Swati Shukla PDF

MONITORING AND PLANNING APPLICATION FOR
PRE-PRODUCTION
A dissertation submitted in partial Fulfilment of the requirement for the

award of Degree in
Bachelor of Fashion Technology (Apparel Production)
Submitted By
SWATI SHUKLA
RAJLAXMI CHOWDHURY (NIFT KANNUR)
Under the Guidance of

Prof. Dr. RANJAN KUMAR SAHA
Asst. Prof. Mr. P. CHAKRAVARTHY
Department of Fashion Technology
National Institute of Fashion Technology, (Mumbai and Kannur)
May, 2019
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I. Abstract
There are large number of production planning and monitoring softwares in the market which
provides latest solutions to all production related problems. Lack of transparency, thus delayed
decision making, further shipment delays and customer dissatisfaction are the problems that
production monitoring solves. It is believed that monitoring can increase the efficiency of
production by 25%.
Coming to pre-production, it is still old school. Most companies do not plan the processes in detail,
the way production process is being planned. There lies a huge communication gap among
different departments. It is only through phone calls or verbal meetings that the managers decide
when to do which process, or know the status of the orders during the pre-production.
Moreover, there are no pre-production monitoring softwares, so no real time tracking is done.
Thus, problems in pre-production stay unidentified and unsolved. Even though monitoring can be
done verbally, it doesn’t solve problems on a real time basis, or for the long time run. Thus delays
occur.
MOPLAPP is an attempt for real time tracking of the processes in pre-production and elimination
of the problems like delayed decision making that might give rise to delays. It will also reduce the
lack of transparency among departments, and make it more efficient. Communication will be
faster. Information will be up to date. Visibility will increase.

II. Certificate
“This is to certify that this Project Report titled “MONITORORING AND PLANNING
APPLICATION FOR PRE-PRODUCTION” is based on our (Swati Shukla and Rajlaxmi
Chowdhury) original research work, conducted under the guidance of
Prof. Dr. Ranjan Kumar Saha and Asst. Prof. Mr. P.Chakravarthy, towards partial
fulfillment of the requirement for award of the Bachelor’s Degree in Fashion
Technology (Apparel Production), of The National Institute of Fashion Technology,
Kannur and Mumbai.
No part of this work has been copied from any other source. Material, wherever
borrowed has been duly acknowledged.”
Signature of Author/Researcher
Name of Guide: Prof. Dr. Ranjan Kumar Saha
Signature of Guide:
III. Acknowledgments
I take this opportunity to thank the people who have helped me for the partial completion of my
graduation project.
I would like to express my gratitude to all those who have been instrumental in the successful
completion of my Graduation Project. I would like to thank Mr. A S F Rahman (Chairman and
Managing Director), who gave me an opportunity to be an intern at Beximco Apparels Limited,
Sarabo, Dhaka. I would also like to thank Mr. Syed Nabed Hussain (CEO), Ms. Russa (Human
Resource) for their support and cooperation.
I wish to place on records, my deep sense of gratitude to my Project Mentor Mr. Shivendra
Narayan Shukla (Senior General Manager) and Project Guide Mr. Golam Sadeque Bhuiyan Ripon
(Asst. Manager) and all who had been a constant source of encouragement and new ideas.
I express my very special thanks to my College Mentor Prof. Dr. Ranjan Saha for his support for
practical aspects of the experimental work throughout my study and for giving me an opportunity
to do a semester exchange programme with BUFT, Bangladesh. I heartily thanks to Ms Aboli
Naik, Course Coordinator B. F. Tech NIFT- Mumbai for back end support for my project. I thank Mr.
Nitin Salve for guiding me in all the IT related subjects. I wish to place my deep sense of gratitude
to Mr. Ayub Nabi (Director of BGMEA University of Fashion Technology). I would like to thank our
entire faculty at NIFT who trained and groomed us so that we were capable of working in the
industry. I would like to thank all the employees at Beximco Apparels Ltd. for being extremely co-
operative and providing their valuable time to make me understand the workings of the company.
I am deeply grateful to my family, which is a constant source of support for me, also my friends
who made my work easy going.
Contents
1. Introduction ................................................................................................................................ 1
2. Review of literature .................................................................................................................... 4
2.1 Importance of Pre-Production Activities in company’s growth ........................................................... 5
2.2 Requirement of less Lead time for Pre-Production activities for Fast Fashion manufacturing
industries. .................................................................................................................................................... 10
2.3 Pre-Production problems cause delay in Shipment. .......................................................................... 11
2.4 Lean Wastes involved in Pre-Production............................................................................................ 18
2.5 Role of Technology in reducing Pre-Production problems. ............................................................... 19
2.6 The New Industry 4.0 (IOT)................................................................................................................. 23
3. Methodology ............................................................................................................................ 25
3.1 Root Cause Analysis ............................................................................................................................ 27
3.2 Summary of root cause analysis ......................................................................................................... 31
3.3 Study of the current system followed ................................................................................................ 32
3.4 Information Flow Study ...................................................................................................................... 40
4. Data Collection ......................................................................................................................... 41
4.1 Style Tracking ...................................................................................................................................... 42
4.2 Study of the call register ........................................................................................................................ 43
4.3 Findings of the survey............................................................................................................................ 44
5. Application................................................................................................................................ 47
5.1 Designing of the Front End .................................................................................................................... 48
5.2 Making of the application...................................................................................................................... 56
5.3 Implementation ..................................................................................................................................... 56
6. Results ...................................................................................................................................... 56
7. Limitations and scope of further study .................................................................................... 56
8. Conclusion ................................................................................................................................ 57
9. References ................................................................................................................................ 58
10. Bibliography .............................................................................................................................. 59
11. Appendix ................................................................................................................................... 60
11.1 About the company ............................................................................................................................. 60
11.2 History ................................................................................................................................................. 60
12. Annexure ........................................................................................................................................ 63
12.1 Annexure 1: Time and action calendar............................................................................................ 63
12.2 Annexure 2: Questionnaire ............................................................................................................. 65
List of figures
Figure 1: Communication Problem in sourcing accessories. ............................................................................. 6
Figure 2 : Firm size vs cost ............................................................................................................................... 20
Figure 3: Four components ............................................................................................................................. 20
Figure 4: Brain Storming (Root cause Analysis) ............................................................................................... 27
Figure 5: Why Why Analysis (Root cause Analysis) ......................................................................................... 28
Figure 6: Fish-Bone Diagram............................................................................................................................ 29
Figure 7: Affinity Diagram ................................................................................................................................ 30
Figure 8: Tasks to be overviewed by merchandiser for one buyer ................................................................. 33
Figure 9: Types of Samples being handled by sampling department.............................................................. 33
Figure 10: Different sampling activities done by sampling Department ......................................................... 34
Figure 11: Detailed process flow of Central Planning ..................................................................................... 35
Figure 12: Detailed process flow of Washing Department ............................................................................. 36
Figure 13: Information flow diagram .............................................................................................................. 42
Figure 14: First page of application with application name before log in ...................................................... 48
Figure 15: Login page....................................................................................................................................... 48
Figure 16: Settings tab ..................................................................................................................................... 48
Figure 17: Home screen format for every department that logs in MOPLAPP ............................................... 49
Figure 18: Notification tab............................................................................................................................... 49
Figure 19: Messaging tab................................................................................................................................. 49
Figure 20: Home screen of merchandising department ................................................................................. 50
Figure 21: After clicking on view message tab in ............................................................................................ 50
Figure 22: Merchandiser enters Style name and production file sending date here...................................... 50
Figure 23: Merchandiser can see the Style name and production file sending date here.............................. 50
Figure 24: Production file names and file sent date tab ................................................................................. 51
Figure 25: Home screen of Planning department ........................................................................................... 51
Figure 26: Planning tab .................................................................................................................................... 51
Figure 27: Add order details tab ...................................................................................................................... 52
Figure 28: Dashboard of planning, plant head and merchandising department ............................................ 52
Figure 29: Home screen of Washing Department ........................................................................................... 52
Figure 30: Home screen of fabric processing department .............................................................................. 53
Figure 31: Home screen of maintenance department .................................................................................... 53
Figure 32: Home screen of CAD department .................................................................................................. 53
Figure 33: Home screen of cutting department .............................................................................................. 54
Figure 34: Home screen of fabric store ........................................................................................................... 54
Figure 35: Home screen of sampling department........................................................................................... 54
Figure 36: Home screen of finishing department............................................................................................ 55
Figure 37: Home screen of production department ....................................................................................... 55
Figure 38: Home screen of Quality department.............................................................................................. 55
Figure 39: Home screen of I.E. department .................................................................................................... 55
List of tables
Table 1: Call register Summary ........................................................................................................................ 43

