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Artistic apparel audit presentation ...

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Artistic apparel audit presentation ...

  1. 1. PEPGI: Promoting Employment & Productivity in Garment Industry Industrial Engineering Consulting Guidelines Artistic Apparels November 09, 2013
  2. 2. PEPGI: Promoting Employment & Productivity in Garment Industry Contents 1 Objectives & Methodology 2 Technopak Gap Analysis 3 Observations and Recommendations 4 IE Activities 5 Follow up Schedule 6 Activities Already Started
  3. 3. PEPGI: Promoting Employment & Productivity in Garment Industry Why Consulting Guidelines Required? Association with PEPGI provides the participating companies, a unique experience through consulting guideline in one of the chosen area from the following topics: Fabric & Cutting Room Management Sewing Room Production Management(SRPM) Industrial Engineering Quality management system Business process mapping Artistic Apparel has chosen Industrial Engineering for enhancing the performance in this area. On the basis of assessment study, the various gaps are identified which will be filled by company’s employees through consulting guidelines, followed up and monitored by Technopak Advisors and UNDP team.
  4. 4. PEPGI: Promoting Employment & Productivity in Garment Industry Objectives  Assess the sewing operations at Artistic Apparel Unit # 01 (Stitching Line # 5), in terms of Productivity and Efficiency, based on observation of the entire operations and a comprehensive “Technopak Gap Analysis”.  Compare performance data and results from gap analysis to industry benchmarks. Determine areas of improvement.  Put forward the observations pertaining to sewing floors and share recommendations.  Identify the need gaps for performance improvement and suggest a roadmap based on Industrial Engineering, to the management for bridging these gaps.  Highlight the advantages and benefits of having Industrial Engineering department .
  5. 5. PEPGI: Promoting Employment & Productivity in Garment Industry Methodology  Identify current performance levels in – Capacities, Utilization, Using Methods, and productivity. Productivity level was evaluated from 5 perspectives:  Worker’s Capacity  Evaluation of existing capacities of sewing operators & their ability to meet their capacities.  Training Requirement  Requirement of training based on Worker’s capacity.  Worker’s Utilization  How well are the operators being utilized.  Methodology Terms  Evaluation of methodology of doing operations for the product profile being manufactured.  Efficiency terms  Evaluation of production data recorded for the current month. General observations  
  6. 6. PEPGI: Promoting Employment & Productivity in Garment Industry Technopak Gap Analysis Capacity Gap Are the operators performing as well as they can? Training Gap Are the operators trained enough to do the operation? Utilization Gap Are we using our workers all the time? Methods Gap Efficiency Gap Is this the best way to do this operation? How efficient is the work ? P P R R O O D D U U C C T T I I V V I I T T Y Y
  7. 7. PEPGI: Promoting Employment & Productivity in Garment Industry Sewing Room – Capacity/Training Gap Capacity Gap - Difference between achievable production capacity of operators based on their sewing pace & the actual output produced by them. Methodology - Single cycle time was taken for randomly chosen operators to calculate their sewing capacity and their actual output recorded over a production day, under standard conditions. Result: Capacity Gap: 42% Training Gap - Difference between achievable efficiency of operators based on their sewing pace and their actual efficiency. Methodology - Operators’ actual capacities are compared with targets and the gaps calculated. Result: Training Gap: 12%
