INTERNSHIP REPORT

on
EVER SMART BANGLADESH LIMITED
Begumpur, Hotapara, Bhabanipur, Gazipur-1740, Bangladesh

(PERIOD: 3rd March 2019 to 5th May 2019)

INDUSTRIAL SUPERVISOR

TUSHAR MUKHERJEE
Quality Head

EVER SMART BANGLADESH LTD.

ACADEMIC SUPERVISOR

MUSTAFIJUR RAHMAN

Assistant Professor

DEPARTMENT OF DYES & CHEMICAL ENGINEERING

BANGLADESH UNIVERSITY OF TEXTILES

SUBMITTED BY

Farzana Faiza
CLASS ID: 1803073

POSTGRADUATE DIPLOMA IN TEXTILE MANAGEMENT,

EXECUTIVE DEVELOPMENT PROGRAM, MAY 2019

BANGLADESH UNIVERSITY OF TEXTILES
 Acknowledgement
First of all, my gratefulness goes to Almighty Allah who bless me with strength

and ability to complete the internship and prepare the report; may your name be

exalted, honoured and glorified.

It is glee to come to an end of this 3 month internship period and in this long

journey I would like to give my heart-felt endeavour to my industrial supervisor

Tushar Mukherjee, Quality Head, EVER SMART BANGLADESH LTD whose

directions and endless support has taken me to my destination.

At the same time I would like to grab the opportunity to render my warmest

thanks to my academic supervisor, Mustafijur Rahman, Assistant Professor,

Department of Dyes and Chemical Engineering, BUTEX whose consistent

guidance has been the standing pillar in architecture of this internship program

and report. The thesis has also benefited from comments and suggestions made by

him.

I would also wish to express my gratitude to Professor Dr. Engr. Mohammad Ali,

Director, EDC, BUTEX; Dr. Mohammad Forhad Hossain, Deputy Director, EDC,

BUTEX, Dr. Mohammad Abbas Uddin Shiyak, Assistant Director, EDC, BUTEX,

and Dr. Mohammad Rafiqur Rashid, Assistant Director, EDC, BUTEX for

extended discussions and valuable suggestions which have contributed greatly to

the improvement of the thesis.

Special thanks are due to my colleagues Mr. Solaiman Akhter, Ms. Shamanta

Islam, Ms. Faima Ibrahim, Mr. Nazmul Hasan, Mr. Azahar Ali and all the

Management and Non-Management staffs for their continuous support and

understanding. Finally, I am thankful to the persons with the greatest indirect

contribution to this work are my parents for their constant encouragement.

i
 Executive Summary

The internship program is the pre-requisite for the Post graduate Diploma in
Textile Management in BUTEX. It is an opportunity for the participants to gather
detail information about the professional work situation through this program. A
report is prepared based on the 3 months practical experience through this
internship program in EVER SMART BANGLADESH Ltd. The core research
area of this thesis was to study, analysis and evaluation of the five area of the
organization which were Quality Management, Total Production management,
Product Development, HRM and Compliance & CSR.

In this internship I have gathered the detailed knowledge about those five specific
department and I have enriched my evaluation ability in a bigger picture through
SWOT analysis of every section. The report also consist recommendations and
conclusion according to my point of view, which I think would improve the
organization in the following aspects.

Keywords: HRM, Compliance & CSR, Quality Management, Production

Management and Sample Development.

ii
 LETTER OF ENDORSEMENT

To whom it may Concern

The Internship Report entitled “Internship Report on Ever Smart Bangladesh

Ltd.” has been submitted to the Office of Executive Development Centre,
Bangladesh University of Textiles, in partial fulfilment of the requirements for the
Postgraduate Diploma in Textile Management, Executive Development
Program, Bangladesh University of Textiles on May 2019 by Farzana Faiza,
Class ID: 1803073. The report has been accepted and may be presented to the
Internship Defence Committee for evaluation.

Mustafijur Rahman

Academic Supervisor

Assistant Professor

Department of Dyes & Chemical Engineering

Bangladesh University of Textiles

iii
 LETTER OF ENDORSEMENT

To whom it may Concern

This letter is to certify that all the information mentioned in this document is true
and not confidential to the company. The projects mentioned here have had
successful involvement of Farzana Faiza, Class ID: 1803073, Executive
Development Program, Bangladesh University of Textiles.

I wish him all the best and hope that he will lead a successful career.

Tushar Mukherjee

Industrial Supervisor

Quality Head

Ever Smart Bangladesh Ltd.

iv
 DECLARATION

I the undersigned declare that this internship report is based on my own work
carried in Ever Smart Bangladesh Ltd. during the period: 3 rd March 2019 to 5th
May 2019.

I also confirm that the report is only prepared for my academic requirement not
for any other purpose. It might not be used with the interest of opposite party of
the corporation.

Farzana Faiza

Class ID: 1803073

Postgraduate Diploma in Textile Management

Executive Development Program

Bangladesh University of Textiles

v
 TABLE OF CONTENTS

Name of the Content Page No.

ACKNOWLEDGEMENTS i
EXECUTIVE SUMMARY ii
LETTER OF ENDORSEMENT iii
LETTER OF ENDORSEMENT iv
DECLARATION v
LIST OF FIGURES vi
1. INTRODUCTION 1
1.1. Objectives of the Internship 6
2. OVERVIEW OF THE ORGANIZATION 7
2.1 Organization Profile: 7
2.2 Business size: 11
2.3 Product lines 12
2.4 Brief summary of all the departments including organization chart 13
3. AREA OF STUDIES 15
3.1 Quality Management 15
3.1.1 Organogram & Headcount Distribution 15
3.1.2 Work Distribution 16
3.1.3 Flow Chart 17
3.1.4 Fabric Inspection 17
3.1.5 Cutting Quality 24
3.1.6 Sewing Quality 25
3.1.7 SWOT Analysis 30
3.2 Total Production Management 31
3.2.1 Cutting Department 32
3.2.2 Sewing Department 40
3.2.3 Finishing Department 46
3.2.4 Finished Goods Warehouse 48
3.2.5SWOT Analysis 50
3.3 Sample 51
3.3.1 Sample Work Flow 51
3.3.2 Headcount & Job Description of sample Department 52
3.3.3 Different Types Of Sample’s Description 54
3.3.4 SWOT Analysis 58
3.4 Human Resources Management 59
3.4.1 Organogram of Human Resources Department 60
3.4.2 Staffing 60
3.4.3 Compensation & Benefits 63

vi
3.4.4 Employee Care & Industrial Relation Activities 69
3.4.5 Training & Development 74
3.4.6 CARE Project 77
3.4.7 SWOT Analysis 79
3.5 Compliance 80
3.5.1 CSR (Corporate Social Responsibility) 84
3.5.2 Environmental Activities in ESBL 88
3.5.3 Community Management 91
4. ANALYSIS & EVALUATION 94
4.1 Five Year improvement plan in ESBL 96
5. CONCLUSION 97
6. APPENDICES 99
6.1 Attendance Record 99
6.2.References 104

vii
 1. Introduction

Textile industry of Bangladesh is more than 500 years old. It is one of the oldest and most

successful industries with its rich history. There is a significant effect of globalization on

international textile and apparel trade. Today, the developed countries are hugely dependent

on the developing nations for textile and garment manufacturing. At present, Bangladesh

ranks second in the world as the largest apparel producers with a $20 billion business in

which 80% is earned by exporting goods [1].

There are three fundamental factors which have boosted the growth of textile in Bangladesh.

The country has plenty of resources, opportunities, and beneficial government policies. In

Bangladesh large number of labor workers can be found. Also, natural gas and cost of energy

is cheap. With huge population, labor is abundant, and Bangladesh has an advantage in

producing labor intensive products. The main reason for the development of the textile

industry in Bangladesh is the hardworking labor force. They put in more working hours to

complete the target. Therefore, in recent times the per capita income of the country and the

standards of living of the people have improved. Secondly, the country acquired an

advantageous opportunity to trade with America and the European countries in readymade

garments segment [1].

These opportunities were supported by the government policies which sustained the growth

of textile in Bangladesh. The liberal government policies promoted investments from foreign

countries. The garment industry of Bangladesh is renowned and holds a major place in the

world market today. The textile industry of the country has specialized textile goods,

knitwear, and woven apparels. These products top in grabbing the export income for the

country [1].

1
It is a known fact that Bangladesh has a great future in textile and garment industries. In fact

a major chunk of national income is earned from the foreign currency received from textile

and readymade garment exports. The textile and garment sector contributes to 81.43% of the

total exports of Bangladesh. In this situation, it is easy to understand what will happen if there

is any exhaustion or problem in this sector [1].

Availability of abundant natural gas, cheap labor and energy has been the core reason due to

which the textile industry has sustained in Bangladesh over the years. However, in the recent

years all the abundant resources which have been the backbone of the textile industry have

turned hostile. The basic raw materials needed in the spinning sector are raw cotton and

synthetic fibers. Sadly, none of these are produced in Bangladesh.

The energy which was available in abundance has become insufficient. Water which was in

ample quantity has become scarce as it is being used quickly and made dirty. Also the huge

population which was available for the labor intensive industries have not being employed

and looked upon properly. Hence, the core strengths of the textile industry are becoming a

major setback for the industry. However, the government is looking forward to find solution

to these problems [1].

In this situation, Bangladesh cannot afford to waste these valuable resources or it cannot

compete in the international textile and garment market.

On the other Hand, the recent collapse of the factory building near Dhaka; has questioned the

safety standards in the factories of Bangladesh at a global platform. As per the reports more

than 300 factories have been shut down in Ashulia after this fatal incident. Nearly 80% of the

factory workers have demanded increase in the salary and safety measures to be followed [1].

2
In response to this deadly accident, Bangladesh has requested European Union not to take

strict steps against them in this critical situation. If the EU or other buyers enforce any tough

measures on trade with Bangladesh it will badly affect the economy of the country. Also,

millions of workers will lose their jobs [1].

In this condition if Bangladesh is able to maintain its current growth in textile and readymade

garment industry, it can reach the target of $40 US dollar export by 2020. To achieve this

position, it needs significant development in this sector and reasonable access to the US and

the EU market [1].

In this scenario, Government of Bangladesh has taken several steps to optimize the human

resource of textile sector. A National Skills Development Policy (NSDP) was approved by

the Government in January 2012. The NSDP emphasizes the imperative need to improve the

supply of human resources with necessary skills and attitudes to meet the industry demand

for skilled workers. The NSDP emphasizes the importance of better alignment of Technical

and Vocational Education and Training (TVET) with skills development systems and

industry skills demand [2].

The ‘Skills for Employment Investment Program’ (SEIP) is being implemented by Finance

Division, Ministry of Finance. The project will support training providers to meet industry

skill requirements; finance skills training of 260,000 trainees with 182,000 job placements;

implement a vocational trainer development program; and implement a skills assessment,

certification and quality assurance system. The project activities cover the whole of

Bangladesh through both public and private sector training providers. Date of

commencement of the Project was July 2014 and date of completion is December 2017. The

overall objective of the project is to qualitatively and quantitatively expand the skilling

capacity of identified public and private training providers by establishing and

3
operationalizing a responsive skill eco system and delivery mechanism through a

combination of well-defined set of funding triggers and targeted capacity support [2].

