Report on

Industrial Training
Viyellatex Group

Prepared For:

(IE Department)

Eng. Mr. Faruque Ahmed

Training Supervisor

Prepared By:
(IPE, 12th Batch)
Saiful Islam-2006334032
Mahmydul hasan-2006334033
Raj Narayan-2006334034
Tanvir Ahmed-2006334037
Zakirul Hasan-2006334038
Monuj Kumar Das-2006334039
Aminul Islam-2006334040

Department of Industrial and Production Engineering

Shahajalal University of Science & Technology
Sylhet

28 October 2010
October 21, 2010

To
Engr. Mr. Faruque Ahmed
Assistant Manager of IE Department
Viyellatex Group.
297, Khortoil, Gazipura, Tongi,
Gazipur‐1712, Bangladesh.

Sir,

Subject: Submission of the report on Industrial Training on Viyellatex Group.

We are pleased to submit the report titled “Industrial Training on Viyellatex Group” as
part of partial fulfillment of requirements for our training course. This is a paper focusing
on different departments of viyellatex group as an IE.

This paper is basically an overview of different departments of viyellatex group that

accumulates the IE areas and their associated findings. While writing the report we have
tried our level best to draw relevant information keeping in mind the instructions
regarding the report writing.

We sincerely believe that the paper will significantly help to understand about Viyellatex
group and also helpful for industrial engineers in garments sector.

Sincerely yours,

1. Tanvir Ahmed
2. Raj Narayan Acharjo
3. Mahmudul hasan
4. Saiful islam
5. Aminul Islam
6. Monoj Kumar Das
7. Zakirul Hasan
IPE, 12th batch
Department of Industrial & Production Engineering,
Shahajalal University of Science & Technology

2
Acknowledgement

First and foremost, we are extremely grateful to my course supervisor, Mr. Abdul Malek. We
would like to thank to our supervisor of this project, Mr. Faruque Ahmed for the valuable
guidance and advice. He inspired us greatly to work in this training. His willingness to
motivate us contributed tremendously to our project we also would like to thank him for
showing us some example that related to the topic of our training.
Besides, we would like to thank the authority of Viyellatex Group for providing us with a
good environment and facilities to complete this training. Also, we would like to take this
opportunity to thank to the Dept of IE of viyellatex for offering these subjects. It gave us an
opportunity to participate and learn about the operations and procedure of a complete
garment industry. In addition, we would also like to thank our coordinator Mr. Nizam Uddin
who provides us valuable information as the guidance of our training, also thankful to Engr.
Md. Nipun, Engr. Md. G.M. Arshdullah, for their every second supervision to us in preparing
this paper we show my great gratitude to all the people of different departments covered for
this report especially to Engr. Mahbubul Islam in printing, Mr. Iqbal in planning, Mr. topu in
Knitting, Mr. Saikat in Dying, Mr. Jahangir in sample, Mr. Kawsar in CAD, Mr. Razzak in
Cutting.
Finally, an honorable mention goes to our families and friends for their understandings and
supports on us in completing this training. Without helps of the particular that mentioned
above, we would face many difficulties while doing this project.

Executive Summary

3
Viyellatex is a fast growing privately owned multi-dimensional business group in
Bangladesh. It is head-quartered in Khortoil,Tongi,Gazipur.
Starting in 2001 as a knit garments manufacturing, viyellatex has expanded its seven
business units in nine years with a 100% knit composite setup. Among this seven, two
new business units have been started recently.
Viyellatex Group is operating in five different industries with its seven units. A Chief
Operating Officer (COO)/Managing Director (MD) runs these units and they reports to the
Chairman and Vice Chairman.
Garments: swing
The core strategic business unit of viyella tex group is the garments unit, its main
product is basic knit wear with other knit garments. Product capacity of this unit is 2
million units of readymade garment every month.
Viyellatex Embroidery unit is a sub unit producing 1.9 billion stitched embellishments per
month.
Fabric: Knitting, dyeing, washing.
The fabric unit supports the garments manufacturing unit. It has produced 800 tons of
dyed fabric. The knit products vary within single jersey, double jersey, pique, lacoste, rib,
interlock and auto stripe fabric.
Interfab shirt manufacturing Ltd. Is woven garments manufacturing unit of the group. Its
capacity of 1 million units of formal and casual shirt per month.
Printing: Gothic Design Ltd. Works as the printing unit of the group. It is located in the
main premise in organization with a printing capacity of 1.8 million units per month.
Yarn: viyellatex spinning Ltd. Is a 100% export oriented cotton yarn manufacturer. The
fabric units cotton yarn requirement is fully satisfied by its spinning units. It produces
ring (carded and combed) and rotor (open ended) yarn with its 40320 spindle ring and
1280 spindle motor machine. Monthly production of ring and rotor yarn sums up to 900
tons.
Accessories: Fashion plastic & packaging Ltd. (FPPL), accessories units of the group. It
produces poly bags, hangers, labels, etc.
Logistic management: Logistics Management Services Ltd. (LMS) works as a unit to look
after the logistics and warehouse management services primarily for RMG sector. It also
serves other companies in garments industry as well as its sister concerns. It was
established on 530,000 sq. ft. of land which includes 73,000 sq. ft. of covered area.
CAD department design and makes marker and design cutting alignment which
efficiency is 85%