  8. 8. PEPGI: Promoting Employment & Productivity in Garment Industry Sewing Room - Capacity/Training Gap CAPACITY AND TRAINING GAP ANALYSIS Factory: Artistic Apparel Line #: 05 Style: Jade Grey 28-10-13 Machine Operator (Name) SAM Target SCT Actual SCT Capacity (%) Capacity Actual O/P Capacity Gap % Training GAP % Btn Tag & Fly O/L 3T-O/L Noshad 0.25 14.50 243 0.20 0.23 85.00 206 180 12.79 15.00 Zipper Attach (on fly) DNLS Sajjid Ali 0.14 25.00 432 0.10 0.10 95.00 411 180 56.18 5.00 Zipper cutting Helper Anwer 0.13 11.00 475 0.10 0.12 82.00 390 180 53.83 18.00 Label Making (3 lable attach) SNLS Shakeela 0.28 20.00 214 0.22 0.25 87.00 186 120 35.40 13.00 Facing Marking Helper Erum 0.24 11.00 254 0.20 0.22 90.00 228 110 51.83 10.00 Facing Attach Flat Lock Nazia 0.48 16.50 124 0.40 0.47 85.00 106 100 5.47 15.00 Facing Cutting Helper Koser 0.13 11.00 452 0.10 0.12 87.00 393 100 74.59 13.00 Linning Closing 3T-O/L Noshaba 0.34 14.50 179 0.28 0.30 92.00 164 150 8.69 8.00 Linning Top SNLS Aqsa 0.36 20.00 165 0.29 0.33 86.00 142 90 36.51 14.00 Linning Top SNLS Nasreen 0.39 20.00 154 0.31 0.37 84.00 129 90 30.43 16.00 Linning Attach on Front PKT SNLS Rukhsana 0.74 20.00 81 0.60 0.67 90.00 73 65 10.93 10.00 Linning Attach on Front PKT SNLS Shoaib 0.60 20.00 100 0.49 0.53 91.00 91 75 17.25 9.00 Front Pannel O/L 3T-O/L Nazia 0.32 25.00 189 0.24 0.27 89.00 169 140 16.98 11.00 Mouth Top (with piping) DNLS Ali 0.29 25.00 210 0.21 0.25 85.00 179 85 52.40 15.00 Mouth Top Cutting Helper Niqab 0.18 11.00 337 0.14 0.15 95.00 320 85 73.43 5.00 Mouth Top (with piping) DNLS Sajjad 0.30 25.00 199 0.23 0.25 90.00 179 90 49.79 10.00 Mouth Top Cutting Helper Gulzara 0.22 11.00 268 0.18 0.20 92.00 246 90 63.44 8.00 Fly press Helper Ayaz 0.15 11.00 412 0.11 0.13 85.00 350 180 48.54 15.00 Fly Attach SNLS Shan 0.18 20.00 336 0.13 0.15 88.00 296 170 42.56 12.00 Fly Top SNLS Saleem 0.25 20.00 238 0.21 0.23 90.00 214 170 20.67 10.00 S.No. Operation Allowance Target/hr s(MD+PF) @ 100%
  9. 9. PEPGI: Promoting Employment & Productivity in Garment Industry Sewing Room – Capacity/Training Gap Usual reasons identified for capacity gap:    Inappropriate line balancing Unstable behavior of Operators Off standard time • No WIP (Waiting Time)
  10. 10. PEPGI: Promoting Employment & Productivity in Garment Industry Sewing Room – Capacity/Training Gap Unstable behavior of Operators Off Standard Time No WIP
  11. 11. PEPGI: Promoting Employment & Productivity in Garment Industry Sewing Room – Capacity/Training Gap Recommendations to fill the Capacity Gap:     Review the operations and use the concept of clubbing of operations where SAMs are low. Effective line balancing through Operation Bulletins. Measurement and subsequent reduction in off standard time of operators. Making the operators more disciplined and responsible.
  12. 12. PEPGI: Promoting Employment & Productivity in Garment Industry Sewing Room - Utilization Gap Utilization Gap - Difference between available time & used productive time of operators based on their activity sampling. Methodology - Result: Activity sampling was done for a sample size of 78 operators over one full working day , to calculate their utilization levels. Utilization Gap: 25%
  13. 13. PEPGI: Promoting Employment & Productivity in Garment Industry Sewing Room - Utilization Gap UTILIZATION ANALYSIS Factory: Artistic Apparel Date: 28-10-13 Sample Size: 78 Activity Sampling occasions: S.No 1 Activity Line/Lines: 05 Task Normal Productive Work Occasions As Percentage of total As Percentage of time Sewing time Standard Sew and Handle 253 41% Shears 34 5% Total 287 46% 100% 100% 170 27% 59% 15% 12 2% 4% 2% 2 Bundle Handling / Parts layout 3 Machine Delay 4 Machine Breakdown 6 1% 2% 1% 5 Personal and Fatigue 56 9% 20% 3% 6 Waiting Time 59 9% 21% 1% 34 5% 12% 3% TOTAL 624 100% Total opportunity for Improvement 25% MB, P &F, Waiting time, others Achievable Improvement 9% Estimated 7 TB, CC, BC, NC Repair, talk with supervisor & others, looking around Others
  14. 14. PEPGI: Promoting Employment & Productivity in Garment Industry Sewing Room - Utilization Gap Excessive & Uncontrolled movement Machine Break Down
  15. 15. PEPGI: Promoting Employment & Productivity in Garment Industry Sewing Room - Utilization Gap Usual reasons identified for utilization gap:     Improper line balancing Waiting time for WIP Excessive & Uncontrolled movement Personal And Fatigue Recommendation to fill the Utilization Gap:  The Utilization Gap of 25 % suggests an estimated improvement potential of (09-10)% by reducing the wastage of productive work time and with preventing measures to avoid above mentioned reasons.
