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1. Introduction

(Fig – 1.1Hirdaramani Group logo) 1.1 Hirdaramani Group Hirdaramani, an organization driven by advancement, change and a significant feeling of corporate obligation, is weaving a consistent texture of progress. Advancing from a solitary retail location established in the mid-1900s, today the Hirdaramani Group is a worldwide venture with an enhanced system traversing 60,000+ partners, six nations, and different industry segments – Apparel, Power, Leisure, Retail, IT and Financial Services. Hirdaramani is the leader in the usage of green advancements and systems bragging the world's first best in the class green attire production line and Asia's first CarbonNeutral® clothing manufacturing plant alongside generous interests in the sustainable power source area. Since its initiation, Hirdaramani has been a resolute supporter of better business practices and perseveres as a champion of unrest and change in the clothing business.

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The 100 years of age Startup From tailors to the sailors of the mid-twentieth Century to a multi-national clothing industry pioneer. Here are the means by which the Hirdaramani Group advanced, prospered and remained focused as the years progressed. Starting as a solitary retail location in the core of Colombo's business region, the Hirdaramani Group started as a little fitting organization in the late 1800's. At only 16, Parmanand Hirdaramani set up the main Hirdaramani retail location in Fort, Colombo. He became famous in the mid-1900s by presenting the idea of same-day fitting to the travelers of luxury ships that docked at the Colombo Harbor. Thus the inventive Hirdaramani soul took off. The organization soon advanced into a developing trader of articles of clothing, materials, rugs, and gems - opening retail locations in Colombo and Kandy in the mid-1940s. It was in the mid-1970s when Hirdaramani broke into the worldwide fare advertise with the making of Ceylon Knit Trend Ltd. As globalization of the form business quickly expanded Hirdaramani extended with the request, building offices all through Sri Lanka and opening endeavors in Bangladesh, Vietnam and as of late Ethiopia. In an ever-focused industry, Hirdaramani and its Directors trait the organization's proceeded with progress to maintaining manageable and moral business hones from the earliest starting point. Looking after their workers and the earth, Hirdaramani's logic is that making the best decision is basically used for business.

(Fig – 1.2 First Hirdaramani retail store in Fort, Colombo)

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1.2 History The Hirdaramani legacy began in the early 1900s when at the age of 16, Parmanand Hirdaramani setup the first Hirdaramani retail store in Fort, Colombo. The pioneering Hirdaramani spirit took flight as Parmanand introduced the idea of same-day tailoring for passengers of cruise liners that docked at the Colombo Harbor. The Group has since emerged from these humble beginnings to rise steadily and become the one-stop manufacturing hub and global conglomerate that it is today. 1.2.1 Milestones

2017

• Opening of ‘The Hub’, the company’s dedicated Shared Services Operations Center

• The official opening of Hirdaramani Garment PLC – Ethiopia in Hawassa Industrial Zone

2016

• Hirdaramani Industries Mullaitivu is ceremonially opened by H.E. The President of the Democratic Socialist Republic of Sri Lanka

• Hirdaramani launches new Brand Identity

2013

• Launch of Chatham Luxury Sri Lanka’s first ever multi-brand luxury watch boutique

• Hirdaramani hosts Group Wide Talent Show and a documentary on the show is televised

2012

• Hirdaramani 'Mihila' becomes First Apparel Factory in Asia to be certified CarbonNeutral®

• Hirdaramani opens a Factory in Vavuniya • The Group’s Finance BPO & Shared Services

Business – H Connect is launched

2010

• First project with VidullLanka (Pvt.) Ltd in sustainable power generation using Hydro-electricity

• First Wind Energy project launched, in partnership with Akbar Brothers and Debug Computers

2009

• ‘Mihila’, the Group’s first Eco Factory opens for operation. Mihila is also awarded LEED Gold status from the US Green Building Council

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2008

• Launch of the Long Island Clothing Co (LiCC) • Launch of H One Pvt Ltd venturing into the IT

sector

2005

• The Group acquires all shares in Desmondspencer held by Desmonds & Sons (UK) to form the Hirdaramani – Mercury Apparel Cluster

2003

• Investment in Hilton Colombo Residence, a modern multi-story serviced apartment hotel and shopping complex

2000

• Hirdaramani Industries Ltd is relocated from Maharagama to Kahathuduwa

• Hirdaramani Group head office relocates to World Trade Centre, Colombo

1998

• A new factory and a state-of-the-art washing plant are established at the Seethawaka Industrial Park

1997

• Second investment in hotels - Taj Exotica, Bentota

1996

• Ocean Lanka is set up in partnership with Fountain Set, Hong Kong, to manufacture knitted fabric

1994

• First Factory Established in Vietnam

1992

• Two more manufacturing facilities are established - Ceylon Knit Trend Ltd, Eheliyagoda and Hirdaramani Industries Ltd, Kuruwita

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1987

• Mercury Garments is established in the Katunayake Free Trade Zone to manufacture outerwear and other garments