Table 2: Comparison of Situation before and after implementation of the application (MOPLAPP) ............. 57
Table 3: CRESCENT FASHION & DESIGN LTD ................................................................................................... 61
Table 4: Products and customers .................................................................................................................... 62
Table 5: Delivery methods & average time to any port .................................................................................. 62
1. Introduction
Every big apparel industries have real time tracking of the production processes, but not for pre-
production processes which are equally important as production. A better and a fast response
system can be made for the problem of communication issue in their factories. There are emailing
system, 24 hours internet access, ERP systems and physical reporting system; still we can find lot
of communication gap in between department, in between colleagues. There is an opportunity for
where problem lies. Smartphone application can be utilized for reducing communication gap.
Because it is not a social media platform it will also exclude personal interactions focusing on only
business matters.
The processes that are done prior to start of bulk garment production are known as pre-
production process. From sample development, approvals, research and development work for
orders, testing of raw material to pre-production meeting are pre-production process. Pre-
production processes are very important for the efficient production. Just like production, pre-
production processes are known to be complex processes with lots of sub-processes included and
pre-production also acts as the backbone of production. So, it needs to be planned, monitored and
controlled.
Pre-production processes are very important for garment manufacturers because the probability
of completing production of an entire style on time depends upon the PCD (Plan Cut Date) and
PCD depends upon pre-production processes. Any delay in pre-production processes will delay the
PCD which will not only delay that particular style but the other styles running at that time will
also get delayed. Poor pre-production and poor communication of pre-production activities may
lead to re work or productivity loss on the floor.
The application that is going to be made can help triangulate problems and uncover critical issues
otherwise missed. This allows quicker isolation of bottlenecks or other issues during the root-
cause analysis phase. In addition to third-party platform monitors, most computing architectures
incorporate basic monitoring tools that are surprisingly valuable in development and QA.
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Communication and coordination are vital in streamlining goals and ensuring the time lines.
Effective coordination will result into successful and smooth order processing. Generally it has
been seen that shipment delay is only result of poor coordination of merchandiser with other
department. To coordinate with factories buyers are largely depends on factory merchandisers.
By increasing knowledge sharing, communicating best practices and developing functional
coordination platforms, merchandisers can place themselves in a better position to create plans
and execute the same as per requirement. Proper communication will result into good impression
on buyer while good coordination may results into more order flow. Coordination makes the
merchandiser an indispensable unit not only in the garment export cycle but the entire supply
chain of fashion."
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Need of the Project
Managers still attempt to stifle grapevine information, as doing so could result in lower
productivity and misunderstandings.
Real time information can be used for decision making on an issue which requires urgent
attention, instead of the end of the day.
Unlimited number of emails and constant calls and meetings can be avoided.
Objective(s)
To develop a mobile application for Monitoring and Planning of Pre-Production Processes
This application will Plan the Pre-Production activities with data that is being inserted once,
and very few data that changes will serve as input for the Plan Sheet. This application will
also help in monitoring the Pre-Production activities which if not monitored can give rise to
delay in PCD and consecutively make Shipment delay.
Sub Objectives:
Monitoring of the processes will help authorities take strategic decisions in no time and
thus will save time which is otherwise wasted in Non-Value Added Works.
To reduce the Communication Gap among different departments.
This application will be a way for I.E. or Planning to communicate with departments who
are participants in the Pre-Production Activities, within very less time.
Sub Objectives:
It will not involve other irreverent people who are otherwise included in their whatsapp or
other social media groups. This feature will also reduce the time taken to constantly check
mails and make calls. This feature will reduce the verbal miscommunications.
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2. Review of literature
2.1. Importance of Pre-Production Activities in company’s growth

2.2. Requirement of less Lead time for Pre-Production activities for Fast Fashion
manufacturing industries
2.3. Pre-Production problems cause delay in Shipment
2.4. Lean Wastes involved in Pre-Production
2.5. Role of Technology in reducing Pre-Production problems
2.6. The New Industry 4.0 (IOT)
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2.1 Importance of Pre-Production Activities in company’s growth
An Investigation into Indian Apparel and Textile Supply Chain Networks, by Prabir Jana
It was found that pre-production activities constituted 73% of total manufacturing lead time
and have high positive correlation (0.96) with total manufacturing lead time. Preproduction
activities in India mainly consist of prototype making and pre-production sample development;
of which approval processes were found to have a high correlation (0.63) with pre-production.
A significant (more than 50%) time of all activities consist of waiting time, which has positive
influence on total lead time (0.86).
In a recent analysis of pre-production delays of an Indian knitwear manufacturer exporter
(Mahajan et al. 2003), it was found that on an average, 20 days are spent on developing lab
dips for three shades, which is almost three to four times higher than originally planned. The
two main reasons for delay are internal rejection followed by non-prioritised tasks. Other
reasons for delay are frequent changes by the buyer, external and internal communication
lapses. It is also
noticed that sample making time reduces gradually along the downstream supply chain. While
the proto sample approval on an average took 9.5 days, the preproduction sample approval
took only 7 days. Mahajan (2003) also observed that main reasons for prototype sample delay
was again misplaced priorities followed by machine availability; all these suggest absence of
prioritising activity, leading to haphazard work and poor resource utilisation creating avoidable
delays.
There appears to be huge scope of improvement in reducing the lead time during the product
development and pre-production process.
Not surprisingly, many software solutions catering to apparel pre-production planning were
also found using the critical path management logic. Task-tracking system (Critical Path
Management) in Momentis (Momentis 2008), allows companies to define key tasks, task
dependencies and milestones related to the pre-production and development of finished
goods. Customer specific critical path formats in Fast React Systems (Fast React 2007) allows
follow up on the events and monitoring of garment cutting activities (Styleman 2008).
Purchase orders are mapped to assigned dates and critical path (Cantel 2008) to track and
activate alarms. Although the word ‘critical path’ was found commonplace in organisations, it
was rarely used from the viewpoint of operation research logic. The critical path was
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interpreted by practitioners from apparel industry from its literary viewpoint rather from
operation research viewpoint. The criticality/importance of the path (or process) was judged
either based on quality vulnerability or cost vulnerability or error prone, etc.
Garment pre-production (also known as merchandising) activities are characterised by mainly
people oriented functions, where interdependent activities are synchronised between
succeeding and preceding activities to make the process network. Furthermore, some of the
critical chain characteristics have commonalties with garment pre-production activities like
backward scheduling, multitasking and resource dependencies. Thus critical chain
methodology was found to hold promising application in rationalising apparel manufacturing
cycle time.
Modular manufacturing surely increased value addition percentage in sewing but pre-
production and product development activities still consumes a major chunk of non value
added time and will be studied later in this research.
Figure 1: Communication Problem in sourcing accessories.
It was clear that time duration and number of activities in the pre-production stages was far
more than in the production stages. Another important phenomenon observed during the case
study was iteration in certain activities. While estimating duration of those activities,
executives used to add extra time (buffering for possible iteration), resulting in longer target
lead time. It was found that activities of upstream suppliers requiring approval by downstream
customers generally went for iteration. Though iterations were prevalent in sample and
accessories approvals, there was no record available which those activities were, the reason
behind iterations and number of times iteration took place. Feedback by executives during the
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case studies suggested activities where approvals were needed were the primary reasons for
delay, however no documented records were available to prove or disprove the facts.
Average manufacturing lead time was found to be 136 calendar days. A strong positive
correlation (0.96) between manufacturing lead time and pre-production time suggested that
pre-production activity was the driver of total lead time, the following equation (figure 5.5)
represents the dependency between them. A relatively high coefficient of determination (0.92)
indicates nearly 92% of the variance in manufacturing lead time is predictable from pre-
production time.
Analysis Of The Factors Affecting The Lead Time For Export Of Readymade Apparels From
Bangladesh; Proposals For Strategic Reduction Of Lead Time.
November, 2014 , By Shahidul Kader And Maeen Md. Khairul Akter.
Immediate solutions
Solutions those can be adopted right now in the apparel industry are termed as the
immediate solutions. These are concerned with the improvement and modernizing of the
current production system and supply chain management in the apparel industry. Regular
training of workers and application of ergonomics in the production floor should be
implemented to boost productivity. Relation between buyer and manufacturer should be for
long term and more open-oriented. The immediate steps that can reduce lead time
considerably are described below.
Advanced production and management Advanced production philosophies like lean

manufacturing, or implementation of ERP are proved to be more productive than the
progressive bundle system which is mostly used in the apparel industries. Lean manufacturing
is a Japanese famous production philosophy which is designed with several productivity tools.
The tools include continuous process improvement (kaizen), the ‘5 Whys ‘and mistake proofing
(poka-yoke), the 5S, Just in Time (JIT) etc. Effective business strategy and management
information systems are required for installing proper mapping and continuous wastes
dictation programs. Lean manufacturing is most frequently associated with elimination of
seven types of wastes from the production system which are responsible for additional lead
time. Value Stream Mapping (VSM) is another Special type of flow chart that uses symbols
known as "the language of Lean" to depict and improve the flow of inventory and information.
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Value Stream Mapping Purpose is to European Scientific Journal November 2014 edition
vol.10, No.33 ISSN: 1857 – 7881 (Print) e - ISSN 1857- 7431 279 provide optimum value to the
customer through a complete value creation process with minimum lead time. After
implementation of lean tools in many of the factories, results observed were highly
encouraging. Some of the key benefits entail production cycle time decreased by 8%, number
of operators required to produce equal amount of garment is decreased by 14%, rework level
reduced by 80%, production lead time comes down to one hour from two days, work in
progress inventory stays at a maximum of 100 pieces from around 500 to 1500 pieces. Apart
from these tangible benefits operator multi-skilling as well as the flexibility of style changeover
has been improved. Solutions provided to sample section through the Japanese 5S System
application reflected as an effective tool for smooth sample production and dispatch with
better quality sample.
Adoption of Enterprise Resource Planning (ERP) in inventory control system is considered as a

smart way to increase productivity. Smooth flow of information is essential to evade avoidable
time in in-housing the raw materials. ERP enables a factory to have a common set of data that
provides a complete picture of its production capacity, inventory, material, and resource
availability. This helps the firm the ability to optimize their supply chain. An integrated
program for workers training is a must with proper ergonomic knowledge. Unskilled workforce
is still a big problem here though the industry is more than 35 years old. Skilled workers with
proper technical and ergonomic knowledge are a key in modern production systems. Good
environment and ergonomically designed work systems have a huge impact on the
productivity and it can significantly help in reducing the lead time of production. Creating long
term relation with the buyers Creating long-term partnerships with buyers and leveraging
them know- how in capability building is the ground on which suppliers should focus. This can
include, for example, utilizing buyer know-how for capability building, long-term capacity
planning/blocking, co-development of products, electronic data exchange and balancing
minimum order sizes. The emergence of buyer-led global supply chains producing textiles and
apparel in ever accelerating design, production and distribution cycles should be changed and
relations should be more open-ended.A portrayal of the total lead time management in
Bangladesh’s readymade apparel industry required intensive interviews of concerned
personnel in different departments. Secondary data were accumulated from different
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international and local research reports. Real time information was collected from renowned
apparel sourcing companies in Bangladesh. Interviews were taken from industry people who
have been working for years in the apparel trade. Opinions from the government policy
makers and concerned authorities like Bangladesh Garments Manufacturer and Exporters
Association (BGMEA), Bangladesh Association of Exporters (BAE) were cross checked to verify
authenticity and realism of the collected secondary data. A survey on 15 readymade apparel
industries in the two garments clusters, Gazipur and Narayanganj of Dhaka city and Chittagong
(port city) were helpful to reveal the problematic areas behind the prolonged lead time.
Expert’s comments were also taken in formulating a strategic way-out from the problematic
areas.
Lead Time in Production Planning In production planning, lead time is very important.
Suppose, a product is made from material B and material C. Material B is made from material
C. It means, if there is delay in producing or sourcing material C, there will be delay in getting
material B. So, there will be delay in the production of product A. Customer will not get
delivery in time. So, deadline is fixed for getting supply and production simultaneously.
Suppose, 30 days is the lead time for delivery after customer places the order. It means, lead
time for buying and production of material B and C should be fixed accordingly. Lead Time in
Apparel Industry To lower the risk of a fashion miss, now days most of the retailers and
apparel companies are pressing their suppliers to crank out a small order quickly—allowing
them to test styles in stores—and then fill re-order requests even faster, a tactic known as
chasing. This chase leads to a stressed out lead time for the apparel manufacturers. In apparel
industry, lead time is the total amount of time required for completing a product beginning
from the date of receiving raw materials to the stage shippable to the customer. Total lead-
time is made up of time devoted to processing orders, procuring and manufacturing items, and
transporting items between the various stages of the supply chain.
Lead-time typically includes two components: Information lead times (the time it takes to
process an order) and Order lead times (the time it takes to produce and ship the item). An
equation may be able to help us to assimilate the conception. Total Lead Time = Information
Lead Time + Order Lead Time = Information Lead Time + Manufacturing Lead Time + Shipping
Time for importing fabrics & accessories + Shipping Time for exporting final product. (Islam,
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2010) "In the beginning of 1990s, the lead time was 120-150 days but in 2007, it was reduced
by 30-50 days, i.e. at present it is 90-100 days. China requires only 30 days due to their textile
and other backward linkage facilities as well as export friendly management and supporting
policy. It is 45-60 days in India and Pakistan. "
Source of the information presented above is
http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.826.9649&rep=rep1&type=pdf
2.2 Requirement of less Lead time for Pre-Production activities for Fast
Fashion manufacturing industries.
"Manufacturing Timeline and Availability: A significant point of differentiation between fast