  16. 16. PEPGI: Promoting Employment & Productivity in Garment Industry Off Standard Time Line No. 05 Date Observation time 5/11/2013 09:30 to 12:30 6/11/2013 02:30 to 04:30 7/11/2013 09:00 to 12:30 Sum Percentage Off Machine No Minutes Standard Break Feeding Observed Time Down WIP 2520 386 145 241 3600 590 220 370 7350 855 380 475 13470 1831 745 1086 100% 14% 6% 8%
  17. 17. PEPGI: Promoting Employment & Productivity in Garment Industry Off Standard Time
  18. 18. PEPGI: Promoting Employment & Productivity in Garment Industry Sewing Room - Method Gap Methods Gap Potential for increasing operator productivity by improving the way an operation is performed. Methodology - Methods of randomly selected operators/workers were reviewed and potential for improvement studied. A study was conducted to analyze the current methods being used and the timings taken. The methods were then analyzed for engineering possibilities and some basic improvements done. The timing on the new methods was again taken and compared with the timings taken on the methods before engineering. Result: Method Gap: 15.68 %
  19. 19. PEPGI: Promoting Employment & Productivity in Garment Industry Sewing Room - Method Gap METHODS GAP ANALYSIS Factory: Artistic Apparel Department Style: Jade Grey S.No. Operation Linning Attach Before Front Rise Over Lock 1 2 3 4 Line No. 05 Cycle Time Before Engineering Fly top, Front bundle put on the leg after sew one by one pcs then dispose and arrange the side table. Front PKT mouth top with piping, first operator or helper unroll the piping with in a box, during the stitch piping hang on over the Tube lite. 5 Savings in Savings in Minutes Percentage 0.40 0.13 24.53 0.22 0.03 12.00 0.20 0.03 13.04 0.25 0.05 16.67 0.65 0.25 0.09 12.16 Use some extension of machine bed over the leg, in order to put the bundle. 0.23 Some extension of thread stand, hang the role in this stand, don't waist time to unroll the piping. 0.3 Checker should keep unchecked garments on the left side, altered garments on the right side and use a trolley for keeping checked garments. 0.74 Fly Round, One helper mark the Fly Round Cycle Time After Engineering Use a fabric poach fixed side the machine bed. Checking, (Front, Back and Assembly), insufficient space for checking. 6 Engineering Possibilities Both front panels over lock together before lining attach due to which numbering will not disarranged 0.53 Label Making (3 or 4 labels attach togather), use poly beg for each label in top of machine bed. Date: 28-30 October, 2013 0.30 Don’t need helper for marking, use gage able fly round pattern for fly round stitch. 0.30 Total Savings 15.68
  20. 20. PEPGI: Promoting Employment & Productivity in Garment Industry Sewing Room - Method Gap Front Rise O/L, after pocket lining attach Label Making
  21. 21. PEPGI: Promoting Employment & Productivity in Garment Industry Sewing Room - Method Gap Unroll the piping and hang on over the Tube lite. Insufficient space for checking
  22. 22. PEPGI: Promoting Employment & Productivity in Garment Industry Sewing Room - Method Gap Fly round Without marking, use gage able fly pattern
  23. 23. PEPGI: Promoting Employment & Productivity in Garment Industry Sewing Room - Method Gap Usual reasons contributing to methods gap:     Inefficient method Unproductive Handling No concept of clubbing of operations Workspace layout and suitability, etc.
  24. 24. PEPGI: Promoting Employment & Productivity in Garment Industry Sewing Room – Unproductive handling Cycle Per Operation
  25. 25. PEPGI: Promoting Employment & Productivity in Garment Industry Sewing Room – Method Gap Recommendations to fill the Method Gap:      Use the most appropriate method. Usage of work-aids if necessary. Reduce unnecessary movements. Clubbing of operations where necessary. Improve the workspace layout.
  26. 26. PEPGI: Promoting Employment & Productivity in Garment Industry Sewing Room - Method Approaches  Use of left table extensions to provide more workplace space to the operator which in turn facilitates the handling of big articles such as quilt covers and flat sheets.
