An Overview of Richa & Co.

- Anubhuti lal
- Himanshu Shekhar
- Vishal Kumar
 VISION

We will set a new benchmark, which will redefine the

term excellence.
- Vinay Uppal
 Richa & Company (INTRODUCTION)

Established in 1977 .

Total Employees - 12,000 (Present)

Monthly Capacity - Approx 3 million

Pieces

They had sales revenue of $102 million

in the past year.

- Woven/Knits - $97 million

- Home Furnishing - $5 Million

 PRODUCTION CAPACITY
WOVEN - 16 facilities with total capacity of LOCATION FACTORIES
producing 1.5 million Pieces/Month.
GURGAON 14
Knitted - 1 dedicated facility and other facilities NEW DELHI 2
with total capacity of producing 2 million Pieces/
Month. MANESAR 2

They also have a textile mill in Tiruthani near

Chennai.
BUYERS :

9%
5% 18%
5%
6%
16%
6%

9%
13%
13%

AEO A&F ANN INC. RAULPH LAUREN MACY'S MERCHANDISING

BELK CHICO'S LUCKY BRAND NORDSTORM OTHERS
 DESIGNING
Team of 12 Designers creates sample for
different Buyers.
Each Designer is designated to make sample
for a particular Buyer. Like - AEO, ANN
Taylor INC.
Buyers provide a mood board for the
development of the collection.
Designers develop the samples, while keeping
certain points in their mind :
- Season and Trend.
- Targeted market - (Country, Age group )
- Brand Identity.
- Price Range.
- Companys Production Capability.
 DESIGNING

While presenting the Sample to the buyer, the designers give details like :

- Sample

- Costing of each sample ( Material Cost, CMT, e.t.c )

- Fabric Swatches (For Inspiration)

- Trim Swatches (For Inspiration)

 PURCHASE DEPARTMENT

Richa & Co. has a centralised purchase department, which sources the material for
Designing as well as for Production.

The main functions of this department are:

1. Receiving request of sourcing

2. Deciding the supplier from whom the material is to be sourced (According to the purchase
order)

3. Contacting suppliers and negotiating prices.

4. Tracking the status of orderer material and notifying the employee on the arrival of material.

5. Stock management.
PROCESS FLOW OF PURCHASE DEPARTMENT
 MERCHANDISING

Richa & Co. provides its services to

Macys merchandising Inc.

Employees Detail (Unit 225)

- 1 Merchandiser Manager

- 4 Production Merchandiser

- 2 Product Development Merchandiser.

- 6 Assistant Merchandiser.
 RESPONSIBILITIES
PRODUCT DEVELOPMENT
MERCHANDISER :
- Approval of Proto Sample.
- Negotiation of Costing from the buyer
(through the buying house in some cases).
- Getting Patterns prepared for the
particular design and handing over to the
production for Marker
PRODUCTION MERCHANDISER :
- Taking approval for Fit, Pre-Production, Size
set, Photoshoot Sample from the buyer.
- Taking approval of fabric and trims from the
buyer, as well as the ordering the raw materials
and in housing them according to the average
consumption.
- Conveying the Requirement of product( design
as well as quality ) to the production team.
- Tracking the production process as well as
ensuring the on time order shipment .
PROCESS FLOW OF MERCHANDISING
DEPARTMENT
PROCESS FLOW
SAMPLING DEPARTMENT
Purpose of Sampling
To allow the buyer to judge the production capabilities of the manufacturer.
To provide a means for making revisions in the bulk production process.
To let the manufacturer estimate the thread and fabric consumption, and develop
cost quotations..
 MANPOWER

NO OF OPERATORS OPERATIONS
28 SNLS
3 ADDA WORKER
3 EMBROIDERY
5 QUALITY ASSURANCE
6 PATTERN MASTER
6 CUTTING MASTER
4 HAND FINISH AND THREAD
CUTTING
2 SMOAKING
 Proto Sample
Fit Sample (After 2nd Fit Sample
(Review by the
correction) (If required)
buyer)

