INTERNSHIP REPORT On Sohel

BGMEA University of Fashion & Technology
(BUFT)
Nishat Nagar, Turag, Dhaka
Internship Report
On
The process of “Product Development” in Design Tex
Ltd.
Supervised by
Assistant Professor
Department of Fashion Design & Technology
BGMA University of Fashion & Technology
Submitted by
Name:
ID:
Batch- 161, FDT
Section- 1
Program: B.Sc (Hon’s)
A Report on Industrial Training submitted to the Department of Fashion Design &

Technology of BUFT in partial fulfillment of the requirements for the degree of
Bachelor Science in Fashion Design & Technology at BUFT.
Date of Submission: 16th September, 2020

Internship Report
On
The process of “Product Development” in Design Tex
Ltd.
Supervised by
Assistant Professor
BGMA University of Fashion & Technology
Submitted by
Name:
ID:
Batch- 161, FDT
Section- 1
Program: B.Sc (Hon’s)
Exam Committee:
Examiner 1 (Supervisor): Signature:
Examiner 2 (External Member): Signature:
Examiner 3 (External Member): Signature:
Date of Submission: 16th September, 2020

Letter of Transmittal
Certificate of academic supervisor
Certificate of completion from the employer
Acknowledgement
Executive Summary
As per our academic curriculum, we have to complete 8-week internship program

(Industrial Training) and after completion of the program, it is required to submit
report to the internship supervisor on selected topic. As a graduating student, we have
completed our internship program as a requirement it fulfill the academic curriculum,
in N.A.Z Bangladesh Ltd.
N.A.Z Bangladesh Ltd. Is a garments exporter into a leading manufacturer of
Bangladesh with its 6 sister concern; concentrating on 2 core businesses; garment
manufacturing & Washing plant.
We recently have done our internship in N.A.Z Bangladesh Limited, in which we got
training from each of its department. The internship basically revolved around the
product knowledge training. The system, the style of working & the commitment of
the employees in N.A.Z Bangladesh Ltd is really exemplary.
The difference between the success & failure is doing things right and doing things
nearly right, &N.A.Z Bangladesh Ltd has always tried for success & that is why it is
known to be one of the leading organizations in Bangladesh Irrespective of all these
positive points of N.A.Z Bangladesh Ltd, we have noticed a few areas where the
improvement can really increase the efficiency of N.A.Z Bangladesh Ltd.
In this report we have given a very brief review of what we have seen during our
internship we have mentioned all these as we have made an internship as according to
the schedule. We also mentioned about the Textile industry in Bangladesh and vision
of its industry
Then we have discussed about our learning in the whole internship that is all about the
Textile Terminologies and process of the productions. We have made it possible to
write each and every thing that we have learnt there. We have all our practical efforts
in the form of this manuscript that’s the asset for our future career.
Table of Contents
Sl. No. Topic Page
Letter of Transmittal
Acknowledgement
Executive Summary
Chapter One: Introduction
Chapter Two: Overview of the Company
Chapter Three: Analysis of Evaluation
Chapter Four: Important of Internship
Chapter Five: Findings, Recommendation & Conclusion
Appendix
CHAPTER ONE:
INTRODUCTION:
1.1 Introduction
Textile & garments sector is the biggest and fastest growing sector in Bangladesh.
Textiles and clothing will always be essential goods for human beings. Spinning and
weaving were the main activities that drove the industrial revolution in the 18th
century. Since then the textile industry has been a leading industry in the initial phases
of industrialization in many countries and in different periods of time in the world.
Bangladesh in an important producer & exporter of knit RMG product, There are
about 4500 garments factories running in Bangladesh. Growth of garments factories
started in Bangladesh around1980. But now nearly 79% of our foreign currency is
earned from RMG. At present Bangladesh is producing & exporting more than 60
items of garments. Garments are exported to USA, Canada, Japan, Australia, Middle
East and many other countries in the world. Cheapest labor cost is the biggest
advantages for Bangladeshi garments producers & exporters. Science is going to be
flourished day by day. Almost every invention becomes successful due to the
development of science. Technology, the modified segment of science makes the
thing possible, which was impossible yesterday. Education provides important
leanings of the modern inventions & the theories and also gives me a combined
knowledge over theoretical and practical studies. Literatures provide the right
information which I have been learned through my university. On the other hand
practical knowledge increases the practices of theoretical perception clear and more
efficient. Internship has made these opportunities. Because I have learned theoretical
knowledge last four years but due to lack of proper industrial knowledge on my
course, I would not been said a complete engineer. Industrial attachment did work for
me. I have taken part in this industries attachment in NZ Group Growth Industrial
attachment is an important and essential part of 4 year B.Sc. in Knitwear Manufacture
and Technology (KMT). Actually industrial attachment is the practical experience for
every Textile Engineer which is needed to be familiar not only the industry but also
all over the necessary job related to continue in any industry. During student life a
student cannot know about the practical condition so its badly needed for every
student for attain for the industrial attachment .The NZ Group is truly an excellent
industry from our point of view. All types of modern technology are well arranged
here. Every section in here helps us so much by giving information during our
training period which was unbelievable. Especially IT Department maintain the
Management Information System a vital role for the companies smooth operation and
development, we are so satisfied and lucky student to complete our Industrial
Attachment in NZ Group. We think this Industrial Attachment will be outstanding
helpful in our future career.
1.2 Objectives of the Report

 Objective means the purpose of this report. The objectives of this report are as
follows:
 Its documents for future.
 To know detail about RMG sector.
 Information gathers about commercial.
 Getting idea about shipping procedure.
 Concept develops about spinning, knitting.
 Comparison between class room learning and practical learning. Knowledge
gather about RMG sector related other organization.
 To achieve new idea about knit garments manufacturing process.
 To know about the management and technical process of apparel industry. To
know the management Procedure in Garments Industry.
 To mark a comment over the whole Internship Report.
 To mark out the important part of Internship Report.
 To focus on the valuable part of Internship Report. To have skill labor for quality
product.
 To study the present market composition for the Bangladeshi garment product
about Market diversification.
 To analyze the recent labor unrest in the garment industry of Bangladesh.
 Opportunity of behavioral theory practice in our garments sector. Regularly
behavioral theory practice in garments industry. Identifying the trade agreements
that might affect the export growth. To do a merchandising practice in the
factory.
 Identify the additional services that the existing companies are going to avail.
 To relate the use of groupware and collaborative systems with future trends in
managers'
 roles and responsibilities.
 To identify merchandising and total production system.
1.3 Methodology
Methodology defines how we go through all the processes of research and how I have
proceeded on. Here includes the steps of conducting the report and the explanation of
the sources of data.
 Factory
 Different organization.
 Books
 Discussion
 Internet
 Class lecture
 Library
 Annual report
 To collect information what I am seeing in practical in My Internship
Program. To collect information what I did in practical what was done by me
for my practical knowledge.
 To make a comment over the project we have to understand the whole project.
1.4 Scopes of the Study

Scope means how many uses for completing this report space. The scopes are given
bellow-
Factory Buying House Discussion Internet
Some of our senior brothers can help us.
I can collect information various books and relevant paper what related with apparel
industry.
1.5 Limitations of the Report

Limitation refers the obstacles I have to face for completing this report and what I
could not cover for this limitation.
Time constraint
 Merchandiser doesn't have enough time to give the information elaborately.
Short time visit in different work stations
 Lack of organizing chain of command
 Lack of instruction book, and any change. They are following traditional
business.
 I may have to suffer for lack of supply chain management.
 No other garment's data has been compared with Bextex's data. There might
be some discrepancies with other factories' supply chain scenario
 Due to high employee turnover rate and lack of good reporting practices in the
factory, problems with collecting data have been faced.
CHAPTER TWO
OVERVIEW OF THE COMPANY
2.1 Historical Background
NZ GROUP is one of the leading integrated garments manufacturing GROUP in
Bangladesh. It started in 1987, as a small manufacturing concern for Knitted
Apparels. After two and half decades, today NZ GROUP has diversified their
activities into different textile sectors like KNITTING, DYEING, PRINTING, ALL
OVER PRINTING (AOP) EMBROIDERY, WASH and GARMENT
ACCESSORIES. They have also in house facilities for garment washing and
accessories productions. working with the latest, modern and computerized equipment
of the world, highly efficient operational and production system with strong product
R&D capabilities. The group has grown exponentially and branched out with four
readymade garments manufacturing units with an enriched efficient pool of 10,000
people.
2.2 Company Profile

Name of the Company N. A. Z. BANGLADESH LIMITED
House No. # 04, Road No. # 06,
Address: Head Office Baridhara, Gulshan, Dhaka-1212.
Contact Number 9861831, 9860445, 8854101.
Fax 880-2-9889078
info@nazbd.com; sawpan@nazbd.com;
E-mail Address zakir@nazbd.com
Factory Address 5. BK Bari, Rajendrapur, Gazipur.

Factory Telephone 9289054-6
Number
Factory Fax Number 880-2-9289053
Factory E-mail Address naz@aitlbd.net
Mr. Nasir Uddin Ahmed (Managing Director)

Mrs. Hasina Khatun, (Executive Director)
Person to be contacted
Mr. Ali Arshad (Sr. Manager Marketing)
Mr. Zakir Hossain (Marketing Manager)
Year of Establishment 1987
Business 100% Export oriented Knit Fabrics Manufacturer &
Ready- made knit garments exporter.
Products Knit Fabrics & Knit Garments
Knitting: 14 Tons/Day
Dyeing & Finishing: 12 Tons/Day
Garments: 55,000 Pcs/Day
PC Printing : 10,000 Pcs/ Day
Production Capacity Embroidery : 50,000,000 Stitches/Day
N.A.Z Bangladesh Ltd. location on map
Year of Establishment 1987
Floor Space 1,80,000 Square Feet
Number of Machine 1600
Capacity 2.70 Million pieces per annum
Work Force 2174
Products Knitwear
Market Segments Men, Women & Kids
Specialization Knitwear
Address 5. BK bari, Rajedropur, Gazipur, Dhaka, Bangladesh

Telephone 9289054-6
Fax 880-2-9289053
Website naz@aitlbd.net
No of Employees in NAZ Group
Employees No
No. Of Employees 400
No. Of Workers 3500
Floor Space 1,80,000 Square Feet
N.A.Z Bangladesh Ltd.