  27. 27. PEPGI: Promoting Employment & Productivity in Garment Industry Sewing Room - Method Approaches Use of front table extensions to provide more workplace area to the operator and reduce the number of bursts in sewing long and straight seams.
  28. 28. PEPGI: Promoting Employment & Productivity in Garment Industry Sewing Room - Method Approaches  Having innovative solutions  To reduce operation complication  To reduce operator movement relating to personal fatigue.
  29. 29. PEPGI: Promoting Employment & Productivity in Garment Industry Work aid to Attach Labels
  30. 30. PEPGI: Promoting Employment & Productivity in Garment Industry Sewing Room - Efficiency Gap Efficiency Gap - Difference between target production output at 100% efficiency and achieved production output at existing efficiency level. Methodology - Production data was collected for past 2 months (60 days) for the floor. This data included the workers directly involved in production (operators + helpers), the output in terms of pieces each day, work hours & standard allowed minutes for the products studied. This data was then worked upon to find out the average efficiency percentage over a the period for which the data has been collected and subsequently arriving at the efficiency gap. Result: Efficiency Gap: 53%
  31. 31. PEPGI: Promoting Employment & Productivity in Garment Industry Sewing Room - Efficiency Gap Date Unit Line no. 1-Oct-2013 2-Oct-2013 3-Oct-2013 4-Oct-2013 5-Oct-2013 6-Oct-2013 7-Oct-2013 8-Oct-2013 9-Oct-2013 10-Oct-2013 11-Oct-2013 12-Oct-2013 13-Oct-2013 14-Oct-2013 15-Oct-2013 16-Oct-2013 17-Oct-2013 18-Oct-2013 19-Oct-2013 20-Oct-2013 21-Oct-2013 22-Oct-2013 23-Oct-2013 24-Oct-2013 25-Oct-2013 26-Oct-2013 27-Oct-2013 28-Oct-2013 29-Oct-2013 30-Oct-2013 31-Oct-2013 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 Average No. of Average No. operators of helpers Style no. Output Jade Grey Jade Grey Jade Grey Black Jade Grey Black Jade Grey Black 1000 1050 900 1000 800 50 53 55 51 52 20 21 16 18 23 7 8 8 9 9 Julia Black Julia Black Julia Black Julia Black Jade Black Jade Black 800 700 1000 1000 1100 1000 54 54 52 52 52 49 17 17 22 22 26 22 5 5 8 7 8 6 Jade Black 1200 54 24 8 Jade Grey 0 42 13 8 Jade Black Jade Black Jade Black Jade Black Julia Dark Pink Julia Pink Jade Grey 850 750 300 800 1000 1000 53 53 56 54 53 49 25 19 24 27 18 23 6 8 8 9 9 8 Julia Pink Jade Grey Julia Pink Jade Grey Julia Pink Jade Grey 700 1000 200 47 51 50 22 24 24 9 9 8 Avarage Month of Octuber Checker Total workers Available minutes SAM of the style Minutes produced Efficiency % Efficiency Gap % 8 8 8 8 8 36960 39360 37920 37440 40320 21.7 21.7 21.7 21.7 21.7 21700 22785 19530 21700 17360 58.71 57.89 51.50 57.96 43.06 41.29 42.11 48.50 42.04 56.94 8 8 8 8 8 8 36480 36480 39360 38880 41280 36960 22.7 22.7 22.7 22.7 21.7 21.7 18160 15890 22700 22700 23870 21700 49.78 43.56 57.67 58.38 57.82 58.71 50.22 56.44 42.33 41.62 42.18 41.29 8 41280 21.7 26040 63.08 36.92 8 30240 21.7 0 0.00 100.00 8 8 8 8 8 8 40320 38400 42240 43200 38400 38400 21.7 21.7 21.7 21.7 22.7 22.7 18445 16275 6510 17360 22700 22700 45.75 42.38 15.41 40.19 59.11 59.11 54.25 57.62 84.59 59.81 40.89 40.89 8 8 8 37440 40320 39360 22.7 22.7 22.7 15890 22700 4540 42.44 56.30 11.53 57.56 43.70 88.47 46.83 53.17 Working Hr 77 82 79 78 84 Sunday 76 76 82 81 86 77 Sunday 86 Eid Holydays Eid Holydays Eid Holydays Eid Holydays 63 Sunday 84 80 88 90 80 80 Sunday 78 84 82
  32. 32. PEPGI: Promoting Employment & Productivity in Garment Industry Sewing Room - Efficiency Gap Usual reasons identified for Efficiency gap:     No proper method of doing time study being followed. Improper line balancing causing unnecessary movement and delay in WIP. Excessive and uncontrolled movement of operators. No monitoring and assessment of Off standard and On Standard time losses.
