Summer Internship Training

At
Remo Aapparels

Submitted by
Satheesh.J

Register No : 098001123089

Under the Guidance of

Mr. N. Ramu

In partial fulfillment of the requirements of Anna University – Coimbatore for the

award of the degree of

MASTER OF BUSINESS ADMINISTRATION

SCHOOL OF MANAGEMENT
SRI KRISHNA COLLEGE OF ENGINEERING AND TECHNOLOGY,
COIMBATORE

August 2010
 Sri Krishna College of Engineering and
Technology Coimbatore.
School of Management

BONAFIDE CERTIFICATE

This is a bonafide certified of practical record work done by

Mr. Satheesh.J, Register No: 098001123089 for Remo Aapparels, Summer

Internship Training of the Fourth Trimester of MASTER OF BUSINESS

ADMINISTRATION during August - 2010.

Director/HOD

Submitted for the Practical Examination held on_____________

Faculty Guide Internal Examiner

Place: Coimbatore,
Date:
 ACKNOWLEDGEMENT

I express my deepest sense of gratitude to the God Almighty for the abundant blessing to
do the study with great attitude.

I am also obliged and indebted to Mr. A. Ramanathan, Director and Dr. R. Krishna
Kumar, H.O.D, School of Management, SKCET, Coimbatore for the valuable suggestions and
encouragement in completing this study successfully.

I owe my reverential gratitude to my faculty guide Mr. N. Ramu, Lecturer for his
valuable suggesting and constructive criticisms rendered at each stage of the Summer Internship
Program. Under his guidance I have been available to conduct the study and complete it
successfully.

I express my thanks to Mr. P. Rathinakumar, General Manager giving us an

opportunity and Mr. A. Manthrachalam, Production Manager for his cooperation extended to
me by providing necessary information & timely help for doing the project work. Words are
inadequate to express my gratitude to the Remo Aapparels for giving me an opportunity to
undergo the Internship program in their company and extend me full cooperation, enabling me to
successfully complete this study report.

I acknowledge the immense help rendered by family and friends without whom the effort
would not have been possible.
 TABLE OF CONTENT
Chapter Content Page no

1 Introduction 1

1.1 About the training 2

1.2 Apparel & garments 2
1.3 Indian apparel and textile industry 3
1.4 Textiles Committee 4
1.5 About Tirupur 4
2 Company profile 6
2.1 About Remo Aapparels 7
2.2 Culture 7
2.3 Vision 7
2.4 Strategy 7
2.5 Quality 7
2.6 Rest room facility 8
2.7 Operation 8
3 Organization structure 9
3.1 The company’s organization structure 10
4 Product profile 11
4.1 The company’s product profile 12
5 Project taken process 13
5.1 Steps 14
5.2 Sample measurement schedule 15
6 Finance Department 16
6.1 Introduction 17
6.2 Functions 17
6.3 Need and importance of finance 17
7 Merchandising department 18
7.1 Introduction 19
 7.2 Functions 19
7.3 Responsibilities 20
8 Production department 21
8.1 Definition 22
8.2 Materials management and inventory control 22
8.3 Material planning 23
8.4 Inventory control 23
8.5 Purchase management 23
8.6 Stores management 23
8.7 Stores inventory control 24
8.8 Raw materials management 24
8.9 Yarn dyeing 24
8.10 Knitting process 25
8.11 Basic principle of knitting 25
8.12 The manufacturing process 26
8.13 Styling 27
8.14 Cutting 27
8.15 Assembling the front and back 27
8.16 Assembling the sleeves 27
8.17 Stitching the hem 28
8.18 Adding pockets 28
8.19 Stitching the shoulder seams 28
8.20 Attaching the neckband 28
8.21 Finishing the neckline 29
8.22 Ironing 29
8.23 Label setting 29
8.24 Optional features 29
8.25 Finishing operations and checking 30
8.26 Quality Control 30
9 Human Resource department 31
9.1 Attendance 32
9.2 Monitoring employees in/out time 32
9.3 Monitoring employee over time list 32
9.4 Leave report 32
9.5 Control attrition 32
9.6 Employee recruitment 32
9.7 Training program 33
9.8 HR plan month wise 33
9.9 Provident fund and employees state insurance 33
9.10 Labor welfare 33
9.11 Motivation training 34
9.12 Solve employees issues 34
9.13 Analyse the employees status 35
9.14 Award distribution 35
9.15 Performance review 35
9.16 Salary preparation 36
9.17 Promotion and increment plan 36
9.18 Employees master data 36
9.19 Responsibility 36
9.20 Roles 37
Personal learning 38
Bibliography 39
 CHAPTER – 1
INTRODUCTION
1.1 ABOUT THE TRAINING
The overall objective of summer internship training is to provide an opportunity for
gaining insight into the organization atmosphere and to understand the organizational climate
and the expectation of the industries.

