1. Presented By
Rohit Kumar,
Master of Fashion Management,
NIFT-Patna

2.  The Raymond Group was incorporated in 1925
and within a span of a few years, transformed
from being an Indian textile major to a global
leader.
 It is one of the leading, integrated producers of suiting
fabric in the world, with a capacity of producing 31
million meters of wool & wool-blended fabrics.
 After making a mark in textiles, Raymond forayed
into garmenting through highly successful
ventures like Silver Spark Apparel Ltd., EverBlue
Apparel Ltd. (Jeanswear) and Celebrations
Apparel Ltd. (Shirts).

3.  Silver Spark Apparel Ltd. is a wholly owned
subsidiary of Raymond Ltd.; marking the
group's foray into the Global Apparel
Outsourcing market. The unit manufactures
suits and formal trousers catering largely to
export markets.
 State-of-the-art manufacturing facilities at the
company's Doddaballapur plant enable it to
produce 1.4 million suits, jackets and 2.6
million trousers annually.

4.  JACKETS
 SUITS
 TROUSERS
 VEST

5.  GAP INC (For Banana Republic and Banana
republic factory store)
 Li & Fung (For EXPRESS and EXPRESS Outlet)
 Peerless (For RALFH LAUREN, CHAPS,
DONALD J. TRUMP, JOHN VARVATOS U.S.A.,
Calvin Klein, TALLIA, DKNY and MICHAEL
KORS)
 ARMSTRONG AVITION (For ACC)
 J.C.PENNEY
 NAVADA (For ENRICO, ZETAGI, BALINO,
SCOZIA and FERARRO)

6.  PELLESTROMS (For DRESS MAN, VOICE,
GEKAS)
 STLONIE (For CH and PH)
 LIMS (For JOHN PEARSE)
 RAYMOND GROUP (For C.T., SUIT SUPPLY,
JACGER, SACOOR BROTHER, CORTEFIEL and
WE)
 HAGGER
 KURABO
 FLEX
 KONNACA

7.  Merchandising
 Purchase
 Information Technology(I.T)
 Logistic
 Trim store
 Fabric store
 Production
 C.A.D
 Sampling
 Packing
 Finishing
 M.T.M - Made to Measure

8.  H.R.
 Ware House
 Accounts
 Pattern
 EXIM
 P.P.C.
 Administration
 Operations
 I.E.D (Industrial engineering department)
 U&M general (maintenance)
 H.M.S – Hand Made Suits
 Quality Control and Assurance

9.  At Silver Spark Apparel limited the total
number of man-power as on June and July 2014
is 2740.
 This includes 270-Staffs
 2400-Operators
 20- security
 and 50-others on contract basis.

10.  In production the lines are divided into four
types as JKT(Jacket) lines, Trouser line, MTM
(made to measure) and Vest line.
 There are four major Jacket lines
 Line – 1 (With 120-Operations)
 Line – 2 (With 220-Operations)
 Line – 3 (With 120-Operations)
 Line – 4 (With 120-Operations)
 Capacity of 550 pieces per day
 Actual quantity are around 350

11.  There are five lines in Trousers
 Line – 1 (950)
 Line – 2 (550)
 Line – 3 (550)
 Line – 4 (700)
 Line – 5 (550)
 With 80-90 operations in them
 In MTM department the capacity is about 200
 Actual capacity on an average of 50.
 In MTM there are 5 lines with the view in mind of
order to shipment with a lead time of 7 days.
 Trousers capacity in MTM is found to be 150.

12.  There is only vest production line in SSAL
 With 50-60 operation
 Total capacity of 600
 The actual productivity per day is found to be
350 pieces.

13.  For cutting: - Gerber (Fully automatic
spreading machine, Semi- automatic
machine, Cutting)
 CAD dept. use Gerber software
 Fussing :- Gerber
 Sewing :- Juki
 For shoulder pad:- Single Needle Postbed
Lockstitch

14.  Finishing :-
 Buck Press
 Steam Press
 Trouser double-legger press
 Jacket shoulder press
 Carousel press
 Hand finisher

15.  WHAT IS VALUE ADDED?
 ''Value is the change in the fit, form and function of
the product or service that customer is willing to
pay for''.
 WHAT IS NON-VALUE ADDED?
 Any activity that does not change the fit, form
and function of product or service is non-value
added. Non-value added is also known as
WASTE

16.  The value-add assessment of the activity
identifies an activity as one of the following:
 • A real-value-add (RVA) activity
 • A business-value-add (BVA) activity
 • A non-value-add (NVA) activity

17.  Transportation waste: This refers to physical items
and data rather than the movement of people.
 Waste of Movement: This refers to the physical
movement of people.
 Waste of Waiting time: People or things waiting
around for the next action.
 Waste of Defects: Just the time and effort wasted
when the “things” that you make are wrong or
faulty – typo’s in a report, wrong price in a
quotation, a system incorrectly installed.