Thousands of graduates from different disciplines are working in executive position in textile

industry of Bangladesh. Survey findings reveal that majority of executives have serious skill

shortage in international business, market economy and managerial skills to lead the industry.

In this situation, Textile industry needs a large number of skilled technical and business

managers for rapid and sustainable economic growth of Bangladesh.

With the financial support of Asian Development Bank (ADB), under the Skills for

Employment Investment Program (SEIP), Finance Division, Ministry of Finance,

Government of the People’s Republic of Bangladesh has established an Executive

Development Center (EDC) at Bangladesh University of Textiles (BUTEX) (the only public

university among all textile universities in Bangladesh established in order to meet the

growing need for advanced Textile Engineering education in Bangladesh as well as in the

world, it is also the only textile-based engineering university in South Asia. Though the

university was established on 22nd December, 2010 by an ordinance of Education Ministry,

it has a long glorious history. This University has 11.67 acres land with large infrastructure

including 86,800 sq. ft. area for academic and administration, 15 Workshops, and 84,000 sq.

ft. area for laboratories. A development project to improve infrastructure is under process for

approval.) With a view to developing about 540 world class mid and higher-level managers

for textile subsector by December 2020 [2].

Executive Development Program (EDP) has offered a Postgraduate Diploma in Textile

Management which is a 9-month long International Standard Real life professional

Managerial Program. The total cost of the EDP is BDT 2.10 lacks per executive which is

fully free those include course work, lunch, refreshment & conveyance and internship

allowance. The EDP is designed aiming to produce future leader and entrepreneurs for textile

4
industries of Bangladesh which will eventually reduce the dependency on foreign experts.

The curriculum of EDP is based on the identified deficient areas of local executives that

include 1. Analytical Skills, 2. Communication and Soft skills, 3. Human Resource

Development, 4. Operations Management, 5. Principles of Management, 6. Financial

Management, 7. Marketing Management, 8. Accounting Management, 9. Textile Studies and

Product Development, 10. Compliance & Corporate Social Responsibility (CSR), 11.

Industrial Engineering, 12. Environmental Management System, 13. Project Management,

14. Quality Management, 15. Supply Chain Management, 16. Textile Merchandising which

will be taught by academicians, MD, CEO, Director, GM and Plant Heads who are currently

working in our Textile industry. Classes have been held at BUTEX on Friday and Saturday

(3pm to 9pm) providing with International standard Teaching-Learning facilities.

There is an Internship of 3 months at the industry where we are working. This is a significant

part of this program. This internship creates the scope to enhance our knowledge deeply

about different departments of the organization which is very rare in case of permanent job in

one department. At the same time this internship enriches our ability to critical thinking,

analyzing power and develops our managerial skills very effectively. This internship is an

opportunity to create new door of our life. Lastly all respected teachers and personnel of

BUTEX are very much committed, sincere and helpful to make this program successful.

5
1.1 Objectives of the internship

In general, the objectives of this internship are to complete the part of the Post Graduate

Diploma Program named EDP (Executive Development Program) under the Skills for

Employment Investment Program (SEIP) at EDC at Bangladesh University of Textiles

(BUTEX).

But in Root, the actual purpose of this internship is to make the trainees able to think

productively and do the analysis of each area he will cover during internship period. The

trainee will be able to match and apply the theoretical part of this program practically in

the organization. As most of the employees in textile sector are mostly related to their

specific department, so other department related detailed knowledge remains unknown.

This internship opens the opportunity to enhance their detailed knowledge on the sections

like HRM, Compliance and CSR, Quality Management, Finance, IE, Production and

lastly Sample Development.

6
2. Overview of the Organization:

2.1 Organization Profile:

Ever Smart Bangladesh Ltd. (ESBL) a subsidiary of Crystal International Group Ltd. is a

company principally engaged in the manufacture and distribution of clothes from

Bangladesh, operating cut sews & packs knit Garments. The Company’s customers

include UNIQLO, H & M and PUMA. It starts its journey on April, 2009 in Begumpur,

Hotapara, Gazipur, Bangladesh. Currently it consists of 2 production unit with 33 sewing

lines & 1329 work stations. Total number of employees is 3126. It produces 13 million

garments per year.

ESBL Block-1 Block-2

Established on April 2009 April 2017

Production Unit 4 3

Sewing Line 18 15

Work Station 699 630

Total Employee 1788 1338

7
Production Capacity

Block-1 Block-2 Total

Monthly output pcs 594K 492K 1086K

Monthly output SAH 100K 82K 182K

Yearly Output Pcs 7128K 5900K 13028K

Yearly Output SAH 1200K 984K 2184K

Production Floor Layout Block-1

Fig: Block-1 Layout of One Production Unit

8
Production Floor Layout Block-2

Fig: Block-2 Layout of one Production Unit

9
Geographic Location

10
Our Corporate Values:

Ever Smart Bangladesh Ltd. a subsidiary of Crystal International Group Ltd has

developed 8 corporate values.

1. Embrace Innovation: innovative actions are always encouraged in Crystal Group

among the employees.

2. Respect for people: Crystal believes in showing respect to all the employees

working here.

3. Integrity: Integrity is the one of the key value expecting from the employees.

4. Boundary less Enterprise: Crystal provides a boundary less environment to

everyone

5. Deliver Bottom line Result: Crystal believes in End result through targeting.

6. Delight our customer: Customer satisfaction is one of the core values of Crystal

Group

7. Energize others: Crystal loves to energize others and encourages employees to

feel energized through work and activities.

8. Live quality: Crystal ensures product quality, quality of workplace.

2.2 Business size:

Ever Smart Bangladesh produces 13 million garments per year.

11
2.3 Product lines: ESBL is a RMG factory. It produces both knit and woven products.

Main products are T-shirt, Woven Pajama Set, Flannel Pant, ¾ Pant, hoody, leggings etc.

It also produces fancy garments. Some of products are like Vincent top, Skirts etc.

Fig: Some Products of Ever Smart Bangladesh Ltd.

12
2.4 Brief summary of all the departments including organization chart

Head Of
Department Department Section

Sustainability
Recruitment
Payroll Management
Human Resource Employee Care & Industrial
Solaiman
Relation
Akhtar
Training & Development
Administration
Administration & MTF
Facility & Maintenance
ISD
Finance
Purchase
Logistics
Niroshan Silva Warehouse
Quality Assurance Department
Manzurul
(Block 1)
Quality Assurance Department
Ricky Impass
(Block2)
Production Planning & Control
(Block 1)
Salauddin Merchandising (Block 1)
Kabir
Fabrics (Block 1)
Material Consuming Department
(Block 1)
Sample Section
Ms KoKo Product design & Development
CMD
Din Islam IE
Mostofa Kamal Production (Block1)
Nazmul Hasan Production (Block2)
Jessica Yang Merchandising (Block2 )
Production Planning & Control
Imam Hasan (Block 2)
Ananda Sarker MES (Block2)

13
 Human Resources Assistant General Manager
Department (Solaiman Akhter)

Production planning and Assistant Manager

control Department (Imam Hasan)

Assistant Manager
Production Department
(Nazmul Hasan)
General Manager (Operation)

Quality Assurance Manager

Department (Ricky Impass)

Assistant Manager
Warehouse Department
(Riyazul Hasan)

Industrial Engineering Manager

Department (Din Islam)

Assistant Manager
Maintenance Departmentt
(Ananda Sarker)

Assistant Manager
Sample Department
(Azahar Ali)

Assistant Manager
Sustainibility Department
(Faima Ibrahim)
(Sales and Merchandising)

Manager
General Manager

Administration Department
(Monirul Kabir )

Assistant Manager
Merchandising
(Jessica Yang)
General Manager
(Finance)

Manager (Nilusha) Assistant Manager (Liakat)

Fig: Organogram Chart of ESBL (Block-2)

14
3. Area of Studies

3.1 Quality Management

Quality management is an inevitable element for any RMG industry. So it is strictly

maintained by our company as well. For quality management, ESBL has a Quality Assurance

Department. It Follows the TQM (Total Quality Management) philosophy that is preventive

action rather than corrective action. The total organogram and headcount distribution is

illustrated below-

3.1.1 Organogram and Headcount Distribution:

Manager

Assistant manager Assistant manager

(Fabric & Sewing (Finishing & Final
Quality) Inspection)

Senior Officer
Sr. Inspector Sr.
(Fabric quality)
Officer Officer Officer Jr. Officer (Finishing) Inspector
(Unit-F) (Unit-G) (Unit-H) Document
Jr. Officer
(Fabric &
Cutting Quality) Inspector Inspector Inspector checker
Clerk Inspector
(5) (5) (5) (7)
Auditor Auditor Auditor
Inspector
(4) (4) (4)
(4)

Chceker Checker checker checker

(15) (25) (25) (25)

15
3.1.2. Work Distribution:

Manager- He follows up the overall quality of the system. He develops the SOP and at the

same time instructed all to ensure quality through his continuous guidance and directions. He

manages the overall manpower distributions and build the structure.

Assistant Manager- Quality department consists of two separate assistant Managers. One is

looking after the fabric, cutting, sewing quality and another one is handling finishing quality

side and Final inspection.

Senior Officer- One senior officer is allocated for fabric and cutting quality assurance.

Officer-Five officers are allocated for different units. Among them, 3 officers are assuring

sewing quality of 3 production floor/ Unit and 1 junior officer is handling fabric, cutting

quality and rest 1 junior officer is engaging in reporting and documentation of all data.

Inspector –Under Officers, there are 20 inspectors. Among them 15 inspectors are engaging

in 15 sewing lines under 3 officers. Their main purpose is assuring sewing quality in needle

point. The rest 4 inspectors are handling quality in fabric stage and Post cutting quality.1

inspector is engaged in final inspection.

Senior Inspector- One Senior Inspector is handling finishing quality and another one is

engaged in final inspection.

Auditor- 9 Auditor’s main task is to handle off line quality of 15 sewing lines. 3 Auditors are

maintaining B-grade garments and reporting for 3 production floor/unit.

Checker- In quality assurance department, there are 97 checkers whose main task is to check

fabric, cut panel, garments and finishing accessories attachment.

16
3.1.3. Flow Chart

Fabric Inspection & Lab Test

Cut panel Inspection (Cutting Section)

On-Line Quality Assurance (Sewing Section)

Off-line Quality Control (Sewing Section)

Folding, packing Inspection (Finishing Section)

Final Inspection

3.1.4. Fabric Inspection:

Purpose

The purpose of this procedure is set the 4 point system (10% -20% fabric inspection) for

good fabric received and good fabric provide to cutting area.

Storage

 Store separately with identification (Passed, Rejected and Waiting for Inspection)

 Clear identification (customer, style no., batch no.)

 Not place on floor directly or against wall, no direct sun light

 In and out record

 Manage base on “First in First Out” (FIFO)

. Sample Size

Inspect the fabric by batch and color.

Inspect at least 10% of total rolls of each batch received

17
 4 Point System

Size of Defect (S) Points deducted

S ≤ 3 inches 1 point

6 inches ≥ S > 3 inches 2 points

9 inches ≥ S > 6 inches 3 points

9 > inches 4 points

Any Hole 4points

A maximum of four points is charged to one linear yard.