2.3 Vision...
Our vision is to become a leader as a dependable and trend setter supplier of
readymade garments in global fashion business by;
Strictly following the latest fashion trends and industry needs
Offering world class products using advanced technologies
and always adhering to on time deliveries
2.4 Mission...
Our mission is to manufacture top quality readymade garments by practicing
advanced technology in production processes to attain superior customer satisfaction
and maintain excellence.
Core values...
Our core values are built on superior customer satisfaction principles we strive to
achieve every day by maintaining;
 Fashion sensibility
 Service quality
 Corporate dignity and reliability
 Legal, ethical, social and environmental responsibility
 Personal sincerity
 and latest technology
Welfare:
We provide free food to all our employees during lunch. We also provide free medical
treatment. We have a very pleasant child care room. We also got award from H&M
for providing free food and also for the pleasant child care room.
Fabric Types Manufactured

SL. No. Types of Fabrics GSM (Range)
Single Jersey
1 Single Jersey
2 Single Jersey (Lycra)
3 Single Jersey (Auto Stripe)
4 Single Jersey (Singed)
5 Single Jersey (Pigment Dye) 100-280
6 Single Jersey (Sueded / Ultra Soft)
Pique
7 Pique
8 Pique (Auto Stripe)
9 Pique (Sueded / Ultra Soft)
10 Pique (Mercerized) 140-300
11 Pique (Ultra soft)
Interlock
12 Interlock
13 Interlock (Ultra soft)
14 Interlock (Pigment Dye)
15 Interlock D/N (Cotton) 190-280
16 Interlock D/N (Polyester)
Rib
17 Rib: Any Drop Needle
18 Rib (Pigment Dye)
19 Rib (Ultra soft)
20 Rib Elasten 180-240
21 Flat Back Rib
22 Variegated Rib
Jacquard
23 Semi Jacquard 135-280
Mesh
24 Mesh 180-240
Fleece
25 Fleece
26 Fleece (Inside Brush)
27 Fleece (Both Side Brush)
240-400
28 Terry Fleece
29 Polar Fleece
30 Terry Fleece (Pigment Dye)
Lacoste
31 Lacoste
32 Lacoste (Auto Stripe)
180-300
33 Lacoste (Pigment Dye)
Waffle
34 Waffle 180-240
Valor
35 Valor
Others
36 Herring Bone
37 Knitted Twill
38 French Terry
39 French Terry (Pigment Dye)
2.5 Function of N.A.Z Bangladesh Limited

NZ is the 7 industries having the capability to offer a complete product range for the
export and domestic textile markets. N.A.Z Bangladesh Limited (the "NZ") was
incorporated in Bangladesh as a Public Limited Company with limited liability on 8
March 1994 and commenced commercial operation in 1995 and also went into the
public issue of shares and debentures in the same year. The shares of the Company are
listed in the Dhaka and Chittagong Stock Exchanges of Bangladesh. This is the largest
textile mill in South Asian region.
Here, in industrial park, NZ. is the most modern composite mill in the region NZ. has
an installed capacity of 288 high-speed air-jet looms in its weaving section and a
high-tech dyeing and finishing section with a capacity of 100,000 yards of finished
fabric per day.
NZ Group has a state of the art composite knit fabric production mill, which serves
the growing needs of high-quality knit garments exporters in Bangladesh. The project
was set up as a state of the art knit fabric knitting, dyeing and finishing facility.
During the year the Company produced and sold high quality of knit fabrics and
bringing forth all the latest in hard and soft technologies in knitting, dyeing and
finishing of knit fabric. The mill section also consisted with cotton and polyester
blended yarn-spinning mill, with 122,000 spindles is one of the largest spinning mills
of the country. The mill was set up to feed the country's export oriented industries.
2.6 Strategic Objectives of N.A.Z Bangladesh Limited

The Council provides a wide range of specific services (Education, Planning, Social
Work, Cleansing etc) but there are also a number of issues which require a corporate
approach. These include such regular matters as Equalities, Best Value, Public
Performance Reporting, the Citizen Panel and strategic issues like Asylum Seekers
and Refugees.
Generally speaking the Chief Executive, as principal policy advisor to the Council,
has responsibility for providing a corporate policy and strategic lead to the Council.
Sometimes individual services are requested to take the lead on relevant issues. The
Council’s Social Work Service is building a partnership with the local health board in
response to the Government’s.
Joint Futures initiative for example.

The Corporate Policy Unit within the Chief Executive’s Department has the lead
responsibility for several key policy areas; develops relevant strategies to handle
significant policy issues and supports both senior elected members and the Council’s
Corporate Management Team.
2.7 Networking
SL BUYER COUNTRY
01 H&M SWEDEN
02 ALDI GERMANY
03 PUNTOROMA SPAIN
04 T.P.G GERMANY
05 E5 MODE BELGIUM
06 LI & FUNG USA
07 UMBRO UK
08 HAGGAR USA
09 MCKAYS UK
10 TEX-EBO GERMANY
11 WAL MART CANADA
12 GOODY’S USA
13 TRR ITALY
14 TESCO UK
15 TEMA TURKEY
16 MOTHER CARE UK
17 NEXT USA
18 J C PENNEY USA
2.8 Subsidiaries
2.9 Products & Service
Product
01 T-SHIRTS
02 POLO SHIRTS
03 SWEAT SHIRTS
04 LEGGINGS
05 ROLLIES
06 NIGHT WEARS
07 GARMENTS WITH FABRICS IN LYCRA
08 AUTO AND FEEDER STRIPES
09 MEN’S UNDERWEAR
10 LADIES UNDERWEAR
SL. Name of the Bank Address

No.
Islami Banking Branch, Rajuk Avenue
1. Export Import Bank of Bangladesh 9, D.I.T Avenue, Motijheel C/A,
Ltd. Dhaka-1000, Bangladesh. SWIFT:
exbkbddha001.
Yearly Revenue
01 1996 US$ 7.02 MILLION
02 1997 US$ 8.20 MILLION
03 1998 US$ 9.65 MILLION
04 1999 US$ 10.56 MILLION
05 2000 US$ 12.76 MILLION
06 2001 US$ 15.86 MILLION
07 2002 US$ 17.65 MILLON
08 2003 US$ 19.40 MILLON
09 2004 US$ 21.25 MILLON
10 2005 US$ 25.50 MILLON
11 2006 US$ 28.00 MILLON
2.10 Specialized Services
Service is related with the product delivery. N.A.Z Bangladesh Limited produces
products for the clients of outer Bangladesh. So, here N.A.Z Bangladesh Limited
represents Bangladesh with their quality and capabilities. The manufacturing part is
very much related with these services. Here it includes the marketing, planning,
designing, procurement departments. These departments are the pre procedure or,
aligned with the procedures of operations. The direct manufacturing part does not
stand alone without the support of these departments.
Speed to Market Opportunities

 Marketing model based on affordable, quick change fashion.
 Clear projection or commitment and firm booking of capacity.
 Maximize design, product development capability of manufacturer, in
collaborative.
 Design process.
 On-spot placement of order after reviewing of designs.
 Focused product development. Higher adoption rate from collection.
 Vertical facility enabling quick responses, which allow us to produce from Yarn
to Garment in fifty days and repeated orders in thirty days, leading to reduced
markdowns.
List of the Attachment

1. Knitting
2. Dyeing
3. Finishing
4. Garments
5. Laboratory
6. Maintenance
2.11 Organizational Hierarchy
MANAGING DIRECTOR
EXECUTIVE DIRECTOR
GM GM GM GM MANAGER
KNITTING DYEING QA SEWING MAINTENANC
E
LAB IN
CHARGE
PRODUCTION ASSISTANT SHIFT IN

MANAGER MANAGER CHARGE [2]
SEWING
CHAPTER THREE
ANALYSIS OF EVALUATION
Sections/Departments
Head Office:
 Accounts
 Merchandising
 Commercial
Industry:
 Executive Director
 Accounts
 Human Resource
 Administration
 IT
 Store
 Maintenance
 Medical Unit
 Merchandising
 Sampling
 Knitting
 Dyeing
 Finishing
 Testing
 Spreading and Cutting
 Embroidery
 Sewing
 Finishing/Packaging
3.1 Knitting Department
DGM
MANAGER
PRODUCTION OFFICER (3)
SHIFT IN CHARGE (3)
PRODUCTION
YARN STORE MANAGER [1] SUPERVISOR [3] GREY QUALITY INCHARGE [1]
SAMPLING [3] QUALITY INSPECTOR [12]
OPERATOR [150]
Figure 3.1: Knitting Section
3.1.1 Knitting Organogram
MERCHANDISER
SAMPLING
[ACCORDING TO ORDER]
TESTING
ORDER PLACEMENT BY BUYER
YARN PROCURED YARN STORE
FABRIC MADE
(YARN TESTING)
PRE-PRODUCTION SAMPLE
PRODUCTION
QUALITY INSPECTION
3.1.2 Knitting and Dyeing department
 Production is divided into shifts of three each of eight working hours.
 Production order is first received from the merchandising department.
 A sample production is done (usually 6-10 kg. according to the fabric type and
color specified by the buyer.
 Testing is done (color matching only ample is sent to buyer for approval)
 Once approved the order is placed.
 Fabric made and sent for pre-production sample.
 Pre-production sample is approved and then only sent for bulk production.
 Machine scheduling is done for the execution of the order.
 Buyer wise daily knitting production status is maintained.
 If production falls short or time is limited subcontracts may be given.
Fabric Inspection details:
 System followed – 4 point.
 Defects are marked on the fabric with marker.
 Types of defects and number of points are included in the “ Greige inspection
report” card.
 Yardage at which the defect is present is present is also provided on the same
sheet.
 Inspection is also done at various other stages mainly – dyeing, printing,
finishing.
Wastage and reuse:
 Yarn wastage is minimum as yarn requirement is always placed against the
order.
 If yarn is more than the required order quantity, it is used for the next order
similar to that order.
 Wasted yarn is sold at cheaper rates.
 Spools from a different lot number are never mixed for fabric production.
 Rejected fabrics are sold as waste/scrap @ taka 60/70 per kg.
Points of rejection
a) Patta
b) Continuous Tara
c) Sinker mark
d) Wrong Design
e) Poor elasticity
f) Major thick/thin.
g) Needle line
h) Yarn count mixing.
Penalty points
a) Hole
b) Oil Stain
c) Rust Stain
d) Missing Yarn
e) FLY/ Contamination
f) Slubs
g) Needle drop
h) Lycra out
Notable points (EMBROIDERY):

