New Melk - 2

INTERN SHIP REPORT @ASBM INDUSTRIAL PLC.
2016
WOLKITE UNIVERSITY
COLLEGE OF ENGINEERING AND TECHNOGY
DEPART MENT OF GARMENT ENGINEERING
ASBM INDUSTRYIAL PLC INTERNSHIP PROJECT
NAME MELKIE ERKYHUN ID NO ENGR/261/05

SUB DATE 07/02/09
ADIVISSER NAME LIOUL MEKONENN
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PREPERED BY MELKIE ERKYHUN
ID NO /ENGR/261/05
INTERN SHIP REPORT @ASBM INDUSTRIAL PLC. 2016
DECLARATION
my name is melkie I’m fourth year garment engineering student. I have completed
my internship preprogram ASBM industry PLC. This factory placed on 37 km from
Addis Ababa in oromiya region at bake woreda around sendafa. of internship
program is four month.
My adviser name is Lioul Mekonnen and he approved my work by selecting my

project title and when I finished he checked my work. During my internship I was
communicating with my company supervisor Dagim Arefiyne and Lioul Mekonnen .
STUDENT NAME
MELKIE ERKYHUN signature

_________ _________
date
ADVISER NAME
LIOUL MEKONNEN ________ signature

________ date
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ACKNOWLEDGENT
I am glad to say thanks for Mr. DAGIM AREFEAYINE (factory adviser) and Mr.
Lioul Mekonnen (academic adviser). They have played a big contribution on the
whole successful completion of my internship program. They help me by directing
me the responsible people’s who I shall be meet, They tell me important references
and gave me some printed materials which support s me in my completion of the four
month internship program.
Especially thanks for ASBM industry employers and Areda Batu they give me
different material and share idea.
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EXCUTIVE SUMMERY
This internship report written on ASBM industrial plc. It has three main chapters and
some recommendations.
CAHPTER ONE: is about the background of my hoisting company. Brief history of

the company; its vision, mission, main products of the company .suppliers, customers,
machineries and utilities and other important information are included.
CHAPTER TWO; discuss about my project which I have done on productivity

improvement. Contains project title, project statement, objective of the project,
methodology, identified problems their solutions, conclusion and recommendations.
CHAPTER TREE: contains the benefits I have gained from my internship program.
Finally, there are recommendations which I endorsed to the company and the
references that I used are written at the end of this report
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ASBM INDUSTRYIAL PLC
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Table of Contents
DECLARATION .................................................................................................................................................i
ACKNOWLEDGENT........................................................................................................................................ iii
EXCUTIVE SUMMERY .................................................................................................................................... iv
1.1 BACK GROUND OF THE COMPANY ..............................................................................................1
1.1.2 VISION OF THE COMPANY ....................................................................................................................1
1.1.3 MISSION OF THE COMPANY .................................................................................................................1
1.2.1 OBJECTIVE OF THE COMPANY ..............................................................................................................2
1.2.2 WORK FORCE OF THE COMPANY CURRENTLY THE COMPANY HAS.....................................................2
1.3 ORGANIZATIONAL STRUCTURES .............................................................................................................3
1.3.1 FACTORY STRUCTURE ...........................................................................................................................4
1.3.2 SOME RESPONSIBILITY OF FUNCTIONAL AREA ....................................................................................5
1.3.2 .1 OTHER MAJOR DEPARTMENT OF THE COMPANY ...............................................................6
1.4.2 PRODUCT VARITY OF THE COMPANY ...................................................................................................9
1.5 MAJOR CUSTOMER OF ASBM INDUSTRIAL PLC. PRODUCTS ............................................... 11
1.5.1 DESIGN AND PATTERN MAKING SECTION ......................................................................................... 11
1.5.2 PROBLEM OF DESIGN AND PATTERN MAKING .................................................................... 13
1.5.3 Solution of problem ........................................................................................................................... 13
1.6 SPREADING AND CUTTING DEPARTMENT ................................................................................ 14
1.6.2 PROBLEM IN CUTTING DEPARTMENT ..................................................................................... 15

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1.7 SEWING DEPARTMENT ................................................................................................................. 16
1.7.2 Process flow chart of sewing section ................................................................................................ 17
1.7.3 PROBLEM OF SEWING SECTION ................................................................................................ 17
1.7.4 SOLUTION OF THE PROBLEM .......................................................................................................1
1.7.5 Finishing section...................................................................................................................................1
1.7.6 PRESSING ...........................................................................................................................................1
1.7.7 QUALITY CONTROL ........................................................................................................................2
CHAPTER TWO ......................................................................................................................... 3

