMS

MERCHANDISING

NIFT, Kolkata

Sample in Charge

Pattern in Charge

Coordinator

Sample Supervisor

Operator

Quality Checker

Cutter


SAMPLING

NIFT, Kolkata

DGM

MANAGER

PRODUCTION OFFICER (3)

SHIFT IN CHARGE (3)

PRODUCTION SUPERVISOR [3]

SAMPLING [3]

GREY QUALITY INCHARGE [1]

QUALITY INSPECTOR [12]

YARN STORE MANAGER [1]

OPERATOR [150]


KNITTING

NIFT, Kolkata

QUALITY MANAGER

ASSISTANT MANAGER QUALITY

KNITTING QUALITYDYEING AND FINISHING TESTING LAB

IN CHARGE [1]

SHIFT IN CHARGE [3]

TECHNICIANS AND HELPERS


TESTING LAB/ QUALITY

NIFT, Kolkata

PRODUCTION MANAGER

SENIOR PRODUCTION OFFICER [1]GENERAL SHIFT

PRODUCTION OFFICER [1]GENERAL SHIFT

MAINTAINANCE IN CHARGE [1]GENERAL SHIFT

SENIOR TECHNICIAN [2]GENERAL SHIFT

JUNIOR TECHNICIAN [2]GENERAL SHIFT

SUPERVISOR [1]GENERAL SHIFT

PRODUCTION OFFICER [1] GENERAL SHIFT

FLAT UNIT IN CHARGESUBCONTRACT SUPERVISOR SUPERVISOR YARN DISTRIBUTOR [1]GENERAL SHIFT

GENERAL MANAGER

SHIFT IN CHARGE [2]

SUPERVISOR [4]

TECHNICIAN [6]

OPERATOR [70]


DYEING

NIFT, Kolkata

CUTTING IN CHARGE

ASSISTANT IN CHARGE

SUPERVISOR [3]

SPREADER BUNDLE AND TICKETING MANCUTTER


SPREADING AND CUTTING

NIFT, Kolkata

PRINT MANAGER

FLOOR MANAGERSAMPLE MANAGERCOLOR MASTER [2] SCREEN SUPERVISOR

FLOOR SUPERVISOR[4 TABLE]

HELPER

QUALITYCONTROLLER


PRINTING

NIFT, Kolkata

GM PRODUCTION

PRODUCTION MANGER [3] MANAGER FINISHING [3]

LINE CHIEF [24]

LINE SUPERVISOR [24]

ASST. PRODUCTION MANGER [4] IRONMAN [4] PACKER [4]


PRODUCTION / SEWING DEPARTMENT

NIFT, Kolkata

MAINTAINANCE MANAGER

ASSISTANT MANAGER(ELECTRICAL)

ASSISTANT MANAGER(MECHANICAL)

ASSISTANT ENGINEER[3]

SNR. FOREMAN [3]

FOREMAN[6]

HELPER[6]

ASSISTANT ENGINEER [3]

SNR. FOREMAN [3]

FOREMAN[6]

HELPER[6]

BOILER OPERATOR [3]CABLE OPERATOR [3]WATER AND GAS OPERATOR [3]

BOILER HELPER [3] WATER AND GAS HELPER [3]


MAINTAINANCE

NIFT, Kolkata

MERCHANDISING

SPECIFICATION SHEET FROM BUYER

LAB DIP [FOR COLOR MATCHING ONLY]

STYLE SAMPLE AND COSTING (SIZE SAMPLE, PHOTO SAMPLE, TEST SAMPLE)

SENT TO BUYER

PURCAHSE ORDER (LC MADE)

YARN CONSUMPTION CALCULATION

ACCESSORIES BOOKING

FABRIC ORDER SHEET

KNITTING

DYEING

FINISHING

INSPECTION


EMBROIDERY AND PRINTING

SEWING

QUALITY CHECKING AND CONTROL

GARMENT FINISHING

PACKING


PROCESS FLOW DIAGRAMS (OVERALL)

NIFT, Kolkata

DESIGN SHEET FROM MERCHANDISER

PATTERN MAKING

RECEIVING OF SAMPLE FABRIC

SAMPLE [WITH TECHNICAL MODIFICATION IF ANY]

SAMPLE TEST

MASTER SAMPLE STORED REST DISTRIBUTED


PROCESS FLOW DIAGRAMS (DEPARTMENT WISE)

SAMPLING

NIFT, Kolkata

QUALITY INSPECTION

MERCHANDISER

SAMPLING [ACCORDING TO ORDER]

TESTING

ORDER PLACEMENT BY BUYER

YARN PROCURED YARN STORE

FABRIC MADE(YARN TESTING)

PRE-PRODUCTION SAMPLE

PRODUCTION


KNITTING

NIFT, Kolkata

GREY FABRIC

TURNING

DYEING

TUBE SQUEEZER OPEN SQUEEZER/ SLITTING

DRYER

BRUSHING

COMPACTION

QUALITY INSPECTION

SHIRRING ULTRASOFT

STENTERING

QUALITY INSPECTION

5-10 KG FABRICS IS TESTED

1 KG. IS SENT FOR LAB DIP

150 KG FOR TRIAL RUN

SCHEDULED FOR DYEING

SCHEDULED FOR BATCH DYEING


DYEING DEPARTMENT

DYEING MATERIAL FLOW:

NIFT, Kolkata

ORDER SHEET + SAMPLE + PLAN[FROM MERCHANDISING DEPARTMENT]

NO. OF PIECES/COLOR ANDNO. OF PLIES/COLOR DETERMINED

TRIAL CUTTING OF AROUND 200 PCS. FOR SEWING

BULK CUTTING AFTER MANUAL MARKER MAKING

BUNDLING AND TICKETING SIDES ARE OPENED[FOR TUBE FABRIC ROLL]

CHECKING [100%]

SENT TO CUT PIECE STORE



NIFT, Kolkata

DESIGN / TECHNICAL SHEET FROM THE MERCHANDISER

ELEMENTAL BREAKDOWN OF THE GARMENT

NON-CONFORMING

ALLOCATION OF OPERATORS

CUT PIECES MUST BE RECEIVED AT LEAST WITH A CUSHION OF 24 HRS. IN LINE

BUNDLE CHECKING/ PIECE COUNT

TAGS AND LABELS ARE PRE-SORTED AND SUPPLIED TO OPERATOR

BUNDLE FEED

SEPARATE PIECES FOR SEPARATE OPERATIONS

INLINE CHECKING AT SOME WORKSTATIONS

FINAL INSPECTION AFTER LAST OPERATION

BUTTONHOLING ATTACHMENT DONE IN ANOTHER LINE


SEWING

NIFT, Kolkata

STORING

NEEDLE DETECTION

SORTING AND CLASSIFICATION

PRESSING AND FOLDING

Q.C. [THREAD TRIMING IF NECESSARY]

TAGGING + OTHER LABELS

FINAL FOLDING AND PACKAGING

STORING

CARTONING ACCORDING TO SPECIFICATION SHEET


FINISHING AND PACKAGING

NIFT, Kolkata


PROCESS FLOW DIAGRAMS:

Notes: The buyer calculates the delivery date from the date of order placement/approval. The lead time given is usually 120 days In-line inspection is usually done by the buyer approved a)SGS b) ITS C) MTL Final inspection scheduling is sent to sewing departments and can be done by buyer or SGS, ITS or

MTS. Technical specifications and compliances for accessories are mentioned in the specification sheet. In

some cases vendors are also specified by the buying house. Accessories are mainly procured from China, Hong Kong or at times from the local market. Orders are generally FOB (Freight On Board). The commercial department in conjugation with the

merchandising department thereafter controls the shipping procedure.

MIS is maintained in the following order:

Planning [ Specification Sheet + Fabric Order Sheet+ Approved sample] Procurement Department [Yarn booking + FOS] Lab Section [Quality swatch + color swatch/ pantone number] Knitting [Quality swatch + Quality specifications + FOS] Batch [FOS] Dyeing [QS + Quality Specifications + FOS] Fabric Q.C. [QS + Quality Specifications + FOS] Sample [ Specification sheet + Sample Order Sheet + Original sample + Quality swatch] Fabric Store [FOS] Cutting [Specification Sheet + FOS] Accessories [ Specification sheet + Color Details with swatch + Time Card] Q.A. [ Specification Sheet + Sample] Stitch [ Specification Sheet + Sample] Finishing [Specification with packaging details] Master Copy [Incoming+ Outgoing+ specification sheet+ FOS + Fabric swatch + Accessories

details+ Approved Sample+ LAB dip+ LC Copy]

NIFT, Kolkata


PRODUCTION (NOTES)

Knitting and Dyeing department Production is divided into shifts of three each of eight working hours. Production order is first received from the merchandising department. A sample production is done (usually 6-10 kg. according to the fabric type and color specified

by the buyer. Testing is done (color matching only ample is sent to buyer for approval) Once approved the order is placed. Fabric made and sent for pre-production sample. Pre-production sample is approved and then only sent for bulk production. Machine scheduling is done for the execution of the order. Buyer wise daily knitting production status is maintained. If production falls short or time is limited subcontracts may be given.

Fabric Inspection details: System followed – 4 point. Defects are marked on the fabric with marker. Types of defects and number of points are included in the “ Greige inspection report” card. Yardage at which the defect is present is present is also provided on the same sheet. Inspection is also done at various other stages mainly – dyeing, printing, finishing.