A maximum of four points is charged to one defect.

Calculation Method

Formula

Total points Total points deducted x 36

deducted per 100 = Total length of the batch (yard) x Fabric width X 100
sq. yards (inch)

Acceptance Grading

 Up to 15 Points the Roll/Batch Grade = A

 16 to 22 Points the Roll/ Batch Grade = B

18
  23 to 28 points the Roll/ Batch Grade = C

 Above 29 points the Roll/ Batch Grade = F (Fail)

So the overall fabric inspection procedure is illustrated in flow chart below-

Fabric Received Keep record for Keep record for 3rd
2nd Inspection Inspection passed
passed fabric fabric

Fail Fail Fail

Send back
Check 10% Roll Check 15% Roll Check 100% Roll
to fabric
(up to 28 points)
supplier

Pass Pass Pass

Send for Cutting Conditionally send Conditionally send

for cutting for cutting

Procedure

Direct Person In
Operation
No Operation Description Responsible Charge
Name
Person (PIC)

 All the labor safety required is ready for

working. Ensure good working

condition QA QA
1 Preparation
 All the equipment ensure not only 5s Checker Officer

concept but also safety for health and

product.

 Color Continuity Record

QA
2 Shade  Take sample from each roll/batch QA Auditor
Officer
Control  Segregate color lot as per customer

19
 approved color range under required

light source

 Keep record

 Based on QA every batch 10% roll or

poly inspection.

 If any batch have minimum 1000

m/yards. or less 1000 m/yards. Should

be inspected 100% m/yards fabric.

 First Time checked complete 10%

m/yards or roll/poly is ok then send to

cutting, if not ok the fabric is fail,

additional check 15% roll/poly.

QA QA
3 Checking  If the fabric is failed again must be
Checker Officer
checked 100% m/yards .If the fabric is

ok then conditionally provide for cutting

besides, the result is fail then declare

reject and send to the supplier.

 The fabric inspection must be alternated

between 2 checkers a break schedule

every 2 hours to make a proper

judgment and avoid any mistake.

20
 Work

station  Ensure inspection table and inspection

cleaning machine is clean and correct position QA QA
4
before  Turn off the working light before Checker Officer

leaving leaving.
time

Record

Name of record Retention Responsible Party

Fabric inspection report 1 year QAD

Fabric shade Band 1 year QAD

LABORATORY:

Most of the testing of Uniqlo buyer is done by nominated third party lab according to the

buyer requirements. So there are some testing done in our own Factory Lab facility.

1. G.S.M Testing: Cutter, weight scale, pads.

2. Shrinkage: (60 x 60) cm Paper template, textile marker, scissor, measurement tape.

3. Rubbing: Crock meter, bloating paper, textile cloth, distil water, Gray Scale.

4. Measurement tape calibration: 1.5 meter calibrated steel scale.

5. Hue test: Farnsworth – Munsell 100 Hue Test box.

21
Procedure-

Person In
Operation
Operation Description Charge Responsibility
Name
(P.I.C)

Junior.
All the labor safety required is ready for
Preparation Laboratory Lab Officer
working.
Technician

All the equipment ensure not only 5s

concept but also safety for health and

product.

Junior.
Cut the sample from two edge side and
G.S.M Test Laboratory Lab Officer
middle then weight and calculate average.
Technician

Collect the fabric for shrinkage test batch

wise 1 yard.

Fold the fab: length wise and cut 60 x 60

cm then mark 50 x 50 cm in left, mid and Junior.

Shrinkage right place both horizontal and vertical Laboratory Lab Officer

way. Technician

Steam flow on sample and relax for 4

hours.

After relax measure and calculate the

22
 shrinkage both way.

Junior.

Rubbing Follow ISO 105-X12. Laboratory Lab Officer

Technician

Every measurement tape calibration for

three months with the calibrated SS scale.

Measurement Junior.
After expiration of tape again calibration
tape Laboratory Lab Officer
and if found ok then again distribute for
Calibration Technician
1/2 months and if not then expose and

distribute new one.

Work station After completion of every work; ensure Junior.

cleaning used tools are clean and correct position. Laboratory Lab Officer

before leaving Technician

Turn off the light, put all tools in assign

position, clean the workplace.

Every year we take hue test for every QA Junior.

Hue test person. Laboratory Lab Officer

Technician

Record-

Name of record Retention Responsible Party

All test records 1 Year Lab

23
3.1.5 Cutting Quality

After completion of fabric Inspection, fabrics are sent to cutting if the result is pass. There

comes the part of cutting quality people. The cutting checker checks the cut panel 100% to

reduce fabric defects.

Purpose:

To establish a procedure for Random inspection at cutting section to ensure conformance

of cut panels to specified requirements.

Procedure:

Cut Accuracy Inspection

- One Cake of each component (front, back, sleeve, etc.) is selected from the every cutting

table and inspected by QA

- Top, middle and bottom plies are checked against pattern to verify straight cut and

Measurements

- Result is recorded in Cut Accuracy Inspection Report. (“P” means Pass; “F” means Fail)

- 4 Checker Assign for 100% Cut Panel Inspection. They do 100% Cut Panel Inspection

(CPI).

- Any deviation is immediately reported to Junior QA Officer / Senior QA Officer and

Cutting Supervisor/ Senior Supervisor.

For rejected cut panel, sticker shall be used for identification.

24
 Record:

Name of Record Retention period Responsible Party

Cut Accuracy Inspection Report 1 year QAD

3.1.6. Sewing Quality

Purpose: To establish a procedure for in-process and final inspection to ensure

Conformance of Garments to specified requirement

Procedure and Requirement Responsible

Party

Roving inspection – Traffic light system

 QA Roving Inspector is assigned to 01 sewing lines for

roving quality

inspection
QA Officer/
 QA needs to take at least roving quality check of 5 Pcs on
Line Leader
each operator for every hour. Therefore, QA will do at least
/Supervisor
eight inspections on each operator per day.

 During inspection, QA randomly takes more semi garments

at sewing operator station. No defect is accepted under

inspected lot.

 Once operation quality is rejected, QA will use sticker to

locate the defect and inform Line Leader/Supervisor to

rectify the problem. Line Leader/Supervisor is responsible to

explain to that operator and that operator has to recheck and

25
 rework. Re-inspection and 2 consecutive follow-up

inspections should be done to ensure the improvement of

that operator. (Refer to Non-conforming Product Procedure)

 All the results are recorded in Inline Roving In-line

Inspection Report.

 Traffic light signal is used to identify the operator’s quality

performance.

1. Green light: No defect found.

2. Yellow light: 1 defect found.

3. Red light: more than 1 defect found.

Yellow or Red light will be changed to Green light if

there is no defect found after 2 consecutive follow-up

inspections.

 The color filled the report must be accordant with the one

of traffic light signal.

 In processes Check: 1/2 checker assigned in processes that

checks 100% garments of some operation. He checked

tension, color shading, SPI, stitching, size and appearance

(SPI need as per style/as per comment).

 End line Check: 4 checkers assigned before iron who

checks 100% garments of some operation. He checked

tension, color shading, SPI, stitching, size & appearance

((SPI need as per style/as per comment).

 Measurement:

We assigned 2 checkers for one line. After iron he / she do the

26
measurement on template and by measurement tape. Measurement

ok then sent to Appearance checker for sequence wise garment’s

appearance check.

 100% Appearance checker

1 checker is assigned for Appearance checking. He checks

appearance like get up, skip, spot, broken, Tension, open seam,

label placement, size, care instruction, etc. and records the report.

After garments appearance check completion, he sends report to QA

auditor.

QA Audit :

 One QA auditor is responsible for 2 lines at finishing

section and do sampling inspection base on AQL 1.0.

 All the findings during Appearance inspection will be

recorded in end of line Inspection Report, the location

described and noted with a “P” or “F” (“P” means Pass; QA

“F” means Fail) for the inspection lot. If the lot is

accepted, the lot will be passed to Packing Section for

further processing.

 If lot is ok then sent to finishing or fail again re-check by

end of line checker.

 Checkers have to do 100% re-inspection and all the defects

27
 must be corrected and then pass to QA auditor for re -

audit. After re-audit if the garments are ok then pass to

finishing

Packing Inspection:

 QA at finishing section is responsible to check folding

method, packing accessories, carton dimension, marking

etc. For each pallet being delivered to warehouse, QA will

QA
randomly take cartons from that pallet to check the

accuracy of ratio, color etc.

 If there is any discrepancy of packing, QA will inform

Finishing Supervisor to rectify and recheck all cartons of

that pallet.

28
Record-

Name of Record Retention period Responsible Party

Roving In-line Inspection Report. 1 year QAD

Size set Inspection Report. 1 year QAD

100% In processes Inspection report. 1 year QAD

100% End of-line Inspection Report. 1 year QAD

10 Pcs Inspection report 6 Month QAD

Measurement 1 year QAD

100% Appearance Inspection 1 year QAD

Audit report. 1 year QAD

29
3.1.7 SWOT Analysis of Quality Assurance Department

Strength Weakness

 Quality Assurance department has a  Though it has a structured SOP but

wonderful standard operating still there is no ISO certification of

procedure for every process quality standard which is supposed

 It is very structured for managing or to be considered as the weakness of

understanding quality of the this factory.

product, process, environment  At the same time more training are

which is the strength of this needed to provide not only to the

department checkers, inspectors, and auditors

but also to the officers to develop

them on regular basis, to keep them

upgraded with time

Opportunity Threat

 This Department has the  Threat for quality management of

opportunity to take initiatives to this company is the lacking of

establish and propose for quality mindset of the downwards

certification. It will add more value people working in the company

to this company which has the possibility to create

 Customer Satisfaction level is high haphazardness in the system.

 It has the opportunity to meet on  Customer’s high quality demand is

time Delivery. the threat for sustainable quality

product in terms of price.

30
3.2 Textile Production Management

Ever Smart Bangladesh Ltd. is a complete readymade garments factory which includes

the processes from fabric receiving to cutting, sewing, finishing to shipment. So the textile

production management here refers to the below stages-

 Fabric Received in warehouse from Supplier & do inventory

 Fabric Relaxation in Warehouse

 Cutting Plan given by PPC (Production Planning & Control) Department

 Cutting

 Input given to Sewing& sewing completion

 Quality Check

 Ironing

 Quality Check Again

 Checked garments taken to Dry Room (Humidity Control purpose)

 Finishing completion (Folding, Packing, Cartoning)

 NDC (Needle Detection Centre) done

 Cartons kept in Finished Goods Warehouse

 Final Inspection Done by 3rd Party Inspection Team

 Re-NDC

 Shipment Done

31
 3.2.1. Cutting Department

Head Count (HC) of Cutting Department

1. Senior Supervisor – 01

2. Supervisor - 01

3. Material Handler-01 ( Collecting Fabrics from Warehouse)

4. Cutting Leader- 01

5. Spreading Operator-02

6. Cutting Operator- 02

7. Data Entry Operator-01

8. Ticketing/Numbering & Bundling- 01

9. Cut Panel Inspector- 04

10. Recutting Person- 02

11. Fusing & Heat seal- 06

Job Responsibility of Designated Person

Material Handler: Collecting fabric from warehouse according to cutting plan

Data Entry Operator: Creating Mother tag for cutting, finishing & quality. In case of

Cutting, Size wise balance MO quantity is checked by data entry operator before creating

mother tag.