2 PROJECT WORK ................................................................................................................... 3
2.1 PRODUCTIVITY IMPROVEMENT ONOVERALL ........................................................................ 3
INTRDUCTION OF PROJECT.......................................................................................................... 3
2.2.1 TIME DUE TO REWORK .............................................................................................. 10
2.2.3 SOLOUTION OF THE ABOVE DATA.......................................................................... 11
2.2.4 OPRATION BREACK DOWN OF OVER ALL ..................................................................... 17
CHAPTER THREE..................................................................................................................... 21
3.1 BENEFIT THIS INTERNSHIP ............................................................................................... 21
3.2 IMPROVE THERORTICALL KNOWLEDGE ............................................................. 22
3.3 INDUSTERY PROBLEM SOLVING SKILL ................................................................ 22
3.4 INTERPERSONAL COMUNICATION SKILL ............................................................ 23
3.5 WORK ETHICS AND INDUSTERY PSYCOLOGY .................................................... 23
3.6 CONCLUSION ............................................................................................................... 24
3.7 RECOMMNDTIONs ...................................................................................................... 24
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1 CHPAETR ONE
1.1 BACK GROUND OF THE COMPANY
ASBM industrial plc is a family owned private company and managed by Ethiopian
entrepreneurs it is located in Or Omiya region at the north east away From A.A.it is
1located 37 km from Addis Ababa in oromiya region at bake woreda around
sendafa.on the mid way and occupies a total area of 16000 square meters.
The company has legally registered and established as business firm in the year of 2000
under Ethiopian commercial code by visionary young and dynamic Ethiopian enter
premergers family in the year of 2006 under the commercial lows of the federal
republic of Ethiopia
1.1.2 VISION OF THE COMPANY

To be leading supplier of on title sector to satisfy the every grwoing domestic and
foreign demand through quality product at competitive price.
1.1.3 MISSION OF THE COMPANY
To a measure competitive on the sector by creating productive and well trend human
resource along with cop rational responsibility.
Values of the company

 Determine how we treat our clients, and partners. They define who we do our
job. It also helps us to work together in the most effective way.
 Integrity
 Committed
Quality product
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 Team work is our culture

 giving proper consideration for our environment
1.2 STRATEGY OF THE COMPANY
 Develop a strong customer relationship.

 Engage in continuous product development endeavors.
 Device and implement methods of reducing cost of production with out affecting
quality of product.
 Provide continuous personal training and capacity building.
 Focus on both local and national market.
1.2.1 OBJECTIVE OF THE COMPANY

 To produce light quality wearing apparel that can compete in the national market.
 To generate responsible To attract capital and technological how
 To generate responsible project.
1.2.2 WORK FORCE OF THE COMPANY CURRENTLY THE COMPANY HAS

 Cutting =11
 Sewing =160
 Super visor =22
 Quality =11
 Production manager =1
 Production helper =2
 Ironing =10
 Packing =11
 Trimming =17
 Sampling=6
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 Maintenance=6
 Security=8
 Secretary =2
 Marketing=3
 Merchandising=2
 Finance =2
 Electrician=2
 Car driver =6
 Adviser=4
 Total = 286
1.3 ORGANIZATIONAL STRUCTURES

ADMINISTRATION STRACTURE
Managing Director
External Advisor Office Assistant

External Advisor
nce
Marketing Head Finance & Admin Factory Manager
Export Division Local Mkt Division Support Team Driver/ Janit.O
Out let sales Field

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1.3.1 FACTORY STRUCTURE
FACTORY MANAGER
Secretary
Personnel
General Service
D/Plant
G/Plant K/Plant Store Head
Q/supervis
or Knitted head
Knitted
Lab head
Woven P/manag
Q/supervis
P/manag er
or
er
P/supervis Quality supervisor

P/supervis or
Designer Designer
or
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1.3.2 SOME RESPONSIBILITY OF FUNCTIONAL AREA

1 General Manager: controls the overall activates of the company.
2 Human resource dep’t (HR): control promotions, annuals and discipline of community
in the company.
3 Supplydep’t: purchasing of material depending up on department and distribution

demand.
4- Finance dep’t: controls and supply payment customer tolerance cost analysis.
5- Design division: design d/t type of clothes based on customer needs.
6- Maintenance dep’t: controls over all activity actives and managing the maintenance
cycle.
7- Production manager: This is an area where cutting, sewing, finishing and printing d/t
designs on garment are controlled.
8 Quality control: consoles the quality product of the company
9- Knitting manager: it evaluates customer sample, determine fabric width, and identify
finished GSM, m/c gauge, no of needle per inch.
10- Dyeing & finishing manager: controls dyeing and finishing quality like color
variation. 11- Marketing Department: controls goals and study cost/price of production
12- General service Dep’t: given transport service, cleanliness and gardening of the
company.
13- Personnel division: checking workers activates, maximum once a month.
14- Cost Budget: set cost if you to sell any material control in put & output material.
15- Pattern & designer: is the most important, works designing, changing design in to
pattern, marker planning, and marker making.
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1.3.2 .1 OTHER MAJOR DEPARTMENT OF THE COMPANY

