NORTH SOUTH UNIVERSITY
COURSE: MGT 314 Team Project Pro ject Section: 2
P R E PA R E D B Y : THE
Strategist
Oeshwik Ahmed
ID.0910923530
Md.Osman Goni
ID.1030927030
Sourav Shuvro Saha
ID.1110443030
Maha Ahmed
ID.1120788030
Sara Seraj
ID.1230907030
Acknowledgement
First and foremost, we would like to thank to our supervisor of this project, Adeyl Khan for the valuable guidance and advice. He inspired us greatly to work in this project. His willingness to motivate us contributed tremendously to our project. We also would like to thank him for showing us some example that related to the topic of our project. We also acknowledge that the whole report has been done by us and no part has been infringed. Various information‟s have been taken from various research websites and has been cited in the bibliography. Finally, an honorable mention goes to our families and friends for their understandings and supports on us in completing this project. Without helps of the particular that mentioned above, we would face many difficulties while doing this.
Thanking Here, Oeshwik Ahmed Md.Osman Goni Sourav Shuvro Saha Maha Ahmed Sara Seraj
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DECLARATION
I hereby declare that the project work entitled “[PRODUCTION MANAGEMENT MGT - 314]”submitted to the [North South University], is a record of an original work done by me under the guidance of [Giusuddin Ahmed ]
Faculty Member,[Adeyl Khan(Ayn) ] School Of Business , and this project work has not performed the basis for the award of any an y Degree or diploma.
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Giusuddin Ahmed Production Supervisor That’s It sweater l imited
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Executive Summery
In this report, That‟s it sweater ltd‟s Operation has been focused. We first went to the company, to get the basic idea. There we got the very basic idea of their Operation and Operation Management; how did they manage their operation and how they are plan for the operation. On that report we are going in depth their operation. First we selected 10 critical operations, then analysis one critical operation that we want to improve. In a sequence there are many process required for an operation. To selection a critical operation we are giving some kind of idea how we are going to improve their operation and if they improve their operation how they get in Benefited. This Th is is our unlimited focus on that project.
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Introduction One big name of Country‟s garment sector is Ha-meem Ha-meem Group .The yearly turnover of this group is 350 million Dollars. It produces 40 lacks cloths in every month. It has 15 woven wov en factories in six different area of the Dhaka city and that has more than 12,500 machines. Approximately more than 30,000 workers work there. That‟s It sweaters limited is the largest sweater manufacturing manufacturing unit of Ha-meem Group. Its situated in Gazipur .Its .Its owned by the famous Businessman A.K. Azad. They produce sweaters for famous companies like H & M, JC Penny, P enny, GAP etc.
Critical operations Ten Critical operations of That‟s It It sweaters are given below: 1. Import thread
The Operations starts from here .First they import the thread .Unload it from the trucks and send them to the quality control department for the qu ality check. 2. Quality Control
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Quality control unit checks the quality of the threads, since threads are the basic materials of the sweater, it‟s very it‟s very important to have the proper quality threads. After the green signal from QC department, these threads are forwarded to the winding unit. 3. Winding
Winding units works with these threads .They have both small and large machines which are automated.
4. Knitting and Linking
Knitting is the most important and largest unit of That‟s It sweaters swe aters Limited. Knitting unit produces all the parts p arts of a sweater .They have h ave 4000 40 00 knitting machines, recently they introduced automated jacquard knitting machines. This is four times faster than manually operated knitting machines. However the knitting unit is still dominated by manually operated knitting machines as they are labor intensive. Linking department works with the parts of sweaters produced by knitting unit. They merge the parts and complete a sweater. 5. Trimming
Trimming unit cut the excess edges of the sweaters. 6. Lighting
Lighting department Checks the ready sweaters to see whether these sweaters have any defects or not. If they find any defect then they directly send it to the mending department for the repair and if the product is okay, they forward it to the washing unit. 7. Mending
Mending unit works with the defected sweaters examined by lighting unit, they repair the sweater and send them back to the lighting unit again for the re-check. 8. Washer and Dryer 6|Page
When a sweater gets certified by lighting unit, it goes directly to washer and dryer unit. Here the sweater gets washed by maintaining international standard and after that they dry the sweater via drying machine. 9. Ironing
Ironing unit iron the sweaters and make them ready for packaging.
10. Packaging
The very last operation of That‟s It sweaters. Here sweaters. Here the sweaters get packaged under the name of the selected buyer and loaded to the trucks for sending them to the port Those were the 10 most Critical operations of That‟s It Sweaters. Sweate rs. Our star critical operation is
Knitting and Linking
Three Support for the improvement needed
1. It is a bottleneck operation since production capacity in the linking department exceeds the production capacity in knitting department. 2. The efficiency in terms of time of the entire process of making sweater depends on the operation of Knitting and linking unit 3. The utilization of the resources (e.g. raw materials, labor) depends on the operation of Knitting and linking unit.
Three Support of it being Critical
1. Process layout Breakdown 2. How a sweater will be made, how fast the sweater will be completed; all these depend on the knitting and linking unit.
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3. It requires a robust operation system that include human and machine both used very intensively
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Ten ways to improve the operation
1. Adjusting the capacity of Linking unit
By Downsizing the capacity of linking unit, we can adjust the capacity of linking unit with the knitting unit. Linking unit needs less time to merge the sweater parts together rather than Knitting unit in knitting those sweater parts. In That‟s It sweater sw eater factory they have 1400 linking machines and most of them often gets a 2 hours day off, due to the less supply from knitting unit.