Cutting Leader:

1. Fabric receiving

2. Checking marker width & shrinkage

3. Marker Requisition form

4. Lay control sheet

32
 5. Spreading sheet created for mother tag

6. Material requisition form

Spreading Operator:

1. Lay spreading

2. Width measurement

3. Recut fabric calculation

4. Spreading sheet writing

Cutting Operator:

1. Cutting relaxation
2. Marker Setting

2. Marker hole & Tape attaching

3. Numbering of lays
Senior Supervisor:

1. Cutting plan

2. Fabric Saving

Supervisor:

1. Monitoring every floor

2. Monitoring Line leader and utility operator

Flow Chart of Cutting

Fabric In-house &Stock Keeping Unit (SKU) Delivery Chart

Production Planning and Control (PPC) provides Sewing Plan

Cutting Plan

33
 Receive Fabric from Warehouse after Relaxation & Four Point System

Collect Marker paper from Computerized Marker Design (CMD)

Spreading

Make Tag for Loading

Pushing

Cutting Relaxation

(1. Marker Hole & Tape attaching 2. Numbering)

Cut Panel Inspection

Recut

Fusing & Heat Seal

Loading

Test Cutting

Before starting a new style, Test Cutting is run for first 1-2 rolls of first batch for every size -

2 pieces. After finishing test cutting, CMD department start calculation on consumption of

fabrics. Quality Comments about shrinkage test, wrap test, seam strength etc. are given after

34
finishing Test Cutting. It is done for size set sample. After that One Table Meeting-01 is held

for discussing about this & got permission for Initial Cutting.

Initial Cutting

After One Table Meeting (OTM) meeting, initial cutting is done for every color 100 -120 pcs.

Initial Cutting is done for Pilot Run. In Pilot run, garments are made in actual fabric,

accessories and checked by PQC. After that, One Table Meeting-02 is done for the approval

of color and size wise garment by buyer among the all color size wise garments. In OTM-2

buyer also gave comments for appearance & measurement comments on garments. After that

the Bulk Cutting is started.

Bulk Cutting

Warehouse

1. At first, PPC MO plan is shared with production team.

2. The cutting plan is prepared according to the PPC MO Plan & availability of fabric.

3. After getting consumption of one garment piece from CMD department, Material

Requisition Form is prepared by cutting department to collect the fabric yards based on the

garment pieces.

4. Fabric Swatch is sent for GSM measurement to Warehouse Quality and Shrinkage

Measurement to Lab.

5. Fabric Relaxation is (Fabric Relaxation Time varies on fabric consumption) done after

getting the material requisition form from Cutting department.

6. Physical Width Measurement of fabric roll is measured in fabric relaxation m/c.

35
7. Fabric Relax Information Card is maintained with every trolley prepared by warehouse

time with the information of relaxation time, sticker & physical width.

8. There are allocated hours for fabric relaxation according to fabric structure.

Warehouse Quality

1.10% Fabric Inspection of 1 Batch – Four Point System is done.

2. 3 Times Width Measurement is done in Top, Medium, End of Roll is done.

3. Fabric Inspection Report (Up to 18, Roll is Passed for Cutting) is made.

4. Fabric was cut for 6/9 Square Panel from top, medium & end of Fabric Roll for checking

running shade of fabric of 1 batch.

Spreading

1. Calculation of Fabric Consumption for a required quantity after getting Yarn Yards

Estimation (YYE) from Computerized Marker Design (CMD) Department

2. Marker Requisition Sent to CMD after getting same Width & same Shade of Roll

3. If Running Shade, then Group Marker Requisition is sent to CMD department.

4. Material Requisition Form is sent to Warehouse team from cutting department.

5. Material Handler Collects Rolls in a Trolley of Same Width & Same Shade

6. Spreading Machine Adjusting is done for fabric spreading of new style.

7. Fabric loading is done in Spreading Machine by spreading operator.

8. 10 inch Fabric Cutting from every roll before spreading as GSM Swatch is included there

9. 2-3 Lay Spreading is done at first.

36
10. Marker Setting with different size ratio Cross Width Marking for overlaying.

11. Marker Withdrawal

12. Continue Lay Spreading

13. Lay Adjusting with a mechanism of keeping extra width of fabric so one side of fabrics

lays height is uneven, other side fabric lays height is even.

14. Full 1 roll fabric spreading

15. Every Roll Shade Checking with Shade Continuity Card during spreading

16. Overlaying if Required

17. Balance Yards of fabric for Re-cut

18. Thread Spreading for differentiating the fabric rolls.

19. Writing in Spreading Sheet with attaching every roll sticker yards in back of the

spreading sheet (Balance yards calculation, Damaged pcs Calculation, Lay number counting

of every roll, cutting no, Batch No, Roll No, Sticker Yards)

20. Width Measurement of every roll after spreading the roll

21. Paper attaching with cutting No and number of lays spreading of every roll on the re-cut

portion of every roll

22. 80 lays Spreading keeping lay height up to 15cm

23. Rechecking Number of lays by counting

24. Blower starting

25. Pushing 80 lays from Spreading table to Cutting Table

37
 Cutting

1. Cutting Relaxation for 20 minutes

2. Marker Setting & Adjusting

3. During Cutting Relaxation, Marker Hole Creating and Tape Attaching

4. Daily Marker Check report by quality Department (Size Wise Ratio, Cut Quantity, Fabric

Batch Number, Marker Batch, Shrinkage %) comparing with actual marker paper

5. Numbering of Lays based on cutting no, Size & Number of lays

6. Selvedge portion Cutting

7. Cutting start of 1 part of garments

8. CPI start during cutting (3 Angles- 180 degree angle- common, 90 degree angle, 45 degree

angle – critical fabric structure)

9. Cut Accuracy Inspection report by checking measurement of top, medium and Bottom of

any part (front, back & sleeve) of garment cake of every size cake

10. When checking any garments parts, measurement check is done for chest, bottom &

length measurement

11. Allowing garments part with 3 (length) % X 1 (Width) % tolerances comparing the cut

panel parts with marker

12. 100% Cut Inspection Report done

13. Front , back & sleeve part CPI of every size by checking Slub / Coarse yarn,

Contamination, Thick & Thin Yarn, Holes, Knots, Dyeing Spots, Cutting problem, Fine

Yarn, Yarn Missing, Crease Nark, Running Shade , stains/Dirty Spot, Oil Spots, Pen Mark,

38
14. Defects up to 3% is allowed

15. If any defect found/shade found in the Cut Panel, then it is replaced by recutting portion

of the same shade roll

16. After finishing the recut, same size of total parts of garments are kept on the same tray in

the trolley which is called bundling

17. Lay Control Sheet (Updating Date wise total cut quantity of every size and color ratio

comparing with actual order quantity to keep on track)

18. Another Spreading Sheet Creating for data entry operator for creating Mother tag

19. Before making mother tag, data entry operator are checking Size wise color wise quantity

of total MO order quantity to make sure cutting department are not cutting pieces more than

required cutting tolerance 3%)

20. Mother tag creating on ratio basis means total 10 mother tag created by data entry

operator

21. Yellow color mother tag for cutting production and Pink Color Mother tag for quality

22. Every mother Tag are attached with required mother tag information & sent to Cutting

department

23. For F081 Style, garments parts are sent for Fusing and Heat seal

24. Sewing Leader comes to cutting department for collecting total quantity of one size ratio

when the sewing line is ready

25. Kanban Card created for total quantity of one size ratio thus created for every size ratio

quantity

39
3.2.2. Sewing Department

ESBL is consisted of total 3 production floors which are known as unit. Those are Unit-F,

G&H. Each Unit has Cutting section and Sewing Section. Sewing section consists of 5lines.

Each line has 41sewing machines and 4ironing table and quality tables. The layout is like

below-

Quality Section Quality Section

Ironing Section
Sewing section (End of line (after Iron
(41 machines) (4 Ironing checking - 2
chceking- 4
Tables) Tables)
Tables)

Headcount of Sewing Department (Each Unit) & Job Responsibility

Senior Supervisor- One person (looking after 1 Unit)

He monitors the overall sewing floor, gives production target for example efficiency, SAH

daily and ensures on time delivery of orders running in his floor.

Supervisor- Two persons (1 person for 3 lines, other for 2 Lines)

He monitors his allocated lines and controls line leader, utility and ensures production target.

IE Trainer-Two trainers (for 5 lines)

He solves the technical difficulties in the sewing lines.

Line leader- Five person for five lines (1 person for each line)

He controls one line, utility, sewers and balances line. He reduces bottleneck in the line,

guides sewers. He also tries to reduce defects in his line.

Utility -Ten persons for five lines (2 persons for each line)

His main purpose is to help line leader to balance line and for that reason he also fills the gap

of absent sewers or poor performing sewers.

40
Loading Operator-Ten persons for five lines (2 for each line)

She accumulates all the parts of the garments in a hanger and distributes Labels size wise in

the sewing line.

Sewing Operator- Two Hundred persons for five Lines (40 sewers per line)

He/she operates his operation in sewing machine and obeys the instruction given.

Size sorting Operator-10 helpers (2 for each line)

He/she uses the sucking machine to clear the loose threads for each garments and segregates

the output garments size wise and provides to the checkers.

Ironing Leader-1 person for 1 unit

He controls all the ironing operators and maintains the daily iron production target.

Ironer- 20 persons for 5lines (4 for each line)

His main job is ironing according to the sketch and pattern.

Turning Helper-10persons for 5 lines (2 for each lines)

He/she turns the garments into top side after checking completion and kept size wise.

Finishing sending man- Two persons are allocated for each unit

He counts the garments size wise, country wise and makes a kanban, keeps in the trolley and

finally sends the trolley to central finishing for further processes.

Sewing SOP:

Fabric receive from cutting area

Cut panel loading

41
 Sewing

Inline checking
NO
Do the garments meet the quality?
YES
Sewing the rest part

Send to spot Spot-kept in spot

cleaner keeping box

Send to Sewing Defect-

Operator kept in defect box
End of line checking

Send to B- Reject- kept in B-

grade Area grade box

NO
Do the garments meet the quality?
YES
Removing sticker from the garments & size sorting

Ironing of the garments

Send to spot Spot-kept in

cleaner spot keeping
box
Final checking
Send to Sewing Defect-
Operator kept in defect
box

Send to B- Reject- kept in

grade Area B-grade box
NO

Do the garments meet the quality?