1) Knitting Department
-the company knitting machine comprises 4 circular knitting machine from japan (
baiyuan), 3 circular knitting machine which produce single jersey and their derivatives
with 34”, 30”, 30”dimetr and 24, 20, 20 gauges, one machine which produce rib with 26”
diameter and 18 gauges. the factory use these imported machines to produce single jersey
knitted & rib knitted fabrics of different structure summing up 916 to 1036 kg of grey
fabric production per day
Fig-1
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2). Dyeing
Now it’s under installation phase and this plant comprises the latest laboratory
equipment’s and HPHT dyeing machines and color kitchen the HPHT
machine can dye knitted fabrics ,made of 100% cotton also under the
installation drying machine boiler and calendaring machine are included
fig-2
Responsibilities of store keeper

 Receiving goods by material packing list..
 Checking in and out of materials and controlling balance of row materials and
spare parts.
 Issuing of cutting room and other internal departments requirement.
 Auditing of materials as per requirement monthly, yearly, and final audit.
 Documentation of requesting formats.
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Fig-3
1.4 MATERIAL INPUTS OF THE FACTORY
• Button
• Sewing thread
• Care label
• Size label
• Thread
• Woven fabric
• Hunger
• Zipper
• Main label
1.4.1 ASBM industrial plc. Major Business partners
• Mea Textile
• Al-sar Industry
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• sigendema Textile
• Adana spinning
1.4.2 PRODUCT VARITY OF THE COMPANY

Currently under existing technological and human resource capacity of the factory it is
apparent that it have the capacity of producing quite plenty and wide range of product
items in various design, style, and color referenc
with different fabric material and 100% cotton fabric

material.
Fig-4
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Fig
Knitted category
• Polo- shirts
• T – Shirt
• Women’s - Top
• Kids ware, etc
Woven category
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• Institution uniform
• Over all
• Over coat
• Beep trouser and jacket
• Trousers and shirts, etc
1.5 MAJOR CUSTOMER OF ASBM INDUSTRIAL PLC. PRODUCTS

Just to mention only local customers some of their accredited and regular customer &
they are
 Ethiopia electric power corporation

 Ethiopian greater run.
 Hen ken beer (hearer barware S .C
 Midro c technology group
 Derba cement
 Awash Bank
 Federal police
 UNCEF
 oil Libya
 Tendhao sugar factory
 EAST African bottling SC (coca cola )
 world vision
1.5.1 DESIGN AND PATTERN MAKING SECTION
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fig 2
In this section designing and patterns are made manually without any support of
computer aided designing and also without any marker making software. In this section
only one designer, pattern maker and also sample maker performs those tasks.
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Fig 3
1.5.2 PROBLEM OF DESIGN AND PATTERN MAKING

• Time waste
• Low quality
• Unfitted garment
• Lose of customer
• Low productivity
• Fabric waste
1.5.3 Solution of problem

 Use CAD
 Use CAM
 Use Leuctra
Tools of pattern making
• Working table
• Paper
• Pencil
• Rubber
• Meter
• Shear
• French curv
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1.6 SPREADING AND CUTTING DEPARTMENT

Spreading is the process of super imposing lengths of fabric on a spreading table cutting
table, or specifically designed surface in preparation for the cutting process spreaders are
required to lay up the fabric tension free. Hand spreading (Manual) Method is used to
spread the fabric, thus two people runs from sides of the table holding one end of the
fabric
Cutting After spreading of fabric, cutting operation is performed .This fabric cutting is
done in cutting section .Incorrect cutting can make varies garment faults.
In this section fabric cutting is done by the following methods and there are two (2) full
size cutting table
Manually operated powered knife method In this method cutting operation done by
using knife, here knife is
placed in
the side of the cutting machine it is the most used ASBMindustrial PLC for cutting
fabrics
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41.6.1 PROCESS FLOW CHART OF FABRIC CUTTING
Marker making
Spreading
Marker placing at the to
Fabric cutting
Sorting
Numbering and ticketing
Bundling
Forward to sewing department
Tools of in cutting department
• Straight knife
• Scissor
• Rib cutter
• Band knife
1.6.2 PROBLEM IN CUTTING DEPARTMENT

 Fabric wastage is high
 Time wastage
 Low quality
 High lubber consuming
Solution of the problem
 Use fabric inspection machine

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 Use spreader machine

 Use notched
 Use driller
 Use end cutter
1.7 SEWING DEPARTMENT

In this section has sex 6 line with a total of 200 machines. Among those 2 line are idle,
There are different varieties including: single and three thread ,four and five thread over
lock machines, flat lock and different specialized machines top fuse ,collar, cuff and
pocket form and processing devices ,and button fastening machines etc. .In this
department contain the most complex activity of the garment manufacturing
Machine brand Number

Juki 47
Mareew 29
Perotx 25
Cover stitch 22
4OL 50
5OL 15
TOTAL 188
Special machine
Machine name Number

Button attach 3
Button hole 3
Looper 2
TOTAL MACHINE 200
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Fig5 1.7.1 LAY OUT OF SEWING ROOM
1.7.2 Process flow chart of sewing section
Design /sketch Pattern Sample making
Design
Marker making Grading Production pattern
Spreading Cutting Sewing/Assemblin

