CHAPTER-1INTRODUCTION Indian textile industry is one of the leading industries in the world. Though was predominantly unorganized industry even a few years back, but the scenario started changing after the economic liberalization of Indian economy in 1991.The opening of economy gave the much needed thrust to the Indian textile industry, which has now successfully become one of the largest in the world. BRFL is one of India‟s most dynamic and professionally managed textile groups. At Bombay Rayon, product innovation is at the heart of business model. I have conducted this study to get more knowledge about the company and I gave special emphasis on different departments of BRFL. The Bombay Rayon Fashion Ltd producing five important products such as fabric, apparel, retail, trims, yarn. There are 13 departments in the company. Each department has one departmental head and employees are working under his authority. All the employees of the company have different authorities and responsibilities to perform. All employees of the organization are satisfied with their work and other provided facilities. The accounts department maintains all records. The quality of the product is very high and Research and Development department use their best effort to produce innovative products. The company has awarded the SA 8000, ISO 14001, ISO 9001 certificate. With over 200 million meters per annum of fabric manufacturing facilities and over 45 million pieces per annum of garment manufacturing facilities, BRFL is a rapidly growing textile company with over 32,000 employees. With fabric manufacturing facilities of 100 million meters per annum, garment manufacturing facilities of 60 million pieces per annum, being expanded to 90 million pieces per annum and a strong employee base of around 38,000; BRFL is today one of the most sought after brands in the Indian as well as International fashion markets. OBJECTIVES OF THE STUDY The main objectives of the study are as follows; To get a practical experience. To get an idea about the overall working of BRFL. To get an overview about the present status of the organization. To know all departments of the organization. To study in detail the companies attitude towards their workers. To study the policy adopted by the company for smooth functioning of the organization. To know about the financial performance of the company. SCOPE OF THE STUDY The research is the outcome of the study carried on the topic “a general study on Bombay rayon fashions ltd, Bangalore with special emphasis on financial management” The study gives fair idea about the financial policies and marketing strategies implemented by the company for its products, to meet competition as well as for earning profit. The study can be taken as a basis in case of similar studies by other ventures in this field RESEARCH METHODOLOGY The study is conducted by collecting information from both primary and secondary sources. LIMITATIONS OF THE STUDY The study is subject to following limitations; Time span available for conducting the study was very short. The project is only a general study of the organization without giving importance to profit and resources. Unable to collect data in detail since it was a large firm. Lack of co-operation from some of the company staffs. CHAPTER-2 INDUSTRIAL PROFILE The textile industry is primarily concerned with the production of yarn, and cloth and the subsequent design or manufacture of clothing and their distribution. The raw material may be natural or synthetic using products of the chemical industry. The history of the Textile industry is the story of the movement from handcraft production of cloth in every country, to the industrial revolution in Britain, driven by cotton and wool yarn and cloth factories, which then spread to Europe, America, Japan and other countries. Handcraft Era The use of cotton textiles came to the West via the Middle East during the middle Ages, when Muslims brought cotton cultivation from India. The earliest fabric in Europe to include cotton fibers was fustian, a combination cotton and linen used to make garments and bedding. Demand for Indian cotton textiles, especially the 100% cotton fabric known as calico, increased in the 16th century. European textile makers attempted to capitalize on this trend by making substitutions and having the Indian textiles banned. For centuries the spinning of yarn and the weaving of cloth had remained a manual operation. In England, for example, women and children, working at home, combed cotton with wire brushes and spun it by hand; the father then wove the cotton on a hand loom. Output was expensive and consumed locally. Most of Britain's cloth was home-made from wool in the West Country, Yorkshire and Lancashire. 1702 a critical turning point occurred when Thomas Cotchett and George Sorocold built a silk mill powered by a waterwheel at Derby. Their mill was probably Britain's first factory, for it was a single establishment with complex machinery, a source of power and accommodation for workers. Industrial Revolution in Britain Machine production was the answer; it would be faster, cheaper and more uniform in quality; the machine was needed to make large scale marketing possible. Textile machines were invented and improved in Britain to increase the speed of spinning and weaving. The first key innovation was the fly-shuttle, invented by John Kay in 1733. On the hand loom the operator pulled the shuttle carrying the woof from one side of the warp to the other. Kay used hammers which propelled the shuttle back and forth between the warp threads. In 1764, James 000 of cotton cloth. an American. largely due to increased international competition. Eli Whitney. patented the cotton gin. and 156. each pair in turn revolving with greater velocity.Hargreaves invented the spinning jenny. Arkwright made a great fortune from his patents. so that a great number of threads of any degree of fineness and hardness could be drawn. Decline of British industry Britain lost its status as a major textile manufacturer in the course of the 20th century. Arkwright was remarkable in his ability to adapt other people's techniques. raise funds from investors.000 that of Hargreaves's jenny. Britain exported £46. a clockmaker from Warrington.00 that of Crompton's mule spindle.4 million and by 1861 to £46. to help build wooden models. the Society for the Encouragement of Arts and Manufacturies offered a prize of £50 for a spinning machine that could turn fiber into yarn and replace the hand-operated jersey wheel. and was in demand across Europe and the world. Numerous inventors tried their hand.8 million. reaching 100 million pounds in 1815 and 263 million in 1830. or hall-in-the-wood wheel. In 1751.600. Between 1781 and 1791 imports of cotton into Britain quadrupled. At first he relied on water power. and especially during the period 1950-65. by 1800 this had soared to £5.000. Originally known as the muslin wheel. Dr. In 1761. making short-fiber cotton grown in America the major raw material for the first stage of the industrial revolution. in 1785. and persevere with his vision of a mechanized textile factory. Singleton. The cloth made for cheaper and better quality clothing.000 spindles at work. The spun thread was now strong enough to be used as warp. (1990) explains the decline by looking at the attitudes of mill owners and trade union members of the Lancashire cotton industry toward the future of the industry during the period 1945 through 1965. but as the machinery grew more complex he turned to steam engines for power. which passed the carded cotton between successive pairs of rollers. 4. In 1794. and kept growing until the supply was cut by war in 1861. which mechanized weaving operations and eventually developed into the modern power loom. In 1811 Britain saw more than 5. Edmund Cartwright invented the first power loom. In 1779 Samuel Crompton combined the Hargreaves and Arkwright ideas into the "muslin machine" (or "spinning mule") which could spin yarn for making muslin (until then imported from India). in 1768 Richard Arkwright (1732-92) employed John Kay. especially . Both groups held a pessimistic view of the industry's prospects. In 1769 they invented the water frame. which increased productivity per worker by a factor of eight. which separated the cotton fibers from the seeds. of which 310. His Arkwright network of mills across Britain employed over 5000 workers by 1782. While his role as the main creator of the factory system has been exaggerated.500 used the Arkwright principle. This attitude prevented needed modernization of factories and changes in labor practices. recognition by Britain of the superiority of Japanese textile manufacturing. an important Borneo port. and the interplay of international trade and the local textile industry. South Asian textile production adapted to economic and cultural cycles and was never displaced by cheaper or higher-quality foreign imports. and by determining the operating and gearing ratios necessary to use water power.from Japan and the Far East. Those reforms that came in these two areas were intended to slow. centering on Lancashire millers. demonstrates the dynamic between upstream and downstream communities in a changing economy. coming mainly from India. . however the industry reform plan of Sir William Preston was rejected by the cotton industry in 1936. using stolen blueprints and illegally immigrating engineers. United States The United States followed the British lead. (1996) argues that between 1400 and 1800. the role of the arrival of Islam in the islands of Southeast Asia. the contraction. and use of abundant water power in New England. as Japan's technical improvements in the cotton industry and devaluation of the yen placed British millers at a disadvantage. The Lancashire millers tried to work through various business organizations and the Chamber of Commerce to promote government action. The growing European presence in the region was only one factor in the developments during this period. (1990). with the blame placed on political and economic problems in India and China rather than on the growth of Japanese textile exports. Samuel Slater (1768-1835) of Rhode Island pulled American cottonspinning technology by constructing carding. and roving machinery. Prior to World War I. Asia Hall. The interwar period brought decline in Britain's overseas cotton trade. The example of Bandjarmasin. drawing. By 1850 the American had built their own industrial revolutions around textiles. which examines the attitudes and actions of British cotton textile manufacturers toward Japanese competition during the period 1911 to 1937. British criticism of Japan started and grew through the late 1920s and early 1930s. especially in India and the Far East. rather than reverse. The roots of the decline go back further according to Robertson. Lancashire's cotton industry paid little attention to Japan's textile industry. Distressing songs relate the plight of the young women who left their homes not for the good of the country but out of necessity for economic survival. particularly in the case of top-level directorships. China In 1890 the first cotton textile factory was established in China. Central to these firms' development was the practice of promoting from within. Tsurumi. and the allocation of resources to the factory. However. Park and Kym (1991) study the rise and fall of the Japanese textile industry between 1874 and 1985. Longer hours and a general deterioration of conditions was the general trend in the silk reeling industry. marking the beginning of textile modernization in China. (1990)discusses the role of Japanese women and girls in the silk reeling and cotton spinning industries that were the mainstay of the Japanese industrial revolution beginning in 1868 with the Meiji government. Producers of textiles and clothing in advanced industrial economies were the first large group of manufacturers who went into a decline as a result of import