QNO 3 OUR PROCUTION PROCESS AND HOW THEY ARE PRODUCED.?

ANS; l manufacturing process - common steps

Garment production is an organised activity consisting of sequencial processes
such as laying, marking, cutting, stitching, checking, finishing, pressing and
packaging
Garment production is an organized activity consisting of sequential
processes such as laying, marking, cutting, stitching, checking, finishing,
pressing and packaging. This is a process of converting raw materials into
finished products. It will be difficult to maintain the industry if production is
not, up to the mark if the preproduction phase of preparation of material is not
properly carried out.

Ready to wear apparel or garment manufacturing involves many processing

steps, beginning with the idea or design concept and ending with a finished
product. Apparel manufacturing process involves Product Design, Fabric
Selection and Inspection, Patternmaking, Grading, Marking, Spreading, Cutting,
Bundling, Sewing, Pressing or Folding, Finishing and Detailing, Dyeing and
Washing, QC etc.

Manufacturing steps
1.Receiving Fabrics

Garment factories receive fabric from overseas textile manufacturers in

large bolts with cardboard or plastic centre tubes or in piles or bags.
The fabric typically arrives in steel commercial shipping containers and
is unloaded with a forklift. Garment factories often have a warehouse or
dedicated area to store fabric between arrival and manufacturing.
2. Fabric Relaxing

“Relaxing” refers to the process that allows the material to relax and contract
prior to being manufactured. This step is necessary because the material is
continually under tension throughout the various stages of the textile
manufacturing process, including weaving, dyeing, and other finishing
processes. The relaxing process allows fabrics to shrink so that further
shrinkage during customer use is minimized.

Garment manufacturers perform the relaxing process either manually or

mechanically. Manual fabric relaxing typically entails loading the bolt of fabric
on a spinner and manually feeding the material through a piece of equipment
that relieves tension in the fabric as it is pulled through. Mechanical fabric
relaxing performs this same process in an automated manner.

Many garment manufacturers will also integrate quality assurance into this
process to ensure that the quality of the fabric meets customer standards.
This step is performed by manually spot-checking each bolt of fabric using a
backlit surface to identify manufacturing defects such as colour inconsistency
or flaws in the material. Fabrics that fail to meet customer standards are
returned to the textile manufacturer.

1.Spreading, Form Layout, and Cutting

 After the fabric has been relaxed, it is transferred to
the spreading and cutting area of the garment manufacturing facility.
The fabric is first to cut into uniform plies and then spread either
manually or using a computer-controlled system in preparation for the
cutting process. The fabric is spread to:

a. allow operators to identify fabric defects;

b. control the tension and slack of the fabric during cutting; and
c. ensure each ply is accurately aligned on top of the others.

The number of plies in each spread is dependent on the fabric type,

spreading method, cutting equipment, and size of the garment order.

Next, garment forms—or patterns—are laid out on top of the spread,

either manually or programmed into an automated cutting system.
Lastly, the fabric is cut to the shape of the garment forms using either
manually operated cutting equipment or a computerized cutting system.

2.Laying
Laying of paper pattern helps one to plan the placement of the pattern pieces
in a tentative manner.

 Lay large pieces first and then fit in the smaller ones
 It is very economical in laying the pattern and cutting. Even a small
amount of material saved in a single layer will help to bring about a
large saving of money as hundred’s of layers of fabric will be laid and
cut simultaneously.
  When laying, the length of the garment should be parallel to the
selvedge of the material. Be sure the pattern is placed in the correct
grain. Fabrics drape and fall better on the lengthwise grain and also last
longer.
 Parts that have to be placed on the fold should be exactly on the edge of
the fold.
 All laying should be done on the wrong side of the material.

When laying the paper pattern, consider the design of the fabric. Care should
be taken to see that the design runs in the same direction throughout the
garment. AMarking

This can be a manual or a computerized technique

 The marker planner uses full-size patterns and arranges them in an

economical manner on marker paper.
 This is a specially printed paper having symbols on it which enable the
marker planner to visually control the positioning of components
according to specified grain lines.
 Markers produced on paper are fixed to fabric with pins, staples or on
an adhesive paper which is heat sealed to the top layer of the fabric.
 Marker planning provides details of the spreads. In the cutting room, the
fabric is laid manually or a spreading machine is used to arrange fabric
inlays 100 (layers) and markers for the production, any in orders
planned. Here planning is done also for fusible, linings, trims, pocketing
etc.
 The supervisors of marker planner plan and allocates the cut orders to
various operations to be carried out in the cutting room.

 ll checks and strips should match the seams both lengthwise and
across.60

3.Cutting
This is the major operation of the cutting room when they spread and cut into
garments. Of all the operations in the cutting room, this is the most decisive,
because once the fabric has been cut, very little can be done to rectify serious
defects.

