This document is a summer training report submitted by Ruhi to Panjab University, Chandigarh for their M.Com degree. The report details Ruhi's summer internship studying production and operational management at Mailbox Fashion Pvt. Ltd. under the supervision of Prof. Harblas Heera. The report includes an introduction to production management, company profile of Mailbox Fashion, findings from studying their production and operations, and a conclusion with suggestions.

1. SUMMER TRAINING REPORT
ON
PRODUCTION AND OPERATIONAL MANAGEMENT
AT
MAILBOX FASHION PVT. LTD.
SUBMITTED TO PANJAB UNIVERSITY, CHANDIGARH
IN THE PARTIAL FULFILLMENT OF THE REQUIREMENT
FOR THE AWARD OF DEGREE
MASTER OF COMMERCE
(2020-2021)
SUPERVISED BY: SUBMITTED BY:
Prof. Harblas Heera Ruhi
Prof. Geetika Arora M.Com(2nd
)
Roll No.5933
Univ. Roll No.39848
S.C.D. GOVERNMENT COLLEGE FOR BOYS,
LUDHIANA

2. DECLARATION
I am a student of M.Com (2nd semester) of S.C.D. GOVT. COLLEGE, LUDHIANA, hereby
declare that report for summer internship project entitled the Human resource management and
my topic is PRODUCTION AND OPERATIONAL MANAGEMENT IN MAILBOX
HOSIERY PVT. LTD. is a result of my indebtedness to other work publication, references, if
any, have been duly acknowledged.
Ruhi

3. ACKNOWLEDGEMENT
Any accomplishment requires the effort of many people and this work is not different behind this
successful undertaking is the blessing and guidance of many. This formal piece of
acknowledgement may not be sufficient to express my feeling of gratitude and deep respect that
have been experienced during my learning process at PRODUCTION AND OPERATIONAL
MANAGEMENT IN MAILBOX FASHION PVT. LTD. This endeavour would not have been
successful without the help and encouragement of lot of people with whom I had good fortunate
of interacting during course of journey.
I am indebted to Prof. Geetika Arora for the knowledge and experience that I have gained
during course of training. Without his immaculate and intellectual guidance, sustained efforts
and friendly approach it would have been difficult to achieve the result in short span of period.
Not leaving behind the contribution of all the staff members for sharing with us the wealth of
their experience and knowledge.
Ruhi

4. PREFACE
M.Com is a stepping stone to management career. In order to achieve practical, positive and
concrete results, the classroom learning needs to be effectively fed to realities of situation
existing outside classroom. This is practical time for management.
To develop healthy managerial and administrative skills in the potential managers it is necessary
that theoretical knowledge must be supplemented with exposure of real environment. Actually it
is very vital for the management and it is practical training that the measuring of management it
itself realized.
Ruhi

5. CONTENTS
Ch. No. Topics Page No.
1 Introduction 1-18
2. Company Profile 19-27
3. Production and Operation Management 28-64
4. Research methodology 65-66
5. Findings, Suggestions and Conclusion 67-70
Reference 71-72

6. CHAPTER-1
INTRODUCTION

7. INTRODUCTION
Product is the primary factor for all consumers in a market. Product means want satisfying
capacity of an element. If a consumer is not satisfied with the product it becomes meaningless
for the producer who produces the product. So product should have want satisfaction capacity in
a market for the consumers otherwise the marketing procedure will be meaningless. The
production function of a business is concerned with creation of either a product or a service
required to satisfy a consumer need in the market. It is impossible to have a product for the
consumers without its production. So production management is a separate branch of
management which deals with the production of goods and services for the effective utilisation
of consumers in the market.
Production Function: Any process which involves conversion of raw material into finished
product for satisfaction of human wants is called as production. Production function refers to
creation of goods and services in order to satisfy human needs by converting resources into
outputs. Otherwise it is the process of conversion of raw materials into finished product.
Production function can be effective when it satisfy the (A) the consumer demand relating to
quality, quantity and price (B) permit the production activity in an economical manner so that
return in investment can be possible. It may be concluded that production function not only
limited to conversion of input to output but also deals with transportation, storage, preservation
and quality assurance for the consumers in the market
PRODUCTION MANAGEMENT:
Production management is called upon to develop and establish relationship between market
demand and production capability of an enterprise. It ensures accomplishment of twin
organisational objectives of production and satisfaction. Both these objectives can be fulfilled
with
planning, organising, directing, and controlling and inventory management. Production
management is the process of effectively coordinating and controlling the factors of production
such as man, machine, material, money and management in order to get satisfaction out of the
product.

8. Production management is the process of transforming the input into output by creating various
utility which can add value to those created output. While the input is transferred into output
various types of utility are created. Some of the utilities are:
1. Form Utility: When the input is changed in size, weight, colour, shape and form while
converting into output for the benefit of the customers in the market it has form utility.
(Cotton changed into different dress materials).
2. Place Utility: When the input is changed from the place of its availability to the place of their
use to be converted into output through transportation is known as place utility.(Sugarcane to
the factory for sugar production)
3. Time Utility: When either the input or the output is preserved for storage purpose in order to
be utilised when there is a scarcity of that product to be utilised by the consumers.(Potato &
Tomato in cold storage)
4. Service Utility: When some utility is created by rendering some service to the customer either
directly or indirectly for a definite time period it is called as service utility of the product.(
Doctors for the patient , lawyers for the clients, teachers for the students)
5. Knowledge Utility: When some information is communicated to the customer by imparting
some knowledge about the product through presentation or advertisement. (Advertisement for
a product or service)
SCOPE OF PRODUCTION MANAGEMENT
Production Management has the following scopes:
1. Production Planning and Development: It is related to the activity of evolution of new
product and design it according to the specification of department in order to satisfy large
number of consumers in the market.
2. Production Administration: It deals with basic three activities that is (A) Production
planning, (B) production engineering,(C) production control. All the above functions under
production management have its own value and importance. Production management system
directly depends on this scope.

9. 3. Implementation Function: It refers to the activity of execution of plan, policies and
decisions. It is a continuous activity in production management system which requires
motivation of employees who are in charge of production so that the things can be produced
in time.
4. Other Allied Activity: These are some of the other activity related to standardisation,
simplification, specialisation, quality control, inventory control, research and development.
PRODUCTION SYSTEM:
Production system deals with functions of input, process, output, demand forecast and
manufacturing control system. Where input refers to utilisation of men, material, machine,
money, minute and methods. Process refers to manufacturing activity like semi finished product,
by- product, finished product. Output is the product service which in other means the final
product as per specifications. Demand forecast means consumer demand and the change in
consumer demand in the market depend on the market competition. Manufacturing control
system is the inventory and plant location measures for an effective and in time production
system.
Production system is the application of management functions in production process through
planning, organising, directing and controlling managerial functions in the process of converting
input into desired output in an efficient and effective manner.
Production system includes all those operations by which the input can be converted into output
for a desired product or a service. The service may be tangible or intangible it is the system
which generates consumer satisfaction. Hence according to some authors production system is
otherwise known as operation system so as production management can be referred as operations
management.
TYPES OF PRODUCTION:
Production can be divided into three categories. All the production process is related to
conversion of input into output and services for the better use of mankind. Considering this type
of production can be:

10. 1. Flow Production: This is a type of production which is otherwise known as mass production.
Under this category production is running in a sequence. There will be no gap in between two
production processes. Time taken in each operation can be maintained by utilising update and
more machines in order to have steady flow of operation. This type of production is more
suitable for high demand products. The merit of this production is in each production
operation there can be strict check and measure in input and output too. Maximum attention
can be made towards supply of raw material, machine capacity and quality standards so that
any defect in production process can be identified easily to have qualitative production in
each process.
Example: Motor Car.
2. Batch Production: Where there is less scope of flow production that is sequence of
production is not available in those production organisations batch production is more suitable
type of production. In this category each production is divided into small components. This is
called batch production. Under this type of production process the entire production system is
divided into various batch or components according to the need of the specification of the
product. In order to smooth the production process different machines can be used for each
batch and the quality in each batch can be measured properly. On the other hand a product can
be available in different functional areas.
Example: Pressing in one area, milling in other area, colour in other area etc.
3. Unit Production: This is a type of production where there is a specific order from the
customer. Generally this type of production is for a specific period and not repetitive in
character. This type of production undertaken by the organisation considering the demand of
the customers for that product. This type of production has specific standard, quality,
specification in size, colour, weight as well as packing also. Most of the production
organisation does not prefer unit production due to its cost and in most of the cases it is not a
regular production process.
Example: Designed ornament, size foot wear etc.