4
Planning department serve the capacity planning according to capacity they received
order and fixed delivery date. Every department has his own planning people and they
adjust capacity.
And last our main concern about IE department that is Industrial Engineering department
this department concern about Check and ensure the layout. Balance the line to ensure
minimum Work - In - Process (WIP). Analyze the bottle - neck process. Method study.
Grade the operator for new or existing. Follow - up the production and take necessary
action for achievement. Update skill inventory regular basis. Maintain liaison with
planning & IE for productivity improvement and input. Ensure the instructions of the
Industrial Engineering Department. Ensure the follow - up of the cut bundle sheet in the
line to ensure efficient assembly operation without any system loss. Implement GSD
method in the production floor. Ensure the process flow through proper bundling system.
Layout the machine by maintaining proper sequence of operation to ensure best
workflow.

5
 Table of Contents

Abstract 7
Key-Words 7
Prelude 7
Specific Objectives and Motives 7
Approach 8
Viyellatex at a glance 8
Knitting 12
Dyeing 15
Sampling 16
CAD 17
Cutting 18
Printing & embroidary 21
Swing 22
IE 24
Planning 25
Techno
business……………………………………………………………………………………………………25
5S…………………………………………………………………………………………………………………
……..28
Discussion………………………………………………………………………………………………………
…….29
Conclusion
…………………………………………………………………………………………………………..29

6
List of Tables, charts and Figures

Chart 1: Organogram of viyellatex Group 9

Table 1: Viyellatex Timeline 10

Table 2: Viyellatex Awards 10

Table 3: Capacity of knitting 13
Chart 2: Process flow chart of Knitting 13
Chart 3: process flow chart of dyeing & Finishing. 16
Chart 4: Sample making procedure 17
Chart 5: Process flow chart of CAD department 19
Chart 6: Process Flow Chart for Cutting section
20
Fig 1: Printing example
Chart 7: IE department 27
Fig 2: SAP modules 29
Chart 7: Total integrated system procedure in Garments manufacturing 30

7
1.1. Abstract:
Viyellatex is a Bangladeshi garments manufacturing company and one of the highest
regarded companies in the country – for their superior products, for their fair and equal
treatment of their workers and for their dedication to various community causes
including preserving the environment. The main objective of this study is to give an
overview of different departments of viyellatex group that accumulates the IE areas and
their associated findings.

1.2. Key-words: IPE, productivity, improvement, cost minimize, renowned, Maintain,

contribution, quality, lean, efficient, Follow – up, Method study.

1.3. Prelude

This paper is based on industrial engineering view on garments sector. IPE, industrial and
production engineer, in a word productivity improving & cost minimizing machine. They
are doing their best in all manufacturing industry. In garments sector IPE doing
extremely good.
Although Bangladesh is not developed in industry, it has been enriched in Garment
industries in the recent past years. In the field of Industrialization garment industry is a
promising step. It has given the opportunity of employment to millions of unemployed,
especially innumerable uneducated women of the country. It is making significant
contribution in the field of our export income. But it is the competitive sector in whole
world so for existing in this garments world IPE is needed for improving the quality
product as well as productivity with minimizing cost.
Viyellatex is a renowned textile & apparel manufacturer in Bangladesh. Its’ setup is
completely vertical with a variety of operational and functional units such as knitting,
dyeing, washing, printing, embroidery, stitching etc. Its’ monthly production varies from
1.5 to 2.00 million pieces. The products are mostly of high fashion. Viyellatex has an IE
department which serves very efficiently to company and they doing continuous
improvement. That’s why viyellatex is taking position in garments world still now.