Sorting /Bundling
g
Pressing/finishing Inspection
Final
Inspection
Packing Dispatch
1.7.3 PROBLEM OF SEWING SECTION
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 Back tracking  Time consume

 Low quality  High material handling
 Low productivity  High movement
 Line in not balance
1.7.4 SOLUTION OF THE PROBLEM

 Set machine properly  Motivation operator
 Balance line  Maintain machine
 Train operator
1.7.5 Finishing section

In this section the assembled garment are processed for better, handling, and better
appearance of the garment.
It is the final output of garment prepare for packaging. In this department ironing and
packing operation are carried out. It is the final output of garment prepare for packaging.
For the purpose of making a proper packing from part of work wear are ironed in this
section. An operator in this department insert pin the folded garment in the invisible place
of bags. It is the final output of garment prepare for packaging Ironing, the assemble
garment and trimming the threads, folding and packing the garment in to ploy bag, is
done in this section ,in this section pressing is done manually by ironing machine
1.7.6 PRESSING
Finishing and pressing are two processes which have the greatest influence on the
finished look of a garment. Fusing creates the foundation and pressing puts the final
seal of quality on the garment.
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Fig 6
Packing
Most garments are packed in plastic bags, either at the end of production or when they
enter the finished goods store. Products like over coat and overall (tuta)
1.7.7 QUALITY CONTROL

In sewing area there are two line inspection Inline and off line inspection. Inline
inspection is before garment making random inspection inside sewing area; off line
inspection is 100% inspection after garment production out sewing are consisting from
end line quality controller in sewing area and finishing
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CHAPTER TWO
2 PROJECT WORK
2.1 PRODUCTIVITY IMPROVEMENT ON OVERALL based on employee
INTRDUCTION OF PROJECT
This project is done on the productivity improvement; more focus on overall in ASBM
industrial plc. Us we know lot of industry loses productivity, due to deferent reason
such as skill of operator is low, less understandition of owner, imbalance of line,
absence of operator ,incorrect operation break down ,unnecessary movement etc
Asbm produce different types of product like T-shirt, polo shirt, trouser, over coat,
overall, babies wear etc. but it is not productive. To a measure competitive on the
sector by creating productive and well trend human resource along with cop rational
responsibility.
2.2 STATEMENT OF THE PR0BLEM.
I have see lots of problem in asbm industry plc for example there is operator migration
is main problem in asbm company, imbalance of line ,in correct SAM, bad operation
breakdown , low productivity etc. so I am working this project to solve this problem.
2.3 SIGNIFICANCE OF THE PROJECT
This project is very important for improve productivity .especially for the asbm garment
factory it has big role to improve their production and it is beneficial for owner,
employees, future researcher etc.
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2.4 SCOPE OF THE PROJECT
This project is dealing in garment production factory in improve productivity on over all
employee based. us we know there are so many reason decrease factory production
due to ,luck of skill operator ,operator migration ,low motivation employee and low
knowledge of owner. Etc so this project studies solution of above problems
2.5 GENERAL OBJECTIVE OF THE PROJECT
 Improve productivity on over all