fashion retailers and non-fast fashion brands is the rapid rate of manufacturing. “The fast
fashion business model is based on reducing the time cycles from production to consumption
such that consumers engage in more cycles in any time period.” (Hines, Tony. 2001.
""Globalization: An introduction to fashion markets and fashion marketing.""). A number of
tragedies have been directly connected to the production of fast fashion and its lower
manufacturing and labor costs. In order to offer low cost clothing, fast fashion retailers source
garments and accessories from factories in countries where labor costs are extremely low. For
years, this was largely in China. However, “factory workers in China are increasingly pressing
for higher wages. Companies have responded by moving production into places where wages
are even lower, like Bangladesh.” (NPR).India, Cambodia, Vietnam, Indonesia, and Turkey,
among others, have become popular locations for the sourcing of fast fashion garments and
accessories. However, such countries largely lack the sophisticated manufacturing
infrastructure of China. Per Maxine Bédat, co-founder of Zady: “Low cost means low
regulation. Governments in today's textile producing countries have little oversight into what
happens in their factories.” (CNBC).While the fashion industry largely operates on a seasonal
calendar, fast fashion retailers deliver new garments and accessories to their stores every four
to six weeks, sometimes even more frequently. Inditex brand stores (including Zara), for
instance, receive deliveries of new clothes twice a week. This is significantly quicker than
Salvatore Ferragamo, for example, which has centralized inventory and established computer
links to suppliers, cutting the design-to-delivery cycle by 20 percent, to 10 weeks – making it
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one of the most speed-forward houses in the upper echelon of fashion. The rapid speeds of
delivery for which fast fashion retailer are known are largely based on the location of their
manufacturers. For Zara and other similarly situated brands, “The trendiest items are made
closest to home, however, so that the production process, from start to finish, takes only two
to three weeks.” (NY Times). While manufacturing in local markets – such as Spain for Zara or
Los Angeles for Forever 21 – may be more costly than more far-flung locations, such
Bangladesh or Cambodia (which offer significantly cheaper labor), these higher labor costs are
offset by greater flexibility. Items are produced in lower quantities and so, no extra inventory is
left lying around and subsequently offered up at sale prices.
http://www.thefashionlaw.com/learn/fast-fashions-green-initiatives-dont-believe-the-hype
2.3 Pre-Production problems cause delay in Shipment.
All kinds of living species tend to interact with their race through some communication
mechanism which is not perfect. So, it gives birth to the phenomenon of communication gap
which can be interpreted as the difference of what the Sender (Speaker) is trying to express
and the Receiver (Listener) understands. Communication is a two way process which is
comprised of the proper sending of some information and complete receiving and
understanding of that information on the other side. Plenty of things happen to come into the
way of communication, making a difference between the sense that was spoken and the sense
that was understood i.e. communication gap. Let’s talk about the stimuli that initiate this Gap,
the Problems it creates and finally how to overcome this hurdle.
International Textile and Apparel Association (ITAA) Annual Conference Proceedings
Based on analysis of data from 20 interviews four key themes emerged: (a) the outcomes of
the apparel product development process are similar, yet vary depending upon company size
and type (b) the business size impacts the type of communication tools used, (c) all companies
use a document package, and it varies based on company size and product, and (d)
communication is the most common challenge throughout the process.
Source of information presented above is
https://www.researchgate.net/publication/292592931
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Major Causes of Waste in Information Flows
Dependent Decision Cycles – This relates to the inability of key decisions to be made or key
operations to start prior to the receipt of one or more key data flows from another part of the
process.
Push-Pull Conflicts – These occur as a result of incongruent dataflow triggers between two or
more sequential parts of the process. An example would be a document pushed by the
originating department into the in-tray of the recipient department without any type of signal
to the recipient decision-maker that the document was available.
Complex interfaces with External Entities and Suppliers – Unlike the physical replenishment
process where the organization typically interacts on a one-to-one basis with a supplier, the
information domain often reflects a complex interface with its suppliers. As an example, a
manufacturing operation could be involved with coordinating information flows with four
primary suppliers, including a manufacturer of an own-brand product, a design agency, a
reprographic agency, and a printer/supplier of carton packaging. This complexity could be
further exacerbated by a mutual dependency between the suppliers.
Bottleneck Functions and Inappropriate Capacity Planning – When an administrative process is
viewed as a production system it can be seen to be composed of a series of work centers with
varying capacities. Inevitably, one or more of these work centers or departments or functions
will form a bottleneck, which is often neither recognized nor managed effectively. Time wasted
at a bottleneck is time wasted by the whole system.
Lack of Standard Work Practices and Document Control – The application of standard work
practice and document control serve to minimize the cost of controlling the system and to
facilitate the audit. However, even where these standards and controls exist, it is not
uncommon to find unofficial means of getting around them. These attempts to work around
standards and controls generate waste.
Myopic Corporate Prioritization Procedures – This waste occurs when corporate prioritization
procedures are based upon decentralized function and/or departmental priorities rather than
on higher level corporate priorities. Decisions might have little or no objective criteria and
might be based on “who screamed the loudest?” This inevitably results in waste.
12
https://www.leanaccountants.com/2010/09/identifying-the-major-causes-of-waste-in-
information-flow-can-help-improve-supply-chain-operations.html
Coordination and its importance for smoother order processing, 2013 by Vasant R Kothari
Communication and coordination are vital in streamlining goals and ensuring the time lines.
Effective coordination will result into successful and smooth order processing. Generally it has
been seen that shipment delay is only result of poor coordination of merchandiser with other
department. To coordinate with factories buyers arelargely depends on factory
merchandisers. By increasing knowledge sharing, communicating best practices and
developing functional coordination platforms, merchandisers can place themselves in a better
position to create plans and execute the same as per requirement. Proper communication will
result into good impression on buyer while good coordination may results into more order
flow.Coordination makes the merchandiser an indispensable unit not only in the garment
export cycle but the entire supply chain of fashion."
https://www.textiletoday.com.bd/coordination-and-its-importance-for-smoother-order-
processing/
INDUSTRIAL PSCYCHOLOGY - 2015 Edition by Milton L. Blum & James C. Naylor

