Pre Manufacturing Delays in Garments Unit

CHAPTER-1
INTRODUCTION
1.1 Background
Evolving consumer preferences whose awareness levels of trends, fashion
consciousness, disposable income and consumerism is at all time high. This much
consumer awareness wants different merchandise at even shorter intervals complimented
with greater shopping experiences, which is inducing product lifecycles to shrink
dramatically, driving the needs of even more new products.
So the goal is not only to deliver the product at low cost but most importantly in shorter
time which we can be achieved by ensuring proper coordination among different
activities. In today scenario where ―lean is the buzz word making the delivery quick and
on time is the main objective of any retailer and manufacturer. Reducing the delay
elements which are normally non value added elements and making the entire supply
chain more efficient and agile. Hence entire pre production, production and post
production activities need to be managed properly. This also leads to getting more order,
more profit and good name in this competitive scenario.
Pre – Production delays are the extension of the days beyond standard and planned
schedule for the activities starting from order enquiry to all approvals required for bulk
production. These delays increases the lead-time even more than the standard one and
hence to survive in the global competitiveness is much more difficult for the
manufacturers.
1.2Objectives:
Primary Objectives:
1. To find out the reasons for delays at pre-production stage.
2. Understanding the work culture of different departments, occurrence of delays
and their magnitude.
3. Providing probable solutions to the delays
4. To understand cost implication of delays
Secondary Objectives:
1. Understanding the concept & dynamics of delay in Pre-production.
2. To understand the various aspects in Apparel manufacturing which cause delays
in pre-production activities.
1.3 Need for the study:
1. It is observed that the said company is not fully exploiting its resources as a
vertically integrated company to reduce the lead time to get a competitive
advantage.
2. Shrinkage in product life cycles demanding shorter lead times.
3. Garment preproduction activities taking 60-70% of total lead-time.
4. pre-production process networks are unique for every single enterprise, every
single buyer, even sometimes for every single order.
In the absence of a standardized process network, preproduction
activities are highly prone to delays in the process.
1.4 Scope of Study:
1. Orders, executed in the period of Apr’10-Jul’10, were selected for
study in the company (IGL).
2. Helps us to get a view of process flow of product at pre-production.
3. Establish framework of set of activities required for excluding the delay element.
4. Beneficial for company to execute order with smaller runs and frequent varying
style.
5. Make company proactive in approach to foresee kind of delivery schedule and an
get insight of delays

1.5. Limitations:
1. Many times it was very difficult to conduct in depth interviews since the department
in-charges /merchandisers did not have much time to devote.
2. Raw data collected was for three months available at Imperial Garments Unit so all
suggestions and recommendations are applicable only to the said company.
3. Any recommendations regarding material procurement is not possible since all
operations are not under IGL control. These are followed up by central purchasing unit of
GTN Industries.
4. It was very difficult to get sufficient data regarding activities of knitting unit, Yarn
processing unit & Fabric processing units since they are located at greater distances from
Each other.
1.6 Expected Benefits to Sponsors:
1. Effective planning of resources.

2. Increase in the unit value realization of the company.
3. Reduce lead-time and delays in shipment.
4. Beneficial to the companies trying to execute orders with smaller runs with
frequently varying styles.
1.7 Hypothesis setting:
H0 : There is no difference between Planned lead time and actual lead time.
H1 : There is difference between planned lead time and actual lead time
1.8 COMPANY PROFILE
GTN Industries Ltd, an organization with over five decades of ceaseless efforts
to select the best natural cotton fiber from the world markets & convert into value added
products such as high-end fine count grey yarns, gassed yarns, organic yarns, mercerized
and dyed yarns, knitted fabrics and lifestyle garments at the consumer end of the markets.
Imperial Garments Limited:
A state of the art Juki assembly line garment confection arrangement at
Hyderabad backed by contemporary facilities in cutting, placket welting, CAD systems &
embroidery machines from Tajima provide facility which is capable of producing over 3
million knitted garments every year in the highest end of life style garments. The ability
to produce and employ fabrics of finer count yarns such as NE60/2, 70/2, 80/2 and even
finer in case of specific orders make an attractive proposition.
A state of the art Garment Unit with built up area of 9000 sq mts spread over 7 acres with
latest machinery and open width cutting capable of producing 3 million knitted garments
per annum in the highest end of lifestyle garments at Hyderabad.
Products: T-shirts(All types), kids wear, Sports wear.
Major Customers: Nike,ITC, Pantaloons, Truworth, Dogleg, Carrefour Etc
Major Vendors: Vardhaman poly tex, Priyadarsini Spinning Mills, KPR mills etc
The company in which project is executed has following main departments
Fabric Sourcing,
Production,
Sampling,
Quality,
Finance & Accounting,

Marketing and
Human Resource Department.
Printing,
Embroidery.
Process flow of company
Salesman Sample
Trade show
Order booking
Order to manufacture
Process flow in execution for Particular Order
Order from buyer

Allocate to tech-pack, specifications
Closing of costing with buyer
Make time and action
Proto for fit
Size set with artworks
Testing
Pre production
Production
Post production
Inline, midline, final inspection by QA
Final inspection by buyer representative
CHAPTER-2
RESEARCH METHODOLOGY
2.1 Research Process:
Step I: Define the problem and the research objectives
It is the most important stage, as poorly defined problems will not yield useful results.
One should be careful not to define the problem too broadly or too narrowly.
Research problem:
“A study on causes for delays in Pre-Production activities of garment
manufacturing at Imperial Garments unit, Hyderabad.”
Growing demand for new product by the customer leads to decreasing of product lead
time drastically. Nearly 60% of total lead time is consumed on Pre-Production activities.
Research objectives:
1. To analyze the extent of delays in executing the orders
2. To determine the extent of pre-production delays in overall delays
3. To determine the potential areas causing frequent delays
4. To determine factors those can be controllable, to avoid delays

Step II: Develop the research plan
Designing a research plan calls for decisions on data sources, choice of research design,
research approaches, research instruments, sampling plan and contact methods.
Data Sources:
In this research, both secondary as well as primary data have been used.
The secondary data was collected from literature provided to us by the company. Also
help was taken from Internet, magazines and newspapers that helped in getting latest
information about the happenings in this sector.
The Secondary data also includes Process flow charts, process parameters, and
procedures. The primary data consists of survey of various people involved in related
activities, by asking them to fill up a questionnaire and Queries from company employees
to understand the process better.
Research Design
Research design is the plan, structure and strategy of investigation conceived so as to
obtain answers to research questions and to control variance. A research design specifies
the methods and procedures for constructing a particular study.
In this research, the design is Descriptive research.
Descriptive research:
It can be defined as fact finding with adequate interpretations. Fact finding would involve
just data gathering. In descriptive research more is involved in the form of reflective
thinking. Reflective thinking relates the facts gathered to the objectives and the
assumptions of the study. It involves observing things with out influencing them.
The Descriptive research focuses on the factors, which help to understand the various
causes for delays in related activities.

Research Instruments:
In this research, Questionnaires and Informal enquiries have been used to fill out so as to
help in understanding the reasons and coming to conclusions.
Contact methods:
Once the research plan has been determined, it must be decided how the Subject should
be contacted: Past records available at different departments. In this survey, personal
enquiries were also used.
Step III: Collect the information
Information was collected from the various people involved in production over a period
of time. It was filling up of the questionnaire. Apart from filling up of the questionnaire
information was also collected as regard to MOF release dates, Process capacities,
selection of vendors, Desired quality levels etc.
Step IV: Analyze the information
The data had been segregated manually and the analysis work has been done with the
help of MS.Excel. Simple tools such as standard deviations and measures of central
tendency are used. The data on 24 Orders which primarily got delayed in Pre-production
stage have been analyzed on the basis of the following parameters:
 Sample submissions
 Material procurement
 Quality problems
 Lab dips
On the basis of Enquiries, the data were tabulated, charts were developed and findings
were extracted from the research.

2.2 Research Process Flow Chart
Secondary data collection
Study of processes and activities
Order tracking and study through questionnaire for concerned person handling the
activity
Identification of major problem (as per merchandiser and concerned person responsible
and also as per observation made during execution of project)
Analyzing problems
Project suggestion
Comparative analysis
Project conclusion and feedback Time
TECHNIQUES OF ANALYSIS
The hypothesis testing is used for the analysis of the study to arrive at conclusions which
will have practical application. The results are interpreted and tabulated. Then the tables
are used for comparison and analysis.
HYPOTHESIS TESTING
The difference between the two sets of scores is used for analysis. The null
hypothesis is a statement to the effect that there is ‘no difference ‘specifically the
null states that the average difference between the two sets of scores will be zero.
That is if we found the difference between each pair of scores added these
differences and divided by the number of pairs of scores the result would be zero.
This would be the case if the sets of scores were exactly the same. The greater the
overall differences between the two sets of score the greater the average
difference and the more likely we will be to reject the null hypothesis.
The means of differences and the standard deviation of the differences are
computed by using formulas
The standard deviation of the differences are computed by using formulas 1.1
and1.2
Formula 1.1
Xd= ∑D/ N
Where Xd is the mean of the differences
∑D is the summation of the d column
Formula 1.2 Sd=√∑D²-(∑D)²/N/N
Where Sd is the standard deviation of the differences