 A first planning consideration is whether the totals arrived at in the

cutting room are the same as those required to maintain full production
in the sewing room and subsequently the planned delivery schedule.
Any cloth problems created in the cutting room can affect the output in
the sewing room. Assuming all components of fabric, design, and trims
are acceptable and correctly planned and cut, the next stage is to
extend the cutting room programme to the sewing room.
 All cutting operations are carried out by straight knife cutting machines.

4.Sewing
Stitching or sewing is done after the cut pieces are bundled according to size,
colour and quantities determined by the sewing room.

Garments are sewn in an assembly line, with the garment

becoming complete as it progresses down the sewing line. Sewing machine
operators receive a bundle of cut fabric and repeatedly sew the same portion
of the garment, passing that completed portion to the next operator. For
example, the first operator may sew the collar to the body of the garment and
the next operator may sew a sleeve to the body. Quality assurance is
performed at the end of the sewing line to ensure that the garment has been
properly assembled and that no manufacturing defects exist. When needed,
the garment will be reworked or mended at designated sewing stations. This
labor-intensive process progressively transforms pieces of fabric into
designer garments.
 The central process in the manufacture of clothing is the joining
together of components.
 Stitching is done as per the specification is given by the buyer.
 High power single needle or computerized sewing machines are used to
complete the sewing operation. Fusing machines for fusing collar
components, button, and buttonhole, sewing machines for sewing
button and buttonholes are specifically employed.

1.Checking
It is realistic to assume that however well checking or quality control
procedures operate within a factory there will always be a certain
percentage of garments rejected for some reason or other. The best
way to carry out quality checks is by

o Establishing a standard as a criterion for measuring quality

achievement.
o Production results can be measured and compared to the planned
quality standard.
o Corrective measures to be carried out if there are any deviations
in the plans.

Ideally, any system should detect possible deviations before they occur
through forecasting. Work produced with minus defects will produce
quality products, enhance economy and productivity.

1.Spot Cleaning and Laundry

In addition to identifying manufacturing defects,

employees tasked with performing quality assurance are also looking
for cosmetic flaws, stains, or other spots on the garment that may have
occurred during the cutting and sewing processes. Spots are often
 marked with a sticker and taken to a spot-cleaning area where the
garment is cleaned using steam, hot water, or chemical stain removers.

Some customers request that a garment be fully laundered after it is

sewn and assembled; therefore, garment factories often have on-site
laundry or have subcontract agreements with off-site laundry
operations. Commercial laundry facilities are equipped with at least
three types of machines: washers, spinners, and dryers. Some facilities
also have the capability to perform special treatments, such as stone- or
acid-washing.

Laundering is done by highly sophisticated washing machines if any

articles are soiled during the manufacturing process. However, this step
is required only if the garments are soiled.

5.Fusing and Pressing

Fusing and pressing are two processes which have the greatest influence on
the finished look of a garment. Fusing creates the foundation and pressing put
the final seal of quality on the garment.

After a garment is fully sewn and assembled, it is

transferred to the ironing section of the facility for final pressing. Each ironing
station consists of an iron and an ironing platform. The irons are similar
looking to residential models but have steam supplied by an on-site boiler.
Workers control the steam with foot pedals and the steam is delivered via
overhead hoses directly to the iron. In most facilities, the ironing platforms are
equipped with a ventilation system that draws steam through the ironing table
and exhausts it outside the factory.

The basic components of pressing are:

  Steam and heat are necessary to relax the fabric and make it pliable
enough to be moulded by manipulation.
 Pressure: when the cloth has been relaxed by steam, the pressure is
applied which sets the fibres into their new positions.

 Drying: After the application of steam and pressure, the component or

garment must be dried and cooled so that cloth can revert to its normal
condition. This is done by a vacuum action which removes surplus
water from the fabric and at the same time cools it. For some pressure
operations hot air or infrared heating is used instead of acuum for
drying;

Machinery used for pressing and finishing are

 Hand irons with a vacuum press table

 Scissors press
 Carousel machines
 Steam dolly

6.Packaging and Shipping

In the last steps of making a product retail-ready, garments

are folded, tagged, sized, and packaged according to customer specifications.
Also, garments may be placed in protective plastic bags, either manually or
using an automated system, to ensure that the material stays clean and
pressed during shipping. Lastly, garments are placed in cardboard boxes and
shipped to client distribution centers to eventually be sold in retail stores.

