The report is based on my industrial visit from 8 June 2017 to 21 June 2017 to Shin Shin Apparels Ltd. which is situated in Gorat, East Norshinghapur, Zirabo, Savar, Dhaka. Throughout the report, I have tried to demonstrate the new things that I have seen and learned during my visit.

2. 1
Acknowledgement
I am immensely grateful to Almighty Allah for without His grace and blessings this industrial visit at Shin
Shin Apparels Ltd. at Savar, Dhaka would not have been possible.
I gratefully acknowledge the countless valuable suggestions, advice, direction and sincere co-operation
from Mr. Shahid Sadat, Director, Shin Shin Group through whom this industrial visit has been possible.
Last but not the least I am greatly thankful to the dynamic engineering group especially Mr. Aziz
(Planning), Mr. Monju (Manager of IE), Mr. Topu (IE), Mr. Shuvo (IE), Mr. Mamun (IE), Mr. Sharif (IT,
ERP), Mr. Najmul (Special Machine Dept.), Mr. Badrul (EE) who were very much helpful and friendly in
sharing their valuable knowledge with me.
Taufiq Rahman
Author
Date: 2 July 2017

3. 2
Executive Summary
The report is based on my industrial visit from 8 June 2017 to 21 June 2017 to Shin Shin Apparels Ltd.
which is situated in Gorat, East Norshinghapur, Zirabo, Savar, Dhaka. Throughout the report, I have tried
to demonstrate the new things that I have seen and learned during my visit.
My main concentration was on a single sewing line called Shibsha which produces an iconic 5 pocket
jeans for the renowned buyer H&M. I tried to understand the machinery involved and study the layout
of the line. I went to the cutting and finishing department and saw the processes closely. I also tried to
gather as much knowledge as possible from the production floor and work environment. I also visited
the corporate office situated in Uttara, Dhaka on 10 June 2017 where I met with the IT department and
learned about the ERP system. Not only did I focus on the technical aspects only but also I tried to
understand the work culture, compliance and safety issues of Shin Shin Apparels Ltd.

4. 3
Table of Contents
1. Introduction...................................................................................................................................5
2. Cutting Department .......................................................................................................................6
3. Sewing Department........................................................................................................................6
4. Finishing Department.....................................................................................................................6
5. Industrial Engineering/ Work Study Department.............................................................................7
5.1 Work Study..........................................................................................................................................7
5.2 Method Analysis..................................................................................................................................7
5.3 Analysis of Motion ..............................................................................................................................7
5.4 Work Measurement and Time Study..................................................................................................8
5.5 Some Important Formulas for Industrial Engineers............................................................................9
6. Machinery Used in the Sewing Department and Types of Stitches .................................................10
7. Layout: A Deeper Study................................................................................................................12
7.1 What is the Layout of a Production Floor.........................................................................................12
7.2 Style Based Layout Study: A Closer Look ..........................................................................................12
7.3 Unskilled Operators ..........................................................................................................................16
8. Line Balancing To Improve Productivity.........................................................................................16
9. Use of Automatic Machines: Which and Where.............................................................................17
9.1 Why Automatic Machines Are an Important Factor.........................................................................17
9.2 Automatic Machines That Can Be Used In the Cutting Department................................................17
9.3 Automatic Machines That Can Be Used In the Sewing Department ................................................19
9.4 Automatic Machines That Can Be Used In the Finishing Department..............................................20
10. Implementation of SOP in Production Floor ................................................................................21
10.1 What is Standard Operation Procedure..........................................................................................21
10.2 Sample SOP for Sewing Department ..............................................................................................21
11. Implementation of a Lean Tool: 5S..............................................................................................22
11.1 What is 5S: Importance as a Lean Tool...........................................................................................22
11.2 5S Audit...........................................................................................................................................22
12. ERP (Enterprise Resource Planning) Solution...............................................................................24
12.1 What is ERP? ...................................................................................................................................24
12.2 Shin Shin Group uses EfficientERP ..................................................................................................24
13. Compliance ................................................................................................................................25

5. 4
13.1 Compliance and It’s Importance.....................................................................................................25
13.2 Code of Conducts in Compliance in RMG Factories........................................................................25
13.3 Advantages of Compliance in RMG Factories.................................................................................25
13.4 Shin Shin Apparels Ltd. is a Certified 100% Compliant Factory by Bangladesh ACCORD...............26
14. Conclusion .................................................................................................................................28

6. 5
1. Introduction
Shin Shin Group is comprised of four production units having two in Dhaka and the others Chittagong.
My industrial visit was at Shin Shin Apparels Ltd. which is situated in Gorat, East Norshinghapur, Zirabo,
Savar, Dhaka. Shin Shin Apparels Ltd. produces woven garments, mainly bottoms and specializing in
denim jeans. Bangladesh has a proven future in producing denim garments and Shin Shin Group is very
much dedicated to their passion with a slogan as they say ”Together we grow”.
There are a number of processes and departments involved in the product of an RMG product. The
process starts with the buyer from which the merchandiser takes the work order and distributes the
work among the active units. A flow chart can be shown below for a better understanding of the
sequences involved in Shin Shin Group.
Fig: Flowchart of the production of an RMG product in Shin Shin Group.
Since my main concern was to study the production floor, especially the sewing department.
Throughout the report, I have tried to follow up the cutting, finishing and most importantly sewing
department of the factory.