∑D is the summation of the difference (D) column
∑D² is the summation of the D² column
The test statistic computed in step 4 of the five step model will be a t-score:
Formula 1.3
t(obtained)=_____Xd____
Sd/√N-1
CHAPTER -3
THEORY OVERVIEW
3.1 INTRODUCTION
Benjamin Franklin aptly said that ―”to love life is to love time; since time is the stuff
that life is made of” Time has always been an enigma for man; everyone feels its
importance but no one really knows how to harness its real potential. The global
competition, intense work pressure for faster and better delivery, optimization of profits,
E-sales and E-Commerce, downtime analysis of productions process and human error,
reduction in time-to-market, design driven market with quickly changing trends,
customer demands for greater design variety and frequent design creation with specific
changes, on-line information access in the production process, on-line transactions and
most importantly, need of the mass, are some of the challenges being faced by the
Fashion and Apparel industry. The Garment Industry of India is an Rs -one trillion
industry. Almost 33 % of its knitwear production and about 20% of its woven-garment
production, both by volume, enters export markets. Overall about 25 % of the volume of
its garment production goes into export markets, leaving 75 % for domestic consumption.
The Industry covers over one lakh units and employs about 6 million workers, both
directly and indirectly in almost equal proportion. The indirect portion helps to sustain
the direct production sector in the shape of items associated with the garment industry
production including sewing/embroidery thread, buttons, buckles, zippers, metal plates,
cardboard sheets, plastic butterflies and packaging material. Organized sector of the
garment industry is roughly 20% of the total industry, concentrating chiefly on exports.
These are usually limited Companies while the rest are proprietary or partnership
Companies. 1 . Fabric constitutes 65 to 70% of the cost of production with labor making
up a further 15% and the rest go for overheads and manufacturer's profit. 1 The main
competitors of India are countries like China, Korea, Pakistan, Bangladesh, Malaysia, and
Sri-Lanka. The Indian garment industry is gaining grounding the world market at
breakneck speed, but still not flourished at its fullest extent.. The key factors behind this
are low technological development, lower output, cut throat competition, high raw
material cost, inadequate infrastructure, traditional productivity, unfavorable regulatory
policies, and globalization impact
3.2 OPERATION IN APPAREL PRODUCTION
Manufacturing operations in garment production incorporates pre production, production
and post production activities.
3.2.1 Pre production activities
Apparel manufactures develop sample size garments for a specific target market and size
range. The first step to successfully executing an apparel product line for manufacturing
is the development of a sample garment which meets the specifications fit and desired
look of our client. If no prototypes or samples exist, product Development Department
will assist in the development of original prototypes. If the replication of an existing
garment style and fit is requested then it will match the fabric, trim and wash desired to
client’s specifications and create sample garments for final approval and pre production.
If a prototype of a new design is needed. then Product Development Department will
work as an advisor with the client’s design and merchandising staff to develop a new
garment from scratch. A prototype garment is generated for approval and fit
modifications.
After final approval of sample garments and final approval of fit and tolerances, the
product development team and production team will create a size range and deliver a Pre
Production package to manufacturing facilities, monitoring and requiring that each spec
standard is met to the requirements of the customer. Sourcing is to provide an
experienced understanding of supplier relationships in order to develop procurement
strategies destined to reduce costs, make procurement customizable, predictable and
repeatable, and to provide leverage over suppliers in negotiation on behalf of our clients.
Leverage is therefore eliminating one of the biggest problems associated with sourcing
and manufacturing by translating all specs into an understandable
sourcing/manufacturing language, and by supervising on site all aspects of the production
process. In all relationships people work best when speaking the same language, but that
language changes slightly as you move from one area to the other.
Some of the important pre production activities like
• Proto-type Sample development.
• Yarn Procurement.
• Fabric Sample development
• Colour Development
• Accessories Management
• Fit Sample Development
• Specification Finalization and Costing Calculation
3.2.2 People involved in are:-
• Development Team
• Designers/Sample Developers
• Customers/Clients
• Textile technologists
• Garment technologists
• Packaging & Dispatch

• Sourcing & Purchasing
• Costing & Finance
• Sales & Marketing
• Production Team
• Planning & Control
• Testing & Quality Control
3.3 DELAY
Delay means retarding detention and postponement of set of event and activities and to
put off them to future time.
It is unplanned deferment of a scheduled activity because of something or occurrence that
impede its commencement or continuation. It has time associated cost effects on a contact
which may be measured in term of time money or a combination thereof. As far as
apparel industry is concerned ―Deviation from quoted lead is referred to as delay
Delays occur due to several reasons and these can occur at various stages of product and
hence broadly
Main causes for the delay can be classified as:-
1) Technical Problem
2) Employee related Problem
3) System related Problem
1) Technical Problem
These problems are incurred due to some problem in making out the use of technology
effectively and efficiently. Poor utilization of capacities also lead to delay as it would
result to piling up of work which would stand pending until the earlier loads are
completed.
2) Employee related Problem
The garmenting activities are primarily people driven functions and employee play a
very important role. There are several reasons under this category also some of them are
miscommunication, wrong interpretation of the information and work get affected as all
activities are interdependent on each other.
3) System related Problem
This is mainly related to the process activities and the way entire system works. This
includes the time taken in documentation, inter-departmental communication, the release
of orders, flow of work, processes followed. The system is unique to every company and
it is way the various functions are executed. And developing a system to work is very
difficult.
3.4LEAD TIME AND TIMELY DELIVERIES
Meeting the delivery on time is the most important factor in today market to have good
reputation and existence with good market share in this competitive world. To keep
abreast with the dynamic market conditions these days one need to be able to get more of
the fastest selling merchandise on sale during season whilst its appeal lasts and
correspondingly eliminate lines which are not popular and become drain on resources.
The main areas of concern are
• Merchandise development
• Communication
• System compatibility
• Long delivery time
Export market is such where there is lot of innovation in styles and particularly fashion
market which very dynamic and shorter run of production are increasing day by day.
Moreover examples of ZARA which produce garments and hit store with new styles
every three week emphasize more competing market.
What make situation more difficult is the interdependence of the activities and it is not at
all surprising that the time taken to get goods from concept to market place is often
longer than the selling season itself.
The maximum amount of time spend is in preproduction activities. These activities
include the process of procuring yarn and fabric, getting the samples made and getting
them approved by the buyers. The actual garmenting process does not increase lead time
as much as the preproduction activities. Timely deliveries in the department like fabric
and color development, garment sampling etc are more important.
3.5 Reasons for Delay
There can be several reasons for delay some of them can be:- Resource unavailability
(Man, Machine, Material), Non Clarities from Buyer Internal Communication, Lapse
External Communication Lapse Frequent change from the buyer Priorities and Internal
Rejections.
Reducing lead times is only possible by:
Elimination (remove a process)
Compression (remove time within a process)

Integration (re-engineering interfaces between successive processes)
Concurrence (operate processes in parallel)
3.6 ORDER MANAGEMENT
The classic definition of the Perfect Order is one that is on-time, complete, accurate, and
in perfect condition. Achieving this performance consistently is no small achievement. It
requires an enormous amount of operational discipline. However, your customers may
not take note of operational execution. After all, they expect to get what they ordered
when they want it. To achieve a Perfect Order from your customer's point of view
requires much more: Meeting customer demand on a timely basis drives customer
satisfaction, while ordering excess inventory hurts bottom line. Keep supply and demand
in profitable balance with Distributed Order Management. That means having a global
view of inventory—at the supplier, in transit or at warehouse—along with real-time
aggregated order reporting. In today’s scenario company should always know what they
need and what they have.
Distributed Order Management simplifies fulfillment process by orchestrating the
following points to be considered:
i) Aggregating and prioritizing orders: This include selection of the orders and planned
execution of the orders based on the importance and priority
ii) Sourcing: Optimize procurement across an extensive supply network, including
stores, distribution centers and suppliers, to meet current demand. Proactive generation of
purchase orders for additional supplies when needed. Plan for the
future with Demand Forecasting so that right product at right time is ensured. Close eye
on the events that may delay order delivery based upon past records.
iii) Scheduling and shipping: Efficiently route orders to customers, distribution centers,
retailers and partners to minimize delivery time and storage costs.

iv) Managing exceptions and substitutions: Inventory shortages, potential customer
service issues and delivery problems should be monitored, so that the time and
information necessary to place new orders, reroute, substitute and communicate with
customers is there.
v) Reporting: Capture key performance metrics and establish benchmarks for on-time
deliveries, cash-to-cash cycle time, inventory turns and forecasting accuracy. Get the
information needed to continuously improve fulfillment process.
For most enterprises and their vendors, Order Management Cycle
(OMC) functionality resides in the ERP, CRM and SCM functional domains. However,
the requirements of the OMC focus on order processes. Business process frameworks and
related business process repositories transcend functional silos and will enable enterprises
to address order management challenges across all stakeholders in a hub-like manner.
Today, key business drivers are shaping the future of the OMC. These include the
following:
• Emphasis on processes. As process trumps functional views of business, enterprises
are redefining their operational and strategic plans around key business processes
including the OMC. Leading organizations adapt and modify these business processes
in response to market conditions. However, most organizations manually adjust these
processes and seek an automated systems approach to creating re-usable processes.
• Increasing importance of service orders:
Lower profit-product sales continue to take a back seat to higher-margin service
orders. Expect enterprises to continue to grow warranty, installation and support
revenues. As a result, service order requirements like project accounting, dispatch
availability and asset scheduling will increase in importance.