11. BENEFITS OF PRODUCTION DEPARTMENT
Production management is essential and beneficial different parties like:
1. The Consumer: The benefit of production goes primarily to the customer. All the goods and
services are meant for the use of customers. A good production management system helps the
customer from higher productivity, better and reliable quality, reasonable price, satisfactory
service and timely delivery of goods and services. So the benefit of production management
system goes to the consumer in the society.
2. The Employee: A good production management system benefits the employees of an
organisation. Higher remuneration, job security, stable employment opportunity, better
working condition as well as job satisfaction can be possible when there is more and more
production in a systematic manner. It is said that productivity and satisfaction are inter relate
to each other. On the other hand high employee morale due to job satisfaction provides higher
output.
3. The Investor: Maximum return on investment is the objective of each and every investor.
Enterprise having good production management system ensures higher productivity which
attracts the investors to invest more in this prosperous enterprise. More productivity ensures
higher value in market in terms of security and asset value which is one of the benefits for the
investors.
4. The Supplier: Most of the large, small and medium companies depend on the suppliers in
terms of raw material, machine components, and allied services during the course of
production. So the role of a supplier is crucial in production management system. A good
production management system ensures that intercommunication and mutual confidence
among the producer and supplier can be better. More is the production better is the
partnership satisfaction of both the parties.
5. The Society: A better production management system will benefit the society as a whole.
More timely production of goods and services in better quality ensures community
satisfaction which leads to the society will benefit out of that. More productivity means better
economic prosperity. Economic prosperity leads to social prosperity and social prosperity
leads to all round development in the society.

12. RESPONSIBILITY OF A PRODUCTION MANAGER
Generally a production manger is in charge of a production organisation. The responsibility of a
production manager is to look into five "P"s namely (1) product (2) plant (3) process (4)
programs (5) people. The responsibilities are mentioned below:
1. Product: Product is the direct interface between the production and market. It is meant f or
the customers in the market. All the production organisations are looking after the product.
A product should be qualitative, low price, reliable, easy availability, smooth delivery, easy
handling, after sales service and have good and long performance. It is the responsibility of a
production manager to look into the above mentioned characteristics of a product while
producing it in the organisation.
2. Plant: The primary responsibility of a production manager is to look into the plant of the
organisation. While dealing with the plant it includes building, equipments, machinery and the
other related aspects of the plant. The production manager should ensure that the plant must
have the capacity to meet the present needs of the organisation as well as to meet the future
requirements also. While dealing with the plant the production manager should be cautious
about the maintenance of the machinery and equipments, safety in installation of machinery,
operational efficiency of the equipments and environmental protection.
3. Process: It includes the manufacturing process. Transformation of input into output is the
responsibility of a production manager. A finished product can be available with input
converted into semi finished product and a semi finished product can be converted into
finished product. Hence it is responsibility of a production manager is to look into all the
processes so that the product can be available in time. In this process it is the duty of the
production manager is look into the type of production, the number of process it needs, layout
of the product, safety in each operation and the cost involved in each operation.
4. Programs: It includes the production schedule. Each and every product should be produced
with a schedule. The schedule of production can be decided in advance so that the production
process will continue smoothly. The production program refers to time for each process of Notes
production, the date of final product to be produced, the date of delivery in each process, the
process of assembling, packing, despatch and payment after despatch of the product.

13. 5. People: This is one of the major responsibilities of a production manager. The people aspect
of a production manager is the skill, knowledge and expertise of the workmen, intelligence of
the managerial personnel which is crucial and critical for a qualitative product. It is the
responsibility of a production manger is to look into the efficient an effective utilisation of
people who are engaged in production of final product as well as in each production process.
Both labour and managerial people must be effective in delivering the product in time so that
the financial viability of the production organisation can be sustainable.
Besides the above responsibility a production manger has the responsibility of:
(a) To meet the demand of the customers in the market in terms of quantity and quality of the
product for a specified time period.
(b) To ensure the exact date and time of delivery of the product of the consumers in the market.
(c) To apply and select most economic method of production process in the organisation in order
to reduce the cost of production.
(d) To ensure the desired quality of the product by taking into liking and disliking of the
customers in the market.
(e) To have a balance between the production process and marketing process of the organisation.
(f) To maintain desirable level of raw material so that the production process will not hamper.
(g) To look into the grievances of the people who are engaged in production process so that
maximum utilisation of man power can be possible.
(h) To look into maximum return on profit for the organisation.
(i) To have maximum productivity in each level of production.
(j) To ensure environmental protection in production of the product.
(k) To look into the rules and regulation of the government.
(l) To maintain good relation with the competitors in the market in terms of quality of the
product.

14. DECISIONS OF PRODUCTION MANAGEMENT
The decisions of a production management system have been classified into three basic
categories.
They are:
1. Strategic Decisions: When a decision related to long term importance of a production
organisation it is called as strategic decision. Under this decision it is necessary to look into
the future capability of the production unit in terms of product, production process and the
facilities available to meet the probable demand of the consumers in the market. This type of
decision is concerned for a long range production strategy relating to product and production
process so that maximum product can be available in minimum time period with a low cost of
production. Some of the strategic decisions are:
(a) Launching of a new product in future for the production unit.
(b) Decision to change the production process of the product.
(c) Decide to change the utilisation of labour force and the machine.
(d) Establishment of new facility in production unit for the future.
2. Operating Decisions: When the decisions are made to meet the day to day operations of the
production unit in order to meet the demands of consumers in the market it is regarded as
operating decision. Under this decision the production managers have to look into the day to ay
operation of the production unit and suggest how to improve the condition so that there
can be maximum production in the unit. Some of the operational decisions are:
(a) Decision to maintain desired level of raw material for each production process.
(b) Decide the production schedule for the next month according to the order.
(c) Deployment of skilled and unskilled labour force for the production purpose in each unit.
(d) Decision for the engagement of supplier for the coming production process.
(e) Decision for the terms and conditions of payment of finished product.
3. Control Decision: This is a managerial decision of production unit. Under this decision it is
necessary to take control measures regarding financial soundness of the production

15. organisation. When some measures are taken for the use of men, machine, material and
money for an effective use of resources so that the cost of production can be minimum at a
particular time period. Generally the control decisions are taken by a production manager
when the production unit face the conditions of financial shortage. Some of the control
decisions are:
(a) Decide the action to be taken for the failures of a particular department.
(b) Decision for the improved labour cost and the measures to reduce them for more
profitability.
(c) Decision for a changed quality control measure in order to improve the quality of the
product according to the demand of the consumers.
(d) Preventive measures to be undertaken in order to increase the operating efficiency of the
plant and machinery.
(e) Steps to be taken in order to increase quality of the product so that the cost of the product
can be competitive in market.
In nutshell it can be concluded that all the above mentioned decisions are taken in order to
improve the production capacity as well as the quality of the product so that more and more
revenue can be generated in the production unit. The primary aim of the above decisions is to
produce maximum product with a minimum cost in order to increase profitability.
OPERATIONS MANAGEMENT:
Operations management focuses on carefully managing the processes to produce and distribute
products and services. Major, overall activities often include product creation, development,
production and distribution. (These activities are also associated with Product and Service
Management.) Related activities include managing purchases, inventory control, quality control,
storage, logistics and evaluations of processes. A great deal of focus is on efficiency and
effectiveness of processes. Therefore, operations management often includes substantial
measurement and analysis of internal processes. Ultimately, the nature of how operations
management is carried out in an organization depends very much on the nature of the products or
services in the organization, for example, on retail, manufacturing or wholesale.