 The designs are done from a unit called “TEXUS” in Uttara, Dhaka. TEXUS
converts the designs into machine readable form. This process can consume up to
5-6 hrs.
 Design number is the same as the order number.
 The designs are maintained/stored in a floppy disk drive.
The Lab Dip Method:
Fabric color solution + Gaber’s salt [for penetration of color – increases absorbency]
[1 hour] 60 degrees centigrade + soda [fixes the dye in fabric]
Treated at 135 degrees centigrade [for polyester] and for disperse dyes no soda is
given.
Washed with normal water to remove loose dyes from surface
Treatment with soaping agent [90 degree] for 15 minutes
Normal wash
Acetic acid is used to make the fabric neutral in pH
Dried and ironed
Color matching is done by eye estimation/ spectrophotometer
Sent to merchandising department (swatch sent)
 Usually takes 1-2 days depending on the number of shares in a particular order
 GSM is acceptable within a tolerance level of 5-10 gems.
 In case of cotton and polyester blends preferential dyeing of cotton over polyester
is done.
3.2 Store Section
3.2.1 Central Store:

Objectives:






rivst.(1fceang)LDASOJE2M6N4o0x53du
Store the fabric before production
Knock the suppliers for delivery accessories at time
Store the fabric after quality and quantity checking
Maintaining inventory report
(Total Manpower-64)
Supply the materials through the sub-store(sewing floor) with the document
(chalan)
Giving input report to R&D
2. Care Label
3. Size Label
4. Price Label
5. Composition Label
6. Barcode Label
7. Barcode Sticker
8. Button
9. Butter fly
10. Back board
I)m
p
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a
k
v
A
g
q
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tfs(F
c
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Figure 3.2: Central Store Section
3.2.2 Working Process of Central Store:
3.2.3 Stored Accessories List:

1. Main Label 11. Carton Sticker
12. Carton
13. Plastic Clip
14. Sewing Thread
15. Tag Pin
16. Poly Bag
17. Poly Sticker
18. Pin
19. Hang Tag
20. Gum Tap
3.2.4 Accessories inspection:
21. Hanger Seizer (for tie set)
22. Hanger
23. Elastic Ribbon/Lace/Twill Tap
24. Size Sticker
25. Organic Sticker
At first 10% accessories are inspected by QC inspector. If the defectives amounts
cross over 1% then the accessories will fail. In the situation according to suggestion of
QA & QC manager these accessories send to the merchandiser and buyer
representatives finally to work according to their decision.
3.2.5 Some Accessories Defects are-

1. Missing of composition
2. Size mistake
3. Barcode mistake
4. Style mistake in the hang tag
5. Metal item inspection such as magnet test, Nickel test, Rust test, ferrous test etc.
6. Improper Button Shape
7. Button Hole Mistake
8. Button Size Mistake
3.2.5 Activities of fabric store section:

Fabric Received: According to buyer requisition or industries requisition or industries
requisition fabric received from the fabric supplier.
Fabric inspection: It is a critical and lengthy process. Briefly describe about this in the
next page.
Fabric Inventory: After inspection acceptable fabric are stored for next process such
as cutting, sewing, finishing, over all final production.
Shrinkage test of fabric: After washing fabric may be increased or decreased.
Shade grouping of fabric: According to different shade (acceptable) of fabric rolls are
arranged that those rolls.
For example: 30 fabrics rolls
after inspection the shade group may be-
Group A Roll 1, 2, 3, 10, 9, 26
Group B Roll 20, 22, 4, 5, 11, 12
Group C Roll 21, 7, 8, 19, 25, 28
Group D Roll 24, 30, 23, 29, 16
Group E Roll 6, 13, 14, 15, 17, 18
Fabric inspections are three types:

Such as - a) Four point system
b) Ten point system
c) Graniteville system/78 method
3.2.6 Fabric inspection done by four-point system.

The Four Point System derives its name from the basic grading rules: No more than
four penalty points may be assigned for any single defect.
1. No more than four penalty points may be assigned to one linear yard, regardless of
the number of defects within that one yard.
3.2.7 Penalty Point Evaluation:

Defects in both the warp/weft direction will be assigned points using the following
criteria:
1 point -Defects size not exceeding 3”
2 points -Defects size exceeding 3” but not exceeding 6”
3 points -Defects size exceeding 6” but not exceeding 9”
For one yard faulty fabric highest point is 4

Slab, Spot, Sundry faults, Foreign yarn, Naps for each 1 point
Weft bar, Shade bar, Hole, Check missing for 4 point.
Missing yarn, Thick yarn for each 2/3/4 point.
3.2.8 Fabric Inspection Formula:

CountedPoint ×36
For 100 squareyards= × 100
InspectedFabricLengt h × FabricWidt h
Less than 28 points/100 square yards Fabric acceptable

Above 28 points/ 100 square yards Fabric rejects
3.3 Merchandising
Deputy General Manager
Manager
Senior Merchandiser Senior Merchandiser Senior Merchandiser
Assistant Merchandiser
(Buyer specific)
3.4 Sampling
Sample in Charge
Pattern in Charge
Coordinator
Sample Supervisor Quality Checker
Operator Cutter
Sample section is the most important section in the Garment industry. Here all types
of sample are developed. Sometime developing section helps to develop a new type of
sample. Here the operator and the managerial level are very much efficient than the
other section. Here the operator is applying their best and selected according to their
work efficiency & also the experience. Skilled operator is allowed to work in this
section, because sample must have to be unique & the best quality, out looking also
be very good. Without a skilled setup this is impossible.
The central sample section is responsible for delivering sample as per buyer
requirement for all the units of M & J Group. This is a 120 manpower setup with
appropriate technical back up for quick consumption analysis. The production
capacity is 130 - 150 pieces of sample garments per day. Usual delivery time is 48
hours from receipt of raw materials as per the specification from the buyer.
3.4.1 Responsibilities of sampling department
• Getting clarifications about style details from merchandiser.
• Checking pattern’s workability.
• Preparation of different samples and getting the buyer’s approval.
• Informing quality related problems, encountered during preparing
samples, to QC.
• Minimizing operations and consumption.
3.4.2 Types of sample prepared

Design development
• This is the first sample which is made for any style by most of the
buyer.
• Design development is either done by buyer or factory
• The main purpose is to take the decision to proceed with the same line
or not.
Proto sample
• Proto sample is developed at very initial stage and normally order is
confirmed to the factory based on proto sample.
• Proto sample is the rough interpretation of the enquiry done to acquaint
the tailors with the style.
• It is usually done on the substitute fabrics, and using accessories, what
is available and then checked on the dress form.
• The buyer may make the necessary changes pertaining to the fit, the
drape, the style details etc.
Fit sample
• Fit sample is made and send to conform the fit of the garment on live
models or on dummy and for approval of construction details.
• The fabric used for fit sample production is the actual fabric which is
going to be used for bulk production or sample yardage fabric is used.
Photo shoot sample
• In order to promote the new style in the market normally buyer asks
for photo shoot sample.
• Buyer uses this photo for marketing purpose either on catalogue or
various media like, print, TV or websites to see the response of the consumer.
Sales man / Marketing /Showroom sample
• The main purpose of salesman sample is to collect the order from the
retailers.
• In Sales man sample actual accessory, actual fabric is used or sample
yardage need to be used.
• This sample also very important stage of sampling as the sales of buyer
depends upon this sample presentation, look, feel of fabric is important.
Size set sample
• The main purpose of size set sample is to check the factory's capability
to make the sample in all sizes
• 1-2 samples (or quantity specified by buyer) of each size need to send
to buyer.
GPT sample (Garment Performance Test)
• The main purpose of GPT is to perform the physical and chemical
testing on garment to ensure the performance of the garment.
• GPT Sample is sent to 3rd party inspection and results are sent to both
factory as well as buyer.
• The tests done on garments are: Shrinkage, Color Fastness, Seam
performance etc.
Pre- production sample
• PP sample is considered to be a contract between the buyer and the
factory.
• It has to be made in original fabric and trims
• Washing, embroidery and printing should match to actual.
• PP Sample is the standard for production and bulk production garments
should be identical to PP sample.
Wash sample
• Wash sample is made and submitted to buyer for assessment of feel
and handle of fabric after washing.
TOP sample (Top of Production)
• The top of production is sent to the buyer as soon initial pieces are
come out of sewing line.
• In TOP sample Buyer tries to evaluate the actual manufacturing of the
style.
• Buyer check whether bulk production is as per submitted sample or
3.5 Testing Lab/ Quality
QUALITY MANAGER
ASSISTANT MANAGER
QUALITY
KNITTING QUALITYDYEING AND FINISHING TESTING LAB
IN CHARGE [1]
SHIFT IN CHARGE [3]
TECHNICIANS AND
HELPERS
3.6 Dyeing Section
GENERAL MANAGER
PRODUCTION MANAGER
PRODUCTION OFFICERSENIOR
[1] PRODUCTION OFFICER
MAINTAINANCE
[1] IN CHARGE [1]
GENERAL SHIFT GENERAL SHIFT GENERAL SHIFT
SUPERVISOR [1] SENIOR TECHNICIAN [2]

GENERAL SHIFT GENERAL SHIFT
JUNIOR TECHNICIAN [2]