• Requirements for multiple party accesses:
The number of access points to order systems increases as processes encompass all
departments, access order status, and review account balances. More importantly, these
stakeholders expect to have the ability to change order attributes at various points
throughout the order process.
Focus on business processes, requirements for multiple stakeholder access,
and maturation of middleware platforms in the order management cycle drives
enterprises towards the concept of an order hub. As process proliferation increases
around the order management cycle, standards for core and reusable processes will
emerge. Together with advances in BPM tools and Web services repositories,
organizations are seeking centralized management of these order processes. Growing
acceptance of data hubs—such as customer, product, and supplier—is leading to this new
notion of process hubs. The pairing of master data with reusable order processes will
complete the OMC equation resulting in the prominence of the order hub.
3.7 Critical Chain Approach Like project management, pre-production activities in
garment manufacture are driven by human parameters. Furthermore, some of the critical
chain characteristics have a lot in common with garment pre-production activities, all of
which are addressed specifically and decisively in the critical chain approach. These
include:
Reverse scheduling - scheduling of activities start backwards from delivery date;
Multitasking - garment pre-production is organized chaos. Resources migrate from one
project to the next to. Resources tend to migrate between orders in response to the latest,
loudest customer demand in an attempt to keep as many customers satisfied as possible

and also to show as much simultaneous progress as possible to different customers;
And common resource dependencies - typical apparel pre-production consists of 60 or
more different tasks to be taken care by 3-5 executives in a time sharing approach.
Traditional work environments put the emphasis on "not being late," but at the same time
they don't promote the concept of "being early" - which leads to safety-nets, the 'student
syndrome,' and Parkinson's Law taking over the process.
Task estimating - When estimating the duration of a specific task, people often worry
about the effect of unplanned work interruptions and add a hidden safety-net. A 10-day
task may have an extra 5 days built into it. It's perfectly reasonable to include this safety
factor (especially with third party activities), but because it's hidden its purpose is lost.
Student syndrome - General human nature is to put off the start of any task until the last
possible minute, thus eating into the safety buffer. Unfortunately, if the task then faces
unplanned interruptions it will overrun the estimate because there was simply not enough
time to recover.
Parkinson's Law - Work expands to fit the allotted time. If a task is estimated at 10
days, it is usual for it to take less. This is because people will simply adjust the level of
effort to keep busy for the entire schedule.
Multi-tasking - Most people work in a multi-project environment and have to stop
working on one task so that progress can be made on another task in another project.
Jumping around like this results in reduced focus and loss of efficiency. Resources tend
to migrate between projects in response to the latest, loudest customer demand in an
attempt to keep as many customers satisfied as possible. This focus on showing progress
on as many active projects as possible is the major cause of multi-tasking.
No early finishes! - It is important to note that tasks seem to either finish on time, or late,
but rarely early. This is because early finishes are seldom rewarded. In fact, early
finishers often being accused of sandbagging their estimates instead of being rewarded
for completing ahead of schedule. In this environment, people worry about their future
estimates being cut based on their past performance, so they quietly enjoy the lull and
officially finish on schedule.
Critical chain is the longest chain of dependent activities in a project. Activities can be
depend on each other because of project structure or limited resources.
Manage the flow, not projects
Critical chain is a breakthrough for streamlining flow of work through multi project
pipelines in a high uncertainty environment. Thus it greatly facilitates the management of
projects. Indeed, experienced project managers rely instinctively on aspects of critical
chain principles in planning and controlling their projects successfully
Adopt counterintuitive rules
Reduce the amount of work in execution. Instead of ―as soon as; possible, release work
based on the availability of most loaded resources (these are what limit the amount of
work that can be done) Place blocks of protective time, called buffers where they can do
most good. Remove safety from individual’s tasks, and concentrate it into explicit buffers
that protect the whole project-at the end of critical chain and where other chains feed it.
Allow individuals tasks within projects to be late. Use a buffer index (work completed
along any chain divided by the buffer consumed at the end of that chain) to drive and
measure performance. Based on above schedules can be made aggressive and projects
still be delivered on time, on budget and on scope.
Attack Policies not behaviors
It is a myth that you need to change how people behavior (procrastination, multitasking,
unnecessary polishing of already finished work etc.) in order to improve project
performance. The reality is that the following policy changes will give you much better
results. Replace measurement that requires individual tasks to finish on time with the
ones that drive low work in progress. Mandate a minimum amount of protective time in
each project, typically 50% of the sum of tasks, to assure uninterrupted flow of work.
Make project due dates, sacrosanct, to be changed only by senior management. Behaviors
will change gradually in response to such new management policies, which then will
produce even better results.
3.8 Business process reengineering (BPR)
Business process reengineering (BPR) is the analysis and redesign of workflow within
and between enterprises. It help in getting was lower costs and increase quality. Design of
workflow in most large corporations was based on assumptions about technology, people,
and organizational goals. There are seven principles of reengineering to streamline the
work process and thereby achieve significant levels of improvement in quality, time
management, and cost:
1. Organize around outcomes, not tasks.
2. Identify all the processes in an organization and prioritize them in order of redesign
urgency.
3. Integrate information processing work into the real work that produces the information.
4. Treat geographically dispersed resources as though they were centralized.
5. Link parallel activities in the workflow instead of just integrating their results.
6. Put the decision point where the work is performed, and build control into the process.
7. Capture information once and at the source.

3.9 ROLE OF MERCHANDISER IN PRE-PRODUCTION
Today's garment merchandisers have to move with frequent changes in demand and the
developing technologies utilized in manufacturing and production. To find out customer
requirements, they regularly visit retail outlets, and come up with latest updates from
frontline staff. In order to keep an eye on developments in sourcing, site visits are made
every week to mainland factories to meet suppliers and study production. In garment
merchandising, there is no specific rule, so it’s important to be able to think on one's feet.
The main procedures of merchandisers are as followed:
Understanding Sample Order
Merchandiser has to understand the buyer’s requirements after receiving specification in
the sample order. In many cases, there are modifications pertaining to the specifications
in the order to dispatch on time and the right quality. He has to talk with the in-house
veterans on the execution problems of sample orders, as the right information is required
in decision making.
Managing order route card and production timetable
Merchandiser has to manage every single production schedule and order route card that
helps to follow-up the execution in the planned way. It is expected to be acknowledged of
the various descriptions like: design, no. of modules, no. of operators, how many
processes, and date of dispatch, quantity, output capacity, and deadlines in the schedules.
The sub-ordinates are normally assigned to follow-up with execution of the plan.
Merchandiser plans the activities depending on the essentials or non-essentials, and top
priority are given to the most essential tasks. This is customary that the essential activities
are handled personally or with the support of junior merchandisers/sub-ordinates. In a
―daily schedule, merchandiser has to carry-out and categorize which is the most
significant and urgent task. The activity that has to be focused with full attention to
sweep-off non-essential activities and have to be to be corrected by prioritizing to meet
the deadlines.
Using route card to reschedule activities
To get updated on the current status on the order, the route cards should be utilized. The
latest status can be fed into the computers. In case, the buyer ask for the goods prior to
the deadline, then merchandiser has to reorganize the schedules to accomplish tasks,
output capacity, no. of pieces to be produced daily, substitute arrangements, time
availability, supply time, scheduling critical ratio, etc
Submitting pre-production samples
The pre-production samples should be provided on time to the concerned buyers. Quality
of the sample must be verified. If required, revised samples should be made available to
the buyers. Merchandiser should adjust to the required changes demanded by the buyer.
The execution of bulk orders should be made only after samples are approved by the
buyer. In-process inspection denote between any tasks in order-execution. In case of non-
conformation, it is better to focus on the concerns of quality. Merchandisers that work on
complete orders have to check deviation to the production teams so that any amendments
can be done to avoid the non-conformities.
Solving shortage problem
The merchandiser should know about the dearth of any commodity such as fabric, yarn,
etc. from the beginning. Actions should be taken immediately to arrange required
materials, after discovering the shortage. It is expected that the merchandisers should
verify quality of the goods prior to execution of the order. If the material is found
unavailable, the superior should be informed about the concern.
Communicating with associated people and buyer
It is essential to communicate with the buyers regarding the order. It is expected to give
some time to the buyer to read the sent messages. Merchandiser should go through the
messages received from the buyer and reply on time. In many cases, merchandisers have
to provide order status to the buyers. Also, merchandiser has to communicate with the
people that are in-house, venders, contractors and job-workers. Only through the right
communication can one meet deadline for the concerned orders. Apart from the above
mention procedures, merchandiser has to assign subordinates to help him in the order
execution, and direct the procedures. He has to revise his knowledge from time-to-time to
know current market trends. To record preferences for all the planned activities, use daily
or time log systems. The Merchandiser should find out exact reasons for time
consumption. It is necessary to keep record of time value and keeping it safe, as it is
going to be shared with concerned parties/buyers. It is certain that merchandising jobs
need huge time planning.