16. Companies spend millions wringing every bit of inefficiency from supply chains. But, there is a
hidden trove of efficiency and value that leading companies are just beginning to consider.
Supply chain migration from lean and functional to agile and customized. Improving supply-
chain management to gain a competitive edge. A misaligned supply chain can lead to higher
costs, lower quality and poor customer service. An Investigative Study in Small and Medium
Enterprises. It appears that the notions on supply chain management may only be indirectly
associated with the issues surrounding consumer behaviors toward maintaining and/or otherwise
pushing customer satisfaction. The forces of globalization and ever flattening world are exerting
renewed pressure on global supply chains. It is time that organizations counter supply chain
disruptions by building solid ‘sense and respond’ capabilities. Four cardinal principles for
maximizing payback from supply chain technology investments. This paper examines the impact
of e-business on supply chain integration on four critical impacts of e-business on supply chain
integration on four critical dimensions.
The complexities of getting material ordered, manufactured and delivered overload most supply
chain management (SCM) systems. Eradicating the “high-inventory-poor-service-level”
problem. Unlocking Value from E-Supply Management. Despite the “e,” e-supply management
is about much more than technology. Five steps can help businesses make the most of their
efforts. A few farsighted finance executives are managing their supply chain as a virtual
corporation, finding innovative ways to reduce costs and increase earnings. Flow Manufacturing
is Essential to Competitive Supply Chain Management. Many companies are not aware of how
their supply chains are performing or even what supply chain they’re in. Specific assessment
criteria based on the Six Levels of Supply Chain Excellence and a strategic assessment
methodology can help them determine how their supply chain is performing and thus plot a
course for improvement. Major shifts in global business conditions are radically altering input
costs and risk. In response, companies must realign their supply chains, including: rethinking
product formulation and packaging, restructuring the supply chain network and footprint, and
realigning the role of suppliers and third parties. Now that Supply Chain Management has
entered the consciousness of manufacturing managers, we are experiencing the inevitable rush to
apply a software solution to implementation of a fully integrated chain of activities from the top
to the bottom of the materials flow. But supply chain management is much more than software

17. Focus of the problem:
The main emphasis will be on to find out quality employee’s commitment towards their work as
a result of total quality implementation.
Review of Existing literature:
Many people have work on this topic. They sum up various finding. They found that apply TQM
has directly increased their morale; increase the satisfaction level and commitment towards their
work. These are the finding of various researchers.
Several articles have been published in different journals, magazines and newspaper such as
HARVARD BUSINESS REVIEW, THE ECONOMIC TIMES, VIKALPA etc.
But the effect of TQM on employees commitment in the company has so far not undertaken.
This project has been done first time in the company.
LIMITATION
 Employees of the organization may hide the fact.
 The management did not agree to disclose all the confidential data.
 Number of respondents are very less, so clear conclusion can’t be drawn
Quality Management:
A quality procedure is the most important factor for any organization and success of any
Organization is depending upon its resource. If human resource of organization is not happy with
the organization. It will adversely affect the organization.
The higher degree of commitment toward work will improve productivity and will decrease
rejection cause due to human factor.
So to make the people happy is the responsibility of the organization. So this study is helpful to
measure the level of commitment toward work and to know the factor affecting the commitment
level .

18. SELECTION AND ANALYSIS OF TQM FRAMEWORKS
An extensive literature survey has been carried out to select TQM frameworks for this study. The
relevant literature has revealed that different countries have adopted similar TQM frameworks in
the form of quality awards with a different title. Today, there are more than a hundred quality
awards existing in different countries. However, all these quality awards are basically derived
from three basic and prestigious awards: the Malcolm Baldrige National Quality Award
(MBNQA), the European Quality Award (EQA) and the Deming Prize. This study, therefore,
includes only these three basic awards as TQM frameworks along with other frameworks
developed by scholars. Furthermore, through the study of TQM literature, eleven TQM
frameworks developed by researchers have been selected. In total, fourteen important TQM
frameworks viz.
The Cost of TQM:
Many companies believe that the costs of the introduction of TQM are far greater than the
benefits it will produce. However research across a number of industries has costs involved in
doing nothing, i.e. the direct and indirect costs of quality problems, are far greater than the costs
of implementing TQM.
The American quality expert, Phil Crosby, wrote that many companies chose to pay for the poor
quality in what he referred to as the “Price of Nonconformance”. The costs are identified in the
Prevention, Appraisal, Failure (PAF) Model.
Prevention costs are associated with the design, implementation and maintenance of the TQM
system. They are planned and incurred before actual operation, and can include:
Product Requirements – The setting specifications for incoming materials, processes, finished
products/services.
Quality Planning – Creation of plans for quality, reliability, operational, production and
inspections.
Quality Assurance – The creation and maintenance of the quality system.

19. Training – The development, preparation and maintenance of processes.
Appraisal costs are associated with the vendors and customers evaluation of purchased materials
and services to ensure they are within specification. They can include:
Verification – Inspection of incoming material against agreed upon specifications.
Quality Audits – Check that the quality system is functioning correctly.
Vendor Evaluation – Assessment and approval of vendors.
Failure costs can be split into those resulting from internal and external failure. Internal failure
costs occur when results fail to reach quality standards and are detected before they are shipped
to the customer. These can include:
Waste – Unnecessary work or holding stocks as a result of errors, poor organization or
communication.
Scrap – Defective product or material that cannot be repaired, used or sold.
Rework – Correction of defective material or errors.
Failure Analysis – This is required to establish the causes of internal product failure.
External failure costs occur when the products or services fail to reach quality standards, but are
not detected until after the customer receives the item. These can include:
Repairs – Servicing of returned products or at the customer site.
Warranty Claims – Items are replaced or services re-performed under warranty.
Complaints – All work and costs associated with dealing with customer’s complaints.
Returns – Transportation, investigation and handling of returned items.