Communication In Organizations
It is probably safe to state that communication is one of the most basic processes in
organisations. Indeed in any type of cooperative enterprise would seem to require
communication in some form, even if it is some type of nonverbal communication system. The
task of studying the characteristics of real-life communication patterns, systems, procedures,
etc., in any large-scale organisation can be an exceedingly difficult and complex task. There are
a number of techniques which have been used for studying organizational communication –
each with its own peculiar advantages and its own share of disadvantages.
“Living-In” Procedure
13
As the name implies, the experimenter becomes an observer who actually joins and attempts
to become part of the organisation under study. He tries to establish himself as an accepted
member of the group so that his presence will not be perceived as an “alien“ outside influence
which could itself have a biasing influence on the behaviour of the system under study. While
the method has merit, it is obviously very time consuming. Days, weeks, and even months may
be required before thegroup membders become adapted and at ease in the presence of the
observer, and, therefore, begin to behave as if he were not there.
Indirect Analysis
This method studies communication by using other, more easily observed measures as a base,
and then inferring from them how much communication takes place between various
organizational units. For example, one approach is simply to obtain measures (using logs or
self-reports) of how much time various unit spends with each other .If one then makes the
assumption that those units which spend the most time together also communicate the most
together, one can develop a picture of the communication structure of the organisation.
Unfortunately, these indirect measures provide little insight into the content of the
information itself.
Duty Study
In the duty study method, the experimenter or observer selects a particular spot or location in
the network and station himself there to observe all communications which flow past this
particular point. In this method a great deal of information can be obtained about the
content, quality, and quantity of information at any selected point, but one gets no
information about the overall pattern of information flow in the organisation.
Cross-Section Analysis
Cross-section analysis is in a sense the opposite technique from duty study. This method, at a
given moment in time, draws a sample of communications from points throughout the entire
organization. Thus, at 10:15 am the experiment team might walk into the situation and collect
and/or record all communication taking place at that moment. By doing this a number of times
at unexpected intervals, a random sample of communications may be obtained which would
provide an overall picture of the communication pattern and also provide some indication of
the type and content of information flow at each point in the system.
14
Ecco Analysis:
The term ECCO is an abbreviation for “episode communication channels in organization”. This
method was first proposed by Davis (1953), It is simple in that it focuses on a particular piece
of information and watches it progress throughout the entire organization until it reaches its
terminal point. The information can be experimentally inserted at any point and subsequently
followed, or one can observe regular information units that are part of the daily routine. The
advantage of this method is that not only does it provide information about the
communication pattern, but it also gives information about time delays, points of blockage,
etc.
5 Reasons that fail production plan and cause shipment delay - December 26, 2011 by Prashant
Sarkar
 Product development and sampling
Product development and sampling stage fall under pre-production processes. Other pre-
production processes include sample approvals, finalising vendors and cost negotiation with
raw material suppliers. Most of the factories do not consider including development stage
schedule under plan. It results in no control on pre-production processes. It goes long and
long. When sample approval gets delayed, consequentially ordering of trims and fabric get
delayed. A complete plan is done when you include sampling plan under your planning. Out of
total lead time most part is consumed by pre-production functions. As a result, planned cut
date (PCD) gets postponed.
 Delay in sourcing of raw material
 Inferior quality of sourced goods
 Production Urgency
 Delay from sub-contracting jobs
https://www.onlineclothingstudy.com/2011/12/5-reasons-that-fail-production-plan-and.html
15
The Current Reality of Production Planning and Control Department in Apparel Industry
March 23, 2011 by Prasanta Sarkar
Production Planning and Control (PPC) department is one of the most important departments
in a manufacturing company. What I have seen during my visit to factories that many of them
do not have PPC department. Though, I think there might be someone appointed for the
planning work with a different profile name.
In most of the small size factories the owner or director himself or herself does the planning
task. It has both positive and negative impact on the lead time, on on-time process completion
and job responsibilities of the employees. Many times, delays start in planning stage and work
allocation to the respective employees. In this situation employees can’t do anything as
because Mr. Director is responsible for the delay in the beginning.
Few companies have complete set up of PPC department but they have no power to put
pressure on pre-production departments, like merchandising and fabric sourcing, instead of
just keeping records and doing planning on paper and in their computers. Many times, it was
also seen that PPC personnel was not aware about the actual happenings on the shop floor.
This is because production team do not committed to provide them real time information. It
results poor re-planning and shuffling of newer orders. This also affect in computing of actual
available capacity for the coming weeks. More than that the PPC personnel sometime don’t
even aware what product is running in lines.
When I ask production managers that how they plan their production timeline and what is
actual production capacity of their lines for different product. Every time I had got similar short
and simple answer – on the basis of their 15 years experience?
What is the reason of the shipment delays? Manager’s quick answer will be delay due to late
fabric sourcing. Or delay in approvals from merchandising side.
The above reality is confirming that production planning department in the apparel industry is still
very weak. Companies continuously targeting for improvement in lead time, reduction in
production cost but these will not improve until factories control its production planning and
control department. Factories must have professionally strong PPC department. Effective
communication of PPC personnel is very important.
16
Two important principle of getting work done on time is as following.
While you delegating any work to somebody it is your responsibility to tell them exactly what
outcome you want and when you want it. Tell them, show them and check their understanding
whether they understand your requirement or not.
Similarly when you are taking any work from others you should ask for when they want work.
https://www.onlineclothingstudy.com/2011/03/current-reality-of-production-planning.html
17
2.4 Lean Wastes involved in Pre-Production.
The 8 Wastes of Lean

Transport - Waste in transportation includes movement of people, tools, inventory,
equipment, or products further than necessary.
Inventory - In-office inventory waste are files waiting to be worked on, customers waiting for
service, unused records in a database, or obsolete files.
Waiting - In the office, waiting waste can include waiting for others to respond to an email,
having files waiting for review, ineffective meetings, and waiting for the computer to load a
program.
Overproduction - In an office environment, overproduction could include making extra copies,
creating reports no one reads, providing more information than needed, and providing a
service before the customer is ready.
Over-processing - In the office, over-processing can include generating more detailed reports
than needed, having unnecessary steps in the purchasing process, requiring unnecessary
signatures on a document, double entry of data, requiring more forms than needed, and
having an extra step in a workflow.
https://theleanway.net/The-8-Wastes-of-Lean
Human error and miss communication in recording. Proper planning can erase a problem swiftly.
There is a proverb “A stitch in time saves nine.” If a simple problem is not being solved at the
initial stage, it will make great suffering at the end of the day. Even miss communication or a
simple error in data recording can make a big trouble later. Factory should practice sound data
recording system to erase human error or miss understanding. Thus, nowadays factory are willing
to set up a manual or computerized data recording system that are very fruitful for effective
planning."
18
2.5 Role of Technology in reducing Pre-Production problems.
Communication is one of the most cited challenges within this process (Curwen, Park, &
Sarkar, 2011). CEOs prioritizing the strategic importance of mobile technologies are driving
a revolution in manufacturing today. Designing mobility into new production strategies,
processes and procedures is bringing greater accuracy & speed to production centers.
Augmenting existing processes with mobility is delivering solid efficiency gains. The net result
is greater communication, collaboration and responsiveness to customer-driven deadlines and
delivery dates than has been possible before. Manufacturers are staying away from BYOD on
the shop floor due to security, scalability and support challenges. Instead, the focus is on how
to standardize on industrial-grade mobile devices including tablets designed for manufacturing
environments. Replacing manually-intensive inventory management systems with enterprise-
wide mobile inventory tracking, traceability and reporting systems. An aerospace
manufacturer producing mid-range personal and commercial aircraft is using an enterprise-
wide mobile inventory tracking, traceability and reporting system. This manufacturer has
worked so closely with the Federal Aviation Administration (FAA) they can now report
production status to the work instruction level electronically, saving thousands of hours a year
in government-mandated reporting paperwork. Mobility is saving this manufacturer thousands
of hours and dollars a year. Monitoring production workflow performance using dashboards
accessible from mobile devices. A build-to-order engine manufacturers in the rust belt of the
United States found that to complete just one customized engine, the entire order traveled six
miles inside the building. By integrating mobile-based systems to provide real-time updates
and propagate data through the production center, four miles was trimmed off the typical
order workflow, saving two weeks of production time. Reducing Field Service call cancellations
and delays by accurately communicating parts and staffing requirements. There is nothing
more frustrating from a customer’s perspective than waiting for a field service technician to
show up, only to find they don’t have the necessary parts or were told the problem was
completely different than the one that needs to be solved. Cloud-based mobile platforms show
significant potential here. Combining emerging mobile platforms with service optimization
apps, manufacturers can get the right technician to the right customer problem with the right
parts the first time. Making Manufacturing Intelligence the new normal in production
operations. The CFO at a well-known auto parts manufacturer told me recently that her
19
greatest challenge is taking shop floor data and interpolating it to financial results fast.
Mobility is helping with the data collection, and this manufacturer is using advanced pattern
detection and predictive analytics to get in front of production cost trends. Their financial
models also include cost analysis, cost formulation tools, cost and defective monitoring
analysis and comparative financial analysis tools. All of these can be accessed from a secured
tablet by her and her staff anytime.

https://www.forbes.com/sites/louiscolumbus/2015/04/20/10-ways-mobility-is-evolutionizing-
manufacturing/#14503ac14315
Large
Firm size
Small
0 Low Agency Costs High
Figure 2 : Firm size vs cost
Agency costs are the costs of managing a firm’s employees. IT reduces agency costs making
management more efficient. Fewer managers are needed to manage employees. IT makes it
possible to build very large global firms and to run them efficiently without greatly expanding
management. Without IT , very large global firms would be difficult to operate because they
would be very expensive to manage. TASK
TECHNOLOGY PEOPLE
Figure 3: Four components
20
Implementing information systems has consequences for task arrangements, structures, and
people. According to this model, to implement change, all four components must be changed
simultaneously.
Understanding organizational resistance to change:
Information systems inevitably become bound up in organisational politics because they

influence access to a key resource-namely, information. Information systems can affect who
does what to whom, when, where, and how in an organization. Many new information
systems require changes in personal, individual routines that can be painful for those involved
and require retraining and additional effort that may or may not be compensated. Because
information systems potentially change an organization’s structure, culture, business
processes, and strategy, there is often considerable resistance to them when they are
introduced.
There are several ways to visualize organizational resistance. Leavitt (1965) used a diamond
shape to illustrate the interrelated and mutually adjusting character of technology and
organization. Here, changes in technology are absorbed, deflected and defeated by
organizational task arrangements, structures, and people. In this model, the only way to bring
about change is to change the technology, tasks, structure, and people simultaneously. Other
authors have spoken about the need to “unfreeze” organizations before introducing an
innovation, quickly implementing it, and “refreezing” or institutionalizing the change (Alter and
Ginzberg, 1978;Kolb, 1970).
Because organizational resistance to change is powerful, many information technology

investments flounder and do not increase productivity. Indeed, research on project
implementation failures demonstrates that the most common reason for failure of large
projects to reach their objectives is not the failure of the technology, but organizational and
political resistance to change. Therefore, as a manager involved in future IT investments, your
ability to work with people and organizations is just as important as your technical awareness
and knowledge.
Implication for the design and understanding of information systems:
21
To deliver genuine benefits, information systems must be built with a clear understanding of
the organization in which they will be used. In our experience, the central organizational
factors to consider when planning a new system are the following:
 The environment in which the organization must function.