CHAPTER -4
ANALYSIS & INTERPRETATION
4.1 Data collection
Extensive list of tentative reasons that could be responsible for delays are prepared as
follows :-
• Yarn procurement
• Fabric development
• Lab dip and bulk approval
• Print related problems
• Fabric In house
• Special label development
• Change of Specifications
• Changes in bulk production
• Testing failure
• Multitasking
• Miscommunication between merchandisers and buyer
These were the main reasons that were responsible for the delays in preproduction
activities during an order execution. These were not the sole reasons responsible for delay
but if reduced can play considerable role in overall reduction in delay in deliveries.
Some of the personal delay elements observed is:-
• Phone interruptions
• Acting with incomplete information
• Dealing with team members
• Crisis management (putting out fires)

• Unclear communication about the order execution
• Inadequate training to do the job
• Over emphasis on routine tasks
SWOT ANALYSIS OF IMPERIAL GARMENTS LIMITED
During internship, the researcher observed some strengths, weaknesses, opportunities and
threats of IGL which are given below.
Strengths
• Big buyers from market

• Backward integration
• Good reputation as a unit
belongs GTN industries.
• Fully trained manpower
• fully equipped with modern machinery
• Efficient supply chain
Weaknesses
• Small orders
• Low coordination between departments
• Too much decentralized departments
• No Designing Studio
• No marketing research
Opportunity
• Able to attract new customers

• Expansion of business
• More domestic demand especially in Hyderabad.
Threats
• low profit margins

• reduced lead times
• Frequently changing styles
• Switching of buyers
• High quality demands
5.2 Order Tracking
For Primary data collection, 35 orders, those were delayed, were studied for two months
that is Jun’10 and Jul’10. It included both the historical data from records for the orders
being shipped and tracking of the running styles also. In order to find delay and reasons
of delay the order tracking was done and during tracking of order the entire follow up of
the order right from the order received to the final arrival of fabric and trims in-house was
studied. The tracking of the order involves the extensive study of the procedure of order
execution in the company that is process flow during different stages like Sourcing,
Merchandising, Sample development, Material Procurement and Approval.
The project has been carried out in Fabric department and entire
orders being tracked were of as per this department only. The tracking include the actual
order follow up and also the reference of the record which is being kept in form of entry
register and in the excel sheets of the merchandisers and sourcing personnel.
Tracking also included the follow up of mails of merchandisers to keep record of delay
reasons with dates. These are the mails which are being sent to the vendor (fabric and
yarn) as a part of the information system to communicate the resubmission of the
particular sample of particular material, delay in submission etc. The mails also include
the internal communication to the corresponding Product department and the Quality
department.
5.3 Delay in different department
It was found that Out of 35 orders that were delayed, there are 24 orders got delayed
primarily in Pre-Production stage.
Department No of orders delayed % contribution in delay
Pre-Production 24 68%
Production 8 26%
(including finishing)
Post Production 3 6%
Total 24 100%
Table No:
Fig No:
Classification of different stages of delay
S. No Work order No Stages of Delay
1 G1900460 Pre-production
2 G1900461 Production
6 G1900490 Post-Production
7 G1900491 Post Production
32 G1900543 Post Production
35 G1900555 Pre-Production
5.4 LEAD TIME V/S PRE PRODUCTION & PRODUCTION TIME
Hence in 24 orders problem of delay in pre production was found and on further detailed
analysis of the lead time and time spent in pre-production of these 24 order was studied it
was found 65.5% of time was involved in the preproduction of these 24 orders.
250
200
Total Lead time
150
Production
Pre-Production
100
lt
50
0
1 3 5 7 9 11 13 15 17 19 21 23
Production Order
Fig
GRAPHICAL INTERPRETATION OF LEAD TIME V/S PRE PRODUCTION &
PRODUCTION TIME
Preproduction & production durations
%time in
Work order Total Lead Pre-
S.No Color production pre-
No Time production
production
1 G1900460 Black 90 60 30 66.7
2 G1900487 Peacoat 80 50 30 62.5
3 G1900488 kelly green 90 60 30 66.7
4 G1900489 DK Shadow 75 45 30 60.0
5 G1900492 Chalk 80 50 30 62.5
6 G1900493 Tropical Red 90 60 30 66.7
7 G1900495 Coffee Bean 90 60 30 66.7
8 G1900383 Olive 90 60 30 66.7
9 G1900384 Wine 90 60 30 66.7
10 G1900386 Red 85 55 30 64.7
11 G1900527 DK Shadow 80 50 30 62.5
12 G1900529 Black 90 60 30 66.7
13 G1900530 Sprit pink 90 60 30 66.7
14 G1901183 Red 90 60 30 66.7
15 G1901185 Black 90 60 30 66.7
16 G1901187 Olive 90 60 30 66.7
17 G1901188 Yellow 110 80 30 72.7
18 G1901189 Terracotta 90 60 30 66.7
19 G1901191 Blue 90 60 30 66.7
20 G1901192 White 60 30 30 50.0
21 G1900542 Coral 100 70 30 70.0
22 G1900544 Fresh Green 90 60 30 66.7
23 G1900554 Blue Marl 90 60 30 66.7
24 G1900555 Yellow Marl 90 60 30 66.7
AVERAGE 65.5
TATISTICAL ANALYSIS TABLE
Planned Actual
Work
S.No lead lead d d2
order No
time time
1 G1900460 90 103 13 169
2 G1900487 80 97 17 289
3 G1900488 90 107 17 289
4 G1900489 75 85 10 100
5 G1900492 80 82 2 4
6 G1900493 90 94 4 16
7 G1900495 90 94 4 16
8 G1900383 90 99 9 81
9 G1900384 90 97 7 49
10 G1900386 85 93 8 64
11 G1900527 80 84 4 16
12 G1900529 90 97 7 49
13 G1900530 90 101 11 121
14 G1901183 90 96 6 36
15 G1901185 90 102 12 144
16 G1901187 90 104 14 196
17 G1901188 110 116 6 36
18 G1901189 90 94 4 16
19 G1901191 90 96 6 36
20 G1901192 60 66 6 36
21 G1900542 100 114 14 196
22 G1900544 90 99 9 81
23 G1900554 90 105 15 225
24 G1900555 90 105 15 225
Sum 220.0 2490
Mean actual lead time : 97.1
Mean Planned lead time : 87.9
Null hypothesis
Ho: μd=0 ; Alternate hypothesis (H1:μd≠0)
Selecting the sampling distribution and establishing the critical region
Sampling distribution = t distribution
Degrees of freedom = N-1=24-1=23
t(critical) = 2.069
t(obtained) = 4.44
Making a Decision:
The test statistic is in the critical region so we can reject the null hypothesis. The
difference in prejudice scores from the plan days and actual days is statistically
significant
GRAPHICAL ANALYSIS OF LEAD TIME
140
Number of days 120
100
80 Planned
lead time
60 Actual lead
40
20
0
1 3 5 7 9 11131517192123
Production Order
Fig:
Interpretation:
As it can be seen that mean actual lead time is higher than the mean planned lead time, so
it can be said that there is significant differences between these two values. Same thing
has been proved in t-score test also.
STATUS OF ORDER TRACKED
Fabric Fabric
Work order
S.No Color In-house In-house Total delay Reason
No
Expected Actual
1 Black 20/06/2010 3/7/2010 13 days Material procurement, Approval delay,
G1900460 Quality problems
2 peacoat 8/7/2010 25/07/2010 17 days Quality problems, Lab dip, Approval
G1900487 Delay
3 kelly green 8/7/2010 25/7/2010 17 days Spec. change, Material Procurement
G1900488
4 DK 20/07/2010 30/07/2010 10days Approval delay, Lap Dip
G1900489 Shadow
5 Chalk 28/07/2010 30/07/2010 2 days Quality problems, Specs Change
G1900492
6 Tropical 22/07/2010 26/07/2010 4 days Approval delay, Material Procurement
G1900493 Red
7 Coffee 22/07/2010 26/07/2010 4 days Lap dip, Material procurement, Quality
G1900495 Bean problems
8 Olive 15/07/2010 24/07/2010 9 days Specs change , Approval delay
G1900383
9 wine 15/07/2010 22/07/2010 7 days Material procurement, lab dips
G1900384
10 red 14/07/2010 22/07/2010 8 days Specs change, Quality problems, Approval
G1900386 Delay
11 DK 16/07/2010 20/07/2010 4 days Material procurement, Lap Dip
G1900527 Shadow
12 Black 25/07/2010 1/8/2010 7 days Quality problems, Approval delay, Specs
G1900529 change.
13 Sprit pink 30/07/2010 10/8/2010 11 days Lap Dip, Approval Delay, Material
G1900530 procurement
14 Red 4/8/2010 10/8/2010 6 days Specs change, Approval delay
G1901183
15 Black 4/8/2010 16/08/2010 12 days Lab dip, Material Procurement, Specs
G1901185 Change
16 Olive 4/8/2010 18/08/2010 14 days Quality problems, Material Procurement,
G1901187 Specs Change
17 Yellow 10/8/2010 16/08/2010 6 days Quality problems, Approval delay
G1901188
18 Terracotta 11/8/2010 15/08/2010 4 days Material Procurement, Approval Delay
G1901189
19 blue 12/8/2010 18/08/2010 6 days Approval delay, Specs Change
G1901191
20 White 10/8/2010 16/08/2010 6 days Material Procurement, Lap Dip, Specs
G1901192 Change
21 Coral 19/07/2010 2/8/2010 14 days Material procurement, Quality problems,
G1900542 Approval Delay
22 Fresh 18/7/2010 27/07/2010 9 days Approval delay, Quality problems, Lab dip
G1900544 Green
23 Blue Marl 20/07/2010 4/8/2010 15 days Material procurement, Quality problems,
G1900554 Approval Delay
24 Yellow 22/07/2010 6/8/2010 15 days Lab dips, Material Procurement
G1900555 Marl
4.5 DELAY REASONS
During the tracking of the orders which included both Historical data and the
follow up of the running and shipped during the project period.
The following main reasons are summarized
Change of Specifications
Fabric quality
Lab-dip and bulk approval
Material procurement
Approval delays
Broad classification of reasons for delays
As a
Percentage
S.No Reasons Cases Recorded
of total
cases
1 Material procurement 15 62.5
2 Lab dip 11 45.8

Specification
3 8 33.3
Changes
4 Approval delays 14 58.3
5 Quality Problems 11 45.8
Table No:
(The reasons for delay are not independent, within one case the reason for delay be
multiple. Percentage were calculated =Reason for delay/Total no. of cases*100)
Obs erved delay reas ons

16 15
14
14
12 11 11
No of C as es
10 8
8
6
4
2
0
Material L ab dip S pec ific ation Approval Quality
proc urem ent C hang es delays P roblem s
R e a sons
Fig 5.4
Interpratation: From the figure, it can be understood that material procurement and
approval delays are contributing more for delays.
4.5.1 Approval Delays
The second biggest problem which is not allowing the various departments to plan and
perform according to their capacities is the problem of approvals i.e. at various stages the
departments especially embroidery, printing, knitting and dyeing have to wait for the
various approvals. Although there is no permanent solution to this problem we can only
work to minimize the loss due to this problem. The reasons for Approval delays are
categorized as follows:-
1) Priorities
2) Internal Rejections
3) Incomplete Submission
4) Change in Product team specifications
Priorities
Delays occur due to changing priorities at various supply chain level which mainly cause
approval delays at the office and at merchandiser table. Resources tend to migrate
between projects in response to the latest, loudest customer demand (merchandiser) in an
attempt to keep as many customers as possible.
Internal Rejections:
It is one of the major in house delay problems. Mainly occurs due to the lack of
communication between the sampling team and merchandising team handling the
particular account. Many times there are several styling element and other changes that
are being done by the sampling team after the sample is being made. There are times that
they do not like the material or printing technique or any other stylization and hence they
want to Change it at that time these causes delay as approval take long time and also new
samples need to be developed.