20. SWOT ANALYSIS:
Strengths
A firm’s strengths are its resources and capabilities that can be used as a basis for developing a
competitive advantage. Examples of such strengths include:
 Patents
 Strong brand names
 Good reputation among customers
 Cost advantages from proprietary know-how
 Exclusive access to high grade natural resources
 Favorable access to distribution networks
 Weaknesses
The absence of certain strengths may be viewed as a weakness. For example, each of the
following may be considered weaknesses:
 Lack of patent protection
 A weak brand name
 Poor reputation among customers
 High cost structure
 Lack of access to the best natural resources
 Lack of access to key distribution channels
In some cases, a weakness may be the flip side of strength. Take the case in which a firm has a
large amount of manufacturing capacity. While this capacity may be considered a strength that
competitors do not share, it also may be a considered a weakness if the large investment in
manufacturing capacity prevents the firm from reacting quickly to changes in the strategic
environment.
Opportunities
The external environmental analysis may reveal certain new opportunities for profit and growth.
Some examples of such opportunities include:

21.  An unfulfilled customer need
 Arrival of new technologies
 Loosening of regulations
 Removal of international trade barriers
 Threats
Changes in the external environmental also may present threats to the firm. Some examples of
such threats include:
 Shifts in consumer tastes away from the firm’s products
 Emergence of substitute products
 New regulations
 Increased trade barriers
PRODUCTION CONTROL DEFINED
Production Control is a general management function which can be described as the constraining
of events to follow plans. It involves setting standard or plans, monitoring performance and
company results against plan of standards and correctly deviations from plans or standards when
necessary.
Production control can therefore be described as a function of management which plans, direct
and controls the material supply and processing activity of an enterprise. As Mayers puts it in his
book, Production Management, that production control involves the development and
implementation of a plan, which is capable of yielding the desired results. In his book Principle
of Production Control as a function of management which plans directs and controls the material
supply and processing of activities of any enterprise so that the specified methods to meet an
approved sales programme can be achieved.
Note that the above mentioned definition restates the act that planning and control functions are
inseparable. The definition does not only imply that production control functions is only
concerned with production method or processes but also with the material, labour and capital

22. employed in the production process. The aim is to ensure timely deliver of products to the
customers in a state that is capable of satisfying their needs on one hand and ensuring the
economic use of resource: labour, materials and capital on the other hand.
OBJECTIVE OF PRODUCTION CONTROL
The following may be considered simultaneously as the major objectives of production control:
 To ensure timely delivery of output
 To meet the targeted output
 To minimize waste
 To improve quality through reduction in lower-time reduction in ship floor labour etc.
 To improve cash flow by reducing work-in-process, raw materials, stock and finished
goods stock
 To minimize industrial relations problems
The achievement of one of these could be at the expense of others.
For example, the majority of others could be produced on time but this could lead to minimal
order batching, which in turn will increase production cost.
More finished goods stock could help batching but cash flow will deteriorate.
It is therefore important the production and other be able to calculate the advantages of the
objective that must be aware of the need to consider ‘trade-offs’ and have the information
with which to do it.
The objectives of a production control system will help to determine:
(Imaga E.U.C. Theory and Practice of Production Management).
The type of system required. For example, if organization is dominated by need to provide
flexibility and a speedy response to customer demands, then production control system must
have “flexibility― as an overriding design consideration.

23. The data needed. Judging by the relative merit of undertaking, one opposed to other course of
action and deciding upon other sequencing rules on which production scheduling is based,
required appropriate data.
How the system is operated. For example, a manual system will have a limited capacity to handle
large

24. CHAPTER-2
COMPANY PROFILE

25. COMPANY PROFILE
Mailbox Fashions Private Limited is a Private incorporated on 03 June 2013. It is classified as
Non-govt company and is registered at Registrar of Companies, Chandigarh. Its authorized share
capital is Rs. 2,500,000 and its paid up capital is Rs. 120,000. It is inolved in Manufacture of
other textiles
Mailbox Fashions Private Limited's Annual General Meeting (AGM) was last held on 31
December 2020 and as per records from Ministry of Corporate Affairs (MCA), its balance sheet
was last filed on 31 March 2020.
The company has 2 directors/key management personal Pardeep Kumar and Sandeep Kumar
Mailbox Fashions Private Limited company registration number is 037563 and its Corporate
Identification Number(CIN) provided from MCA is U17290PB2013PTC037563.
Mailbox Fashions Private Limited's Corporate Identification Number is (CIN)
U17290PB2013PTC037563 and its registration number is 37563.Its Email address is
malkitsinghbhangu@gmail.com and its registered address is 496, PARK LANE, KUNDAN
PURI CIVIL LINES LUDHIANA Ludhiana PB 141001
Charges on assets - MAILBOX FASHIONS PRIVATE LIMITED
CHARGE ID
DATE OF CREATION/
MODIFICATION
MODIFIED AMOUNT CHARGE HOLDER
10503220 19 March, 2019 YES 1.15 cr HDFC BANK LIMITED

26. 5 Biggest Charges

27. Company Details
CIN U17290PB2013PTC037563
Company Name MAILBOX FASHIONS PRIVATE LIMITED
Company Status Active
RoC RoC-Chandigarh
Registration Number 37563
Company Category Company limited by Shares
Company Sub Category Non-govt company
Class of Company Private
Date of Incorporation 03 June 2013
Age of Company 8 years, 3 month, 18 days
Activity Manufacture of other textiles

28. PRODUCTION PROCESS
1. YARN
Sun Flower Hosiery Factory purchases yarn from local as well as from suppliers from different
states like Ludhiana, Kolkatta, Ahmedabad etc. It is generally mahroon, navy and red fabric. For
different colour, dyeing is done at Honda Factory. and from other local dyers.
2. KNITTING
The co.has wide range of Stoll Knitting Machines like double jersey, auto striper, ribs, fleece,
terry and computer jacquard in different gauges ranging from 7 to 28.
Fukuhara circular knitting machine which uses 180 cones of thread for knitting. Fukuhara is
circular knitting machine imported from Japan which knits the fabric. According to the design
different no. of cones of thread are used.

29. 3. EMBROIDERY
The co. has fully computerised multicoloured & multi head improved machines with latest
softwares to give accurate design inputs for embroidery to the machine.
4. PRINTING
Printing is cloth is done manually as well as using printing machines . In case of manual printing
, frames with different design are used for Printing volter machine are used when at same time
various prints are needed .
Printing is done manually using frame

30. 5. DiSPATCHING OF FABRICS FOR GARMENT PRODUCTION
Finished fibres is packed in different lots & then it is dispatched for Garment production.
Finished Fabric ready for dispatching
6. Cutting
Then the raw-material is issued from store to the cutting segment where the cutting of the
cloth is done. The cloth is then kept in layers and with the help of frames available
different parts of the product like collars, arms, etc. are marked on the top layer and then
cut with the help of the cutter. Then after cutting the bundles of different parts are made
separately and are send for stitching.
7. Stitching
After cutting the bundles are send to the stitching segment. Earlier there used to be
machines for overlocking and stitching. But now with the technological improvements,
Sun Flower Hosiery Factory. is now using latest technological machines in which both
stitching and overlocking are done simultaneously. In this different types of garments are

31. produced in separate production halls. And in each production hall the garments are
manufactured and then send to the preliminary inspection.
8. Preliminary inspection
The garment so stitched is then preliminary inspected for stains and other defects. The
defected products are then separated and are sent for further treatment. In case of stains
then they are removed with the help of stain removing machine which uses different
chemicals for different types of stains.

32. 9. Ironing
Then the garments so manufactured are sent to the ironing segment where these
garments are ironed. After ironing these are sent to the packing and labelling segment
where these are packed so that they can be sold.
10. Packaging and labeling
Packaging means packing the products so that they can be protected and easily handled
before sale. After ironing the garments so manufactured are sent for packaging and
labelling where these are properly packed by inserting cardboards or butter paper or foam
sheets whichever is suitable for the garment. Labelling means adding labels to the
garments. Label includes price, lot, colour, size, quality, etc. the labels are attached to the
clothes before packing. Then these are put in polythene bags and after that they are
packed in the cartons.
11. Storing
Storing means storing the goods before dispatching them. After packing and labelling
these are stored in stores department.