2.1. Specific Objectives and Motives

This study attempts to achieve the following objectives:

8
 1. To generate idea about viyellatex and its different department.
2. To know what and how IPE do in garments sector.
3. To give any suggestions and comments to improving the productivity.

2.2. Approach

Upon collection, data has been sorted out according to the subject areas of the paper.
This also helped to figure out the major, minor and untouched areas. After sorting, we
have prepared summary of individual paper and its findings in short, so that it provides a
view on the paper issue. This is basically a short paper where anyone can easily obtain
his/her desired information without any colossal effort about different process of
garments sector and activities of IPE. Beside that, it will also enable to sort out the
common findings or any similar types of findings that is close to each other.

3.1. Viyellatex at a glance

Viyellatex is a renowned textile & apparel manufacturer in Bangladesh. Its’ setup is
completely vertical with a variety of operational and functional units such as knitting,
dyeing, washing, printing, embroidery, stitching etc. Its’ monthly production varies from
1.5 to 2.00 million pieces. The products are mostly of high fashion. It’s exporting mainly
to Europe. The major buyers are G‐star, Puma, Marks & Spencer, Esprit, S.Oliver, Gerry
Webber etc. The yearly turnover of the company is close to $150 million. Viyellatex is
using mostly state of the art modern machines in its lines. It has also integrated
Information Technology with its business process. To derive maximum value of the IT,
the company has introduced SAP ERP in addition to other world famous softwares like
Fast React for garment production planning, General Sewing Data (GSD) for controlling
the timing & motion of every garment sewing operation, Orgatex for centrally controlling
dyeing machines, Garber & Optitex for Pattern Design System (PDS) and a sophisticated
local software called “KORMEE” for accurate payroll processing & human resource
management. Although the company is relatively new but within this time it has earned
many laurels both from home & abroad. The Company is ethically compliant & maintains
transparency at all levels of its business process. The company is committed to human
rights and environmental charter.
Vision: to be the most regarded company in Bangladesh by 2015.
Mission: We strive to provide quality services on time, based on best practices for the
satisfaction of our mutual partners & stakeholders. We foster friendly working
environment through open communication and respect. We encourage initiative,

9
innovation and teamwork. Workers welfare and right is our premier focus. We are
committed for cleaner and greener environment. We are driven by our responsibility to
the society as a corporate body

3.2 Viyellatex Values: Integrity

• Commitment
• Customer satisfaction
• Innovativeness
• Fairness
• Environment
3.3. Slogan of the Group:
• Act in VIYLLATAX’s Best interest
• Be the rare responsible person
 Self-motivating
 self-disciplined
 self-improving
 acts like a leader
 doesn’t wait to be told what to do
 never feels ”that’s not my job”
 behave like an owner
3.4. Organogram of viyellatex Group

Chart 1: Organogram of viyellatex Group

3.5. Viyellatex Timeline

1996 • Viyellatex Garments
1998 • Woven: Interfab Shirt Manufacturing Ltd.
2002 • Knit Fabric Unit (Knitting, Dyeing, Washing)
2003 • Accessories: Fashion Plastic & packaging Ltd.
2005 • Spinning: Viyellatex Spinning Ltd.
2007 • Printing & Embroidery: Gothic Design Ltd
2009 • Tea Estate : Ruthna Tea Estate

10
 2009 • Logistics: Logistic Management & Support
Table 1: Viyellatex Timeline
3.6. Awards
National • Export promotion PVH Gold • In 2008 & 2009
Export Bureau Award
Trophy • In 2005-20006
Best • DHL-Daily star CIP • Ministry of industry
Business • 2007 (Commercially • 2009
Award Important
person) status
BGMEA Gold • Bangladesh Garments Strategic Partner • Puma
Award Manufacturers & Award • In 2009
Exproters Association
• In 2007
CSR • Standard Chartered Industrial • Awaj Foundation
Award Bank & Financial relations (Labour union)
Express Award • In 2009
• In 2008
Workers • Awaj Foundation HSBC Export • For Excellence
Friendly • In 2008 Excellence Export Business
Factory Award performance
• In 2010
Best • For works’ friendly
Workers’ Knitwear Industry
friendly • In 2010
Knitwear
industry 2010
Table 2: Area, Sub-Area and Number of Papers.