Changes by the Product Team
A considerable time is involved in coping with the changes made by the Product Team.
This need to be controlled as last minute changes lead to the great loss of time and
money. The changes that normally done are:- Change in the trims like buttons Change in
the print colors and sometime change in the print which leads to new development of
screen and cause delay. Change in the color ways in which the order was placed initially
Change in style that does not alter much of fabric consumption Reduction in Order
quantity Prep one of the some orders from the decided arrival plan. Sometimes there is
also delay which is being desired and done in orders keeping in mind several factors the
competitor launch, market condition and matching theme of the launch.
Incomplete submission:
This was the one of the reason which leads to delay just because samples and another
submission such as artwork etc without complete information and full package as
required for nay approval. For example for size set approval a full package including
original sample, proto, specification sheet and any previous size set sample if it was
rejected earlier. Similarly the complete information regarding every submission from
supplier and vendor is required. Missing information lead to either resubmission or wait
for required information and in both cases there is loss time and delay happening.
Approval delays:
No.of as a
S.no Reasons cases Percentage
1 Priorities 3 21.4
Changes During bulk
2 production 4 28.6
3 Rejections 3 21.4
4 Incomplete Details 6 42.9
Table No:
multiple Percentage were calculated = Reason for delay / Total no of cases *100)
Approval delays
7
6
6
5
No of cases
4
4
3 3
3
2
1
0
Priorities Changes During Rejections Incomplete
bulk production Details
Reasons
4.5.2Quality related problems:
The main quality problems that are responsible for delays are Fabric GSM
(grams/square meter) variations and shade variation between different fabric rolls.
Different type of knitting machines producing different weights, some fine tuning of
knitting process is required.
Changes in bulk production, resulting in deviation in colour development from samples
approved.
Some times it was observed that Barre/patta ie stripes were appeared in fabric,
Any material variation in producing yarn or mix up of different lots yarns leads to this
type of problems.
Spirality, at times higher than the expected levels of 5% was resulted in delays in
Fabric inhouse.
Quality Problems
As a
Percentage
S.no Reasons Cases Recorded
of total
cases
1 Fabric GSM variation 2 18.2
2 Barre/Patta problem 3 27.3

3 shade variation in bulk 5 45.5
4 Spirality 1 9.1
Table No:
Quality Related Problems
6 5
5
No.of cases 4
2 3
3
1
2
1
0
Fabric GSM Barre/Patta shade variation in Spirality
variation problem bulk
Reasons
It is observed many times that shade variation and patches in finished fabric causes
material shortage hence delays. So, it demands proper process control.
4.5.3 Delay in Lap Dip
These delays result from problems related to the prints and colors not matching the
specified standards and merchandise not getting the desired hand feel.
Print and color related problems: - These problems arise when the supplier is not able to
achieve specified prints and colors. The supplier gets the Lap dips and strike offs
approved but are somehow unable to get the same quality in bulk.
Delays in lab dip
as a
S.no Reasons No.of cases Percentage
Internal Communication
1 Lapse 4 36.4
External
2 Communication Lapse 3 27.3
3 Not desired shade 4 36.4

Changes during bulk
4 production 2 18.2
Delay in Labdips
5
4 4
4
3
No of cases
3
2
2
1
0
Internal External Not desired Changes during
Communication Communication shade bulk production
Lapse Lapse
Reasons
This might happen due to no of reasons:-
1) Miscommunication between supplier and the company:
The change in the dyeing and printing mill at the bulk stage in order to cut down the
costs Lack of the uniformity in different batches being dyed as the change by the Product
team in quantities lead to dyeing at different times and batch and hence change in the
shade and the tone.
2) There is test failure also in which the fabric is not able to pass the chemical and
physical test. Wash Test there is failures mainly the shrinkage, crocking, staining and
print chip off. Wash test failure is observed in most of the cases and hence this causes
resubmission and hence it lead to delay.
Internal Communication lapse is another reason responsible. Communication plays a very
important role in the success of any organization. The success of an organization depends
largely on correct and speedy delivery of information to concerned departments. Right
information at right time plays a significant role in getting desired beneficial outcome.
There is lot which can be improved in this case and hence money and time can be saved.
For example:-
• Sourcing team is not informed about the changes suggested by buyer from
merchandising team and it is only at the last moment that they got to know it.
• Miscommunication between Quality and Merchandising team regarding Test
report
• Incomplete information transfer regarding changes made to corresponding
concerned departments
• Lack of co-ordination and transparency between various teams.
Apart from the internal communication External Communication also plays important
role. External Communication comes into role when the information needed to be passed
over to the other units such as knitting division, fabric processing unit. As in these cases
there are many cases when there is incomplete information transfer and
miscommunication that is being made.
For example:- Mail to the processing unit mention that fabric color need to be lighter how
much tone lighter is not mentioned and hence great need to clarify and so amount of time
is wasted in these clarifications.
4.5.4 Delay in Material procurement
Approximate 62.5% of the delay cases are due to delay in the material procurement
and Poor material procurement planning is responsible for this which include
Material shortage, Resource Unavailability and Embroidery and Print Delay.
The main reasons for the material shortage is variation between the actual and indent
consumption and quantity received is less than ordered. Higher wastage and re
cutting can lead to shortage moreover pilferage at vendor is also one of the reason
that can lead to shortage.
Delays in material procurement
No.of as a
S.no Reasons cases Percentage
Resource
1 unavailability 4 26.7
2 Priorities 5 33.3
3 Material shortage 4 26.7
Fluctuation in
4 Yarn prices 2 13.3
Material Procurement
6
5
5
4 4
No of cases
4
3
2
2
1
0
Resource Priorities Material shortage Fluctuation in
unavailability Yarn prices
Reasons
There are chances that the shrinkage of the fabric received might not match the
planned shrinkage of the fabric. Another possible reason is improper documentation

and wrong details. Resource unavailability mainly includes manpower and machine
unavailability which in turn causes the material throughput time and material delays
at various levels. Priorities here tend to migrate resources between projects in
response to the latest and loudest customer demand. As far as Embroidery and print
delay are concerned it is the development of strike off and samples as per required
specification. Sometime there is ambiguity regarding the sample developer and his
end time order lead to lack of planning so plan in advance can greatly reduce this
problem. Fluctuation in yarn prices forces the management to wait for some time.
4.5.5 CHANGE IN SPECIFICATIONS
In 33.3% of cases of main delay causing reason found out was the frequent change in the
specifications of the style.
Delays due specification changes:
as a
S.no Reasons No.of cases
Percentage
Internal
1 3 37.5
Communication Lapse
External
2 2 25.0
Communication Lapse
3 Lack of standardization 2 25.0
Changes during bulk

4 3 37.5
production
The factor for delay are not independent, within one case the factor for reason be
multiple. Percentage were calculated =factor for delay/Total no. of cases*100)
Graphical interpretation:
Delay due to Specifacations change
4
3 3
3
No of cases 2 2
2
0
Internal External Lack of Changes during
Communication Communication stadardization bulk production
Lapse Lapse
Reasons
It was found that primarily there was change in specifications because there was no
standards being set up for the fit and specification of even basic styles like crew neck t-
shirts and polo t-shirts also.
There are times when the merchandisers sent the sample on old specification instead of
getting new specifications and hence again resubmission. some times changed
specification are not being sent and only comments are sent by the merchandisers and
hence they are unable to understand and develop sample according to new specification.
So again in this condition resubmission of sample is required is required.
These specification changes are the major contributor to the delay in pre-production of
particular style example location of logos and pocket positions etc..

4.5.6 Summarization of the Delay Reasons:
Material
11 procurement
15
Lab dip
DELAY Specification
Changes
14 Approval delays
11
Quality Problems
8
Factors for each reason:
Material Procurement Lab-dips Approval Delays

Resource unavailability Internal communication lapse Priorities
External communication
Priorities lapse Changes in Bulk
Material shortage Changes in bulk Production Rejections
Incomplete
Priorities Lack of standardization submissions
Changes in Specification Quality Problems

Internal communication
lapse Fabric GSM variation
lapse Barre/Patta
hanges in bulk Production Shade variation
Lack of standardization Spirality
CHAPTER- 5
FINDINGS, RECOMMENDATIONS, CONCLUSIONS AND FUTURE
PROSPECT OF PROJECT
5.1 Identification of Controllable and Un-controllable Delay
The first step in the reduction of the delay is to identify the delay reasons and their
factors as Controllable and Uncontrollable. It was primarily done after discussion with
merchandisers and coming on the single consent based on the secondary data collection.
There was format which was filled up by the merchandisers to spot controllable and un
controllable delay and suggested measure against the controllable delays.