1.2 APPAREL & GARMENTS

The Global Textile Industry, particularly the Apparel Industry has seen remarkable
changes in the past few years. The Garment Manufacturing Industry and the Garment Companies
in developed countries are now always on a lookout for cheap source of garment production. The
days are gone when textile garment industry was concentrated in the consumption hubs of US,
EU and other developed countries of the world. The clothing wholesale supply is increasing
worldwide in all the sectors of the industry, whether it is men’s clothing, women’s clothing, kids
wear or infant wear. The elimination of global export quotas has led to a shift towards low cost
countries having strong and established Clothing Industry especially the Asian countries.

India is the second most preferred country after China for textile and apparel sourcing. Its
Apparel industry is likely to achieve an export target of US$ 25 billion by 2010-11. The rise of
exports in India is due to several factors like vast sources of raw materials, low labor costs,
entrepreneurship and design skills of Indian traders, changes in the policies to open up Indian
economy to the outside world etc.

The Apparel Clothing & Garments Companies Directory lists the Manufacturers and
wholesale supplier companies dealing in various sectors of clothing such as men’s clothing,
women’s clothing, kids clothing, infant wear, sportswear etc. With the Industry going global, the
Manufacturers and Suppliers do not have to limit themselves within any boundary. The
Companies from varied countries join hands in order to meet the ever expanding demands of the
consumers worldwide. In such a situation, a vast resource of Apparel and Garment Industry
becomes indispensable.
 The cotton is a traded commodity on the stock exchange. Most cotton in the world comes
from USA or Uzbekistan. It has to be bought on world stock exchange trade prices based on
quality and availability. Therefore it is beneficial that the buyer state that they would require say
xxx amount per month per year. Then buyer and seller can plan ahead. As we can see trial orders
then become a problem as manufacturer can’t lock in a futures buy on the cotton or chemicals or
even production line space.

1.3 INDIAN APPAREL AND TEXTILE INDUSTRY

The textile and apparels sector in India is a diverse and heterogeneous industry, which
covers a wide variety of products from hi-tech synthetic and wool fibers to yarns to fabrics to
apparels, cotton fibers to yarns to fabrics to home textiles to high fashion apparels (knitted and
woven). This diversity of end products corresponds to a multitude of industrial processes,
enterprises or market structures.

The Indian textile and apparels industry is in a stronger position now than it was in the
last six decades. The industry, which was growing at 3-4 percent during the last six decades, has
now accelerated to an annual growth rate of 9-10 percent. There is a sense of optimism in the
industry and textile and apparels sector has now become a sunrise sector.

The catalysts, which have placed the industry on this trajectory of exponential growth,
are a flexible domestic economy, a substantial increase in cotton production, the favorable policy
environment provided by the Government, and the expiration of the Multi Fiber Agreement
(MFA) on 31 December, 2004 and implementation of Agreement on Textiles and Clothing
(ATC).
1.4 Textiles Committee (Ministry of Textiles, Government of India)

The Parliament in its 14th year of the Republic enacted the Textiles Committee Act, 1963.
The Committee is under the administrative control of the Ministry of Textiles, Government of
India. Its main objective is to ensure the quality of textiles and textile machinery both for internal
consumption and export purposes. As corollary objectives, the Textiles Committee has been
entrusted with the following functions, under Section 4 of the Act:
 To undertake, assist and encourage, scientific, technological and economic research.
 To establish standard specifications for textiles, textile machinery and the packing
materials.
 To establish laboratories for the testing of textiles and textile machinery.
 To provide training in the technique s of quality control.
 To provide for the inspection and examination of textiles and textile machinery.
 To promote export of textiles.
 To collect statistics and
 To advise the Central Government on all matters relating to textiles and textile machinery.