Pre-Production
GPT (Garment
Sample (Actual
Photo shoot Package Testing)/
fabric, trims and
Sample FPT (Fabric
accessories is
Package Testing)
used)

TOP (Top of
Production)
Sample
ROLES AND RESPONSIBITIES OF MERCHANDISER REGARDING SAMPLING :

Getting clarifications about style details from the merchandiser

Checking patternswork-ability
Preparation of different samples and getting the buyers approval
Informing quality related problems, encountered during preparing samples to QC
Minimizing operations and consumption
 FABRIC STORE
Storage Capacity - 9,00,000 m.(Raw
fabric) & 1,200 m(CPL)

Storage Type - Rack and Pillets.

Store the fabric in the form of Bale form

and Roll .
PROCESS FLOW
 FABRIC INSPECTION
100 % fabric is inspected for wash and 10 % for Non-wash program.
They use 4-Point system to inspect the fabric.
Fabric Inspection Capacity :
Manual :
Solid - 5,000 m / 8hr shift
Plaids - 4,000 - 4,500 m / 8hr shift
Printed - 3,000 - 3,500 m / 8hr shift
Shiffli - 800 - 900 m / 8hr shift

Perching Machine :

Solid - 4,000 - 5,000 m / 8 hr shift

 FABRIC LOTING
Loting of fabric is done on the basis of :
- Shade variation
- Shrinkage
Various cards of fabric are made :
- Defect card
- Shade card
- Lot Card
TRANSITION BETWEEN FABRIC AND CUTTING
DEPARTMENT
 CAD DEPARTMENT

CAD Department uses the support of

Tukatech Software. Which package
comprises of 2 main softwares which
they use.

1. TukaDesign - Use to create patterns of

the garment. They have 8 skilled Masterji
to create pattern for production as well as
designing team.

2. TukaCAD- It is used to create marker for

the production as well as for costing of the
samples of designing team.
 CUTTING DEPARTMENT

Cutting Department has mainly three

activities :

1. Spreading

2. Cutting

3. Ticketing and Bundling

As for Spreading they had 10 tables for manual

spreading and 1 table for the Automatic
spreading Machine.

They mainly work on Plaids , checks and

Bohemian prints, So, therefore they use laser
alignment while spreading.
For Cutting, they had 6 Cutting master and 1 Automatic cutting
Machine. The Automatic cutting Machine was installed to take feed
from 2 spreading table.

For purpose of bundling they uses the color code sticker, the colours
of sticker were either based on the buyer size set or Delivery
country.
PROCESS FLOW OF CUTTING DEPARTMENT
PROCESS FLOW OF CUTTING DEPARTMENT
PPC
I.E.
SEWING DEPARTMENT
FEATURES

Production Capacity = 3000 PCS/ 8 HR SHIFT (SAM - 40 MINS)

2 Floors
4 production lines on each floor
Production System Used: Progressive Bundle system
MAN POWER - 250 WORKERS
EMPLOYEES DESCRIPTION

S.NO. EMPLOYEE NO. RESPONSIBILITY

1 PRODUCTION HEAD 1 ENSURES THE SMOOTH PRODUCTION FLOW.

2 LINE SUPERVISORS 5 SUPERVISE THE WORKERS FOR PRODUCTION

3 INDUSTRIAL ENGINEERS 2 IMPROVES EFFICIENCY AND REDUCES WIPS

4 MACHINE OPERATORS 220 OPERATES MACHINES

5 HELPERS 30 HELP THE OPERATORS TO IMPROVE EFFECIENCY

6 Q.A 8 CHECK THE QUALITY OF PRODUCED GARMENTS.

7 QC 15 CHECKS THE QUALITY WHILE PRODUCTION.

MACHINE DETAILS

S.NO. MACHINE NO. USE

1 SNLS 190 STITCHING OF THE GARMENT.

2 DNLS 20 STITCHING OF THE GARMENT.

3 IRONING MACHINE 23 IRONING PIECES IN BETWEEN THE PROCESSES.

4 OVERLOCK MACHINE 15 OVERLOCKING THE EDGES.

5 KEYHOLE MACHINE 15 FOR MAKING BUTTON HOLES.

6 BUTTON ATTACHING MACHINE 18 ATTACHING THE BUTTONS.

 LINE LAY OUT Doc Code:

Style Description DOUBLEFACE TWILL S Date- 13-Jul-17

Style No DOUBLEFACE TWILL S(795677351) No of Machine 25

Buyer CLUB MONACO 28.46 No of Helper 5

253
Quantity 2018 TGT 10 HR Total Manpower 30
OPERATION M/C M/C OPERATION

MAKE & ATTACH M/L & W/L SNLS 32 31 SNLS 1 HEM BOTTOM

FINISH CUFF WITH TOP STITCH 1 SNLS 30 29 SNLS 1 ATTACH CUFF

MARK & MAKE SLEEVE OPENING PLEAT,S 1 SNLS 28 27 SNLS 1 TOP STITCH AT SIDE

JOINT SIDE SEAM 1 SNLS 26 25 SNLS 1 T/S AT ARMHOLE

SERGE ARMHOLE 1 3-O/L 24 23 SNLS 1 ATTACH SLEEVE

FINISH COLLOR WITH TOP STITCH 1 SNLS 22 21 SNLS 1 COLLER ATTACHED

JOINT SHOULDER WITH E/S STITCH 1 SNLS 20 19 SNLS 1 ATTACH & E/S STITCH BACK YOKE

ATTACH POCKET AT FRONT 1 SNLS 18 17 HD 1 POCKET CREASE

HEM BACK PLACKET 1 SNLS 16 15 SNLS 1 T/S AT FRONT PLACKET

PLACKET ATTACHED AT FRONT 1 SNLS 14 13 HD 1 CREASE AT FRONT PLACKET

MAKE & FINISH SLEEVE SLIT 1 SNLS 12 11 SNLS 1 MAKE & FINISH SLEEVE SLIT

PRESS SLEEVE SLIT PATTI 1 HD 6 5 SNLS 1 HEM POCKET

ATTACH BAND TO COLLOR 1 SNEC 4 3 HD 1 MARK & CREASE COLLOR BAND & READY COLLOR PRESS

COLLER TURN & RE-CUT MARGIN 1 SNEC 2 1 SNLS 1 R/S AT COLLER & T/S
WASHING DEPARTMENT
 TYPE OF WASHES

NORMAL PIGMENT BLEACH WASH STONE WASH ACID WASH ENZYME

WASH WASH WASH
FINISHING AND PACKAGING DEPARTMENT
FINISHING DEPARTMENT

This Department includes majorly of following steps-

THREAD CUTTING
INTIAL CHECKING
MEASUREMENT CHECKING
VISUAL/FINAL CHECKING
PRESSING
RANDOM AUDIT
 PROCESS FLOW

GARMENTS
BUTTON
BROUGHT TO GARMENTS
CLOSING BY PRESSING
FINISHING LOADING
BUTTONER
DEPARTMENT

INITIAL
CHECKING TEAM
PRESENTATION HANGERING AND RE-PRESS AND
(INNER AND
CHECKING SIZING MEASUREMENT
OUTER
CHECKING)

TAGGING FOLDING PACKAGING

QUALITY AUDIT

A quality audit is done after the garment is finished. This is one of the most
important steps. AQL of 2.5 is followed most commonly.

Lot Size Sample Size Accept Reject

2 to 8 2 0 1

9 to 15 3 0 1

16 to 25 5 0 1

26 to 50 8 0 1

51 to 90 13 1 2

91 to 150 20 1 2

151 to 280 32 2 3

281 to 500 50 3 4

501 to 1200 80 5 6

1201 to 3200 125 7 8

3201 to 10,000 200 10 11

PACKAGING DEPARTMENT

TWO TYPES OF PACKAGING SYSTEM

Ratio Packing: In this method the carton box includes garments of same colour but of different
sizes according to the ratio. For example, S: M: L: XL = 5: 7: 7: 5. This ratio is provided by the
buyer.
Bulk Packing: In this method the carton box includes garments same size and same color and
each pack of carton have 36 pieces.
Information to be given on each type of box: -
SHIPPING DEPARTMENT

PAYMENT IS DONE WITHIN 45 HOURS.