Reasons Merch Merch Merch Merch Merch Merch Merch Merch Merch Merch Merch Merch
ant 1 ant 2 ant 3 ant 4 ant 5 ant 6 ant 7 ant 8 ant 9 ant 10 ant 11 ant 12
Resource nc nc nc Nc nc nc nc nc nc nc nc nc
unavailability
c nc c c c nc c c c nc c c
Print delay
Material c c c c c c c c c c c c
shortage
Priorities nc nc nc Nc nc nc nc nc nc nc nc nc
Not desired nc nc nc Nc nc nc nc nc nc nc nc nc
Shade
Internal c c c c c c c c c c c c
communication
External c c c c c c c c c c nc c
communication
c c c c c c c c c c c c
Change by
product
Rejections nc nc nc Nc nc nc nc nc nc nc nc nc
Multitasking c c c Nc c c c c c c c c
Quality c c c c c c c c c c c c
problems
Here nc stands for Uncontrollable and c for Controllable delays

The above table shows the merchandiser point of view. Further, Based on discussion with
the senior executives, the final list of controllable and uncontrollable delays was
summarized as:-
Controllable Uncontrollable
Embroidery delay Resource unavailability
Print delay Priorities
Material shortage Unable to achieve desired shade
Internal communication Rejections
Quality problems
Changes by bulk production
Incomplete Submission
Lack Of standardization
Hence, the action plan was developed for each of the controllable delays so that the
delays can be reduced to increase on time delivery rate and to save money for
technological advancement which is otherwise lost in discounts.

5.2 Developing Action Plan
5.2.1 Embroidery and Print Delay
• These delays can be reduced by planning in advance the according to the
capacity of the company.
• Better strategies to be adapted to have Control over the subcontractor.
• QC should be made part of Pre- Production meeting which presently includes the
Merchandiser of Company and Technicians. These discussions should also be
done before inspections. The QC needs to be proactive than reactive.
• Try to avoid accepting the new styles especially avoid accepting big order.
• Sufficient Research and Development should be done during salesman sampling.
That is the printing technique to be used, the standards of testing to be followed
and the stylization aspects needs great concern.
5.2.2 Material Shortage
• Proper documentation with correct of order quantity and time of delivery
• Proper planned quantity should be ordered and it requires correct calculation of
quantities required based on order and taking in account of wastage percentage
based upon previous orders.
• Accepting the orders where the minimum order quantity is achieved.
• Ensure some allowance for extra shipment in all orders.
5.2.3 Internal Communication
• Maintaining transparency between different teams by sharing information
• Ensure access to the order status to all the team members by providing the
common folder in the shared document about the order status. This should
include entire status including the comments which need to be regularly updated.
• With starting of each order, members of all the teams should organize common
meeting for clear understanding of order i.e. quality levels, stylization, fit, special
value addition etc and doubts are cleared.
5.2.4 External Communication
• This should be as clear as possible.
• Set up the clear time line for approvals.
• Determine required time line for proto approval as one week from the date of
entry in the sampling register.
• Determine required time line for the size set and PP approval as three working
days from date of entry in sampling register.
• Accountability should be clear that is PP must be signed off by sampling in-
charge. Final approval should be given after consent of Quality team and Product
team as it is going to be as standard for bulk
• Clear comments to be followed should be informed to the vendor through mail
also.
• Handwriting on the Sample needs to be legible
5.2.5 Changes in bulk:
• Try to freeze process details before order placement with the other units
• Meeting session should be arranged for finalization of requirements as per
consent and requirement of all the three teams i.e. the Product, Quality and
Sourcing team.
5.2.6 Incomplete submission
The guidelines should be provided to the vendors for the submission of samples
(Especially yarn dyed samples).
All the samples that are to be submitted for the proto, Sizes set and PP approval need to
be with base pattern along with the previous sample, original sample, proto and size set.
It should be sent to the concerned Merchandiser attention.
Base size pattern need to be marked with the seam allowance, Style no., Grain line,
details of each part and most important with shrinkage
Ensure that all suppliers should use specification sheet or work orders sent by the
Company.
Any alternate trim used, it needs to be documented. Original trims to be approved within
one week.
5.2.7 Established the standard time and action Plan for preproduction
activities
Solid Fabric
Delivery schedule of the

solid dyed fabric. Normal solid dyed Mercerized
sales man bulk salesman bulk

Days days days days
lab dips approvals 3 to 5 days 3 to 5 days 5 to 8 days 5 to 8days

yarn sourcing 5 7 3 5
fabric knitting 2 7 2 7
processing 7 15 9 20
Total 14 29 14 32
if loose knit tip 2 8 2 8
total with loose knit 16 37 16 40
if Tirupur transportation 4 4 4 4
Over all total 20 41 20 44
Notes:
Above schedule is effective after approval of lab-dips from merchandiser as well
buyers.
Above deliver schedules are only for normal yarn i.e. 20 C, 30 C, 34 C ,40 C, 2/50 2/60
CGX,CGMX.
If any mélange yarn is involved, it will take yarn delivery 40 to 45 days+ 7days Transit
time.
If any special yarn or blend yarn order, yarn sourcing time will be reviewed.
Above schedule is for max five shades.

Yarn Dyed Fabric
Delivery schedule of Gassed & Merc.

Normal soft yarn dyed
the yarn dyed fabric. dyed yarn
sales
man Bulk salesman Bulk
days Days Days days
lab dips approvals 4 10 4 5
Inclusive Transit to
& fro
yarn sourcing 15 35 20 35
Inclusive Transit
time
fabric knitting 2 7 2 9
Minimum 600kgs
order /m/c.
Processing 3 4 4 5
Total 24 56 30 49
if tirupur
transportation 4 4 4 4
Over all total 28 60 34 53

Notes:
*Above schedule is effective after approval of lab-dips from merchandiser as well
buyers.
*Above deliver schedule are only for normal yarn i.e. 20 C,30 C,34 C ,40 C ,2/50 2/60
CGX,CGMX.
*If any mélange yarn is involved will take yarn delivery 40 to 45 days+ 7days Transit
time.
*If any special yarn or blend yarn order yarn sourcing time to be reviewed.
*Above schedule is for max five shades/order.

5.3 CONCLUSION
A penny saved is a penny earned. The delay reduction and Control measures suggested
herein when implemented will result in limiting the huge sums of money that supplier
pay against delayed orders and will also increase On time delivery rate. The Senior
Merchandisers, Merchandiser and Product and Quality team were asked to categorize the
cause of delays into controllable and un controllable delays If above measures would
have been used for 24 orders which were studied in which preproduction delay was
observed out of total 35 orders.
Now Total Orders Studied- 35
Pre-production Delay found- 24
Order in which delay could be controlled-18
Discount Slab
>5 days – 2% of bill value
>12 days – 5% of bill value
>15 days-10% every week of bill value
*Foreign buyers prefer air lifting, In this case Amount to be paid for transit will be much
high.
Table showing total bill value of 18 orders which could be controllable delay
Work order
S.No Quantity Price Total Bill
No
1 G1900460 15000 290 4350000
2 G1900487 20000 210 4200000
3 G1900488 25000 190 4750000
4 G1900489 10000 299 2990000
5 G1900492 5500 350 1925000
6 G1900493 10000 305 3050000
7 G1900495 12000 325 3900000
8 G1900383 25000 198 4950000
9 G1900384 8500 320 2720000
10 G1900386 10000 255 2550000
11 G1900527 20000 199 3980000
12 G1900529 10000 250 2500000
13 G1900530 20000 210 4200000
14 G1901183 15000 320 4800000
15 G1901185 17000 210 3570000
16 G1901187 35000 220 7700000
17 G1901188 20000 250 5000000
18 G1901189 15000 260 3900000
Total 71035000
The orders on an average got delayed by 9.2 days
Hence the Total Discount offered: - 5% of Bill value
Re71035000*5/100 = Rs 3551750
The projected increase in on time delivery Efficiency:-
The current delay happening due to pre production is 68%
Total Orders Studied =35
Projected Total on time delivery after project suggestion = 18%
Hence reduction in Pre Production Delay = 68-(18/35)*100 = 51.4%

5.4 Future Prospect of the Project
A project when completes lays the foundation for another Research study, for nothing is
ever perfect. The scope and limit of the project did not permit the implementation and
result analysis of the suggested measures. However some of the suggested measures
being implemented on 6 orders and hence the observed results are explained in below
table.
Reason of delay Factors Suggested Suggested Percenta

responsible measure Measure ge
implemented considered for reduction
implementation in delay
Material Resource In advance Advance 30%
Procurement unavailability capacity planning planning and
and having Made
Material supplier arrangements for
shortage control Sufficient yarn
stock of regular
Priorities counts
Lab dip Not desired Meeting and ----- 16%

shade training of
suppliers
Internal
Communication Frequent meeting
Lapses sessions should
be arranged with
External middle level
communication people to discuss
lapse capacity
planning, shades
Change by matching etc
product
Approval Priorities Set up the 60%

required timeline
Change by for approval of
process team samples at
various stages.
Rejections
Set up the
Incomplete procedure &
submissions accountability for
approval
Set up the clear

instructions to
vendors for
sample package
being sent to the
office for
approval
Change in Internal Standardization Setting up of 30%

Specification communication of specification accountability for
Lapse in consent with last minute
External all three teams changes by team
communication i.e.
Lapse Merchandising,
Changes in bulk Quality and
Lack of Product.
standardization
Setting up time
for complete
style finalization
before order
booking by
merchandiser
Quality Problems Priorities for Selection of right 20%

selected suppliers supplier
Unplanned Advance
Purchases planning for right
product
References
1) Overview of the Indian garment industry By : M. K. Panthaki
http://www.fibre2fashion.com/industry-article/14/1346/ overview-of-the-indian-garment-i
ndustry1.asp
2) The critical chain approach to apparel p roduction 19 March 2003

http://www.just-style .com/a rticle.aspx?id=93070
3) Multi-Project Critical Chai n: Three Vital Points

http://www.realiza tion.com/pd f/CriticalChain_VitalPoints.pdf
4) Apparel Supply Chain and Its Variants