7. 6
2. Cutting Department
The cutting department of Shin Shin Apparels Ltd. is situated at the first floor. The cutting department is
comparatively the smaller department than others, yet it is very important for production because the
cutting department needs to give continuous feed to the sewing department to keep the production
going. The sub-processes involved with the cutting department are:
 Fabric relaxation
 Fabric spreading/layering on cutting table
 Marker making
 Cutting - manual cutting (using scissors), machine cutting, automatic cutting.
 Numbering of garment plies (parts)
 Sorting and Bundling
 Inspection of cut components
 Re-cutting of panels
 Fusing garment components
3. Sewing Department
The sewing department is the heart of the production, which is situated on the 2nd
floor of the factory.
The sewing department of Shin Shin Apparels Ltd. consists of 11 sewing lines of which 2 are lean lines.
Lean lines are small in operator number but are heavy in production. The other traditional lines have 70-
75 workers continuously working and going through the production process. The sub-processes involved
with the sewing department are:
 Making garment parts
 Sewing full garment
 Making garment accessories
 Checking of stitched garments
 Alteration work of defective garments
The garment as being a denim, when completed in the sewing section, is sent for wash before it is sent
to the finishing department. Shin Shin Group do not have their own washing plant. So, they mainly do it
from others by contract.
4. Finishing Department
After the garment being washed in the washing plant, it is sent to the finishing department. The finishing
department of Shin Shin Apparels Ltd. is situated at the 1st
floor, just beside the cutting section. The
finishing department is concerned with the following sub-processes:
 Shade checking
 Buttoning and buttonholing
 Thread trimming
 Checking of washed / unwashed garments
 Stain removing
 Ironing or Pressing
 Final checking of garments after ironing

8. 7
 Mending/repair work
 Tagging
 Metal detecting
 Folding and packing
5. Industrial Engineering/ Work Study Department
As an industrial and production engineering student, throughout my whole visit, I have tried to see the
production from the perspective of an industrial engineer. The work of an industrial engineer sounds
very simple, you have to guarantee the maximum output from a given input. Alternatively, another way
to say this is to obtain the highest output from the minimum input. Let us have a look into the job of an
industrial engineer in an RMG factory like Shin Shin Apparels Ltd.
5.1 Work Study
Work study is the analysis of the operations required to produce a style. It is primarily the responsibility
of plant engineers. Effective work-study requires both methods analysis and work measurement.
Methods are studied, analyzed, and the elements of the method measured in terms of time consumed.
Data are collected, analyzed, and used to support decisions on rates and methods. Work study is also
important to ergonomic decisions, job design, and workstation development. Decisions must be based
on extensive study and documentation that is developed with work measurement procedures.
Unsubstantiated opinions are not adequate justification for change.
5.2 Method Analysis
Method analysis determines the most effective means of executing each process. Each operation is
broken down into elements or sequences of motions that are required to execute the operation. It is a
tedious and time-consuming process that requires a knowledgeable and skilled observer. No one factor
can be observed separately. When methods are studied, they cannot be viewed in isolation because
each operation is affected by the operation before it and the one after it.
5.3 Analysis of Motion
During method analysis, industrial engineers study factors affecting operation stress and fatigue,
productivity, throughput time, production capacity, and the effective use of resources. In establishing a
method, engineers strive to:
1. Reduce the motions required
2. Shorten motions
3. Simplify motions
4. Reduce the amount of control needed to complete a motion or element of an operation.
A motion is an act of moving a body part. Fewer motions decrease the time and energy required to
complete an operation. The basic classes of motions are as follows:
1. Class 1: Motions by fingers only
2. Class 2: Motions by fingers and wrist
3. Class 3: Motions by fingers, wrist, and forearm
4. Class 4: Motions by fingers, wrist, forearm and upper arm
5. Class 5: Motions using shoulder and trunk.

9. 8
Effective motions are rhythmic. Motions should be as symmetric and fluid as possible. Short jerky
movements often appear to be faster, but they are tiring. Simultaneous movement of two body parts is
often more efficient. Both hands should be doing useful work, and hand movements can be carried out
while an arm or body is moving. And this can be simplified by using the lowest class of motions possible.
When establishing a method, motions should be confined to the lowest class possible to complete the
task for the following reasons:
 Fewer body parts are involved
 Motions provide the least amount of stress in the body
 Motions are less fatiguing
 Motions are faster
Using work aids or changing the method can often eliminate motions. For example, a folder in front of
the needle can fold a binding and position it for immediate sewing. All an operator needs to do is
position the garment part and depress the machine treadle. An operator may not need to handle the
trim at all. Motions can be shortened by arranging the workstations so all parts are easily accessible and
as close to the operator as possible. The farther an operator reaches, the longer it takes and more
fatiguing it is.
There are three types of controls while we are considering motions:
 Low control: Motions with only muscle control. For example, disposing of completed parts by
pushing them off the table into a box. It can be done very quickly and without looking.
 Medium control: Motions that require both visual and muscle control. For example, if an edge
guide is used as a part of the method, an operator slides the fabric against it during sewing. The
operator does not need to make an evaluative decision.
 High control: Motion that requires muscle, visual and judgment. For example, considering the
same task mentioned in the medium control, if markings must be aligned, a high level of control
is required. The operator must align the notches and make a decision if the match is correct.
Based on method analysis, methods may be changed or new methods developed to
1. Increase efficiency and workflow
2. Reduce fatigue factors and stress on body parts
3. Utilize new work aids and equipment
4. Improve quality
5. Reduce the training time required for a specific operation
5.4 Work Measurement and Time Study
Work measurement is used to determine the time required to complete one element or one operation
and the amount of work that can be performed by one operator in a specific segment of time and to
substantiate or change a production standard or rate.
Time study is a work measurement technique commonly used by industrial engineers to determine the
rate at which a specific operation is performed. The process of time study is more or less simple. A time
analyst records readings from a stopwatch or digital time board at the completion of each element.
Times need to be recorded for 20 cycles and at least 10 cycles for a fair presentation of the operation.