GENERAL SHIFT
PRODUCTION OFFICER [1] GENERAL SHIFT
SUBCONTRACT SUPERVISOR
FLAT UNIT IN CHARGE
SHIFT IN CHARGE
SUPERVISOR
[2] YARN DISTRIBUTOR [1]
GENERAL SHIFT
SUPERVISOR [4]
TECHNICIAN [6]
OPERATOR [70]
3.6.1 Dyeing Department
GREY FABRIC
TURNING
DYEING
TUBE SQUEEZER OPEN SQUEEZER/ SLITTING
DRYER SHIRRING ULTRASOFT
BRUSHING STENTERING
COMPACTION QUALITY INSPECTION
QUALITY INSPECTION
3.6.2 Dyeing material flow:
5-10 KG FABRICS IS TESTED
1 KG. IS SENT FOR LAB DIP
150 KG FOR TRIAL RUN
SCHEDULED FOR DYEING
SCHEDULED FOR BATCH DYEING
CHECKING
CUT PIECE STORE

3.7 Spreading and Cutting
CUTTING IN CHARGE
ASSISTANT IN CHARGE
SUPERVISOR [3]
CUTTER SPREADER BUNDLE AND TICKETING MAN
Fig: A Computer Aided auto cutting machine
The definition of cutting is very complex. In garments industries fabric is cut from lay
and spreading with accuracy and properly which is termed as fabric cutting. Marker
outline is used to cut the fabric. Fabric cutting is very important as if something is cut
in wrong way, cannot be rectified.
3.7.1 Spreading and Cutting
Types of Spread used:
 The fabric is spread back to back.
 The width of a fabric or lay is defined by the fabric diameter as developed by the
knitting department in correspondence with some predetermined calculations by
the Merchandising department, which is done with repeat to the order
specifications given by the buyer.
 Even the lay length is not fixed and is done or calculated while laying the fabric
by trial and error method.
 Only one thing is considered beforehand i.e. the number of bodies derived from
one layer should be complete and none of its parts should come from the next
layer.
Marker Type:
 Non-sectional marker is used irrespective of either order or style.
 The marker length is not pre-determined and a particular order style may have
more than 1 spreads each with different marker lengths.
 The merchandising department pre-determines the marker width with reference to
the fabric width.
 Marker is drawn on the top layer of fabric with contrasting chalks and sometimes
even with pen. Therefore if the order size requires more than one spreads than the
marker is developed that many times.
 Marker efficiency is not checked, thus there is no effort to gain or control marker
efficiency.
 Since pattern pieces are few and simple we can use sectional markers as even non-
sectional markers do not have very high efficiency. Pre-determined splice
points/lines reduce wastage due to splicing.
 Workers should be aware of splicing at defext areas and leave such allowances
during cutting.
Infrastructure: There are 11 cutting tables.

Bundling/ ticketing:
It is always taken care that there are 25-30 pieces in a bundle according to ISO: 9001
norms. A ticket is attached to each of the bundles, which has the following
parameters;
 The tickets are made of scrap fabric and the band knife is used to cut them in
equal sizes.
 There is separate table/zone for ticketing.
 The bundles are made according to specification and put into a lay to ensure that
there is no problem of shade variation.
MIS:
 The cutting in charge receives the fabric order sheet for each order from the
merchandising department with the details of number of colors, the size details
and the number of bodies to be laid along the width of the fabric.
 A gate pass is issued by the fabric store before any lot of fabric is passed to the
cutting department.
 A daily production report of number of pieces cut per style of garment in terms of
size and color is maintained.
Sewing
NOTES:
 The entire production system is based on the coordination between the three
production managers and the production General Manager.
 There is a system of periodic inline checking.
 Helper to operator ratio is 1:1 at some points it is even 2:1.
 There is a system for grading of operators.
MIS:
 Buyer wise production registers are maintained.
 Monthly production registers.
 Input register.
 Line capacity planning.
N.A.Z. Bangladesh boasts of 100% compliance with EU NEEDLE-COMPLIANCE
RESTRICTIONS.
3.7.2 Spreading and Cutting
ORDER SHEET + SAMPLE + PLAN

[FROM MERCHANDISING DEPARTMENT]
NO. OF PIECES/COLOR AND

NO. OF PLIES/COLOR DETERMINED
TRIAL CUTTING OF AROUND 200 PCS. FOR SEWING
BULK CUTTING AFTER MANUAL MARKER MAKING
BUNDLING AND TICKETING SIDES ARE OPENED

[FOR TUBE FABRIC ROLL]
CHECKING [100%]
SENT TO CUT PIECE STORE
3.7.3 Process Sequence of Cutting Section:

Fabric receive from Store
Fabric Inspection (Shade & GSM)
Fabric Inspection (4-point System)
Fabric Relaxation
Receive Fabric to cutting table
Fabric Spreading (Manually or automatically)
Marker collect from CAD
Marker setting
Fabric cutting
Numbering
Bundling
Quality Checking
Recut
Cutting Store
Forward to sewing
3.7.4 Machines and equipment’s:
1) Fabric inspection machine
2) Pattern
3) Marker
4) Marker paper
5) Tracing wheel
6) CAD system
7) Cutting table
8) Auto Spreader (Garber &Lectra)
9) Auto Cutter (Garber)
10) Measuring tape
11) Pencil
12) Gum tape/ scotch tape
13) Weight scale
14) Spreading stand
15) Auto spreader (computer control)
16) Clamp
17) Spike
18) Ruler
19) Scissor
20) Cutting machine:
 Straight knife
 Band knife
 Round knife
 Hot Notch
 Computer controlled cutting machine.
21) Drill machine
22) Metal globes
23) Bundle card
24) Rack
3.7.5 Cutting Process Description:
Cutting Planning:
Cutting Room Planning is very important and should be done for every order. Good
planning helps in better utilization of available resources and improving cutting room
efficiencies. The cutting plan should be made well in advance to allocate resources
and check on fabric availability & flow for the planned cutting.
Various things that should be kept in mind while making cutting plan are:
 Requirements of sewing room
 Availability & flow of raw-material i.e. fabric
 Available Manpower
Cutting Work order:

The planning department issues a cutting work order to the cutting department for
commencing cutting for any particular order. The work order states the size wise
quantity to be cut in that style and the fabric required for the total quantity mentioned
in the work order. The cutting In-charge makes a daily cutting plan for the work order
quantity and does the resource allocation. The work order also gives an estimate of
the fabric that should be taken from the fabric store.
Fabric Receipt:
The cutting room in charge requests fabric from the fabric store based on the daily
cutting plan made by the cutting room executive. The fabric is requested using Fabric
Requisition Slip format. The cutting room helper gets the fabric from the stores &
transfers it to cutting room with the help of fabric movement trolley. The fabric
received is stored in the fabric racks within the cutting-room.
Fabric Relaxation:
The fabric received in the roll form should be relaxed for at least 12 hours under
standard conditions before spreading. This is done in order to take out any tension in
the fabric imparted during finishing or winding so as to avoid any distortion while
spreading or cutting.
Marker Request:
The Cutting Executive requests the marker from the CAD department on a format
called CAD Marker Requisition Slip. The details of the fabric (e.g. width) received
from fabric store needs to be provided to the CAD room for marker so that the
provided marker could be adjusted as per the received fabric to minimize wastage.
Spreading & Marking:

Before Spreading, the lay plan should be prepared & a lay order slip is generated by
the cutting executive. The lay order slip provides all relevant details to the spreader
for the lay i.e. style, fabric width, no. of plies, marker way, consumption for that lay
etc. The spreader has to follow the lay-order slip for considerations during spreading
& if she founds any deviations in the actual, it should be reported to the cutting
executive. After the spreading is done, the lay should be checked by the QC and a
format called Cutting Room Inspection Report is generated. After the lay is cleared by
the QC, it goes for next operation i.e. marking. The marking could be done manually
by patterns or paper marker could be fixed on top ply to make it ready.
Cutting:
The ready to cut lay is moved onto the area allocated for cutting within the spreading
& cutting table. Air-flotation table is used for easy movement of lays. The cutter cuts
the lay with the straight-knife along the marker lines. For any small parts or sharp
turns, where precision can’t be achieved by straight knife, the parts can be taken to
band knife after block-cutting. For some styles (e.g. engineered stripes) where lay
cutting is not possible due to matching of stripes, single piece cutting is done with the
help of scissors.
Numbering & Bundling:

Once the lay is cut the cut parts are numbered, all parts that makes one complete
garments are given same number so as to avoid any mismatching of shade. After
numbering the pieces are bundled into a group of certain pieces. The size of the
bundle is decided by the cutting-room in charge, in discussion with the sewing floor
in charge.
Quality Audit:
All bundles need to be audited for quality before issuing to the sewing lines. Quality
audit on the bundled garments is done by the cutting-room auditor who checks the
bundles for bundle ticket descriptions, correct sequence of ply numbers, presence of
all parts etc. mentioned in the format. The second audit checks for the pieces w.r.t. the
shade matching, notch positioning, etc. These audits are conducted following the
AQL chart specifications & a format called Cutting Section Bundle Audit is filled.
Issue to the Sewing Line:

The cut bundles are issued to the sewing line on request from sewing line supervisor.
Detail for issued pieces is maintained in the Cutting Issue Register. The cutting issue
register records the size wise issue to each line for a particular order. Along with the
bundles the cutting department also gives to the sewing line a format called
Production Issue Slip containing details of the bundles issued like bundle no, size, no
of pieces etc.
3.8 Printing Section
PRINT MANAGER
SAMPLE MANAGER
COLOR MASTER
FLOOR
[2] MANAGER
SCREEN SUPERVISOR QUALITY
CONTROLLER
HELPER FLOOR SUPERVISOR

[4 TABLE]
3.9 Production / Sewing Department
GM PRODUCTION
PRODUCTION MANGER [3] MANAGER FINISHING [3]
ASST. PRODUCTION MANGER [4] IRONMAN [4] PACKER [4]
LINE CHIEF [24]
LINE SUPERVISOR [24]
Sewing is the most important step of garments manufacturing. Sewing is the way of
joining of garments components with the help of needle and thread. Sewing section is
the biggest and the busiest section in a garment industry. It is a universal & widely
used method of joining fabrics. The main purpose of sewing is to produce seam.
There are four general types of sewing machines: single-needle machines, over lock
machines, blind-stitch machines, and specialized machines.
Product Development Samples
3.9.1 Types of sewing machine used in N.A.Z Bangladesh Ltd.
 Single needle lockstitch
 Double needle lockstitch
 Feed of the arm
 Bar tack
 Kansai
 Eye let hole
 Chain Stitch
 Bottom Hole
 Bottom join
 Shuttle stitch
 Patter swearer
Single needle lockstitch
Double needle lockstitch

Feed of the arm
Kanshi Special
Bar tack
Chain stitch sewing M/c
Overlock M/c
Bottom Hole
3.10 Maintenance
MAINTAINANCE MANAGER
ASSISTANT MANAGER
ASSISTANT MANAGER
BOILER OPERATOR
CABLE
[3] OPERATOR
WATER AND
[3] GAS OPERATOR [3]
(ELECTRICAL) (MECHANICAL)
ASSISTANT ENGINEER
ASSISTANT ENGINEER
BOILER
[3] HELPER [3] WATER AND GAS HELPER [3]
[3]
SNR. FOREMAN SNR.