2. Increase the capacity of the knitting unit Knitting unit has 4000 manual machines and 50 automated jacquard machines, this capacity can’t supply enough materials to the linking unit to keep them into work for the full time. So in order to remove this problem, knitting unit needs higher capacity, which will result into higher output. If we transfer some workers to the knitting unit, then t he output rate of the knitting unit will increase which will help the linking unit to achieve the higher efficiency.
3. Automated machines for knitting unit
New technologies are available av ailable now and it‟s proven it‟s proven that automated machines are more efficient than manual machines. The automated jacquard machines can work four times faster than manual machines. That‟s That‟s it Sweaters Limited still using the old manual machineries in large extent. In this competitive industry we must bring automated machines more into the operation.
4. Use of Computer Integrated manufacturing
Computer integrated manufacturing created a new era in the field of production management. It refers to the use of computers in process control. We can use CIM in both knitting and linking unit in order to boost up and an d synchronize the speed of the process of these units.
5. Use of RFID 8|Page
RFID means Radio frequency identification. Management can use the RFID technology to maintain the work-in-process inventory and track movements of the semi-finished goods between linking and knitting unit which again is a suggested method for synchronizing the departments in order increase efficiency and reduce delay.
6. Movable lifts
Management can introduce movable lifts among departments to enable fast movements of inventory. Thus will reduce significant time and reduce handling.
7. Process auditing
Regular process auditing to search for bottleneck operations and process that could be improved. Thus the efficiency of various operations can be increased to a large extent.
8. Training Program
Labors are the heart of the operations, they play a vital role. Most of the labors are semi skilled and unskilled, unaware of new techniques and machineries. Management can introduce regular training program, in such a way labors will be more skilled and their output rate will increase and thus the operation will be improved and efficient.
9. Introduction of labor incentives to motivate labor
Labor incentives motivate the labors and that results in higher productivity. Incentives like „ best best performer of the month‟ month‟ award, „maximum production of the day‟ bonus day‟ bonus can be introduced
10. Quality Control and monitoring Team
For all of the process management can hire a team of specialist whose duty is only to observe the whole process of linking and knitting. The whole process of quality and productivity level will definitely increase under the observation of a specialist team.
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Because the team knows which thing has to be done where. In any critical circumstances they can handle the situation so that the process wouldn‟t be wouldn‟t be hampered. An expert opinion is always important for any production and procession process. They can also set a benchmark of what type of quality they need and check the process if the quality is standards are being met. If not, they can adjust the process accordingly in order to achieve their benchmarked standard.
Comprehensive solution
The critical process of Linking and knitting requires to be synchronized in order for the entire operation of making sweaters to be efficient. For the achievement of such objective we believe at the very beginning we should buy more automated machines and start training our employee about using those machines in order to increase the capacity of knitting department. Simultaneously we should also set up a Quality Control and monitoring team which will be responsible for the overseeing of the entire operation and management/ supervision at the floor level. Furthermore we should introduce a system of movable lift among the departments which will reduce the time for handling. After all this we should introduce a system of bonus for the best performing employees. All these solutions are targeted at reducing the time wastage between departments and increasing capacity and ultimately synchronizing both departments. The expected solution should take place in the year 2013 between the months of January to September, detailed time line is provided in Appendix C.
Conclusion The whole project gave us a significant idea on the operation management of the That‟s It Sweater Limited With the completion completion of the report report we were not only able to fulfill fulfill the course requirement but also get a practical experience of the lessons taught by our faculty throughout the semester. We were able to explore various problems of the company and at the same time come up with various solutions. With its completion we can proudly conclude that all our efforts and time spent behind the report was worth it.
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Appendix A
Operation Department Basic Operation department for producing Particle Board are as follows:
Production Department
Maintenance
Procurement
Quality Control
Department
Department
Department
Scope of Function of Operation Manager The scope of operations manager ranges across th e organization. Operations manager are involved in product and service design, process selection, selection and management of technology, design of work systems, location planning, facilities planning, and quality improvement of the organization‟s products or services. The operations function includes many interrelated activities, such as forecasting, capacity planning, scheduling, managing inventories, assuring quality, motivating employees, deciding where to locate facilities, and more. In a Particle furniture most of the activities performed by mana ger and employees fall into the realm of operations management: Forecasting Such things as product demand b y consumer, availability of raw material, weather condition (Moisture in weather) etc. Capacity planning, Take right decision when to increase price of raw material or decrease.
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Scheduling The production and for routine maintenance; scheduling of labor attendants; and scheduling of raw material receiving. Managing inventories Managing inventories of such items as product, first-aid equipment, raw material, maintenance equipment etc. Assuring quality Assuring quality is the first because it is impossible to produce good furniture without good quality board.. Motivating and training employees in all phases of operations.
Locating facilities According to managers‟ decisions on which purpose boards are producing for for, where to locate maintenance facilities, and where to locate major and minor breakdown. Appendix B
Winding
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Linking
Lighting
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Washing & Drying
Ironing
Appendix 3 Timeline Operation
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUG
SEPT
1
A 2 B C3 D4 5 E
1
Purchase of Automated Jacquard Machines Training of Employees 3 Assembling Quality control team 4 Moveable lifts 5 Introduction of motivation packages for employees 2
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References www.iteach.com www.mc-growhills .com
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