18.  Type I waste (ENVA)
 ENVA is an abbreviation of Essential Non-
Value Add. It signifies the activities carried out
in the process that do not add any value to the
customer but required for process completion
 Typical examples of ENVA
 Backing up of computers for data storage
purposes does not add value to the service, but
mitigates risk of data loss.

19.  Type II Waste (NVA)
 I call this ‘’Pure waste’’. It signifies the
activities carried out in the process that do not
add value to the customer and not required by
the process
 Typical examples of NVA
 Defects: Any defect that occurs during the
manufacturing or transactional process causes
rework leading to delay in product or service
reaching the customer.

20.  Structured Observation
 Unstructured Observation
 Natural Observation
 Questionnaire

21. 1. For how many years have you been working
at Silver Spark Pvt. Ltd. Doddaballapur?
 0-1 Years 1-3 Years 4-9 Years >9 Years

22.  Follow up with trim store for trims
1 2 3 4 5
 Most of the Merchandiser feels as the purchase
department does not follow up for the status so the
merchandiser have to but it is not their part to follow up.

23.  Due to no proper commitment from sample department
the merchandiser have to follow up even after the V-Stitch
entry is made. No proper status of sample is entered by
sample department on V-Stitch, as S V-Stitch ERP was
made to check the status of samples.

24.  Because of no ERP system to detect or provide
information the follow up is required.

25.  In SSAL the merchandiser does the swatch making work which
not there job, as due to no specification given to the store for
this work. The merchandiser feels that this work can be done by
the Fabric store which will save a lot of time and can do other
important work than to waste time in making swatches.

26. AFTER THE PREPARATION
OF PACKING LIST,
PRINTING OF CARTON
STICKER SHOULD BE
TAKEN CARE BY THE
LOGISTIC DEPARTMENT?
FOLLOW UP FOR
CARTON STICKER
 As it is purely the work of
Packing and Logistic
Department but here in
SSAL the Merchandiser
does this work. Surely a
Non-Value Added Activity.

27.  Both merchant and purchase department
(proper information by merchant and
processing by purchase with EDP)

28. IS IT REQUIRED FOR A
MERCHANT TO PACK
THE SAMPLES?
IS THERE A
REQUIREMENT OF
DISPATCH
DEPARTMENT?
 Till date the merchandiser in
SSAL does the packing of the
samples, Fabric for testing,
preparing the invoice, generating
Air Way Bill, Arranging packing
carton, D.C. . There is a real
requirement of dispatch desk in
merchandising department,
which have been answered by
the another question
 As both question are inter-
related to each other and it
clearly states that there is
requirement of a dispatch
department or desk in
merchandising. Because it a Non-
Value Added Activity for the
merchandiser in SSAL.

29.  Merchandiser in SSAL feels that it is not required to issue
BOM, but due to less number of systems in various
departments they have to issue. As the BOM is made
available in their ERP system STAGE, so I clearly states
that it is a Non-Value Added Activity for them.

30.  In the department a lot of production files are made is
unnecessary because for each style 10 files are made
which has to be reduced. The merchandiser feels that it
should be reduced from 10 to 4 only as it may save
their time in printing and issuing.

31.  To avoid technical errors in the samples and rework, the
merchandiser feel to follow up with the department. This
is done even after the Sampling department is provided
with all the specification of the sample to be made
(including BOM, Tech-Pack etc...)

32.  Paper work should be reduced as Production files
10 sets have to be reduced.
 Improvement in fabric & trims store in the
inward/outward process with the help of
software.
 Purchase team should handle fabric purchase.
 Fully fledged ERP system with no error so that
profitability can be monitored after dispatch of
each bulk or shipment leaving from factory.
 Courier/Dispatch desk to be created in
merchandising department
 Trims/Accessories movement must be
streamlined.

33.  Communication methods need to improve.
 Production related "Tech Pack" can be
forwarded through ERP or mail
 PO/ Cut Tickets/ Size breakup can take/
Collect from ERP (including BOM)
 After the preparation of packing list by the
merchandiser, printing of carton sticker should
be taken care by the logistic department.
Merchandisers do a lot of movement to get the
packing carton stickers printed and delivered
to Ware-House.

34.  Merchandiser in SSAL feels that it is not required
to issue BOM, but due to less number of systems in
various departments they have to issue. As the
BOM is made available in their ERP system
STAGE, so I clearly states that it is a Non-Value
Added Activity for them.
 Due to one printing machine the merchandiser
some time have to wait in a long queue to issue
various files like Production File, Sample indents,
Pattern indent.
 To check the status of samples, Bulk production, to
get fabric for sample & Trim Card for buyers,
Fabric testing merchandiser have to travel to unit-
2 GBR which leads to transportation waste.