Wastage and reuse: Yarn wastage is minimum as yarn requirement is always placed against the order. If yarn is more than the required order quantity, it is used for the next order similar to that

order. Wasted yarn is sold at cheaper rates. Spools from a different lot number are never mixed for fabric production. Rejected fabrics are sold as waste/scrap @ taka 60/70 per kg.

NIFT, Kolkata


Points of rejectiona) Pattab) Continuous Tarac) Sinker markd) Wrong Designe) Poor elasticityf) Major thick/thin.g) Needle lineh) Yarn count mixing.

Penalty pointsa) Holeb) Oil Stainc) Rust Staind) Missing Yarne) FLY/ Contaminationf) Slubsg) Needle droph) Lycra out

Notable points (EMBROIDERY): The designs are done from a unit called “TEXUS” in Uttara, Dhaka. TEXUS converts the designs

into machine readable form. This process can consume up to 5-6 hrs. Design number is the same as the order number. The designs are maintained/stored in a floppy disk drive.

NIFT, Kolkata


The Lab Dip Method:Fabric color solution + Glauber’s salt [for penetration of color – increases absorbency][1 hour] 60 degree centigrade + soda [fixes the dye in fabric]Treated at 135 degree centigrade [for polyester] and for disperse dyes no soda is given.Washed with normal water to remove loose dyes from surface Treatment with soaping agent [90 degree] for 15 minutes Normal washAcetic acid is used to make the fabric neutral in pHDried and ironedColor matching is done by eye estimation/ spectrophotometerSent to merchandising department (swatch sent)

Usually takes 1-2 days depending on the number of shades in a particular order GSM is acceptable within a tolerance level of 5-10 gms. In case of cotton and polyester blends preferential dyeing of cotton over polyester is done.

NIFT, Kolkata


Spreading and Cutting

Types of Spread used: The fabric is spread back to back.

The width of a fabric or lay is defined by the fabric diameter as developed by the knitting department in correspondence with some predetermined calculations by the Merchandising department, which is done with repeat to the order specifications given by the buyer.

Even the lay length is not fixed and is done or calculated while laying the fabric by trial and error method.

Only one thing is considered beforehand i.e. the number of bodies derived from one layer should be complete and none of its parts should come from the next layer.

Marker Type: Non-sectional marker is used irrespective of either order or style. The marker length is not pre-determined and a particular order style may have more than 1

spreads each with different marker lengths. The merchandising department pre-determines the marker width with reference to the fabric

width. Marker is drawn on the top layer of fabric with contrasting chalks and sometimes even with

pen. Therefore if the order size requires more than one spreads than the marker is developed that many times.

Marker efficiency is not checked, thus there is no effort to gain or control marker efficiency. Since pattern pieces are few and simple we can use sectional markers as even non-sectional

markers do not have very high efficiency. Pre-determined splice points/lines reduce wastage due to splicing.

Workers should be aware of splicing at defext areas and leave such allowances during cutting.

Infrastructure: There are 11 cutting tables.

NIFT, Kolkata


Bundling/ ticketing:It is always taken care that there are 25-30 pieces in a bundle according to ISO: 9001 norms. A ticket is attached to each of the bundles, which has the following parameters;

The tickets are made of scrap fabric and the band knife is used to cut them in equal sizes. There is separate table/zone for ticketing. The bundles are made according to specification and put into a lay to ensure that there is no problem

of shade variation.

MIS: The cutting in charge receives the fabric order sheet for each order from the merchandising

department with the details of number of colors, the size details and the number of bodies to be laid along the width of the fabric.

A gate pass is issued by the fabric store before any lot of fabric is passed to the cutting department.

A daily production report of number of pieces cut per style of garment in terms of size and color is maintained.

NIFT, Kolkata

Size (number of Pieces):Order number:Color:Bundle number:Cut number:


Sewing

NOTES: The entire production system is based on the coordination between the three production managers

and the production General Manager. There is a system of periodic inline checking.

Helper to operator ratio is 1:1 at some points it is even 2:1.

There is a system for grading of operators.

MIS: Buyer wise production registers are maintained.

Monthly production registers.

Input register. Line capacity planning.

N.A.Z. Bangladesh boasts of 100% compliance with EU NEEDLE-COMPLIANCE RESTRICTIONS.

NIFT, Kolkata

Merchandising department sends the purchase order sheet

Store receives the order with the buyer name, style no. from the fabric finishing department

The store manager confirms the cutting-in-charge and the concerned merchandiser about the receiving of the fabric

Cutting in charge informs about his requirement of fabric of any particular style of clothing.

The store manager issues the fabric and enters in his register and gets it signed by the cutting in charge

The rolls of fabric to be issued are again inspected for fabric defects and all defects are marked.#

Then the gate challan for that issued fabric is generated which is held as a document supporting that issue


FABRIC STORE

There are three huge racks that are placed along the length of the fabric store:

Process flow

This is done to ensure that the spreading and cutting workers don’t have to waste time in locating the defects while spreading the fabric. This was not present before. That area was occupied for the style-wise bundling recording area.

Workforce:Labor 12Store managerStore assistant manager

NIFT, Kolkata

Sewing thread is procured in Lacchi form

Then the thread is dyed in house in the required color as specified by the Testing lab

Then Hanks of sewing thread is made

Finally coning of yarns is done.1 Cone (2500 -4000 meters)


There is a mechanical scale in the store as knit fabrics are issued in measures of weight and not of roll.

There is a shortage of space in the store so a lot of fabric is dumped on the fabric finishing area thereby causing problems in movements through the aisles as well as making the floor clumsy in appearance.

Proper ventilation is not available.

ACCESSORY STORE

Sewing Thread Details:

Sewing thread used is mainly cotton-polyester blend. The thread (Grey) is mainly sourced from SAXI International China and sometimes India.

Needle inventory:

The store has 22 types of needles which are required at different stages of production.There are two different slips for operators who break needles one which is given to the line supervisor – for broken needle whose broken part is lost and for needles whose broken part is damaged.Averages of 200-300 needles are issued daily.UY-9, DC-9, DB-9 are consumed the maximum.They always keep an inventory cushion of one week for the process of giving the requisition to the accounts department and receiving the needles.

NIFT, Kolkata


MACHINERY DETAILS

Machine Profile (Knitting Section) Single Jersey

SL/ NO

.

M/C TYPE MC/ DIA

M/C GAUGE

FEEDER

QTY BRAND ORIGIN FABRIC’S TYPE

PRO. CAP/KG

S

REMARKS

1 S/J 19 24 57 1 ORIZIO ITALY S/J, Pique 2002 S/J 20 24 60 1 ORIZIO ITALY S/J, Pique 2253 S/J 21 24 63 2 ORIZIO ITALY S/J, Pique 4504 S/J 22 24 66 2 ORIZIO ITALY S/J, Pique 5005 S/J 23 24 69 3 ORIZIO ITALY S/J, Pique 7506 S/J 24 24 72 2 ORIZIO ITALY S/J, Pique 550 Lycra Attachment

7 S/J 25 24 75 1 ORIZIO ITALY S/J, Pique 300 Lycra Attachment8 S/J 26 24 114 1 MAYER &

CIEGERMAN

YS/J, Pique 500 Lycra Attachment

9 S/J 28 24 123 1 MAYER & CIE

GERMANY S/J, Pique 500 Lycra Attachment

Total 14 3975

02. FLEECE +2 THREAD FLEECE + 3 THREAD FLEECE.SL/NO

.

M/C TYPE MC/ DIA

M/C GAUGE

FEEDER

QTY

BRAND ORIGIN FABRIC’S TYPE

PRO. CAP/KG

S

REMARKS

1 Fleece 28 20,24 90 1 MAYER & CIE

GERMANY

S/J ,FLEECE 400 Lycra Attachment


GERMANY



GERMANY



GERMANY


5 Fleece 32 20,24,28 96 1 FUKAHAMA TAIWAN S/J ,FLEECE 350 Lycra Attachment6 Fleece 34 20,24,28 102 1 FUKAHAMA TAIWAN S/J ,FLEECE 400 Lycra Attachment

Total 6 2500

03. RIB +INTERLOCK+FLAT BACK RIB +DROP NEEDLE ETC.SL/NO.

M/C TYPE MC/ DIA

M/C GAUG

E

FEEDER


PRO. CAP/KG

S

REMARKS

1 Rib +Interlock

30 14,18 62 1 MAYER & CIE

GERMANY

Rib+I/L+F/Rib

300 Lycra Attachment

2 Rib +Interlock

34 14,19 70 1 MAYER & CIE

GERMANY

Rib+I/L+F/Rib


3 Rib +Interlock

36 14,20 74 1 MAYER & CIE

GERMANY

Rib+I/L+F/Rib


4 Rib +Interlock

38 14,21 78 1 MAYER & CIE

GERMANY

Rib+I/L+F/Rib


5 Rib +Interlock

36 16,22 72 1 FUKAHAMA TAIWAN Rib+I/L+F/Rib


6 Rib +Interlock

38 16,23 76 1 FUKAHAMA TAIWAN Rib+I/L+F/Rib


7 Rib +Interlock

40 18,22 84 1 Juinn Long TAIWAN Rib+I/L+F/Rib


8 Rib 40 16 80 1 Juinn Long TAIWAN Rib +F/Rib 800 F/Look lycra Attach

9 Rib 42 18 84 1 Juinn Long TAIWAN Rib +F/Rib 400 F/Look lycra Attach

10 Interlock 38 24 114 1 Juinn Long TAIWAN INTERLOCK 400 Lycra Attachment


NIFT, Kolkata



13 RIB 34 15 24 1 Juinn Long TAIWAN RIB 200

Total 14 5300

04. Terry=S/J + Terry / Terry Fleece + Valor +Polar Fleece etc.M/C TYPE MC/

DIAM/C

GAUGEFEEDE

RQTY BRAND ORIGI

NFABRIC’S

TYPEPRO.

