Textile Fiber, Yarn Spinning, Woven and Knit Fabric, Dyeing, Garments Merchandising

The first stage in the manufacturing of garments is the cutting and for that pattern making is the base. Cutting is the process which cut out the pattern pieces from specified fabric for making garments. Using the markers made from graded patterns and in accordance with the issue plan, fabrics are cut to prepare garment assembly. This is the major operation of the cutting room, of all of the operations in the cutting room this is the most decisive, because once the fabric has been cut, very little can be done to rectify serious mistakes.

Fabric cutting can be defined as precise, accurate cutting of fabric according to the shapes of patterns that are kept on the lay of fabric. The task of fabric cutting is very important, because, any mistake in fabric cutting may create difficulties in further processes, sometimes it might be impossible to bring any amendment to such mistake.

Modern Technology in Cutting Room:
Metal blade or knife has been used for fabric cutting since hundred years ago. For last 50 years it is being analyzed to invent other modern alternatives of fabric cutting instead of using metal blade. Machines which are now being used in fabric cutting are described below-

Straight Knife:
This machine is widely used in apparel industries for cutting of fabrics. The main parts of this machine are-base plate, head and handle.

Benefits from straight knife m/c:
1)Initial investment is low
2)Easy to maintain.
3)It is possible to cut lay height upto 10”.
4)It is possible to cut curve areas more smoothly than that of round knife.

Limitations Of Straight Knife M/C:
1)There might be deflection of knife during cutting due to more height of fabric lay.
2)Knife may be also deflected due to heavy weight of motor.
3)It is not possible to achieve precise cutting with straight knife as compared to computerized knife cutter.
4) Possibility of accident.

New Modification in Straight Knife:
Today straight knife has been improved more than the earlier version. The machine has been collaborated with an arm hanging from a stand beside the cutting table and the thick base plate has been replaced with a small, thin plate. The hanging arm bears the whole weight of the motor as well as the machine. The standard that is now used also delicate than the earlier one. Because of this modification it has become easier for the operator to operate the machine more swiftly and easily.

Round Knife:
It is round shaped knife. The edge of this knife is very sharp. The main parts of this m/c are base plate, motor, handle, blade guard. The fabric cutting power of round knife is 10 times the power of straight knife with equal r.pm.

Limitations of Round Knife:
1) The lay height up to which fabric may be cut with round knife equals to only 40% of the total diameter of the blade.
2) It is very difficult to cut small pieces it round knife especially curved parts.
3) Skilled operator is required.
4) Not suitable for bulk cutting.

Band Knife:
This machine looks like wood cutting m/c and small in shape. The main parts of this machine are blade, motor,pully.The blade is moved through a definite slot upon the table. The blade of band knife cuts the lay of fabric at 90 angles.

Benefits from Band Knife:
1) Precise cutting is possible.
2)It is convenient to cut small parts.
3)Risk of accident is less than straight and round knife.
4)The use of template makes consistent cutting easier.

Limitations Of Band Knife:
1)Fabric wastage is more.
2)Not suitable for bulk production.
3)This method is not convenient for cutting comparatively larger parts.

Die Cutting:
Die cutting is mainly of two types such as –Clickers and Presses. The main parts in every type of die cutting m/c are-blade, ram headdie,motor,the method of operating ram and the arrangement of maintaining the height of the ram.

Benefits:
1) This method is convenient for precise cutting of small parts.
2) Not so much time consuming.
3) This method is very suitable for knitted fabric.

Limitations:
1) Fabric wastage is more.
2) Not so much time consuming.
3) Labor cost is high.
4)Not convenient for cutting large panels.

Notcher:

It is a special type of m/c and it’s uses are limited.Sometimes it is needed to cut small notches in garments where notch m/c is used.Notcher machine has been invented only for cutting notches.U or V shaped notch can be made with this machine.There are some notches where heat can also be applied.The cutting knife is heated during making notch,which prevents yarn fraying after cutting.Notcher machines can only be used for making notches not for other purposes.