10. 9
The amount of elapsed time is averaged for each element. This is called observed time, which is the
average amount of time that the analyst determined was used to complete each element.
Because the pace at which the observed operator worked may be above or below the rate that a normal
100% operator can perform, to level the observed time to what a normal operator could do, the
operator's performance is rated by the analyst. The performance rating of the observed operator is
used to adjust the observed rate up or down to what the analyst believes a normal operator would be
able to do so. This is why the production standard is stated in normal time or “Standard Allowed
Minutes (SAM)” or often called as the SMV, as used in Shin Shin Apparels Ltd.
5.5 Some Important Formulas for Industrial Engineers
A list of 12 performance measuring formulas is given below. The poster is collected from
www.onlineclothingstudy.com

11. 10
6. Machinery Used in the Sewing Department and Types of Stitches
I had previous experience with the sewing machines when I had a visit in one of the knit factories in
Bangladesh. But during my visit to Shin Shin Apparels Ltd., I had a deeper look into the machines and the
stitches that were done by those machines. Please notice that I have only taken the machines used in
Shibsha line under consideration when I made this table.
Machine
Name
Machine
Brand and
Model No.
Machine Photo Stich/Seam/Operation Type
1-needle,
Lockstitch
Machine
Juki DDL
8700-B7
Lock stitch
Semi-dry-
head, 2-
needle,
Lockstitch
Machine
Juki LH-
3528A
Top stitch, pocket moth ruling
Semi-dry-
head, High-
speed,
Overlock /
Safety Stitch
Machine
Juki MO
6700
3 Thread 4 Thread 5 Thread
Sew sides Sew sides Sew sides
High-speed,
Flat-bed, 2-
needle
Double
Chainstitch
Machine
Juki MH
380
Hem ticket pocket
Flat bed/ 2-3
thread,
Interlock
Machine
Sunstar SF
7400M
Loop making interlock stitch

12. 11
Multi
needles,
double chain
stitch
machine
Kansai DFB
1411PXP
Waistband attach
Feed-off-the-
arm, Double
Chainstitch
Machine
Juki MS
1261
Sew yoke to back
High Speed
Bartacking
Machine
Juki LK190-
3A-SS
Bartacking
Computer-
controlled
Cycle
Machine
with Input
Function
Juki AMS
221 EN
J Stitch on fly (decorative)
Automatic 2-
needle Belt-
loop
Attaching
Machine
Juki MOL
254
Sew Belt Loop

13. 12
Computer-
controlled,
Eyelet
Buttonholing
Machine
Juki MEB
3200J
Sew eyelet buttonhole
7. Layout: A Deeper Study
7.1 What is the Layout of a Production Floor
The sewing line layout can be defined as the way sewing workstations are placed in the sewing
floor to form a line (or batch) that works on a single style. The purpose of choosing one line layout over
other is to achieve the best production with existing resources.
The line layout in a factory is not changed frequently. Line layout is designed at the time of plant set up
and after that, if a factory wants to change production system they might need to redesign the line
layout. You may reallocate sewing machines while setting the line for new styles but you don't change
the form of a line.
7.2 Style Based Layout Study: A Closer Look
During my visit to Shin Shin Apparels Ltd., I focused in only one line of the sewing department. The line
that I took the time to observe is named Shibsha and the style in production at the time of my visit was
called Skinny Low Bargain. Skinny Low is a very popular line of jeans for men by the brand H&M.
Another reason for me to choose this specific style is because it is a 5 pocket model, that means it has
an extra coin pocket in the right pocket. And also this specific model has a button hole instead of the
chain in the front rise.
This pair of jeans is available throughout the year in H&M’s showrooms and online stores. Here is a
snapshot of the online store where the pair of jeans is sold:

14. 13
During the study of the layout, I found out that denim jeans production has a complex sewing line setup
than most other wearable products like t-shirts, jersey, sweater etc. So, to make a better understanding
of the layout of the Shibsha line, I made a visual understanding of the layout.
How to understand the layout:
1. Each of the boxes with numbers indicates a person who is working on the line. He can be a
machine operator, helper or someone from the quality team.
2. The numbering is done in a zigzag manner, not is the work order.
3. All the helpers are indicated by a yellow box having written H. All the other boxes are designed
according to some codes that are completely made by myself for study purposes only. Please
have a look below. The first one having the model numbers of the machines.