YES
Audit & good garments send to finishing

42
Sewing Line Layout: for sewing a garments layout of machineries is very much important.

Here the layout of knit & woven garments is different. Actually layout varies style wise. The

layout of a knit garment is given below where the numbers written side of each boxes mean

the Operation Number-

Ring Measurement &

Sucking
Machine

Unload

80 80

S/N Seal Sleeve opening S/N Seal Sleeve opening

80 80

S/N Seal Sleeve opening S/N Seal Sleeve opening

51 51

S/N Tuck Bottom FL THRD S/N Tuck Bottom FL THRD

50 50

F/L Hem Bottom F/L Hem Bottom

50 50

F/L Hem Bottom F/L Hem Bottom

49 49

O/L Hem Bottom O/L Hem Bottom

48 49

O/L Close Side seam with Label O/L Hem Bottom

48 48

O/L Close Side seam with Label O/L Close Side seam with Label

48 48

O/L Close Side seam with Label O/L Close Side seam with Label

48 48

43
 O/L Close Side seam with Label O/L Close Side seam with Label

47 47

O/L Set Sleeve O/L Set Sleeve

47 47

O/L Set Sleeve O/L Set Sleeve

47 47

O/L Set Sleeve O/L Set Sleeve

46 46

S/N Attach Main Label S/N Attach Main Label

45 46

O/L Attach Collar S/N Attach Main Label

45 45

O/L Attach Collar O/L Attach Collar

45 45

O/L Attach Collar O/L Attach Collar

44 44

O/L Join Shoulder O/L Join Shoulder

44 O/L Join Shoulder Loading

Table

Loading F/L Hem Sleeve 43

Table

42 43

O/L Hem Sleeve F/L Hem Sleeve

44
 42 43

O/L Hem Sleeve F/L Hem Sleeve

41 41

O/L Join Collar O/L Join Collar

The above layout is given for making below T-shirt. Total machine types and Numbers

required for producing this t-Shirt are mentioned below-

Machine
Type Machine No

Single
Needle 9

Over lock
machine 28

Flat lock
Machine 7

Total Machine
44

45
3.2.3. Finishing Section :

Headcount & Job Description of Finishing Section

 Senior Supervisor: 1 person.

He monitors the full finishing section. He guides the supervisors to meet on time delivery.

 Supervisor: 3 person

They monitor the entire finishing leader to meet the daily production target for finishing.

They are divided to monitor finishing style wise.

 Finishing Leader: 3 person

They follow up all the folding operators, packers to do their job properly.

 Clerk: 1 person

He keeps the record of daily finishing, the quantity of garments sent to warehouse style

wise.

 Helper: 3 person

They receive the garments from sewing floor and keeps the record and also transfers the

garments to rack for dry room.

 Hangtag Operator, Folding Man, Packer : 14 persons, 70 person, 18 persons

Hangtag operator attaches hangtag and Folding Man folds the garments. Packer packs

the garments into carton and provides a seal inside the carton.

Description:

ESBL has central finishing section. It is not in end of the sewing line. The special part of

central finishing is Dry Room. As UNIQLO buyer has a special requirement of mold

controlling that’s why factory established a separate dry room. After checking completion

the final good garments are sent to central finishing from sewing floor. Then the garments

46
 are placed in a perforated rack in trolley.5 pieces of garments lot is kept in rack so that the

moisture in garments can be easily removed. After that the garments are transferred to

finishing room for packing, cartooning etc.

Dry Room SOP:

 Transfer the rack from finishing to dry room. Dry Room has Dehumidifier.

 Keep the dark/light garments into the dry room for two hours.

 Moisture check. There is an auditor from quality side who used to keep record of

garments quantity of that rack, in time, temperature and humidity of that time in a

format.

 After two hour, the moisture is again checked by that Auditor. If humidity is

below 60% then Transfer garments for relaxation (Half hour). The auditor again

keeps the record of out time, temperature and Humidity of that time in the same

format.

 If humidity is above 60% then keep it on dry room for another half hour and again

check the moisture. If the humidity is okay then send for finishing work.

Finishing:

After Dry Room the garments are sent to finishing table. At first the hangtag operator

attaches hangtag, then folds the garments according to the buyer’s procedure, then packed the

garments in single poly. After that the garments are packed in each carton according to the

packing list. Some are solid carton which means one color, one size in one carton. Some are

assort carton which means different color, different size in one carton. After completion of

cartooning the finishing Senior Inspector used to do audit in AQL 1.0 for every PO (Purchase

Order). If the packing is okay and the goods are passed, then he allows Cartons to send to

Finished Good Warehouse for NDC. If any discrepancy found, the goods are failed and

rechecking is done.

47
 3.2.4. Finished Goods Warehouse

Headcount of NDC & Finished Goods Warehouse Department and Job Responsibility

Officer: 1 person

He takes care of full Raw Material warehouse, Finished Goods warehouse, NDC.

Clerk: 3 persons

They keeps the record of all inventory, NDC completed Cartons quantity and finally

shipment Records.

Warehouse Leader: 2 persons

1 leader monitors raw material warehouse and another one monitor’s finished goods

warehouse.

Warehouse Porter: 2 persons

They transfer/transport garments from different area to different sections.

NDC & SNP Leader: 1 person

He monitors & follow ups the whole NDC section & supervises the operators.

NDC & SNP Operator: 10 persons

They operate the NDC & SNP machines and do the needle detection of finished garments.

Junior fabric relaxation Operator: 7 persons

They work for fabric relaxation in raw material warehouse.

Procedure:

 Received Carton from finishing area

 Check the plan and put RFID sticker to each Carton. A manual carton number is

also put on the carton to track cartons and then send to NDC room

 NDC checking. There are 2 NDC machine (double headed)

48
 After NDC completion, there is a DRAGON GATE in which the carton with NDC

completed passed garments is kept and it checks quantity, size, and colour of that

carton and saves in the software.

 If the NDC & DRAGON GATE inspection is ok as per requirements then the

worker provides a stamp on that carton and seals it. After that all the completed

cartons are sent to Finished Goods Warehouse for shipment

 If the NDC is not ok or any garments do not pass through NDC, then the operator

uses a hand Detector to find the metal in that garment. Still if the metal is not

found in that garment, that is kept in a red coloured reject box.

49
3.2.5. SWOT Analysis of Textile Production Management Department:

Strength Weakness

 Textile Production Management is  The main weakness is in planning

structured in ESBL. to cover up capacity of the factory

 The Positive side of Overall  Some strategies are creating

production side is the proper SOP of problems in meeting targets. For

every section and every workers instance, factory is accepting some

and staffs are well aware about it. orders of very critical styles to meet

up the capacity. But the resources to

fill up that orders are not well

enough

 At the same time style changeover

is very much frequent here which

ultimately results in fragment

gaining of efficiency and SAH

(standard allocating hour). As a

result in the end they are not

gaining profit up to the level

Opportunity Threat

 There is an opportunity to increase  Due to focusing on special 1 or 2

buyers as they have established buyers and taking critical orders

structure, manpower, resources and will becoming a threat to their

compliance maintenance. profit.

50
3.3 Sample

In ESBL, Sample department is also referred to as Product Development Department.

Though we are handling two buyers (PUMA & UNIQLO) and all the related departments

are separated for each buyer but the sample department is one for handling both of the

buyers. In case of PUMA we make development sample to all samples but for UNIQLO we

have to make according theirs development design. We do not offer our own development

to them. As UNIQLO has own development designers, so we have to follow accordingly.

The Goal of Sample Department is

-Sample submission 100% on time

-Sample rejection is below 1%

3.3.1. Sample work flow

Sample work flow is described below-

 Pattern Stage: Generally we have received pattern from buying office. Then we

have to make samples accordingly. Then the samples are sent to sample cutting

section.

 Fabric stage: Fabric received from Sales & Merchandising dept.(including fabric

color, Quality shade, inspection report, shrinkage report, GSM report & any others

requirement of fabric).

 Cutting stage: Before cut the sample they (cutting people) will check fabric quality,

color, GSM, AOP, Stripe cut way, pp. Green line, updated M-chart Sample

&artwork, then they will cut the fabric, after that they will also check cutting part

with pattern. If there is any print or Embroidery in the buyers instruction

sheet/Specification sheet/tech pack then after received print/Embroidery panel,

cutting people will check size, color, quality & position. If print/Embroidery is ok

51
 then send to sewing.

 Sewing Stage: During sample making sewing will follow TCF (Technical check

file), updated A/W, updated M-Chart, Accessories and Others according to Buyer

requirement. They also check finish pattern &dummy fitting for all Q/S s/set, pp.

and Confirm Sample. After complete sewing re-check measurement, Accessories

and Others with Technical sheet. If all are ok then send to finishing iron.

 Finishing Stage: Sample QC will check the sample part by part with updated M-

chart, Artwork, Technical sheet, Dummy fitting. Then they will make sample report,

sample comments. If all are ok then send to sample responsible.

 If the Sample Quality is ok then proceed to the next stage and if not okay then

return back to sewing stage.

 Then Sample responsible will check the sample finally & send to merchandising

 Finally Samples are sent to Buying office.

3.3.2. Headcount and Job Description of Sample Department:

Asst. Manager: 1 person

1. Prepare the sample making plan every day.

2. Insure the fabric & all are trims before make sample

3. Before make sample do proper review & analyses to make sample sweet able for

production.

4. Develop subordinates for the sample review analyses, make pp& dummy fitting.

5. On time make sample as per MER/SAL requirement & target first time sample

approval from buyer.

6. Provide working process sheet to IE driving style & making review meeting

7. Support the entire related department.

8. Manage the department to maintain best quality

52
 Reports Prepare Reports Review
Sample submission to buyer approval & rejection Per month
status
Sample defect analyses data Per month
Sample, dummy fitting & all record put in Per day
notification file
Style wise review meeting Per month

Supervisor: 1 person

1. Follow-up the sampling.

2. Make sample as per buyer Artwork & reference sample with best quality.

3. Sample dummy fitting check each style.

4. Sample make & submit on time as per requirement of MER & SAL.

Reports Prepare Reports Review

Record sample submission status Every month

Record sample notification file Everyday

Junior Supervisor: 1 person

1. Follow-up the sampling.

2. On time make sample with good quality.

3. After completed sample ensure the checking as per the Tack Pack with quality buyer

requirement.

Reports Prepare Reports Review

Record Cutter Scissor lock book Per month

Sample make status to display board Per day

Senior Sample Operator: 22 persons

They mainly cut, make and finish sample making.

53
Junior Officer: 1 person

He mainly checks the finished Sample’s quality with the Buyer’s technical Sheet. He

measures the sample to confirm the measurement and also inspects all the technical

requirements whether any discrepancy or not.

3.3.3 Different Types of Sample’s Description

Samples for different buyer like H&M, PUMA, UNIQLO made in ESBL are

illustrated below-

1. Development sample (DS)

The Development Sample is made according to the development request and

sample order. The DS request is given to several suitable suppliers for developments.

Buyer compares and evaluates the different DS before order is placed. Already at

this stage it is the supplier’s responsibility to consider and ensure that the product is

workable in bulk production.

2. Approved Sample(APP Sample)

For UNIQLO Buyer, Sample Department made approved sample. Actually it is

something like development sample of H&M Buyer. Here at first the sample

department receives a spec sheet from Buyer in mail and according to that artwork

they make app sample of different color UQ buyer mentioned. Then those samples

are submitted to UNIQLO Bangladesh office. The Buyer Production Managing

Director sealed on those samples and provides a comment if the making is okay and

need some small correction. Then those are called app sample and after getting that

factory starts their initial production following that sample.

3. Quotation sample (QS)

A Quotation Sample must be approved by the Buying Office before order is placed.

It was used to make for H&M Buyer. To avoid delaying the start of the bulk

54
 production, it is important that the QS resembles the bulk in all aspects. The QS

must be sent as components or whole samples in the colors specified on sample

order. Material/trims/labels should be bulk when possible; second best is a

material/quality similar to bulk. Color on material/trims/labels/accessories and

assembly details must be as close as possible to color standard.