[3] FOREMAN [3]
FOREMAN FOREMAN
[6] [6]
HELPER HELPER
[6] [6]
3.10.1 Process Flow Diagrams (Overall)
MERCHANDISING
SPECIFICATION SHEET FROM BUYER
LAB DIP [FOR COLOR MATCHING ONLY]
STYLE SAMPLE AND COSTING (SIZE SAMPLE, PHOTO SAMPLE, TEST SAMPLE)
SENT TO BUYER
PURCAHSE ORDER (LC MADE)
YARN CONSUMPTION CALCULATION
ACCESSORIES BOOKING
FABRIC ORDER SHEET
KNITTING
DYEING
FINISHING
INSPECTION
SPREADING AND CUTTING
EMBROIDERY AND PRINTING
SEWING
QUALITY CHECKING AND CONTROL
GARMENT FINISHING
PACKING
3.10.2 Process flow diagrams (department wise)
Sampling
DESIGN SHEET FROM MERCHANDISER
PATTERN MAKING
RECEIVING OF SAMPLE FABRIC
SAMPLE [WITH TECHNICAL MODIFICATION IF ANY]
SAMPLE TEST
MASTER SAMPLE STORED REST DISTRIBUTED

3.11 Sewing Section
DESIGN / TECHNICAL SHEET FROM THE MERCHANDISER
ELEMENTAL BREAKDOWN OF THE GARMENT
NON-CONFORMING
ALLOCATION OF OPERATORS
CUT PIECES MUST BE RECEIVED AT LEAST WITH A CUSHION OF 24 HRS. IN LINE
BUNDLE CHECKING/ PIECE COUNT
TAGS AND LABELS ARE PRE-SORTED AND SUPPLIED TO OPERATOR
BUNDLE FEED
SEPARATE PIECES FOR SEPARATE OPERATIONS
INLINE CHECKING AT SOME WORKSTATIONS
FINAL INSPECTION AFTER LAST OPERATION
BUTTONHOLING ATTACHMENT DONE IN ANOTHER LINE

3.11.1 Sewing
 All the machines in the sewing floor should have a particular serial no and it should
match with the serial no. on the stand.
 The people in charge of the machine maintenance should reach the sewing
floor 30 mins before the production starts to check for any machine related
problem.
 After the completion of each day’s work a piece of cloth must be put beneath the
presser foot and kept till the next day’s work starts to check for any oil leakage.
 The person in charge of the machine maintenance of a particular line must check
for the following: -
 If there is oil leakage in any machine, then that machine should immediately be
replaced.
 The thread tension and the presser foot thrust should be checked daily and
modified if they are not perfect.
 Repair the defective machines as quickly as possible.
 All the machines on the floor should be in running condition.
 The preventive maintenance schedule must be followed and the maintenance chart
s to be approved by the production manager of that sewing section.
 The line chief should ensure the next day’s input from the cutting dept. at the end
of each day’s work. The required approval sheet should be signed by the planning
officer.
 There should never be shortage of input for the sewing lines.
 At least the number of pieces input per line per day must be 20% more than the
required output to get the required output.
 In an ideal situation at least two days pre sewing balance for each line must be
there at the helm of each sewing line.
 For each new style or even a running style the trims and accessories must be
ensured first and even the size and care labels must be at the disposal of the line
chief.
 In each line there should be 2-3 such helpers who can operate machines so that
they can act as replacements in case of operator absenteeism.
 Before the start of bulk production, the necessary folders must be attached to the
machine
 Before the issuance of folders, the concerned line chief and the maintenance dept.
officer must sign on the register in the maintenance dept. The same procedure is to
be followed while returning the folder.
 Spare needles and extra sewing thread cones should be there at the disposal of the
line chief so that no time is wasted for needle breakage or changing the cone.
Reducing lead time in order execution

We made an attempt to identify specific causes of delay at each stage of order
execution in a vertically integrated set-up.
Pre- production activity:
• Lack of clarity regarding customer requirement. (Sampling and
merchandising)
• Lack of technical understanding regarding form and fit of the garment
resulting in repeated rework and communication.
• Poor planning especially in prioritizing sample delivery schedules.
 Industrial engineering:
• Loss in production due to non-availability of work-aids when a new
style hits the bulk production.
• Inaccurate s.m.v. hampers accurate capacity studies.
• No history record of the problem faced at the product development
stage.
 Purchase Department:
• Delays caused in receiving trims from vendors.
• Delays caused in approval of trims.
 Administration:
• Delays caused due to manual task of generating hard copies for
authorization.
 Production:
• Delays caused due to high operator absenteeism.
• Delays caused due to non-availability of required skill labor.
Identifying solutions
 Development of a sample requisition checklist.
 Improving flow of buyer information between merchandising and product
development teams.
 Speed up fit-approval process by using buyer approved dress forms.
 Record problems at sampling stage. Problems with appropriate solutions
should form a style history record.
 IE department should work out exact requirements of work-aids for critical
operations before anew style hits the floor.
 Pilot run for a new style should be executed on the same assembly line as
planned for bulk production.
 Reduce high rate of internal rejections by treating internal customers through a
debit system.
 Develop reliable vendor base.
 Change process of manual approval to electronic approval system.
 Use incentives to counter absenteeism and encourage multi-skilling of
operators.
3.12 Finishing and Packaging
STORING
NEEDLE DETECTION
SORTING AND CLASSIFICATION
PRESSING AND FOLDING
Q.C. [THREAD TRIMING IF NECESSARY]
TAGGING + OTHER LABELS
FINAL FOLDING AND PACKAGING
STORING
CARTONING ACCORDING TO SPECIFICATION SHEET

3.12.1 Activities of the finishing department are listed below
1. Thread Trimming:
In stitching department thread trails and thread chains are not trimmed neatly. Uncut
threads and thread tails in garments are trimmed in the finishing department by
helpers. Uncut and loose threads on garments are considered defects.
2. Checking garments:
All garments are checked at the finishing stage for visuals and measurement.
Finishing checkers check the complete garment inside and out. Checking is done for
garment detailing, such as care labeling, and trims.
3. Button attach and Butting holing:

Products those have trimming like button, snap button, eyelets are attached in
finishing section.
4. Removing stains:
Stains and spots are found on garments. Spots are removed using a hand spot gun or
by using a stain removing machine prior to pressing. Dust and stains can be removed
by machine washing. So, many times finishing department wash garments inside
department.
5. Repair work and mending

Defective garments may need to repair for stitching and fabric defects. All repair
activities are done in finishing department itself instead of sending defective garments
to stitching department.
6. Ironing garments:
Garments are ironed using a steam iron. This is done to remove creases in the
garment. For knitted garments measurements are set by steam press. Vacuum pressing
tables are used for garment pressing.
7. Folding and tagging:

Pressed garments are folded in a specified dimension. Tags, such as price tags and
hang tags are attached to the garment by means of a Kimble gun or threads.
8. Packing garments:
Finally, properly folded garments are packed into poly bags as per customer
requirements. Individual poly bags are then packed into bigger cartons.
9. Preparation of packing list:

The packing in-charge prepares a packing list for the shipment. After packing is
completed for an order, the finishing department informs the concerned merchant.
10. Internal shipment audits

Quality department perform internal shipment audit in the finishing department. This
audit is done prior to final inspection.
11. Documentation and reporting

Like other departments, finishing department maintain production records for
pressing, and packing.
Types of packing
There are four (4) types of packing are usually done

 Solid size solid color
 Solid size assort color
 Assorted size solid color
 Assorted size assorted color
Different types of defects inspected by finishing section
 Twisting
 Uncut thread
 Uneven stitch
 Fabric pleat
 Loop thread
 Tuck front part
 Neck joint puckering
 Needle cut
 Shading
 Yarn contamination
 Needle line
 Neck puckering
 Print spot
 Point not match
 Oil spot
 Dirty spot
 Missing yarn
 Slub
 Poor neck shape
 Stripe not match
 Sleeve opening up down
 Side seam uneven
 Broken stitch
 Skipped stitch
 Joint stitch not matches
Spot removing
The General Rules of Spot Removing:
1. The longer as tainremains; the tougher it is to remove.
2. Always treat a stain before laundering.
3. Blot gently— never rub; and don't ever blot with hot water.
Ironing:
Stain type Used chemical (commercial name)

Ir o
1. Oil stain Spotlifter
n i
n 2. General stain Thinner g
is 3. Termeric stain MRS t
h 4. Ink stain MR e
u 5. Gluestain (Polymer based) s
Heatgun
e o
6. Rust stain Markvill
f a
7. Print mark Printvill
h e
at e
dtool(an iron)toremovewrinklesfromfabric.Theheatingiscommonly
donetoatemperatureof180–220°Celsius,dependingonthefabric.Ironingworks by
looseningthebondsbetweenthe long-chainpolymermoleculesinthe fibers of the
material. While
themoleculesarehot,thefibersarestraightenedbytheweightoftheiron,andtheyholdtheirne
wshapeastheycool.Somefabrics,suchascotton,requiretheadditionofwatertoloosenthe
intermolecularbonds
Do not iron
Cool iron (110°)
Medium iron (150°)
Hot iron (200°)
Fig: Basic Ironing Symbols