By: Debasis Daspal
www.fibre2fashio n.com /industry-article/11/1067/apparel- supp ly-chain-a nd-its-
variants1.asp
5) www.yantra.com /downloads/whitepapers/7x/ Distributed-order-management.pdf
6) Jana,Prabir(2001), Supply chain Dynamics in Indian Apparel Export

Manufacturing: A critical Chain Approach
7) Bussiness Process reengineering www.12manage.com /methods bpr html
8) www.authorstream .com/prese ntation/shrira nga n1986-97289-retail- Merchandising

-reatil-education-ppt-powerpoint
Bibliography
1) Chandan JIT S, Statistics, 2000,2nd ed; New Delhi: Vikas Publishing house pvt ltd.
Ch.12,p.263.
2) Krishnaswami K N, Appa iyer Sivakumar,Mathirajan M, Management Research
Methodology, 2008, 2nd ed; New Delhi: Dorling Kindersley(India) Pvt. Ltd. Ch.7,P.163.
3) Jana, Prabir, (2001), Supply chain Dynamics in India n Apparel Export Manufacturi ng:
A critical Chain Approach.
4) Sunil Chopra, Peter Meindl, Supply Chain Management,2004,3rd
ed;Delhi:PearsonEducation (Singapore) Pte. Ltd.
5) Jeremy A.Rosenau/David L. Wilson, Apparel Merchandising,2nd ed; New York: Fair
Child Publications,Inc.
6) Ruth E. Glock, Grace I. Kunz, Apparel Manufacturing, Sewn product
Analysis,2005,1st ed; NewDelhi: Kindersley(India) Pvt. Ltd.

CONTENTS
S.No DESCRIPTION PAGE NO
Acknowledgement
List of Tables
List of Figures
Executive Summery
CHAPTER 1
1.0 Introduction
1.1 Background
1.2 Objectives
1.3 Scope of the study
1.4 Limitations
1.5 Expected Benefits
1.6 Hypothesis
1.7 Company Profile
CHAPTER 2
2.0 Research Methodology
2.1 Research Process
2.2 Research flow chart
CHAPTER 3
3.0 Theory Over view
3.1 Introduction
3.2 Operations in Apparel Manufacturing
3.3 Delay
3.4 Lead time and timely deliveries
3.5 Reasons for delays
3.6 Order management
3.7 Critical chain approach
3.8 Business process review
3.9 Role of merchandiser in Pre production
CHAPTER 4
4.0 Analysis and Interpretation
4.1 Data collection
4.2 Order Tracking
4.3 Delays in different Departments
4.4 Lead time v/s production& Preproduction
times
4.5 Delay Reasons
4.5.1 Approval Delays
4.5.2 Quality Problems
4.5.3 Lab-dips
4.5.4 Material Procurement
4.5.5 Specification Changes
4.6 Questionnaire analysis
CHAPTER 5
5.0 Finding and Conclusions
5.1 Identification of controllable and non
controllable delays
5.2 Developing action plan
5.2.1 Embroidery and Print Delay
5.2.2 Material Shortage
5.2.3 Internal Communication
5.2.4 External Communication
5.2.5 Changes in bulk
5.2.6 Incomplete submission
5.2.7 Established the standard time and action
for preproduction activities
5.3 Conclusions
5.4 Future Prospect of the Project
Appendix
Primary data T&A Tables
Knitting unit capacity
Yarn processing unit capacity
Fabric Processing unit
Fish bone diagram
iv
LIST OF TABLES
4.1 Delay in Different department(%)

4.2 Delay in Different department
4.3 Production lead time V/S Preproduction lead
time
4.4 Statistical Analysis table
4.5 Status of order tracked
4.6 Delay Reasons
4.7 Quality Problems
4.8 Approval Delay
4.9 lab-Dips delay
4.10 Material Procurement
4.11 Specification change reasons
5.1 Controllable V/S uncontrollable
5.2 Bill Value table
5.3 Time and Action plan solid dyed
5.4 Time and Action plan for yarn dyed
LIST OF FIGURES
3.1 Types of Demand

4.1 Delay in Different department(%)
4.2 Delay in Different department
4.3 Lead time Analysis
4.4 Delay Reasons
4.5 Approval Delay
4.6 Quality Problems
4.7 lab-Dips delay
4.8 Material Procurement
4.9 Specification change reasons
4.10 Delay expected during order
4.11 Resubmission of samples during an order
4.12 Stages of Resubmission
4.13 Resubmission in Lab-dips
4.14 Resubmission in Proto
4.15 Resubmission in size set
4.16 Resubmission in testing
4.17 Resubmission in pre production
TIME AND ACTIN REPORT
Work Order No G1900460 G1900461 G1900487 G1900492 G1900488 G1900489 G1900490

Order received 20.03.10 20.03.10 25.03.10 28.04.10 08.04.10 20.04.10 20.04.10
Labdips approval
plan date 30.03.10 30.03.10 04.04.10 08.05.10 18.04.10 30.04.10 30.04.10
Act date 03.04.10 02.04.10 09.04.10 08.05.10 18.04.10 06.05.10 30.04.10
Plan duration 10 10 10 10 10 10 10
Act duration 13 12 15 10 10 16 10
deviation 3 2 5 0 0 6 0
MOF released 03.04.10 02.04.10 09.04.10 08.05.10 18.04.10 06.05.10 30.04.10
Fabric inhouse
plan date 15.05.10 15.05.10 09.05.04 03.06.10 03.06.10 30.05.10 14.06.10
Act date 23.05.10 13.05.10 25.05.10 03.06.10 12.06.10 06.06.10 13.06.10
Plan duration 45 45 35 35 45 30 45
Act duration 50 41 46 35 54 30 44
deviation 5 -4 11 0 9 0 -1
PP sample Appr.
plan date 20.05.10 20.05.10 25.05.10 08.06.10 08.06.10 05.06.10 19.06.10
Act date 03.05.10 20.05.10 01.06.10 10.08.10 25.06.10 15.06.10 18.06.10
Plan duration 5 5 5 5 5 5 5
Act duration 10 7 6 7 13 9 5
deviation 5 2 1 2 8 4 0
production
Start 20.05.10 20.05.10 15.05.10 08.06.10 08.06.10 06.06.10 20.06.10
plan/actual 03.06.10 20.05.10 01.06.10 10.06.10 25.06.10 16.06.10 19.06.10
finish 15.06.10 15.06.10 10.06.10 03.07.10 03.07.10 01.07.10 05.07.10
plan/actual 28.06.10 17.06.10 26.06.10 05.07.10 20.07.10 11.07.10 04.07.10
Plan duration 25 25 25 25 25 25 25
Act duration 25 27 25 25 25 25 25
deviation 0 2 0 0 0 0 0
delivery/shipment
plan date 20.06.10 20.06.10 15.06.10 08.07.10 08.07.10 06.07.10 10.07.10
Act date 03.07.10 22.06.10 02.07.10 10.07.10 25.07.10 16.07.10 16.07.10
Act duration 5 5 5 5 5 5 11
Deviation 0 0 0 0 0 0 6
Total Delay 13 2 17 2 17 10 6
MOF : Manufacturing Order form
G1900 G1900 G1900 G1900 G1900 G1900 G1900
Work order No
491 493 494 495 496 383 384
15.04.
Order received 25.04.10 22.04.10 25.04.10 22.04.10 25.04.10 15.04.10
10
Labdips approval
25.04.
plan date 05.05.10 02.05.10 05.05.10 02.05.10 05.05.10 25.04.10
10
28.04.
Act date 06.05.10 13.05.10 05.05.10 03.05.10 04.05.10 29.04.10
10
Plan duration 10 10 10 10 10 10 10
Act duration 11 11 10 11 9 14 13
deviation 1 1 0 1 -1 4 3
28.04.
MOF released 06.05.10 13.05.10 05.05.10 03.05.10 04.05.10 29.04.10
10
Fabric inhouse
10.06.
plan date 20.06.10 16.06.10 20.06.10 16.06.10 20.06.10 10.06.10
10
17.06.
Act date 20.06.10 19.06.10 17.06.10 18.06.10 20.06.10 14.06.10
10
Plan duration 45 45 45 45 45 45 45
Act duration 44 48 42 46 45 45 49
deviation 0 3 -3 1 0 0 4
PP sample
15.06.
plan date 25.06.10 22.06.10 25.06.10 22.06.10 25.06.10 15.06.10
10
22.06.
Act date 25.06.10 26.06.10 22.06.10 26.06.10 25.06.10 24.06.10
10
deviation 0 0 0 2 0 5 0
production
15.06.
Start 26.06.10 22.06.10 25.06.10 22.06.10 25.06.10 15.06.10 10
plan/actual 26.06.10 26.06.10 25.06.10 26.06.10 25.06.10 24.06.10 22.06.
10
10.07.
finish 20.07.10 17.07.10 20.07.10 17.07.10 20.07.10 10.07.10 10
plan/actual 20.07.10 21.07.10 24.07.10 21.07.10 26.07.10 19.07.10 17.07.
10
Plan duration 25 25 25 25 25 25 25
Act duration 25 25 29 25 31 25 25
deviation 0 0 4 0 6 0 0
delivery/shipment
15.07.
plan date 25.07.10 22.07.10 25.07.10 22.07.10 25.07.10 15.07.10
10
22.07.
Act date 29.07.10 26.07.10 29.07.10 26.07.10 31.07.10 24.07.10
10
Deviation 4 0 0 0 0 0 0
Delay 4 4 4 4 5 9 7
G190052 G19005 G19005
G1900 G1901
Work Order No G1900386 G1900387
7 28 29 530 183
30.04. 05.05.
Order received 14.04.10 15.04.10 16.04.10 20.04.10 25.04.10
10 10
Labdips approval
10.05. 15.05.
plan date 25.04.10 25.04.10 26.04.10 30.04.10 05.05.10
10 10
13.05. 17.05.
Act date 23.04.10 24.04.10 30.04.10 30.04.10 05.05.10
10 10
Plan duration 10 10 10 10 10 10 10
Act duration -8 9 14 10 10 13 12
deviation -2 -1 2 0 0 3 0
13.05. 17.05.
MOF released 23.04.10 24.04.10 30.04.10 30.04.10 05.05.10
10 10
Fabric inhouse
25.06. 30.06.
plan date 10.06.10 10.06.10 01.06.10 15.06.10 19.06.10
10 10
03.07. 30.06.
Act date 16.06.10 11.06.10 03.06.10 15.06.10 24.06.10
10 10
Plan duration 45 45 35 45 45 45 45
Act duration 53 46 37 45 54 50 43
deviation 8 1 2 0 5 5 -2
PP sample Appr.
30.06. 05.07.
plan date 15.06.10 15.06.10 06.06.10 20.06.10 24.06.10
10 10
11.07. 11.07.
Act date 17.06.10 15.06.10 10.06.10 20.06.10 01.07.10
10 10
deviation 2 0 0 0 2 3 6
production
30.06. 05.07.
Start 15.06.10 15.06.10 07.06.10 20.06.10 24.06.10 10 10
plan/actual 23.06.10 15.06.10 11.06.10 20.06.10 01.07.10 12.07. 11.07.
10 10
25.07. 30.07.
finish 10.06.10 10.07.10 03.08.10 15.07.10 19.07.10 10 10
plan/actual 18.07.10 18.07.10 07.08.10 21.07.10 26.07.10 06.08. 06.08.
10 10
Plan duration 25 25 25 25 25 25 25
Act duration 25 33 25 31 25 25 25
deviation 0 8 0 6 0 0 0
delivery/shipment
30.07. 04.07.
plan date 15.07.10 15.07.10 08.08.10 20.07.10 24.07.10
10 10
11.08. 10.07.
Act date 22.07.10 23.07.10 12.08.10 26.07.10 31.07.10
10 10
Deviation 0 0 0 0 0 0 0
Total Delay 8 8 4 6 7 11 6