CAP/KGSREMARKS

1 Terry 42 20 68 2 Mayer & Cie

Germany

Terry 1000 Lycra Attachment

Total 2 1000

05. Auto Stripe+ Eng. Stripe(S/J + Pk + Lacost+ Others Design)SL/NO

.

M/C TYPE MC/ DIA

M/C GAUGE

FEEDER


PRO. CAP/KGS

REMARKS

1 Auto Stripe 34 24 48 2 FUKAHARA

JAPAN Auto Stripe 300 Lycra Attachment





Total 6 1050

06.Flat KnitSL/NO.M/C

TYPEMC/ DIA

M/C GAUGE

FEEDER


PRO. CAP/KGS

REMARKS

1 Flat Knit 0 14 8 2 Snima Seiki

Japan Collar/Cuff 1400 Lycra Attachment

2 Flat Knit 0 14 12 1 Stoll Germany Collar/Cuff 700 Lycra Attachment

Total 3 2100

GRAND TOTAL-45 NOS

NIFT, Kolkata


B. DYEING MACHINE

SL. No.

Name of the Machine Machine Capacity(In Kg)

No. of Machine

Country of Origin

1

Dilmenler

10.00 01

Turkey

2 50.00 23 175.00 015 350.00 016 525.00 017 700.00 018 1050.00 019 1400.00 01

TOTAL ONE TIME LOADING : 4260.00 KGSTOTAL PER DAY CAPACITY: 4260 x 3 = 12780.00 KGS

NIFT, Kolkata


C. FINISHING MACHINESL. No.

Name of the Machine

Machine Category No. Of Machine

Country of Origin

1 Bianco Squeezer & Detuisting 01 Italy2 LK & LH (4

Chamber)Tensionless Dryer (Stream) 01 Taiwan

3 Feraro Compactor 01 Italy4 LK & LH Brushing 01 Taiwan5 Laffer Sheering 01 Italy6 Laffer Sueding /Ultra soft /Pitch

finish01 Italy

7 Bruckner Stenter 01 GermanyFerraro Equalizer & Shrinking,

O/Width Compacting Unit01 Italy (m/c on the way)

8 Acimit Bag sewing m/c 01 Italy(m/c on the way)9 Acimit Dethreading machine 01 Italy(m/c on the way)

NIFT, Kolkata


FACILITIES IN HOUSE (LABORATORY)

Besides facilities to reproduce swatches with the Lab Dyeing Machines with Infrared Heating System (IHS) our in house laboratory is equipped to check the following parameters of fabrics’ quality:

SL. No.

Testing Parameters Machine Name Origin

1 Data Color for quantifying shade variation and determining acceptability of the shade (Pass fail

check)

S D L Intl. England

2 Light Box equipped with D65, Tl84, UV, Fluorescent lights for further visual assessment of

the shade checked by computer.

Veridide England

3 Fastness to wash and stain to adjacent fabric S D L Intl. England4 Fastness to light S D L Intl. England5 Fastness to rubbing (Weight Rub, Dry Rub) S D L Intl. England6 Fastness to pilling S D L Intl. England7 Fastness to perspiration S D L Intl. England

All being performed by experienced and qualified textile technician under the supervision and guidance of a textile engineer well trained for the purpose.

We are using internationally accepted test procedures and materials.

NIFT, Kolkata


SEWING MACHINE

SL. No.

TYPE OF MACHINE BRAND NO.OF M/C

Country of Origin

1 Single Needle lock stitch JUKI 165 JAPAN

2 Single Needle lock stitch JUKI 110 JAPAN

3 Over lock 4 thread JUKI 150 JAPAN


5 Over lock 4 thread Top dowen JUKI 2 JAPAN

6 Over lock 4 thread Back latch JUKI 10 JAPAN

7 Over lock 4 thread Cylinder Bad JUKI 2 JAPAN


9 Cylinder Bed Flat lock PEGASUS 50 JAPAN




13 Flat Bed Flat lock PEGASUS 50 JAPAN



16 Feed of the Arm YAMATO 8 JAPAN

17 Button Hole JUKI 2 JAPAN

18 Button Stitch JUKI 2 JAPAN

19 Ber Tack JUKI 2 JAPAN

20 Picoating KANSAI 3 JAPAN

21 Needle Detector CINTEX 1 ENGLAND

22 Fusing Machine HASHIMA 1 JAPAN

23 Rib Cutter (3 way) CALIFORNIA 1 USA

24 Rib Cutter (Single) 1 TAIWAN

25 Band Knife EASTMAN 1 JAPAN

26 Cutting Machine KM 6 JAPAN

NIFT, Kolkata


27 Vacuam Table NAOMOTO 30 JAPAN

28 Heater less Iron NAOMOTO 30 JAPAN

29 Label Cutter and Folder 1 TAIWAN

30 Snap Button Machiine YKK 10 GERMANY

31 Thread Sucker NAOMOTO 2 THAILAND

32 3 Needle ,5-Thread Cylinder bed Interlock Machine with Fab Trimmer

PEGASUS 2 SINGAPORE

TOTAL- 732 M/C

NIFT, Kolkata


Guiding Principles and Implementation Procedures of Code of Conduct of NAZ Bangladesh Ltd

NAZ Bangladesh Ltd will comply with the national legal requirements and International best practices in accordance with SA 8000 standards for ensuring the basic requirements of its all employees’ rights.

General Policy Statement

NAZ Bangladesh Ltd is committed to-

- Ensure good employment condition;

- Good working condition;

- Ensure occupational health and safety, security and maintain its surrounding environment eco-friendly;

- Opinion of its employees in relation with freedom of expression will be ensured;

- Be an equal opportunity based on gender and diversity for all its employees;

- Ensure quality products as per ISO 9000;

- Develop workers capability through establishing human resource department;

- Improve productivity through implementation various activities in all areas.

NIFT, Kolkata


Employment condition

Discrimination:

The company shall employ workers without regard to race, colour, gender, nationality, religion, age,

maternity or marital status.

The company shall pay workers wages and provides benefits without regard to race, colour, gender,

nationality, religion, age, maternity or marital status.

Forced Labour:

The factory does not use any prison, indentured or forced labour.

Child labour:

NAZ Bangladesh Ltd shall not employ any worker below 14 years of age.Appointment:

NAZ Bangladesh Ltd shall provide the workers appointment letter during recruitment.

NAZ Bangladesh Ltd shall provide the worker ID card (please see Annex-1) and Time card

specifying his/her area (please see Annex-2), nature and classification of job and identification.

This factory maintains a register of adult workers, including the name of the worker, the nature of his

work, shift of work etc.

This factory also maintains personal file for every worker (details are Annex- 3)

NIFT, Kolkata


Recruitment Policy and Procedures

Recruitment Policy:

Employment will be provided based on education and experience, demonstrated skills and abilities

(Mandatory testing during hiring), supported proof of age certification, sound physical and mental

health.

Job evaluation and performance will be the sole criterion for pay, promotion, reward, discipline and

termination.

Recruitment procedure:

1. The Management must place advertisement for employment in a populous area or newspapers, notice board as felt proper. The advertisement must specify the position and required experience and qualification for the job.

2. Appropriate written/ oral and practical test (either or both) will be taken to select the eligibility of the

candidate.

3. The following documents must be provided at the time of application:

a. Complete Bio-data with 3 (three) copies of passport sized colored photographs.

b. Age certification from educational Institution/City Corporation or UP Chairman. Persons below the

age of fourteen on the date of test will be automatically disqualified for employment.

c. Certificate of education and experience where relevant.

d. The prospective candidate will undergo a physical and mental health check by a qualified practitioner

and the employment will be subject to positive results from the test.

NIFT, Kolkata


Activities Post-appointment Letter:

1. The employee must report to the HR department before 8.00 a.m. on the date of appointment as

mentioned in the appointment letter.

2. A short induction covering the following areas will be provided to the employee after reporting:

i. Brief company history & products.

ii. Wages & benefits.

iii. Rules & regulations related to employment, working condition, health & safety, security and others.

iv. Tour of the factory showing the location of facilities includes toilets, canteen, fire exits, medical

center etc.

v. The following equipment will be provided to the employee after the induction.

Employee information Handbook

Personal flax/Mug

Small Towel

Uniform

Chair with starry backrest

The employee will be personally liable for the upkeep & safe keeping of the above items.

3. The employee will report to the concerned department following the induction.

Training and Probation:

The probation period of a worker whose function is of clerical nature shall be six months and for

other workers such period shall be three months, which may be extended for another three months if

the skill cannot be determined within three months.

The training period of a trainee/apprentice (new worker with no previous experience) is three

months.

A person will be employed initially, as probationer and his/her salary will be fixed by the sole

discretion of management according to his/her ability, qualification and for the permanent post being

filled up.

The employee may leave the company any time during the probation period & similarly the company

can terminate his/her service instantly without assigning any reason whatsoever.

Appraisal of a probationer's will be carried out at reasonable intervals & the appraisals will be the final

basis of attaining a permanent worker status.