Wash/treatment/surface finish must be correct .Placements of labels/accessories and

assembly details etc. must be correct .Size on all accessories must be correct. Print/

decorations must be correct .Shapes and measurements must be correct

4. Size set sample (SSS)

The Size Set Sample sometimes covers all the size and sometimes jumping sizes

according to the sample order. In case of jumping sizes, it is the smallest, base and

largest sizes. In Every size, one copy is kept for sample department and another one

is sent to Buying office. The SSS are grading samples to set the grading of the

product and the details. Requirements of Size set sample are Material/trims/labels

should be bulk when possible; second best is a material/ quality similar to bulk,

color on material/trims/labels/accessories and assembly details should be similar to

color standard, wash/treatment/surface finish, print/decorations should be as close

as possible, placements of labels/accessories and assembly details etc. must be

correct. Shapes and measurements must be correct

5. Confirm Sample (CS)

These samples are for UQ buyer and are not made by Sample Department. But these

samples are checked by Sample department QC. 6pcs Confirmed samples are taken

from Bulk production from each color of each style. After checking by Sample QC,

goods are submitted to UQBD Office. Then Buyer sends 1 copy to factory of each

color and that copy is used for final inspection. Without it we cannot offer final

audit to Buyer.

55
6. Counter sample (CS)

A Counter Sample is to provide to buying Office with a correct sample for final

approval, before the production can start. 10 pc counter samples are made.6pcs is

submitted to Buying Office. Requirements of counter sample are

material/trims/accessories/labels must be actual bulk, color on

material/trims/labels/accessories and assembly details must be correct. CS must be

made in every color ordered. Wash/treatment/surface finish, placements of

labels/accessories and assembly, print/ decorations must be correct. Shapes and

measurements must be correct. It is the supplier’s responsibility to perform all

necessary tests on CS. The production may start only after receiving Counter

Sample approval and the Sealed Counter Sample.

7. Duplicate Counter sample (DCS)

The duplicate Counter Sample is used as reference by all people involved during

bulk production. Measurement list and CS comments must be translated into native

language, placed in plastic pocket and attached to the duplicate. 2pcs DCS is sent to

production Floor and 1Pcs is sent to the inspection room for final inspection.

8. Production sample (PS)

A Production Sample is taken from Buyer’s sample or from the actual production

line and therefore represents the finished product. This should be done when the

first production is completed. All labels, price tags, etc. must be attached.

9. Color Test Sample (CTS)

5pc samples are made for different types of testing like chemical test, metal test,

physical tests and others. These test reports are sent to buyers later. These samples

are made with actual fabric, trims and accessories.

10. Photo sample (PS)

Normally 4pcs Photo samples are made in sample department. 1 pcs of sample is

56
 kept in the sample room and the rest 3pcs are sent to Buyer. The main purpose is

photo shoots for catalogue and web site and must therefore look like actual bulk

production on photo. Material/trims/labels should be bulk when possible. Color on

material/trims/labels/accessories and assembly details should be as close as possible

to color standard.

11. Monitoring Sample (MS)

The purpose of making Monitoring sample of UQ buyer is to check the fitting and

appearance of product by wearing different people. 2pcs of all sizes are made for

this purpose and sent to buyer. Most importantly all the fabric, accessories, trims

and others should be same as per Bulk.

12. Marketing Sample (MK Sample)

Some Marketing Sample is made before Bulk in app sample making stage and some

are made after Bulk from production stage for UQ Buyer. The main purpose of this

sample is decoration of Store with the upcoming product. In case of before Bulk

Marketing Sample, sample department made MK sample 2pcs for Medium and 2pcs

for Small size of each color of each pattern. Normally UQ have 2 types of pattern

that is US and JP pattern. So during app sample making stage sample department

also have to submit Mk sample at the same time.

13. Salesman sample (SMS)

The purpose of Salesman samples is to be used to sell the collection for distributors

and agents and must therefore represent the coming bulk production. Material/trims

must be bulk .Color on material/trims/labels/accessories and assembly details must

be correct. Wash/treatment/surface finish must be correct. Placements of

labels/accessories and assembly details etc. must be correct. Size on all accessories

must be correct. Print/ decorations must be correct • Shapes and measurements must

be correct.

57
3.3.4. SWOT Analysis of Sample Department

Sample Department is crucially important for any textile manufacturing company and the

Buying Office also. Sample is the reflection of artwork or technical sheet. So the

confirmation of order also depends on the right sample making and timely sample

submission. The SWOT analysis of this department is given below-

Strength Weakness

 In ESBL Sample departments  The practice of research and

performance regarding time is development is very less. Most of

fabulous. the sample department’s work is

 The top management of sample transformation of buyer given

department is extremely technically sketch into garment form

sound.  Due to the lacking of some

machines, some samples needs to be

made in china factories instead of

Bangladesh factories.

Opportunity Threat

 R&D should be introduced here to  Lack of Research & Development

incorporate more buyers into section will make ESBL lag behind

factory and create opportunities and from other factories in terms of

success for the factory competitiveness

 If proper machineries are  There is a possibility to diminish

incorporated in ESBL, then sample Sample department if the

department has the huge weaknesses are not resolved as soon

opportunity to develop. as possible.

58
 3.4 Human Resource Management

Human Resource Department is one of the prime departments of any industry. ESBL also

consists of a strong human resource department which controls all the issues very sensitively.

There are different teams in HR department for maintaining different activities like-

1. Staffing

2. Compensation and Benefits

3. Employee care and Industrial relations activities

4. Training and development

5. CARE Program

To maintain all these activities, this department establishes and follows standard operating

procedure (SOP) strictly for each activity.

59
3.4.1. Organ gram of Human Resources Department

Fig: Organ gram of Human Resources Department (HRD)

3.4.2. Staffing:

Objective:

To fulfill the recruitment process effectively and efficiently attract, identify and Select the

most qualified and suitable candidate for the vacant position and placed to the existing job for

supporting the business needs.

Commitment:

Ever Smart Bangladesh Ltd. (ESBL) does not support any kind of discrimination to staffing

its employee. No workers are required to pay fees, taxes, deposits bonds, incur debt for the

purpose of recruitment or employment.

60
To ensure neutral hiring procedure in ESBL the overall recruitment & selection follows

below SOPs:

-Non-discriminatory basis, ESBL is following the Anti-discrimination policy.

-To remediate Forced Labor ESBL is following the Forced Labor policy.

-To ensure Anti-harassment ESBL follows Harassment or Abuse Policy

-For Accidental Child Labor recruitment ESBL follows Child Labor and Juvenile Worker

Prevention and remediation Procedure

Recruitment and Selection Team:

Working Hour:

Purpose：

To control & monitor working hour within legal limit (48 hours)

61
Scope：

Working hours & breaks for ordinary employees, juvenile /pregnant workers/ breast feeding

employees.

Weekly off: Time off is provided in accordance with law.

• Employees are guaranteed one day off in every seven days.

• Employees are provided break during working periods.

• Suspensions of work are accordance with national Laws regulations & Procedures.

Leave: Leave record maintained according to leave policy

Overtime (OT) on voluntary basis

- This document applied for all workers, consisting of: operators in production line, direct and

indirect worker.

- Excessive OT is not permitted under any circumstances.

- Excessive OT is permitted only under emergency circumstances.

- This document is complied with relevant labor laws and regulations of Bangladesh and

human resource development policy of Ever Smart Bangladesh Ltd.

Procedure:

1. Regular working hours within legal limit (8 hours) per day.

2. The time keeping system for hours of work is recorded by ETS electronic to ensure

accuracy system.

3. Production planning/ capacity managing process that supports regular hours of work are

within legal limit.

62
4. Workers can do OT voluntary basis.

- To control OT HR team weekly analyze the report with projection & inform the concern

department for action plan.

5. Facility has approval process for urgent overtime. The process requires supervisors to

request overtime within a specific time of the day.

Breast feeding policy:

- If any breast feeding employees wants to take time for breast feeding.

The facility has breast feeding arrangement.

Then employees are allowed to take gate pass & their payment procedure is full paid.

Responsible person:

Asst. Manager of HRD is a dedicated person for implementation of the working hour facility.

3.4.3. Compensation and benefits

For compensation and benefits of all the employees recruited here, there is a payroll section

that ensures right facilities at the right time.

Goals of Compensation

- Employers are able to attract and retain employees who contribute to the organization's

success

- Employees feel they are compensated / rewarded fairly/ equitably for their efforts and

contributions to an organization's success

63
Wages Calculation:

Attendance Bonus:

- Taka 200 per month

- If the employee report to work full month, employees are allowed to take maximum of

2 days approved leave.one day approved leave will entitle only Tk150.Two days of

approved leave will entitle only tk100.If more than two days leave taken, no attendance

bonus is entitled.

Overtime:

Basic Pay * 2times*No of OT hours

208

Maternity Allowance:

The employees have to complete a minimum period of 06 months to be entitled for

maternity leave. Basic Calculation is

Average in Total Income of last 3 months

Actual Working Days of last 3 Months

That means: 112 Days *Average income of last 3 Months

Leave:

Casual Leave = 10 days in a year.

Sick Leave = 14 Days a year.

Annual Leave / Earned Leave = 1 day leave for every 18 working days.

Annual Leave Calculation: 365 - absent day = (365/18= 20 maximum).

64
 Leave Encashment Calculation: Gross Salary / 26 x E/L Balance = Payment

Festival Holiday:

As per law minimum No. of Holidays =11

Company Granted Holiday =1

Total Holiday= 12

Standard Allocated Minute (SAM) CALCULATION:

SAM = standard allocated minutes

Total SAM = ON STD SAM + OFF STD SAM

Total Time = ON STD TIME + OFF STD TIME

ON Standard Efficiency% = ON Standard SAM *100

ON standard Time

Overall Efficiency% = Total SAM *100

Total Time

Standard Allocated Hour (SAH) Calculation:

SAH = standard allocated hours

Example:

a) W/S workers – 750 (Sewing Operators)

b) Working Days – 28 Day

c) Working Hours – 8 Hours

65
d) Extra OT – 2 Hour

e) Efficiency – 83%

f) Attendance - 95%

SAH:

8 Hour = A-750 X B-28 X C-8 X E-.83 X F-.95 = total SAH - 132,468

2 hour = A-750 X B-28 X D-2 X E-.83 X F-.95 = total SAH – 33,117

Total SAH = 132,468 + 33,117 = 165,585

Incentive System: ESBL has incentive system to add more benefits to income. It is applied

to all staffs, workers. The purpose of this system is

 Keep employee More Efficient & More Productive >> High Production

 Help make result oriented workforce >> Achieve Target On Time

 Proper utilization of attending hours >> Discourage Gossiping

 Major contributor of Take Home Pay>> Delighted end of month

 Motivate to perform maximum level >> Habit to Cross own performance

 Incentive Scheme

Sewer & Ironer: Individual & Group (Monthly)

Cutting & Finishing: Group (Monthly)

Productivity Incentive (Staff): Line Leader (monthly), Supervisor (Quarterly)

66
  Factors of Incentive

Sewer & Ironer:

Group: Overall Line Efficiency

Individual: Lead Time, Working Days, Operation Grade

Cutting & Finishing:

Overall Cutting/Finishing Efficiency. (Unit wise)

Others:

QAD: Weight distribution of Base Amount (FPY 30%+FPYWHS 10% + IndEff 30% +

CFIR 30%)

NDC: Factory Over all Finishing Efficiency

Group Incentive:

Base Amount x efficiency % x 26 = Daily Group incentive

Example: 3000 x 70% x 26 = BDT80.7692

Individual Incentive:

Actual efficiency - breakeven efficiency x earning point x 208 hour

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TAKE HOME PAY:

The Actual amount paid by the company for all staffs, employees is the subtotal of below-

No Details BDT

1 Gross Wage ******

House Rent ******

Medical Allowance ******

Transport allowance ******

2 OT Payment ******

3 Attendance Bonus ******

4 Long Service benefits (If Applicable) ******

5 Group Efficiency ******

6 Incentive Individual ******

Total ******

7 EID Bonus (when Applicable) ******

8 Earn Leave Encashment (when Applicable) ******

9 Other Benefits ******

Sub Total ******

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3.4.4. Employee Care and Industrial Relation Activities

Main objectives are to be the employer of choice, Good Industrial relation through employee

care and Keep employees happy and smiling.