 Specific objective of the project
 Improve productivity
 Motivation of employee
 Adding incentive for the employee
 Financial and non-financial incentive at Individual and group level
 Employee promotion
 Job design, job rotation and job enrichment
 Employee participation in decision making
 Personal development
2.6 METHODOLOGY
Data collection
To complete this project I used different mechanism Collect data direct observation and
indirect interview.
Another way informal interview (oral interview) are done for some responsible persons
who are engaged in the garment section .They are operators who perform the activities,
supervisors who supervises the operators and peoples in the management position
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During the internship program I collected data’s which related with this project by two
main methods;
I. Primary data collection
- Interview
- Observation
II. Secondary data collection
- Internet access
- Text book
References
Daily report
Progress board.
Observation on
In this project direct observation is used as a means to assess the techniques used in
documentation and production process. I was collecting data carefully by observing the
garment room from the cutting section to the finishing.
Interview
The design of the interviews was based on the project objectives Interview was the major
instrument I used in order to collect some information. First I prepare questions that
related with this project and I asked those questions to whom it concerned. Those persons
are.
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Line operator
Line supervisor
Factory head
Secretariat
2.7 LITERATURE REVIEW
What is productivity? from productivity soft copy
Is commonly defined as a ratio between the output volume and the volume of inputs. In
other words, it measures how efficiently production inputs, such as labor and capital, are
being used in an economy to produce a given level of output. Productivity is considered a
key source of economic growth and competitiveness and, as such, is basic statistical
information for many international comparisons and country performance assessments.
For example, productivity data are used to investigate the impact of product and labour
market regulations on economic performance. Productivity growth constitutes an
important element for modelling the productive capacity of economies. It also allows
analysts to determine capacity utilization, which in turn allows one to gauge the position
of economies in the business cycle and to forecast economic growth. In addition,
production capacity is used to assess demand and inflationary pressures. There are
different measures of productivity and the choice between them depends either on the
purpose of the productivity measurement and/or data availability. One of the most widely
used measures of productivity is Gross Domestic Product (GDP) per hour worked. This
measure captures the use of labor inputs better than just output per employee
Despite the progress and efforts in this area, the measurement of hours worked still
suffers from a number of statistical problems. Namely, different concepts and basic
statistical sources are used across countries, which can hinder international comparability.
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In principle, the measurement of labor inputs should also take into account differences in
workers’ educational attainment, skills and experience..
To take account of the role of capital inputs, an appropriate measure is the flow of
productive services that can be drawn from the cumulative stock of past investments
(such as machinery and equipment). The price of capital services per asset is measured as
their rental price. In principle the latter could be directly observed if markets existed for
all capital services. In practice.
Reference:-productivity Text Book
However, rental prices have to be imputed for most assets, using the implicit rent that
capital goods’ owners ‘pay’ to themselves (or the ‘user costs of capital’).
Unless noted otherwise, GDP refers to the total economy.
Productivity is about the effective and efficient use of all resources. Resources include
time, people, knowledge, information, finance, equipment, space, energy, material
2.8 DATA ANALYSIS
DON’T FOR GET ALL CALCULATION SHOWS LINE ONE
Factory production capacity in line 480min *28/49min=274piece per day or
one Operator per day = 274 piece /28=9pieceper day
Line per hour =37 overall per hour
Absenteeism =11%SMV =49
NO operator =28
Line capacity 274 piece per day
Operator per hour produce =37/28=1.3overall
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Working hour =8hr
LINE Efficiency=27%
2.9 TIME DUE TO ABSENTEEISM
Absenteeism is main problem contributing to low productivity; I am recorded and gather

some information about absenteeism, in this company so many operators are absent and
migrate to other place due to deferent reason. Absenteeism can have the great
contribution for productivity. Time wasted by absenteeism is totally 24 hour. The
following data were prepared form one line in two week. I am take average of
absenteeism.
Day Absenteeism Percent
1 5 17%
2 2 7%
3 3 10%
4 3 10%
5 4 14%
6 2 7%
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Fig 9
Total average absenteeism 11% or 3 operator
As explain In the above data one operator produce one overall per hour one
overall=280birr .so the factory lose three operator each day, these means when we change
to birr, 1*280=280birr*3=840birrlose per hourWhen change in to day 840*8=6720birr
lose in one day each line
Factory loses total birr in month 6720*26=174720birr lose
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Fig 10
2.2.1 TIME DUE TO REWORK

This is one of the main problems of the asbm companies. This cause reduction of
productivity of the garment industry, although there is a 100% quality inspector in sewing
floor, an excessive number of faults find their way into finishing. Operators make
mistake stitch like color variation, stitch skipping, improper stitch etc. I am collected one
week in four line average rework and explain below table
product Out Rework Percent Time taken for

No pout rework
per day
1 Overall 274 16 5% 4*16=64min
2 Over 212 10 4% 3*10=30min
coat
3 Shirt 480 50 10% 6*50=300min
4 Trouser 440 80 18% 5.5*80=440min
Total time that take for rework is 834 minute
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This means to change in to 834min/60min = 13.9hour
As I explain in the above data one operator produces per hour one overall
So this show 13.9*1=14piece (overall)
One overall=280birr
14*280=3920birr lose company per week
In one week =3920birr
When change in to moth=3920*4=15680birr lose company due to rework.
When change in to year 15680*12=188160birr lose company per year due to rework.
2.2.2 DUE TO MACHIEN DOWN TIME
Machine down average time is 18min.
The case machine down time is due to different reason like needle breakage, improper
timing, lack of lubrication, absence of maintenance schedule, carelessness of operator etc.
Due to machine down time, it happen time waste, machine breakage, waiting of operator,
and bottleneck.
This time in one week become = 18 min * 6 day = 108 min
In one month they loss about = 108 min * 4 week = 432 min
When we change in to product it become = 432min/ 60 min = 7.2 time.
One operator produce per hour one piece so 7*1=7 piece lose
Also when we change in cost wise it become = 7 pieces *280=1960birr lose per month.
2.2.3 SOLOUTION OF THE ABOVE DATA

PRODUCTIVITY IMPROVEMENT TECHNIQUE
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EM PL OY EE BA SE D
1. Financial and non-financial incentives at individual and group level.
2. Employee promotion.
3. Job design, job enlargement, job enrichment and job rotation.
4. Worker participation in decision-making
5. Quality Circles (QC), Small Group Activities (SGA)
6. Personal development
Supervisor & Manager Training
Even though Apparel Industries are reluctant to provide training to supervisors and
managers, it should be given for the success of the company.
Generally, in our country it is difficult to look for experienced staff in this profession, so
it is better to train the existing supervisors and Managers to be more effective in their
leadership skills and properly handle the workers.
Even if they have some experience in different companies that experience needs to be
supplemented with latest scientific skills and know.
Training-Suggestions:
Setting up In-House Training capabilities.
Training in specialized programs like line balancing, leadership ability, compliance

handling system etc.
Continuous input on market realities and consumer expectations.
Special training Modules based on company’s need.
Work Measurement & Methods Improvement