NIFT, Kolkata


Calculation of continuous service:

A worker who has actually worked for not less than 240 days shall be deemed to have completed one year of continuous service, and 140 days for the completion of six months of service.

Lay off:

Lay off accordance with applicable national labour laws;

Definition: “lay off” means the failure, refusal or inability of an employer to give employment to a worker

whose name is borne on the master rolls of his/her enterprise.

Condition: A laid off worker on the master pay-roll shall be paid by the employer for all days during which

he/she is so laid off, expect for such weekly holidays as may intervene, compensation which shall be equal

to half of the total of the basic wages and dearness allowance, and the full amount of housing allowance, if

any. However, no worker shall be entitled to such payment of compensation fore more than forty-five days

during any calendar year.

Separation from employment:

Separation from service may occur by

a) Retrenchment

b) Discharge

c) Dismissal

d) Termination in service accordance with the national labour laws.

Retrenchment:

Definition: retrenchment means the termination by the employer of service of workers, not as a measure of

punishment inflicted by way of disciplinary action, but on the ground of redundancy.

Condition: A worker may be retrenched by providing

a) One month notice in writing or wages paid in lieu of such notice;

b) A copy of notice is sent to the chief inspector of Factories & Establishment;

c) Compensation equivalent to thirty days wages for every completed year of service or any part

thereof in excess of six months or gratuity, if any, whichever is higher.

Discharge:

NIFT, Kolkata


Definition: “ Discharge” means the termination of services of a worker by the employer for reasons of

physical or mental incapacity or continued ill health of the worker or such other similar reasons not

amounting to misconduct.

Condition of discharge: A worker who has completed for more than one year of continuous service shall be

paid compensation at the rate of thirty days wages for every completed year of service or any part thereof in

excess of six months or gratuity, if any, whichever is higher.

Dismissal:

Definition: “dismissal’ means the termination of services of a worker by the employer for misconduct.

The company expects that all employees maintains a healthy working atmosphere and is not involved in any kind of misconduct in the factory. However, the company will take legal action in case any employee is involved in any misconduct.

The following acts and omissions shall be treated as misconduct:

Willful insubordination or disobedience, whether alone or in combination with others, to any

lawful or reasonable order of a superior;

Theft, fraud or dishonesty in connection with the employer’s business or property;

Taking or giving bribe or any illegal gratification in connection with his or any other worker’s

employment under the employer;

Habitual late attendances;

Habitual absence without leave or absence without leave for more than ten days;

Habitual breach of any law, order, instruction applicable to him.

Riotous or disorderly behavior in the establishment, or any act subversive of discipline;

Habitual negligence or neglect of work;

Frequent repetition of any act or omission for which a fine may be imposed;

Resorting to illegal strike or “go-slow” or inciting others to resort to illegal strike or “go-slow”;

Falsifying, tampering with, damaging or causing loss of employer’s official records.

Smoking within the premises of the company where it is prohibited

Holding meeting within boundaries of the premises of the company without sanction of the

employer:

Leaving work without permission.

Sleeping whole on duty.

Giving false information regarding name, age, qualification, previous service etc.

Sabotage or wastage caused to materials & stores of the company.

NIFT, Kolkata


Conviction in any court of law for any criminal offence.

Improper uses or non-use of protective clothing uniforms (if any) while on duty.

Penalties for misconduct:

The following are the penalties, which may be imposed by the employer upon an employee-

1. Dismissal from Service.

2. Recovery from the pay.

3. Stoppage of increment or promotion.

4. Censure.

5. Reduction in rank.

The management shall have the discretion to revoke, refuse, change and extension of penalties.

Termination of employment:

For terminating the employment of a permanent worker by the employer, 120 days’ notice in case of

monthly rated worker and 60 day’ notice in case of other worker shall be given in writing by the

employer. Wages for 120 days or 60 days, as the case may be paid in lieu of such notice.

The company shall pay the worker compensation at the rate of 30 day’ wages for every completed

year of service or for any part thereof in excess of six months or 30 days thereof pay in lieu of and

other applicable payments during termination.

If any permanent employee who desire to resigns from service is required one-month’s notice in case

of monthly rated worker and 14 days’ notice in case of other workers shall be given in writing by the

company. Under such circumstances the worker shall not be entitled to any compensation as aforesaid.

If the employment of a temporary worker is terminated not due to the completion, cessation, abolition

or discontinuance of the temporary work, the employer shall give one month’s notice in case of

monthly rated worker and 14 days’ notice in case of other cases in writing. Wages for one month or 14

days, as the case may be paid in lieu of such notice.

Provident Fund:

Contributory provident fund will be provided for every permanent employee. Deductions from the basic pay

at the prevailing rate (current rate 8.33%) will be made from each employee per month.

Company will contribute the same amount towards the fund.

NIFT, Kolkata


The employee shall be entitled to receive the employer's contribution after completion of 3 (three) years of

becoming member of the provident fund.

Employees must fill up a prescribed from after attaining eligibility to be a member of this fund.

Working conditionWages:

The wage of the employees will be paid by 1st week and overtime by the 3rd week of every month.

The minimum wages for the workers of each skill level is divided into three components: a) medical

that is fixed at taka 150.00: b) basic pay; and c) house rent that is 30 per cent of basic pay.

The minimum wage for a helper is Tk. 1200.00 per month.

Trainees and apprentices shall be given Taka. 1800.00 per month for a maximum period of three

months.

An attendance allowance of Tk. 200 is given if any operator has 100% attendance for a particular

month.

Gross wage - 150

Hence Basic pay = -----------------------------

1.30

NAZ Bangladesh ltd may make deductions from wages as follows:

1. Fines

2. Absence from duty

3. Damage to or loss of goods or money expressly entrusted to the employed person where such

damage or loss is directly attributable to his neglect or default

4. Living accommodations supplied

5. Government-authorized amenities and services supplied

6. Recovery of advancements or for adjustment of over-payments of wages

7. Income-tax payable to employed person

8. Subscriptions to or repayment of advances for provident fund

9. Payments to co-operative society

Working Hours:

Normal working hours: 10 hours a day and 60 hours a week.

NIFT, Kolkata


Maximum hours of work and overtime: 10 hours a day or 60 hours a week and on the average 56 hours

per week in a year.

Overtime Payment: When a worker works for more than 10 hours in any day or more than 60 hours in a

week, this worker shall be entitled to get overtime allowance.

NAZ Bangladesh ltd shall pay overtime on twice the basic wage. The overtime shall be calculated as follows:

Overtime allowance = Basic hourly wage x 2 x no. of overtime hour

Rest breaks: One-hour rest or meal after 5 hours of work (1.00pm-2.00 pm).

Weekly rest: One day, usually on Friday.

Compensation for work during weekly rest: Compensatory days of equal number to the days lost as soon as circumstances permit.Leave Rules:

All permanent employee of NAZ Bangladesh ltd will be entitled to enjoy the following

Leaves-

1. Casual leave: 10 days

2. Sick leave: 14 days

3. Earned Leave/Annual leave: 1 day for every 22 working days

4. Festival and other Govt. Holiday: 10 days in a year

Casual Leave:

Ten (10) Days casual Leave with full pay will be granted in a year. Employees cannot enjoy more

than three (3) days of casual leave at a time. Casual leave cannot be carried forward to the next year

and unutilized casual leave is normally not en-cashable.

Sick Leave:

Fourteen (14) days sick leave on half-average wages in a year.

Employees falling sick must inform the Dept. Manager by writing or other reasonable means

of communication and must apply for medical leave on the date of joining work.

Medical Certificate/Prescription by a registered MBBS doctor for absence due to medical

ground is required for leave more than 3 (three) days.

The management reserves the right to verify/accept/reject the medical certificate.

Earned Leave/annual leave:

NIFT, Kolkata


On completed 1 (one) year continuous service, every adult worker shall be entitled to 1 (one) day leave

with pay for every 22 (twenty two) days of work, up to 20 days per year.

The earn leave can be carried forward to the next year.

Festival Holidays:

Every employee shall be allowed at least 10 (ten) days festival holidays with full pay in a calendar

year.

The day or dates of festival holidays shall be fixed & conspicuously notified in the beginning of the

year as per Govt. notification.

Leave Application Rules:

An employee has to apply for leave in a prescribed form to the Departmental Manger 3

(three) days prior to the proposed leave date.

Approved leave forms will be sent to the Departmental Secretary.

An employee remaining absent without leave for emergency reason must inform the

Departmental Manager/Counselor/Supervisor/Dept. Secretary by any reasonable means of

communication at a reasonable means of communication at a reasonable time.

Employees proceeding for leave must hand over their duties & responsibilities to supervisor

& co-workers to ensure that work is not hampered during their absence.

The management has the right to extend, modify, revoke, reduce, replace & make any

changes of leave at their discretion.

Unauthorized Leave: An employee remaining absent due to reasons, which are unacceptable to the

management, will be treated as unauthorized leave.

Habitual Late: Definition: Any employee reporting late to work for more than 3 (three) days per month

shall be treated as habitual late attendance.

NAZ Bangladesh Ltd will observe following policy regarding unauthorized leave and habitual

absence.

1. A maximum of 10 (ten) days of unauthorized leave in a calendar year will be treated as habitual

absence & unauthorized leave.

2. A warning letter will be served to an employee who will remain absent without authorized leave for 3

(three) days in calendar year.

3. Management will initiate legal proceedings on the 10th (tenth) day of unauthorized leave in a

calendar year.