Trims:
Trimscoveralltheitemsusedinthegarmentexceptthebasicfabric.Thereare
hundredsofitems
usedtomanufacturethegarments.Properselectionoftrimsanditsqualityarevery
importantfor styling; otherwise thegarment maybe rejected orreturnedbythecustomers.
Following is apart oflistthatcovers somenamesofthe items:
 Zipper/Fastener:
 Sewing Thread:
 Labels:
 Main label
 Size label
 Care label
 Content
 Price
 Patch, etc.
 Button
 Eyelet
 Velcro
 String/Cord
 Tags
 Poly bag
 Carton
 Sticker
 Gum Tape
 Plastic Clip
 Tag pin
 Hanger
Garments Packing:
• Packing must do on approval packing method.
• Single garments pack.
• Set garments pack.
• Double set pack.
• Assort color garments pack.
• Single color garments pack etc.
Following information consists on packing
(buyer demand)-
• Buyer name.
• Size chart.
• Garments photo.
• Buyer office name, address, helps & complains address etc.
• Price chart.
• Composition, color name.
• Barcode.
• Security sticker.
• Care label sticker.
Carton packing- packing does on approval cartooning method.
No of garments with size & color wise depends on buyer
demand.
• Carton size depend on buyer demand.
Following information consists on carton (buyer demand)

• Buyer name.
• Size set chart.
• Garments photo, name. color.
• Order number.
• Style number.
• Carton number.
• Quantity of garments.
• Carton size.
• Carton gross weight & net weight.
Port name where loaded& unloaded.
Process flow diagrams (notes):
Notes:
 The buyer calculates the delivery date from the date of order placement/approval.
 The lead time given is usually 120 days
 In-line inspection is usually done by the buyer approved a)SGS b) ITS C) MTL
 Final inspection scheduling is sent to sewing departments and can be done by
buyer or SGS, ITS or MTS.
 Technical specifications and compliances for accessories are mentioned in the
specification sheet. In some cases, vendors are also specified by the buying house.
 Accessories are mainly procured from China, Hong Kong or at times from the local
market.
 Orders are generally FOB (Freight On Board). The commercial department in
conjugation with the merchandising department thereafter controls the shipping
procedure.
MIS is maintained in the following order:

 Planning [ Specification Sheet + Fabric Order Sheet+ Approved sample]
 Procurement Department [Yarn booking + FOS]
 Lab Section [Quality swatch + color swatch/ pantone number]
 Knitting [Quality swatch + Quality specifications + FOS]
 Batch [FOS]
 Dyeing [QS + Quality Specifications + FOS]
 Fabric Q.C. [QS + Quality Specifications + FOS]
 Sample [ Specification sheet + Sample Order Sheet + Original sample + Quality
swatch]
 Fabric Store [FOS]
 Cutting [Specification Sheet + FOS]
 Accessories [ Specification sheet + Color Details with swatch + Time Card]
 Q.A. [ Specification Sheet + Sample]
 Stitch [ Specification Sheet + Sample]
 Finishing [Specification with packaging details]
 Master Copy [Incoming+ Outgoing+ specification sheet+ FOS + Fabric swatch +
Accessories details+ Approved Sample+ LAB dip+ LC Copy]
3.13 Fabric Store
There are three huge racks that are placed along the length of the fabric store:
Process flow
Merchandising department sends the purchase order sheet
Store receives the order with the buyer name, style no. from the fabric finishing department
The store manager confirms the cutting-in-charge and the concerned merchandiser about the receiving of th
Cutting in charge informs about his requirement of fabric of any particular style of clothing.
The store manager issues the fabric and enters in his register and gets it signed by the cutting in charg
The rolls of fabric to be issued are again inspected for fabric defects and all defects are marked.
Then the gate challan for that issued fabric is generated which is held as a document supporting that iss
This is done to ensure that the spreading and cutting workers don’t have to waste time
in locating the defects while spreading the fabric. This was not present before. That
area was occupied for the style-wise bundling recording area.
Workforce:
Labor
Store manager
Store assistant manager
There is a mechanical scale in the store as knit fabrics are issued in measures of
weight and not of roll.
There is a shortage of space in the store so a lot of fabric is dumped on the fabric
finishing area thereby causing problems in movements through the aisles as well as
making the floor clumsy in appearance.
Proper ventilation is not available.
Accessory Store
Sewing Thread Details:
 Sewing thread used is mainly cotton-polyester blend.
 The thread (Grey) is mainly sourced from SAXI International China and sometimes
India.
Sewing thread is procured in Lacchi form
Then the thread is dyed in house in the required color as specified by the Testing lab
Then Hanks of sewing thread is made
Finally coning of yarns is done.

1 Cone (2500 -4000 meters)
Needle inventory:
The store has 22 types of needles which are required at different stages of production.
There are two different slips for operators who break needles one which is given to
the line supervisor – for broken needle whose broken part is lost and for needles
whose broken part is damaged.
Averages of 200-300 needles are issued daily.
UY-9, DC-9, DB-9 is consumed the maximum.
They always keep an inventory cushion of one week for the process of giving the
requisition to the accounts department and receiving the needles.
Machinery Details
Machine Profile (Knitting Section)
Single Jersey
S M/C MC M/C FEE QT BRAND ORIGI FABRI PRO. REMAR
L TYPE / GAUG DER Y N C’S CAP/ KS
DI E TYPE KGS
A
1 S/J 19 24 57 1 ORIZIO ITALY S/J, 200
Pique
Pique
Pique
Pique
Pique
6 S/J 24 24 72 2 ORIZIO ITALY S/J, 550 Lycra
Pique Attachm
ent
7 S/J 25 24 75 1 ORIZIO ITALY S/J, 300 Lycra
Pique Attachm
ent
8 S/J 26 24 114 1 MAYER GERM S/J, 500 Lycra
& CIE ANY Pique Attachm
ent
9 S/J 28 24 123 1 MAYER GERM S/J, 500 Lycra
& CIE ANY Pique Attachm
ent
Total 14 3975
02. FLEECE +2 THREAD FLEECE + 3 THREAD FLEECE.

S M/C MC M/C FEE Q BRAND ORIGI FABRIC PRO. REMAR
L/ TYPE / GAUG DER T N ’S TYPE CAP/ KS
N DIA E Y KGS
O.
1 Fleece 28 20,24 90 1 MAYER GERM S/J 400 Lycra
& CIE ANY ,FLEECE Attachm
ent
ent
ent
ent
5 Fleece 32 20,24,2 96 1 FUKAH TAIW S/J 350 Lycra
8 AMA AN ,FLEECE Attachm
ent
6 Fleece 34 20,24,2 102 1 FUKAH TAIW S/J 400 Lycra
8 AMA AN ,FLEECE Attachm
ent
Total 6 2500
03. RIB +INTERLOCK+FLAT BACK RIB +DROP NEEDLE ETC.

S M/C MC M/C FEE QT BRAND ORIGI FABRIC PRO. REMARKS
L/ TYPE / GAU DER Y N ’S TYPE CAP/
N DI GE KGS
O. A
1 Rib 30 14,18 62 1 MAYER GERM Rib+I/L+ 300 Lycra
+Interlo & CIE ANY F/Rib Attachment
ck
ck
ck
ck
5 Rib 36 16,22 72 1 FUKAH TAIW Rib+I/L+ 350 Lycra
+Interlo AMA AN F/Rib Attachment
ck
6 Rib 38 16,23 76 1 FUKAH TAIW Rib+I/L+ 400 Lycra
+Interlo AMA AN F/Rib Attachment
ck
7 Rib 40 18,22 84 1 Juinn TAIW Rib+I/L+ 400 Lycra
+Interlo Long AN F/Rib Attachment
ck
8 Rib 40 16 80 1 Juinn TAIW Rib 800 F/Look
Long AN +F/Rib lycraAttach
9 Rib 42 18 84 1 Juinn TAIW Rib 400 F/Look lycra
Long AN +F/Rib Attach
10 Interloc 38 24 114 1 Juinn TAIW INTERL 400 Lycra
k Long AN OCK Attachment
13 RIB 34 15 24 1 Juinn TAIW RIB 200
Long AN
Total 14 5300
04. Terry=S/J + Terry / Terry Fleece + Valor +Polar Fleece etc.

M/C MC M/C FEE QT BRAND ORI FABRIC PRO. REMARKS
TYPE / GAUG DER Y GIN ’S TYPE CAP/K
DIA E GS
1 Terry 42 20 68 2 Mayer Germ Terry 1000 Lycra
&Cie any Attachment
Total 2 1000
05. Auto Stripe+ Eng. Stripe(S/J + Pk + Lacost+ Others Design)

S M/C MC M/C FEE QT BRAND ORI FABRIC PRO. REMARKS
L/ TYPE / GAUG DER Y GIN ’S TYPE CAP/K
N DIA E GS
O.
1 Auto 34 24 48 2 FUKAH JAPA Auto 300 Lycra
Stripe ARA N Stripe Attachment
Total 6 1050
06. Flat Knit