15. 14

16. 15

17. 16
7.3 Unskilled Operators
Often in the sewing line, due to operators not being skilled enough, a task that should have been done
by only one operator and one machine is often done by two operator and two machine.
For example in the layout shown in the previous section worker no 33 and 36 and joining back and front
rise with 2 Single Needle Lockstitch machines. The stitches they are completing can be identified as false
stitches because worker no 37 and 38 are not skilled enough to complete their top stitch without the
help of 33 and 36. If worker no 37 and 38 were skilled enough and knew to use the Feed-off-the-arm
machines properly then 2 workers (33 and 36) and 2 machines (Single Needle Lock Stitch) could have
been reduced or sent to do other jobs. This type of lack of skilled operators can be reduced by arranging
training sessions.
8. Line Balancing To Improve Productivity
When considering mass production, garments are produced in lines or set of machines instead of a
single machine. A line may be an assembly line, modular line or section, a line set with online finishing
and packing. A line includes multiple workstations with varied work contents. Production per hour is
varied depending on work content (standard minutes of particular task/operation), allocation of total
manpower to a particular operation, operator skill level, and machine capacity. Operation with the
lowest production per hour is called as bottleneck operation for that line.
A bottleneck operation in a line determines the output of the line. That is why it is very important to
increase production of the bottleneck processes or operations.
Line supervisors, industrial engineers find ways to increase production from the bottleneck operation
and implement those means one by one to level work across operations. This is called line balancing.
Line balancing is essential as because if the excess capacity of sewing operators is not utilized
production cost will be high and results in waiting and absorption of fixed cost.
In the following Figure, production per hour of two imaginary lines has been shown. Following Line chart
indicates that Line B is better balanced than Line A. And a bottleneck is observed in operation 6 of line A.

18. 17
This is a very simple technique by which a graphical presentation of the line balance can be shown and
Shin Shin Group’s line supervisors/ officers can follow this graphical method if they want to.
9. Use of Automatic Machines: Which and Where
9.1 Why Automatic Machines Are an Important Factor
The more automatic the machine is, the more accurate the job is. If automatic machines are used then
helper or worker number can be reduced and a lot of money can be saved. It doesn’t necessarily mean
that the worker should be sacked from his job, but the same worker can be assigned new/ complex jobs
where manpower is needed. In RMG garment industry, automatic machines are to be chosen a bit
carefully because with newer machine comes the cost of training new operators and keeping new
machine repair man. But there are a few machines that are used in the RMG industries for quite a long
time now and my observation says that inclusion of these machines will greatly benefit the production
rate of Shin Shin Apparels Ltd.
9.2 Automatic Machines That Can Be Used In the Cutting Department
In the cutting department, I saw that at least 4-6 people are engaged in laying the fabric for cutting
(according to pattern/marking). But if the automatic machine was used for laying the fabric, the number
of workers could be reduced. Also, less time consumption and less fatigue for the workers related to this
job.
Current Scenario Proposed Idea: Use a Fully Automatic Spreading
Machine
When the fabric is being laid for cutting at
least 6-7 workers are doing the job. 1
worker is spreading the fabric by holding
one side and running to the end. 3 workers
are standing with a stick and trying to align
the edges of the fabric.
The whole process is very physical and time-
consuming. Also, the worker who has been
running throughout the whole time and
dragging the fabric is supposed to get tired
in no time. In my whole visit, I have found
Machine Brand: Morgan Tecnica
Machine Model: Fox 50
The Fox 50 is the most compact, light and agile
spreader of the range. It is ideal for standard
production, using all types of material. The cradle
turret is with single solid PVC belt (not parallel stripes),
which guarantees perfect and even grip throughout
the fabric width.
 Automatic loading unloading for fabric rolls
 Automatic cutting device at the end of the run
 Automatic leveling device for fabric edge
alignment

19. 18
the job of this worker to be the most tiring.
The use of an automatic spreader can solve
the problem.
 Automatic roll turning arrangement for fabric
edge alignment
 Automatic tensioning device to control fabric
tension
 Automatic lay height sensing elevator
 The operator can move with the laying
machine by sitting on the laying seat.
 Max speed: 100 m/min.
 Width available: 180 – 230 cm
 Max capacity: 50 Kg
 Max roll diameter: 50 cm
 Voltage: 400V 3Ph 50/60 Hz.
Reasons to switch to the proposed idea:
 If an automatic spreader is used, the whole process of spreading fabric can be completed by 2
workers only. Hence we can reduce 5-6 workers.
 The cutting and lay size will be more accurate.
 The edge alignment will be accurate and no worries about wrinkles or tensions in the fabric.
 Overall process time reduction.
Current Scenario Proposed Idea: Use an Automatic Numbering
Machine
After the fabric layer has been cut according to the
marker, it is time to number each cut panels
before they are bundled and sent to sewing
department. In this case, I have seen the workers
using a very old fashioned mechanical numbering
machine by the brand Deli (model 7508)
This in my sense is a time-consuming operation.
The workers need to refill with color and every
time he/she has to put the machine up and down
again. This causes more motions than the
proposed machine.
Machine Brand: Blitz
Machine Model: Blitz Textile 2253
• Easy to use • Accuracy • Uniform Data
Collection Salient Features: • A Specially
designed trigger control handle for fast, uniform
labeling. • A servo-controlled progressive
system which makes the machine silent, fast &
easy to handle. • Self-adhesive labels Self-
controlled inking for a dry & clear printing. •
Protective structure unbreakable & dust proof. •
Ink rollers Advanced dust & shock resistant print
heads engineered for long life. • Barcode labels
Print bands available in 6 or 8 digits. • Hand
labellers Available in three models with
international size symbols.