MODE OF PAYMENT IS LC(LETTER OF CREDIT)
FCR (FIRST CARGO RECEIVED) IS ALSO SUBMITTED ALONG WITH THE DOCUMENTS.
DOCUMENTS IN SHIPPING DEPARTMENT

Invoice

Packing List

Certificate of Origin

Shipping Bill

Airway Bill

Bill of Lading
Line Balancing for Improving Apparel Production by Operator Skill
Matrix
 WHY SKILL MATRIX

At the time of line setting, operators are selected randomly

calculated skill level of the operators on the operations is not

considered at all

couple of hours, high skilled operators start sitting idle and low
skilled operators stuck with their work & lot of productive time is
lost as operators sit idle.
 DEVELOPING SKILL MATRIX

To have all basic information in one table, you need to capture

following data.
Date of data entry,
Operator name and employee code,
Operation name,
Machine name and
Operator efficiency on the operation
 Objectives of line Balancing

To minimize the no. of workstation on line.

To minimize the cycle times.

To maximize the workload smoothness.

To minimize the frequency of tools change.

To maximize the efficiency & effectiveness

ALLOCATION OF OPERATORS
ALLOCATED OPERATORS TO DIFFERENT
OPERATIONS
 LINE BALANCING BY CAPACITY STUDY

In the assembly line after some time of the line setting, it is found that at some places in the line,
work is started to pile up and few operators sit idle due to unavailability of work.

Methodology
Step 1: Capacity study
Step 2: Target setting
Step 3: Identification of bottleneck areas
Step 4: Eliminate bottlenecks from the line:
Capacity study
STEPS TO REMOVE BOTTLENECK OPERATIONS

Club operations where possible

Shuffle operators
Reduce cycle time using work aids and attachments
Improve workstation layout and improve methods
Add more operators at bottleneck operations
Do extra work at bottleneck operations
Following are the bottleneck operations identified and
corrective action taken :

Operators from high output operations can be used as floaters

for bottleneck operations and also can perform the same
operation for another line.
CONCLUSION
PRODUCTIVITY COMPARISION
 PROJECT-2

Minimizing defects in sewing section

 Scope of the project

This study is to Identify DHU% of the industry and to look for different
approaches to reduce DHU%.

Also in this project, Pareto chart and Cause-Effect Diagram have been used
with an objective to identify and classify the reason sthat are responsible for
various defects in the sewing section & find remedies for them
 Specific objectives

To Identify and measure the frequency of occurrence of the critical

defects by DHU

To assess the root causes of the defects by cause and effect diagram

To suggest remedy for the major defects so that defects are

minimized
 Methodology

Data Collection
For our research work, we have collected a months defect data
starting from 31stJune, 2017 to 28th august, 2017.
The data has been taken for the production line G3of sewing
section of Unit 225 for the style Double face twill shirt.
For that particularstyle, 20 defect positions were identified where
29 types of defects occur
In experimental work we have collected day wise DHU%.
for Ten Days Data Report before Trial

DHU%= 177/2076* 100

=8.5%
Major defects
Pareto chart analysis
From this analysis the vital few defects that lead to 80% of
the overall amount of defects are:
Uneven Stitch- the top stitch ,specially on cuff was found
uneven, and the curves at the corner were not smooth
Broken Stitch -Where there is a splice on the stitch-line.
STAINS- the unwanted stains over the garment generally
produced by improper handling

DAMAGED OVERLOCK-Where the improper and damaged overlock stitch is found in the
seam.

Raw edge is slipping or raveling edges. Frayed seam is seam with yarn
ends.
DHU % AFTER TRIAL
DHU % AFTER TRIAL
DHU % BEFORE & AFTER TRIAL
 CONCLUSION
We have found that up to 76.27% defects can be reduced by
concentrating only on 5 defect types. We have provided some
suggestions related to those defect types.

But It is almost impossible to achieve zero defects, but by taking

effective measures it is impossible to minimize the defects
considerably.
Thank you