NIFT, Kolkata


NAZ Bangladesh Ltd will observe following policy regarding habitual late attendance.

1. A warning letter will be issued to the employee who is late for the 4th (fourth) time in a month.

2. Management will take necessary action if the employee continues to come late to work subsequent to

the issue of warning letter.

NIFT, Kolkata


Attendance Allowance:

NAZ Bangladesh Ltd provides attendance allowance for encouraging punctuality among the employees.

Company expects all employees to attend on time and take advantage of the attendance scheme.

Criteria for getting Attendance allowance:

Every employee must report to duty on time. An attendance allowance amounting to Tk. 200.00 per month

will be paid to every employee subject to the following conditions.

Reason for disqualification of getting Attendance Allowance:

Five minutes late for two days per calendar month will be allowed. Late attendance over 2 (Two)

days in a calendar month i. e. over 1 (one) minute in the third days will be disqualified for allowance.

Employees arriving late between 05-06 minutes any day during the moth will be disqualified for the

allowance and an hour's salary will be deducted.

Employees arriving the between 61-120 minutes any day during the month will be disqualified for

the allowance and two-hour salary will be deducted.

Employees arriving late more than 2 (two) hours late will not be given work for the day.

Employees who will avail unauthorized leave will not receive attendance allowance.

Employees will be entitled for attendance allowance in case of pre-sanctioned authorized leave and

subject to above condition.

Overlapping shift:

NAZ Bangladesh does not allow working more than one shift in a day.

NIFT, Kolkata


Employment of Women

Equality of opportunity: Women shall have equal rights with men in respect of employment and occupation.

Excessive work:

This factory does not allow pregnant women to lift, carry, move by head or hand, any material, article, tools or appliance.

Maternity Leave:

6 weeks before delivery and 6 weeks after delivery.

Maternity benefits:

A woman will be entitled to get maternity benefit--

1. She must service for this factory for a period of not less than nine months immediately

preceding the day of birth.

2. She should provide a notice either orally or in writing that she expects to be confined within

six weeks. If she was unable to give advance notice she should give notice within seven days

after the birth of her child.

3. She should also present a medical certificate.

The notice may indicate the name of person to whom benefits must be paid in case the woman dies. If

the woman dies on the day of confinement, maternity benefits will pay to the person who takes care of

the child. If both the woman and the child die, the benefit will pay to the person she nominated, or if no

such nomination has been made, to her legal successors.

However the benefit shall be availed up to the 2nd child.

Leave has to be granted by Departmental Manager in company's prescribed leave application form.

Amount: Maternity leave is granted with amount one hundred per cent of average daily earnings (calculated

by dividing total wages earned during the three months immediately preceding the date the woman gives

notice of pregnancy by the number of days she actually worked during that period).

Health Protection:

Pregnant women are prohibited to lift, carry, move by head or hand, any material, article, tools or appliance.

Employment Security:

We don’t fire any pregnant woman.

Abuses:

NIFT, Kolkata


There is no evidence of any form of abuses.

Occupational safety and health

NAZ Bangladesh treats all workers with respect and dignity and provides them with a safe and healthy

environment. Factory complies with all applicable laws and RMG industry standards regarding working

conditions. This factory does not use corporal punishment or any other form of physical or psychological

coercion.

Health hygiene Policy:

This factory does not engage in or permit physical acts or coerce workers.

This factory does not engage in or permit psychological coerce or any other form of non-physical

abuse, including threats of violence, sexual harassment, screaming or other verbal abuse.

Workers shall respect the company policy, they shall not group together or use any forms of thread or

coercion in respect of company’s decision but shall rather approach management on any grievance

that may arise.

Cleanliness:

Proper cleaning methods and housekeeping are applied to all areas.

Cleanliness Rules: Washy hand dries hand with liquid soap before starting work.

Every employee is responsible to keep his work area and surroundings clean.

Waste and garbage should be put away in specific place.

Liquid soap/soap should be used as required any wastage is not permitted.

Toilets should be flushed after use.

Employees should help in keeping the toilet area clean and dry to maintain hygiene.

Washbasins should also be cleaned after use.

Wastage of water is not permitted at any time.

Toilet and urinals maintained in a clean and sanitary condition at all times with suitable detergents

and disinfectants.

NIFT, Kolkata


Disposal of wastes and effluents:

NAZ Bangladesh Ltd is committed to initiate effective arrangements for the disposal of wastages and

effluents to create eco-friendly environment through:

Proper sewerage and drainage systems has been developed

1. Effluent treatment plant in line with environmental impact assessment has been established.

2. A store for waste clothes has been established for keeping it on daily basis and take way outside the

factory after seven days for recycling

4 Encourage sourcing of raw materials from environment friendly suppliers for use in production processes

5. Ensure adequate measures to minimize use of natural resources like gas, electricity and water.

6. Take effective steps to ensure proper accumulation and documentation of generated and disposed waste and periodically review trends on regular basis.

Ventilation and temperature:

This factory management provided adequate ventilation by the circulation of fresh air should be secured and

maintained. Temperature is secure to workers reasonable conditions of comfort and prevents injury to health.

Overcrowding:

Adequate space has provided for every worker.

Lighting:

Factory management provides and maintains sufficient and suitable lighting natural and artificial.

Drinking water:

A sufficient supply of pure drinking water provided and maintained for all workers, legibly marked and

situated conveniently placed away from hazards materials.

Latrines:

This factory has one latrine for every 25 workers up to the 1 st 100 and one for every 50 workers thereafter.

The male and female toilet is separate sign has displayed in Bangla including the sex of the workers.

Urinals:

This factory has one urinal for every 50 male workers up to the 1st 500 and one for every 100 workers

thereafter.

Spittoons:

Spittoons shall be conveniently placed in the factory and maintained in a clean and hygiene condition.

Machine Guard

Machines are equipped with safety devises i.e. pulleys are guarded with guards.

NIFT, Kolkata


Personal Protective Equipment (PPE):

Appropriate Personal Protective Equipment (PPE) is provided to the workers, e.g. mask to avoid cotton

dust, gloves and mask provided for handling thinner spray, metal gloves for cutting section, earplugs are

provided in noisy areas at no cost to the workers and instruction in its use is provided/ sage through training

and supervision where appropriate.

Worker shall use during working hours the protective clothing/equipment provided to them and shall

leave all factory at the end of the working day.

It is the responsibility of all workers to maintain and safety keeps any protective equipment provided

to them.

Explosive on inflammable dust, gas, fumes or vapour:

The factory provided a vacuum spot cleaning, which is isolated and separated from the work area.

Dust in the Eyes:

1. Wash the eyes with cold water to clear the dust.

2. Open up the eyes in sufficient light, point the dust in corner of eyes with soft cloth.

3. If the condition is still critical then consult the physician.

First aid:

The factory has 1st aid kid for every 150 workers and trains specific staff in basic first aid and workers is

informed of the person in charge of first and specific dress also provided for them for easy identification.

Cut & Wound:

1. Ask help from the counselor of the floor.

2. You can use First Aid Box placed in every floor.

3. If the wound is of serious nature consult the doctor immediately.

Medical center: In order to provide basic medical facilitates to all employees in line with our E.H. & S policy a Medical Center has been set up in our premises. We have recruited a full time doctor and a nurse/paramedic. We are providing basic health services to the employees and also provide consultation/counseling on health awareness and family planning. Contraceptives will also be made assailable free of cost.

The company has also arranged a Health Card for every employee for the above purpose. The Health

Card will be retained at the medical center that has to be produced at the doctor’s office for

treatment. The Health Card will also contain basic medical statistics including an estimated age

certification by the doctor.

The company is not liable for any medical expenses other than the above arrangement. The services

provided are a privilege aimed the improving the health condition of the employees and the company

reserves the right to amend or discontinue the services at any point of time.

NIFT, Kolkata


Notice and reporting of accidents and occupational disease:

Fatal or serious and minor accidents:

We also maintain the record of Serious accidents/fatal and minor accident record by using the national

labour law prescribed format and report to the concerned authorities.

Occupational disease:

We also maintain the record of occupational disease and send notices in given forms to the relevant

authorities.

NIFT, Kolkata


Safety MeasuresFire:

No door shall be locked, all exit doors isles and stairways are free of obstructions at all times. Exits are distinctively marked with an exit sign, which understood by all.

Aisles are properly identified with black (yellow?) lines and directions to emergency exits are

marked with visible (red colour) arrow sign.

Emergency and battery operated lights are installed above exits and stairways and properly charged.

Emergency exit routes (evacuation routes) are clearly marked and posted in prominent place.

Fire extinguishers are visibly marked, properly labeled and reasonably mounted (at least 2.5 feet

high) easily accessible and kept free from obstruction at all times.

This factory has a fire safety plan. The plan has included important telephone numbers, the list of the

fire fighting team, the evacuation team, the rescue team, the person responsible for switching off the

alarm, the person responsible for switching off the main switch etc.

There is a fire fighting team trained on fire prevention procedures and certified by BGMEA Fire

safety cell and the Fire and Civil defense personnel.

25% workers are trained in the fire fighting.

This factory has two-trained officer responsible (for two shifts) for the proper maintenance and

upkeep of all fire fighting equipment’s.

Fire drills are conducting monthly/weekly?

Fire extinguishers are faced less than 100 ft apart.

Sand bucket and reserved water is provided in this factory.

Hose has installed.

Battery operated Fire alarms and manual alarms are installed.