33. CHAPTER-3
PRODUCTION AND OPERATION
MANAGEMENT
IN
MAILBOX FASHION PVT. LTD.

34. PRODUCT DEVELOPMENT
INTERNAL DESIGNING EXTERNAL DESIGNING
PRODUCTDEVELOPMENT
In the context of garment export business normally product development is handled by design
department. But where there is no design team, merchants are responsible for whole production
development process. In export houses sampling department is considered as product
development department.
CLASSIFICATION
TECH PACK
INSPIRATIONAL
OWN DESIGN LINE

35. MECHANDISING DEPARTMENT
Merchandising is a specialized management functions within the fashion industry. It is the
business that moves the world fashion from designers showroom to retail sales floor and in
to the hands of consumers. It is the internal planning that takes place within a retail
organization in order ensures adequate amount of merchandise are on hand to be sold at
prices that the consumers are willing to pay to profitable operation.
Following are the responsibilities of merchandisers which gives importance
to them
1. Internal& external communication,
2. Sampling,
3. Lab dips,
4. Accessories& trims,
5. Preparing internal order sheets,
6. Preparing purchase orders,
7. Advising and assisting production,
8. Advising quality department about quality level,
9. Mediating production and quality departments,
10. Giving shipping instructions and following shipping,
11. Helping documentation department,
12. Taking responsibility for inspections and Following shipment.

37. PURCHASE ORDER
PO is an external document which is issued by buyer in the name of MAILBOX FASHION
PVT. LTD.; it is an evidence as well as support of order confirmed in the favour of company.
Po include the following information-
1. Delivery date 6. Terms if sale
2. FOB 7. Currency
3. Ship cancel date 8. L/C
4. Destination 9. Quantity
5. Ship mode 10. Size break up / colour break up
MAILBOX FASHION PVT. LTD. USE WFX ERP SOFTWARE –
In company employee work on WFX ERP software for making challan, purchase
order, indent etc. it’s very simple and useful software.

38. Apparel export merchandising may be defined as ‘all the planning & activities involved
right from the buyer communication & order receiving till the execution or shipment of the
order by fulfilling the following factors (Six Rights):
Right Merchandise: Retailers must fill their shelves with the merchandise that
customer wants.
Right Place: The location of the merchandise is of prime importance since it decides the
accessibility. Much merchandise is seasonal in nature and must be on hand when it is most
needed.
Right Time: Much merchandise is seasonal in nature and must be on hand when it is most
needed.
Right Quantity: A profitable balance between volume of sales and amount of
inventory is the desired goal.
Right Price: Merchandiser must arrive at a price that is high enough to give the store
profit and yet low enough to meet the competition and customers expectations.
Right Promotion: Right balance between the investment and the appeal created for the
customers.
The successful execution of any garment export order depends on the work performance of
a merchandiser. Merchandiser is the person who plans and coordinates all the activities
right from the order procuring and till the shipment order. A merchandiser should have the
comprehensive knowledge of his work procedures and responsibilities so that he could
perform his job efficiently and effectively. In the apparel export industry, a merchandiser
has to perform the following functions;

39. Communication: It is one of the foremost functions of merchandiser because the
merchandiser has to communicate with different levels of people in his day to day
activities.
Planning & Programming: A merchandiser has to check the order requirement, planning
for the given order, programming for various activities, proper allocation of work to the
assistants.
Follow ups: It includes sending of samples at various stages of order, buyer and buyer
house for sample and other approvals.
Decision making: A merchandiser has to make several decisions during the order
processing like giving approvals like fabrics, color, design, accessories, and packing,
selection of suppliers and vendors, selection of buyers, sometimes time extensions for
order shipment.
Sourcing & Purchasing: A merchandiser may have to do sourcing and purchasing for raw
materials and accessories, suppliers and vendors, new designs, new
buyers.
Controlling: This is the crucial activities for any merchandiser. A merchandiser has to
make sure that all the activities are carried out as per the planning and even if there is any
deviation, he/she should make the alternatives measures.
Coordination: Merchandiser has to coordinate in such way to reduce the uncertainties and
difficulties and if there is a problem arises, the merchandiser has to support and lend
helping hand in order to complete the task successfully in the given period. Both the

40. controlling and coordinating activities complement each other and a merchandiser has to
adopt the both accordingly,
Negotiation: It is the activity of convincing, compromising and cooperation which would
benefit the both parties involved in the negotiation.
Costing: It is the process of estimating the expenditure of a given product and the
subsequent price. It is another crucial function because mostly order conformation depends
on the price offered to the buyers. The merchandiser should know the current prices and
rates of various products and processes to do the accurate costing.
Meeting: There are two types of meeting a merchandiser has to be involved. First type, a
merchandiser has to conduct the meeting with the concern department in charges to discuss
about the proceedings and the status of the running order. In second type, a merchandiser
has to attend the meeting with the superiors or buyers or business people in giving
reporting or participation or discussion.
Forecasting: Forecasting is the activity of predicting the future happenings or problems.
A merchandiser has to predict the future uncertainties in the current order or industry so
that alternative actions or corrective measures can be taken in advance this also includes
giving suggestion or ideas about new technologies or new products or latest industry
trends.

41. QUALITY CONTROLDEPARTMENT
MAILBOX FASHION PVT. LTD. processes export orders in factories. While raw
materials are converted into garments, there are possibilities to make errors, like making
defective garment components and defective garment. Making defective garment is a cost
to the company. So to make sure garments are made as per customer requirement and
whatever raw materials are sourced must meet the factory standards, factory establish
Quality Control Department.
Function of the quality control department can vary widely. But most common function of
quality control depart are as follows
Quality Inspection of Internal Processes and Outsourced work
Inspection of raw material: Checking of raw materials to ensure there is no
defective or abnormal goods.
Testing of of raw material: Quality control department does not conduct testing of raw
materials but they send sample to testing lab for testing physical and chemical test. Once
factory receive test report, quality control team get assurance whether raw material to
accept or not.
Inspection of Sample: Visual inspection and measurement checking is done prior to
sending sample to respective buyers.
Cutting room inspection: Quality department is also inspects work done by cutting room.
Like, layering of fabrics on cutting table, cut layer inspection, cut component inspection,
Bundle inspection etc.

42. Preparatory work inspection: In high fashion garment, lot preparatory work are outsourced
like, printing, machine embroidery, bead work, special decoration on garments etc. Before
feeding this outsourced goods, quality department checks and approve for further process
(sewing process).
Sewing process: In sewing there are multiple checking process is practiced by exporters, like,
Inline inspection, end of line inspection, stitching quality audit etc.
Finishing Process: Finally quality personnel checks finished and packed goods and do
auditing prior to handover shipment to external inspector.
Quality System Development
To make quality product throughout the garment manufacturing process, factories need to
develop quality system. Quality Control Department is responsible for setting quality
system for the factory.
Quality Awareness development
They are also responsible to bring quality awareness among the workers and all employees.

43. SAMPLING DEPARTMENT
A sample is a proto type of a product to be manufactured in future course of production. It
is also called mock up of a product and is made to check the design effectiveness and fit of
the garment. Sampling is a set of the procedure follow to produce various sample style. It
contains activities like making of the pattern for proto type according to measurement of
the sample with the help of machinery and getting buyers approvals for sample produce.
In an export house, the sampling department play vital role in the up- lifting of a unit.
This department directly coordinates with the merchandising dept. and production dept.
sampling is done to see how the product will look when produce in bulk and to check
discrepancies in the pattern are.