1986

• The Group’s first investment in hotels: Taj Airport Garden Hotel, Seeduwa

1984

• Establishment of Comtextile in Bangladesh, specializing in woven tops and bottoms for men, women and children

1978

• Hirdaramani Garments Ltd. is set up in the Katunayake Free Trade Zone to manufacture and export woven apparel

1974

• Ceylon Knit Trend Ltd. is established to manufacture knit garments for the export market

1954

• Hirdaramani Industries Ltd. launches the manufacture of shirts under the brand name ‘Popular’ as well as the large-scale manufacturing of towels

1946

• Hirdaramani Ltd. is born - Retail stores are setup in Colombo and Kandy to sell garments, textiles, carpets and jewelry

1900

• Mr. Parmanand Hirdaramani begins business with a retail store in Fort, he introduces ‘same-day tailoring’ to meet the requests of passengers on ships that docked in Colombo

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1.3 Global Presence

(Fig – 1.3 Global Presence of Hirdaramani Group)

S.R. No Country Particular 1 USA Sales

Sourcing 2 Ethiopia Apparel 3 Pakistan Power 4 Maldives Leisure 5 India Sourcing 6 Sri Lanka Apparel

Leisure Power Retail

Sourcing Finance & IT

7 Bangladesh Apparel Sourcing

8 China Sourcing 9 Vietnam Apparel

Sourcing 10 Hong Kong Sourcing 11 Indonesia Sourcing

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1.4 Apparel Business

1.4.1 Leveraging a Global Footprint

A pioneer in the Sri Lankan Apparel Industry, Hirdaramani gloats a durable foundation giving end-to-end inventory network answers for the business through plants in Sri Lanka, Bangladesh, Vietnam, and Ethiopia. Hirdaramani's persevering organizations with driving worldwide brands additionally state notoriety for streamlined procedures and best quality products.

1.4.2 Manufacturing

SRI LANKA Facilities – 20 No. Of Employees – 22,000 Production Capacity – 5 million pieces per month

BANGLADESH Facilities – 11 No. Of Employees – 23,000 Production Capacity – 6 million pieces per month

VIETNAM Facilities – 5 No. Of Employees – 9,000 Production Capacity – 5 million pieces per month ETHIOPIA Facilities – 2 No. Of Employees – 2,000 Production Capacity – 800.000 pieces per month

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1.4.3 Product

Women Denim Casual/Lounge Wear Active Wear Intimates/Sleepwear Men Denim Casual/Lounge Wear Active Wear Intimates/Sleepwear

Kids Denim Casual/Lounge Wear Uniforms

1.4.4 Fabric & Sourcing

The Fibers of Success

In addition to its own fabric mills Hirdaramani has developed long term relationships and partnerships with global fabric and accessory manufacturers enabling them to provide comprehensive sourcing solutions for clients. The company adheres to strict ethical standards and is recognized as an organization able to offer top quality organically grown eco-friendly products.

DUCKSAN VINA The Group partnered with Ducksan Enterprise to establish Ducksan Vina Textiles in October 2016. A high tech polyester specialized fabric mill, Ducksan Vina has a capacity of over 1.5 million Kilos per month using the latest technology in manufacturing together with a strong focus on R&D in fabric development. OCEAN LANKA The Hirdaramani Group is a partner in Ocean Lanka, a well-established, respected and fast moving company manufacturing and supplying weft knit fabrics to the Sri Lankan apparel industry for a growing number of international brands, including Victoria’s Secret, Next, Marks and Spencer and Nike. COMTEX The Group’s sourcing network is further supplemented by Comtextile, a joint venture with LT Apparel, a large global sourcing company with offices in New York, Hong Kong, China, Indonesia, Vietnam, Sri Lanka, India and Bangladesh.

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1.4.5 Value Added Services With a complete vertically integrated operation across each country, Hirdaramani offers an end-to-end solution for all its customers from fabric to shipment, using the latest technology and highest quality finishes.

1.4.5.1 WASHING Hirdaramani has state of the art washing plants supporting its production facilities across all countries. Each of these plants provides a range of specialized washes and are able to meet any requirement customers may have, while also continuously innovating new washes and finishes to meet evolving trends.

The plants are built to meet stringent environmental standards and can deliver a range of eco washes and finishes.

1.4.5.2 EMBROIDERY & BONDING From the product development stage, Hirdaramani teams of embroidery technician work closely with the Group’s talented designers to execute any embroidery requirements. The Group’s dedicated facilities ensure that it is able to deliver fast, cost effective and high quality embroidery solutions to all customers. Furthermore, the Group has strong in house bonding capabilities including seam sealing, decorative bonding, seam tapes, zipper bonding, etc.

The Group’s dedicated facilities ensure that it is able to deliver fast, cost effective and high quality embroidery solutions to all customers.