competition from newly industrializing economies. modern corporate enterprise in Japan. chiefly cotton spinning and other textiles. For the period 1890-1937 China was unable to maintain control over the industry. These women's families made up 83% of the population but received only 50% of the country's household income. This was due in part to China's lack of capital and managerial knowledge and techniques. was the prototype of the large. Because of the intensive use of unskilled labor in the textile industries and the relative scarcity of such labor in more advanced economies. Chinese cotton seed was improved by the importation of American seed. which were supplied by such countries as Japan and Great Britain. Despite static markets and slow distribution processes. The new factory system resulted in a move from small-scale family production to mass production. It also accelerated urbanization since the factories required concentrated masses of laborers. organic understanding of market demands and the threatened competition of Western enterprises forced companies to develop efficient organizations and product diversification.Japan The development of light industry. the industry greatly expanded during this period and had vast influence on the Chinese economy. leading major firms toward successful prewar growth. Young women were encouraged to reel silk for the sake of the nation. which for the most part was controlled by foreign investors. Since the textile industry was . the advantage inheres in undeveloped countries. In the 1870s rich families participated in the industry but severe financial difficulties in a changing government during the 1880's ruined many businesses. (1988) and Tsurumi. have continued in . The real challenge came in the 20th century as India's own mills subordinated weavers to middlemen as the former became more dependent on mill-spun yarns. wool production tended to become concentrated in areas where there were more opportunities for grazing. Wolcott concludes. Eschewing a simplistic attachment to either of the two main positions. India The "deindustrialization" of the Indian economy and of India's textile industries in particular. Hanretty shows that while handloom weavers as a group faced great competition in the mid-19th century from imported cloths. Arable land which pastoralists needed for their sheep was becoming less available.specifically the capital market and education. The second. The textile industry also formed the basis for labor movements and collective bargaining and strikes. faults them for not investing in infrastructure . of which the most important seems to be the loss of common grazing lands. primarily associated with Amiya Bagchi. and encouraged the production of finer cloth. faults the British for not giving sufficient protection to domestic industries. Railways were important in helping to transform weaving from a small-scale household-centered activity to larger factory production. the economy was only slightly more industrialized than when they had taken formal control nearly one hundred years earlier. mainly because of their production of specialized products and the security given them by enhanced caste status. beyond the control of any government. The problems were imbedded in the structure of the labor market. others have argued that handloom weavers were able to adjust to colonial conditions and therefore carved out new niches for themselves. When the British left India in 1947. Wolcott (1997) asks. Two strains of argument suggest they were. Thus. the most important factory industry in colonial India. domestic wool production in India was experiencing a transformation that was largely attributable to colonial rule. an area that is now Madhya Pradesh. This article reexamines the development of cotton textile production. is the subject of a major historiographical debate. While some scholars have claimed that colonial rule permanently undermined indigenous production. Competition from imported wool led to greater specialization in weaving and spinning. There is no evidence that any of these factors contributed significantly to the slow interwar growth of the industry. between 1800 and Indian independence in 1947. it had repercussions on the traditional society. The first. By the end of the 19th century. Hanretty (1991) examines handloom weavers in one part of India. there is no basis for arguing that a national government could have speeded up development. hence. some specialist producers were able to cope better than others.the largest in China and employed one-fourth of the labor force. were they responsible for the lack of development. associated with Morris. These transformations. . In textiles. and stable. Shah (2001) examines the growth of an industrial working class in Ahmadabad. caste identity remained strong. chief city of Gujarat.men.postcolonial India. the most important industry. women. new recruits were chiefly lower-caste landless agricultural laborers and handloom weavers . Despite strikes against long hours and low wages. effective trade unions were not achieved. and children. Prashant Agarwal. Our yarn dyed fabric. Janardhan Agarwal joined the Group and are now in charge of the management of the Company as well as our Group companies. with a view to consolidate business of our Group. Subsequently. design development. within the Group other companies were incorporated and partnership firms were formed to carry on various aspects of the business like manufacture of fabric. .e. Bombay Rayon Private Limited (BRPL) was amalgamated with our Company and two partnership firms of the Group.CHAPTER-3 COMPANY PROFILE BRFL is a vertically integrated textile company. 1992. Modal. BRFL have successfully evolved into a multi-fiber manufacturing company producing fabrics such as Cotton. Polyester. Subsequently Mr. printing techniques. Lycra. The Group is in the textile industry having facilities for manufacture of fabrics. our Group is engaged in carrying out the activities of manufacture of fabrics for domestic sale and export and manufacture of garments for export. on September 30. weaving. The Bombay Rayon Group was promoted by Mr. sons of Mr. engaged in the manufacture of a wide range of fabrics and garments from state of the art production facilities. sampling etc. Aman Agarwal and Mr.. However. name of our Company was changed to Bombay Rayon Fashions Limited (BRFL). i. Wool and various blends. sale of fabric in domestic and overseas markets and manufacture and sale of garments. 2004. Janardhan Agarwal. On October 13. 1992 our Company was converted into a public limited company. B R Exports and Garden City Clothing was taken over by BRPL and our Company respectively. BRFL is today one of the most sought after brands in the Indian as well as International fashion markets. Presently. garments. finishing. In March 2005. processing. Tencel. Apart from being the largest Shirt manufacturer in India. ORIGIN BRFL was incorporated as Mudra Fabrics Private Limited (MFL) on May 21. CONSOLIDATION OF BUSINESS With the incorporation of BRPL in 1986 the Bombay Rayon Group started its operations. stitching are a mark of excellence making every piece of fabric perfect. HISTORY The Bombay Rayon Group started in 1986 with the incorporation of BRPL. 2001: Launch of the Garment Division. MILESTONES Established in 1986. . BRPL.The amalgamation will reduce the overlapping business amongst our Group apart from giving synergies in manufacture of woven fabric and sale thereof in both domestic and overseas market. which is expected to show manifold increase in the post quota regime we decided to take over the businesses of Garden City Clothing (GCC) and B R Exports. The Bombay High Court had vide its order dated March 11. 2005 it was decided to amalgamate BRPL with BRFL. Takeover of the group partnership firms To further strengthen our operations and corporate structure and to move up in the value chain by entering into the business of garments export. 2005. 1990: Maharashtra gets its first fabric manufacturing facility.e. GCC and B R exports were taken over by BRFL and BRPL respectively with effect from March 1.The Corporate Consolidation With an objective to consolidate business of the Bombay Rayon Group. 1986: Mr. 2004. it was decided to merge all the group companies and firms into one corporate entity excepting Reynolds Shirting Private Limited. which is eligible for tax benefits at Silvassa and Bombay Rayon Clothing Limited. GCC and B R Exports have merged into our Company resulting into consolidation of businesses from fabrics. 2005 approved the Scheme of Amalgamation of BRPL with BRFL effective April 1. 2005: The Company makes a successful IPO with a listing on all the stock exchanges in India. Consequently. 2005: Bombay Rayon Groups business is consolidated into BRFL. 1998: Bombay Rayon group commences export of fabrics. BRFL is on the verge of completing 25 glorious years in the Industry. i. design development and Garments under one corporate roof. The journey of our organization has been dynamic. our Group partnership firms. Amalgamation of BRPL and BRFL With a view to strengthen our operations so as to grab the opportunity arising out of removal of quota restrictions from January 1. Janardhan Agarwal establishes the Bombay Rayon Group.. After the amalgamation of BRPL with BRFL all the three entities. a world class producer of 100% cotton yarn. 2007: BRFL establishes a fully integrated textile mill in Doddaballapur. Bengaluru with a capacity to process 1 lakh meters/day. 2008: BRFL acquires the iconic brand “Guru”. aim to become exclusive and efficient with the newest designs and consistent fabric quality. MISSION BRFL. 2010: BRFL establishes the world‟s largest fabric processing capacity of 5 lakh meters/day at Tarapore. Its goal is to provide the shortest turn-around time in production and supply. BRFL strive towards better employee work culture. 2007: BRFL marks the commencement of the mega USD 250 million Textiles and Garment Project under a special MOU signed with the government of Maharashtra. 2007: BRFL acquires "Leela Scottish Lace". attaining a Position of Pride for stakeholders through creation of Congenial Business Environment. making BRFL one of the largest apparel groups in India. 100% customer satisfaction and stronger supplier and stakeholder relations. . offering Products and Services Par Excellence. 2007: BRFL acquires "LNJ Apparel" a 1000 machine specialized bottoms plant. 2005: Set up of 7 garment manufacturing facilities in Bangalore with around 7000 machines. 2010: BRFL acquires STI India Ltd.2005: BRFL acquires DPJ Clothing UK. supplying to high street retailers in UK. VISION To be a Complete Fashion Apparel Company focused on Total Customer Orientation. 