Functions of employee care & industrial relation sections are-

1. Employee Care

2. Turnover Control

3. Weekly Feedback Analysis

4. Establish Employee Retention

5. Develop Industrial Relation

For that ESBL follows the policy for

-Forced Labor

-Child Labor and Juvenile workers prevention policy

-Anti harassment

-Grievance handling

-Anti Discrimination

69
Team for Forced Labor Handling policy

Sr. Manager-ADM
& HRD
President

Manager-HRD
Secretary

Welfare Officer-HRD Officer- ADM

Officer(02)-HRD
Member(02) Member(01)
Member(01)

Child labor & juvenile worker Prevention Team

Manager, HR
President

Officer, HR
(Recruitment)
Secretary

Recruit.
Nurse, ADM Doctor, ADM Officer, ADM
Assistant,
Member Member Member
Member

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Grievance Handling Procedure

Commitment:

Management of Ever Smart Bangladesh Ltd. is committed to establish a Grievance free

organization by resolving all kinds of complaints, misunderstanding and conflicts may arise

among all of its employees at the workplace.

Reference:

The base of this procedure is Section 33 of Bangladesh Labor Law, 2006, the International

Labor Organization’s Convention-135 and the Code of Conduct (COC) of the Crystal Group.

Ever Smart Bangladesh Ltd. is promised to follow Country’s local law, ILO Conventions &

Code of Conducts of its Crystal Group.

Purpose:

Grievance Handling Procedure will help to develop/build a satisfied workforce. We want to

minimize Grievance among employees through operating an effective Grievance Handling

Procedure. Our main motive is to make dynamic & effective communication between

employees & employers and also be a ‘Grievance Free’ organization.

Target:

To Establish Ever Smart Bangladesh Ltd. as an organization of ‘Grievance Free’ as well as

an ‘Employees Choice’

71
Grievance Handling Committee

Sr. Manager-ADM
& HRD
President

Manager-HRD
Secretary

Welfare Officer- Officer- Officer- Officer-

Officer(02)- HRD HRD HRD ADM
HRD Member(0 Member(0 Member(0
Member(01) 2) 3) 4) Member(05)

Anti-Discrimination SOP:

Commitment:

Ever Smart Bangladesh Ltd. believes in talent and skills. The company is committed to

ensure equality overall in employment decisions i.e. recruit, hire and promote are made on a

non-discriminatory basis, and without regard to sex, race, color, age, national origin,

religion, marital status, gender identity, citizenship, pregnancy or maternity, veteran status,

or any other status.

To recruit any female employee the authorities will not interfere about her pregnancy even

she is not forced to work hard against her wishes. All of the higher authorities are

committed to establish this policy

Mission & Purpose:

This policy has been developed to ensure fairness & prevent discrimination in any sector at

any cost i.e. internal recruitment, increment, training, termination /retirement & also to

protect female rights.

72
 Implementation of the Anti- Discrimination policy:

Ever Smart Bangladesh Ltd. has developed a implementation committee to apply &

implement anti-discrimination policy.

Anti-discrimination & Anti-Harassment Committee:

73
3.4.5. Training and Development:

Ever Smart Bd. Ltd. management plans for improving employees’ skill through Annual

Training Strategy. HR Department Head will prepare the Training Strategy with the help

of previous year data, role based training, annual performance appraisal record then

finalize the strategy.

Policy Description Related Procedure

1.Training shall be Management set the strategy to Prepare annual

provided to develop skills train up its existing resources training strategy

based on project needs, up to the level to perform their

role based needs, long term duties effectively and achieve

individual needs and long the business goals. Training

term organizational needs strategy to ensure necessary

training to all within the

Organization.

2. The training coordinator Training Coordinator circulate Plan and schedule

shall prepare a high level training schedule those take training

annual training strategy place n next two months and

also collects nominations,

74
and detailed training training waiver and finalize

schedule. participation list and inform

participants and requesters.

3. A minimum of 5-10 Ensure all record related to Execute training

days of training per year training are collected properly.

provides to each member Attendance sheet, feedback

of the Organization. All forms are filled up and

records related to training reviewed In post training

should be collected or analysis report (participant

recorded. level).

4. Status and effectiveness Preparation of TNA report Review and monitor

of training measured and (Training level) to get the training activates

tracked. actual scenario at the end of the

quarter.

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Existing training plan of Ever Smart BD Ltd.
Training plan for 2019 (All employees of the organization)

Duration
Training Name (Hours) Total Seat
7 Habit training 24 25
Communication Skill-External 8 15
Team building 8 25
Decision analysis and resolution 4 5
Orientation for new employees 1 15
Internal audit training 4 6

Leadership-External 8 8

Harassment & Sexual Harassment prevention 1.5 16

Training

Negotiation – External 8 5

Process management training 4 4

Risk management system 4 4

Self-management – External 8 5

Supplier management 16 5

Testing 4 24

Sum: 103.5 Sum: 162

Internal audit training 4 6

Leadership-External 8 8

Harassment & Sexual Harassment prevention 1.5 16

Training

Negotiation – External 8 5

Process management training 4 4

Risk management system 4 4

Self-management – External 8 5

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Supplier management 16 5

Testing 4 24

Sum: 103.5 Sum: 162

3.4.6. CARE Project:

Functions of care project sections are-

Crystal Advocates Respect & Engagement

1. It is Women Empowerment Project

2. 40K female will covered by Y20 in Crystal

3. ESBL Target 1400 female by Y20

Working Way of CARE PROJECT

There are total 5Steps of this Project

1. Great Start

2. Being Healthy

3. Being Effective

4. Unlocking Potential

5. Breakthrough

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The overall theme is summarized below for better understanding-

78
3.4.7. SWOT Analysis of Human Resources Department:

Strength Weakness

 The most important strength of HR  Some weak points of this

department is the wonderful department include improper

reputation of the core company communication and lack of proper

which increases its value in the training period.

market  Lack of data/measurements in terms

 It provides a good and structured of employee performance

working environment calculation.

 The facilities they provide is

maintaining in a proper way

Opportunity Threat

 Opportunity includes possibility of  Especially some threats of this

Business expansion in Bangladesh section are worker turnover,

of this company which will create frequent management change,

more stability and training and skill restructuring causing frequent

development opportunity of this decision change, internal conflict

department than before. It will take and instability.

some time though.  Marketplace uncertainty

 There is a wonderful opportunity to

skilled manpower development.

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3.5. Compliance

Compliance means compline the code of conduct of customer & local law. But it is not

confined only in a single definition. The Impact and area of compliance is vast. Every

Company needs to maintain compliance. The main function of compliance is to check that

whether every department of a company is performing their work by maintaining standard or

not. Broader issues of compliance are sometimes categorized into social compliance,

Environmental compliance, occupational compliance, physical compliance, etc. Social

compliance includes wages and benefits, hazards and safety, health and sanitations, human

rights, etc. Environmental compliance comprises pollution control, wastage management,

complying with the environmental laws, etc. Occupational compliance includes reliability

regarding product quality, design, and other specifications, ensuring delivery lead time, etc.

Physical compliance incorporates building-structure, factory get-up, etc.

Actually in every area compliance needs to be maintained. So compliance Department is

engaged in most of the work in ESBL. Their function is listed here briefly –

 Compliance assists in getting approval of the factory from buyer. In case of H&M

they submit Higg Index which is a business Evaluation tool where different questions

on social and environment issues. As previously in ESBL, H&M was the only buyer,

so they had to do work according to their wish. H&M at first followed ICOC (Index of

Code of Conduct) up to 2014. In 2015 they started the SIPP (SUSTAINABLE IMPACT

PARTNERSHIP PROGRAM) program.

SIPP: SIPP has 2 things. HIGG & STEP (SUSTAINABLE TRACKING EVALUATING

PROGRAM).

80
 It encourages the self-reporting by self-assessment. At first monthly performance data

is input in HIGG index in desktop which is desktop validation as it is validated by

H&M through mail.

Then that data is verified by buyer through on site validation. For that, factory has to

keep the data records they input in HIGG index before.

So in STEP, data base of self-assessment of HIGG is recorded.

Rework= Total Production / Total defects

So this rework data (i.e. how much rework is done) is also input in STEP which has

an impact on HIGG.

In STEP there is 604 questions, among them 594 is applicable for crystal. Higg

verifies data of previous 1 year.

If the desktop validation criteria does not match with the onsite observation, then

reliability score reduced which has a negative impact on that factory. That’s why

Compliance team has to be concerned about that.

Another project of H&M is Social Dialogue Project (running project on ESBL).

Purpose of this project is to train up the workers representative of PC committee by

H&M to make them aware of their rights.

The project of UNIQLO is Better Work Project which includes work employee

assessment, legal work, wage compensation etc. (3-4 year duration).

 Another function of compliance is supplier’s factory visit and assessment. It occurs

during VAP(value Added Process) like make printing, embroidery , washing in other

factory.in that case it is a matter of concern for compliance team that whether the

suppliers are maintaining standard or not.so Compliance team has to go for an audit

81
 and make a report. For that a team containing 3 members (2 persons from compliance

and 1 from quality) goes for an audit. There is 2 types of audit – Internal and Follow

up Audit. Internal Audit is for new Suppliers and Follow up Audit is for old suppliers.

 Compliance team have to be aligned with sales team in some cases. In case of a new

buyer/order , if there needs any certifications to be acquired ,sales team informs that

to the compliance team before and they started working on getting certifications.2

certifications has been taken by the compliance team for ESBL .

Those are GRS (Global Recycle Standard

Another one is OCS (organic Content Standard)

In case of any certifications, both manufacturer and the trading office EMCO

Elegance (Macao Commercial Offshore) Ltd. have to be certified.