Benefits of Notcher:
i.    Special type of cutting machine used for special purpose where notch of fabric is required
ii.    Very useful to cut small notch of fabric precisely
iii.    Consistency is high during cutting.

Limitations of Notcher:
i.    Only notch of fabric can be cut which is the main limitation of this type of machines
ii.    Thermo fiber fabrics cannot be cut by this machine
iii.    Time consuming process
iv.    Limited use of this type of machines for fabric cutting in garments industry.

Drills:
Sometimes in order to point different places, especially for placing pockets, for creating dart and so on this machine is used. It is used to create signs amid dresses. It consists of a motor, a base plate, drill and a spirit level. Drill may not be lasted for long time if the fabric is loosely woven. By using hypodermic drill tiny amount of color is scattered along the pores so that it can become easier to find out the signs.

Benefits of Drill:
i. This machine is required to mark on the end of components of dresses, especially for setting pocket, dart and so on.
ii. It can make the hole permanently for a long.

Limitations of Drill:
i. Only used for making hole in the fabric, not suitable for cutting main bulk of any garment.
ii. For loosely woven fabric it cannot make the hole permanently for a long.

Computer Control Cutting Machine:
The most powerful and productive machine it is where the methods provide the most accurate possible cutting at high speed. It is one of the modern machine which is featured with no maker is required to put over the fabric lays during cutting. The knives are oval shaped and very stiff which are made of stainless steel and having very high sharpness. Completely computer controlling is the prime advantage of this machine where knife itself moves according to the command of computer. So far, it is a machine of Computer Aided Manufacturing (CAM) and works through Computer Aided Design (CAD).

Benefits of Computer Aided Knife Cutter:
i.    It is capable to cut the fabric very fast.
ii.    Maintain maximum accuracy in cutting with the help of computer.
iii.    Suitable for bulk production in garments industries.
iv.    Controlling over the speed of knife during cutting is another most important of this machine.
v.    Defective cuttings is minimal in comparison of others cutting machine.
vi.    Knife can be moved at any direction thus fabric can be cut at any angle.
vii.    It helps to compress in lays which assist most during fabric cutting.
viii.    Possibility of accident is very low.
ix.    Without marker fabric can be cut which helps to save money as well as time.
x.    It cuts the fabrics 6-8 times faster than manual cutting machines.
xi.    A few people are required to maintain full process of cutting as a result labor cost is very low.

Limitations of Computer Control Knife Cutter:
i.    This machine is very expensive.
ii.    Maintenance cost is very high.
iii.    Few workers are required but these people should be highly skilled.
iv.    Due to incorrect command in computer with different styles, big problem might be arisen.

Plasma Cutting

After the invention of the TIG welding process during World War II it didn’t take engineers long to develop a similar process to be use for cutting. Instead of using a tungsten electrode to fuse metals together and inert gases to protect it from oxidation, plasma cutting uses a tungsten electrode to melt the metal and a high-pressure inert gas to remove the melted material and an inert gas to protect it from oxidation. This process was first used by Union Carbide in 1957.

Advantages of Plasma Cutting versus Oxyacetylene Cutting

a. No preheating is required.
b. Faster cutting, a plasma cutter can cut 100% to 700% faster than oxyacetylene cutting.
c. Less heat is spread throughout the material resulting in less warping and twisting of the material.
e. The increase of cutting speed cuts costs by 40 to 90 percent.
f. The ability to cut nonferrous metals (aluminum, stainless steel, etc.), accurately and without oxidizing the ends of the metal.

Types of Plasma Cutters and Gases

1. Mode of Operation (How it works)

a. A “plasma arc” is a current of electricity being carried by an ionized gas is stead of a conventional conductor. Plasma is also considered the 4th state of matter, the first three being solids, liquids, and gases.
b. Using the plasma arc and a high-pressure gas to direct the arc through a constricted opening, it becomes a very useful cutting tool. The plasma arc melts the metal and the gas pressure blows the melted metal away. Using an inert gas for pressure will prevent the cut areas from oxidizing. For most ferrous metals, compressed air works just fine, nonferrous metals the inert gas is essential to prevent oxidation.