2009: BRFL is sanctioned the project under the Scheme for Integrated Textile Park (SITP) by the Govt of India. one of the largest garment manufacturing units set up in India. Netherlands. competitive standards and consistent quality. And in return. Bhesania Mr. 2011. has registered a loss of ` 49.l.r. Agarwal Dr.61 lacs for the year ended March 31. (iii) BRFL Europe B. Company continued to reap benefits in expanding its business in Europe.V at Netherlands continued to play an important role for canvassing the business.R. services to customers on products and designs.. BRFL Europe B. S. 2011. Janardhan Agarwal Mr. . BRFL has registered a net profit of ` 92.07 lacs for the year ended March 31.BOARD OF DIRECTORS Chairman Vice Chairman Joint Vice Chairman Managing Director Executive Director.V. U.Finance Executive Director. Mr. SUBSIDIARIES & JOINT VENTURE i) Bombay Rayon Holdings Limited (BRHL). A .V. B.. people have profusely contributed towards the growth of BRFL. Aman Agarwal Mr.Corporate Directors Mr.000 employees. BRFL have been blessed with a fabulous team of leaders to initiate healthy work cultures. BRFL Europe B. B. Italy.. Uday Mogre Mr. Naseer Ahmed Mr. DPJ Clothing Limited is engaged in business of wholesale marketing and distribution of clothing Products. BRHL holds 100% equity of foreign subsidiaries BRFL Europe B. (ii) DPJ Clothing Ltd. BRFL have always maintained a functionally organized infrastructure keeping employee satisfaction in mind. BFRL dedicate and share journey to success with the people within the organization. Prashant Agarwal Mr.95 lacs for the year ended March 31. BRFL has grown manifold.K. John Mathew Nominee Director. Shah Mr. 2011. The said subsidiary is assisting in getting many mid size retailers of Europe by providing the services either by direct import or by import and delivery basis. Mundra. Netherlands & BRFL Italia S. S. Pravin P. EXIM Bank PEOPLE Since its inception almost 25 years ago.V. With a hardworking work group of over 38.DPJ Clothing Ltd has registered a net profit of ` 199. l. including some of the world's largest and most important textile manufacturers. Government of India.r. The necessary disclosures are made in respect of the subsidiaries in this Annual Report along with the statement pursuant to Section 212 of the Companies Act. Datatex: a specialist in the Textile and Garment industry is used in over 11. TECHNOLOGY Technology is the most important tool to improve efficiency and hence productivity. The Company owns the popular „GURU‟ brand and is into the business of retailing of readymade garments as well as other accessories in Europe. your Company has run the business for 4 months and for the year ended March 31. the Balance Sheet.11 lacs for the year ended March 31. The Annual Accounts of the subsidiary companies will also be kept open for inspection at the Registered Office of the Company and that of the respective subsidiary companies. BRFL has implemented a companywide Enterprise Resource Planning tool (ERP) to cover all textile and garmenting processes under one roof.r.(iv) BRFL Italia S. (vi) BRFL Bangladesh Private Limited (BRFL Bangladesh). BRFL Italia S. 2011. Profit and Loss Account and other documents of the subsidiary companies are not being attached with the Balance Sheet of the Company. 2011. The Company will make available the Annual Accounts of the subsidiary companies and the related detailed information to any member of the Company who may be interested in obtaining the same. The Company has been incorporated but operations yet to commence. Italy has registered a net loss of ` 4455. the Statement of holding in subsidiaries and Consolidated Accounts pursuant to Accounting Standard (AS 21) issued by the Institute of Chartered Accountant of India. 1956. including the financial accounts of the subsidiary companies are forming part of the Annual Report.66 lacs ended March 31. .500 workstations in 14 different languages in 38 nations. 2011. In accordance with general circular issued by the Ministry of Corporate Affairs. 1956. Having partnered with Datatex and SAP. After acquiring majority stake in STI. As required by Section 212 of the Companies Act.l. We have rigorously kept up to date with the latest in the International markets. Italy. STI has registered a net profit of ` 1690. (v) STI India Limited (STI). Quality Quality is our promise and we endeavor to match all International standards. support the organization‟s environmental plans. manufacturing. workers and auditors ISO 14001: An Environmental Management System (EMS). work standards are employee friendly. ISO 14001 is a tool to manage environmental impact of an organization. Independent auditing of producers. Freedom of association & right to Collective bargain. labor and developmental standards. We strive to provide them with a sound work environment. work discipline. SA 8000: A global social accountability standard. INITIATIVES Social We are committed to giving back to the society. compensations and more. developed by the global accreditation agency . Certifications: Organic Cotton: This certification ensures the organic status of textiles. tried .SAI (Social Accountability International). Our employees in the factory or office are of utmost priority. packaging. The ERP sits on the state of the art IBM servers. set by FLO International and FLO-CERT.SAP: SAP brings the financial expertise through their SAP FICO module. in fully redundant in-house Data Center in the Doddaballapur facility. ISO 9001: This certification aims towards improved customer satisfaction. for which an organization needs to meet their requirements. SA 8000 certification ensures decent working conditions. processing. From raw materials to production. SA 8000 offers workplace standard training to managers. ensure that employees receive minimum wages and bargain collectively. importation and distribution of all natural fibers through environmentally and socially responsible work standards. ISO 9001 is an organizational framework. labeling. exportation. It assures that the organizational processes are in sync with the environment. community and regulatory agencies. ensure no forced or child labor and ensure health and safety requirements. working hours. environmental reach to external stakeholders like customers. policies and actions. Fair Trade: A company is Fair Trade Certified when their products meet environmental. checks the presence of ay forced or child labor ensures Health and Safety. vigorously pursuing the development. dyestuffs and auxiliaries. and recycling materials at every stage of the product life cycle. Bombay Rayon has been the name India relies on for clothing that fits the active Indian spirit. Bombay Rayon provides apparels that are inspired by the five basic . and will promote a culture in which all employees share this commitment. Datatex specializes in the Textile and Garment industry. Datatex serves its international customers through its offices in Italy. recipes and material compositions. The ERP will sit on state of the art IBM servers which will be housed in fully redundant in-house Data Center in the Doddaballapur facility.and tested towards a systematic approach. In this way. They will develop effective methods and procedures. Technical Initiatives Bombay Rayon Fashions Limited has partnered with Datatex and SAP to implement a companywide Enterprise Resource Planning tool (ERP) to cover all textile and garmenting processes under one roof. the USA. shareholders. It sets standards for internal processes of an organization for consistent quality products. to earn the confidence and respect of customers. and society at large. • BRAND IMAGE Since 1986. Its customers include some of the world‟s largest and most important textile manufacturers. conserving resources. They are committed to minimizing waste and pollutants. They are committed to developing safe and clean technologies using the best environmental practices. and to contribute to sustainable development. The Financial expertise will come from SAP through their SAP FICO module. Germany and Switzerland. CORPORATE VALUES • BRFL committed to actions to restore and preserve the environment. BRFL aim to have an environmental performance they can be proud of. guarantees the processing techniques. Today there are over 11500 workstations using Datatex ERP in 38 countries in 14 different languages. and implementation of improved technologies and products by minimizing their impact on the environment. It provides the evidence of the quality of already certified source materials. Ocko-Tex: This voluntary testing and certification system is based on the individual responsibility of the manufacturers throughout the textile processing chain. Israel. They will continue to work with customers and public authorities. Ajith: Handles Unit 11. 19 & 22. DPJ Clothing Ltd supplies goods on LDP basis to high street fashion retailers and offers advantage of latest design trends globally. Netherlands and in Dubai.V. 2. 6. 15. • Federated Stores – U S A • (Macys & Bloomingdales) • V F (WRANGLER) – U S A • Liz Claiborne – USA • DKNY – USA • ECKO – USA • MARK ECKO – USA • Guess – Italy • Roberto Cavalli – Italy • Tom Tailor – Germany • Otto‟s – Germany & Switzerland BRANCHES BRFL have 4 powerful Commanders handling Operations of the Entire BRFL Bangalore Units. • „GURU‟ is an established up market Retail Brand with substantial goodwill. 10 . • „Guru‟ has 15 retail stores/outlets and 9 franchises spread all over Europe mainly in Spain.r. 2008. Varghese : Handles Unit 1. ESTEEMED CLIENTS • BRFL Italia • In April. a company promoted by BRFL Europe B. The holding Company of these Companies is Bombay Rayon Fashions Limited. a wholly – owned subsidiary Bombay Rayon Retail Limited. • Importing goods for U. .l. 16 Mr. 14. I have always wanted our customers to head out in the adventure of their lives in the brand that has made living and lifestyle great for nearly two decades… Bombay Rayon. market our subsidiary. Exclusive construction details and only the finest fabrics ensure our patrons will be equipped to take on whatever challenge comes their way. the Company has acquired the Brand „Guru‟ and other retail business of Jam Session Holding S. Italy. Mohanty : Handles Unit 7 & 9 Mr. (BRFL Italia).l (Jam) through BRFL Italia S. 12. 20 & 21.K. 13. 4. 17.elements that make-up our atmosphere and the garments do perform. 18.r. Sharad: Handles Unit 5. Mr. • • • • Mr. 3 rd Phase. Peenya Indl.471-D2. Bangalore. Area.R. Yeshwanthpur. Peenya Indl. Bangalore -22 Unit 7#S-16. Bangalore –560060 Unit – 14 . Area. S. Bangalore-560058 UNIT-1158. 3 rd Phase. 3rd Cross. KIADB Apparel park. 57/A. 57/A. Yeshwanthpur. 4th Cross. Guddadhahalli. KIADB. 4th Phase. Peenya Industrial Area. Bangalore.No 53/10. 1. Bangalore – 60 Unit 6No 19. 36. Bangalore-560022 UNIT-2185/0. Mysore Road. Peenya Industrial Area. Yeshwanthpur. Bangalore-560022 UNIT-13505. Bangalore – Mysore Road.000 people. 1stage. Peenya Indl. 4th Main. Garment manufacturing facilities are 35 million pieces per annum. Presently.560058 UNIT-2085/0. 2nd stage. 4th Main.2No. 4th Phase. Bangalore – 562 109 UNIT-10A498.560 058. Fabric manufacturing facilities are 50 million metres per annum. Industrial Suburb. Bidadi Industrial Area. 2nd Cross. Area. Doddabalapura – 561 203. Peenya Ind. Unit 8# 27/A. Yeshwanthpur. Tumkur Road. Bangalore-560058 UNIT-11B58. Peenya Indul.288.40. 4th Main Road. 3 rd Phase. Mysore Road. Unit 4No. Bangalore-560058 UNIT-1285/0. Peenya Industrial Area. Bangalore – 50058 UNIT-10N2. III Phase. BRFL is the largest shirt manufacturer in India.12 th Mile. Unit 3Sy. Peenya Industrial Area. Area. III Phase. 2nd stage. Bidadi. Bangalore.it-1No. 42/2. BRFL currently employs over 32. Bangalore -58 Unit 5No 151.M. Raghavendra layout.UNITS • • • • • • • • Unit-1No. Madavara Post. Area. Bangalore – 562123. Bangalore-560022 • • • • • • • • • • STRENGTHS • • • BRFL is the leader in the Industry Bombay Rayon manufactures one of the most versatile and technically advanced fabrics and apparels in India. 2nd stage. Unit.3rd stage . Bangalore –560058 UNIT-1672/2. Industrial Suburb . 17 & 35. Yeshwanthpur.560 058. Babasabarapalya. • . Kengeri. Peenya. Industrial Suburb . Bangalore – 560022 UNIT-15No. Peenya village. Arenahalli.S. Industrial Suburb . Bangalore. 19th K. Behind Swami Service Station.560 058. IV Phase. 2nd Cross. Madanayakanahalli. Road. BRFL also received Dun & Bradstreet . BRFL‟s Doddaballapur mill won the Prestigious National safety Award for "Outstanding Performance in Industrial safety as winner for the performance year 2008 based on the lowest average frequency rate. UNIT PROCESS FLOW PLANT MANAGER PRODUCTION MANAGER CUTTING INCHARGE SORTING INDUSTRIAL ENGINNER QA MANAGER QC INCHARGE TEAM 1 TEAM 2 CUTTER APM MAINTENANCE INCHARGE HR MANAGER QC SUPERVISOR WELFARE OFFICER FLOOR INCHARGE MECHANIC ELECTRICIAN HR ASST FINISHING MANAGER NURSE SUPERVISORS STORES BOILER OPERTATOR FABRIC STORES IRONING SUPERVISOR CHECKING SUPERVISOR PACKING DESPATCH-SUP KAJA BUTTON SUPERVISOR .Rolta Corporate Award as one of India's top 500 companies. Mallikarjuna Kharge." This award was presented by Mr.Government of India which was received by our Vice President Mr M Gopi on 27 Sept 2010 at New Delhi.AWARDS BRFL was aptly honored as the 'largest shirt maker in India'. honorable Minister for Labor and Employment . P.M.COMPANY SECRETARY GM.MANAGERDESIGN ADMINISTRATION MANAGER Sr.P.MANAGERDESIGN .FABRICS EXPORT EXPORT MANAGER MANAGER-ENGG MANAGER-NEW BOMBAY UNIT Sr.MANAGER PURCHASE Sr.G.INTERNAL AUDIT Sr.BUSINESS MANAGER-HOME FURNISHING V.P.