1.5 About Tirupur

Tirupur is a textile center of Western Tamil Nadu, located 50 km. covering a population of
around seven hundred thousand. Predominantly an export niche, the town gains its significance
for its updated technology and the quality of its macroeconomic environment. Buyers are from 35
countries frequently air-dash Tirupur. Some 90 percent of India’s total knitwear exports originate
from here. The Indian Export Import Policy of 2002-2007 includes a special tribute to Tirupur and
calls it a “Town of Export Excellence.”

The first banyan factory in Tirupur was started in 1925. With the advent of electricity in
1931 more knitting and weaving factories came into existence. Initially, all the knitting machines
were imported from Germany, Japan and New York. By 1942, there were 34 hosiery factories in
all. By 1968 this increased to 250 and today sophisticated machines are being imported from
Germany, Japan, Italy, U.S.A., Korea, Taiwan and many other countries. As documented by the
Tirupur Exporters Association, the composition of the knitwear industry in Tirupur today is
broadly classified as:

Knitting and/or stitching units : 4500

Dyeing and/or bleaching units : 750
Printing units : 300
Embroidery units : 100
Other (Compacting, Rising, and Calendaring) : 200
 CHAPTER - 2
COMPANY PROFILE
2.1 ABOUT REMO AAPPARELS

REMO incorporated in 2001 consists of a team of committed and dedicated professionals

in serving the domestic market.

Mr. Rathinakumar, a young and energetic management graduate was the founder and the
Managing director of this firm handles day-to-day operations with the active cooperation of
dedicated young team of professionals

Their products are eco-friendly, using AZO free dyes confirm to stringent quality norms,
reasonably priced with timely delivery assured. They combine skills and technology to
effectively showcase the traditional as well as the modern, keeping in mind the needs of the fast
changing market.

2.2 CULTURE

Remo fosters an extremely open culture where the emphasis is on people and the focus
performance with client orientation.

2.3 VISION

The organizations commitment to client orientation is found in its vision-“To be the

undisputed leader in the lifestyle industry delivering continued value growth for all
stakeholders.”

2.4 STRATEGY

1. To consolidate and build current brands of Levis, Genesis, Lee copper, through various
product categories.

2. To continue thrust on T-shirt through in-house manufacturing capabilities.

3. Innovations to sustain leadership in T-shirt.

2.5 QUALITY

They always strive to maintain the highest quality standards and fashionable design,
enabling us to offer to our clients a wide range of standards and mixed colors.
Ethics, Integrity, quality of product and service, make us a valuable business partner.

 Matching and continually improving the global management system standards

 Implementing cleaner production technology

 Committed and dedicated work force

 Close cooperation of suppliers

 Maintain legal and other requirements.

2.6 REST ROOM FACILITIES

The rest rooms are provided to the staff, which is suddenly affected by illness, and a hall
is provided for the staff to relax after lunch.

2.7 OPERATION

The company has a separate main office, production, stock, checking and packing units.
In office only all the order receiving and other processes relating decision making will take place
and directions are given for carrying the production process.

The production units are equipped with different machines that are needed to carry out
the production activities and the packing will also done in another place in the production unit.

The company is engaged in the manufacture and export of woven and knitted home
textile made ups, fabrics and furnishing fabrics of natural and synthetic materials to the
customers and processing of natural and synthetic yarn.

Manufacture involves various stages of core activities like purchasing of raw materials,
dyeing, weaving, cutting, stitching, embroidery, checking, packing, etc., and processing of
processed yarn involves various stages like purchasing of dyes & chemicals, bleaching & dyeing,
extraction, drying, etc.
 CHAPTER - 3

ORGANIZATION STRUCTURE
3.1 ORGANIZATION STRUCTURE

Remo Aapparels organization structure

 CHAPTER - 4

PRODUCT PROFILE
4.1 PRODUCT PROFILE

They specialize in mill made and power loom yarn-dyed, yarn fabric and printed fabrics
ranging from exclusive 100% cotton and whole range of other qualities of woven fabrics. They
manufacture high quality men’s and kid’s t-shirt.

full sleeve with collar full sleeve without collar

Basic sleeve Kids wear

 CHAPETR - 5

PROJECT TAKEN PROCESS

5.1 Project taken process Steps

 First the manufacturer gets the measurement schedule from buyer.