  33. 33. PEPGI: Promoting Employment & Productivity in Garment Industry Sewing Room - Efficiency Gap On Standard time losses. Delay in WIP
  34. 34. PEPGI: Promoting Employment & Productivity in Garment Industry Sewing Room - Efficiency Gap Recommendations to fill the Efficiency gap:      Proper time studies should be conducted to fix realistic SAM. Targets to be revised as per the revised SAM and verified by IE Dept Operation Bulletin to be used for Line balancing. Reduce and control movement of operators. Reduce Off standards and On Standard time losses.
  35. 35. PEPGI: Promoting Employment & Productivity in Garment Industry General Observations The factory has product profile and sewing lines run on salary system of payment.  Skill level of the sewing operators are average but they lack consistency in performance.  Industrial Engineering Department does exist, however, the discrepancies in the calculation of SMVs needs to convert SAM.  SMVs given by the IE dept. were found to be rather loose.  During the style change taking too much time lose.
  36. 36. PEPGI: Promoting Employment & Productivity in Garment Industry Recommendations      SAMs for all the operations need to be calculated as per the standard method. Operation Bulletin to be prepared based on the SAM thus calculated, to work out the revised targets. Operation Bulletin to include SAM based details of operation sequence, machine required, manpower required, attachment required etc. Line balancing to be done through time studies Skill matrix should be prepared for all the workers and should be used in line manning to achieve optimum skill utilization.
  37. 37. PEPGI: Promoting Employment & Productivity in Garment Industry Recommendations  Start recording the machine off-standard time and analysis of the same, to work upon preventive measures (preventive maintenance)  Work-aids and attachments should be extensively used at various operations to facilitate smoother pickup, dispose, and to reduce the handling time of operators. E.g. Front & side table extensions, pickup & disposal stands etc. This also reduces helpers within the Sewing Line.
  38. 38. PEPGI: Promoting Employment & Productivity in Garment Industry General Observation Movement Of Garments Parts Long movement of garment Front bundle move to pairing table Use three supervisors (Front, Back, Assembly) A ssambly sectIon Side Table Back Section Side Table Front Section Side Table Machine Machine Checking Table Machine Machime Machine Machine Machine Machime Machine Machine Pairing Table Checking Table Machine Machime Machine Machine Machine Machime Machine Machine Checking Table Machine Machime Machine Machine Machine Machime Machine Machine LIne No. 5 Press Table
  39. 39. PEPGI: Promoting Employment & Productivity in Garment Industry Suggestion Movement Of Garments Parts Short movement of garment Front bundle automatically move to pairing table Use two supervisors one for(Front & Back), Second for (Assembly) Machine Machine Machine Press Table Machime Machine Machine Machine Machine Machine Machime Machine Machine Machine Machine Machime Machine Checking Table Pairing Table Front Section Side Table Machine Machine Machime Machine Machine Checking Table Assambly section Side Table Machime Machine Checking Table Pairing Table Machine Machine Machime Machine Machine Checking Table LIneNo. 5
  40. 40. PEPGI: Promoting Employment & Productivity in Garment Industry IE Activities
  41. 41. PEPGI: Promoting Employment & Productivity in Garment Industry IE - Pre Production Activities A. Preproduction stage  Review production planning with the production department.  Make Operation Bulletin.  Suggest construction changes on the basis of use of folders/ production feasibility/ machines availability/ proposed machine requirement / Test requirements.  Provide the list of machines/ folders / attachments/ work aids required to the maintenance department.  Follow up for machines / folders/ attachments/ work aids availability with production department/ maintenance department and making adjustment in case of non availability.
  42. 42. PEPGI: Promoting Employment & Productivity in Garment Industry IE OTHER ACTIVITIES B. Production Run  Confirm Operation Bulletin (SAMs) /Machine Requirement.  Ensure machine layout / method as per plan and operation bulletin  Assign targets as determined by the Operation Bulletin.  Monitor WIP and help supervisors in Line Management (Balancing).  Identify low performing operators and send for retraining if required.  Review output and order status with production department every day to make adjustments.  Record daily outputs and calculate minutes produced.  Monitor Floor Efficiency levels.