20. 19
Reasons to switch to the proposed idea:
 If the proposed machine is used, the motion will be reduced in this operation. Hence the SMV of
this particular operation can be decreased.
 False numbering can be easily corrected.
 One skilled worker will be enough for what currently has been done by two workers. So worker
number can be reduced by switching to this machine.
9.3 Automatic Machines That Can Be Used In the Sewing Department
The machines that are used in the sewing lines are very much up to date and very good machines. Shin
Shin Apparels Ltd. has automatic loop attaching machines and the eyelet holes of the bottom are also
done using automatic machines. But the absence that I felt was an automatic pocket attaching machine.
Current Scenario Proposed Idea: Use an Automatic Pocket Setter Machine
Currently at least 6-
8 workers (including
operators and
helpers) are working
in the Shibsha line
to complete the
back pocket of the
bottom.The tasks
include-
 Back pocket
ruling
 Back pocket
round
overlock
 Back pocket
attach mark
 Back pocket
ironing
 Back pocket
attach
 Back pocket
decorative
stitch
All of which can be
done by a single
automatic machine.
Idea A: Fully Automatic Pocker Setter
Machine
Idea B: Semi-Automatic Pocket Setter
Machine
Machine Brand: Juki
Machine Model: AP-876
The machine automatizes a series of
pocket setting processes such as the
folding of a pocket, placement of the
pocket on a garment body, sewing,
bar tacking, and stacking, thereby
increasing productivity and achieving
production without requiring the
operator to have any special skill. This
promises consistent finished quality.
Machine head: High-speed, 1-needle,
Lockstitch, zigzag stitching machine
(exclusive machine head)
Max. sewing speed: 4,000sti/min
Sewing area: 250mm (L)×250mm (W)
Stitch length: 0.1～6mm
A maximum number of 999 patterns
can be saved in the storage.
Machine Brand: Juki
Machine Model: AP-874S
This sewing machine is a semi-
automatic type pocket setter. The
sewing machine has been specifically
designed for sewing pockets which
have been preliminarily folded in the
preceding process on a
predetermined location of the
garment body without folding the
pocket cloths.
Machine head: High-speed, 1-needle,
Lockstitch, zigzag stitching machine
(exclusive machine head)
Max. sewing speed: 4,000sti/min
Sewing area: 250mm (L)×250mm (W)
Stitch length: 0.1～6mm
A maximum number of 999 patterns
can be saved in the storage.

21. 20
Reasons to switch to the proposed idea:
 The number of workers and helpers will reduce drastically in the sewing line.
 At least 4 sewing machines can be made free.
 No helpers will be needed to iron the pockets.
 The SMV of the garment will have a huge decrease.
 The efficiency of the line will increase significantly.
9.4 Automatic Machines That Can Be Used In the Finishing Department
The finishing department is very organized. Even though there are not very machines that are involved
in the finishing department, there is always a place for implementing new technologies and reduce the
pressure from workers:
Current Scenario Proposed Plan: Use a Table-top Thread Trimmer
Currently in the finishing
department, after the shade is
checked, around 8-10 or even more
workers are involved in the cutting
thread from the garment. This is a
very important part of the finishing
section because if the thread is not
trimmed properly the garment may
be rejected by the buyer. To cut the
thread, the workers are mainly using
scissors or hand clippers.
But considering an automatic thread
trimmer in place of the traditional
scissoring makes the job smarter
and reduces the SMV of the thread
cutting.
Machine Brand: Unisun
Machine Model: US-100V
This type of machine can be used on any thread trimming
item, such as underwear, shirt, western trousers, jeans, shoes,
hat, embroidery etc. Especially for clothes with many ends of
thread.
Features include:
 Table-top thread trimmer can be put on any table.
Very easy to move and operate.
 Powerful and quiet suction motor with a waste
collector.
 Specially designed clipper blade works well and safely.
Does not hurt your hand or the fabric.
 CE Electrical certification.
 Suction power is adjustable.
 The blade is made out of Titanium. So long lasting.
Reasons to switch to the proposed idea:
 If the automatic table-top thread trimmer is used then at least one in every three workers
involved in thread cutting can be reduced.

22. 21
 The process time will be lessened.
 Will reduce fatigue in the worker’s wrist and hence the worker will have more productivity in
thread cutting.
10. Implementation of SOP in Production Floor
10.1 What is Standard Operation Procedure
Standard operation procedure (SOP) can be defined as a step-by-step written procedure about how to
do a job that gives the desired result and maintains consistency in results. SOP can also be defined as
the checklist for the user (operator) who is going to do a particular job and it is a sure success method of
doing the job.
SOP is not a new thing in the garment industry. SOP is well known and is widely used by many organized
factories including Shin Shin Apparels Ltd. I have seen some billboards showing SOP of various
departments. But I feel like those need to be updated. Also, my personal observation is the workers/
machine operators working on the floor just know about their job and they are given an oral briefing by
the supervisor/ line chief/ engineers. In fact, I found a hard time to gather any written documentation
about the SOP of any operation/ process. But if SOP is established for each and every operation in the
production floor and documented accordingly, this will bring revolutionary change in the production.
10.2 Sample SOP for Sewing Department
A sample SOP for the sewing department can be developed as shown below:
1. The line to be set as per line layout plan prepared by IE.
2. Operations to be assigned to operators as per their skill level.
3. All cutters or scissors should be tied with machines and tables for safety point of view.
4. Required SPI, thread tension and needle no. must be checked by supervisors and mechanics as
per requirement prior to the start of sewing style change.
5. Line in-charge or line supervisor needs to give work instruction to the operators. And the
method of working an operation must be explained to each operator.
6. QZ, in-line QC, and in-line checkers ascertain whether the quality coming out from each
operation is as per the quality specification or instruction.
7. No workstation would be given a go ahead for production till the time outgoing quality of that
workstation is approved.
8. If there is any specific quality problem, the QA Executive must inform about the same to the line
in-charge and supervisor to bring about quick corrective action.
9. A report is maintained by the in-line checkers and online QC for style quality progress.
10. After the setting, Industrial Engineers must study each operation. If any change needs in layout
and working method for quality and production purpose, immediate action to be taken.
11. At the end of the line, stitched garments need to be checked by final checkers to ensure the
product quality.
12. Passed garments from final checking must be audited by QA as per 1.5 AQL systems.
13. Passed garments to be sent to finishing department through standard documentation process.