Most garments are packed in plastic bags, either at the end of production or
when they enter the finished goods store. Products like shirts and underwears
are usually bagged and boxed directly after final inspection and enter the
stores in prepacked form. For these and similar types of products, many
automatic machines are used.

Other hanging garments such as Jackets, dresses & skirts are usually bagged
by manual machines, semi-automatic machines, and fully automatic
machines. Some of these automatic machines bag, seal, and transport in
trolly; some 500 garments per hour.

When the boxed or hanging garment has to be transported in bulk the garment
or boxes are packed into cartons which can be sealed by adhesive paper or
plastic Manual and automatic machines are available for both. \

It’s a whole process of our production which we tells you.

QNO 4

ANS; first of all in my mind some questions arises which are given below.

What is a market analysis?

A market analysis is a quantitative and qualitative assessment of a
market. It looks into the size of the market both in volume and in
value, the various customer segments and buying patterns, the
competition, and the economic environment in terms of barriers to
entry and regulation.

How to do a market analysis?

The objectives of the market analysis section of a business plan are
to show to investors that:

 you know your market

 the market is large enough to build a sustainable business

In order to do that I recommend the following plan:

1. Demographics and Segmentation

2. Target Market
3. Market Need
4. Competition
5. Barriers to Entry
6. Regulation

The first step of the analysis consists in assessing the size of the
market.

Demographics and Segmentation

When assessing the size of the market, your approach will depend
on the type of business you are selling to investors. If your business
plan is for a small shop or a restaurant then you need to take a
local approach and try to assess the market around your shop. If
you are writing a business plan for a restaurant chain then you need
to assess the market a national level. Depending on your market
you might also want to slice it into different segments. This is
especially relevant if you or your competitors focus only on certain
segments.
Volume & Value

There are two factors you need to look at when assessing the size
of a market: the number of potential customers and the value of the
market. It is very important to look at both numbers separately,
let's take an example to understand why.

Imagine that you have the opportunity to open a shop either in

Town A or in Town B:

Table: Town A vs. Town B

Town A B

Market value £200m £100m

Potential customers 2 big companies 1,000 small companies

Competition 2 competitors 10 competitors

Although Town B looks more competitive (10 competitors vs. 2 in

Town A) and a smaller opportunity (market size of £100m vs. £200
in Town A), with 1,000 potential customers it is actually a more
accessible market than Town A where you have only 2 potential
customers.

Potential customer?

The definition of a potential customer will depend on your type of

business. For example if you are opening a small shop selling office
furniture then your market will be all the companies within your
delivery range. As in the example above it is likely that most
companies would have only one person in charge of purchasing
furniture hence you wouldn't take the size of these businesses in
consideration when assessing the number of potential customers.
You would however factor it when assessing the value of the
market.

Market value

Estimating the market value is often more difficult than assessing

the number of potential customers. The first thing to do is to see if
the figure is publicly available as either published by a consultancy
firm or by a state body. It is very likely that you will find at least a
number on a national level.

If not then you can either buy some market research or try to
estimate it yourself

Methods for building an estimate

There are 2 methods that can be used to build estimates: the

bottom up approach or the top down approach.

The bottom up approach consist in building a global number

starting with unitary values. In our case the number of potential
clients multiplied by an average transaction value.

Let's keep our office furniture example and try to estimate the
value of the 'desk' segment. We would first factor in the size of the
businesses in our delivery range in order to come up with the size of
the desks park. Then we would try to estimate the renewal rate of
the park to get the volume of annual transactions. Finally, we would
apply an average price to the annual volume of transactions to get
to the estimated market value.

Here is a summary of the steps including where to find the

information:

1. Size of desks park = number of businesses in delivery area x

number of employees (you might want to refine this number
based on the sector as not all employees have desks)
 2.
Renewal rate = 1 / useful life of a desk
3. Volume of transactions = size of desks park x renewal rate
4. Value of 1 transaction = average price of a desk
5. Market value = volume of transactions x value of 1 transaction

You should be able to find most of the information for free in this
example. You can get the number and size of businesses in your
delivery area from the national statistics. Your accountant should
be able to give you the useful life of a desk (but you should know it
since it is your market!). You can compare the desk prices of other
furniture stores in your area. As a side note here: it is always a
good idea to ask your competitors for market data (just don't say
you are going to compete with them).