  43. 43. PEPGI: Promoting Employment & Productivity in Garment Industry IE OTHER ACTIVITIES C. Other Activities  Maintain Database for all styles in terms of SAMs, machines, folders and work aids used.  Maintain skill matrix for all the operators coming out of the training centre to utilize their skills in a better way.  Monitor target monitoring boards to keep an eye on line and floor efficiency.  Maintain thread consumption database  Maintain and enhance the housekeeping, safety and layout of the factory to meet the compliance requirements.
  44. 44. PEPGI: Promoting Employment & Productivity in Garment Industry IE - Activity Schedule I.E. Activity Schedule.xls S. No. 1 Industrial Engineering Activities (Guidelines): 2 Make Operation Bulletin (OB) for the style Machine Calculation & planning machine layout as per planned target in the OB 3 Suggest construction changes on the basis of following: 4 *Use of folders and attachments 5 *Production feasibility 6 *Machine availability 7 8 *Proposed machine requirement Monitor WIP and help supervisors in line management (Balancing) (Bundle tracking form) 9 Conduct method study and time study after setting line 10 Review methods, SAMs and OB(Revise if required) 11 Start measuring off standard times- (machine breakdown, low WIP etc) 12 Improve operator efficiency/ line efficiency-(Bi-Hourly reports) Identify low performing operators and send them for training- (operator 13 monitoring board) 14 Create and maintain skill matrix for operators working in sewing 15 Daily floor report Maintain and enhance th house keeping (5-S), safety and layout of the 16 factory to meet the compliance requirements 17 Order Completion report 18 Follow up & Control all activities Responsibility/ Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10 Assistance Artistic Apparel Team/ MTs Artistic Apparel Team/ MTs Artistic Apparel Team/ MTs Artistic Apparel Team/ MTs Artistic Apparel Team/ MTs Artistic Apparel Team/ MTs Artistic Apparel Team/ MTs Artistic Apparel Team/ MTs Artistic Apparel Team/ MTs Artistic Apparel Team/ MTs Artistic Apparel Team/ MTs Artistic Apparel Team/ MTs Artistic Apparel Team/ MTs Artistic Apparel Team/ MTs Artistic Apparel Team/ MTs Artistic Apparel Team/ MTs Artistic Apparel Team/ MTs Artistic Apparel Team/ MTs NOTE: A particular activites once started should be maintained thereafter on a dail y basis. The schedule is tentative and subject to change if required.
  45. 45. PEPGI: Promoting Employment & Productivity in Garment Industry IE - Follow up schedule S.No. Activity I.E. Follow up Schedule..xls Performed by 1 Presentation on Consulting Guideline Core Team Formation of the Participating Factory Handing over of the guidelines Study of the guidelines First Meeting for Clarification of concepts on points asked by core team 5 6 7 8 9 10 Participating Company 5 4 Technopak 4 3 Participating Company 3 2 Technopak & UNDP 2 Weeks 1 6 7 8 9 10 11 12 13 14 15 Technopak / Participating Company Participating Company's Implementation of system and Formats Core team Second Meeting for Clarification of concepts on points asked by core Technopak / team Participating Company Participating Company's Implementation of system and Formats Core team Technopak / Third Meeting for Clarification of concepts on points asked by core team Participating Company 's core Participating Company's Implementation of system and Formats Core team Technopak / Forth Meeting for Clarification of concepts on points asked by core team Participating Company's Core Team Participating Company's Implementation of the system and Formats Core team Technopak / Fifth Meeting for Clarification of concepts on points asked by core team Participating Company Core Team Participating Company's Implementation of the system and Formats Core team Technopak / Sixth Meeting for Clarification of concepts on points asked by core team Participating Company Core Team Participating Company's Implementation of the system and Formats Core team Technopak / Final Meeting for Clarification of concepts on points asked by core team Participating Company Core Team Technopak Participating company's core team 1 Hr Meeting 1 Hr. Review 1 Hr. Review 1 Hr. Review 1 Hr. Review 1 Hr. Review 1 Hr. Review
  46. 46. PEPGI: Promoting Employment & Productivity in Garment Industry Activities Already Started      SAM calculations of all styles for Line # 5. Capacity studies Utilization studies Method studies Efficiency calculations
  47. 47. PEPGI: Promoting Employment & Productivity in Garment Industry Thank You

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