23. 22
11. Implementation of a Lean Tool: 5S
11.1 What is 5S: Importance as a Lean Tool
5S is a Japanese housekeeping system and also a very popular lean tool used in almost all types of
factories. 5S is a fundamental tool to promote continuous improvement process in organizations and
represents a transformation in 5 steps of a job, which is characterized by maximum efficiency at the
micro level and minimum loss. The system creates an environment where all objects are easier to find
and any deviation from the normal situation becomes apparent by visual management methods. In the
same time, 5S techniques maintain quality, promote a significant costs reduction by eliminating the
losses and provides the best framework for progress throughout the organization.
The 5 phases are Seiri, Seiton, Seiso, Seiketsu, and Shitsuke, which can be translated as Sort, Set
in order, Shine, Standardize, and Sustain, focusing on orderliness and being applied especially in
Japanese factories. There are several variants of the 5S method. Some are simpler and shorter, as other
situations involve complex studies on a longer period of time and more space. In some companies, the
6th S is added – the Safety step, combining orderliness with safety and being described by clean, safe,
and orderly.
In Shin Shin Apparels Ltd., I have seen that everyone has a vague idea on 5S and not everybody is well
informed about the whole thing. This made me realize that more training on 5S needs to be done for the
workers and also signboards/ billboards having a clear view of the tool in Bengali needs to be made
visible for all. The billboard may look like this:
BRIEF DESCRIPTION OF JAPANESE 5S (জাপানী 5S এর সংক্ষিপ্ত ক্ষিিরণ)
SEIRI (SORT) িাছাই করা প্রয়য়াজনীয় ও অপ্রয়য়াজনীয় ক্ষজক্ষনসপত্র িাছাই কয়র অপ্রয়য়াজনীয়
ক্ষজক্ষনসপত্র সক্ষরয়য় ফেলা।
SEITON (SET IN
ORDER)
পক্ষরকক্ষিত (প্রয়য়াজন
অনুসায়র সাক্ষজয়য় রাখা)
প্রয়য়াজনীয় ক্ষজক্ষনসপত্র সুশৃঙ্খলভায়ি রাখা যায়ত প্রয়য়াজয়নর সময়
অক্ষত সহয়জ পাওয়া যায়।
SEISO (SHINE) পক্ষরস্কার-পক্ষরচ্ছন্নতা কমমস্থল এমনভায়ি পক্ষরষ্কার করা যায়ত ফকাথাও ফকান ধুলািাক্ষল
অথিা আিজমনা না থায়ক।
SEIKETSU
(STANDARDIZE)
পক্ষরয়িশ (কায়জর প্রক্ষিয়ায়ক
সুক্ষনক্ষদমষ্ট করা)
প্রক্ষতক্ষি কায়জর সুক্ষনক্ষদমষ্ট ক্ষনয়দমশনা ফময়ন চলা এিং সংক্ষিষ্ট সকলয়ক
এ িযাপায়র সয়চতন কয়র ফতালা।
SHISUKE
(SUSTAIN)
প্রক্ষশিণ (রিণায়িিণ) প্রক্ষতক্ষিত প্রক্ষিয়াক্ষি সচল রাখার জনয সকয়লর সয়চতন থাকা ও
ক্ষনয়ক্ষমত পযময়িিণ করা।
11.2 5S Audit
Putting up some billboards and talking about 5S is not enough. This is something which needs to
monitored regularly. In order to regularly monitor the 5S, this audit sheet can be used:

24. 23
Crit
eria
No.
Criteria Name Criteria Description Audit
Score (1
to 5)
Action to
Improve
01 Removing
unnecessary items
(অপ্রয়য়াজনীয় ক্ষজক্ষনস
দূরীকরণ)
All items not required for performing operations are removed
from the work area, only tools and products are present at the
workstation
(ফপ্রাডাকশন ফলায়রর জনয অতযািশযকীয় িু ল এিং কাাঁচামাল িযতীত
অপ্রয়য়াজনীয় ক্ষজক্ষনস ফলায়র ফনই)
02 Storage of
cleaning
equipment
(পক্ষরষ্কারক যন্ত্রপাক্ষত
সংরিণ)
All cleaning equipment is stored in a neat manner; handy and
readily available when needed
(সকল পক্ষরষ্কারক যন্ত্রপাক্ষত সুন্দর কয়র কাছাকাক্ষছ রাখা হয়য়য়ছ যায়ত
প্রয়য়াজয়নর সময় পাওয়া যায়)
03 Floor cleaning
(ফলার পক্ষরষ্কারকরণ)
All floors are clean and free of debris, oil and dirt. Cleaning of
floors is done routinely.
(সকল ফলার পক্ষরষ্কার এিং ময়লা আিজমনা ও ফতল মুক্ত। প্রক্ষতক্ষদন
রুক্ষিনমাক্ষেক ফলার পক্ষরষ্কার করা হয়)
04 Bulletin boards
(িুয়লক্ষিন ফিাডম)
All bulletins are arranged in a neat and orderly manner
(সকল িুয়লক্ষিন ফিাডম পক্ষরষ্কার ও সুন্দরভায়ি সাজায়না আয়ছ)
05 Emergency
situation handling
(জরুরী পক্ষরক্ষস্থক্ষত
ফমাকাক্ষিলা)
Fire hoses and emergency equipment are unobstructed and
stored in a prominent easy-to-locate area. Stop switches or
breakers are marked and color coded for visibility
(অক্ষিক্ষনিমাপক যন্ত্রাক্ষদ, প্রাথক্ষমক ক্ষচক্ষকৎসার সরঞ্জামাক্ষদ জায়গামত ও পক্ষরস্কার-
পক্ষরচ্ছন্নভায়ি রাখা আয়ছ)
06 Floor condition
(ফময়ের অিস্থা)
Work-in-process, tools and any other material are not left to sit
directly on the floor
(ফেক্ষিক ও ফপ্রাডাকশয়নর সায়থ জক্ষিত ফকান উপকরণ ফলায়র পয়ি আয়ছ
ক্ষকনা)
07 Aisle ways-
markings
(আইলমাকম)
Aisle ways and markings are clearly marked and can be identified
at a glance.
(আইলমাকম ও তীর সাইন স্পষ্টভায়ি ফচায়খ পিয়ছ)
08 (Machine
cleanliness)
ফমক্ষশন পক্ষরষ্কারকরণ
All machines and equipment are kept clean by routine daily care
(সকল ফমক্ষশন পক্ষরষ্কার আয়ছ ও রুক্ষিনমাক্ষেক পক্ষরষ্কার করা হয়)
09 5S control and
maintenance
(৫ এস পদ্ধক্ষত
িাস্তিায়ন)
There is a disciplined system of control and maintained at the
highest possible level)
(এখায়ন একক্ষি সুক্ষিনযস্ত ৫ এস পদ্ধক্ষত িাস্তিাক্ষয়ত আয়ছ ও তা মানয করা
হয়)
Total

25. 24
12. ERP (Enterprise Resource Planning) Solution
12.1 What is ERP?
The central feature of all ERP systems is a shared database that supports multiple functions used by
different business units. In practice, this means that employees in different divisions, for example,
accounting and sales can rely on the same information for their specific needs.
For the RMG companies, ERP solution is very important. For example, if an ERP system is active, a
merchandiser can keep track of the factory capacity by checking the planning section. Whereas, the
planning and industrial engineering team can keep track of the progress of the production and
performance through a shared platform.
12.2 Shin Shin Group uses EfficientERP
EfficientERP is the name of the software that serves the ERP solution for Shin Shin Group. EfficientERP is
a complete apparel management solution. EfficentERP has six basic modules which are:
 Sales and Marketing
 Shop Floor Control
 Industrial Engineering
 Production Planning
 Commercial
 Material Management
By using the EfficientERP solution I saw a few accomplishments of Shin Shin Group in using technology
like:
 The work of planner has become easier by using the drag and drop feature to plan the
production.
 The IE department can submit report anytime they want and it is visible to anyone who has
access to view.
 For the merchandisers, it has become easier to make the costing of the product and bill of
material.
 Also, the inventory management system allows to let everyone with the ERP access to know
about the current status of the inventory, which things are in short and which don’t need to be
procured. Also, the procurement has become a lot easier.
Even though Shin Shin Group hasn’t been yet able to fully implement all the modules of the ERP solution
in all the sectors but they are definitely ahead of a lot of competitors and advancing to a fully ERP
implemented environment.

26. 25
13. Compliance
13.1 Compliance and It’s Importance
Compliance means to comply with something or yield to the wishes of another. Compliance ensures all
labor rights and facilities according to the buyer code of conduct. The aim of compliance is to maintain
strictly the labor law.
In addition to speedy supply, the social dimensions of the RMG industry are getting more attention from
consumers, social workers, welfare organizations and brand name international buyers. Currently, many
international buyers are demanding compliance with their “code of conduct” before placing any
garment import order. Informal recruitment, low literacy levels, wage discrimination, irregular payment
and short contracts of service are very common practices in the RMG factories in Bangladesh. It is true
that the country still enjoys some comparative advantage in manufacturing garment products based on
low labor costs. Rented factory premises, narrow staircases, low roofs, closed environments, the
absence of lunchrooms, unavailability of clean drinking water and absence of separate toilets or
common rooms for female workers are other concerns in the garment factories of Bangladesh.
Bangladesh RMG firms need to deal with these issues in order to remain competitive in the global
market.
13.2 Code of Conducts in Compliance in RMG Factories
13.3 Advantages of Compliance in RMG Factories
A compliant factory is always ahead of the competition. Right now, it has become the number one
priority for most RMG factories. Besides, a compliant factory gets the following advantages:
 Gets higher price of products
 Free from labor unrest.
 Reduce worker turnover rate.
 Increased worker morality.
 Increased productivity.
 Increased product quality.
ILO Core Labor
Standards
•Child labor
•Force labor
•Freedom of
asociation
•Discriminationa
Employment
Conditions
•Harassment and
abuse
•Wages
•Working hours
•Leave and
holidays
Occupational
Health and Safety
•Health
•Workplace
conditions
•Welfare
•Safety
•OHS management
system and
training
Other Aspects
•Environment
•Women's rights
•Management
•Employment
relationship
•Others