Fire extinguishers are fully charged and regularly inspected.

CO2 cylinders are kept near switchboard, meter board and junction boxes.

Hazardous materials are kept in well-ventilated storage under lock and key.

NIFT, Kolkata


Instruction for Fire:

1. Ring the bell at once after fire breaks out.

2. Don’t panic; go fast to the safe place and wait.

3. Charge the Fire Extinguisher to the fire directly.

4. Fireman should ensure their safety.

5. Inform the Fire service & Civil Defense in the preliminary stage of any type of fire.

6. Switch off the main switch in case of electrical fire.

7. Charge to the fire with the fire extinguisher using procedure.

8. Charge to the fire with the fire extinguisher using procedure.

9. Rushing is cause of your danger; go slow to the safe place through emergency exit.

Uses of fire Extinguisher:

1. Remove the safety pin first.

2. Target the extinguisher to the fire.

3. Press the handle.

Electrical safety:

Electrical boxes, circuit breakers and outlets are covered with fire resisting material and main

distribution board posted with “Danger” sign.

Electrical boxes and circuit breakers are kept free of obstructions and covers are closed.

An electrician is available to support the site at all times.

If Electrified:

1. If anyone get electrified with his/her dress please take the blanket from the Fire Point Box placed in

front of the exit door, get it wet and embrace the burning Pearson.

2. Let the electrified employee lie down.

3. If electrified employee becomes thirsty, wet the lip with the wet cloth.

4. If he/she faints, take the help from company's doctor at once.

5. If the condition is still critical, send the patient to the hospital. `

Train and motivate the employees to fulfils their part of the responsibility on Environmental, Health and

Safety issues and follow safe work practices in all activities.

NIFT, Kolkata


Welfare

Washing facilities:

Separate and adequate screened washing facilities has provided for the use of male and female workers.

Canteen:Canteen will be established and food, drink and other items served in the canteen and shall be sold on a non-profit basis. The price charged shall be subject to the approval of the canteen management committee.The canteen management committee shall consist of an equal number of persons nominated by the manager and selected by the workers.

Canteen Instruction:

1. Proceed to the canteen for meals at allocated time only. Employees missing the allotted time shall

take their lunch with the last batch.

2. Deposit the canteen token and stand in a Q to collect your lunch.

3. More to the table after collecting lunch. 4 (four) persons will be seated per bench. Taka your lunch

and give space to others.

4. Wash your own plate & bowl after taking food and deposit them in designated place.

5. Do not put the water and garbage in the canteen furniture & floor. Use bookplate and keep the table

clean.

6. During lunch period the company provided pure drinking water.

7. Smoking is prohibited in the canteen.

8. Any complaint regarding lunch, inform to the counselor.

9. Do not enter canteen for taking lunch during unspecified time.

Crèches/day care Centre:

A crèches/day care centre has been established for the use of children under age of 6 of such women. The

room is adequately lighted and ventilated and maintain in a clean and sanitary condition and adequately

furnished and equipped. Experienced trained women have appointed to take care of children.

Prayer Room:

2 (Two) prayer rooms one for male (extreme west room at the 3rd floor) and one for female (extreme east

room at the 3rd floor) has been provided.

The prayer rooms are for praying purposes only and employees are requested to use the rooms accordingly and maintain the sanctity of the rooms.

Post for Welfare Officer: A post for a welfare officer will be created for looking after the best interest of the workers.

NIFT, Kolkata


Other types of Facilities

Residential Accommodations:

Residential accommodations will be provided for .......% of workers on the basis of the following criteria:

Transportation: No residence workers will get transport facilities provided by company.

Free Lunch Allowance:

Free lunch during work time will be provided for every worker.

Festival Bonus:

Two festival bonuses each equal to 1 (one) month basic pay will be provided the employees who will be in

the company payroll during the Eid festival. The employee must have completed 6 (Six) months continuous

service on the date of the festivals to be eligible for the payment.

NIFT, Kolkata


Industrial relation

Workers are free to join associations of their own choosing.

Factory management shall not threaten, penalize, restrict or interfere with workers who wish to lawful

and peacefully associate, organize or began collectively. The decision whether or not to do so should be

made solely by the workers.

Workers shall not be influenced, compelled or coerced y their co-workers or other persons to join or

engage in any association.

We have installed a suggestion box in and there is a formal procedure for handling suggestion.

We organize meeting s with workers once every three months.

Productivity and management system

Productivity:

We have trained our people (including workers and managers) about general understanding of concept of productivity.

We have also a system time to time discuss about productivity with workers.

We establish a production and Quality Incentive Scheme for improve productivity and quality. Our rejection and rework rate is acceptable label (%)

Our absenteeism rate is acceptable label (%)

Our dropout rate is acceptable label (%)

Management system:

An organizational chart has been prepared and defines organizational relationship.

A Job description has been specified for all.

Establish Human research Department (HRD)

The company shall actively pursue to hire the best human resource available in the country for

employment.

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Security Instructions

1. Each employee has to display identity card provided by the company while entering into the factory gate.

2. Each employee has to wear identity card during working hours.

3. No one is allowed to take out any goods owned by the company without proper authorization.

4. Employees are not allowed to go out of the factory during working hours or enter the factory after

working hours without proper authorization by the management.

5. Management reserves the right to search female employees by female security personnel. Similarly male

employees are subject to be searched by male guards.

6. Outsiders are not allowed to enter in the office except permission from authority.

7. Any unauthorized possession of any company goods during working hours or during exit will be treated

as a punishable offence.

8. Unauthorized movement of employees in the factory is also prohibited.

9. Visitors for employees can visit them at designated place with proper permission from the authority.

10. It remains the responsibility of the employees to report immediately any activity, which can cause harm

to the security of the company.

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PROJECT 1

Operator Grading and Skill Inventory Chart for the sewing floor operators

We were involved in a project regarding the grading of operators on the sewing line. It was a revised grading in which the operator performance was re evaluated and their salaries were restructured according to the present performance of the workers.

The main objective of the management was to have multiskilled operators as possible. Therefore that is one thing that we kept in mind while grading the operators.

In our grading system we tried to strike a balance between specialisation of a particular operation and the multiskilled feature of any particular operator.

In this system points are awarded to the operators for each operation that they do They earn more points if there efficiency is more in a particular operation This way the total points earned by the operators are displayed and according to the points earned they

are graded The range of points needed to be earned to be earned to be put in a particular grade has been pre

decided According to the grade the salary of a particular operator is automatically displayed. The chart also displays the skill inventory of a particular line. The total system shown below has been developed in consultation with the top level management and

the financial team at NAZ Bangladesh Ltd.

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Revised Grading System for Operators – Sewing Section

Efficiency Scale Point AllocationLess than 40% 0.5>=40 but <50 1

>=50 to 60 261 to 70 371 to 80 481 to 100 5.5

>100 7

Points Obtained Operator Grading Salary Structure25 and more A+ 370020 to 25 A 320015 to 20 B+ 260010 to 15 B 21007 to 10 C 18005 to 7 Trainee 1600

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PROJECT 2

Developing a line wise Incentive Plan based on daily production

Background:

An incentive program is a tool towards building employee motivation at the workplace. Before developing an incentive program, the key issue is to recognize and take into account all the factors that affect performance. They include motivation, skills, recognition, and ability to measure progress. An effective incentive program is thus necessary to enable optimum utilization of human resources within the organization. As expected certain constraints are expected in development of an incentive program. Implementation and successful reviews by the management constitute an organic entity in such a system.

Specific reasons for implementation of an incentive program at N.A.Z. Bangladesh:

In general the garment industry in Bangladesh remains highly unorganized with a lack of effective human resources planning and trained management personnel. At N.A.Z. however it was more prominent since there were no implemented schemes for performance appraisal, rewards or associated motivation practices. It was thus felt necessary to accord incentives based on performance to stem worker migration and enhance productivity. As a pilot project only workers on the sewing floor were included. A management incentive program and a program for other associated departments are under development.

Existing compensation scheme (sewing department):

A fresh worker is inducted into the factory as a Trainee Machine Operator (TMO). A TMO has a consolidated pay scale of 1800 taka per month. The TMO is primarily employed as a helper, who in a period of two to three months graduates as a

machine operator on workstations requiring lesser expertise. As explained in our project on grading we used a point allocation system for grading operators on a

scale of A+ to C. This scale is used to link to a compensation scale developed by the finance department.

An experienced operator on induction may be graded on the said scale by the work-study department.

The Goals of the incentive program:

The primary goal of the incentive program is to motivate employees towards achieving higher production volumes.

It is also important to portray the scheme as a performance-linked reward to increase scales of compensation.

Thus it is also important to calculate achievable target volumes. It has to serve as a major tool to stem worker attrition.

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The Constraints:

Existing measures of productivity are inaccurate and unscientific. There was no established method for target allocation. Cost and revenue allocation remained a point of controversy. An emphasis on quality using penalty points was necessary to prevent quality problems in a

volume driven incentive scheme.

Improved method of cost allocation:

The allocation of costs is done on a basis of an aggregate whole. Fixed, flexible and rotating overheads are allocated to various departments based on the utilization of resources.Cost/ department = Total Accumulated Overheads as a ratio of Resource Utilization.

The total costs of the Sewing department are then distributed over the entire floor as cost per machine.Cost/Machine= Cost of department/ No. of machines on floor.

The cost/line is calculated as a product of the number of machines in the line and the cost per machine. The total no. of machines in the line is considered as a fixed quantity even if the actual number of working machines is lesser.