 Second, the buyer can send all t-shirt size measurements for their requirement.

 Third manufacturer made the pattern depending upon the requirement and send to buyer.

 The sample is requested from the manufacturer so that the buyer can see the look and the
feel of the garment.

 This way of assessing if the manufacturer real as they have no problem in sending
samples.

 A counter sample is then checks and sent to the manufacturer. Like everything buyer pay
for quality.

 Good for a few washes then it’s out of shape, stitching broken and faded color.

 Again manufacturer always ask for buyer’s to see the stitching weight and general
quality.

 With this in hand manufacturer can work out if buyer can meet the target prices.
5.2 Sample

Space for comments from buyer

Sample measurement schedule after prepared pattern

 CHAPTER - 6

FINANCE DEPARTMENT
6.1 INTRODUCTION

In present modern oriented economy everyday needs finance to carry on its operation and
to cover its targets. Finance plays an important role in a company’s life. It is rightly said that
“finance is the life blood of an enterprise”.

6.2 FUNCTIONS OF FINANCE DEPARTMENT

 Financial planning
 Formulation of financial policy
 Working capital management
 Negotiation with banks and finance institutions
 Analysis of financial position
 Analysis of day to day management of funds.
 Preparing of profit and loss a/c and balance sheet.
 Dealing with sales tax matter
 Effective development of fund

6.3 NEEDS AND IMPORTANCE OF FINANCE

Through finance is an essential requirement for all trading and commercial activities, it is
all the more so in the case of foreign trade transactions because of their size and complexity.
Buyer and seller in foreign trade separated by long geographical distances, this creates the
problem of transportation of goods from one country to another further, because goods remains
in transit for long periods, there is considerable risk of loss due to damage or destruction. Also
communication between concerned parties became difficult particularly because of language
problem.

All this needs of an exporter are varied to being with. If he is a manufacturer himself he
needs credits so as to be able to produce goals for export. And if he is a trader he needs credit to
buy goods for the purpose of export.

Then, as the goods are consigned he needs credit during the interval, which is often quite
long between the shipment of goods and realization of proceeds from the foreign buyers.
 CHAPTER - 7
MERCHANDISING DEPARTMENT
7.1 INTRODUCTION
The function of the merchandising department begins with the sourcing for the new order
or the repeat order, and continues till the shipment deadline has met. Merchandisers act as
mediators between the manufacturer and the buyers. They know what buyers want and what the
company is able to and willing to deliver. They are responsible for timely execution of the
orders.

7.2 FUNCTIONS
 The main function of the merchandising department is a follow up process. They carry
out pre-production planning with the help of the production manager so that the order
gets completed in a smooth and organized manner on time.
 The merchandisers keep track of all the departments' progress with their orders. They
maintain a copy of the documents from all the departments, which show the status of the
orders in those departments.
 The merchandisers discuss the details of the tech pack with the QC's and pattern masters
and negotiate with the buyer if there are any changes to be done.
 They get the samples made under their supervision.
 The job of costing the garments is with the senior merchandiser and it has to be approved
by the divisional merchandising head.
 Placing orders for sampling fabrics and trims is also merchandiser's responsibility after
getting the approval for the same.
 At Orient Craft the merchandisers have to maintain various documentation for their own
as well as for the reference of quality and production purpose. At the time of production
they have to do a file handover along with a sealer sample that is approved by the quality
head of the company. This file contains all the details of the garment from fabric entrance
used to the washing specification. A copy of this file is handed over to the production
manager and another copy is given to the Quality control concerned.
 Various documents, files that merchandisers maintain are fabric files; trim files style
master files, format files, art works files etc.
7.3 RESPONSIBILITIES

 Forecasting sales

 Planning the product range with the buying team

 Liaising with buyers, store managers, distributors and suppliers

 Visiting manufacturers, stores and suppliers

 Setting budgets using figures and forecasts new range

 CHAPTER - 8

PRODUCTION DEPARTMENT
8.1 DEFINITION

The set of interrelated management activities which are involved in manufacturing

certain products is called as production management.