1.4.5.3 PRINTING Hirdaramani runs its own printing facilities, capable of delivering a wide range of printing and embellishment services, including manual and automatic screen prints, heat transfers as well as heat transfers with motifs, flocking and curing.

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1.5 Sustainability At Hirdaramani, sustainability is not just about corporate responsibility it is a way of life, an urgent need and a heartfelt commitment to respect our precious planet while empowering our people and communities to live a healthy and fulfilling life. This motivation sets the tone for the company’s sustainability strategy, ensuring the implementation of an actionable framework for Hirdaramani to become a greener, more people-oriented organization.

For over a century, Hirdaramani has epitomized the concept that ‘doing the right thing makes good business sense’ and the Group continues to showcase this in its work ethic.

1.5.1 PEOPLE, PLANET, PROFIT The Group’s sustainability strategy is aligned with the UN Sustainable Development Goals and is guided by a triple bottom line approach - People, Planet, Profit. Each of our group’s key sustainability targets are designed to align with one of the SDGs.

(Fig – 1.4 UN Sustainable Development Goals)

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1.5.2 Global Standards

(Fig – 1.5 Global Standards)

Fair Trade From production to purchase, Fair Trade is a model of sustainable, ethical trade that puts people and planet first. The model is built around the concept that economic empowerment and sustainable livelihoods are the basis for a market that works for everyone.

Today Hirdaramani operates 5 Fair Trade US Certified Facilities.

LEED As part of the Group’s commitment to becoming a truly sustainable manufacturing company, Hirdaramani has established the USGB LEED Building Standards for all its manufacturing facilities. Every new facility built is constructed to meet LEED standards, while all existing facilities are undergoing a process of change to meet LEED requirements.

ACHIEVEMENTS

• 3 LEED Platinum Certified Facilities: Two new constructions and one converted facility

• 11 LEED Gold Certified Facilities • 14 of 37 production units in total are LEED Certified • Target to certify all facilities by 2020

HIGG Developed by the Sustainable Apparel Coalition, the Higg Index is a suite of tools that enables brands, retailers, and facilities of all sizes — at every stage in their sustainability journey — to accurately measure and score a company or product’s sustainability performance. The Higg Index delivers a holistic overview that empowers businesses to make meaningful improvements that protect the well being of factory workers, local communities, and the environment.

Hirdaramani has been working on close collaboration with the SAC in the development of the HiGG index with several facilities participating in the testing and development of the assessment tools.

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THE INDEX MEASURES

• Environmental management systems • Energy use and greenhouse gas emissions • Water use • Wastewater • Emissions to air (if applicable) • Waste management • Chemical use and management

HIRDARAMANI RESULTS

• 22 Facilities Self Assessed – Average Score – 62 (2016 Cadence) • 10 Facilities 3rd Party Verified – Average Score – 61 (2016 Cadence) • All Facilities will Complete HIGG FEM 3.0 in 2018 (2017 cadence)

1.5.3 W.O.W (Wonders of Wellbeing)

(Fig – 1.6 W.O.W – Wonders of wellbeing)

The Hirdaramani Wellness Strategy is implemented under the ‘Wonders of Wellbeing’ (WOW) scheme, a comprehensive, engaging program focusing on five dimensions of wellbeing amongst its associates – Economic, Relational, Physiological, Mental and Environmental.

Wonders of Wellbeing (WOW) is a structured program for improving employee wellbeing developed by Hirdaramani based on best practices and refined with input from employees and data from trial projects. The program takes a data based approach to driving positive improvements and impact across all spheres of life personal and professional.

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Overarching Goal: Towards Healthy, Wealthy, Happy and Meaningful Lives.

• Healthy Workforce (Physiological status)

• Wealthy Workforce (Economic status)

• Happy Workforce (Psychological & psychosocial Status)

• Productive Workforce (Bio energy, Work efficiency & Physiological status)

• Loyal/well bonded Workforce (Psychosocial status)

• Self-esteemed Workforce (Psychosocial status)

• Green Workforce - bounded by environmental principles (Psycho-environmental status)

(Fig – 1.7 W.O.W Chart)

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1.5.2 Results

(Fig – 1.8 Carbon footprints)

(Fig – 1.9 Energy Conservation)

(Fig – 1.10 Water Conservation)

(Fig – 1.11 Mihila Results)

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1.6 MIHILA

(Fig – 1.12 Hirdaramani Group’s Mihila Factory, Aglawatta, Sri Lanka)

The Hirdaramani Group’s eco-friendly factory ‘Mihila’ has been awarded CarbonNeutral® certification making it the first Apparel Factory in Asia to achieve this distinction. The CarbonNeutral Company, a global provider of carbon reduction solutions, awards the certification. Achieving CarbonNeutral® factory certification required a detailed greenhouse gas assessment from the Carbon Consulting Company, and a comprehensive program of internal energy efficiency measures, and external carbon offsets to compensate for the remaining emissions. This announcement marks the first milestone in an on-going process to assess and reduce the carbon footprint of the factories across the Group.