3.7. Social Contribution:

Green (Environment) initiative:
Viyellatex is most renowned environment friendly textile production facility in he world.
Our renowned environment initiatives have been well recognized not only by other
international business organization but also by World Bank & Asian Development bank as
well.
Few exemplary initiatives:

11
  More than 280000 liters of treated effluent water is being used for 7000 worker’s
toilet flush every day, saving 75 M liters of underground water every day.
 250000 square feet roof top is being to collect approx. 45 million liters of rain
water which is later used in textile wet processing without utilizing the valuable
underground water and saving extra chemicals of water softening.
 5 MW gas generator exhaust used in co-generation chiller to support 750 MT of air
cooling in the Viyellatex Spinning Mill. Also in the fabric plant, it is planning to use
3 MW generator exhaust in the Boiler. Both technology saves substantial energy
and minimizes global warming.
 Re-condensed steam water is being transported to the boiler feeder tank which
increases the temperature by 15-20 C, saves hefty energy and minimizes global
warming.

 Fabric dryer exhaust is being redirected to air inlet and feed into the burner to
reduce the energy consumption. A simple innovative technique which Viyellatex
started to use3 years back and now incorporated by famous GMBH textile
Machine manufacturer, Bruckner in their latest series of stenter.
 Per year approx. 50 Tons of food residue created during lunch of 7000 employees,
are being used to develop natural fertilizer and being distributed among the
neighboring farmers at free of cost an initiative which avoids environment
pollution and supports the community.

 Instead of air condition Viyellatex installed Energy saving evaporing cooling

system to apparel production floors.
 Viyellatex is constantly doing projects with International Partners to develop
ecofriendly textile products. It did the Carbon foot print project to minimize the
carbon emission in the wet processing with the assistance of the world recognize
company BASF.
 Become self-reliant in the society & unique return for any business group of
Bangladesh.

4. Different Departments of Viyellatex & possible IE activities:

4.1. Knitting
The knitting unit supports the garments manufacturing unit. It has produced 800 tons of
fabric. The knit products vary within single jersey, double jersey, pique, and Lacoste, rib,
interlock and auto stripe fabric

4.2. Type of yarn used in knitting unit:

12
 THERE ARE VARIOUS TYPE OF YARN USED IN KNITTING IN VIYELLATEX. SOME OF
THEM ARE

1. CARD YARN
2. COMB YARN
3. ROTOR YARN
4. ORGANIC YARN
5. MODEL COTTON
6. FARE TRADE YARN
7. SLOB YARN
8. POLY ESTERS
9. LYCRA YARN

Fig: knitting unit of viyellatex

4.3. Machine used in knitting unit

4.3. Knitting Process:

Chart 2: Process flow chart of Knitting

4.4. Capacity: KGS/Day

Machine types number capacity
Single jersey 35 11200
RIB 19 6500
Fleece 10 2500
Auto stripe 8 800
Total 72 21000
Collar & cuff 25 7060 sets/day
Table 3: Capacity of knitting

13
 4.4. KNITTING FAULTS:

1. Barrre.
2. Press-off.
3. Miss-stitch.
4. Needle Mark.
5. Sinker Mark.
6. Oil Stain.
7. Crease Mark.
8. Holes.
9. Slubs.
10. Spirility.
11. Broken Needle.
12. Pin Hole.
13. Tight Course.
14. Missing Yarn.
15. Course Yarn.
16. Soiled Fly.
17. Etc.

4.5. Maintenances:
• Use Air gun to pass the yarn through miminger pipe.
• Tension of yarn should be lower otherwise it will be discarded.
• Check the polyester visibility.
• Use same loose or intake licra.

4.6. Possible IE Activities:

• Thread consumption.
• Planning.
• Statistical Inspection.

