This slide is based on the report of attachment of Karim Textile Limited. During this short period of time, we have gone through some responsibilities: 1. Calculating Cycle Time 2. Finding Line Target 3. Calculating worker efficiency 4. Solving ratio 5. Line balancing 6. Identifying machine of every section & each type of item manufacturing process. 7. Calculate D.H.U 8. Implement 5S, SOP, KAIZEN, TQM 9. Follow-up each process from Store department to Finishing department. 10. Finding individual worker target. At the end of our session we have came through with achievements: 1) Define the root cause for less production problem in lay spreader machine using Fishbone Analysis & 5Why to solve the problem. 2) Implement 5S on tool rack The full report link is given below:

1. Industrial Attachment at
“Karim Textiles Limited”
BY,
MD. AHSAN HABIB (191-021-651)
MD. SHUHAIEB AL SAKIB (191-029-651)
MAHIE ISLAM (191-021-651)

2. Contents
 Company Profile
 Products Type
 Attachment at KTL
 Departments
 Tools and Techniques
 Implementation of 5S
 Production improvement in Lay Spreader Machine
 Cause and Effect Diagram

3. Company Profile
PURBANI takes pride in their operations
being 100% National and Alliance
Compliant.
Purbani is one of the largest & oldest
established 100% export-oriented Textile
conglomerates in Bangladesh since 1973 and
doing business for more than 4 decades with
eminence.
Purbani Group
Spinning
Karim Spnning
Mils Ltd.
Shohagpur Textile
Mills Ltd.
Purbani Rotor
Spinning Ltd.
Purbani Synthetic
Spinning Ltd.
Dyeing
Purbani Yarn
Dyeing Ltd.
Knitting
Purbani Fabrics
Ltd.
Apparels
Karim Textiles
Ltd.
Purbani Fashion
Ltd.
Agro processing
Purbani Agro
Processing Ltd.
Purbani Fisheries
Traders Purbani Traders

4. Attachment at KTL
We have completed our attachment at Karim Textiles
Limited in Purbani Group.
Founded in 1988, it carries a rich reputation in garments
manufacturing in the country. Over the last decade it has
evolved from a traditional garment manufacturing unit to a
highly efficient manufacturer with all modern processes
implemented.
The daily cutting capacity is currently 75,000 pieces
(extendable up to 85,000 pieces). Total production capacity
is 70,000 pcs/day (approx.).

5. Departments at KTL
 Store Department
 CAD Section
 Cutting Department
 Super Shop
 Sewing Section
 Finishing Section
Store
Department
CAD
Section
Cutting
Department
Super Shop
Sewing
Section
Finishing
Section

6. Machinery & Equipment
The sewing section has m/c combination of Juki and Pegasus,
which can make 75,000 pcs per day. Machines used by KTL are -
 Sewing Section: Plain, Over Lock, Flat Lock, Button Hole,
Button Stitch, Snap Button Attaching machines etc.
 Cutting section: It has 5 European automatic fabric spreading
machine, 2 robotic auto-cutters & 2 Straight Knife Cutters, 3
Relaxation Machine, 11 Heat Cell machine, 1 Fusing machine,
Numbering Machines etc.
 CAD Section: It has Winda Inkjet Plotter Machine, Lead Inject
Vertical Cutting Plotter & Plotter cutting machine.
 Finishing section: Sucker Machine & Metal Detector Machine.

7. Tools and Techniques
 Traffic Light System/ 7pcs Garments System
 Lean Manufacturing
 KANBAN
 Six Sigma
 5S
 KAIZEN
 Standard Operating Procedure (SOP)
 Line Balancing
 Consumption, SMV, Efficiency Calculation & Ratio Solving Processes
 Line Target
 D.H.U.

8. Implementation of 5S
In store section there are several quantities
of plastic plate is present for storing fabrics
batches. Such plates should not be used
instead of racks. This is because these plates
do not have the same capacity like other
normal racks used in the store section. Also,
it becomes very difficult to find a specific
batch when needed. A lot of time is being
wasted because of this.
For implementation of 5S we were allowed
for applying 5S in maintenance room.
Before applying 5S After applying 5S

9. Productivity improvement in Lay Spreader
Machine
After finding less production in Lay Spreader Machine. We brain storm between us and use 5 why
and Cause and Effect diagram tools for finding the root cause of these problem. After completing
those method, we found there are some reasons responsible for these problems. We asked the
supervisor about this problem 5 times. Each time he gives us a different answer. Those are - Refill
time delay, Less Marker, Marker delay, Faulty marker from CAD section, Lack of communication
between Cutting and CAD section.
On the basis of these causes and other surroundings we further analyze these causes under cause-and-
effect diagram to find the root cause of this problem.
the illustration is attested in the next slide.

10. Cause and Effect Diagram
People Method Environment
Machine Material Management
Low productivity
in ‘Lay Spreader
Machine’
Operator fatigue issues
Employees Mistake
Instructions were not followed
Not Following SOP
Noisy Surroundings
Relax Store Capacity
Improper Relaxation
Misuse of Power
Nepotism
Wrong Setup
Equipment Error
Marker delay
Shortage of Marker Printer
Physical & Emotional Strength
Lack of Training
Lack of Experience
Lack of Education
Behavior at Work
Lack of Analytical Skills
Lack of Motivation
Extra Movement
Not Updating Process
Less Concern About Time Temperature
Humidity
Season
High Machine Sound &
Talkative Co-Workers
Lack of Training
Poor Motivation &
Reward System
Lack of Chain of Command
Multi - Skillen's
Wooden Fabric
High Shrunk of Fabric
Machine Breakdown
Manual Operation
Vibration
Long Waiting Time for Operator
Wrong Working Process
Wrong Planning

11. Thank You