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1.6.1 Asia’s First Carbon Neutral Apparel Factory

(Fig – 1.13 Mihila’s Achievement)

Hirdaramani has been a leader in this field since before the sustainability revolution began. It was 2008 when Hirdaramani Group dedicated US$6.3 million to set up ‘Mihila’ the first carbon neutral apparel factory in Asia.

The factory focuses on three key areas - energy consumption, water consumption and waste generation, and to date has achieved a 48% reduction in its carbon footprint. The results at Mihila speak for themselves:

The innovative approach at Mihila has given rise to several firsts at the factory. These include the first industrial scale production of ‘up cycled fashion’, the F&F brand for Tesco, the first factory to introduce LED task lights and one of the first to have a biodiversity refuge on its premises.

As a result of Hirdaramani Group's investment, ‘Mihila' has received several international awards such as a Leed (Leader in Energy and Environmental Development, a rating system developed by the US Green Building Council) Gold Award in 2008 and a National Energy Efficiency Award in 2010, ISO 14001: 2004 and OHSAS 18001: 2007.

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2. Background Study 2.1 Introduction to Lean Manufacturing The core idea of lean manufacturing is actually quite simple…relentlessly work on eliminating waste from the manufacturing process. Lean Manufacturing is a concept frequently used by industries in order to reduce costs and for improve quality in manufacturing operations. Lean Manufacturing is a multi-step process to identify and prioritize waste in the form of non-value-adding activities also provides guidelines to reduce or eliminate these wastes.

Lean Manufacturing got originated in Japan, where it has been in practice since the early 1970’s. It was developed and perfected by Taiichi Ohno of Toyota, who is now referred to as the father of Lean Manufacturing. Taiichi Ohno developed this philosophy as a means of meeting customer demands with minimum delays. Thus, in the older days, Lean Manufacturing is used not to reduce manufacturing wastage, but primarily to produce goods so that customer orders are met exactly when they need the products.

The Lean Manufacturing system consists of defining the production flow and setting up the production floor such that the flow of materials as they get manufactured through the line is smooth and unobstructed, thereby reducing material waiting time. This requires that the capacities of the various workstations that the materials pass through are very evenly matched and balanced, such that bottlenecks in the production line are eliminated. This set- up ensures that the materials will undergo manufacturing without queuing or stoppage. Lean Manufacturing finds the large amount of applicability in the operations or production flows, which are repetitive in nature.

Lean Manufacturing is widely regarded as an excellent tool for reducing costs and cycle times, and for improving quality in manufacturing operations. Lean Manufacturing is defined to be an umbrella term for a number of techniques like Production Leveling, Pull System, Kanban system, 5S, Small Lot Production, Setup Time Reduction, Total Preventive Maintenance, Line Balancing, flexible manufacturing and Small-group Activities whose purpose is to improve product quality and cost by eliminating all waste in the production system.

Lean Manufacturing is implemented to leverage the competency by eliminating waste and non-value adding activities from the manufacturing system. Waste can be in the form of overproduction, defects, excess inventory, inadequate processing, excessive transportation, waiting and unnecessary motion. Lean Manufacturing has potential to improve operational efficiencies, quality and financial performance of the industry. Some out of many objectives of Lean Manufacturing is utilization of equipment and space more efficiently, which results in increased output from their existing facilities.

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2.2 Fundamental concept of lean Manufacturing

Value is any activity or input that increases the usefulness of the product or service to the customer or reduces the cost to the customer. Any activity or input that does not add value to the product or service is termed as waste and it should be eliminated or reduced.

Lean Manufacturing is a improvement journey with no end, it rewards on every accomplished step towards its implementation.

Inventory is a waste. It hides the problems that should be solved rather than covered. Waste can regularly be identified and eliminated by reducing some amount of inventory from the system, correcting the problems that payback, and then removing more inventories.

The quality, product functionality, delivery schedule and evaluation of performance are to be done by customer and this drives to a customer oriented approach and a trend toward increasingly customized products and demand.

Increasingly distinguished product line needs to improve flexible manufacturing system, quick response to delivery requests, design changes, and quantity changes, is essential to maintain high quality and low cost.

Mutual respect and support based on openness and trust should exist among an organization, its employees, its suppliers, and its customers.

A team effort is required to achieve world class manufacturing capability. Management, staff, and labor must participate. This implies increasing the flexibility, responsibility, and authority provided to the hourly worker.

The employee who performs a task often is the best source of suggested improvements in the operation. It is important to employ the workers' brains, not merely their hands.

(Fig – 2.1 Lean Manufacturing)

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2.3 5S

Within the paradigm of Lean Manufacturing, 5S is a simple, yet powerful, Japanese tool that is used for the purpose of organizing a workplace in a very systematic, clean, and safe manner. This organizing enhances your productivity, work standardization efforts, and helps in visual management.