8.2 MATERIALS MANAGEMENT AND INVENTORY CONTROL

The main activity of production system is to convert the raw material s into useful
products by value addition process.

The material which are required for the production purposes are normally produced and
stored in raw material warehouse and then shifted to manufacturing plant. Otherwise, the raw
material is to be purchased in advance and stocked in stores mainly to smoother then production
process.

The different function of materials management are materials planning, purchasing,

receiving, stores, inventory control, scrap and surplus disposal.

The integrated materials management will result in the following advantages:

 Better accountability
 Better co-ordination
 Better performance
 Adaptability to computerised systems.

The components of the integrated materials management can be classified into the following
modules
 Materials control
 Inventory control
 Purchase management
 Stores management
8.3 MATERIAL PLANNING

Sales forecasting and aggregated planning are the basic inputs for material planning.
The different tasks under planning are listed below.

 Estimating the individual requirement of the parts

 Preparing materials budget

 Forecasting the levels of investment

 Scheduling the orders

 Monitoring the performance in the relation to production and sales.

8.4 INVENTORY CONTROL

 Fixing economic order quantity

 lead time analysis
 Setting safety stock and re-order level.

8.5 PURCHASE MANAGEMENT

These tasks under purchasing are listed below

 Evaluating and rating suppliers

 Selection of suppliers
 Finalisation of terms of purchases
 Placement of purchase orders
 Follow up
 Approval of payments to suppliers

8.6 STORES MANAGEMENT

The different tasks under stores are listed below:

 Physical control materials

 Preservation of stores
 Minimization of obsolescence and damage through handling
 Disposal and efficient handling
  Maintenance of stores records
 Proper location and stocking of materials
 Reconciling the materials with books figures.

8.7 INVENTORY CONTROL

Inventory is essential to provide flexible in operating system. The inventory can be

classified into raw materials inventory remove dependency between suppliers and plant. The
work process inventories remove dependency between machines of a product line. The finished
goods inventory removes dependency between plant and its customers/market.

The main functions of inventory are summarized below:

 Smoothing out irregularities in supply.

 Minimizing the production cost.
 Allowing organisation to cope with perishable materials.

8.8 RAW MATERIALS

The majority of T-shirts are made of 100% cotton, polyester, or a cotton/polyester blend.
Environmentally conscious manufacturers may use organically grown cotton and natural dyes.
Stretchable T-shirts are made of knit fabrics, especially jerseys, rib knits, and interlock rib knits,
which consist of two ribbed fabrics that are joined together. Jerseys are most frequently used
since they are versatile, comfortable, and relatively inexpensive.

8.9 YARN DYEING

There are many forms of yarn dyeing. Common forms are the at package form and the at
hanks form. Cotton yarns are mostly dyed at package form, and acrylic or wool yarn are dyed at
hank form. In the continuous filament industry, polyester or polyamide yarns are always dyed at
package form, while viscose rayon yarns are partly dyed at hank form because of technology.

The common dyeing process of cotton yarn with reactive dyes at package form is as follows:

1. The raw yarn is wound on a spring tube to achieve a package suitable for dye penetration.
2. These softened packages are loaded on a dyeing carrier's spindle one on another.
 3. The packages are pressed up to a desired height to achieve suitable density of packing.
4. The carrier is loaded on the dyeing machine and the yarn is dyed.
5. After dyeing, the packages are unloaded from the carrier into a trolley.
6. The packages are hydro extracted to remove the maximum amount of water.
7. The packages are then dried to achieve the final dyed package.

After this process, the dyed yarn packages are packed

8.10 KNITTING PROCESS

It is a known fact that the main material for fabric construction is yarn. Knitting is the
second most frequently used method, after weaving, that turns yarns or threads into fabrics. It is
a versatile technique that can make fabrics having various properties such as wrinkle-resistance,
stretch ability, better fit, particularly demanded due to the rising popularity of sportswear and
casual wears.