14
4.7. Problems:
The study of this problem has led to the identification of two main categories of defects
in knitted fabrics: horizontal and vertical variations. While the first category is mainly due
to the yarn (quality and management), the second category is related with the knitting
elements: needles, sinkers, feeders, and so on.
According to workers information approximately 3 hours are spoiled to readjust the yarn.

4.8. Solution:
The solutions encountered for solving these problems are, for the first category, a careful
selection and management of the yarn, and for the second, the correction or substitution
of the defective elements. In order to deal with these problems, various studies have
been conducted and some specialized systems were developed, which can detect
abnormalities in the yarn being fed, defects in the knitted fabric and defects in the
knitting elements. For the detection of yarn problems most systems will stop the knitting
machine when the yarn input tension falls below some limits. The systems based on the
detection of knitted fabric faults are basically photoelectric cells located very near to the
fabric, inside or at one side of the machine cylinder. With the help of a lamp conveniently
orientated, these systems detect holes and dropped stitches. The systems used for the
surveillance of defective knitting elements are normally optical or capacitive sensors
analyzing, respectively, the shadow produced by the knitting element or the electric field
variation produced by the elements, looking for broken needles, closed latches and
broken sinkers. These systems are very effective and are capable to detect with high
accuracy the position of the defect, stopping the knitting machine immediately, thus
reducing loss. Unfortunately they are much specialized and usually do not give further
information related with the knitting process and the cause of a defect. Furthermore
some abnormalities pass through without being detected.

15
 5.1. Dyeing
Viyellatex Dyeing is covered by the 22 dyeing machines & 2 Turning machines and every
machines are German branded and we have 30 tons per day dyeing capacity. 24 hours
running our dyeing section by the three shift 3 hundred workers are working in our
dyeing section.

5.2. Dyeing procedure:

Chart 3: process flow chart of dyeing & Finishing

16
 5.3. Finishing
Viyellatex Finishing section in the Fabrics unit equipped 18 machines. It 24
hours running as per dyeing production by the 3 shift & 300 workers. We have
both open width & tubular fabric finishing facilities including brushing, seeding,
Teflon and nanotex special finishes.

Chart 4: process flow chart of dyeing & Finishing

5.4 MACHINES USED IN DYEING UNIT:

MACHINES QUANTIT
Y
SLITTING M/C 4
OPEN COMPACTOR 1
STENTER 2
DRAYER 2
TUBE TEX OPEN 1
COMPACTOR
HYDRO EXTRACTOR 1
DYEING MACHINE 19

5.5. IE Activities:
• Planning & Statistical Inspection.

6.1. Sample:

Generally 3 types of sample are made for byer

• Proto sample
• Fit sample
• Sales man sample
If SMS is rejected then siling sample are made if silling sample is accepted then it is
called Golden sample.

6.2. Sample making Procedure:

Chart 4: Sample making procedure.

6.3. IE activities:

17
 • Decision making that these types of garments can be possible to make with our
existing system, is there any types of new machines or workers are needed or not
by seeing tag pack.

7.1. CAD

In viyellatex they use OPTITEX-PSD 10 software for garments design and ACCUMARK
EXPLORER for marker design. It’s the advanced software they used for making marker
which efficiency is more than 85%. Now we have to know what difference is between
CAD Marker Making & Manual Marker Making.

Comparison between CAD Marker Making & Manual Marker Making:

1. In manual system the system is used to make maker for garment making is traditional.
But in CAD system marker making is done in modern system.2. Marker efficiencies are
not visible in manual system. Other hand, marker efficiency is visible in CAD system.
3. Marker length is not visible in manual system. Marker length is visible in monitor
screen at CAD system.
4. In manual, once marker is made, not possible to increase its efficiency. But in CAD it is
possible to increase the efficiency at any time.
5. Marker copying is not possible manually. In CAD, by using Plotter as much as possible
copy can be done.
6. Manual marker making is very time consuming method whereas, CAD is a faster
method.
7. In manual system quality cannot be assured. It has quality assurance.
8. Manual system costing is low but CAD is expensive.