5S ensures that a manufacturing or production unit experiences standardization throughout its workflow, at all levels of the process. With standard operational practices in tow, it becomes easier for work to proceed in an efficient, safe, and repeatable manner. These way iterations can take place at higher speed, thus, promoting higher levels of production.

For an organization implementing 5S, this tool becomes the foundation stone for all the other Lean Manufacturing tools to be used and organized effectively. The 5S tool works methodically in 5 phases. These 5 phases are termed in Japanese and are transliterated in English to form 5 “S” terms. They are as follows:

• 5S Seiri – or, Sort, is the first step of the 5S and involves sorting of the all the mess and clutter within the workplace while keeping only the important and extremely useful items within the work area.

• 5S Seiton – or, Set in order, is the next step that dictates the process of arranging the cluttered items in an efficient manner so as to be used using the principles of ergonomics. This step ensures that every single item has its place and those items go back to their place.

• 5S Seiso – or, Shine, is the step that involves a thorough cleaning of the work area, the tools to be used, all the systems, machines and equipment to be used in the manufacturing unit of the company. This will ensure that all the apparatus used during production and assemblies are as good as new to eliminate any non-conformity that may arise due to technical difficulties.

• 5S Seiketsu – or, Standardize, ensures that whatever work was conducted in the first 3 steps are now standardized accordingly. This builds in the common standards and how we need to work among the team. Standardization is a key component within Lean Manufacturing. Thus, this becomes a crucial phase.

• 5S Shitsuke – or, Sustain, is the final stage that ensures that the company keeps up to the standards adhered and conformed to. This stage involves housekeeping and auditing of the processes and tools and equipment. It is during this stage that the work routine becomes a culture.

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2.4 Standardization Standardized work is one of the most powerful but least used lean tools. By documenting the current best practice, standardized work forms the baseline for kaizen or continuous improvement. As the standard is improved, the new standard becomes the baseline for further improvements, and so on. Improving standardized work is a never-ending process.

(Fig – 2.2 Standardization)

2.4.1 Elements of standardization There are three main elements of standardization.

1. Takt time 2. Work Sequence 3. Standard Inventory

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2.4.1.1 Takt Time

(Fig – 2.3 Takt time)

Takt is the German word for the baton that an orchestra conductor uses to regulate the tempo of the music. Takt time may be thought of as a measurable “beat time,” “rate time” or “heartbeat.” In Lean, takt time is the rate at which a finished product needs to be completed in order to meet customer demand. If a company has a takt time of five minutes, that means every five minutes a complete product, assembly or machine is produced off the line because on average a customer is buying a finished product every five minutes. The sell rate – every two hours, two days or two weeks – is the takt time.

Described mathematically, takt time is:

Available time for production / required units of production It is important to note that the time available for production should reflect the total number of hours (or whatever units of time is used) employee’s work minus time spent on any breaks or meetings. Required units of production is a measure of customer demand – how many products a company expects its customer to buy in a given period of time. That period of time should be consistent between the two variables in the takt time equation (e.g., per day). For example, a factory operates 1,000 minutes per day. Customer demand is 500 widgets units per day. The takt time, then, is:

1,000 / 500 = 2 minutes

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2.4.1.2 Work Sequence Working Sequence is the order in which work is done in each process. When the working sequence is not specified, each worker proceeds haphazard as they see fit. As a result, cycle times randomly fluctuate. Some steps in the process get overlooked, defects occur, and machinery may be improperly used and subsequently damaged.

(Fig – 2.4 Work Sequence) 2.4.1.3 Standard WIP (Work In Process) Standard In-process Stock is the base number of work pieces important to continue with a given procedure. Checking and controlling in-process stock encourages work done in a rehashed succession. The quantity of Standard In-process Stock and the situation of each are recorded on the Standardized Work Chart. Technique for Handling Standard In process Stock At the point when seen as far as the working succession, no Standard In-process Stock is important when the procedure grouping and working arrangement are moving a similar way. One piece for each procedure is required when stream is the other way. At the point when seen as far as whether the procedure is manual or programmed, one-piece is important when the machine takes programmed preparing time, none is required when the procedure is manual. The principal piece utilized as a part of the procedure, and additionally finished parts in beds are excluded as Standard In-process Stock. Standard In-process Stock changes relying upon the design and stream of the procedure as clarified in the accompanying diagrams.

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2.5 S.W.S (Standard Work Sheet) Standard work sheet (SWS) is one of the lean manufacturing tools, which helps to standardize particular operation for operator to understand and perform task easily and perfectly. It contains Takt time, operation name, create date, recreate date, safety equipment, machine needed, trims needed, garment sketch, important steps, key pointers and reason for key pointers. Standard work sheet is prepared by Industrial engineering department (work-study). The standard worksheet plays major role in operation of particular task. Standard work sheet is taught to machine operator by training and technical department in the factory. Teaching takes place at the time of feeding of new style in line. The main objective of standard worksheet is to simply the operation process without any defects coming. The main pointers in Standard work sheet are important steps, key pointers, and reason for key pointers. Important steps contains steps to perform the operation, key pointers contains the things to remind when you perform the operation, reason for key pointers contains the reason why we keep key pointers in mind while performing the operation.