44. PROTO TYPE SAMPLE MADE
FIT SAMPLE MADE
PP SAMPLE MADE
TOP SAMPLE
SIZE SET MADE
SHIPPMENT SAMPLE MADE
STEP OF SAMPLING

45. FABRIC SOURCINGDEPARTMENT
SOURCING DEALS with getting information about material form different sources then
selecting the best material which suits over budget and buyer’s specification.
Fabric sourcing means souring the right kind of fabric which fulfils the specification.
Fabric sourcing department is quite important as more than 90%of garment is fabric and
approximately 70% cost of garment is due to the fabric cost.
Selecting the right quality of the fabric as per the buyer’s specification otherwise it may
lead to cancellation or rejection of the whole order given by the buyer. The fabric sourcing
department gets the fabric sample from the vendor. These samples are tested before
sending to buyer for approval. After the buyer approves the sample, the fabric is order for
bulk production.
TYPE OF FABRIC
Predominantly woven fabrics – solids & printed voiles, cambric, poplin, yarn dyed (mainly
auto-loom & mill-made), complete range of polyester fabrics, viscose, mill made twill,
canvas, denims.
We are also doing woven knit combo wherein top is mainly woven and bottom
leggings in s/l ctnlycra + poly s/j linings for see through dresses & tops in polyester.

46. Step followedfor fabric purchasing:
1. Market trends enquiry
2. Vendor – folders in- house swatches
3. Display to buyer
4. After approval from the buyer swatch is send for the sampling ( 5- 10 meter of
fabric)
FABRIC STORE
Fabric storehouse actual are where the fabric for production is receive or
dispatched for processing. Beside storage the fabric store department is also
responsible for the inspection of good receives by it.

47. FABRIC DESPATCH FROM MILL
FABRIC RECIVING
100% CHECKING (4 POINT SYSTEM)
PROCESS FLOW OF FABRIC STORE
METER CHECKING BY SECURITY GUARD
LOT MAKING AND SEND IT TO MERCHANDISING
QUALITY CHECKING FOR DEFECTS
KEPT IN STORE
BACK TO INHOUSE AFTER DYING OR PRINTING
SEND IT FOR PROCESSING
SOLID /YARN DYED
/PRINTED
GRIEGEFABRIC

48. STORAGE
Rack system of storage is followed i.e. packages are stored in two areas:
1. Check fabric
2. Unchecked fabric
They are further segregated on the basic of style no. and lot wise. The fabric rolls are put
in rack manual way. Such systematic maintenance of the store makes it easy to make the
fabric whenever needed in future.
ORDER PROCESSING AND FABRIC IN-HOUSE:
The merchant receives the purchase order from the buyer. On the basis of this purchase
order, the fabric source prepares a requisition for fabric as per the demand of the buyer
and raises it to the fabric vendors in the market. The best deal and the vendor are finalized
and the order is placed. The factory may send the yarn from the store to the fabricator for
fabric production, buy greige for dyeing or directly order processed fabric to the vendors.
Once the fabrics development receives the approval for the fabric, the vendor send it from
of lot within the specified the time period and the fabric is made in house in the fabric
store. About 5% extra goods are supplied by the vendor.
The fabric via transport trucks comes in various packages like rolls, book fold etc. each
consignment comes in with an invoice having details like quantity, color, GSM, and
weight. The goods are weighted and other detailed are reconfirmed before they store.

49. FABRIC INSPECTION
The fabric being the main contribution to development of our final product i.e. the
garment, it is very important to control its quality indicated by the no. of faults and various
present in it. Identification of these objectionable variations and faults right at the initial
stage to reduce the production time. So once the fabric is in- house it is immediately sent
on a pilot and trolley assembly to inspection.
4 POINT SYSTEM:
4 Point system for fabric inspection is widely used in apparel industry for fabric
quality inspection.
1. Fabric inspection method or preparation.
2. Criteria of giving penalty points based on defects and defect length.
3. Calculation method of total penalty points for total defects found in a fabric roll.
4. A Check sheet or format for recording data.
5. Knowledge of different types of defects (how a defect looks and its
appearance).
Criteria for giving penalty points
The penalty evaluation points have been given for different length of fabric defect and
dimension of holes.

50. SIZE OF DEFECT PENALTY
POINTS
Length of defects in fabric (either length or width)
Defects up to 3 inches 1
Defects > 3 inches < 6 inches 2
Defects > 6 inches < 9 inches 3
Defects > 9 inches 4
Holes and openings(largest dimension)
1 inch or less 2
Over 1 inch 4
FORMULA TO CALCULATED TOTAL POINT PER YARD
In 4 point system fabric quality is evaluated by unit points/100 sq.yds.
Points/100sq.yds – Totalpoints in roll *3937
Fabric length in MTR * fabric width in inch
Example: A fabric roll 120 yards long and 46 inch wide contains
following defects.

51. 4 defects up to 3 inch length
3 defects from 3 to 6 inch length
2 defects from 6 to 9 inch length
1 defect over 9 inch length
1 hole over 1 inch
4 x 1
3 X 2
2 X 3
1 X 4
1 X 4
4 points
6 points
6 points
4 points
4 points
Total defect points 24 Points
Therefore,
Points/ 100 sq. Yards
= 24*3937/109.72*46
= 18.72 points
120 yards in MTR – 120*.9144 = 109.72 MTR
TRIMS STORE
Trims store as the name suggests is a department, which acts as a storehouse for accessories. It
is the place where all the accessories required in an export house, are stored. Right from sewing
thread, needles to packaging material mike poly bags and taps etc. all are stored in the
accessories store.
The merchandiser as per buyer specifications order the purchase dept. to buy the accessories that
are used in a particular style of that buyer. Merchandiser prepares a swatch card containing all
the accessories and their quantity in a cycle. These accessories used in the swatch card are as per
the quality and color mentioned and approve by the buyer. The purchase dept. with help of
swatch card prepared by the merchandiser purchase the required quantity of accessories. The
accessories are purchased 10 – 15% extra then the required, as the wastage in case of accessories
is more. The receiving dept. then receives these accessories from the vendor and then checking

52. and testing of these accessories are done. They are checked quality and color. The accessories
like buttons are tested with help of button snap tester.
After all accessories are checked and tested as per the buyer’s specification then an
accessories approval card is prepared.
After the accessories are received they are stored in the accessory store. The accessories are
stored in different racks. The accessories of a single buyer are stored in one rack but the
different accessories are stored separately from each other in the same rack. The accessories
store also houses the stationary required in export house.
Now, whenever the production starts the accessories required in production are issued to the
production dept. through an internal channel. A stock register is used for maintaining
records. Thus an accessory store function as a store house for accessories where all
accessories are assembled and kept and also issued to sampling and production dept. for the
garment manufacture.
CAD DEPARTMENT
Computer Aided Design (CAD) becomes an essential tool for pattern making and related
jobs in garment industry. In apparel industry CAD Software is used for pattern making,
Grading of pattern, marker making and digitizing manual patterns.
CAD system involves any type of design activities which use of to develop analyses or
modify any engineering or garment design.
TUKA CAD Software which is used for computer aided designing in MAILBOX
FASHION PVT. LTD..
TUKAcad is an innovative apparel pattern making software that is perfect for manufacturers
and designers of any size. Operating under Microsoft Windows, TUKAcad allows the user to
accurately builds patterns, grade rules and markers for single styles or entire lines. It is the
advanced pattern making, grading and marker making system that will streamline your
production process and reduce operating expenses.

53. Fabric Matching
Engineer pattern pieces according to fabric prints, stripes, or plaids. Fabric print can be
transferred to Marker Making for perfect matching. TUKAcad even accomodates the flaws in
warp control.

54. G R A D I N G
Build block libraries with "master grading." Changes made to base pattern are automatically
reflected in entire size range eliminating need to recalculate grade rules. Easily insert size in
between current sizes and the system will automatically divide the grading in half.
E X P O R T I N G F I L E F O R M A T S
Within TUKAcad, users have the ability to export to multiple file formats.
TUKAcad files can be exported to DXF, AAMA, or ASTM.