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Existing know-how on work measurement and methods improvement is very limited and
inadequate.
 Use of SAM(Standard Allowable Minute) data

 Methods improvement: to maximize the proportion of actual sewing time in the
time attended by the operator.
 Creation of Garment Engineering cell
Operator Selection
The current operator selection system is not adequate to get better productivity.
Worker selection to be done in following stages:
• Application screening
• Finger dexterity Test
• Color blindness Test
• Aptitude and Attitude Test
Improve Worker Involvement and Working Condition
Why should workers be involved?
Involving workers in the process of change has several advantages. If workers have a
good understanding of working methods or systems, there is likely to be a greater degree
of commitment and motivation and consequently higher productive level.
In developing and implementing change, if workers are involved people are more likely
to support the idea which has come from them. Workers may thus become committed to
further problem-solving and be prepared to cope with further more changes with more
flexibility.
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Safety working conditions
Most international retailers have their code of conduct for their business partners.. The
code of conduct covers health and safety concerns of the workers.
Health requirements are as follows:
• First aid
• Fire safety
• Use of personal protective equipment on jobs with risks.
• Ventilation and temperature control.
• Illumination level.
• Safety features in hazardous equipment and materials.
• Emergency evaluation plan & drills.
• Availability of clean drinking water and restrooms.
Introduce Incentive Scheme
An incentive based payment should be able to address following:
The system should not only motivate workers to produce more, but also to provide
better quality. The system must be transparent, fair to all and easy to understand. It
should result in a win-win situation for workers as well as the company. It should
not be too complex to operate. It should be aimed at overall productivity
improvement.
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ID NO /ENGR/261/05
BOUNCE INCENTIVE
 Most of the difficult problems in human relations have their origin in the
determination of wage rates, and these are frequently the main cause of stoppages
of work.
 Work Study Engineers should ensure that any Incentive scheme, which they
introduce, is based upon sound principles.
Basic Principles of a sound Incentive Scheme
 The scheme should be simple and easily understood,

 The reward must be as nearly related to effort as possible,
 The scheme must be fairto both the employer and the employee,
 There must be mutual agreement to ensure that the basis of the scheme is fully
understood, covers all reasonable points, and cannot be misinterpreted.
 There should be no limits in the earnings which will be paid to an operator,
 The Standard Times, once fixed should remain unless conditions or methods
change,
 All standards and targets should be attainable,
Basic Principles of a sound Incentive Scheme
• The incentive should not be affected by matters outside the employee’s control,
• Operators should understand the scheme so that they can calculate their earnings.
• The scheme should provide penalties for sub standard or spoiled work,
• The scheme should assist supervision and help to reduce the cost of supervision,
• The scheme should conform to any national, local or trade agreements,
• Schemes should include indirect workers and supervisors,
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ID NO /ENGR/261/05
• The incentive should be sufficient to motivate the operators to work at incentive

pace,
• A guaranteed minimum wage must be a part of the Incentive Scheme.
Straight Piecework
— Straight piecework is the payment of a uniform price per unit of production, eg. A
sewing machinist is paid so many cents for each garment completed, i.e. at 5 birr per
garment. If the sewing machinist completes 6 garments they will earn: 6 x 5 = 30 birr
The advantages of Straight Piece 1work:
— It provides a direct incentive to increase output,
— It is simple to understand,
— It is easy to calculate earnings,
— Reward is directly related to effort,
— The wage cost per unit of production is constant.
TO MINIMIZE MACHINE DOWN TIME
Use maintenance schedule for instance use
• Preventive maintenance
• Overall maintenance
• Check machine every week
• Clean machine every week
• Perches all spare part of machine
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ID NO /ENGR/261/05
2.2.4 OPRATION BREACK DOWN OF OVER ALL
Fig 11
Ope Upper SA M/c M/c Percen Theoretic Actua Out Line

r no body M name requir t al l Put balanc
e operator e
1 Placket 0.1 OL 1 0.2% 0.08 0.5 250 0p 1