-GARMENTS MARKETING Sr. ACCOUNTS NEW PROJECT BANGALORE CEO BANGALORE CEO-PROCESSING V.EXECUTIVE CHAIRMAN MANAGING DIRECTOR VICE CHAIRMAN DIRECTOR GARMENTS E..MANAGERACCOUNTS HEAD-PROCESSING GM-SILVASSA UNIT V.D FINANCE E.MANAGERFABRICS MARKETING Asst.D-CORPORATE CEOOPERATIONS.SONALE PRESIDENTGARMENTS Dy.-DOMESTIC MARKETING Sr.CHAPTER-4 ORGANIZATIONAL CHART BOARD OF DIRECTORS NON. Greece. buttons etc..Comfort. The corporate collection is designed with easily complementing colours and styles that any combination pick would match. Spain. Retail Guru. Switzerland. Tailored with fine detailing to create a style that suits y. Guru has stores in 18 countries around the World. China and India. We have a huge collection of polyester . BRFL has set up an in-house state of the art button manufacturing unit. the Canary Islands. Germany. Russia. Apparel Comfortable. England. Fabric Every thread woven at Bombay Rayon Fashions Limited is a part of an incredible range of fabrics that BRFL has to offer. Luxemburg. BRFL‟s motto is "Contemporary clothing for the new gen!" BRFL fabrics offer an extensive range of men‟s styling. BRFL have in-house multi fiber capabilities to produce pure fabrics and their blends. The main products of BRFL are. a gift or program item. durable and stylish are the inherent qualities of the range of apparels available.CHAPTER-5 PRODUCT PROFILE Production is the process where the raw materials transferred into finished goods. the Middle East. a renowned apparel brand in Italy has been a subsidiary of BRFL since 2008. Apparels from Bombay Rayon Fashions Limited are a creative exploration of the same comfort brought in by BRFL fabrics. Austria. France. Trims With an initial goal to maintain quality and consistency in button manufacturing. In BRFL the raw materials are cotton. BRFL spend a lot of time and effort in bringing innovations in our apparels. They are the leading Indian fabric manufacturers and suppliers in the Domestic markets as well as International Fashion Export Industry. Scandinavia. Whether any of need a uniform for the team. including Italy. Holland. Each fabric has one inherent quality . the Trims Division is today the largest and most sophisticated Button Industry in India. Turkey. Admiration is guaranteed with BRFL apparels. BRFL‟s promise to manufacture the finest fabrics inspires them to put in that extra effort to create magic. Portugal. They showcase an enormous range of fabrics and size offerings available in various colours to suit every occasion and every budget. they will offer just the right look and feel for a corporate or a casual event. And the best part is BRFL are priced „right‟. threads. Belgium. Ukraine. social awareness. Micronaire. Cadmium. Yarn division is well known for Production of world class cotton yarn and knitted grey fabric. quality consciousness. ultra-modern plant equipped with sophisticated high-tech machinery and high calibre personnel & a great work culture. outer wear. Samples from all lots of yarn are tested. All yarn is 'Xorella' saturated steam conditioned for ensuring even moisture level at every layer of the yarn which gives better results during knitting and weaving. coats. knitted and dyed to ensure consistent and right quality before shipment to customers. which gives good quality of super carded and super combed yarn with very low tolerable objectionable classimate faults. eight VISION SHIELD machines with POLY PROPYLENE identification system in blowroom lines and Electronic yarn clearers with foreign fibre/contamination cleaning facility (eg. STI India Ltd. trousers and fancy buttons. We have controlled yarn contamination by implementing systematic and controlled raw material sourcing. 100 % Organic Yarn. and Rd (Reflective Index) value for making homogeneous and uniform mixing to avoid shade variation and barre effect in fabric. fair business practices. BRFL‟s yarn products are 100 % Cotton Combed Yarn. Lead. which in turn gives more consistent and better fabric appearance. thus making BRFL one of the privileged few to have the capability of producing everything from yarn to garment. Strengths and features of our yarn and knitted products are procurement of high quality cotton fibre for 4-6 months in advance. This includes buttons for shirts. environmental consciousness. 100% Organic Yarn under fair trade and 100% cotton yarn under fair trade. Our buttons are pre dyed and free from banned elements like Azo. every bale of Cotton fibre is tested for Length. . modernization. manual contamination sorting with scientific method. Phthalate and meet the Oekotex-100 Class 1 standard.buttons of the highest quality. BRFL have Tandem cards (Double Carding) machine. completed its vertical integration in the textile industry with the acquisition of a yarn manufacturing company of great repute. Yarn In 2010 Bombay Rayon Fashions Ltd. 'Siro' clearer or 'Quantum' Clearer). CHAPTER-6 MERCHANDISING DEPARTMENT Merchandising is a process through which products are planned, developed, executed and presented to the buyer. It includes directing and overseeing the development of product line from start to finish. Marketing and merchandising department: A team of merchandisers and marketers work together under a profit controls head. Merchandisers handle the foreign buyers. The teams are made according to the buyers being handled. A Merchandisers key responsibility is as follows: Product Development Market and product Analysis Selling the concept Booking orders Confirming Deliveries Designing and Sampling Costing Raw Material Flow Monitoring Production Follow Ups Payments Follows In an export house, merchandising is a combination of business and technical aspects. Senior merchandisers have responsibilities of products development and coordinating with the buyer, the garment styles that meets buyer‟s expectations in regards to delivery, quality, and price point. Junior merchandisers have the responsibility of handling paper work and follow up, detailing with buyers, overseas communication etc. Once the order is placed it is their duty to complete the necessary paper work, provide breakdown information to all other department and get samples approved for fit, color and quality. Communications with overseas and domestic suppliers, approval of production samples, and development of fabric and yarns are also included in product development, which are co-coordinated with other departments. Merchandisers have to negotiate with the buyers on pricing, work out delivery schedules, and investigate for future buyers. Overall we can say that merchandising is the core department of the entire industry. COSTING The most important activity for the merchant is to estimate correctly and negotiate for the cost of production before the buyer sends on his PO .During the pre-development stage an initial costing occurs to get an idea of the garment cost likely to be incurred per piece. These costs includes general raw material cost, manufacturing cost, washing cost, markup cost etc. Once the production sample is approved and the grading done a final costing is done accurately using fabric averages from the CAD, cost of trims etc. In BRFL costing is done from the Bombay branch. HIERARCHY OF MERCHANDISING DEPARTMENT MANAGING DIRECTOR VICE CHAIRMAN PRESIDENT GM (MERCHANT-MUMBAI) AVP (MERCHANT-BANGLORE) MM DGM-MERCHANT GM, QUALITY TEAM OF 10 MERCHANTS/MANAGERS TEAM OF 10 MERCHANTS/MANAGERS TEAM OF 10 NQCS Start Obtain tech pack from buyer Costing Sampling Analyze fabric consumption from CAD Analyze cost of trims and fabric Obtain general sewing data from IED Develop sample as per the tech pack Prepare cost sheet from sample Develop proto sample Cost sheet & sample sent to buyer for approval Confirmation of order Yes Approval No Cost sheet reworked Obtain PCD & details from production unit Source trims & fabric from concerned dept. Book washing & embroidery capacity if required Obtain GSD from IED Execution of order by entering details in ERP Prepare sample as per buyer requirements Forward the sample to buyer for approval Hold pre production meeting with the production unit Yes Approval No Comments received from buyer should be incorporated and fit sample reworked Offer garments for final inspection. Truck out Follow up on the payments for goods Execute bulk order Follow up with production departments & update the buyer Submit required documents to documentation dept End The buyer sends spec sheet. Sampling is done to see how the product will look like when produced in bulk and to check whether there are any discrepancies in the pattern are made according to the buyer‟s specification. Merchandiser procures order from the buyer. average. correction. Sampling department directly co-ordinates with the merchandising and production department. proto. It is different from bulk production as here each tailor is multi skilled. This department makes samples on the basis of specifications and requirements sent by the buyer in the tech pack. Sampling is the product development stage. stitch type etc to the merchandiser. fabric details. but it also helps to calculate the fabric consumption along with that of thread and other accessories used. It is a process by which a small number of garments are made so as to match the buyer requirement and to get approval from the buyer so as to start off the production. the sampling department is one of the most important departments and it plays a vital in the uplifting of a unit. The sampled garments represent the accuracy of the patterns and quality of production skills and techniques. sketches.CHAPTER-7 SAMPLING DEPARTMENT In any export house. The samples not only serve the purpose of communicating correctly with the buyer regarding their styles and products. fit. Merchandiser files this information along with the details regarding costing. TYPES OF SAMPLES Proto Sample Fit Sample Pilot Run Sample Pre Production Sample Pre Size set Size Set TOP Sample Shipment Sample Sales Sample . embellishment details. size set and approval in to a style package and hands it over to the Sampling department head. what the buyer has demanded and what supplement fabric/trim etc they have used (if applicable). with the help of a tag. they bring the original sample that will be sent to the merchants by the buyer and they will also get the sample done in the factory and . The merchandiser after getting the sample done. Ref no. each sample sent to the buyer has the following details attached to it. Color Fabric Composition Description Quantity Style no/ Size Store WASHING SECTION Once the garment has been finished with all the operations then they are sent to the washing department for the washing or finishing that has to be done for that particular style according to the buyers specifications and hence it plays a vital role in the final feel and the texture of the garment which has to match the specifications of the buyer 100%. 