 The structure of the organization: hierarchy, specialization, routines, and business
processes.
 The organization’s culture and politics.
 The type of organization and its style of leadership.
 The principal interest groups affected by the system and the attitudes of workers who will
be using the system.
 The kinds of tasks, decisions, and business processes that the information system is
designed to assist.
Management Information System (managing the digital firm) by Kenneth c. Laudon & Jane P.
Laudon (12th edition, 18th June 2017)
22
2.6 The New Industry 4.0 (IOT)
Digitalization in the apparel manufacturing process by University Utrecht
“Digital transformation describes the fundamental transformation of the entire business world
through the establishment of new technologies based on the internet with a fundamental
impact on society as a whole” (Schallmo & Williams 2018, p.10).
Industry 4.0 facilitates the horizontal and vertical system integration. Apparel manufacturers
can also benefit from the system integration since, companies, departments, functions and
capabilities are becoming a more interconnected network, “as cross-company, universal data-
integration networks evolve and enable truly automated value chains” (Rüßmann et al. 2015,
p.6). The implementation of Industry 4.0 leads to an effective collaboration among the
consumers, activities, manufacturing and logistics worldwide (Wang et al. 2016). The Industrial
internet of things (IIoT) is a network of devices with local intelligence, which is able to
interconnect and operate not only with one another but also with centralized controllers
(Rüßmann et al. 2015; Kadir 2017). The network of the IIoT contains artificial intelligence, Big
Data technology, sensors, automation technologies and machine to machine communication
(Kadir 2017). In the apparel manufacturing integrating the interconnected network it makes
the production process more agile and controlled (Vaidya et al. 2018).
New digital technologies are constantly transforming our everyday life as well as the business
world. Dynamic Capabilities is a key asset of a firm in order to deeply understand and integrate
into the new digital era. Having mechanisms to identify and exploit innovation, research and
development and analyzing the surrounding environment are important to sense the benefits
that new technologies might offer to the company. Furthermore, it is crucial for a firm to
redesign its business model, arrange alliances, upgrade and encourage the creative thinking of
its employees in order to seize the sensed opportunities. The transformation and
reconfiguration of its tangible and intangible assets is the last significant step for a firm to gain
a competitive advantage and enhance its performance in the digital era.
The apparel industry is one good example where digital transformation is radically reshaping
the way enterprises use technologies to enhance their performance and survive in this fast-
changing world. But how Dynamic Capabilities can influence the digital transformation of an
apparel firm? The purpose of this research study is to recognize the role of the Dynamic
23
Capabilities in the digital transformation of seven different apparel manufacturing firms in
Greece so far. A qualitative case study was applied to provide insight into the implications of
the digital transformation in the apparel industry and to examine in depth the role of each
aspect of Dynamic Capability and its influence. The data was collected from semi-structured
interviews and complemented with secondary data collected from online databases and
reports.
The results show that Greek apparel manufacturers have limited awareness of the digital
technologies. They have the mechanisms to identify how the new digital era can influence
their performance and transform its structures to gain a competitive advantage. Nevertheless,
due to the financial situation in Greece, there is a slow pace of this transformation. At the
same time other international large-sized firms have already undergone a digital
transformation in its manufacturing process having gained the advantages from it.
The current research has some limitations regarding the sample size and case selection. In this
research, it is shown that there are indications that large-sized apparel firms have already
experienced fully digitalized transformation and have already obtained a competitive
advantage. Further research on international apparel firms and medium and large-sized firms
will provide a broader insight of how apparel industry is facing the digital transformation and
more specific information on the influential role of the Dynamic Capabilities on this transition.
employees are encouraged to communicate their ideas and their problems without
censorship. Direct communication 39 between the employees and the Management is
Company’s basic philosophy. Employees involvement in the decision-making process is a focal
point for the smooth operation of the company.”
Levi Strauss & Co not only invest in Big Data and Business Intelligence tools, but also in the
Internet of Things.
Firms should create the necessary communications and infrastructures to successfully

understand and manage data and real-time information that will benefit the construction of
new business models and therefore the attainment of the competitive advantage.
24
3. Methodology
3.1 Root Cause Analysis
3.2 Summary of the root cause analysis
3.3 Study of the current system followed
3.4 Information Flow Study
25
Project methodology:
i. Observation of the process.
ii. Study of the time taken in pre-production processes.
iii. Studying and understanding of the current manual (verbal) system followed.
iv. Studying the whatsapp group currently used for information transfer.
v. Making of an application based on the requirement of I.E..
vi. Implementation of Prototype.
vii. Analysing.
viii. Changing for Improvements.
ix. Re-analysing
x. Final Approval.
Time and Action Calendar:
 Week 1 - Induction
 Week 2 - Observation
 Week 3 – Studying of the Topic Background
 Week 4 - Studying and understanding of the current manual (verbal) system
followed.
 Week 5 – Data Collection
 Week 6,7,8 - Making of an application based on the requirement of I.E..
 Week 9 - Implementation of Prototype.
 Week 10 – Making Users understand how to use the Application
 Week 11 – Analysing Problems
 Week 12 – Changing the system if required
 Week 13 – Collecting Results
 Week 14 – Documentation.
26
3.1 Root Cause Analysis
3.1.1 Brain Storming 3.1.3 Fish-Bone diagram

3.1.2 Why Why Analysis 3.1.4 Affinity diagram
3.1.1 Brain Storming
Poor
interdepartmenta
l relationship
Piling up a work
Too many style Unorganised
changeovers layout
Lengthy Less Poor planning

operations motivated Insufficient
operators cutting output
More machine Higher defect

Poor
shutdown rates
Ergonomics
Less skilled Frequent breaks

operators Lower
Productivity
wrong needle
selection
Poor Complex styles Low efficient

High
supervision machines
percentage of
absenteeism
Mistakes due to
Frequent manual
Late fabric
reworks working
arrival Miscommunication
Delayed PCD Underutilisatio

No monitoring
n of technology Unsatisfied
of pre
operators
production
Figure 4: Brain Storming (Root cause Analysis) processes
27
No SOP
3.1.2 Why Why Analysis
LOWER
PRODUCTIVITY
OPERATOR MANAGEMENT
ISSUES ISSUES
ERGONOMI
C ISSUE MATERIAL MAINTENANCE
UNAVAILABILIT ISSUES
UNSKILLED DISSATISFACTI Y
ON
MORE
LESS NO LOADING MACHINE
MOTIVATION FROM CUTTING DOWNTIME
TAKING MORE
TO SEWING DELAYED
TIME THAN
REWORK DEPT MAINTENANCE
ALLOTED
S
PERSONA
NO
L ISSUES
APPRECIATIO COMMUNICATI
N ON ISSSE
STORE-
CUTTING NO
LOADING
FABRIC
WRONG FABRIC WASHING
UNAVAILABILITY
DELAY
NOT COMMUNICA
COMMUNICATI AVAILABLE TION ISSUE
ON ISSUE FROM
WEAVING
Figure 5: Why Why Analysis (Root cause Analysis)
28
3.1.3 Fish-Bone Diagram
MISCOMMUNICATIO
N CONFLICTS IN
MAINTENANCE MANAGEMENT DEPARTMENTS
OPERATOR
LESS FREQUENT POOR PLANNING

UNTRAINED BREAKDOWN
MOTIVATED
MISCOMMUNICATI
LESS EFFICIENT ABSENTEEIS LOW EFFICIENCCY ON
M LOW
PRODUCTIVITY
LESS IN
LENGTHY DELAYED
QUANTITY QUALITY
ARRIVAL
ISSUES
MISCOMMUNICATIO
COMPLEX DEFECTED UNSKILLED
N
OPERATORS
HIGH DEFECT
FABRIC
OPERATION RATES
MISCOMMUNICATION
Figure 6: Fish-Bone Diagram
29
3.1.4 Affinity Diagram
LOW PRODUCTIVITY
MANAGEMENT OPERATOR MACHINE DEFECT RATES
Inter Departmental Unskilled More Downtime Quality Issues

Conflicts Due To
Absenteeism Irregular Miscommuni
Maintenance cation
Miscommunication
Demotivation
Wrong Fabric
Over Utilization
Poor Planning Handling
Lack Of
Training Miscommunicati
Less Monitoring Of Wrong Needle
Pre Production on And Thread
Turnover Usage
Processes
Figure 7: Affinity Diagram
30
3.2 Summary of root cause analysis
Every apparel industry includes employees at different levels working together. We can divide it to
two divisions, One, Managerial Level Two, Operator Level. The “Managerial Level” constitutes of
General Managers, Managers, Assistant Managers, Planning heads, and further more. These
people will plan and help Operators execute the production processes. They are also responsible
for the monitoring of a plan so that at the last moment there are no unsolved problems left.
Management is responsible for any Pre-Production problem because operators’ involvement in
the process is very less.
In an apparel industry the management constitutes of a large number of people of different

departments who are specialised in the work they do. There are departments like Merchandising,
Planning, I.E., Sampling, Quality, Cutting, Production, Washing, Finishing, Maintenance, etc. These
people are dependent on each other for the production of a garment or otherwise said
completion of an order. Thus if any of these departments are not able to complete their process
the whole thing has to suffer. Thus it is very necessary that departments work efficiently and on
time. It also becomes very important for the management to properly communicate the details
involved in the process. Most importantly if the buyer is a loyal one. The difficulty level increases if
the industry is huge and continuously dealing with different orders. When an industry is huge the
number of people and departments increases so human error also rises.
While doing the root cause analysis of the problems in Production process it is found that
inefficient Pre-Production is one of the main reasons which gives rise to many other problems in
the production line. In almost every step communication gap or miss communication is a reason
that most problems that occur in Pre-Production. Also because the company mainly focuses on
achieving the shipment date rather than solving the common problems that arise in other orders
as well does not have long term impact. Immediate solutions are the not the way out for solving
common problems.
31
3.3 Study of the current system followed
The Pre-production process is fully dependent on the managers and their decisions. All the departments
have managers who coordinate among themselves to complete the pre-production process. This
coordination is usually done through verbal communication.
Individual departments’ involvement in the process becomes very important.
Inefficient Pre-Production is one of the main reasons which gives rise to many other problems in the
production line. The examples that can be given are plan cut date that is not being achieved because of the
delay in sample approval or delay in washing.
In almost every step communication gap or miss communication is a reason that most problems that occur
in Pre-Production.
Beximco as an industry is huge and has different buildings of different departments so it is usually through
mails, phone calls, and other social media messaging apps that they communicate. Most of the time these
emails are seen after a time, so if urgent attention has to be taken, it is done through phone calls. The
Merchandising department is the one to make the Time and Action Plan and send the required documents
like Tech Pack to the Planning department. Merchandisers are also responsible for sending the Plan Cut
Date to the Planning. Other than these two processes all other processes are being planned by Planning
department and executed by the other departments. So, it becomes necessary for the Planning
Department to plan well and other departments to execute the processes as per planned. Any of these
processes, if not done properly, will affect the Pre-Production. Planning department currently does the
planning, but monitoring is difficult by staying in one building because all the other departments are
outside. Sometimes message that is conveyed by the Planning to other departments are left unseen or
unaddressed due to problems of their own. So, it becomes necessary to keep a check on the processes that
is needed to be done, or it may become a very big problem afterwards and is difficult to be taken care of.
Merchandiser is the interface between Buyer & production team. Department is responsible from order
analysis to shipment. The merchandiser’s role is to oversee the order right from the time the order is
received from the buyer till calculating the account profitability and shipment. A garments merchandiser in
order to complete the order coordinates with buyer, various departments within the organization,
suppliers, and job worker’s logistics outside the company. BEXIMCO majorly caters to following buyers from
different countries. In Beximco, Different teams are designated for different buyers with one general
manager headed by continent head.
32
Figure 8: Tasks to be overviewed by merchandiser for one buyer
Sampling of garments is given great emphasis. It determines the approval of future orders from
buyers and fetches business for a garment manufacturing or export company. Sampling is one of
key elements of the pre-production processes in a garment industry. Before a manufacturer
produces bulk orders, a prior sampling of styles is done to get approvals and jumpstart the
fabrication of garments. There is a separate Centralised sampling department in Beximco which
deals with sampling procedures and deals with merchandisers and production team for all the unit
under Beximco.
Proto Sample
Development Sample
Centralised Sampling
department
Fit Sample
Pre Production Sample
Size set sample
CFDL Level-1 sampling