(Fig – 2.5 Standard Work Sheet)

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3. Problem Statement and Objective 3.1 Problem Statement “Inappropriate implement of SWS (Standard Work Sheet) in MIHILA”

(Fig – 3.1 Standard Work Sheet in Sinhala language)

SWS (Standard Work Sheet) help MO to understand and perform task easily and perfectly without any defects. In MIHILA no one was following SWS. The industrial engineering department was just preparing SWS daily; no one was using SWS actually. There was no practice, no monitoring, no referring SWS in their work, sometimes SWS was not updated, no was motivating and appreciating others to follow SWS.

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3.2 Objective “Effective Implement of SWS (Standard Work Sheet) in MIHILA”

(Fig – 3.2 Effectiveness)

Standard work sheet is one of the best lean manufacturing tools, which helps machine operator to understand and perform task easily and perfectly. In MIHILA SWS was not implemented well. There I got a task from my industry mentor Mr. Chamara Desilva (General Manager, MIHILA) that to Implement SWS in an effective manner. Everyone should use SWS properly. If everyone follows SWS properly then there would be fewer defects and more efficiency. I had to work on questions like Why SWS is failure in MIHILA? What are the main reasons of failure? How we can solve the problem by eliminating reasons one by one? What are the methods to implement solution? At the end my main objective was to implement SWS effectively.

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4. Observation 4.1 SWS (Standard Work Sheet) in MIHILA

(Fig – 4.1 Observations)

In MIHILA, Standard work Sheet was only on paper. No one was following SWS in MIHILA; I spent my one-month in observation of SWS in MIHILA. Right start from the making there was the problem. Industrial Engineering executive prepares SWS and the executive was not making it properly. The executive was making it by just looking at the garment and which not the right way to prepare SWS. Because of that thing, few steps were missing and few steps were extra in SWS. At the time of feeding technical team was supposed to teach the way to stitch garment with reference to SWS but the technical team executive was not referring SWS while teaching. When I went to the production floor all executive (production, quality, industrial engineering and technical department) were supposed to refer SWS while correcting defects but they were not doing. They needed to explain machine operator that he/she is missing the important step that is why they getting defects. While observing on the floor, I found out that no one was monitoring SWS in MIHILA. If we are not monitoring SWS time to time then there is no point of implementing SWS. There was no awareness about SWS and benefits of SWS. There is a link between SWS and incentive and that understanding of link was missing amongst the machine operator. If we follow SWS, then the defect rate will decrease, if defect rate will decrease then efficiency will increase and if efficiency will increase then they will get more incentives. In MIHILA, no one was motivating and appreciating the SWS following. If we don't appreciate the person who is following SWS, then there is no difference between the person who is following and the person who is not following. If we don't appreciate the person who is following SWS then that person won't get motivated for further following SWS.

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4.2 Main reasons of SWS failure in MIHILA After observing one month on SWS in MIHILA, I have shortlisted major reasons for SWS failure in MIHILA 1. The way of making SWS (Standard worksheet) 2. Practice of SWS 3. Monitoring of SWS 4. Referencing SWS in the work 5. Awareness of SWS, and their benefits 6. Motivations and Appreciation

Making of SWS Practicing SWS

Monitoring SWS Referring SWS in their work

Awareness of SWS Motivation and Appreciation

(Fig – 4.2 Major reasons for SWS Failure in MIHILA)

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5. Suggestions and Methods I started working on pointers which I got from my observation period in MIHILA, now I was thinking of one by one finding solution to each problem and eliminating them. I worked for one month on these key problems and was trying to find the solution. Daily I was going on the production floor and talking to machine operators, supervisors, executives and managers to find out the best ways to solve the problems. Daily I was checking the defect rates, efficiency, and other things. After working one month on these points I finally came up to the solution to the major reason of SWS failure.

(Fig – 5.1 Idea Generation)

Here are the suggested solutions to the problems 5.1 The way of making SWS (Standard Work Sheet) Earlier IE executive was preparing SWS sitting in a room by just looking at the garment because of this, the SWS was not updated, some steps were missing and some steps were extra. Layout wise the SWS was not good, machine operators were not able to read steps while sitting on the chair. I suggested them to Prepare SWS with all departments like technical, quality and production. And not just sitting on the chair, they need to go on the floor and see how the machine operator is performing the task. We were making SWS for the machine operator not for us. SWS have to be MO oriented. By doing this accuracy of the SWS content will increase and they will start using the SWS. I made a new layout for SWS, in the new format, the fonts were bigger and the SWS was easily readable.