7.2. Process of making CAD marker:

1. Take the Software for pattern making and marker making.

2. Install this software on computer.

3. Here some garment measurement is needed.

4. Free hand sketching of each part of garment on monitor by mouse.

5. Check shape and measurements on each

6. Save this work.

7. Automatic grading is carried out.

8. Again Save it.

9. Then start marker making by one another software in the same network.
Principles of Pattern Making: A garment sewing patterns or garment fabric &
patterns draft is developed by calculating, taking account of the following
measurements:
1. Direct Sample.
2. Specification Sheet/ Measurement Chart.
3. Actual body size measurements.
4. Easy Allowances.
5. Sewing Allowance.

18
7.3. How the CAD department works

Chart 5: Process flow chart of CAD department

8.1. Cutting: From CAD the markers have come to cutting department and then it cut
by manually or Garber cutter.

8.2. Process Flow Chart for Cutting section

Chart 6: Process Flow Chart for Cutting section

8.3. Possible IE activities:

• Check and ensure the layout.

• Balance the line to ensure minimum Work - In - Process (WIP).
• Analyze the bottle - neck process.
• Method study.
• Grade the operator for new or existing.
• Maintain liaison with planning & IE for productivity improvement and input.
• Ensure the instructions of the Industrial Engineering Department.
• Ensure the follow - up of the cut bundle sheet in the line to ensure efficient
assembly operation without any system loss.
• Ensure the process flow through proper bundling system.

9.1. Printing department:

Printing is a process for reproducing text and image, typically with ink on paper, cloth
using a printing press. It is often carried out as a large-scale industrial process, and is an
essential part of publishing and transaction printing.
Gothic Design is situated in viyellatax garments unit-2 building at 1st & 6th floor. There
have 4 automatic machine & 25 production table and 50,000(50 thousand) per day
production capacity and around 3 hundred male & 130 female workers working at two
floor.

19
 Fig 1: Printing example

There are many types printing are done here like Robber type, Discharge type, Silicon
type etc.

9.2. Step of printing

• 1st made frame
• Made the design of print on the frame
• Use water flash for wash the frame
• By colour combination made desire colour for pi
• Use printing machine for printing on fabric
• printing is also done by manually
• After printing use dryer for dry the print
• Use curin temp. Machine for dry the print hardly Quality inspection
• If quality is ok then it sends to the cutting Dept.
9.3. IE activities:

• Implement GSD method in the production floor.

• Ensure the process flow through proper bundling system.
• Layout the machine by maintaining proper sequence of operation to ensure best
workflow.
• Check and ensure the layout.
• Balance the line to ensure minimum Work - In - Process (WIP).
• Analyze the bottle - neck process.
• Method study.
• Grade the operator for new or existing.
• Follow - up the production and take necessary action for achievement.
• Update skill inventory regular basis.

Comment: problem in supply chain there are few idle man and line.

10. Embroidery department

Viyellatex Embroidery unit is situated at ground floor unit-2 building. Embroidery unit
equipped by the 8 machines 2 shift & around 150 workers working and per day
production capacity 14,000(14 thousand) pcs

Embroidery 2 types
• Applicable
• Non-applicable

Types of stitch in Embroidery

• Molf stitch
• Run stitch
• Tatami stitch
• Jig jag stitch
• Motiv stitch

20
 • Chain stitch
• Loop stitch

11.1. Swing Department:

Sewing or stitching or tailoring is the fastening of cloth, leather, furs, bark, or other
flexible materials, using needle and thread. Its use is nearly universal among human
populations and dates back to Paleolithic times (30,000 BCE). Sewing predates the
weaving of cloth.

Viyellatex is an export oriented knit garment manufacturing unit established in 1996.

Now it is the single largest ISO certified knit garments in Bangladesh. Currently it has 80
sewing lines with auto trimmer and mostly oil-free dry head machine with the capacity of
2.50-3.00 million pcs.