Top Sample
department
Shipment Sample
Figure 9: Types of Samples being handled by sampling department
33
Sampling Activities:
Merchandiser
gives tech pack Makes basket
and sample Bag man Search
fabric and trims with marker
request form to and fabric
planners according to
specification
Handovers the
Planners read basket with
and Planners gives marker and
understand patterns and fabric to cutting
the tech pack tech pack to supervisors Merchandisers
bag man send the
Planners give Handovers the sample to
tech pack and Final patters basket with trims, buyers
details to pattern are handed cut panels and
makers over to tech pack to Planners gives
planners sewing the sample to
Pattern makers supervisors merchandisers
make the Markers are
then given for After sewing,
patterns and
printing using samples are
markers on Samples are
plotters then checked,
lectra handover to
washed and
planners
finished
Figure 10: Different sampling activities done by sampling Department
34
Central planning
The central planning department of Beximco is responsible for planning of the production of every
style by reviewing its feasibility and available capacity of all the 6 units of Beximco.
The apparel planning of all the 6 units under central planning is being headed by Mr. Shirish Gupta
(Sr. Manager) and Mr Nalinda (Planning Manager).
MQM (Machine Queue Management) software is used by planners for scheduling of various DPI
(order)
Start of production Set fabric Freeze plan

plan by creating requirement as 6 capacity plan
Drafting of sewing and cutting days before finalized sent
business Plan DISPO- smv and yy cutting start date to factory
within 24 hours of
order receiving
Receive plan
Merchandiser Perform scheduling creation and
receives order Planner downloads on MQM system approval
confirmation mail daily reports of a new (update thrice (decided on
(PO details) & modified order daily) delayed order)
(Planning Head to
ensure)
Assign line as Final MQM
DPI (data tex schedule (
Performa invoice) per the factory
selected in production
booking Updating booking floor finalised )
DISPO
(Merchandiser) status board
if any problem
occurs then again If not then
Generate an inform dispo maker Monthly plan
article according to modify dispo- issued in three
DISPO number again start fabric
to YY (fabric creation ways
consumption) dispo creation
Figure 11: Detailed process flow of Central Planning
35
Washing Department
Garments pass through various handling processes, which may render them dirty and stain,
thereby reducing their aesthetic appeal. To restore this aesthetic value, they are subjected to
cleansing process like washing and dry cleaning (PERC). Garments are sent for washing by the
production department as per the buyer’s requirement. Normally the fabrics are not asked to go
for wash by the buyer. Whether the fabric department may internally sent it a number of other
reasons.
Washing Plan Recipe Sample Garment

and schedule creation washing/dyeing Receiving
Bulk Dry
Pre wash batch
washing/Dyei processing (if
inspection preparartion
ng required)
Post wash Re wash if Garment

inspection required Dispatch
Figure 12: Detailed process flow of Washing Department
36
Finishing Department
The process of making garments ready for packing process after they are received from washing or
sewing section by cutting loose threads, ironing . label attaching etc. and performing related
leading to achieving desired getup.
The main objective of finishing process is to perform finishing operations and make all garments
received from washing or sewing line (in case of non-wash) ready for packaging as per the buyer
requirements within the stipulated time.
Quality Department
The quality department is headed by Mr. Ashoka, Quality Manager. The job of this department is
to ensure that the garment should meet all the quality specifications. This department is further
divided into Quality Assurance department which includes all those planned and systematic
actions necessary to provide adequate confidence that a product or service will satisfy given
requirements for quality and Quality Control department whose responsibility is to look after all
the activities undertaken to fulfil requirements of quality.
The quality checkers are trained as soon as the new style arrives in the factory about how they are
to check the garment.
37
38
Figure 13: Information flow diagram
39
 The first step is that Merchandising sends the Production File sent to the Planning
department. This will be done on Day 1 of the start of a process.
 The second step is that Planning department has to Plan the pre production in the same
Day 1 of the process.
 The third step is that the Planning department has to send the production file to all the
other departments on the same day that is Day 1 itself.
 Then the next step is that Store has to check if the fabric is available or not check in
between Day 1-2
 The Store will also check if all the trims are available within Day 1-2
 When the Fabric is available Fabric Processing 6 Fab pro makes shrinkage report Day 1-2
 The next step is that Cad department makes the patterns within Day 2
 Then Cutting department gives requisition to cad for pattern within Day 2-3
 Then Cutting department gets the patterns within Day 2-3
 Then Cutting department Cuts fabric for sampling within Day 2-3
 Cutting department then sends cut pieces to sampling within Day 3
 Sampling department Starts size set within Day 3
 Then Sampling departments sends sampling to washing within Day 4
 Then Washing departments washes Size set samples washed within Day 4
 Then Quality Checks quality on Day 5
 Then Quality Asks Cad to change Patterns on Day 5
 Then Planning Calls for PPM on Day 5
 Merchandising does the Final Commenting on Day 5
 Then Pilot Run happens on Day 6
 Samples are send to washing on Day 6
 After Washing is Done on Day 7
 Quality has to do the Final Check on Day 7
 Then the production starts.
40
4. Data Collection
4.1 Style Tracking
4.2 Study of the call register
4.3 Questionnaire
41
4.1 Style Tracking
Order/Style 1 Order/Style 2
Country of buyer India India
buyer Arvind Lifestyle Brands Arvind Lifestyle Brands
Garment description: Shorts(BAY IL AW16ST0120) Trouser(AW16ARROW INTELO)
Fabric details - Knits/wovens/solid dyed/yarn dyed/print* Woven printed Woven
Fabric description: Twill Gabridine(wrinkle Free)
Order quantity/original delivery date: 1244 1350
Date Date
Activity Description On/From To Remarks On/From To
1 ORDER CONFIRMATION 31-05-2018 14-05-2018
2 BOM RELEASED DATE FOR FABRIC 03-06-2018 18-05-2018
3 BOM RELEASED DATE FOR TRIMS 03-06-2018 18-05-2018
4 BOM RELEASED DATE FOR PACKAGING TRIMS 03-06-2018 18-05-2018
5 FABRIC EX MILL FROM INDIAN MILLS 03-06-2018 18-05-2018
6 FABRIC EX MILL FROM OVERSEAS MILLS 08-06-2018 23-05-2018
7 FABRIC PURCHASE ORDER 08-06-2018 23-05-2018
8 TRIM PURCHASE ORDER 03-06-2018 18-05-2018
9 PACKAGING TRIMS ORDERED 08-06-2018 23-05-2018
10 FABRIC INHOUSE 13-07-2018 27-06-2018
11 TRIMS INHOUSE 13-07-2018 27-06-2018
12 PACKAGING TRIMS INHOUSE 13-07-2018 27-06-2018
13 FIRST FIT SAMPLE INDENT DATE 06-07-2018 20-06-2018
14 FIRST FIT SAMPLE SUBMISSION DATE 07-07-2018 21-06-2018
15 FIRST FIT SAMPLE APPROVAL DATE 08-07-2018 22-06-2018
16 SECOND FIT SAMPLE INDENT DATE 09-07-2018 23-06-2018
17 SECOND FIT SAMPLE SUBMISSION DATE 11-07-2018 25-06-2018
18 SECOND FIT SAMPLE APPROVAL DATE 12-07-2018 27-06-2018
19 INITIAL YARDAGE INHOUSE DATE 12-07-2018 27-06-2018
20 INITIAL TRIM INHOUSE DATE 12-07-2018 27-06-2018
21 PP SAMPLE INDENT DATE 14-07-2018 29-06-2018
22 PP SAMPLE SUBMIT 20-07-2018 05-07-2018
23 PP SAMPLE APPROVAL DATE 22-07-2018 07-07-2018
24 WORK ORDER RELEASE 25-07-2018 09-07-2018
25 SIZE SET START DATE 26-07-2018 11-07-2018
26 PP MEETING 28-07-2018 13-07-2018
27 FPT SUBMIT 30-07-2018 15-07-2018
28 FPT APPROVAL 04-08-2018 20-07-2018
29 GPT SAMPLE INDENT DATE 06-08-2018 22-07-2018
30 GPT SAMPLE SUBMISSION DATE 09-08-2018 25-07-2018
31 GPT SAMPLE APPROVAL DATE 06-08-2018 22-07-2018
32 PCD 13-08-2018 29-07-2018
33 TOP SAMPLE SUBMIT 20-08-2018 04-08-2018
34 TOP SAMPLE APPROVAL 26-08-2018 12-08-2018
35 PACKING LIST REQUIRED 01-09-2018 17-08-2018
36 FINAL INSPECTION DATE 02-09-2018 18-08-2018
37 EX-FACTORY 03-09-2018 19-08-2018
Activities starting with "duration" please fill two columns, i.e. start and finish date
Activities marked with light green colour is mandatory
Activities marked with light yellow is applicable for iterations i.e. in case of rejection
Only actual date to be filled up
For orders with multiple fabric colours: fill up for any one colour as approval may
happen at different dates
Please do not fill up for repeat orders (where lot of above activities are not required)
The total completion of the Pre-Production takes around 3 to 4 months. Two Orders are being
tracked here. Both the orders are of Arvind, India. No of departments involved in this process is
thirteen.
42
4.2 Study of the call register
Summary of the call register data collected:
for 1 factory
For 1 person for 20 people
total secs invested in calls in 1 week 10442 208840
total mins wasted in 1 week 174.0333333 3480.666667
total mins wasted in 1 year 8353.6 167072 min/year
As the minimum call rate available in
bangladesh is 1 paisa per sec then a
total of 9993 paise is invested in a for an
week i.e., 104.42 taka year 5012.16 100243.2 Taka/year
Table 1: Call register Summary
43
4.3 Findings of the survey
The questionnaire was designed to find out problems faced in pre – production activities. The
target people are the people working in PPC department. The questionnaire was sent to 11
industries (8 from India and 3 from Bangladesh).The result of the survey were as follows:
 When asked how many hours do they spend on official calls, messages and emails per day,
survey says 36.4% people reported more than 3 hours, 36.4% people reported 2 to 3 hours,
18.2 % people reported 1 to 2 hours and 9.1% people reported less than an hour.
 When asked do they think that there is a need for such a system which monitors pre –
production activities in detail, 87.5% of the people surveyed said yes while 12.5% people
said no.
44
 When asked to tick the problems faced in pre –production activities, 92.3% people said
miscommunication, 36.4% people said sending and checking unlimited number of e- mails,
36.4% people said calling and receiving unlimited number of calls, 36.4% people said
holding unnecessary meetings , 63.6% people said time taken in physical reporting is a
problem.
 When asked that does poor pre-production or miscommunication of any call out related to
a particular style leads to quality issues on the production floor, 90.9% people said yes and
9.1% people said no.
45
 When asked that do they think poor pre-production and poor communication of the pre –
production activities lead to productivity loss on the production floor, 100% of the people
surveyed said yes.
 When asked how many times because of delay at the pre-production stage their PCD gets
postponed, 45.5% people reported 10% of the time, 36.4% people reported 20% of the
time and 18.2% people reported 30% of the time,
46
5. Application
5.1 Designing of the front end