250 operators 5 cutting tables 8 pattern making tables 1 conveyor belt fusing machine FINISHING MACHINES 11 ironing tables 1 shirt folding machine THE DETAILS ATTACHED TO THE GARMENT SAMPLE After the confirmation of order.MACHINE DETAILS There were a total of 300 machines in the sampling department. It contains the details pertaining to both. Duration of the treatment. Wet processing involves mainly two types. Dry processing First the dry processing is carried out and then the wet processing is been followed. job wise and unit wise. Types of labels that are been used in the garment. Types of chemicals that should be used to get the desired finish.then they show both the samples and the specifications and ask the washing department to match the factory sample with the buyer sent sample with respect to the feel and the texture. After this segregation washing is carried out as per the buyer‟s specifications. suppose the garments which are white in colour and which have to be treated in the similar manner then such styles are clubbed together irrespective of their styles. Dye / ink used in the labels that are being attached to the garment. Crinkling After the dry processing the next main thing which has to be done is wet processing. The wet processes that has to be carried out to get the end product. The washing unit will now check the garment for the different aspects like. After coming to a conclusion of what recipe has to be used for the garment they start treating the garments in the desired sequence. for this the merchandiser himself/herself comes to the washing department in case of samples. The feel and look of the garment under demand. Types of threads used for in sewing. The sensitivity criteria of the fabric. The sequence of the processes. they are . Sandblasting 4. Type of the material. 1. In this washing there are two types. At first they segregate the garments based on shade wise. Dye stuffs used for the garment (if it is a colored fabric). 1. In the dry processing there are four different types they are. Grinding 2. The after effects of those chemicals on the fabric. The texture that is under demand. Temperature at which the garment has to be treated. Ripping or Blowout 3. Wet processing 2. the . The washing department in this unit (Unit – 7) is the centralized one for the units located in Bangalore and its surrounding areas so the washing unit will be receiving the garments from different units for the washing purposes hence this department has to keep in track of the garments. Normal wash/ water wash / dip and dry Softener wash Resize wash Enzyme wash Stone enzyme wash Rubber ball wash Denim wash Bleach wash Tinting/ T. these two dyes are more commonly used in practice and sometimes the usage of the dyes depends on the fabric and the buyer demands and requirements. After the entire process is done then it is followed by the hydro extraction where in which a specified lot of garments are put into the hydro extracting machine depending on the tumbler capacity and then the excess of water which had accumulated in the previous stages will be extracted by compressing the garment with the optimum pressure that has to be used for that particular style / garment. 2.1. any garment from the entire lot is randomly selected and inspected according to the criteria that will be specified to them by the merchandiser. Then the garments are dried using the drier. Washing process: After dyeing is finished the fabrics or the garments are taken to the washing process. Once the inspection is over the garments are sent to the finishing and the packing section or sometimes if the garments has to be attached with some accessories or trims after the washing and dyeing stages then such styles are sent to the production floor to finish the left over job on them and then sent to the finishing and the packing department. There are different types of washing procedures involved and they are classified as follows. Dyeing: this is mainly done using two types of dyes which are reactive dyes and pigment dyes. quantity of the garments received. processes that has to be carried out for them. After the garments are dried they are inspected by the inspection people and the inspection here is random it does not involve any organized way.staining Sometimes it so happens that some styles / garments do not demand for dyeing so at such situations they are sent directly to the washing process from the dry processing stage or else the original procedure that is followed in the company is that first the garments are sent to the dry processing and then from there to the wet processing where it is first sent to the dyeing and then to the washing process. quantity received and the day and date of receivable. hence this department maintains a record in which they fill in the details of the garment style number. The department maintains these details both in the soft as well as in the hard copy format.stage in which they are. PO number.. duration required for the process to be finished for the garments according to the types of the washes prescribed for them. HIERARCHY OF SAMPLING DEPARTMENT GENERAL MANAGER QA SUPERVISOR PATTERN MAKER TAILORS GRADERS MARKER MAKER . The department will enter the details in the ERP. item number. etc. Whenever the washing unit receives or delivers the garment lot from the different units then the communication is mainly through the e-mails and also phone calls. The goods are generally received in breakups as suggested by the merchandiser according to the requirements stated by the planning and the production department and this breakups will have specified date and quantity and if this breakups is not being mentioned then the order is being placed with the supplier several times for small quantities and PO‟s have to be sent all the time so. size. in order to overcome this a breakups are being is given. Once the purchasing department receives this format. This breakup given to the merchandiser by the purchasing department for the costing purpose. the cost involved in the production and also the price involved for a unit involved with respect to the complete procedure involved for its production. etc. the cost sheet is made by the merchandisers and the order is confirmed by the buyer based on the cost sheet given by the merchandiser.. MOQ. After receiving the goods from the supplier they are checked for the quantity and also checked according to the inspection criteria specified by the buyer and replaced if any of them are not meeting this criterion. After the order is being confirmed by the buyer the merchandiser will sit with the other concerned departments and then the exact quantity required and the breakup of the trims and accessories with respect to colour. The merchandisers give the techpack and the BOM (Bill Of Materials) for a particular style to the purchasing department and the concerned person will start the further process and for costing purposes the in-house price is given like. the working procedure is the same. This department also keeps in track of all the quantities received in-house timely. Once the first shot of the raw materials is sent by the supplier then the lab dips is done and is approved by the buyer. However. will be given by the merchandiser to the purchasing department in the form of a sheet which is generally followed in the industry for all the orders irrespective of the buyer. . then the PO is sent to the concerned department for accessories and trims. Then the purchase department has to follow up with the supplier for deliveries as and when the merchandiser asks for the new set of the materials for that particular style and then the department also has to maintain the receipts and also they have to maintain the documents of the inspections that are being carried out for those materials.CHAPTER-8 PURCHASING DEPARTMENT The purchasing department is similar to the sourcing department but the main difference is that the sourcing department works for sourcing the fabrics alone while the purchasing department works for sourcing the accessories and trims. PROCEDURES Merchandisers place the order along with the bill of material and cost sheet to the purchasing department. . Cross checking with warehouse Place the TRIMS order Sample to the buyer for approval Processing of orders Negotiate the price and lead time Purchase order Pre-order by audit report Approved by HOD PO copy send to the purchaser Conformation from the supplier Working for the follow up Get the material from the CWH Get the TRIM card for the approval Make material received note to the invoices and send to the accounts Payments follow up. SHRI POLYBAGS ANU POLYMERS R.Y.CO.S IMPRESSION DYNAMIC INTERNATIONAL MERK PRODUCTS SARAL POLYMERS SUCCESS TRADING INDIA M. MAIN SUPPLIERS MADHURA COATS PASUPATHI SPINNING AND WEAVING MILLS POORNIMA AGENCIES EVERYDENNISSONS MANOHAR FILAMENTS A-TEX INDIA CRISTAL GOBAL GAME&CO. HIERARCHY OF PURCHASING DEPARTMENT DGM/GM PURCHASE MANAGER ASSISTANT MANAGER EXECUTIVES PURCHASE Asst RUNNERS . CHAPTER-9 CENTRAL WAREHOUSE DEPARTMENT Warehousing is the storage of goods for profit.It includes . and shade bands.It includes. the distribution of the goods to their proper destinations. is a storage facility that receives goods and products for the eventual distribution to consumers or other businesses. Otherwise. Warehouse management is the process of coordinating the incoming goods. report will forward to merchandiser and reprocess. Then the merchandiser will give the approval to fabrics. Fabrics 2. Special label. and finally. the subsequent storage and tracking of the goods. 10 % AQL inspection (4. Batch/ID label. 2) PACKING ITEMS:. merchandiser will give approval to issue to the cutting department. Quality 1. Then the fabric department will confirm the style. Buttons:-on the basis of size and lining. TRIMS The materials other than fabrics in the garments are known as Trims. the warehouse. shrinkage percentage. Size label. After the shade wise segregation. FABRICS When the materials are arrived in the central warehouse sub stores will receive fabrics from the CWH. Threads Labels:-Main label. Wash care label. If the materials are passed in the inspection. they are 1. 1) STITCHING ITEMS:. It includes stitching items. Poly bag Collar patty Butterfly Carton . The physical location. In BRFL warehouse department is divided into three. Trims 3. 2. packing items and general items.0 point system) is done by the department. A warehouse is also called a distribution center. Issues by buyer wise. cello taps etc. The main functions of TRIMS departments are.MANAGER QUALITY Asst.It includes stationery items such as pencils. Preparation of trim cards. Approval from merchandisers. Bill of material updating. Receiving of trims..MANAGER Asst. Quality and quantity checking.MANAGER TRIMS Sr.MANAGER FABRICS Sr. 3.MANAGER Asst. Making material receipt note. HIERARCHY OF WAREHOUSE DEPARTMENT DGA Sr. MANAGER Asst. Making daily goods receipt note. QUALITY Quality is the promise and the endeavor to match all International standards. Submission of MRM to accounts.3) GENERAL ITEMS:.MANAGER SUPERVISOR CO-ORDINATORS DOCUMENTATION QUALITY CONTROLLER WORKERS WORKERS WORKERS WORKERS . style wise and factory wise. Then they finally come to a conclusion about planning entire style.e. type of seams. they take inputs from IED (Industrial Engineering Department) on productivity based on the garment details which includes. washing and finishing departments if the slots for the dates on which they have planned for those particular styles is available and then after confirmation they fix the particular dates on which the style has to reach the embroidery. with respect to the particular unit in which that particular order has been placed with. they confirm this consultation if it is the final decision and then they also get a confirmation from the embroidery. The planning department then calculates and plans the PCD (Plan Cut Date). from the merchants they start to decide the date for having the PP (Pre-Production) meeting with the departments which are directly involved which are. number of components in the garment. Order Quantity. planning. types of machines required to finish the garment. the skill level required for the various operations of the garment and the ratio of the operators with respect to their skill levels required for manufacturing the particular garment for all the operations all together. etc. they confirm the PCD. Thirdly. they confirm the details given to the concerned units i. Then the department will allocate the style to the unit whichever has the capacity of completing the obtained project based on the line openings and also buyer‟s specifications and the skill of labor required for it. Sample. length of stitches involved in the garment.CHAPTER-10 PLANNING