 Compliance team also remains in worker recruiting interview for

-Age verification

-To check that whether any discrimination is happening or not

-Whether any questioning on pregnancy of any woman arises or not

 Another important issue for compliance is fire and safety which is a major concern for

compliance team. They do audit so that compliance could be maintained and safety

could be ensured for both worker and buyer. As different buyers have different

requirement, so it’s their concern to ensure buyers minimum requirement in

compliance issues. For instance minimum requirement is like-

 Supplier and production unit should be transparent

 Should not use undeclared unit

 Should not work on sandblasting

82
At the end of 2017, ESBL completed remediation on all structural issues identified in the

initial structural inspection by the Accord on Fire and Building Safety in Bangladesh. As for

our factory, remediation work has reached a 96% completion rate and we have continued our

efforts in 2018. In the starting of 2019 factory also arranged basic fire safety awareness

training for all employees including security guards to educate our staff about precautions and

protection in case of an emergency.

 ESBL Compliance team also monitors compensation and benefits of employee and

staffs strictly. ESBL pays total compensation required by local law, including all

mandated wages, allowances & benefits. ESBL ensures proper compensation for their

employees for all the work done, by providing in a timely manner all the wages and

benefits that are in compliance with the local and national laws of the jurisdiction in

which they are located. This includes any premiums for overtime work or work done

during holidays, as well as any other allowances or benefits, including any mandatory

social insurance, required by local law.

 Compliance Team follows the working hour of ESBL according to the law or not.

Hours worked each day, and days worked each week, should not exceed the

limitations of the country‘s law. ESBL ensures at least one day off in every seven-day

period, except as required to meet urgent business needs. ESBL sets limits on regular

working hours as well as on overtime work. Long-term participation is contingent

upon meeting the limitations set by local law.

 MSDS (MATERIAL SAFETY DATA SHEET):

Both for buyer and worker, it is said in code of conduct. The chemical components

and their composition is described here for buyer.

Like what will be the first aid and what is PPE (personal protective equipment), how

long they will be reserved and when will be disposed etc.

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3.5.1. CSR (Corporate Social Responsibility)
CSR & Branding is one of the important parts of general administration. It refers to both

internal & external CSR.

 Internal CSR means creating awareness in the factory, maintaining responsibility of

the factory, ensuring welfare of the workers so that all employees have an immense

satisfaction to our company and choose this company over others. It is also one type

of branding.

 External CSR means performing different activities related to social work which at

the same time increasing social image of the company & itself assisting branding of

our company like tree plantation program, donating warm clothes to the helpless ,

resource less people, medical care to the disadvantaged people in rural areas.

Health Related Activities:

- Family Planning program

- Hepatitis B day

- Hepatitis Vaccination Day

- Blood Testing Program

- Maternity Awareness Program

- General Heath Awareness Program

- Menstrual Hygiene Management Day

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 Fig: Health related activities in ESBL

Fire & Safety Related Activities:

-Occupational Health & Safety Fair-2018

-Safety Certification Program

-Fire Drill in every month

85
-Fire Fighting Training

- First Aid Training

Besides general first aid training a six months first aid certification course is going

on with 34 members

Fig: Fire and Safety related activities in ESBL

Other CSR Activities:

- Bengali new Year Celebration

- CARE Graduation Ceremony

- Birthday celebration of workers

- Mother’s Day Celebration

- Women’s Day Celebration

- Encouraging Workers

- Child Care Inauguration

- Spring & Cake festival

86
 Fig: Cake Festival & Spring Festival celebration

Fig: Bengali New Year celebration

Fig: Women’s Day Celebration & Child Care Inauguration

87
 In other cases Our CSR activities are classified in two categories.

1. Environmental Activities

2. Community Engagement

3.5.2. Environment Activities in ESBL

ESBL has formed an environmental committee for the better of our environment.

Fig: Environmental Committee

Environmental Activities:
Our environment activities are classified into three categories.

1. Reduction of Carbon Emission (CO2)

2. Reduce Water Consumption

3. Green Initiative

88
Environmental Policy:
Crystal International Group Ltd has developed a corporate environmental policy. As a sister

Concern, ESBL follow the corporate environmental policy.

89
World Environment Day Celebration:

Every Year ESBL celebrate world Environment Day on 5 th June by creating awareness about

environment among the workers and staffs through consultation, video sharing .

Fig: World Environment Day Celebration

Tree Plantation program: In 2017 ESBL planted 16000 plants & in 2018, planted trees are

18000

Fig: Tree Plantation Program

90
Earth Hour 2019: ESBL has celebrated Earth Hour to promote the message; “We Want a

Sustainable Future”. Connect to Earth is a challenge to switch off during earth hour and

reconnect with the natural environment.

EARTH HOUR is a global environmental movement by WWF. WWF Is The Parent

Organization Of Earth Hour And Started Earth Hour With Teams And Partners In

Sydney, Australia Back In 2007. Earth Hour was started as a lights-off event in Sydney,

Australia in 2007. Since then it has grown to engage more than 180 countries and

territories worldwide.

Fig: Earth Hour Celebration

3.5.3. Community Engagement:

ESBL performs different activities to engage local community like school bag distribution to

local schools, blanket distribution during winter, health commodities distribution etc.

91
Blanket Distribution to local poor people:
Every year ESBL distributes blankets among the cold victims. The blankets are distributed to

the poor people of Gazipur.

Fig: Blanket Distribution to local poor people

Health Awareness Workshop at local Community:
Every year ESBL arranges Health Awareness Workshop for people staying near to ESBL.

Fig: Health Awareness Workshop

Donation to local community:

Every year ESBL donates to the local poor people for making their life easy.

Fig: Donation to local community

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Participate at community people occasion:

Fig: Participation at Community people occasion

Recognition from Local Authority

Bangladesh forest department has appreciates our tree plantation activities.

Fig: Letter of Appreciation from Bangladesh Forest Department

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4. Analysis And Evaluation

As I have completed my internship in this organization in the past 3 months in 5

departments of this company which includes a)Quality Management b) Production

Management c)Sample d) Human Resources management e) Compliance , So my

overall SWOT analysis and evaluation are illustrated below-

STRENTH:

 Latest Technologies are used in manufacturing

 Every departments follow specific Standard Operating Procedure (SOP)

 Different Software like ETS , CAPS, SAP, Dragon Gate, RFID etc. are fully

implemented which enables smooth manufacturing and tracking

 High Quality is maintained not only in product but also in the sub processes of

manufacturing the product

 This Company is able to achieve High efficiency and SAH within a very short

time

 Multiskilled operators are developed within very short time

 Incentive is given based on efficiency which is fully traced by ETS and it

attracts workers most. So management does not need to push for production.

Rather than workers themselves thirst for production.

 A corporate working environment is being able to provide to the workers and

staffs comparing to other factories

 Salary / wages are provided monthly on time which holds the trust and

motivation of the employees for the organization.

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  Corporate values are circulated among the employees of this organization

 Free lunch and transportation facilities are provided

 Compliance is maintained strictly

WEAKNESS:

 Training facilities are irregular in different department for the

improvement of the employees

 Research & Development facility (R&D) is not established

 ISO certification is still not applied for quality section

 Current Planning to cover up the capacity of the factory is poor

 Dependency on fabric mill specially overseas fabric mill is more

 Lead time of gaining efficiency during frequent style changeover is poor

 On time shipment performance on recent times is low

OPPORTUNITY:

 ESBL has the opportunity to establish more buyers as they have

established structure, manpower, resources and compliance maintenance

 Previous reputation of the company can be utilized to increase market

value

THREAT:

 No R&D facilities in ESBL can lag them behind in the market

 Dependency on subcontract for print factory

 Currently frequent management change cause instability in operation

 Frequent Turnover/Leadership change can cause uncertainty

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4.1. Five Years Improvement Plan in Ever Smart Bangladesh Ltd.

As my experience in textile sector to provide recommendation is hardly enough , still

my understanding and knowledge so far through EDP, 3 months details internship and

working experience I would like to provide a 5 year plan to improve current problems

and upcoming obstacles in Ever Smart Bangladesh Ltd.

1. ESBL should develop at least 2 more buyers besides focusing on only 2 buyers as

they have already structured set up.

2. Have to increase their warehouse capacity for smooth production flow.

3. More multiskilled operators should develop to cope up critical styles to gear up

efficiency within short lead time before starting production.

4. R& D facility should be developed to attract more buyers

5. Lab Facilities should be increased.

6. In Sample section, skilled manpower should be increased to reduce sample making

and approval time.

7. 100% inspection by third party in case of UNIQLO buyer should be replaced

through developing internal factory QC within one year. For that ESBL need to start

a full FQC set up as soon as possible to continue UNIQLO buyer.

8. Print facilities should be introduced very soon for smooth production of PUMA

9. MO Closing procedures need to be strictly followed up to meet on time shipment

10. Local Fabric mill should be sourced and convince buyer for approval.

11. Steps should be taken for ISO certification

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 5. Conclusion

I have been working in Ever Smart Bangladesh Ltd. for the last 2 years as a Production

Associate in Quality Assurance Department. During my working period, I had only the

knowledge of other departments of the organization on surface. But it is EDP, A

Postgraduate Diploma in Textile Management at Bangladesh University of Textiles

(BUTEX), a 9-month long International Standard Real life professional Managerial Program

aiming to produce future leader and entrepreneurs for textile industries of Bangladesh with

the financial support of Asian Development Bank (ADB), under the Skills for Employment

Investment Program (SEIP), Finance Division, Ministry of Finance, Government of the

People’s Republic of Bangladesh that helps to enhance detailed knowledge on the other

sections through this 3 months internship program. I am extremely grateful to these

initiatives of SEIP of Bangladesh Government to empower the employees of textile

sector and enhance the practical knowledge. It enables us to think in a bigger picture

through management point of view. Through this internship we could do the SWOT

analysis of 5 areas of the company. This also increases my analytical ability and critical

thinking. The way I am now evaluated each area is quite educative and practical that I did

not understand before.

Though there were some limitations in making report as some information is confidential

which are not allowed to share. Some internal factory pictures are not allowed to

disclose. Besides the time of internship is not that much enough to study. In spite of this I

have tried my best to go into details of each area and do the analysis.

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However, Ever Smart Bangladesh Ltd. is a wonderful organization to work in perspective

of Bangladesh RMG industry. It is a renowned multinational garment manufacturing

company in Bangladesh. It is totally different from the regular RMG factories here.

Especially the working environment, values and culture of this well-structured factory is

worth to praise. The compliance and social responsibility practices make it different from

others. I feel proud to be a part of this organization which helps to construct me well than

before. Like every manufacturing industry it has also some limitations and obstacles.

Currently it is facing some restructuring. But still it has huge opportunities to flourish in

textile sector of Bangladesh. Hoping it will have a prosperous future forward.

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6. Appendices

6.1.Attendance Record

Fig: Attendance record on Quality Assurance Area

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Fig: Attendance record on Textile Production Area

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Fig: Attendance record on Sample Department

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Fig: Attendance record on Human Resources Department

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Fig: Attendance Record on Compliance Department

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 6.2.References

1. FIBRE2FASHION.COM, n.d. FIBRE2FASHION.COM. [Online]

Available at: https://www.fibre2fashion.com/industry-article/6944/current-scenario-of-the-
textile-industry-in-bangladesh

2. Anon., 2016. Textile Today. [Online]

Available at: https://www.textiletoday.com.bd/seip-a-need-based-skill-enhancement-
program/

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