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(Fig – 5.2 SWS old layout)

(Fig – 5.3 SWS new layout)

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5.2 Practice of SWS In MIHILA, Machine operators were not following SWS so there was no practice of SWS. I suggested them few techniques to practice SWS for machine operator. SWS Video-audio tutorials - There are two tutorials first Video with Audio and second only Audio. In Video Tutorial, a machine operator will perform one operation perfectly and he will narrate the SWS in the video. He will mostly explain the important steps, Key pointers and the reason for key pointers. He will speak in SINHALA (Sri Lanka's national language). The video will contain buyer name, style no., and operation name. The duration of video will be maximum three minutes. Machine operators will practice SWS by these tutorial videos. Initially, machine operators will watch this video after every two hours. In the morning, they will watch this video before start working. Initially, we will show the videos to the machine operator who is doing the critical operation and top defect operation.

(Fig - 5.4 Tutorial video front page) (Fig - 5.5 Tutorial video marking)

(Fig - 5.6 Tutorial video operation) (Fig - 5.7 Practicing through video)

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5.3 Monitoring of SWS

(Fig - 5.8 Monitoring)

In MIHILA, there was no monitoring on SWS because of that no one was following SWS. For Monitoring, I suggested them to start to monitor in different areas like at the time of feeding. Is technical team is teaching them operation with reference to the SWS or not? Is SWS updated or not? Are all department executives referring SWS while correcting defects or not? And Are machine operators following SWS or not? Monitoring in all these areas will maintain the use of SWS in MIHILA and everyone will seriously follow the SWS.

(Fig - 5.9 Defects to CTQ point sheet)

Defects to CTQ (Critical to Quality) point sheet will help us to generate data on S.W.S, follow up Operation wise and Operator wise. It Will help us to identify the area of problem that where exactly the problem is coming. Follow up data will help in Appreciation and motivation of machine operator to follow SWS.

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5.4 Referring SWS in work

(Fig - 5.10 Referring)

In MIHILA, executives and supervisor were not referring SWS while correcting defects. I told them to refer SWS in their work, I explained them the benefits of SWS if they refer SWS. Like if some machine is doing the same mistake again and again, then the executive needs to explain machine operator that he is missing with that important step that is why he getting the same defect again and again. If they refer SWS then easily they can explain the process to the machine operator.

(Fig - 5.11 Machine Operators working on production floor)

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5.5 Awareness of SWS and their benefits In MIHLA, there was less awareness about SWS and their benefits amongst the machine operators. There is the link between SWS and Incentive and that understanding of link was missing. So I request them to Explain SWS and their benefits to Machine Operators. We explained the Importance of SWS that If you follow SWS, your defects will decrease. If your defects will decrease then your efficiency will increase. And if your efficiency will increase then you will get more incentives. That link was missing and I requested executives to explain that to the machine operators.

(Fig - 5.12 Awareness)

5.6 Motivation and appreciation In MIHILA, No one was motivated to follow SWS and no one was motivating and appreciating others to follow SWS. I suggested them motivate and appreciate machine operators to follow SWS in daily, weekly, monthly and yearly meetings and event. I suggested them to start appreciating machine operators and executives by giving them some small rewards. If anyone is following SWS then we should appreciate him/her. If we appreciate anyone by rewards then others will get motivated to follow SWS and earn rewards.

(Fig - 5.11 Appreciation)

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6. Conclusion

(Fig – 6.1 Mr. Chamara Desilva, General Manager, MIHILA)

Standardardization is one of the most powerful and least used tool in lean manufacturing. Standardization helps the organization to sustain gains and creates a baseline for Kaizen (Continues Improvement). Standardization is a neverending process and SWS (Standard Work Sheet) is the part of the process. Standard work Sheet helps machine operator to perform task easily and perfectly without getting any defects. In MIHILA SWS was not implemented properly because of that no one was following SWS. If all Machine operators follow SWS properly there would be fewer defects and more efficiency. They will earn more incentives. By doing suggested activities like practicing, referring, monitoring and motivating SWS can work successfully in MIHILA. A standard work Sheet is a most powerful tool, if all machine operator and executives follow SWS properly and regularly then it can the entire scenario of getting defects while manufacturing garment. The factory will manufacture less waste and rejected garment.

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7. Reflection I have done my industrial project in Asia's first carbon neutral factory Hirdaramani group's MIHILA, Sri Lanka. MIHILA is one of the best factories I have ever visited. MIHILA is completely sustainable and green factory. My experience in MIHILA was very incredible. I was there for 3 months and in those three months, I have learned a lot. The first week was for orientation in the factory. In that one-week, I went to all department to know their processes and work. I was meeting all the department's Heads, Executives and I was interacting with them taking information and clearing my doubts on departments work. All managers and executives were so helping and nice to me. After orientation week I was going on the production and observing things, which were happening around me. I went to the training department and I learned sewing.

(Fig – 7.1 Hirdaramani group, MIHILA)

After few days I got problem statement and explanation on the problem from the factory general manager Mr. Chamara Desilva. My Problem statement was "Inappropriate implement of SWS (Standard Work Sheet) in MIHILA". He said that " Ritik, I am personally failed in implementing SWS in MIHILA and I want you to implement it effectively. That filled motivation in my mind to give my best to this project.