8.11 BASIC PRINCIPLE OF KNITTING

A knitted fabric may be made with a single yarn which is formed into
interlocking loops with the help of hooked needles. According to the purpose of
the fabric, the loops may be loosely or closely constructed. Crocheted fabric is
the simplest example of knitting where a chain of loops is constructed from a
single thread with the help of a hook. As the loops are interlocked in a knitted
fabric, it can stretch in any direction even when a low-grade yarn having little
elasticity is used.

8.12 THE MANUFACTURING PROCESS

Making T-shirts is a fairly simple and largely automated process. Specially designed
machines integrate cutting, assembling, and stitching for the most efficient operations. The most
commonly used seams for T-shirts are narrow, superimposed seams, which are usually made by
placing one piece of fabric onto another and lining up the seam edges. These seams are
frequently stitched with an over edge stitch, which requires one needle thread from above and
two looped threads from below. This particular seam and stitch combination results in a flexible
finished seam.

Another type of seam that may be used for T-shirts are bound seams, in which a narrow
piece of fabric is folded around a seam, as at the neckline. These seams may be stitched together
using a lockstitch, chain stitch, or over edge stitch. Depending on the style of the T-shirt, the
order in which the garment is assembled may vary slightly.

Production process flow chart

8.13 Styling

The T-shirt style is designed and the dimensions are transferred to patterns. Adjustments
are made for size differences and stylistic preferences.

8.14 Cutting

The T-shirt sections are cut to the dimensions of the

patterns. The pieces consist of a tubed body, or separate front and
back sections, sleeves, perhaps pockets, and trim.

8.15 Assembling the front and back

For fabric that is not tubed, the separate pieces for the
front and back sections must be stitched together at the sides.
They are joined at the seam lines to form a simple, narrow,
superimposed seam and stitched together using an over edge
stitch. Care must be taken to avoid a needle cutting the yarn of
the fabric, which can lead to tears in the garment.

8.16 Assembling the sleeves

The edges of sleeves are generally finished before they are

fitted into the garment, since it is easier to edge the fabric while it is
flat. An automated system moves the sleeves to the stitching head
by conveyor. The edge may be finished by folding it over, forming
the edge and stitching, or by applying a band. The band may be
attached as a superimposed seam or folded over the edge as
binding.

If the T-shirt body is tubular, the sleeve material is first sewn together, and then set into
the garment. Alternatively, if the T-shirt is "cut and sewn," the seamed sleeve is set into place.
Later during the final stage of sewing the shirt, the sleeve and side seams are sewn in one action.
8.17 Stitching the hem

The garment hem is commonly sewn with an over edge stitch, resulting in a flexible hem.
The tension of the stitch should be loose enough to allow stretching the garment without tearing
the fabric. Alternative hem styles include a combination of edge finishing stitches.

8.18 Adding pockets

Pockets may be sewn onto T-shirts intended for casual wear. Higher quality T-shirts will
insert an interlining into the pocket so that it maintains its shape. The interlining is inserted into
the pocket as it is sewn onto the T-shirt front. Pockets may be attached to the garment with
automated setters, so the operator only has to arrange the fabric pieces, and the mechanical setter
positions the pocket and stitches the seam.

8.19 Stitching the shoulder seams

Generally, shoulder seams require a simple superimposed seam. Higher quality T-shirt
manufacturers may reinforce seams with tape or elastic. Depending on the style of the T-shirt,
the seams at the shoulder may be completed before or after the neckband is attached. For
instance, if a tubular neckband is to be applied, the shoulder seams must first be closed.

8.20 Attaching the neckband

For crew neck shirts, the neck edge should be slightly shorter in circumference than the
outer edge where it is attached to the garment. Thus, the neckband must be stretched just the
right amount to prevent bulging. Tubular neckbands are applied manually. The bands are folded,
wrong sides together, stretched slightly, and aligned with the neckline. The superimposed seam
is stitched with an over edge stitch.