55. MARKER MAKING
A marker is a diagram of precise arrangement of pattern pieces for size of specific style
that are to be cut from a single spread.
Marker making is a process of developing a diagram which is superimposed on the top of a
ground of superimposed piles as a guide for cutting these plies.
It determines the most efficient layout of pattern pieces for a specific style fabric and
distribution sizes.
Cut order planning determines:
 How many markers are needed?
 How many of each size should be in each marker and the number of plies that
will be cut from each marker?
WAYS TO MAKE MARKER MOST EFFICIENT
 PATTERN ENGINEERING
An examination of the seam location to ensure the possible placement of pattern in
marker
 HEM ALTERATION ALLOWANCES
Means dividing a large panel awkwardly shaped pattern into two pieces to better
accommodation in the marker.
 THE SELECTION OF FABRIC WIDTH
The best width depends among other factor on the cost of various fabric width/
square meter, the typical number of size in a marker, the potential pattern
engineering changes at various width and the marker efficiency achieve.

56. SPREADING
LAYERING
TICKETING
CHECKING
BUNDLING
TRANSFER TO PRODUCTION
WORK FLOW OF SPREADING AND CUTTING
CUTTIN G MANUAL/
AUTOMATIC
FUSING

57. FABRIC IS LOADED ON SPREADING MACHINE
PERFORATRED PAPER IS SPREAD ON SPREADING TABLE
VACCUME IS TURN ON IN THE SPERADING TABLE
AUTOMATIC / MANUAL SPREADING IS DONE
PROPER TENTION IS MAINTAINED WHILE
WHEN FINISHED, VACCUME IS TUREND OFF
MARKER IS SPREAD OVER IT AND PASTED BY TAPE
AIR FLOW IS GIVEN FROM BOTTOM
SPREADING DEPARTMENT
Spreading is the process of smooth layering of fabrics in superimposed layers of specified
length. After fabric is received it is issued to spreading department for further processing.
Spreading is done with the type of fabric, print of fabric and marker issued by CAD dept.
PROCESSFLOW OF SPREADING

58. CUTTING DEPARTMENT
Cutting means to separate out different garment process from the lay of fabric with the help of
cutting template and devices. It is done to get required shape in different no. or as a whole to
make a complete product. The first stage in the manufacture if garment is the cutting of material
into the necessary pattern shapes. These patterns are joined to form a garment when large
amount of garment style has to be cut, a lay is created, which consist of many piles of fabric
spread one above the other. Now all the pattern pieces for all sizes are from this lay. The main
objective of the cutting dept. is the cutting of garment parts accurately and economically and in
sufficient value to keep the sewing room supplied with work.
Objective:
 To maintain the quality of the cut components.
 To cut the raw material in required shape and quality.
 Availability of cut components on time.
BASIC WORK FLOW
Cutting department receives the order for cutting a garment style from the production
manager. Cutting order is an authorization by the production manager to cut a given
amount of styles, from the spreads. It comes in from of a package file that carries the
following details:
1. Sampling average, weight of garment (base fabric consumption only) and other
trims averages.
2. Measurement sheet
3. Design worksheet of the garment
4. Purchase order

59. 5. Fabric requisition sheet
6. CAD mini marker
7. Marker planning length of lay etc. size ratio and colours in which the
patterns are to be cut.
CUTTING AVERAGE
The cutting department duties are not limited to mare cutting of the fabric. It is responsible
for keeping control over the total consumption of fabric per garment piece cut this
consumption is more specifically defined in terms of cutting average. During marker
planning, the CAD rule sends theoretical consumption of fabric as per its marker, which is
calculated as following:
Cutting average = Area of one piece in the marker (cm square)* GSM of the fabric
10,000
Cutting average is used to determine the cost of raw material that is fabric for each garment.
Hence it is very important that it is maintained airing the bulk cutting also. The cutting
manager finds out his actual cutting averages before the bulk cutting and tries to keep it close
as possible to average predicted by the CAD.
CUTTING SUB DEPARTMENT
1. Layering and spreading
2. Cutting
3. Bundling and ticketing
4. Fusing area
5. QA department

60. TICKETING
Once the pattern pieces are cut by the cutting machine, they are then ticketed. Cut
components are group together as per their sizes and taken to the checking table. Here the cut
components are inspected for any error. It is very important to take care that pieces cut from
two different bolts of fabric are not mixed up. This is because within lot there bolt to bolt
variation in colour shade.
FUSING
Fusing is also carried out in the cutting room itself. The parts to be fused are separated from
the bundle. The fusing material (like interlining) is cut according to size of the component to
be fused. The component along with the cut fusing material are kept between to paper sheets
and the pack is passed through the fusing machine by means of temperature and pressure
fusing takes place at particular speed and for a particular time. The pack comes out at the
other end on conveyors and the pieces are removed and re-bundled.
Parameters affecting the fusing process:
 Pressure – Pressure applied to the fabric should be adequate so that even
contact between the interlining and cloth takes place and uniform heat is
supplied to the adhesive. Pressure should be adequate for the correct
penetration of resin among the fibres of fabric.
 Temperature – Itis another important parameter. It depends upon the type of
resin used in fusing process. It should be high enough to change the dry
thermoplastic resin into a molten state so that it can flow properly between the
fabrics. If temperature is low it gives proper low of resin and if is high it gives to
much flow of resin and the resin will come out.
 Time – Time should also be adequate along with temperature and pressure. It
should be long enough so that melting and penetration of resin among the fibres
of fabric can takes place.

61. CHECKING
The ticked panels are now sending to the checking are for inspection of every individual
pieces for any objectionable faults. Panels having faults like wrong grain line, in
appropriate size, incorrect shape and any fabric defects likes holes, cut , shade, variation
etc. That are not within the acceptable quality parameters, are removed from the cut lay. A
cutting component checking report is filled for the total quantity cut, checked and
approvals. The rejected pieces are sent back and equal no of trash panel are separately cut,
replaced in the set and ticketed with the same no. as the rejected once. Other mend able
faults are marked with an alteration sticker and passed on. These will be spotted out during
garment finishing or washing.
BUNDLING
The checked components of one style and in one size are now clubbed and bundled using
tie. The size of bundle depends upon the requirements of the production plant. Each
bundle will contain pieces of same style and same size only. These pieces are stored in
racks made beneath the cutting table. The cutting department issues the amount required
by the production dept. as and when ask for. The cut component may be issued in
instalment or all at once as the needs of the production dept. against the job order.

62. SEWINGDEPARTMENT
The basic aim of an export house is to deliver value satisfaction of the customer at the
profit level.
Production is an act of producing i.e. quantity obtained by multiplying two
quantities to gather by making use available resources.
To deliver quality with the quantity the ratio between input resources or material & output
good and service is known as productivity are reciprocally related to each other. Therefore
an increase in production leads to fall in the cost per unit & rise in profit.
The production department is spread in two floors, ground floor and first floor is for
jacket, blazer and basic garment. Both floors have common cutting dept. so all the sizes of
bundles are received from there only.
Production floor follows assembly line system. Following are steps to start a
production line.
 To study the production file.
 To study operation bulletin and set line accordingly.
 Manpower – operators, checkers, quality controller and helper.
 Load and feeding line.
 To arrange buffer or work – in – progress.
 Manufacturing.
 To make daily production and to achieve target accordingly.
 To understand bottlenecks stage of production.