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After getting problem statement, I started working on that. I started from the bottom where the SWS have been taught to all new machine operators.

(Fig – 7.2 Hirdaramani group, MIHILA)

I went to the training department. In training department, training team was teaching how to stitch the garment and they were supposed to use SWS while they were teaching but they were not referring SWS while teaching. Then I went to the Industrial engineering (Work-study) department where the IE executive makes SWS. There I observe that they were making SWS by just looking at the garment, which was not the correct way to make the SWS.

(Fig – 7.3 First Day in MIHILA)

After looking into training and making of SWS, now the stage was to look into the implement of SWS which is done by the technical department at the time of feeding of the new style in the line. While my observation period, I asked executives and supervisors of few lines that, “Is Everyone following SWS properly?" so their answers were that, “yes, everyone is following SWS properly." but was not happening there. At the time of feeding, I observed that technical team is not teaching SWS at the time of feeding; they were not referring SWS in their work. After doing all the background study, now it was time to observe from the production floor because that area had so many loopholes.

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So I started right from the time of feeding of a new style in line. Every time I was going there and observing things. With observation of week, I found so many loopholes. The technical team was teaching how to stitch the garment to the machine operator without referring SWS. The production supervisors and executives were supposed to solve defect issue with reference to the SWS but they were not doing. The Machine operator is supposed to stitch garment according to the steps that were written there but they were not following. The Quality executive and IE executive was supposed to refer SWS while they solving problems related to defects but they were not doing this. And the major observations were that nobody was practicing SWS, SWS was not updated, there was no monitoring on SWS following & update and there was not much awareness about SWS & their benefits.

(Fig – 7.4 Production Floor, MIHILA)

Here I found key pointers to carry forward my project. The followings are the main reason for SWS failure in MIHILA 1. The way of making SWS (Standard worksheet) 2. Practice of SWS 3. Monitoring of SWS 4. Referencing SWS in the work 5. Awareness of SWS, and their benefits 6. Motivations and Appreciation

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I started working on pointers which I got from my observation period in MIHILA, now I was thinking of one by one finding solution to each problem and eliminating them. I worked for one month on these key problems and was trying to find the solution. Daily I was going on the production floor and talking to machine operators, supervisors, executives and managers to find out the best ways to solve the problems. Daily I was checking the defect rates, efficiency, and other things. After working one month on these points I finally came up to the solution to the key pointers. After getting solutions for all the major key pointers, I discussed all solutions with the General Manager Chamara sir and Operations Manager Layan Sir. After discussing with managers, I presented and suggested my solutions to all the managers and the executives.

(Fig – 7.5 WOW program, MIHILA) Apart from the project I was taking part in other programs, which were happening in MIHILA, I took part in WOW (Wonders of wellbeing) program where we cut fruits and give it to the machine operators. It was a very good program where I interacted with so many executives and I made new friends out there. I learned that we take care of each, we should think about each other. I went to the Day Care center where machine operators children study. I played with kids and that was fun. I spent 2-3 hours there. I attended MIHILA's annual prize giving program, there every person was happy, enjoying, dancing, and singing. I was happy to see that in everyone was happy.

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(Fig – 7.6 Day Care Centre, MIHILA)

In this industry project, I have learned a lot. I have seen changes in my self personally and professionally. If I talk about professionally, now I have more knowledge in the production sector, lean manufacturing, sustainability and the most important thing I got huge exposer of working internationally. I got to know new people, new place, new language, and new working culture. Personally, I have got the experience of working internationally in manufacturing company. My communication skills have grown up. My confidence level has increased. I got a vision of sustainability that how we can be sustainable in our life. I have learned cooking and most important that now I can travel anywhere around the world.

(Fig – 7.7 Hirdaramani group, MIHILA)

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Entirely this Industry project was valued adding to my life. It was a really great experience. I am very lucky that I got chance to do my industry project in Asia's first carbon neutral factory. People in the factory are so nice and sweet. They were always welcoming and helping me. I made so many Srilankan friends. In Sri Lanka, My mentor was Mr. Chamara Desilva. He is the General Manager of MIHILA. He is the most down to earth person I have ever met. He was very helpful to me. He invited me to his house for the dinner. I am very thankful that I got such good mentor. Overall my experience was very good and this experience and learning will stay with me through the journey. The Learning from this Industrial project helped me in finding my point of interest. Now I have more interest in manufacturing and especially lean manufacturing with sustainability. I want to start my own manufacturing business and these learning will help me in this. I am feeling very great after doing this industrial project because this project added value to my life.

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• Anon, Inside Asia's first Carbon Neutral Apparel Factory. Hirdaramani. Available at: http://www.hirdaramani.com/blogs/inside-asia-s-first-carbon-neutral-apparel-factory [Accessed April 25, 2018].

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