Cost/Line= No. of machines in line X Cost/Machine

Method of revenue allocation:

Previously the revenue allocated per garment was decided as a sub-contract value.

The sub-contract value was held to be the amount which the manufacturer would accord to a subcontractor; thus determining the value addition at the garment stage. This value had no connection with ground realities or with Vendor CM earnings.

A further reason for such a system to be unscientific is that subcontract values consider job workers overheads which were already accounted for in our cost allocation system.

We prevailed on the costing department to use actual CM values which had previously been hindered only because of disagreements with the merchandising department

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Method of target allocation:

Earlier targets were allocated based on manpower allocated to a line by the work study department. This only considered the number of workers registered as present on the line neither taking into

account that number actually working nor the operators engaged as helpers. We encouraged the development of the concept of workstations where individual operations

contributed actual minutes to an operation. This helped us to monitor efficiency as a ratio of calculated actual minutes to observed actual

minutes.Calculated actual minutes = No. of workstations x No. of working hours x 60Observed actual minutes = No. of pieces produced x s.a.m. of the garmentEfficiency = Observed / Calculated x 100

Choice of incentive scheme (Group – incentive scheme):

Economics theory indicates that small numbers of individuals work better under individual incentive schemes while large groups perform better under a group incentive scheme.

In the absence of effective infrastructure it is easier to monitor groups instead of individuals. Self- monitoring within groups is expectable. It encourages development of team spirit and work ethics. Group incentive schemes however work well only within small groups. Even within a closed group it is necessary to monitor the progress and performance of individuals so

that neither the individual nor the groups suffer as a result of each other.

Method of disbursement:

Incentives were only disbursed if the actual production crossed the break-even production limits. The Break-even quantity = Cost per line / Revenue generated per garment. Incentives were to be distributed as a profit sharing scheme i.e. a percentage of CM revenues

generated over and above the break even quantity. Only those pieces would be considered as produced which would satisfy final inspection tests. The actual percentage of sharing was decided by the management and costing departments to which

we have no direct access.

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PROJECT 3

Product Development and Trend Analysis

Background A specialty knitwear retailer Springfield Inc. had asked N.A.Z Bangladesh to develop garment

samples based on designer artwork for the European Fall-Winter Season 07. We used this opportunity to inform the Merchandising department of the advantages of Trend-

Analysis and Design Development This Programme included a training module where we educated the merchandising team in concepts

such as Seasons, Styles, Retailing, Fashion Trends and other market technicalities We also developed specific samples in conjunction with the Product Development team which were

presented to the buyer during the Order Query process.

We did a project on trend analysis of the upcoming season. It was done by us so that some improvements could be suggested on the designer artwork. The improvement would basically be some addition of trims and accessory on the predecided garment design as sent by the buyer. Also some improvement in the colour of the garment and surface texture could be suggested as ours is a vertically integrated firm. So the product development could be done right from the fabric construction stage. Therefore the unmodified sample according to the designer artwork would be sent to the buyer and along with it a modified sample of the design sent by the buyer can also be made. The modified sample would also be sent to the buyer to provide the buyer with more options while it places the order. As there are a number of composite knitwear units in Bangladesh a strong product

development team would be really beneficial to rope in moe orders Also NAZ is planning to set up a brand of its own in a few years time. In that regard

trend analysis and product development would be really beneficial. In this project we mainly worked with the merchandisers to give them a brief description

about fashion cycles and trend analysis. A training module was conducted for the merchandisers on the below mentioned lines The product development techniques according to the upcoming trends were practically

displayed and explained The project was done for the Europe based buyer Springfield.inc but the concepts of this

project is very general

The need for forecasting

The only thing constant in fashion is change. “Fashion is only what is considered acceptable by contemporary society” Moving up the value chain requires responding to quick style changes and shorter lead-times. A knowledge of trends helps the merchandiser identify what he is selling to the customer.

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The fashion cycle

Where to study trends?

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COLOUR SCHEME FOR FALL WINTER 2007

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PROJECT 4

Detailed Style Study

Order Details:

DATE: 2ND APRIL 07 BUYER: TARGET BRAND: CIRCO STYLE NO: 00213429 (SOLID) FABRICATION: Body: 100% COTTON; INTERLOCK 220 g.s.m.

Cuff: 97% COTTON, 3% LYCRA; RIB 250 g.s.m.

Order Illustration:

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Colour – Night Sky

Labels


Materials and Finishes:

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PROJECT 5

Departmental responsibilities and their documentation

PRODUCTION PLANNING

For every line there should be a plan in hand for the previous and upcoming month. Production planning should be according to the target given by the work-study department and

the planning should be logical and practical. Planning should be such that each and every order closes in the production floor at least 10 days

before the shipment date. For order quantity which is small that is less than 100000 pcs a production plan is to be made 60

days before the shipment date using a single line. For order volume of more than 100000 that is large orders the production plan should be made 3

to 4 months before the shipment date using the minimum no of lines. For increased productivity lesser no. of lines for a longer period of time should be used. The smaller garment parts like, neck rib, collar, cuff and accessories, trims, needles etc are to be

ready in the line in charges hand 2 days before bulk production starts. Line plan cannot be changed before shipment. For each order the production planning department should hand over responsibilities to each

department.

WORK STUDY DEPARTMENT

Preparing the daily, weekly, monthly line wise productivit6y report. To make sure that each operator is giving productivity as per his/her grading. To keep a track and record the daily input of the line size wise and colour wise. To find out the SAM of a particular garment during the sample development.

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CUTTING

Pre-Requisites:- The fabric would be received by the cutting section after assuring that the particular lot of fabric

conforms to the buyer specified colour, shrinkage, diameter, spirality, G.S.M etc. The test reports on that particular fabric should also be considered.

The quality department in cutting should fill up the required approval sheet to prevent any confusion thereafter. The fabric would be layed, marked and cut only after the approval from the quality department.

Before the bulk cutting of any new order or style starts its trial cutting must be done. According to the order quantity the trial cutting volume would vary from 20pcs to 200pcs.

During the trial cutting all sizes of a particular style should be cut and at least one piece of each size would be produced to the concerned merchandiser for approval.

The concerned merchandiser should match the cut samples with the buyer approved samples and sign on the approved pieces.

The defective parts in the fabric which are identified by the stickers would be removed by the technique of splicing.

The cut piece reaching the sewing floor should be flawless. During the trial cutting the fabric consumption should be matched with the proposed

consumption and if there are any major ambiguities they should be immediately reported.

Bulk Cutting:- Pre cutting fabric balance for at least the next two days for a particular line must be at the helm of

the cutting department. The person in charge of the fabric input should ensure the above mentioned criteria If the order quantity is huge that is if its more than 150000 pieces then pre cutting balance for the

next 5 days must be kept before cutting of that particular style starts. Cut parts must be sent to the embroidery and printing section in bundles consisting of a specified

number of cut pieces so that there are no mismatch of sizes among those cut parts during sending and receiving of the goods to and from those sections.

In an ideal situation the cutting department should have a 3 day post cutting stock. For each line the pre sewing balance for each day must be kept in separate racks which have been

provided. A Bin Card in which style no, purchase order no, size, colour, quantity etc would be mentioned would be attached to the content of each rack.

After the completion of a day’s work the next day’s input for each line along with matching rib and other smaller parts must be supplied to the line chiefs and their approval should be taken.

The smaller parts like collar, cuff, facing, waist band etc to be cut by band knife only. The cutting of the smaller parts to be done in accordance with the main body parts and its sizes.

Special attention to be given for striped fabrics and fabrics which are difficult to handle like polyamides. Experienced spreaders and cutters to be allotted these jobs as accuracy in cutting for the above cases is of paramount importance.

For a particular style all the main body parts of a particular size are to be tied with rope of same colour and bundle card should also be of the same colour.

For different sizes different coloured rope and bundle card must be used to avoid mismatching and confusion.

SEWING

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Pre Condition:- All the machines in the sewing floor should have a particular serial no and it should match with

the serial no. on the stand. The people in charge of the machine maintenance should reach the sewing floor 30 mins

before the production starts to check for any machine related problem. After the completion of each day’s work a piece of cloth must be put beneath the presser foot and

kept till the next day’s work starts to check for any oil leakage. The person in charge of the machine maintenance of a particular line must check for the

following:-• If there is oil leakage in any machine then that machine should immediately be replaced.• The thread tension and the presser foot thrust should be checked daily and modified if they

are not perfect.• Repair the defective machines as quickly as possible.• All the machines on the floor should be in running condition.• The preventive maintenance schedule must be followed and the maintainance chart s to be

approved by the production manager of that sewing section. The line chief should ensure the next day’s input from the cutting dept. at the end of each day’s

work. The required approval sheet should be signed by the planning officer. There should never be shortage of input for the sewing lines. At least the number of pieces input per line per day must be 20% more than the required output to

get the required output. In an ideal situation at least two days pre sewing balance for each line must be there at the helm

of each sewing line. For each new style or even a running style the trims and accessories must be ensured first and

even the size and care labels must be at the disposal of the line chief. In each line there should be 2-3 such helpers who can operate machines so that they can act as

replacements in case of operator absenteeism. Before the start of bulk production the necessary folders must be attached to the machine Before the issuance of folders the concerned line chief and the maintenance dept. officer must

sign on the register in the maintenance dept. The same procedure is to be followed while returning the folder.

Spare needles and extra sewing thread cones should be there at the disposal of the line chief so that no time is wasted for needle breakage or changing the cone.