DEPARTMENT Planning department has a vital role to play in the approval of the order and helps the merchants to determine the costing of a particular style and they also tell the merchants if the company is capable of producing the particular style in the given span of time and also helps them to know the capacity of the production floor. production and the finishing departments. . sample and other similar information from them in consultation with the GM and FM. The planning department takes the approval or sits and conducts a meeting with three other departments to come to end up giving a proper planning and scheduling dates for the particular style this will take about 10 – 15 days from the merchandiser approves the order that has to be followed. order breakup. washing and finishing departments. any specialized machine is required or not for the manufacturing of the garment. Firstly.. Secondly. Order quantity. operation bulletin. SAM value of the garment. On receiving the orders. difficulties involved during stitching of the garment if it is of a complicated style and structure. The planning department is responsible for the timely input of the raw materials to the production floor and they must make sure that none of the days the batch /sewing line must sit idle with a reason of raw material non-availability. etc. Marketing. Washing. the communication within the different departments is done purely on the mail basis and sometimes through phone calls but any types of mails regarding the changes in the line of the style or any such modifying sort of a situation then the department maintains a hard copy of it for the future reference and confirmation. a proper output has come from the PP meeting and there are proper confirmation obtained from the departments the planning department will confirm the order plan with the merchants and then provide MIS (Management Information System) report to the management every fortnight. Production. BRFL have an in-house team of experienced designers in weaving. The planning department keeps in constant touch will most of the departments like the IED. On an average at least 4-5 new designs are developed on a daily basis in . then they prepare a “Batch Commitment Sheet” and this sheet is prepared about 3 – 5 days before the cutting date. The weaving machines are connected to dobbys for design generation. Then there exists another kind of a sheet which is made that is a „Batch Variance Sheet”. New design development and sampling is an important feature of our business and we accord importance since these are highly effective tools to convert business enquiries into orders. Then the planning department will follow up with the factory till the order is completely being executed and the entire order quantity is being shipped. RESEARCH AND DEVELOPMENT AND DESIGN DEVELOPMENT BRFL undertake continuous research and development activities with an objective to reduce operational costs and improve the efficiency of our plants. This commitment sheet includes the details regarding the batch that has taken up the job of producing the particular style. this sheet is completely based on the Batch Commitment Sheet and in this sheet the updating of the style in the production floor is done and is given to the merchants on daily basis. It has also installed software packages / CAD / CAM systems for generating designs on computers. The new designs are then sent out to laboratory for the various testing before the designs are released to the sampling unit for the further marketing and sales purpose. the quantity which they are committed to produce for a day and the labor details (which involves the number of operators and to which operation they are assigned to and they skill level will also be mentioned). garmenting and home textiles.After. This sheet will have to be updated once in a hour to know the hourly production of the batch. Its designers come out with new designs and ideas based on the current trends in the international and domestic markets. Finishing.. BRFL have our in-house research and development department constituted by designing unit and fabric development unit. Today BRFL have a library of over 10000 designs in weaving apart from numerous varieties of prints. Start On receiving the orders. order to quantity & sample Take inputs from IED on productivity based on garment analysis Confirm the above details given to concerned units in consultation with GM & FM Confirm order plan with merchandising team Confirm in consultation with embroidery. allocate the same to units based on line openings and buyer‟s ratings Provide details the respective units on PCD.each of the divisions. washing departments Provide MIS report to management every fortnight Planning follow up with factory till order execution End . Out of all mechanics few mechanics will be given the responsibility of doing the daily check of machines on parameters given. PROCEDURES: Each factory will be provided the team of mechanics. At the end of the day the maintenance manger will analyze the report generated from the complaint register. The mechanic will go to the respective machine and start correcting the problem. electricians. 1 needle boy and 2 helpers.CHAPTER-11 CENTRAL MAINTENANCE DEPARTMENT Apart from having quality system and the best practices. needle boy and tack force personal headed by a floor maintenance manager. Proper machine maintenance is also necessary to avoid casualties at the floor. The mechanics will be at a place provided at the middle of the lines with the team leader. Then the mechanic will come to his place and close the complaint in the register by mentioning The time same as in his job card and sign. The start and completion time will be mentioned in the job card and will sign by the line manager.‟ machine maintenance‟ is also a very important are to get „quality‟ products. that machine will be checked by the senior mechanic with the respective maintenance manager and corrective action will be take accordingly. Whenever the problem comes the concerned line manager or supervisor will come and file the complaint in the register with the time The respective manager will allot the mechanic immediately or at an earliest based on the availability of mechanic and write the response time in the register against the particular complaint. Unacceptable quality of products often results illmaintained machines. Breakdown and preventive maintenance is primarily aimed toward reduced downtime and increased life respectively. For the above system each factory has been provided with the mechanics. Based on the above the problem on the particular machine where more complaints are arising. For completing the above they will be requiring . around a maximum of 45 min per lines which they can maintenance manger for corrective action. FLOW CHART OF CENTRAL MAINTENANCE DEPARTMENT GENERAL MANAGER MAINTENANCE ELECTRONIC MECHANICAL ELECTRICAL FOLDERS & ATTACHMENT AMC CIVIL MAINTENAN CE LAISONING WORK . The report will be checked and counter signed by the floor maintenance manager and the respective line manager after auditing the machines. Action will e taken immediately based on the report. Cutting order is an authorization by the production manager to cut a given amount of styles from the spreads. PPM THEN SETS THE STANDARDS AS DISCUSSED PLAN THE CUTTING MOCKS&BOOK KEEPING PILOT RUN QUANTITY-LAY THE FABRIC AS PER APPROVED. CHECK ALL RECEIVED AGAINST EACH OTHER.CHAPTER-12 CUTTING DEPARTMENT Cutting department receives t e order for cutting a garment from the production manager. WASHING.. CUTTING SECTION PROCESS RECEIPT OF THE FLATTERN FILE SAMPLE AND ALL REPORTS-FABRIC/FUSING. Purchase order Fabric requisition sheet CAD mini marker Marker planning-length of lay etc. Measurement sheet Design worksheet of the govt. . It comes in form of a pacing file that carries the following details: Sampling average. CONSUMPTION -RELAX THE LAYOUT GFT PASS REPORT TO BE RECEIVED MARKER TO CHECK FOR ALL PANNELS PREPARE MINI GARMENT PANNEL DISPLAY MOVE FLAT THE CUT PARTS&THE CUT PARTS TO BE RELAYED IN SEPARATE AREA DO THE NUMERING OF PANNELS CHECH THE PANNEL-100% OR AQL IF PASSED PROCEED OR RECUT FROM MATCHING OR SAME ROLL END MAKE THE BUNDLE &FORWARD TO THE SEWING FUSE THE PARTS REQUIRING AT AGAINST THE STANDARDS PILOT RUN PASS REPORT OF GARMENT RECEIVED PROCEEDS ON BULK CUTTING AS PER THE PLAN. weight of garment (base fabric consumption only) and other trims average. size ratio and colors in which the patterns are to be cut. SHRINKAGE. In BFRL cutting department includes Cad room and Embroidery section. GSM. FUNCTIONS: CAD room is responsible for the following functions: Determining cutting average for costing Making the most efficient cutting marker Development and alteration of patterns Development of size set pattern by grading Embroidery graphics making Digitizing the pattern Basic workflow Firstly the merchandiser sends the following documents to the CAD room: Approved style sheet and spec sheet containing all the measurements. Fabric detail sheet containing information like fabric form (open roll or folded form). buyer etc. Receive spec sheet form Receive patterns from pattern Digitize pattern to feed in . style no.CAD ROOM BRFL has its own CAD room for varied style garments are made with help of Optitex software package. Then the work of the CAD room begins. roll size. Graded measurement spec sheet. type of fabric. vendor. The embroidery section is the centralized and the second largest embroidery unit in Asia. the department will maintain the file for all the formats received and they will also get a .Pattern correction Pattern grading Output to Graphtec plotter Cut ratio planning Pattern sent to merchandiser for sampling Market planning according to the cut plan ratio Output marker to plotter Output mini marker to printer Send to cutting room for cutting Send to merchandiser for costing EMBROIDERY SECTION The embroidery section is a department which comes into picture only when the particular style demands. The embroidery section receives the garment. style and the embroidery details from the merchandisers in the form of the hard copy format which is generally maintained in company. thread tex. As soon as the department receives the details they check the design that has to be done and they scan the design using the CAD software and then they digitize the design and check for the number of stitches involved.. After the samples have been generated then they conduct the pilot run in the embroidery section. area the design has to cover. After the design has been finalized then they do the embroidery for the samples that has to be produced to the buyer.sample of the garment on which the embroidery has been already done and they will use this as their reference sample / piece. all these things are calculated and tabulated in the softcopy format and give to the merchandiser and after an approval from them they start the further operation . the style of the stitch involved for the design. After the embroidery is been done for the first set of the garment or the cut parts received then they send them to the trimming and the checking section for every machine there are operators for this process. . The embroidery section receives the garments from the sewing floor or from the cutting department and then they start their embroidery process. these samples are done for about 6 – 7 garments and it is something done against the actual or exact order quantity. starting point of the design on the garment while performing the operation etc. thread colours required. Once the order has been confirmed and the exact order quantity that has to be produced is known then they start the bulk production during the production the embroidery action on the garment is done in two ways one is after the entire garment has been sewn and the other case is after the garment panels has been cut and before sewing them into a complete garment. . After the assembling of the parts is done then there will be a