over lock 2
2 Placket 0.3 SNL 1 0.6% 0.19 0.5 88 1
assembly 4
3 Pocket 0.6 SNL 1 1.2% 0.3 0.5 50 1
preparatio
n
4 Pocket 0.4 SNL 1 0.8% 0.22 0.5 75 1
attach
5 Shoulder 0.7 OL 1 1.4% 0.4 0.5 43 1
attach
6 Collar 0.2 SNL 1 0.5% 0.14 0.5 115 1
17
ID NO /ENGR/261/05
preparatio 6
n
7 Collar 1.2 SNL 1 2.6% 0.7 1 47 1
attach 7
8 Shoulder& 0.5 COVE 1 1.1% 0.3 0.5 55.5 1
sleeve 4 R
cover STITC
stitch H
9 Sleeve 0.4 OL 1 0.8% 0.22 0.5 75 1
attach
10 Sleeve 0.3 OL 1 0.8% 0.17 0.5 100 1
side seam 9
L/body 1
11 Front 0.1 OL 1 0.3% 0.09 0.5 1
crouch 6
depth ol
12 Flap with 0.8 OL 1 1.6% 0.45 0.5 37.5 1
waste
band
preparatio
n
13 Side 0.6 OL 1 1.2% 0.34 0.5 50 1
pocket
preparatio
n
13 Top stitch 0.1 SNL 1 0.3% 0.09 0.5 200 1
from side 5
18
ID NO /ENGR/261/05
pocket
14 Side 1.5 SNL 2 6% 0.85 1 40 2
pocket 0
attach
15 Back 0.6 SNL 1 1.2% 0.3 0.5 50 1
pocket
preparatio
n
16 Back 0.5 OL 1 1% 0.2 0.5 60 1
crouch
depth ol
17 Cover 0.1 COVE 1 0.2% 0.06 0.5 272. 1
stitch to 1 R 7
crouch
depth
18 Back 1 SNL 1 2% 1 1 60 1
pocket
attach
19 Side seam 0.4 OL 1 1% 0.26 0.5 65 1
ol 6
20 Side seam 0.2 COVE 1 0.5% 0.16 0.5 107 1
cover 8 R
stitch
21 Waste 6 SNL 6 73% 20.5 21 35 6
band with
flap
22 In seam 0.3 OL 1 0.7% 0.2 0.5 83 1
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ID NO /ENGR/261/05
with 6
hemming
Total 49 28 100% 26.7 28
Factory capacity per day = no m/c factory have *working Hr
In one line m/c hour=Where no of m/c=28& working hr=8= 28m/c*8 hr/mc=224 hours
Capacity in hours =224 hours
Line efficiency =27%
Product SAM =49
Where Line efficiency = * 100
274*49/480*100=27
274*49/480*100=27%
Line efficiency =274*49/480*100=27%
Production capacity per day=480*28/49=274pieces per day one line
Total line capacity per day (in pieces) 274pieces
One operator per day =274/28=9.7pieces
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ID NO /ENGR/261/05
One operator per hour=9.7/8=1.2pieces
CHAPTER THREE
LEARNING EXPERIENCE
3.1 BENEFIT THIS INTERNSHIP

Internship has helped me to get experience in my field of study. So, I thought some real
life experience would help me to solidify my future endeavor. It also gives me an in
depth analysis of what it really look like to work in the factory.
Some of the benefit I get from internship
• Practical skill
• improve theoretical knowledge
• Industry problem solving skill
• Interpersonal communication skill
21
ID NO /ENGR/261/05
• Work ethics and industrial psycholo PRACTICALL SKILL fig 12f
fig 13
During the time of internship I develop operation break down, layout and SAM of
overall. Also in practical I am understand to adjust machine, make timing, and I am
improve stitching style.
3.2 IMPROVE THERORTICALL KNOWLEDGE

When I was in the class and when I have completed this internship program I have
checked that those I have learned in theory are real and are found in the practical world. It
gives to me an opportunity to apply the fundamentals learned in the classroom to real
world issue
3.3 INDUSTERY PROBLEM SOLVING SKILL

Completing this internship program makes me to identify the industrial problems and
then how to solve them if happened.
My internship gave the opportunity to apply some industrial problem solving skill
learned with in the classroom to real world activity within the industry. It gives me an in-
depth analysis of the industrial problems really and how to solve them.
22
ID NO /ENGR/261/05
3.4 INTERPERSONAL COMUNICATION SKILL

I have developed my personal communication skill at the end of my internship program.
I developed both oral and communication skill. I got an experience on how to approach to
people who works in the company. I also developed how to communicate with people in
the factory using written communication method
3.5 WORK ETHICS AND INDUSTERY PSYCOLOGY

The internship made me to avoid personal issues on work time and to keep my positive
attitude.
I also develop the following things after my internship program
 Build motivation and work ethics