11.2. Type of sewing machine in viyellatex:

• Plane machine
• Over lock machine
• Flat lock machine
• Chain stitch machine
• Button stitch machine
• Hole stitch machine
• Blind stitch machine
• Smoking machine
• Rip cutter
• Back cutter
• Kansai machine
• Vertical trim machine

There are 3 types of garments according to operation time

• Basic- SMV < 10 min
• Semi-critical < 15 min
• Critical > 15 min

Here a procedure of Swing a basic garment

Garments: G.star 9405

Process Machine
Back front match Manual
Shoulder join OL
Main label join PL
Neck binding FL
Neck finishing CS
Plain label making PL
Care label PL
Slip match Manual
Slip join OL

21
Side sim join OL
Side hem join FL
Body hem join FL
Patch label attach PL
QC table Manual
Measurement check manual

Table 4: Basic garments Swing procedure

11.3. IE activities:

• Priority activities.
• SMV calculation
• Check and ensure the layout.
• Balance the line to ensure minimum Work - In - Process (WIP).
• Analyze the bottle - neck process.
• Method study.
• Grade the operator for new or existing.
• Follow - up the production and take necessary action for achievement.
• Update skill inventory regular basis.
• Maintain liaison with planning & IE for productivity improvement and input.
• Ensure the instructions of the Industrial Engineering Department.
• Implement GSD method in the production floor.
• Ensure the process flow through proper bundling system.
• Layout the machine by maintaining proper sequence of operation to ensure best
workflow.

12.1. Industrial Engineering Department:

One of the major departments in viyellatex group is IE department. IE department

arrange technical meetings where all the decision are made so it can be said that IE
department Coordinate all others department in Viyellatex group.

12.2. IE Activities

• Check and ensure the layout.

• Balance the line to ensure minimum Work - In - Process (WIP).
• Analyze the bottle - neck process.
• Method study.
• Grade the operator for new or existing.
• Follow - up the production and take necessary action for achievement.
• Update skill inventory regular basis.
• Maintain liaison with planning & IE for productivity improvement and input.
• Ensure the instructions of the Industrial Engineering Department.
• Ensure the follow - up of the cut bundle sheet in the line to ensure efficient
assembly operation without any system loss.
• Implement GSD method in the production floor.
• Ensure the process flow through proper bundling system.
• Layout the machine by maintaining proper sequence of operation to ensure best
workflow.
• Risk analysis
• Thread consumption
• Arrange technical meeting.
• Priority activities.

22
 • SMV calculation
• Costing
• Create lean environment

12.3. IE department works with two wings

IE Department

Operational Analytical
Team eam

Chart 7: IE department
Operational team set the targets and analytical team takes necessary steps to achieve
this targets.

13. Planning department:

Planning department has done capacity planning to the whole organization. They have
done it in a year basis. And they receive order from the byer according to the capacity.
They coordinate all the planning people in others department. They select line where the
garments run.

14.1. Techno business department

When textile manufacturer Viyellatex Group needed to integrate and standardize real-
time data and business processes across its independent business units, it chose the
SAP® ERP application. SAP
Enterprise Support services, provided by the SAP Active Global Support organization,
helped Viyellatex meet its goals.

14.2. Why SAP?

• Close collaboration and continued engagement with SAP
• Best-practice implementation methodology
• Protection of mission-critical operations combined with fast and predictable resolution
of major project issues
• Enablement of integrated and standardized solution operations

14.3. Challenges and Opportunities

• Implement the SAP® ERP application to harmonize real-time data and business
processes across various independent business units and divisions
• Achieve operational excellence
• Ensure transparency, enhance productivity, and reduce wastage

14.4. Objectives
• Implement SAP ERP and the SAP Apparel and Footwear application with minimal
disruption to business
• Establish guaranteed service-level agreements

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14.5. Benefits
• High level of confidence in IT organization
• Maximum value from investment in SAP solutions
• Continuous quality checks to help ensure smooth implementation and subsequent
operations
• Quick issue resolution with service-level agreements for mission-critical situations

14.6. SAP Solutions and Services

• SAP ERP
• SAP Apparel and Footwear
• SAP Enterprise Support services, delivered by the SAP Active Global Support
organization

14.7. SAP Modules:

Fig 2: SAP modules.

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15. Total integrated system procedure in Garments manufacturing:

Planning

SD

Sample

16. Impementing 5S System in Garments Sector SD

Impact of 5S implementation reduce inventory, efficient on workplace usage, reduce time
for searching spare part, reduce oil / water / air spilled, reduce un- SD stabilization,
preventive of machine function, cleaning checking machine condition, improve working
condition, reduce work accident, increase discipline, follow procedure, and better
relationship among employee. Keys to successful implementation of 5S IE
GET EVERYONE INVOLVED
5S is not being the responsibility of a concerned few. It is a concern of every one to act.
All levels of management should take part in decision making required to ensure 5S
implementation. Incorporate 5S activities as part of company’s small group activities.