Bulk Sewing:- The person in charge of the cut fabric input for a particular line must keep a track of the number

of pieces input in the line colour and size wise. The first operator in a particular line should be very efficient so that he can achieve at least 10

more pieces than the hourly target. For a particular style there should be a consistency in layouts of all the lines in the floor in which

the style is running that is those lines should have the same layout. The needle type must be changed with variation in fabric type. To have best results lesser number lines for longer time period should be technique used in the

production line for separate styles. There should be specializations of operations among the operators. So in a particular line

operators should not be shifted from his operation at least till that particular style is running on that line.

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There should be hourly monitoring of the line wise production to see whether the lines are achieving the target. If any line is off target by a good margin then the target as well as the performance of the line needs to be reviewed.

The line chiefs should try to go for quality assurance and not quality control. Taking a cue from the above point if there are any recurring defects from a particular workstation

or operation then that operation should be reviewed and corrected rather than just sending the defective pieces for alteration.

There should be special care taken to prevent mismatch of size and care labels when a different size of the same style has been input in that line.

The rejected garments should immediately be kept aside to avoid mixing of the rejected pieces with the correct pieces.

Under no circumstances should the pieces to be altered go into the production line. Separate machines would have to be put for alterations near the needle detection area. All the sewed pieces which are defect free have to pass through the needle detector machine

before going into the finishing section.

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PROJECT 6

Reducing lead time in order execution

We made an attempt to identify specific causes of delay at each stage of order execution in a vertically integrated set-up.

Pre- production activity: • Lack of clarity regarding customer requirement.( Sampling and merchandising)• Lack of technical understanding regarding form and fit of the garment resulting in repeated

rework and communication.• Poor planning especially in prioritizing sample delivery schedules.

Industrial engineering:• Loss in production due to non-availability of work-aids when a new style hits the bulk

production.• Inaccurate s.m.v. hampers accurate capacity studies.• No history record of the problem faced at the product development stage.

Purchase Department:• Delays caused in receiving trims from vendors. • Delays caused in approval of trims.

Administration:• Delays caused due to manual task of generating hard copies for authorization.

Production:

• Delays caused due to high operator absenteeism.• Delays caused due to non-availability of required skill labour.

Identifying solutions Development of a sample requisition checklist. Improving flow of buyer information between merchandising and product development teams. Speed up fit-approval process by using buyer approved dress forms. Record problems at sampling stage. Problems with appropriate solutions should form a style history

record. IE department should work out exact requirements of work-aids for critical operations before anew

style hits the floor. Pilot run for a new style should be executed on the same assembly line as planned for bulk

production. Reduce high rate of internal rejections by treating internal customers through a debit system. Develop reliable vendor base. Change process of manual approval to electronic approval system.

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Use incentives to counter absenteeism and encourage multi-skilling of operators.

PROJECT 7

Website development for the company

The company as of then did not have a website of its own. This created a major hindrance for the people outside the city to refer to the company. Also the clients would be able to know about the present infrastructure, policies and details of the company at the click of a mouse. A website also enhances the image of the company. The website will also help the buyers to keep in touch with the company directly.

A few salient features are given below The website was developed using Macromedia Flash with Action Script 2.0 It features a contact form which utilizes the power of PHP. The website includes pages namely: about company, services & products, compliance &

certifications, industry infrastructure and contact page.

NIFT, Kolkata


PROJECT 8

Corporate Presentation development for the company

This presentation was prepared for the foreign buyer to give them an overview of the company,its infrastructure and the compliance norms it follows.

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PROBLEMS IDENTIFIED AND THEIR RESPECTIVE SOLUTIONS

Problems identified in the cutting department

Absence of proper records (availability, consumption, style history). Absence of marker planning. Cut-order plan not well defined. No concept of a stepped lay. Round knife is not available. Internal quality check is not satisfactory. Optimum use of spreading machine.

Proposed solutions

Proper documentation needs to be implemented. The proposed ERP system should be able to create detailed style histories. Mid-level management

should be instructed in the use of the system. The company has recently implemented a CAD software solution. The marker plans should be saved

on a centralized server for ready access. For marker plan to be efficiently executed the diameter and the Fabric shrinkage should be regulated from the beginning of the supply chain.

During production planning there should be an adequate plan to utilize maximum similar marker plans on optimum lay heights to minimize wastage.

New concepts such as stepped lays may be introduced. Introduction of cutting tools such as round knives and Computer Aided Manufacture (CAM) may be

justified to maximize efficiency from the department Optimize the use of spreading machine as it reduces spreading time especially over longer lays and

reduces manpower. The cutting department MUST NOT cut any fabric without the assurance of quality managers who

must decide whether a fabric conforms to buyer specifications. Give special care to striped and check fabrics.

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Problems faced by the sewing department

High rate of labour migration. Different layouts are implemented for the same style of garment. Skill inventory is not maintained. Helper : Operator ratio is high. High rate of inline and final rejections. Pieces are altered within the line itself destroying the line balance. Preventive quality assurance is not done. There are no defined roles for line supervisors and chiefs who act as additional helpers. Proposed solutions

Productivity based incentive plans must be implemented. Standardize layouts for similar garments. Skill inventory should be maintained. Attitude towards work should be changed, as more helpers result in lesser productivity. Operator training should be introduced. There should be alternative machines within the line plan for alters. Implement preventive quality assurance. Define exhaustive duties for line supervisors and chiefs.

Problems in the workstudy department

Lack of proper target allocation. Lack of technical knowledge. No defined means to calculate S.M.V.’s. The above mentioned problems constitute a direct and specific hindrance to the incentive program. Layouts provided by the work study department are not implemented.

Proposed solutions

There should be scientific procedures to know the capability of a line, the bottlenecks should be considered, the number of workstations should be considered.

Work study officers should be familiar with terms like WIP, throughput, PFD, SAM, standard, normal, scheduling, skill inventory etc.

A basic idea about the SMV should be gained during the sampling….proper SMV is really necessary to show us the actual results

Layouts for specific styles should be provided by the work study department and they should tally with the requirements of the production department

For the incentive scheme to be implemented successfully the role of this department is paramount

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Other problems

CM earnings as shown in the report is not accurate. Crisis control measures are not implemented Lack of information flow between various departments. Canteen for workers yet not established Overtime is almost a daily practice Proposed solutions

The merchandising and accounts department should coordinate to provide a CM earning which should vary from style to style and not only buyer to buyer.

Proper agendas should be there for emergency cases like generator breakdown All the departments should coordinate rather than blaming each other. Overtime to be minimized.

NIFT, Kolkata


Interesting Learning Experiences

o Tesco Presentation: Tesco is a major United Kingdom based retail chain store. Currently Tesco Inc.

is in a process of a major expansion program in Eastern Europe especially in the countries of Hungary and the Czech Republic. Tesco sources its products especially in the medium and low range categories from Bangladesh based manufacturers. For the past few years N.A.Z. Bangladesh has been a channel retail partner for Tesco International. Thus for a proposed visit by Mr. Raphael the Sourcing Manager for Tesco Retail Central Europe (for China and the far East); we were asked to develop a corporate presentation for N.A.Z. Bangladesh and introduce our company in front of the buyer. We were granted this wonderful opportunity to study business negotiation at first hand and gain valuable insights into the working of a business process. This was definitely an important part of our learning experience.

o Aldi Order (Dealing with Polyamide fabric): Aldi an Italian sportswear manufacturer and a major

customer of N.A.Z. had ordered 150,000 pieces of tracksuit leggings made entirely out of a polyamide fabric. Problems were encountered with the fabric at every stage of the manufacturing process. Especially during dyeing it was found out that regular polyamide dyeing techniques lead to heavy color bleeding at the fabric edges. A special enzyme wash was required to stabilize the color on the fabric. Even during the spreading and cutting process it was found to be very cumbersome due to inter-ply slippage. On the sewing floor the fabric was very difficult o handle especially in lock-stitch machines and the merchandising department had agreed to very strict quality restrictions thus leading to a large number of rejects. Moreover the garmenting lead time was very short. This created a large number of problems for the management and the supervisory staff. Lessons learned: The merchandising department should have proper knowledge of fabric handling characteristics and operational difficulties. No order should be taken without consultation with the product development team and the planning manager.

o Problems in the Cutting department: The day we joined the industry we learnt that he cutting-in-

charge Mr. Nazim Ud Din had left the industry with almost all the skilled workers of the department it was thus found out that inputs from the cutting department had become a major bottleneck for the sewing floor a situation which was considerably worsening by the day. This was only managed when a cutting master from our sister industry CA Knitwear was brought in. The introduction of CAD marker making under our supervision also provided a psychological boost to the inexperienced workers. Cutting and spreading remain the most unorganized part of any Bangladeshi industry and technological improvements are necessary to bring them up to international standards.

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o Excessive heat on the sewing floor: During the first few days of our visit to the industry we

experienced unnatural heat on the sewing floor. We learnt that this was because of the breakdown of the air-conditioning system of the sewing floor. Faced with such unnatural heat levels the productivity of the sewing room extensively declined .There were even health problems in the workers. This was only when an extensive network of exhaust fans were installed that heat levels on the floor were reduced to acceptable levels. The management should ensure that proper working conditions are maintained because it is in their equal interests that workers may be motivated and eager to work.

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PRODUCT DEVELOPMENT SAMPLES

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NAZ Bangladesh Documentation Final LATEST Printout

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