That was the bottom up approach, now let's look into the top down
approach.

The top down approach consist in starting with a global number and
reducing it pro-rata. In our case we would start with the value of UK
office furniture market which AMA Research estimates to be around
£650m and then do a pro-rata on this number using the number of
businesses in our delivery area x their number of employees / total
number of people employed in the UK. Once again the number of
employees would only be a rough proxy given all business don't
have the same furniture requirements.

When coming up with an estimate yourself it is always a good

practice to test both the bottom up and top down approaches and
to compare the results. If the numbers are too far away then you
probably missed something or used the wrong proxy.

Once you have estimated the market size you need to explain to
your reader which segment(s) of the market you view as your target
market.
Target Market

The target market is the type of customers you target within the
market. For example if you are selling jewellery you can either be a
generalist or decide to focus on the high end or the lower end of the
market. This section is relevant when your market has clear
segments with different drivers of demand. In my example of
jewels, value for money would be one of the drivers of the lower end
market whereas exclusivity and prestige would drive the high end.

Now it is time to focus on the more qualitative side of the market

analysis by looking at what drives the demand.

Market Need

This section is very important as it is where you show your

potential investor that you have an intimate knowledge of your
market. You know why they buy!

Here you need to get into the details of the drivers of demand for
your product or services. One way to look at what a driver is, is to
look at takeaway coffee. One of the drivers for coffee is
consistency. The coffee one buys in a chain is not necessarily
better than the one from the independent coffee shop next door.
But if you are not from the area then you don't know what the
independent coffee shop's coffee is worth. Whereas you know that
the coffee from the chain will taste just like in every other shop of
this chain. Hence most people on the move buy coffee from chains
rather than independent coffee shops.

From a tactical point of view, this section is also where you need to
place your competitive edge without mentioning it explicitly. In the
following sections of your business plan you are going to talk about
your competition and their strengths, weaknesses and market
positioning before reaching the Strategy section in which you'll
explain your own market positioning. What you want to do is
prepare the reader to embrace your positioning and invest in your
company.
To do so you need to highlight in this section some of the drivers
that your competition has not been focussing on. A quick example
for an independent coffee shop surrounded by coffee chains would
be to say that on top of consistency, which is relevant for people on
the move, another driver for coffee shop demand is the place itself
as what coffee shops sell before most is a place for people to meet.
You would then present your competition. And in the Strategy
section explain that you will focus on locals looking for a place to
meet rather than takeaway coffee and that your differentiating
factor will be the authenticity and atmosphere of your local shop.

Competition

The aim of this section is to give a fair view of who you are
competing against. You need to explain your competitors'
positioning and describe their strengths and weaknesses. You
should write this part in parallel with the Competitive Edge part of
the Strategy section.

The idea here is to analyse your competitors angle to the market in

order to find a weakness that your company will be able to use in
its own market positioning.

One way to carry the analysis is to benchmark your competitor

against each of the key drivers of demand for your market (price,
quality, add-on services, etc.) and present the results in a table.

Below is an example for a furniture shop in France. As you can see

from the table all the actors on the market are currently focused on
the low medium range of the market leaving the space free for a
high end focused new player.
Table: side by side competitive analysis

Competitor
Competitor 1 2 Competitor 3
Company (Small shop) (Small shop) (Chain) My Company

Revenues € 750,000 N.A. € 1,500,000 € 400,000

(year 1
target)

Nb. 10 5 20 5
employees

Size 1 shop in Caen, 1 shop in 3 shops in 1 shop in

1 shop in Caen Caen Caen
Cabourg

Price Low Average Average High

Quality Low Average Average Superior

Choice Large Low Very large Average

Delivery No € 50 Free from € Free

100

Barriers to Entry
This section is all about answering two questions from your
investors:
 1. what prevents someone from opening a shop in front of yours
and take 50% of your business?
2. having answered the previous question what makes you think
you will be successful in trying to enter this market? (start-up
only)

As you would have guess barriers to entry are great. Investors love
them and there is one reason for this: it protects your business from
new competition!