line checking. After this batch setting process the production for the next day starts with a smaller commitment that is may be for 50 pieces for the entire day and then production gradually increases from 50-100-150 and so on. This will make the operators learn slowly and precisely about the processes that has to be carried out for the particular style.CHAPTER-13 PRODUCTION DEPARTMENT The production floor does production in two types. once during pilot production where they have o produce about 150. this teaching session will go on for about 3-4 days maximum.200 garments for the new style this will take about 40-55 days. The production floor will receive the details like: The style or the garment Number of operators required The batch for which the style has to be installed Ay extra kinds of machines that are to be used for the particular style Target for each day Break up of the production quantity After receiving all these details they send a request for the cut parts from the cutting and sorting sections and request is sent to the accessories stores for all the accessories that are required for the particular style then they start the production for the new style. Once the cut part is received from the cutting and sorting section then the parts are prepared and assembled according to the line that is planned. Before starting the proper production the production floor does a process of batch – setting for the floor which is training the operators for the new style that has to be produced bulk. where the shade matching and measurement are checked and sent During the process of garment meeting exist 2 types of checking they are: In –process checking End line checking – here there exist both AQL audit and normal checking The garment making is divided into three different stages and at these three stages checking is done. Each bundle will contain same components of different garments.I AND MACHINES READY ATTEND PPM.PARELLALY SET STANDARDS AND MOCKS AND MACHINES PREPARE THE REQUIRED QA PROCEDURES ON THE LINES OFFER THE PILOT RUN IF PASS LOAD THE BULK QUANTITY IF FAILED OR NEGATIVE COMMENTS RESET THE LINES REOFFER ONLY WHEN PILOT PASSED PROCEED ON BULK PRODUCTION . The checking person will be present at a position where the garment is partially finished and it‟s mentioned checked thrice in the line and sometimes more than three and this depends on the buyer as well as the number off components present in the garment PROCESS FLOW CHART RECIEPT OF FILE.The flow of material in the production floor is through the bundle system and each operator gets a bundle containing similar pieces and there will be about 50-20 pieces in each bundle and the operator completely finishes the job and sends it to the next operator to do the next operation on them. The movement of materials within the operators in the batch or line is generally zig-zag motion which is followed.P.THEN LOAD THE PILOT RUN INTO THE LINES. PATTERN REPORT – REVIEW MAKE SAMPLE SET THE LINE PLAN OR AUDIT POINTS GET SPECIALISED MACHINES OR ATTACHMENTS SET THE S. SAMPLE. AQL OR 100% PASS AS APPLICABLE REJECT PARTS ALTER OR REPLACE HOURLY PRODUCTION CHECK QUANTITY IF FAILED RE WORK THE GARMENT ENSURE 32 PIECES PER BATCH DAILY PRODUCTION REPORT DONE AQL AUDIT HAND OVER THE GAMENT TO THE FINISHING SECTION .ENSURE PARTS. HIERARCHY OF PRODUCTION DEPARTMENT GENERAL MANAGER PRODUCTION MANAGER FACTORY MANAGER ELECRITION MANAGER QUALITY MANAGER MECHANIC MANAGER APM IED INCHARGE STORES F/C MANAGER ELECRITION INCHARGE QC INCHARGE MECHANIC INCHARGE FLOOR INCHARGE ANALYST ASSISTANT F/C INCHARGE H/K SUPERVISOR QC MECHANIC SUPERVISOR WORKERS SUPERVISOR SWEEPER CHECKER TEAM LEADER WORKERS WORKERS . The IED department helps the planning department to know the time required for the production of that particular style of the garment by calculating the SAM value for it and they also help in knowing the capacity of the factory based on which the planning department takes a decision if they have to proceed with the item or no.CHAPTER-14 INDUSTRIAL ENGINEERING DEPARTMENT The IED department has to work with many other departments as this department gives the entire idea of the garment construction and the thread and trims consumption criteria. The different departments with which the IED works are as follows. the times at which the inspection has to be carried out will also be mentioned in the style bulletin. They will also give the target to each operator based on his/her capacity and skill in order to help them finish their piece of work on time and also maintain the quality of their work. calculates the productivity of the given style for the initial costing and also calculates or counts the accessories consumption by the style and gives all these details to the merchandising department for the costing purpose because the entire costing criteria depends on these aspects and the IED also gives the merchants suggestions regarding the reduction of the cost of manufacturing the garment by modifying any of the steps and the method of doing it. Types of thread (which is the TEX). this bulletin will be similar to the Tech Pack but contains more technical data than that. The IED people using the (GSD) General Sewing Data prepare the style bulletin which includes the different types of seams and stitches that has to be done for the garment and it also includes the length of the seams and the types of stitches that has to be carried out at different places of the garment as per the buyers specifications and approval. they also set a target to the batch for an hour. This efficiency is purely based on the daily output of the batch as well as the single operator and then they come up with the monthly output by the particular batch. the criteria under which the finished garment has to be checked. . This department will analyze and estimate the manpower and their skill level which is required for the production of the garment. The IED calculates the SAM value for the garment. After setting the targets for a batch and also for each operator then they will calculate the efficiency. for a shift and for a month which will help them to maintain their outputs and also helps in timely completion of the order or sometimes earlier. area of placement of the trims and accessories and its location different kinds of labels that are supposed to be placed. operators skill level categorization and other related aspects hence they play a vital role in determining the cost of producing a single piece of the garment and they also calculate the cost of the factory for that particular style of garment. average efficiency of the batch till date.Highly Skilled 25% . in this report they update the batch number. Suppose a new operator joins and he is completely unaware of stitching then a training for about 45 – 50 days is given to him/her and then based on their learning and grasping capacity a grade is been allocated to them primarily..This department maintains a file which is the DPR (Daily Production Report). information about the batch setting prior to the mass production. . working method and after a particular span of time they update the record. Suppose the operator/new employee knows or has a previous work experience in a garment industry then he is just been asked about his job which he/she would have done in the previous factory and then he/she is just given an hour‟s test to know his skills and then grade is been allocated. all this will be mentioned in this DPR. They also conduct a production review meetings with the operation team in which they discuss about the line and the operation carried out in the batch suppose the previously planned flow is not giving the estimated efficiency and output then they will think of changing the line plan and review it and later follow the right one. Based on the operator‟s performance which would have been observed for a specified period of time. etc. peak efficiency achieved. if the company was working that day or not. 20% . if there was a delay of production then the reason behind it. style/item number. committed output. Skill type A B C Grade Highly skilled Skilled Semi skilled The operators for each batch are taken in a ratio of.Semi skilled This is done irrespective to any style and buyer and the complication of the style. the department will allocate a grade to the operator which is as follows. A record is maintained in which the skills of operators are updated on timely bases. total production till date.Skilled 55% . SAM value of the garment (both actual and that particular days SAM value). Because of maintaining this record they keep in track of the operator‟s skill and his efficiency. Everyday the IED team there will be a meeting where in which they speak about the maintenance of efficiency of the batch in the production floor. actual output. Pre-prod. Prepare O.Start Training. checkers.B Production Dept. supervisors. activities Systems development Hourly production tracking Line balancing Capacity study Efficiency calculation Skill matrix Calculate accessories consumption Batch layout Style bulletin Batch performance End . helpers. etc. selection & development Selection of operators. QC. SOURCE OF FUNDS The main source of funds of BRFL is classified into 2.60 per GDR (` 292. The company has a capital of 15 crores invested in various types of assets. -Reserves (capital reserves are too included) External Source -Term loans -Share capital SHARE CAPITAL During the year. . an entity belonging to the promoter/ promoter group Of the Company.72 lacks).000 Optionally Convertible Warrants.per GDR of face value of ` 10/-) to the persons resident outside India raising an aggregate of US $ 105.per share (face value of ` 10/-) to B R Machine Tools Private Limited. each warrant convertible into one equity share at the rate of` 263/. 2010.each to ` 1500000000 consisting of 15.CHAPTER-15 FINANCE DEPARTMENT The BRFL is widely held public company listed in Bombay Stock Exchange and National Stock Exchange. Internal Source -Income generated from sales.000 Global Depository Receipts (GDR) representing equivalent number of underlying equity shares at the rate of US $ 6. BRFL has a well defined financial department which deals with the financial requirement of the company and it is located in Mumbai. (ii) Issue and allotment of 1.830. 00.69/.000 equity Shares of ` 10/.each. 00. Company has raised equity by – (i) Issue of 1. 60. 00. Pursuant to aforesaid. the Company‟s GDRs have been listed on the Singapore Stock Exchange with effect from October 27. 00. 00.600 million (` 46. 00. the Authorized Share Capital of the Company has increased from ` 1200000000 consisting of 12. 00.000 equity shares of ` 10/. DIVIDEND Directors recommend a dividend of ` 1.60 lacks (including Corporate Dividend Tax) for the financial year 2010-11. keeping in view the capital needs for the Company‟s growth plans and the intent to optimal financing of such plans through internal accruals.A.LISTING OF EQUITY SHARES The Company‟s shares are listed on National Stock Exchange of India Limited (“NSE”) and Bombay Stock Exchange Limited (“BSE”).per Equity Share (15%) aggregating to `2310. subject to the approval of the members at the ensuing Annual General Meeting.50/. The dividend pay out as proposed is in accordance with the Company‟s policy to pay sustainable dividend linked to the long term performance. Corporation Bank DENA Bank Export-Import Bank of India IDBI Bank Limited Indian Bank Karnataka Bank Limited Karur Vysya Bank Limited Oriental Bank of Commerce Punjab National Bank State Bank of Bikaner & Jaipur State Bank of India State Bank of Hyderabad State Bank of Mysore State Bank of Patiala State Bank of Travancore . BANKERS/TERM LENDERS Allahabad Bank AXIS Bank Limited Bank of India Bank of Maharashtra Citibank N. 49 158124.60 588317.71 450090.87 588317.38 2252.2011 AS AT 31.22 209143.61 22272.47 J 30495.84 9117.31 2607.98 450090.37 33342.03.62 36424.03.76 44031.81 63756.57 37725.16 69557.49 3492.69 16551. 