27. 26
 Have a global image and global recognition for their performance.
 Good public or community relation.
13.4 Shin Shin Apparels Ltd. is a Certified 100% Compliant Factory by Bangladesh ACCORD
The Accord on Fire and Building Safety in Bangladesh (the Accord) was signed on May 15th, 2013. It is a
five-year independent, legally binding agreement between global brands and retailers and trade unions
designed to build a safe and healthy Bangladeshi Ready Made Garment (RMG) Industry. The agreement
was created in the immediate aftermath of the Rana Plaza building collapse that led to the death of
more than 1100 people and injured more than 2000. In June 2013, an implementation plan was agreed
to lead to the incorporation of the Bangladesh Accord Foundation in the Netherlands in October 2013.
The agreement consists of six key components:
1. A five-year legally binding agreement between brands and trade unions to ensure a safe
working environment in the Bangladeshi RMG industry
2. An independent inspection program supported by brands in which workers and trade unions are
involved
3. Public disclosure of all factories, inspection reports and corrective action plans (CAP)
4. A commitment by signatory brands to ensure sufficient funds are available for remediation and
to maintain sourcing relationships
5. Democratically elected health and safety committees in all factories to identify and act on health
and safety risks
6. Worker empowerment through an extensive training program, complaints mechanism and right
to refuse unsafe work.
The infographic below collected from Bangladesh ACCORD website shows how and why ACCORD has
been working.

28. 27
Since the maximum buyer brands place order following a no objection certificate is given by Bangladesh
Accord, RMG factories have to take it seriously. The first inspection date of ACCORD in Shin Shin
Apparels Ltd. took place on 27 May 2014 and the initial CAP completion date is 1 November 2016.
Usually, after having an inspection, ACCORD prepares a “Bangladesh Accord Remediation Summary of
Actions Required” report. The report is basically created on three criteria. They are:
1. Structural
2. Fire
3. Electrical
An example table of the publicly available report of Shin Shin Apparels Ltd. showing one cap of each of
the mentioned criteria as of May 2017 is shown below:
Item
Type
Accord
Inspection
Observation
Accord Action
Plan
Final
Action
Plan
Final
Timeline
Comments from Accord Accord
Timeline
Progress
Status
Structural The flat slab
may not be
sufficient to
resist the
punching
shear force
under lateral
load.
Limit the
average
imposed load
on the floor to
a maximum of
1.5kPa (30
psf)
Corrected 13/08/2014 On 20/11/2014: During the
inspection, they presented
a summary of the DEA
given by consultant. The
factory needs to submit the
full DEA to Accord for
review.
On 18/07/2016: During
inspection, it was observed
that all storages were
relocated to Ground floor
Priority - 1
(Immediate
- Now)
Corrected

29. 28
and load was below
1.5Kpa.
Fire Inspection,
testing, and
maintenance
of the fire
alarm
system is not
in accordance
with NFPA 72
Inspect, test
and maintain
the fire alarm
system, and
keep written
records on-
site, in
accordance
with NFPA 72.
Corrected 28/04/2016 On 10-08-2016: Corrected
as the factory is
maintaining checklist for
their new system (drawing
is reviewed by accord &
testing, commissioning is
pending).
On 25/10/2016: Corrected.
Factory is maintaining the
checklist as per the
standard.
Within 3
months
Corrected
Electrical No safety
clearance of
11kV
overhead
line from the
vegetation.
Safety
clearance
around 11kV
overhead line
must be
maintained.
Cut down
some
branches of
nearby trees.
Corrected 13/08/2014 Already verified at previous
follow up inspection.
Within 1
months
Corrected
So, it can be finally said that Shin Shin Apparels Ltd.is maintaining international standards when
it comes to industrial safety and is a compliant factory to the RMG compliances required by the buyers.
14. Conclusion
Besides the industrial excellences, the work environment and the employees were very fine in Shin Shin
Apparels Ltd. Everyone was very friendly and eager to help in my learning. I was also very impressed by
the IE and Planning department. The visit was just before the Eid vacation and I found the workers in the
factory looking very jolly and happy because all of their wages and bonus was cleared in time. These are
the little things that make Shin Shin Apparels Ltd. a great place for work for its employees.
The industrial visit to Shin Shin Apparels Ltd. has given me a clear exposure to the woven industry,
especially denim. There is no doubt that denim is the future of Bangladesh RMG industry and Shin Shin
Group is going to sustain in this competitive market. The learned knowledge will definitely help me in
my educational purposes and professional life. I must say, it was a very pleasant experience for me to
have visited Shin Shin Apparels Ltd.