Here are a few examples of barriers to entry:

 Investment (project that require a substantial investment)

 Technology (sophisticated technology a website is not one,
knowing how to process uranium is)
 Brand (the huge marketing costs required to get to a certain
level of recognition
 Regulation (licences and concessions in particular)
 Access to resources (exclusivity with suppliers, proprietary
resources)
 Access to distribution channels (exclusivity with distributors,
proprietary network)
 Location (a shop on Regent's Street)

These are our market goals.

Question No 5:
Describe Your Management Style- Which Goal setting
technique will be followed and Organizational structure?
 Goal setting technique:
 Specific — should target a specific (clearly stated) area for
improvement. We produce a specific product. we only concern with
fabrics quality and we are improving quality of fabrics day by days

 Achievable — should stretch you a little, but stay within your

skill/knowledge range. We set our goals in such a way that by touching
the targets, without any difficulty.
 Timely — should specify when the results are due, so that a
sense of urgency is there. Time band in such a way that if we get a
target a week we complete it in a week.

Organizational structure:

Definition:
The typically hierarchical arrangement of lines of authority,
communications, rights and duties of an organization.
Organizational structure determines how the roles, power and
responsibilities are assigned, controlled, and coordinated, and how
information flows between the different levels of management. A
company such as Proctor & Gamble that sells multiple products
may organize their structure so that groups are divided according to
each product and depending on geographical area as well. An
organizational chart illustrates the organizational structure.

Organizational structure designs:

Work specialization
Departmentalization
Chain of command
decentralization

What is work specialization?

Work specialization:
Work Specialization, also known as division of labor, refers to the
degree to which tasks necessary to achieve organizational objectives is
divided into various jobs. Work specialization allow managers to break
complex tasks into smaller, more precise tasks that individual employees
can complete. Each worker is trained on how best to perform a specific
task. Over time, that worker becomes proficient and effective at
performing that task.

Our company is producing fabrics

and we have different departments for different works. like Receiving
Fabrics, Fabric Relaxing, Fabric Relaxing etc. Garment production
is an organised activity consisting of sequencial processes such
as laying, marking, cutting, stitching, checking, finishing, pressing
and packaging. These are already discuss in question no 3.

Receiving Fabric: it is a department of receiving fabrics and work

specialization is most important for this department because here works
are know how to drive a car.

Fabric Relaxing: here fabrics are laying, marking, cutting,

stitching, checking, finishing, pressing and packaging etc. these
work are done in many steps and in every steps workers are expert in our
works.
Departmentalization :
After deciding what job tasks will be done by whom, common work
activities need to be grouped back together so work gets done in a
coordinated and integrated way. How jobs are grouped together is called
departmentalization. khaddar fabrics industry has designed by
departmentalization because here in department workers are doing work
with co ordination and performances is very high.

Chain of command :
chain of command is when an employee reports to a manager who
reports to a senior manager who reports to the vice president who reports
to the CEO. In garments producing factories have chain of command.
Because in garment producing factories have workers. They are
following the instructions of first line managers and then first line
managers report the senior manager and senior manager report the voice
manager and then all information received by CEO.
decentralization :
Decentralization refers to a company's top management delegating
authority to subunits of the company. Subunits include divisions,
subsidiaries, profit centers, investment centers, and so on. And other
thing is that in our khaddar fabric producing company we are four
owners. When any difficulty Accor in producing, profit and problems of
labors. Then we discuss about that and solve the problems.

Question No 6:
Determine Your Proposed Financial budget?

The financial budget is one part of a business's master budget. The

second part of the firm’s master budget is the operating budget. The
master budget is the financial portion of the business's strategic plan for
the near future. The strategic plan for the business maps out the firm's
planned financial activities for the next five years.

Propose of the Financial Budget

New small business owners may run their businesses in a relaxed way
and may not see the need to budget. However, if you are planning for
your business' future, you will need to fund your plans. Budgeting is the
 most effective way to control your cash flow, allowing you to invest in
new opportunities at the appropriate time.
If your business is growing, you may not always be able to be hands-on
with every part of it. You may have to split your budget up between
different areas such as sales, production, marketing etc. You'll find that
money starts to move in many different directions through your
organization - budgets are a vital tool in ensuring that you stay in control
of expenditure.
A budget is a plan to:
 control your finances
 ensure you can continue to fund your current commitments
 enable you to make confident financial decisions and meet your
objectives
 ensure you have enough money for your future projects
It outlines what you will spend your money on and how that spending
will be financed. However, it is not a forecast. A forecast is a prediction
of the future whereas a budget is a planned outcome of the future -
defined by your plan that your business wants to achieve.