GET COMPANY AUTHORIZATION

5S activities should not be performed in a secret or disguised such as overtime work. Get
management approval for all 5S activities. Make signs and posters as means to promote
5S for everyone. Conduct a general monthly meeting where company and managers can
address 5S issues and themes.

FINAL RESPONSIBILITTY RESTS WITH THE PRESIDENT:

The 5S’s will not be taken seriously until the managers and even the company president
take personal responsibility and interest on its implementation. Nothing could be worse
for the success of 5S implementation than to have managers who “pass the 5S
implementation buck” to their subordinates. Company managers must take a strong
leadership role in 5S promotional meetings and other 5S events.

MAKE YOURSELVES UNDERSTOOD & AWARE OF:

Don’t leave people wondering “Why are we sticking red tags on things?” or “Is all this 5S
stuff really necessary before we can make any improvements?” Hold 5S promotional
meetings to clearly explain 5S and to entertain all questions from all participants. Present
actual examples of successful 5S implementation, or take participants on tour to
successful 5S workplaces.

DO IT ALL THE WAY:

When establishing proper arrangement, make sure to carry out red tag campaigns and
use correct red-tagging formats and procedures. When establishing orderliness, use
signboards. Make sure the signboards have proper format, descriptions, and locations.
Prepare your company’s own 5S manual, complete with all the necessary details.

THE PRESIDENT SHOULD INSPECT THE GEMBA (SHOPFLOOR) PERSONALLY:

The President should personally inspect offices and point out their various positive and
negative conditions. The President should help by pointing out specific improvement
items and proposing improvement themes at 5S promotional meetings. GEMBA should
work individually as well as in groups to study and report on improvement methods
taken in response to improvements suggested by the President.

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DON’T STOP HALFWAY IN ESTABLISHING 5S:
Don’t do things halfway. Once the 5S promotional organization and methods have been
established, get started and stick with it. When developing red tagging and signboards
throughout the company, make sure gets everyone involved. Once you have laid the
foundation by establishing proper arrangement and orderliness, start developing
“discipline” habit to keep the foundation strong.

5S IS A HALFWAY TOWARD OTHER IMPROVEMENTS:

Don’t stop with 5S: Follow through with Zero Defects, Cost Reduction, and other
Productivity & Quality improvements. Once the office has been cleaned up, start putting
casters on drawer cases to make them easily movable. Eliminate defects as close to their
source as possible and implement flow process. By implementing 5-S, eventually
productivity, efficiency and working spirit will be promoted. It is not only useful to
manage work place physically but also useful to develop employee’s attitudes and
discipline.

17. Discussion:
Viyellatex. is a Bangladeshi garments manufacturing company and one of the highest
regarded companies in the country – for their superior products, for their fair and equal
treatment of their workers and for their dedication to various community causes
including preserving the environment, employing the disabled and being the only
Bangladeshi company represented in the United Nations Global Compact.
I was excited to see how garments are made and I learned a lot. I have a new
appreciation for the clothes that we wear and the work that goes into making them and
preparing them for purchase. I have learned how IE works what’s kinds of works they do.

18. Conclusion:

In order to obtain information about the extent of lean production practices and
manufacturing performance improvement in the selected Bangladeshi garment firms, the
study examined the adoption of various lean tools and the benefits derived from these
lean practices. The study also identified the supporting and hindering factors in lean
implementation. An analysis of the available data indicate that, in the selected garment
firms in Bangladesh, lean practices have a significant relationship with a number of
positive outcomes. These outcomes include: decrease of unit production cost, up-scaling
quality of products, reduction of lead time in the production process, reduction of
manufacturing waste in all forms, reduction of manufacturing cycle time, reduction of
inventory of raw materials and finished goods. When compared to similar studies, the
results of the present study demonstrates that the Bangladeshi garment firms are
experiencing similar barriers, benefits, as well as improvements etc. to the
implementation of improvement initiatives. This indicates that the companies in the EPZ
represent the best possible environment for Bangladeshi companies and so represent the
best case scenarios and a benchmark for other companies in Bangladesh. For this lean
practice the company should recruit Industrial Engineers.

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