Bound seams are finished with a cover stitch and are easy to achieve. Bound seams may
be used on a variety of neckline styles. The process entails feeding ribbed fabric through
machines which fold the fabric and apply tension to it.
 Some neckbands on lower-priced shirts are attached separately to the front and back
necklines of the garment. Thus when the shoulder seams are stitched, seams are visible on the
neckband.

V-necks require the extra step of either lapping or mitering the neckband. In the former
process, one side is folded over the other. A mitered seam is more complex, requiring an
operator to overlap the band accurately and stitch the band at center front. An easier method for a
V-neck look is to attach the band to the neckline and then sew a tuck to form a V.

8.21 Finishing the neckline

Necklines with superimposed seams may be taped, so that the

shirt is stronger and more comfortable. Tape may be extended across the
back and over the shoulder seams to reinforce this area as well and to
flatten the seam. The seam is then cover stitched or top stitched.

Singular machine
8.22 Ironing

Ironing is to remove wrinkles from fabric. Ironing works by loosening the ties between
the long chains of molecules that exist in polymer fiber materials. With the heat and the weight
of the ironing plate, the fibers are stretched and the fabric maintains its new shape when cool.

8.23 Label setting

One or more labels are usually attached at the back of the neckline. Labels provide
information about the manufacturer, size, fabric content, and washing instructions.

8.24 Optional features

Some T-shirts will have trim or screen prints added for decorative purposes. Special T-
shirts for infants have larger openings at the head. The shoulder seams are left open near the
neck, and buttons or other fasteners are attached.
8.25 Finishing operations and checking

T-shirts are inspected for flaws in the fabric, stitching, and thread. High-quality T-shirts
may be pressed through steam tunnels before they are packaged. Packaging depends on the type
of T-shirt and the intended distribution outlet. For underwear, the shirts are folded and packaged
in pre-printed bags, usually of clear plastic, that list information about the product. Shirts may be
boarded, or folded around a piece of cardboard, so that they maintain their shape during shipping
and on the shelf. Finally, they are placed into boxes by the dozen or half-dozen.

8.26 Quality Control

Most of the operations in manufacturing clothing are regulated by federal and inter-
national guidelines. Manufacturers may also set guidelines for the company. There are standards
that apply specifically to the T-shirt industry, which include proper sizing, and fit, appropriate
needles and seams, types of stitches, and the number of stitches per inch. Stitches must be loose
enough to allow the garment to stretch without breaking the seam. Hems must be flat and wide
enough to prevent curling. T-shirts must also be inspected for proper application of neck-lines,
which should rest flat against the body. The neckline should also recover properly after being
slightly stretched.

The basic components of products qualities are listed below:

 Careful consideration of products design specification.

 Adequate inspection procedures for manufacturing or assembled products
 Acceptance procedures for purchased raw materials and parts and control practices to
maintain quality levels in in-process stage.
 Commitment from top management, lower level of management and supervisors towards
quality.
 Formulations for quality assurance procedures which are necessary to integrate and
coordinate all these functions.
 CHAPTER - 9

HUMAN RESOURCE DEPARTMENT

9.1 ATTENDANCE

 Maintain daily attendance chart

 List out the absentees and find out the reason.

 Counseling will give to the absentees after return to work.

9.2 MONITORING EMPLOYEES IN/OUT TIME

 Monitoring employees from their Production Chart.

 Find out their skill evaluation from their supervisors and by direct Observation

 Training should be given to the needed employee.

9.3 MONITORING EMPLOYEE OVER TIME LIST

 Evaluate their skill at the period of overtime and distribute the overtime incentive.

9.4 LEAVE REPORT

 Maintain the leave letter form.

 Make the workers to get Permission for Leave and give intimation by phone call.

 Make the workers to follow the procedure to get the signature on form.

9.5 CONTROL ATTRITION

 Reduce absenteeism.
 Shorten the leave duration.
 Interaction and Counseling.

9.6 EMPLOYEE RECRUITMENT

 Introduction about the work, and the Department they are recruit.

 Counseling give when they joining on work.

  Introduce them in their work spot.

 Make them to realize the training period and motivate them to get proper training.

 Give guidance and counseling if necessary.

 Care should be given to the recruits by HR.

 Lengthen the training period of recruits if necessary.

9.7 TRAINING PROGRAMME

 Find out the low skill level employees from their production chart and from their
supervisors.