63. Working steps of production department:
 Shrinkage production pattern is issued to production floor from CAD dept.
 Ready pattern are made as per the requirement of production room.
 Cutting received from cutting dept.
 Cross checking of cut panels with patterns.
 Bundling of cut panels is done.
 Operation wise feeding of cut angels into the line.
 Inline checkpoint
 Output of line
 Final checkpoints.
 Auditing of checked pieces.
Some important production points:
 Ratio between worker and machinery
 Bottleneck area to be considered
 In most of machine, guide is there
 They are using cartons to moving bundles
 They generate report for broken needle
 Complete assembly is divided in 6 parts, in end of every part there was a record
sheet, which show early target input, actual input, target output and actual
output, according to this can find out bottleneck area.

64. PRODUCTION CAN BE CARRIED OUT IN ONE WAY
1. ASSEMBLY LINE PRODUCTION SYSTEM:
In this production system a garment is being by no. of workers, therefore one part is
stitched by one worker and then passed on to other, due to which line gets setup. In
the end assembly of the parts is done, in modern industries conveyor belts are used as
a medium of transportation of garment part from one worker to another. This system
is very commonly used in industry as it reduces the manufacturing cost increase the
production.
WASHINGDEPARTMENT
Garments pass through various handling processes, which may render them dirty and stain,
thereby reducing their aesthetic appeal. To restore this aesthetic value, they are subjected to
cleansing process like washing and dry cleaning. Garments are sent for washing by the
production department as per the buyer’s requirement. Normally the fabrics are not asked to
go for wash by the buyer. Whether the fabric department may internally sent it a number of
other reasons.
1. To control uneven shrinkage
2. To remove bowing
3. To lighten colour shade
4. To improve hand
5. To even out colour shade variations
6. To remove printing smell
7. To execute a dyeing program

65. WASHING FACILITIES:
ENZYME,
STONE WASHING,
OVERDYEING ETC…
FINISHING DEPARTMENT
After assembly, the garments now come for finishing – a key stage of garment manufacturing
process. Finishing is done to prepare the final garment according to the quality standards of the
buyer before packing it for shipment.

66. GARMENT COMES FROM
PRODUCTION
WASHING
THREAD CUTTING
INTIAL CHECKING AND SPOTTING
ALTERATION
REIRONING
FINAL
CHECKING
PRESENTATION/FINAL IRONING
MEASUREME
NT
SENT FOR PACKING
PROCESS FLOW OF FINISHING

67. BASIC WORK FLOW
 WASHING, PERC – according to the buyer’s demand or as per the buyer
specifies recipes and the method to be employed. The pieces are count and sent
with the asg or PERC program.
 Thread trimming – pieces received from the washing department or from the
assembly line now come for thread trimming where trails of thread are cut off
from the seams, buttons etc. manually with the help of trimming scissor.
 Spotting – during the assembly, the garment may acquire stain and other
objectionable marks which must be removed. This is done either in washing
department or they are locally ‘sported off’. Objectionable stains like that of chalk
are spotted by means of spotting guns containing mild solvent. Harder and
stubborn stain(like that of tobacco, rust, dye, kerosene etc) are sent to the spotting
room where they are cleansed under the spotting machine in a protective
environment. If the spots still don’t go then they are sent for perc or dry cleaning.
 General checking – now the garment comes for general checking relating to
overall stitching. Here, first the general visual appearance is studied which includes
shape of the garments; balancing of the parts; color variations etc. then any
seaming defects are recognized for example unmade seams, missed stitches etc. as
per requirement the checked pieces are send for mending to assemble line. The
production manager gives a top sample to checkers as a visual aid.
 Final thread cutting – minute thread like those of labels, bar tack etc. are
trimmed off to give the neat look. Thread loosely sticking to the garments is also
shed off, both in and out by jerking the garment before it goes for pressing.
 Pressing – pressing in general is shaping the assemble material with pressure,
with/ without heat and moisture, for further processing. In case of knits, this is
important but not as significant as in the case of woven because of their property
of excellent recovery and fit.
Measurement and final checking – this is the final and most stringent done for garment
measurement, appearance, labels, trim etc to study the final look and shape the final look

68. and shape of the product produced. Measurements are done according to the specification
sheets and recording are made for any variations in the measurement chart. This gives an
overall idea about the quality of the garment being produced.
PACKAGINGDEPARTMENT
Packing is the LAST STAGE WHERE THE FINISHED GARMENT ARE PRIMED,
Organized, geared up for the shipment to the buyer, the entire process from the way a garment
will be folded to the final labeling of the cartons is dictated by buyer’s specifications. These
instructions are standardized for a particular type of garment and sent to the merchandiser in
from of a packing manual. The merchandiser forwards it to the packing in charge along with a
top of production sample i.e. packed with dimension approved by the buyer. This is kept as a
visual reference for the packers.

69. GARMENT COMES FROM
INSPECTION
IT IS THEN FOLDED
1 OR 2 ARE PACKED TOGETHER
ALL PIECES PUT IN TO CARTONS
DETAILS ARE PASTRD ON
CARTONS
CARTON IS SEALED
LODED INTO TRUCKS
SENT FOR SHIPMENT
PROCESS FLOWOF PACKING

70. CHAPTER-IV
RESEARCH METHODOLOGY

71. OBJECTIVE
Objective of the study is to learn about the functioning of export house and working of
various departments particularly production, merchandising and sampling, earning
knowledge about different departments of the company, their function and information flow
during work.
DATA COLLECTION METHOD
I collected this by following method-
 Personal interview from various departments.
 Close observation during work.
 Internal data from various departments.
 And secondary data was collected from the websites of Mailbox Fashion Pvt. Ltd.

72. CHAPTER-V
FINDINGS, SUGGESTIONS AND
CONCLUSION

73. FINDINGS
 Presence in Making Region With 14 years experience in making from the region
 Value Addition They add value to your product and it's development with our pre-
existent and longstanding relationships through the complete supply chain
 Strong technical Know-how They have a good understanding of all the technical aspects
of the manufacturing of a product (garment or others) including cutting and sewing
operations.
 Quality Assurance : They are competent in assuring that the manufacturer is following
the right process during the product development and production stage
 Smooth Administration Processes : The service departments including finance,
accounts and logistics ensure smooth administration of all financial and logistics
processes.
 Social and Technical Compliance : Quality Products manufactured in Clean &
Hygienic environment and in accordance with all applicable legislations of the State /
Country of manufacture regarding industry minimum standards.

74. SUGGESTIONS
 The various departments should be supplied with more specialized work force so that
efficiency can be increased.
 The company should consider exporting its products by collaborate with foreign
companies in technology and marketing in order to keep up with the competition.
 The pricing policy and marketing strategies must be reviewed.
 The top management should monitor the productivity of its employees. If the level of
productivity is higher than expected level the employees should be rewarded. This will
enable him to perform in future and it will also motivate his colleagues.

75. CONCLUSION:
To conclude the study it may be express the given suggested measures will help the MAILBOX
FASHION PVT. LTD. to improve the overall performance of the company.
 Each team has resources dedicated to Design, Product Development, Fabric,
Merchandising, Order and Production Management, Technical and Quality assurance.
 These teams have the expertise and resources to fulfill customer requirements and are
structured to work exactly as per the needs of the customer.
 They add value to the product and its development with our pre-existent and longstanding
relationships through the complete supply chain.
 They are one of the leading garment manufacturer and exporter in India.

76. REFERENCES

77. REFERENCES
a) Marketing Management - Philip Kotler Millennium Edition
b) Human Resource Management - K. Aswathappa
c) Organisation Behaviour - K. Aswathappa
Websites:
 http://www.textiletoday.com.bd/
 http://www.fibre2fashion.com/
 http://garmentsproduction.blogspot.in/
 textilelearner.blogspot.com
 google.com