SL/N M/C MC/ M/C FEE QT BRAN ORIG FABRI PRO. REMARK
O. TYPE DIA GAU DER Y D IN C’S CAP/K S
GE TYPE GS
1 Flat 0 14 8 2 Snima Japan Collar/C 1400 Lycra
Knit Seiki uff Attachmen
t
2 Flat 0 14 12 1 Stoll Germa Collar/C 700 Lycra
Knit ny uff Attachmen
t
Total 3 2100
GRAND TOTAL-45 NOS
B. Dyeing machine
SL. No. Name of the Machine Machine Capacity No. of Country of Origin
(In Kg) Machine
1 10.00 01
2 50.00 2
3 175.00 01
5 350.00 01
6 Dilmenler 525.00 01 Turkey
7 700.00 01
8 1050.00 01
9 1400.00 01
TOTAL ONE TIME LOADING: 4260.00 KGS
TOTAL PER DAY CAPACITY: 4260 x 3 = 12780.00 KGS
SL. Name of the Machine Machine Category No. Of Country of Origin
No. Machine
1 Bianco Squeezer &Detuisting 01 Italy
2 LK & LH (4 Chamber) Tensionless Dryer (Stream) 01 Taiwan
3 Feraro Compactor 01 Italy
4 LK & LH Brushing 01 Taiwan
5 Laffer Sheering 01 Italy
6 Laffer Sueding /Ultra soft /Pitch finish 01 Italy
7 Bruckner Stenter 01 Germany
Ferraro Equalizer & Shrinking, O/Width 01 Italy (m/c on the way)
Compacting Unit
8 Acimit Bag sewing m/c 01 Italy(m/c on the way)
9 Acimit Dethreading machine 01 Italy(m/c on the way)
C. Finishing machine
Facilities In House (Laboratory)

Besides facilities to reproduce swatches with the Lab Dyeing Machines with Infrared
Heating System (IHS) our in house laboratory is equipped to check the following
parameters of fabrics’ quality:
SL. Testing Parameters Machine Name Origin

No.
1 Data Color for quantifying shade variation and S D L Intl. England
determining acceptability of the shade (Pass fail
check)
2 Light Box equipped with D65, Tl84, UV, Veridide England
Fluorescent lights for further visual assessment of
the shade checked by computer.
3 Fastness to wash and stain to adjacent fabric S D L Intl. England
4 Fastness to light S D L Intl. England
5 Fastness to rubbing (Weight Rub, Dry Rub) S D L Intl. England
6 Fastness to pilling S D L Intl. England
7 Fastness to perspiration S D L Intl. England
All being performed by experienced and qualified textile technician under the
supervision and guidance of a textile engineer well trained for the purpose.
We are using internationally accepted test procedures and materials.
Sewing Machine
SL
. NO.O
TYPE OF MACHINE BRAND Country of Origin
No F M/C
.
1 Single Needle lock stitch JUKI 165 JAPAN
2 Single Needle lock stitch JUKI 110 JAPAN
3 Over lock 4 thread JUKI 150 JAPAN
Over lock 4 thread Top
5 JUKI 2 JAPAN
dowen
Over lock 4 thread Back
6 JUKI 10 JAPAN
latch
Over lock 4 thread
7 JUKI 2 JAPAN
Cylinder Bad
9 Cylinder Bed Flat lock PEGASUS 50 JAPAN
13 Flat Bed Flat lock PEGASUS 50 JAPAN
16 Feed of the Arm YAMATO 8 JAPAN
17 Button Hole JUKI 2 JAPAN
18 Button Stitch JUKI 2 JAPAN
19 Ber Tack JUKI 2 JAPAN

20 Picoating KANSAI 3 JAPAN
21 Needle Detector CINTEX 1 ENGLAND
22 Fusing Machine HASHIMA 1 JAPAN

CALIFORN
23 Rib Cutter (3 way) 1 USA
IA
24 Rib Cutter (Single) 1 TAIWAN
25 Band Knife EASTMAN 1 JAPAN
26 Cutting Machine KM 6 JAPAN
27 Vacuam Table NAOMOTO 30 JAPAN
28 Heater less Iron NAOMOTO 30 JAPAN
29 Label Cutter and Folder 1 TAIWAN
30 Snap Button Machiine YKK 10 GERMANY
31 Thread Sucker NAOMOTO 2 THAILAND

3 Needle ,5-Thread
Cylinder bed Interlock
32 PEGASUS 2 SINGAPORE
Machine with Fab
Trimmer
TOTAL- 732 M/C

NAZ Bangladesh Ltd will comply with the national legal requirements and
International best practices in accordance with SA 8000 standards for ensuring the
basic requirements of its all employees’ rights.
The fashion cycle
Where to study trends?

Color Scheme For Fall Winter 2016
Colour – Night Sky
Labels
Materials and Finishes:

3.14 Problems Identified And Their Respective Solutions
Problems identified in the cutting department
 Absence of proper records (availability, consumption, style history).
 Absence of market planning.
 Cut-order plan not well defined.
 No concept of a stepped lay.
 Round knife is not available.
 Internal quality check is not satisfactory.
 Optimum use of spreading machine.
Proposed solutions
 Proper documentation needs to be implemented.
 The proposed ERP system should be able to create detailed style histories.
Mid-level management should be instructed in the use of the system.
 The company has recently implemented a CAD software solution. The marker
plans should be saved on a centralized server for ready access. For marker plan to
be efficiently executed the diameter and the Fabric shrinkage should be regulated
from the beginning of the supply chain.
 During production planning there should be an adequate plan to utilize
maximum similar marker plans on optimum lay heights to minimize wastage.
 New concepts such as stepped lays may be introduced.
 Introduction of cutting tools such as round knives and Computer Aided
Manufacture (CAM) may be justified to maximize efficiency from the department
 Optimize the use of spreading machine as it reduces spreading time especially
over longer lays and reduces manpower.
 The cutting department MUST NOT cut any fabric without the assurance of
quality managers who must decide whether a fabric conforms to buyer
specifications.
 Give special care to striped and check fabrics.
Problems faced by the sewing department
 High rate of labour migration.
 Different layouts are implemented for the same style of garment.
 Skill inventory is not maintained.
 Helper : Operator ratio is high.
 High rate of inline and final rejections.
 Pieces are altered within the line itself destroying the line balance.
 Preventive quality assurance is not done.
 There are no defined roles for line supervisors and chiefs who act as additional
helpers.
Proposed solutions
 Productivity based incentive plans must be implemented.
 Standardize layouts for similar garments.
 Skill inventory should be maintained.
 Attitude towards work should be changed, as more helpers result in lesser
productivity.
 Operator training should be introduced.
 There should be alternative machines within the line plan for alters.
 Implement preventive quality assurance.
 Define exhaustive duties for line supervisors and chiefs.
Proposed solutions
 There should be scientific procedures to know the capability of a line, the
bottlenecks should be considered, the number of workstations should be
considered.
 Work study officers should be familiar with terms like WIP, throughput, PFD,
SAM, standard, normal, scheduling, skill inventory etc.
 A basic idea about the SMV should be gained during the sampling….proper
SMV is really necessary to show us the actual results
 Layouts for specific styles should be provided by the work study department
and they should tally with the requirements of the production department
Other problems
 CM earnings as shown in the report is not accurate.
 Crisis control measures are not implemented
 Lack of information flow between various departments.
 Canteen for workers yet not established
 Overtime is almost a daily practice
Proposed solutions
 The merchandising and accounts department should coordinate to provide a
CM earning which should vary from style to style and not only buyer to buyer.
 Proper agendas should be there for emergency cases like generator breakdown
 All the departments should coordinate rather than blaming each other.
 Overtime to be minimized.
3.15 Industrial Engineering Department
It is consisting of Work Study and some other applications such as Designing of
Plant’s and its components, Introduce and maintain new mechanical and electrical
systems, designing of various production processes, planning of production and
machinery to improve the plant efficiency
This department deals with

 Work study
 Production
 Productivity
 Efficiency
 SMV (standard minute value)
 Consumption
 Elastic, thread, lace, etc, checking.
 Operation breakdown
 Balancing  Layout making
 Method analysis
 Cost Reduction
 Automation
 Work aids and attachments
 Process rate calculation
 Loss minutes monitoring
 Capacity (plan)
 SMV (standard minute value)
 Man power planning
 Capacity booking
 Machine quality
 Delivery planning
 Balancing
Latest utilization of IE:
 Computers and Simulation
 Robotics and Automation
 Materials Handling
 Logistics and Distribution
 Management Information Systems
 Advanced Manufacturing Processes
Line balancing:
Line Balancing is to share work, to support in another operation, to shift manpower
according to their capacity for equal production in every point.
Balancing is a subject that relates to every decision taken on the production floor.
It is a very important topic that we will cover in detail.
Balancing method is very essential to make the production flow almost smoother
compare to their previous layout. Considering working distance, type of machines
and efficiency, workers who have extra time to work after completing their works,
have been shared their work to complete the bottleneck processes.
An ideal production line is that where there is no time wastage and no bottlenecks. A
balance production line is that where production from all the operation is
completely balanced and there is no bottleneck.
Why Line balancing is necessary?