 Punctuality and accountability to a given task
 Transparency in working once duty
 Respecting and friendship building with co-workers.
Internship enables me to act as advisers, professionals, provide recommendations for how

to resolve conflicts, increase worker productivity, and improve employee morale, among
other thing stability to a given task.
Internship enables me to act as advisers, professionals, provide recommendations for how

to resolve conflicts, increase worker productivity, and improve employee morale, among
other things.
Generally this internship is very interesting program because I am understand so many

things in for EXAMPLE
 the strategy of the company

 flow process of the company
 challenge of the company
 knowledge about the company
 material that required for the company
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ID NO /ENGR/261/05
3.6 CONCLUSION
Internship makes the interns to compare the student life and the real world life and helps
them to develop new and real knowledge, build practical skill, upgrade and apply
theoretical knowledge and so on.
Internship also makes benefit able for the three parties involved in the program. These
parties are universities, students and hoisting companies. The students are benefited by
acquiring skills and knowledge and work experiences for the future to be hired in the
companies they are hoisted. The universities are benefited by achieving their goals i.e. the
university’s graduate their students with a full capacity to compute on the world market.
Whereas hoisting companies are benefited from getting experienced workers for their
company. Means they get workers who they teach themselves.
3.7 RECOMMNDTIONs
as a garment engineer i recommend to asbm industrial plc to introduce piece rate
,motivate operator and adding monthly salary in addition to this asbm industrial plc
must be introduce new technology like cad, cam, Leuctra, spreader machine, knocker,
driller etc.
because the factory in now time works 100% manually by this reason it has not good
productivity and good quality
4 REFERENCES
 appendix
24
ID NO /ENGR/261/05
 different internet
 hand out
 productivity TEXTBOOK
 soft copy of productivity
 soft coy of layout
 daylily report
25
ID NO /ENGR/261/05

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INTERN SHIP REPORT @ASBM INDUSTRIAL PLC.

COLLEGE OF ENGINEERING AND TECHNOGY

DEPART MENT OF GARMENT ENGINEERING

ASBM INDUSTRYIAL PLC INTERNSHIP PROJECT

NAME MELKIE ERKYHUN ID NO ENGR/261/05

ADIVISSER NAME LIOUL MEKONENN

My adviser name is Lioul Mekonnen and he approved my work by selecting my

MELKIE ERKYHUN signature

LIOUL MEKONNEN ________ signature

CAHPTER ONE: is about the background of my hoisting company. Brief history of

CHAPTER TWO; discuss about my project which I have done on productivity

ASBM INDUSTRYIAL PLC

EXCUTIVE SUMMERY .................................................................................................................................... iv

1.1 BACK GROUND OF THE COMPANY ..............................................................................................1

1.1.2 VISION OF THE COMPANY ....................................................................................................................1

1.1.3 MISSION OF THE COMPANY .................................................................................................................1

1.2.1 OBJECTIVE OF THE COMPANY ..............................................................................................................2

1.2.2 WORK FORCE OF THE COMPANY CURRENTLY THE COMPANY HAS.....................................................2

1.3 ORGANIZATIONAL STRUCTURES .............................................................................................................3

1.3.1 FACTORY STRUCTURE ...........................................................................................................................4

1.3.2 SOME RESPONSIBILITY OF FUNCTIONAL AREA ....................................................................................5

1.3.2 .1 OTHER MAJOR DEPARTMENT OF THE COMPANY ...............................................................6

1.4.2 PRODUCT VARITY OF THE COMPANY ...................................................................................................9

1.5 MAJOR CUSTOMER OF ASBM INDUSTRIAL PLC. PRODUCTS ............................................... 11

1.5.1 DESIGN AND PATTERN MAKING SECTION ......................................................................................... 11

1.5.2 PROBLEM OF DESIGN AND PATTERN MAKING .................................................................... 13

1.5.3 Solution of problem ........................................................................................................................... 13

1.6 SPREADING AND CUTTING DEPARTMENT ................................................................................ 14

1.6.2 PROBLEM IN CUTTING DEPARTMENT ..................................................................................... 15

1.7 SEWING DEPARTMENT ................................................................................................................. 16

1.7.2 Process flow chart of sewing section ................................................................................................ 17

1.7.3 PROBLEM OF SEWING SECTION ................................................................................................ 17

1.7.4 SOLUTION OF THE PROBLEM .......................................................................................................1

1.7.5 Finishing section...................................................................................................................................1

1.7.6 PRESSING ...........................................................................................................................................1

1.7.7 QUALITY CONTROL ........................................................................................................................2

CHAPTER TWO ......................................................................................................................... 3

1.1 BACK GROUND OF THE COMPANY

1.1.2 VISION OF THE COMPANY

1.1.3 MISSION OF THE COMPANY

Values of the company

 Team work is our culture

1.2 STRATEGY OF THE COMPANY

 Develop a strong customer relationship.

1.2.1 OBJECTIVE OF THE COMPANY

1.2.2 WORK FORCE OF THE COMPANY CURRENTLY THE COMPANY HAS

1.3 ORGANIZATIONAL STRUCTURES

External Advisor Office Assistant

Marketing Head Finance & Admin Factory Manager

Export Division Local Mkt Division Support Team Driver/ Janit.O

Out let sales Field

1.3.1 FACTORY STRUCTURE

P/supervis Quality supervisor

1.3.2 SOME RESPONSIBILITY OF FUNCTIONAL AREA

3 Supplydep’t: purchasing of material depending up on department and distribution

5- Design division: design d/t type of clothes based on customer needs.

8 Quality control: consoles the quality product of the company

13- Personnel division: checking workers activates, maximum once a month.