2011 (R.65 43948.50 192958.47 248014.76 E 316980.59 192592.78 286817.s in Lacs) PARTICULARS SOURCES OF FUNDS Shareholders’ Funds Share Capital Reserve and Surplus Advance Money Received for convertible Warrants Loan Funds Secured Unsecured Deferred Tax Liabilities TOTAL APPLICATION OF FUNDS Fixed Assets Gross Block Less : Depreciation Net Block Capital work.21 C D 276554.13 G H I 126287.BALANCE SHEET AS ON MARCH 31.55 248017.00 245123.50 266515.11 19853.92 4941. Loans and Advances Inventories Sundry Debtors Cash and Bank Balances Advances to Subsidiaries Loans and advances SCHEDULE AS AT 31.10 55425.89 259438.73 8601.13 Less : Current Liabilities and Provisions Current Liabilities Provisions K L 39025.13 24056.87 8823.70 17601.34 43967.59 30162.49 47912.70 214672.23 11190.10 51250.in -progress Investments Current Assets.71 2026.70 177978.25 312978.2010 A B 12790.76 .26 Net Current Assets TOTAL Notes to Accounts S 215470.00 179741.80 F 350574. 783.96 PROFIT BEFORE TAXATION Provision for Taxation Current tax Deferred tax Short /(Excess) Provision for Tax in .27 million in 2010-11 from ` 16.Profit after tax stood at ` 2.s in lacs) PARTICULARS INCOME Sales Other Income Increase /(Decrease) in stocks Total M N O 225483.67 18.10) 63652.50) (285.2010 EXPENDITURE Cost of Materials Manufacturing and other expenses Interest & Financial Charges Depreciation Total P Q R 141134. (`) Diluted E.44 31. an increase of 40 %.37 6806. .26) 44493.00 (294.31 Schedule Year ended 31.2011 Year ended 31.759.06 20565.PROFIT & LOSS ACCOUNT FOR THE YEAR ENDED MARCH 31.52 28247. (`) Notes to Accounts FINANCIAL PERFORMANCE BRFL recorded a total income of ` 22.62 248398.P.05 220150.70 S 4030.P.26 million in 2009-10.266.11) 22669.S.90 18.00 2503.61 17591.06 17.304.63 2349.90 44493.59 1566.52 47357.31 161476.00) (1981.S.79 98283.87%.00) (1678.03.57 (1200.53 153890.respect of earlier years 5872.91 29765.35 24156.99 million in 2010-11 against ` 1.02 9354.19 million in 2009-10.05 15004.50) (329. 2011 (R. an increase of 28.64 13667.59 PROFIT AFTER TAXATION Balance brought forward PROFIT AVAILABLE FOR APPROPRIATIONS Less:-Transferred to General Reserve Proposed Dividend Corporate Dividend Tax BALANCE CARRIED TO BALANCE SHEET Basic E.03.43 39446.67 67163.67 178047.43 (900.97 19.04 14520.79 50828. MANAGER SUPERVISORS EXEUTIVES (CASHIER) .AUDITORS V. K. Beswal & Associates. Chartered Accountants. HIERARCHY OF FINANCE DEPARTMENT GENERAL MANAGER MANAGER Asst. Apart from that a dedicated in-house management team overlooks the implementation and adherence to quality control policies across all the company‟s establishments. Here the auditing is done for all samples and precisely for the size set samples and also for the pilot production garments. In order to maintain quality the quality assurance departments has split up their job into different stages of manufacturing and there are classified into four major groups which are as follows. The size set samples are given importance to because they are mainly asked by the buyer for checking the dimensions of the garment hence an extra stress is given to these samples and the auditing for them is mainly done for the measurements of the garment and the measurements are checked at all the critical areas in the garment.CHAPTER-16 QUALITY ASSURANCE DEPARTMENT Quality is the major criteria for any product and the same rule applied even to garment industries also. Cutting audit: In the cutting stage. Spreading 2. The corporate management takes active interest and reviews use of IT enabled platforms. Here the entire manufacturing process for a particular garment is split into the required number of parts . which help in monitoring the same. Pre-production audit: In this stage auditing is mainly done for the stages which come before the production and that is the sampling stage. Shade 5. In – line audit: Here the garments are checked during their different stages of manufacturing. Relay cut 3. they are 1. Band knife 4. which is the critical stage of the garment production the auditing is further divided into many other departments which are. BRFL have internalized quality control management systems and quality improvement systems in all our plants. 1. It has quality audit teams reviewing all aspect of quality assurance at all our units. Hard pattern Sewing audit: In sewing process the inspection is done in two areas. 2. After the auditing is done in each and every stage the defects. findings and other related information will be recorded by the concerned departments in their own formats and they will be sent to the respective departments for rectification. FLOW CHART QUALITY DEPARTMENT SHRINKAGE CUTTING 4 POINT INSPECTION BEFORE WASH WIDTH CHECKING. End – line audit: Here the garments are checked after the entire process is over and the specifications are mainly based on the dimensions of the garment at the critical positions and then the placements of the labels.may be two – three and then at the end of each stage the inspection is carried out by the person whose main job is auditing. MARKING AND OVERLOCK AFTER THAT SENDING FOR WASHING AFTER PRESSING (IF IT IS REQUIRED) AFTER WASH MEASUREMENT SHADE BAND REPORT GENERATION . Button/button hole : In this area the auditing is mainly done by the operator himself as the job is limited. it is just button attachment that has to be done and the operator does it himself as and when he finishes his part of the job with the garment and the operator will be given or taught about the specifications for the garment to attach the button/ making the button holes. The other method is that the garments are just folded and arranged in the carton boxes without putting them in the poly bag. Trimming: This involves the removal of the extra threads from the garment at the stitched areas. This department includes majorly of the following steps. Once the tagging is done the garments are folded according to the buyer‟s specification and also they are either folded plainly or sometimes they are folded after they are put to the hangers as per the buyer‟s specifications again. 1. if the buyer emphasizes for a 100% inspection then the company has to do as specified. Packing: The packing is always done in the carton boxes and there are several criteria for the packing of the garments they are as follows. price tags and miscellaneous labels if any required by the buyer. Tagging section: Once the garments are been done with the inspection and complete pressing then they are sent for tagging the labels and the labels include the size labels. PCB details. Semi – pressing: This happens when a garment is difficult to inspect in the crushes manner as it comes from the washing department hence.CHAPTER-17 FINISHING DEPARTMENT The finishing department is the department which comes after all the departments and it plays an equally important role in the final appearance of the garment.. either with the hanger attached or plain poly bag packing and then the entire garments (as per the packing criteria) is arranged in the carton box. number of size ratios that are supposed to be put in are all suggested by the buyer and the packing is done according to these specifications. The packing material.e.. 2. The packing criteria followed in each carton box as already mentioned is done in different ways which is as follows. . they do a partial pressing for the garments and then inspect it and trim it and then send it to the complete pressing process. The garment is individually packed/wrapped in the poly bag whose design will be specified by the buyer i.0 system and sometimes it depends on the buyer also i.e. Pressing: The pressing is done after the garment has been completely inspected and the garments are pressed on the basis of how they will be folded during packing. Inspection: The inspection carried out here is according to the AQL 4. There are generally two kinds of packing the garment. 20 shirts of a similar colour say navy blue and the size say S will be put in one carton box. the carton box will include garments of single colour and same size. Mixed Packing: In this method the carton box includes garments of different colours but of same size or garments with different colours and different sizes in a particular ratio form. he will check them according to the 4. After the packing is done the garments are kept in the godown/stores until the buyer sends the buyer QC for the inspection purpose before delivering them and once the QC arrives. For example. Solid Packing: In this method of packing. . Ratio Packing: In this method the carton box includes garments of same colour but of different sizes according to the ratio.0 AQL level and then see if the garments has to be accepted or rejected. WEAKNESS AND THREATS Rapid expansion and scale of operations could pose a threat if growth is not well managed. Uncertainty surrounding the global markets like the recent sovereign debt crisis in European countries and the challenging retail environment that is the result of a weakened economy continues to remain a threat in the near-term. Its unique business model enables the Company to enjoy higher margin retentions on an overall basis rather than the cost plus model followed by other garment manufacturers. SWOT analysis is the tool for auditing the organization and its environment. It is the first stage in planning and helps marketers to face on key issues. The strength of the product and operations provides the Company the opportunity to a significant player in the global arena as well as the largest producer of fabric and garments in the country. Opportunities and Threats. . Weakness.CHAPTER-18 SWOT ANALYSIS SWOT stands for Strength. Strength and Weakness are essential factors. STRENGTHS AND OPPORTUNITIES Vertically integrated operations enables BRFL to take advantage of economies of scale as well as put the Company in a preferred position with respect to large buyers who are looking at efficiencies in terms of cost and turn-around time. There always a possibility of stable demand for the products. The company has a very high brand image. The management is very keen in welfare activities of the company‟s employees. . BRFL looked up to for transparency. Company should also concentrates on the low level income people. to increase the customer awareness towards the product. Net sales and income of the company increases yearly The study shows that Aafloat Textiles (India) Ltd. so the company should reduce the price without affecting the quality. The study provides the details about quality are the main factor that influences the customers for purchasing BRFL products. Very dedicated workforce. The company was awarded the ISO-9001 certificate. governance and social responsibility. Try to expand the unit of production into other states of the country. BRFL product s have high price. The company should expand maintenance department. suppliers and other stake holders. The study shows BRFL differs from competitors product mainly based on their quality. BRFL is one of the world's fastest growing integrated textiles companies. BRFL capacities have grown substantially in yarn dyeing. BRFL is permanently bonded with customers. Aarya Global Shares & Securities Ltd and Alps industries ltd are the main competitors of BRFL. The company is facing competition from both international and national market. fabrics and in Garments.CHAPTER-19 FINDINGS & SUGGESTIONS FINDINGS Bombay Rayon Fashion Limited is one of India‟s most dynamic and professionally managed fast growing textile group. SUGGESTIONS The following suggestions are recommended: The company should concentrate toward the advertisement. The employee-employer relationship is found to be cordial. life time etc.CHAPTER-20 CONCLUSION The Study focuses general study on Bombay rayon fashions ltd. BFRL has excellent quality. If the company focuses on the above suggestions. Bangalore with special emphasis on financial management”. it can improve sales further and can increase the percentage of market share. From the data.. we can conclude that. ..And customers are very much aware about it.