 To get easily output, it is necessary.
 To get best performance of the workers, it is necessary.
 To ensure of proper use of time & manpower, it is necessary.
 To follow up the line easily, it is necessary.
 To give the pressure to workers for optimum output, it is Necessary.
 To know the line’s potential capacity of the line, it is necessary.
 To find out the productivity gap%, it is necessary.
 To take the next step for higher productivity at need the line balancing
 report it is necessary.
 To get higher productivity so much necessary.
Planning Department:
When the factory gates a new order planning department needs to follow up
some very important points those are given below –
 Before start sewing, select sewing line and fixed target to sit with IE & Production
AGM.
 Before start production ensure size set measurement repot.
 After correction pattern given 1st line before ¾ days to give the other line.
 Given schedule to all department like Sewing, Cutting, Washing &Finishing
section.
 Before start sewing ensure fabric and trim in-house status.
 After start 1st line, ensure initial inspection within 3 days & before bulk cutting
should not give others line.
 Ensure to give production sample before 1 week to 1st shipment.
 Ensure denim & over dye process garments production 5-7 days before
3.16 Human Resources Department (HRD):
It is one of the important divisions of the Organization. It formulates the draft policies
for the Organization that is usually placed in the board meeting to accept. The
division controls all the administrative activities of the Organization. Decision about
requirement, and postings of the organization employees in different divisions or
branches as well as other important decisions are taken by the division. Columbia
Garments Ltd. has lots of security guards working round the clock to ensure the
security of the organization.
Role & Responsibility of HRD:
Manpower Planning
It involves the planning for the future and finding out how many employees will be
needed in the future by the business and what types of skills should they possess.
It depends on the following factors
 The number of people leaving the job
 The projected growth in sales of the business
 Technological changes
 Productivity level of the workers
Job Analysis & Job Description:
HR Department is also involved in designing the Job analysis and Job description for
the prospective vacancies.
A job analysis is the process used to collect information about the duties,
responsibilities, necessary skills, outcomes, and work environment of a particular job.
Job descriptions are written statements that describe the:
 Duties,
 Responsibilities,
 Most important contributions and outcomes needed from a position,
 Required qualifications of candidates, and
 Reporting relationship and co-workers of a particular job.
Determining wages & Salaries:
HR Department is also involved in conducting market surveys and determining the
wages and salaries for different position in an organization. These decisions may be
taken in consultation with top management and the Finance department.
Performance Appraisal:
Once the employees are recruited, the HR Department has to review their
performance on a regular basis through proper performance appraisals.
Performance appraisal is the process of obtaining, analyzing and recording
information about the relative worth of an employee. The focus of the performance
appraisal is measuring and improving the actual performance of the employee and
also the future potential of the employee. Its aim is to measure what an employee
does.
Training & Development:
HR department is constantly keeping a watch over the employees of the organization.
In order to improve the efficiency level of the employees they have to undergo regular
trainings and development programs.
Employee welfare and motivation:
Happy employees mean a healthy organization. HR Department conducts various
employee welfare activities which might include employees get together, annual staff
parties etc. HR department also reviews organizational policies and its impact on the
motivation of the employees.
Addressing employee’s grievances:
HR department is the link between the workers and the management. Employees’
grievances related work environment are usually entertained and resolved by the HR
Department.
3.17 Compliance System
Bangladesh has emerged as a key player in RMG (Ready Made Garment) sector since
1978. Textiles and clothing account for about 85% of total export earnings of
Bangladesh. Out of which, 76% comes from the apparel sector which covers the
major products of knit and woven shirts, blouses, trousers, skirts, shorts, jackets,
sweaters, sports wears and many more casual and fashion items.
The pivotal factor in the apparel industry is the workforce i.e. the sewing operators,
the helpers, cutting masters, pattern makers, finishers etc. Bangladesh is endowed
with abundant and cheap labor force that is easily trainable and convertible into semi-
skilled and skilled workforce
Quality of goods exported from Bangladesh has always been questioned by the
foreign buyers due to lack of experience and awareness of Garment manufacturers
associated in the trade. In order to export readymade garments, it is not only the
quality parameters which are important towards acceptance of the product as per the
intended end use, but also the working environment in which the garments are to be
produced, is equally important so that sweatshop concept is totally taken care of and
the code of conduct must be stretched towards achieving the objectives of social
compliance issues.
The core areas of social accountability are, basically, based on the principles of
international human rights, local culture and tradition. The prime objective of the
system is to protect the human rights in readymade garment industries.
Social Accountability:
In today’s fast changing global market, it is not only the quality of garments which
cherished the retailers and manufacturers but also the working environments of the
organization wherein the products were produced. Those are equally important to gain
and strengthen consumer confidence and to build-up more reliable relationships with
vendors. In other words, specific code of conduct that protects the basic human rights
of the workforce engaged in the trade is to be respected to satisfy consumers and to
add social value to the product. Basic awareness of the social accountability helps to
understand and monitor the compliance part of it in protecting the image of a
particular brand of product. In order to do so, the reputed and leading market players
in the garment trade have imposed compulsion on the related factories to achieve
those objectives as a condition of the export contract. Even the exports were either
withheld or cancelled elsewhere in the event of non-compliance to such issues.
Code of Conduct (COC):
Social Accountability standards have been developed by the international
organizations such as Fair Labor Association (FLA), Worldwide Responsible Apparel
production (WRAP) ,Councilon Economic Priorities Accreditation Agency (CEPAA),
The Ethical Trading Initiative (ETI) and Business for Social Responsibility (BSR).
Reputed brand buyers in large supply chain have taken the guideline from those
organizations and formulated their own standard of COC and also the acceptance
criteria.
The basic principles of COC have been derived from the principles of international
human rights norms as delineated in International Labor Organization Conventions,
the United Nations Convention on the Rights of the Child and the Universal
Declaration of Human Rights.
It has nine core areas to be addressed upon. These are as follows:
 Child labor
 Forced labor
 Health and safety
 Compensation
 Working hours
 Discrimination
 Discipline
 Free association and collective bargaining
Complacence Checklist
 Compensation for holiday
 Sexual harassment policy
 Child labour abolition policy
 Anti-discrimination policy
 Zero abasement policy
 Working hour policy
 Hiring /recruitment policy
 Environment policy
 Security policy
 Buyers code of conduct
 Health and safety committee
 Canteen
 Equal remuneration
 National festival holiday
 Overtime register
 Labour welfare
 Weekly holiday fund
 Time care
 Accident register
 Workman register
Health:
 Drinking water at least 4.5L/day/employee
 Cup availability
 Drinking water supply
 Water cooler, heater available in canteen
 Drinking water signs in Bangla and English locate in. 20 feet away from work
place
 Drinking water vassal clean at once in a week
 Water reserveatleast once a week
 Water center in charge person with cleanliness
 Suggestion box register
Toilet:
 Separate toilet for women and men
 A seat with proper privacy and lock facility
 Effective water sewage system
 Water tap
 Dust bins
 Toilet white washedoneinevery four month
 Daily cleaning log sheet
 No-smoking signs
 Ladies /gents toilet signs both in bangle and English
 Deposal of wasteland effluent
Fire
 Sufficient fireextinguisherand active
 Accessareawithouthindrance
 Firesignsin both languages
 Fire certified personal photo
 Emergencyexit
Safety guard:
 Metal glows on good conditions
 Rubber mats &ironers
 First aid box one
 First trained employees
 Motor/needle guard
 Eyeguard
 Doctor
 Medicine
 Welfareofficer
Others:
 Room temperature
 Lighting facilities
CHAPTER FOUR
IMPACT OF INTERNSHIP
Impact of internship
4.1 Sample development
• We know what type of sample produced here
• System of sample approval
• We know what type of machine here
4.2 CAD Section:

• We know about CAD.
• We know how to make a pattern &
• How it uses in Garments.
4.3 Cutting
• We know about cutting fabric
• We know about method of cutting
• Defect of cutting section
• How to remove fabric wastage?
4.4 Sewing
• We know about many type of sewing machine
• We know about function of sewing machine
• I know about sewing fault and their remedies
• We know about total production of this section
4.5 Finishing
• We know about total production of this garments
• To know about price tag, hang tag
• To know about how to quality assurance
4.6 Quality
• We know about Quality.
• How quality is inspecting.
• Faults found in Quality Section.
• How Quality Assurance works in garments.
• We know about online quality & offline quality
4.7 Compliance
• To know about their compliance system
• We know about medical facilities
4.8 Utility Section:

• Understood the source of electricity and gas.
• Got experience about gas generator and boiler.
• Learned about different type of air compressor.
4.9 Maintenance Section:

• Got experience about the factory Plants, equipment’s,
• Machine tools in an optimum working condition.
• Learned about different type of air compressor.
• Understood the Production cycle within the stipulated range
CHAPTER FIVE
Findings, Recommendation
& Conclusion
Findings
Recommendation
Conclusion
Industrial training program gives us to the expected destiny of practical life. Through
The completion of Three Months industrial training at N A Z Bangladesh Ltd, we
have got the impression that the factory is one of the best garments manufacturer in
Bangladesh. It has earned very good reputation for its best performance over any
other denim washing and quality assurance. During our industrial training program,
we had tried to our best to do our duty. Our supervising officer also satisfied to us &
offer co-operation in every steps. It is completely a new experience in our life, which
will be very effective in our service life. During our training period we realized that
practical experience is valuable for service life.
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BGMEA University of Fashion & Technology

A Report on Industrial Training submitted to the Department of Fashion Design &

Department of Fashion Design & Technology

Date of Submission: 16th September, 2020

Examiner 3 (External Member): Signature:

Date of Submission: 16th September, 2020

As per our academic curriculum, we have to complete 8-week internship program

Chapter Two: Overview of the Company

Chapter Three: Analysis of Evaluation

Chapter Four: Important of Internship

Chapter Five: Findings, Recommendation & Conclusion

1.2 Objectives of the Report

1.4 Scopes of the Study

1.5 Limitations of the Report

2.2 Company Profile

Factory Address 5. BK Bari, Rajendrapur, Gazipur.

Mr. Nasir Uddin Ahmed (Managing Director)

N.A.Z Bangladesh Ltd. location on map

Year of Establishment 1987

Floor Space 1,80,000 Square Feet

Number of Machine 1600

Capacity 2.70 Million pieces per annum

Work Force 2174

Market Segments Men, Women & Kids

Address 5. BK bari, Rajedropur, Gazipur, Dhaka, Bangladesh

No of Employees in NAZ Group

No. Of Employees 400

No. Of Workers 3500

Floor Space 1,80,000 Square Feet

N.A.Z Bangladesh Ltd.

Fabric Types Manufactured

2.5 Function of N.A.Z Bangladesh Limited

2.6 Strategic Objectives of N.A.Z Bangladesh Limited

Joint Futures initiative for example.

06 LI & FUNG USA

11 WAL MART CANADA

SL. Name of the Bank Address

Speed to Market Opportunities

List of the Attachment

PRODUCTION ASSISTANT SHIFT IN

PRODUCTION OFFICER (3)

SHIFT IN CHARGE (3)

SAMPLING [3] QUALITY INSPECTOR [12]

3.1.1 Knitting Organogram

ORDER PLACEMENT BY BUYER

YARN PROCURED YARN STORE

Notable points (EMBROIDERY):

3.2.1 Central Store:

3.2.3 Stored Accessories List:

3.2.5 Some Accessories Defects are-

3.2.5 Activities of fabric store section:

Fabric inspections are three types:

3.2.6 Fabric inspection done by four-point system.

3.2.7 Penalty Point Evaluation:

For one yard faulty fabric highest point is 4

3.2.8 Fabric Inspection Formula:

Less than 28 points/100 square yards Fabric acceptable

Deputy General Manager

Senior Merchandiser Senior Merchandiser Senior Merchandiser