 On-the-job training for low skill employee.

9.8 HR PLAN MONTH WISE

 Weekly HR review meeting.

 Work review.

 Discuss with overall observation.

9.9 PROVIDENT FUND AND EMPLOYEES STATE INSURANCE

 Reduction of 12% for P.F and 1.75% for ESI from employee salary.

9.10 LABOR WELFARE

 Transportation

 Canteen

 Dining hall

 ESI, PF, Insurance and loan facilities

 Incentive
  Counseling

 Rest room

 Fire and safety

 Toilet facility

 Ventilation

 Free accommodation

 Free medical facility

 First-aid

 Drinking water facility

9.11 MOTIVATION TRAINING

 Team work

 Interpersonal development

 Self production

 Behavioral change

 Self efficacy training

9.12 SOLVE EMPLOYEES ISSUES

 Find out the problem of the employees by observation, their friends, and co-workers and
from their supervisors.

 Give proper guidance and Counseling

 Interact with them

 Analyse their problem

  Discuss their problem with superiors and find out the solution

9.13 ANALYSE THE EMPLOYEES STATUS

 Find out the total number of employees in each department

 Find out the needed workers in each department

 Recruitment and placement of employees department wise

 Prepare the new employee list department wise and month wise

 Prepare the left employee list department wise and month wise

9.14 AWARD DISTRIBUTION

 Individual performance

 Attendance

 Work efficiency and effectiveness

 Interpersonal relationship

 Co-ordination with workers

9.15 PERFORMANCE REVIEW

 Individual performance

 Attendance

 Work efficiency and effectiveness

 Interpersonal relationship

 Co-ordination with workers

 Rating scale evaluation

9.16 SALARY PREPERATION

 Attendance details

 Overtime details

 Incentive details

 Loan details

 Other reduction details

9.17 PROMOTION AND INCREMENT PLAN

 Recruitment

 Selection

 Training

 Work efficiency and effectiveness

 Monitoring

 Performance appraisal

 Promotion

 Increment

9.18 EMPLOYEES MASTER DATA

 Employees personal details, salary structure and benefits

 Target

9.19 RESPONSIBILITY

 To be prepare the attendance details

 To be prepare the overtime details
  To be prepare the incentive details
 Maintain the loan details
 Maintain the other details

9.20 Roles
 List of new employee every month
 List of left employee every month
 Absenteeism report prepare month wise/department wise
 H.R Plan will be prepare monthly wise
 Labor recruitment in various places
 New employees skill mapping /provide the correct job
 New employee full training to be given /monitoring 15 days report prepare
 Employee promotion and increment plan
 Meeting organize
 Bus spare details prepare
 To be maintain the employees master data’s
11 PERSONAL LEARNING

Cleaner Production is an attractive approach to tackle environmental problems associated

with industrial production and poor material efficiency. The cleaner production approach was
successfully implemented in the textile sector. It shows that significant financial saving and
environmental improvements can be made by relatively low-cost and straight forward
interventions. This improves the quality of products and minimizes the cost of production,
enabling the branch to compete in the global market. Moreover, Cleaner Production also improves
the company’s public image by highlighting the steps it has taken to protect the environment.
The main purpose of this study it to give an overview on the main processes involved in
the textile manufacturing. For each process and extensive material and energy balance is provided
as well as the impact of each in both environmental and human health terms. It also presents
literature that will help on carrying out the cleaner production review especially in the
identification of the company performance and in comparing this performance with industry
averages.
BIBLIOGRAPHY

 S N Chary Productions and Operations Management Tata McGraw- Hill Publishing

 Muhelemann, Oakland, Loakyer, Sudhir, kalyani, Production and Operations
Management, Pearson,2009
 I M Pandey Financial Management Ninth Edition Vikas Publishing House,2006
 Willam, Ferell, Marketing, Cengage Learning, 2009
 Gary Dessler Human Resource Management Pearson Education 2009
 Biswajeet Pattanayak Human Resource Management Prentice Hall of India,2009
 http://en.wikipedia.org/wiki/Knitting_yarn
 http://en.wikipedia.org/wiki/Human_resource_management