5.2 Making of the application
5.3 Implementation
47
5.1 Designing of the Front End
Figure 14: Login page
Settings option consists of different

options such as change password, send
Figure 15: First page of application with application
and view messages, etc.
name before log in
Figure 14: Settings tab
48
On clicking on the bell icon one gets
the notifications which tells about
Meetings, messages, etc
Figure 17: Notification tab

Figure 18: Home screen format for every
department that logs in MOPLAPP
On clicking on the send message in

settings one can send message to
different departments by simply typing
the message and selecting the
department.
Figure 15: Messaging tab

49
After doing login in merchandising
One can view the messages sent to
department, one can see this screen
him by different departments by
which consists of running orders and
clicking on the view message option of
different activities
settings
Figure 20: After clicking on view message tab in Figure 21: Home screen of merchandising
department
settings tab this screen appears
By clicking on the production files By clicking on the + sign present on the

button, one can see different styles previous screen, one can add various
and their plan cut dates orders and their plan cut dates.
Figure 163: Merchandiser enters Style name and

production file sending date here
50
Figure 22: Merchandiser can see the Style name
and production file sending date here
When logging in planning department After clicking on production files
this screen shows button one gets this on screen which
consists of various styles and their plan
cut dates
Figure 25: Production file names and file sent date

tab
Figure24: Home screen of Planning department
After clicking on the production file

name written in the orders tab this
screen appears with detailed pre
production activities to be performed
where automatically forward planning
is done and if required planner can
make changes.
Figure 17: Planning tab 51

By clicking on the dashboard one can On clicking the orders one can add
view the order detail as well as which details and plan the activities
style is in which activity and is going as accordingly
planned or not
Figure 28: Add order details tab

Figure 27: Dashboard of planning, plant head and
merchandising department
After log in in different departments

the user has to click on the activity
after its done so that next department
gets to know that its time to start their
work and finish it on time.
Figure 18: Home screen of Washing Department

52
Figure 30: Home screen of CAD department Figure 19: Home screen of maintenance department
Figure 32: Home screen of fabric processing

department
53
Figure 20: Home screen of cutting department Figure 21: Home screen of fabric store
Figure 22: Home screen of sampling department
54
Figure 23: Home screen of finishing department
Figure 37: Home screen of I.E. department
Figure 39: Home screen of Quality department

Figure 38: Home screen of production department 55
5.2 Making of the application
This application is made in android studio. It took around two months to code the project. The
back end is code is also done in android studio itself. The database used for this application is
firebase, which is a cloud based database.
5.3 Implementation
A meeting was held to make everyone understand about the project. Then this application was
installed in the phones of every user and explained in detail about the working of the application.
A full style was run so that there were no confusion at the end of the application.
6. Results
This cost-effective Project will help in taking instant decisions and decrease the time taken in
pre-production processes by excluding unwanted processes like checking emails or holding
constant meetings, because this software will show the real time status of orders till the pre-
production by using dashboard for display.
This application will help in avoiding miscommunications and maintaining transparency as
everything that’s happening will be there in the app and one can make out what’s happening
when.
7. Limitations and scope of further study
 Internet will be required for running this application
 Database is not owned by the company. So, the application needs inputs.
 As mentioned earlier, the database as of now is not owned by the company so, in future
they can link their own database through API with the application
 This application can also be further used for production monitoring purpose
 Interdepartmental confusion stays when the style changes .An option of upcoming styles
can be given to reduce this confusion
56
 Smed can be easily implemented through this application.
 Can be run on IOS as well.
8. Conclusion
MoPlAPP (Monitoring and Planning Application for Pre Production) is a cost effective solution to
track and monitor styles in their pre-production stage. Since, manual entry is minimum chances of
human errors are very less. The android based application can run on any Android mobile or tablet
and is very user-friendly. It provides real-time tracking of style status, thus enabling the planner to
make an attempt to ensure that the style is made on time by eliminating delayed decision making
in problem areas by implementing up to date information. Further, the application has a vast
future scope and the potentiality to be very useful software for merchants, management and
planners.
PRE – IMPLEMENTATION OF MOPLAPP POST – IMPLEMENTATION OF MOPLAPP
PHYSICAL AND VERBAL REPORTING IN WHICH REPORTING IS DONE THROUGH APPLICATION VIA
PEOPLE TOOK TIME AND MISCOMMUNICATION MESSAGING WHICH ONE CAN DO ANYTIME FROM
HAPPENED AS THERE WAS NO PROOF OF WHO ANYWHERE
COMMUNICATED WHAT TO WHOM
NO STYLE TRACKING IN PRE PRODUCTION STAGE STYLES ARE BEING TRACKED THROUGH MOPLAPP
PHYSICALLY REMINDING DEPARTMENTS TO START REMINDERS ARE GIVEN BY MOPLAPP WHEN A TASK
OR COMPLETE THEIR TASK ON TIME IS BEING DELAYED OR WHEN A DEPARTMENT HAS
TO START A TASK
MONITORING OF PRE PRODUCTION ACTIVITIES MONITORING HAS BECOME VERY EASY.
WAS NOT AN EASY TASK NOW THE PLANT HEAD OR ANYONE WHO IS
RESPONSIBLE FOR MONITORING CAN CHECK ON
THE DASHBOARD WHICH STYLE IS IN WHICH STAGE
AND TAKE ACTIONS ACCORDINGLY
MORE MISCOMMUNICATIONS AS EVERYTHING LEAST CHANCES OF MISCOMMUNICATION OR
WAS VERBAL ERRORS AS VERY LESS DATA ENTRY IS REQUIRED
Table 2: Comparison of Situation before and after implementation of the application (MOPLAPP)
57
9. References
Areti Kaplanidou , Dr. Annika Lorenz 21.09.2018 - Master’s Thesis - master Innovation
Sciences - Digitalisation in Apparel Manufacturing Process
Page no. 16, 24, 55
Ameer Khan February 2016 - Communication Gap Page no. 1, 2

(also available https://www.researchgate.net/publication/292592931 )
Christine Kastanos, Kelly L. Reddy-Best 2016 - Exploration of Communication Processes

Relatedto Pre-Production for Apparel Companies . International Textile and
Apparel Association (ITAA) Annual Conference Proceedings. Page no. 2
(also available https://lib.dr.iastate.edu/itaa_proceedings )
Identifying the Major Causes of Waste in Information Flow Can Help Improve Supply Chain
Operations - 09/09/2010
(also available https://www.leanaccountants.com/2010/09/identifying-the-major-causes-
of-waste-in-information-flow-can-help-improve-supply-chain-operations.html )
Prabir Jana August 2010 - An Investigation into Indian Apparel and Textile Supply Chain
Networks Page no. 72, 83, 93
INDUSTRIAL PSCYCHOLOGY - 2015 Edition by Milton L. Blum & James C. Naylor

Page number (487-488)
58
10. Bibliography
https://www.onlineclothingstudy.com/2011/06/pre-production-processes-in-garment.html
https://www.textileschool.com/289/apparel-manufacturing-processes/
https://www.textileschool.com/193/garment-production-process/
https://textilelearner.blogspot.com/2019/03/pre-production-meeting-apparel.html
https://www.abc.net.au/news/science/2018-04-03/fashion-environmental-impact-of-your-favourite-
textiles/9382382
https://www.textiletoday.com.bd/7-notes-on-pre-production-meeting-2/
https://www.apparelsearch.com/terms/p/pre-production_submissions_apparel.htm
https://www.researchgate.net/publication/275350514_ANALYSING_SAMPLE_PRODUCTION_PROCESSES_I
N_THE_APPAREL_INDUSTRY_AND_A_MODEL_PROPOSAL
http://garmentspedia.blogspot.com/2015/10/pre-production-process-in-garment.html
https://clothingindustry.blogspot.com/2017/11/production-planning-control-garments.html
http://www.goldnfiber.com/2015/11/challenge-in-production-planning-and-control-in-apparel-
industry.html
http://ordnur.com/textile/pre-production-meeting-in-apparel-industry/
59
11.APPENDIX
11.1 ABOUT THE COMPANY
The Bangladesh Export Company Limited, commonly known by its trade name BEXIMCO, is
a multinational conglomerate holding company headquartered in Dhaka, Bangladesh. It was founded in
the 1970s. Beximco is Bangladesh's largest conglomerate, with the largest market capitalisation on the
country's stock market. BEXIMCO's subsidiaries export products to 103 countries worldwide. It has retail
outlets in South Asia and Eastern Europe.
Beximco operates one of the largest integrated textile production businesses in Asia. It is also a major
global exporter of Jute yarn. Its chief manufacturing base is the Beximco Industrial Park in Gazipur,
Bangladesh. Beximco has in-house textile and apparel units.
Under Beximco group, other than textiles there are10 apparel manufacturing units with centralised
merchandising, Fabric and trim store, sampling, CAD, Embroidery, Laboratory, washing and warehouse.
11.2 HISTORY
The company was founded by brothers A. S. F. Rahman and Salman F Rahman in 1972, soon after the
establishment of the Bangladeshi Republic. Their family was earlier engaged in the jute industry of East
Pakistan, which once the world's largest jute producer and exporter. The family business was affected by
a nationalisation program in Bangladesh during the early 1970s. However, with free market reforms in
the late 1970s and 1980s, the family regained many of their businesses.
Since the 1970s, Beximco has been a pioneer in Bangladeshi industry, including the modern textile
sector, pharmaceuticals, ceramics and information and communication technology.
In 2005, Beximco Pharma became the first Bangladeshi company to list on the Alternative Investment
Market of the London Stock Exchange. It also opened its first overseas retail outlet with the launch of
the Yellow clothing brand in Karachi, Pakistan. Yellow has since expanded to several Bangladeshi and
Pakistani cities. In 2009, Shinepukur Ceramics opened a showroom in Moscow, Russia. In 2010, the
company acquired stakes in several major Bangladeshi businesses, including IFIC Bank, GMG Airlines, The
Independent newspaper and Unique Hotels and Resorts.
The company is considered to enjoy close connections with the Awami League, with Salman F Rahman
serving as a Private Sector Development Affairs Adviser to Prime Minister and Bangladesh Awami League
President Sheikh Hasina, the current Prime Minister of Bangladesh.
60
Parent Company Beximco Group
Head Office Beximco Industrial Park
Sarabo, Kashimpur, Gazipur
Bangladesh
Group Chairman Mr. A S F Rahman
(BEXIMCO Group)
Chief Executive Officer ( CEO) Mr. Sayed Naved Husain
Head of Factory SHIVENDRA SHUKLA
General Manager
Factory Address Crescent Fashion & Design Ltd.
Beximco Industrial Park
Sarabo, Kashimpur, Gazipur, Bangladesh
Tel: (880-2)5 8618220-7, 57701186, 57701165-6
Fax: (880-2) 7701164
Date of Incorporation September 2003
Total Area of Factory 83,104 Sq. ft
A-Shift 7.30 am to 6.30 pm (1 hour lunch break)
Office Timing
B-Shift 7.30 p.m to 6.30 a.m
5 (Five)
Total Number of Exit
3540 (Male=1912- 54% Female=1628- 46%)