Order received 10.05.10 04.05.10 04.05.10 04.05.10 20.04.10 11.05.10 11.05.10

Labdips approval
plan date 20.05.10 14.05.10 14.05.10 14.05.10 30.04.10 20.05.10 20.05.10
Act date 20.05.10 18.05.10 14.05.10 14.05.10 30.04.10 20.05.10 19.05.10
Plan duration 10 10 10 10 10 10 10
Act duration 10 14 10 10 10 10 9
deviation 0 4 0 0 0 0 -1
MOF released 20.05.10 18.05.10 14.05.10 14.05.10 30.04.10 20.05.10 19.05.10
Fabric inhouse
plan date 04.07.10 28.06.10 28.06.10 28.06.10 05.07.10 05.07.10 05.07.10
Act date 01.07.10 07.07.10 24.06.10 09.07.10 09.07.10 07.07.10 04.07.10
Plan duration 45 45 45 45 65 45 45
Act duration 41 50 41 56 69 47 45
deviation -4 5 -4 11 4 2 0
PP sample Appr.
plan date 09.07.10 03.07.10 02.07.10 03.07.10 10.07.10 10.07.10 10.07.10
Act date 05.07.10 15.07.10 29.06.10 17.07.10 16.07.10 14.07.10 10.07.10
deviation 0 3 0 3 2 2 1
production
Start 10.07.10 04.07.10 03.07.10 04.07.10 11.07.10 11.07.10 10.07.10
plan/actual 06.07.10 15.07.10 30.07.10 17.07.10 17.07.10 15.07.10 10.07.10
finish 04.08.10 29.07.10 28.07.10 29.07.10 06.08.10 06.08.10 04.08.10
plan/actual 06.08.10 10.08.10 30.08.10 11.08.10 12.08.10 10.07.10 09.09.10
Plan duration 25 25 25 25 25 25 25
Act duration 31 25 30 25 25 25 30
deviation 6 0 5 0 0 0 5
delivery/shipment
plan date 09.08.10 03.08.10 02.08.10 03.08.10 10.08.10 10.08.10 09.08.10
Act date 11.08.10 15.08.10 04.08.10 16.08.10 16.08.10 15.08.10 14.08.10
Deviation 0 0 0 0 0 0 0
Total Delay 2 12 2 14 6 4 5

Order received 12.05.10 10.06.10 09.04.10 15.04.10 18.04.10 20.04.10 22.04.10

Labdips approval
plan date 22.05.10 20.06.10 19.04.10 25.04.10 28.04.10 30.04.10 02.05.10
Act date 25.05.10 22.06.10 23.04.10 25.04.10 03.05.10 30.04.10 08.05.10
Plan duration 10 10 10 10 10 10 10
Act duration 13 12 14 10 15 10 16
deviation 3 2 4 0 5 0 6
MOF released 25.05.10 22.06.10 23.04.10 25.04.10 03.05.10 30.04.10 08.05.10
Fabric inhouse
plan date 06.07.10 04.07.10 14.06.10 10.06.10 13.06.10 15.06.10 16.06.10
Act date 06.07.10 09.07.10 24.06.10 09.06.10 22.06.10 25.06.10 30.06.10
Plan duration 45 15 55 45 45 45 45
Act duration 45 18 61 44 49 55 54
deviation 0 3 6 -1 4 10 9
PP sample Appr.
plan date 11.07.10 09.07.10 19.06.10 15.06.10 18.06.10 20.06.10 21.06.10
Act date 17.07.10 16.07.10 03.07.10 15.06.10 27.06.10 05.07.10 05.07.10
deviation 3 1 4 1 0 5 0
production
Start 11.07.10 10.07.10 20.06.10 15.06.10 18.06.10 20.06.10 22.06.10
plan/actual 17.07.10 17.07.10 04.07.10 15.06.10 27.06.10 05.07.10 06.07.10
finish 07.08.10 05.08.10 14.07.10 10.07.10 13.07.10 15.07.10 17.07.10
plan/actual 13.08.10 12.08.10 28.07.10 10.07.10 22.07.10 30.07.10 01.08.10
Plan duration 25 25 25 25 25 25 25
Act duration 25 25 25 25 25 25 25
deviation 0 0 0 0 0 0 0
delivery/shipment
plan date 12.08.10 10.08.10 19.07.10 15.07.10 18.07.10 20.07.10 22.07.10
Act date 18.08.10 16.08.10 02.08.10 19.07.10 27.07.10 04.08.10 06.08.10
Deviation 0 0 0 4 0 0 0
Total Delay 6 6 14 4 9 15 5

Pre Manufacturing Delays in Garments Unit

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CHAPTER-1

Evolving consumer preferences whose awareness levels of trends, fashion

consumer awareness wants different merchandise at even shorter intervals complimented

with greater shopping experiences, which is inducing product lifecycles to shrink

dramatically, driving the needs of even more new products.

time which we can be achieved by ensuring proper coordination among different

more profit and good name in this competitive scenario.

1. Orders, executed in the period of Apr’10-Jul’10, were selected for

study in the company (IGL).

2. Helps us to get a view of process flow of product at pre-production.

5. Make company proactive in approach to foresee kind of delivery schedule and an

get insight of delays

in-charges /merchandisers did not have much time to devote.

suggestions and recommendations are applicable only to the said company.

3. Any recommendations regarding material procurement is not possible since all

1.6 Expected Benefits to Sponsors:

1. Effective planning of resources.

1.7 Hypothesis setting:

Imperial Garments Limited:

A state of the art Juki assembly line garment confection arrangement at

finer in case of specific orders make an attractive proposition.

per annum in the highest end of lifestyle garments at Hyderabad.

Products: T-shirts(All types), kids wear, Sports wear.

Major Customers: Nike,ITC, Pantaloons, Truworth, Dogleg, Carrefour Etc

The company in which project is executed has following main departments

Finance & Accounting,

Human Resource Department.

Process flow of company

Process flow in execution for Particular Order

Order from buyer

2.1 Research Process:

Step I: Define the problem and the research objectives

“A study on causes for delays in Pre-Production activities of garment

manufacturing at Imperial Garments unit, Hyderabad.”

1. To analyze the extent of delays in executing the orders

2. To determine the extent of pre-production delays in overall delays

3. To determine the potential areas causing frequent delays

4. To determine factors those can be controllable, to avoid delays

research approaches, research instruments, sampling plan and contact methods.

information about the happenings in this sector.

to understand the process better.

Research design is the plan, structure and strategy of investigation conceived so as to

the methods and procedures for constructing a particular study.

In this research, the design is Descriptive research.

causes for delays in related activities.

help in understanding the reasons and coming to conclusions.

be contacted: Past records available at different departments. In this survey, personal

enquiries were also used.

Step III: Collect the information

selection of vendors, Desired quality levels etc.

Step IV: Analyze the information

stage have been analyzed on the basis of the following parameters:

were extracted from the research.

Secondary data collection

Study of processes and activities

and also as per observation made during execution of project)

Project conclusion and feedback Time

are used for comparison and analysis.

computed by using formulas

Where Xd is the mean of the differences

∑D is the summation of the d column

Formula 1.2 Sd=√∑D²-(∑D)²/N/N

Where Sd is the standard deviation of the differences