Total Manpower Production Worker=2975, Non Production=565
Table 3: CRESCENT FASHION & DESIGN LTD
61
Primary products - All types of bottoms
Major Markets Main Customers Products by Customers

Present Customers:
 INDITEX
 Arcadia Bottom
Europe
 Primark
 C&A
 Li & Fung
USA  Wal-Mart Bottom
 PVH
Table 4: Products and customers
DELIVERY SCHEDULE
Average Processing Time (from Approval to Ready for Shipment) that is lead time is generally 60-120
days.
Country
USA Europe
Method
Sea Air Sea Air
Days 30-35 3-7 30-37 2-5
Table 5: Delivery methods & average time to any port
62
12. Annexure
12.1 Annexure 1: Time and action calendar
Order/Style 1 Order/Style 2
Country of buyer India India
Buyer Arvind Lifestyle Brands Arvind Lifestyle Brands
Trouser(AW16ARROW
Garment description: Shorts(BAY IL AW16ST0120) INTELO)
Fabric details - Knits/wovens/solid dyed/yarn
dyed/print* Woven printed Woven
Fabric description: Twill Gabridine(wrinkle Free)
Order quantity/original delivery date: 1244 1350
Date Date
Activity Description On/From On/From
1 ORDER CONFIRMATION 31-05-2018 14-05-2018
2 BOM RELEASED DATE FOR FABRIC 03-06-2018 18-05-2018
3 BOM RELEASED DATE FOR TRIMS 03-06-2018 18-05-2018
BOM RELEASED DATE FOR PACKAGING
03-06-2018 18-05-2018
4 TRIMS
5 FABRIC EX MILL FROM INDIAN MILLS 03-06-2018 18-05-2018
6 FABRIC EX MILL FROM OVERSEAS MILLS 08-06-2018 23-05-2018
7 FABRIC PURCHASE ORDER 08-06-2018 23-05-2018
8 TRIM PURCHASE ORDER 03-06-2018 18-05-2018
9 PACKAGING TRIMS ORDERED 08-06-2018 23-05-2018
10 FABRIC INHOUSE 13-07-2018 27-06-2018
11 TRIMS INHOUSE 13-07-2018 27-06-2018
12 PACKAGING TRIMS INHOUSE 13-07-2018 27-06-2018
13 FIRST FIT SAMPLE INDENT DATE 06-07-2018 20-06-2018
14 FIRST FIT SAMPLE SUBMISSION DATE 07-07-2018 21-06-2018
15 FIRST FIT SAMPLE APPROVAL DATE 08-07-2018 22-06-2018
16 SECOND FIT SAMPLE INDENT DATE 09-07-2018 23-06-2018
17 SECOND FIT SAMPLE SUBMISSION DATE 11-07-2018 25-06-2018
18 SECOND FIT SAMPLE APPROVAL DATE 12-07-2018 27-06-2018
19 INITIAL YARDAGE INHOUSE DATE 12-07-2018 27-06-2018
20 INITIAL TRIM INHOUSE DATE 12-07-2018 27-06-2018
21 PP SAMPLE INDENT DATE 14-07-2018 29-06-2018
22 PP SAMPLE SUBMIT 20-07-2018 05-07-2018
23 PP SAMPLE APPROVAL DATE 22-07-2018 07-07-2018
24 WORK ORDER RELEASE 25-07-2018 09-07-2018
25 SIZE SET START DATE 26-07-2018 11-07-2018
26 PP MEETING 28-07-2018 13-07-2018
27 FPT SUBMIT 30-07-2018 15-07-2018
28 FPT APPROVAL 04-08-2018 20-07-2018
29 GPT SAMPLE INDENT DATE 06-08-2018 22-07-2018
63
30 GPT SAMPLE SUBMISSION DATE 09-08-2018 25-07-2018
31 GPT SAMPLE APPROVAL DATE 06-08-2018 22-07-2018
32 PCD 13-08-2018 29-07-2018
33 TOP SAMPLE SUBMIT 20-08-2018 04-08-2018
34 TOP SAMPLE APPROVAL 26-08-2018 12-08-2018
35 PACKING LIST REQUIRED 01-09-2018 17-08-2018
36 FINAL INSPECTION DATE 02-09-2018 18-08-2018
37 EX-FACTORY 03-09-2018 19-08-2018
64
12.2 Annexure 2: Questionnaire
1. Name *
2. Name of your Company
3. Location(City) of your Industry
4. Have you ever worked in Garment Production Planning or I.E. ? (If not, Please don't
fill this form)*
 Yes
 No
5. Have you ever seen PPC working on Pre-Production Processes ? *
 Yes
 No
6. How many years have you been in this field? *
 1 month - 2 Years
 2-5 Years
 more than 5 Years
7. How many hours do you spend on official calls , messages , and emails per day ? *
 less than 1 hr
 1-2 hours
 2-3 hours
65
 more than 3 hours
8. Do you think that Pre-Production processes gets less attention than Production? *
 Yes
 No
9. Does your industry have a system which monitors Pre-Production activities in detail? *
 Yes
 No
10. If Not, Do you think that there is a need for such a system which monitors Pre-
Production activities in detail.
 Yes
 No
11. Tick the problems that you face in Pre-Production...... *
 Miss Communication which leads to delay

 Sending and Checking Unlimited number of emails
 Calling and Receiving unlimited number of calls
 Holding unnecessary meetings
 Time taken in physical reporting
12. If you face any other such Problem . please mention...
13. Does this create quality issues on the production floor because of poor pre-
production / miscommunication of any call out related to a particular style ? *
66
 Yes
 No
14. Do you think that poor pre-production and poor communication of the pre-
production activities lead to productivity loss on the floor? *
 Yes
 No
15. How many times because of the delay at the pre-production stage your PCD gets
postponed? *
 10%
 20%
 30%
 more than 30%
67

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MONITORING AND PLANNING APPLICATION FOR

A dissertation submitted in partial Fulfilment of the requirement for the

Under the Guidance of

faster. Information will be up to date. Visibility will increase.

Name of Guide: Prof. Dr. Ranjan Kumar Saha

Table 1: Call register Summary ........................................................................................................................ 43

To develop a mobile application for Monitoring and Planning of Pre-Production Processes

To reduce the Communication Gap among different departments.

2.1. Importance of Pre-Production Activities in company’s growth

Figure 1: Communication Problem in sourcing accessories.

Advanced production and management Advanced production philosophies like lean

Adoption of Enterprise Resource Planning (ERP) in inventory control system is considered as a

"Manufacturing Timeline and Availability: A significant point of differentiation between fast

2.3 Pre-Production problems cause delay in Shipment.

Source of information presented above is

INDUSTRIAL PSCYCHOLOGY - 2015 Edition by Milton L. Blum & James C. Naylor

 Product development and sampling

The 8 Wastes of Lean

Source of the information presented above is

0 Low Agency Costs High

Figure 2 : Firm size vs cost

Figure 3: Four components

Understanding organizational resistance to change:

Information systems inevitably become bound up in organisational politics because they

Because organizational resistance to change is powerful, many information technology

Implication for the design and understanding of information systems:

 The environment in which the organization must function.

Digitalization in the apparel manufacturing process by University Utrecht

Firms should create the necessary communications and infrastructures to successfully

3.1.1 Brain Storming 3.1.3 Fish-Bone diagram

3.1.1 Brain Storming

Lengthy Less Poor planning

More machine Higher defect

Less skilled Frequent breaks

Poor Complex styles Low efficient

Delayed PCD Underutilisatio

Figure 5: Why Why Analysis (Root cause Analysis)

LESS FREQUENT POOR PLANNING

Figure 6: Fish-Bone Diagram

MANAGEMENT OPERATOR MACHINE DEFECT RATES

Inter Departmental Unskilled More Downtime Quality Issues

Figure 7: Affinity Diagram

In an apparel industry the management constitutes of a large number of people of different

Individual departments’ involvement in the process becomes very important.

Pre Production Sample

Size set sample

CFDL Level-1 sampling

Figure 9: Types of Samples being handled by sampling department

Figure 10: Different sampling activities done by sampling Department

Start of production Set fabric Freeze plan

Figure 11: Detailed process flow of Central Planning

Washing Plan Recipe Sample Garment

Post wash Re wash if Garment

Figure 12: Detailed process flow of Washing Department

Table 1: Call register Summary

5.1 Designing of the front end

Figure 14: Login page

Settings option consists of different

Figure 14: Settings tab

Figure 17: Notification tab

On clicking on the send message in

Figure 15: Messaging tab

By clicking on the production files By clicking on the + sign present on the