2. Types of Plasma Cutters

a. Transferred – In the transferred system the arc is completed by making contact with the workpiece.
b. Non-transferred – In the non-transferred system the arc is completed by making contact with nozzle, it can produce an arc without touching the grounded workpiece and can be very dangerous.

Types of Gases

a. Primary Plasma Gas – used to create the plasma arc

1) Nitrogen – Is a mixture of 30% hydrogen and 70% argon mixture.
2) Argon
3) Hydrogen
4) Compressed Air (The most common type used in high school Ag Mech shops.)

b. Secondary Shielding Gas – used to protect the cut metals from oxidation.

1) CO2
2) Compressed Air (The most common type used in high school Ag Mech shops.)

Safe Use of a Plasma Cutter

1. Safety is a very while using a plasma cutter, it can cut through a person’s clothes, skin, and bones just as easily as it can cut through stainless steel. A non-transfer type of plasma cutter does not need to be grounded to create a plasma arc. Extra safety precautions need to be taken if you are using this type of plasma cutter. Be sure to read the manufacture safety precautions before using their plasma cutter.

Operating a Plasma Cutter
1. Set the amperage and gas pressure to the manufacture’s specification. The metal thickness, type, and type of gas being used should be considered.
2. When making straight cuts, use a straight edge guide. Steady you elbow or forearm on the worktable or workpiece while cutting.
3. Use at least a #9 gauge or higher welding helmet while cutting with a plasma cutter. The plasma arc is just as bright as an arc using for TIG, MIG, or Arc welding.
4. To start your cut, move the plasma torch into position. Cover with your welding helmet and press down on the start button. The arc will appear when you press down on the button, move the arc along the marked area where the cut is to be made. Keep a working distance at least 1/8" and up to3/16", the distance between the workpiece and the nozzle.
5. After the cut is made, inspect the cut for slag, rough areas, and uncut areas. Adjust travel speed and amperage accordingly.

Activity:
1. Demonstrate the proper set and shutdown procedures, according to the manufactures’ recommendations.
2. Use the owner’s manual, take apart the torch and show students the different parts of a plasma torch.
3. Demonstrate cutting mild steel, stainless steel, and aluminum with the plasma cutter.
4. Have students make cuts using the plasma cutter.

Technologies of Modern Cutting Room of Garments Indsutry | Update Machines of Fabric Cutting in Garments Production

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Straight Knife:
This machine is widely used in apparel industries for cutting of fabrics. The main parts of this machine are-base plate, head and handle.

Limitations Of Band Knife:
1)Fabric wastage is more.
2)Not suitable for bulk production.
3)This method is not convenient for cutting comparatively larger parts.

Benefits:
1) This method is convenient for precise cutting of small parts.
2) Not so much time consuming.
3) This method is very suitable for knitted fabric.

Limitations:
1) Fabric wastage is more.
2) Not so much time consuming.
3) Labor cost is high.
4)Not convenient for cutting large panels.

Notcher:

Benefits of Drill:
i. This machine is required to mark on the end of components of dresses, especially for setting pocket, dart and so on.
ii. It can make the hole permanently for a long.

Limitations of Drill:
i. Only used for making hole in the fabric, not suitable for cutting main bulk of any garment.
ii. For loosely woven fabric it cannot make the hole permanently for a long.

Plasma Cutting

Lean Manufacturing
Lean manufacturing is a systematic approach to identifying and eliminating wastes through continuous improvement by conveying the product at the pull of the customer in pursuit of production.

Lean Manufacturing is a systematic approach for achieving the shortest possible cycle time by eliminating the process waste through continuous improvement. Thus making the operation very efficient and only consisting of value adding steps from start to finish. In simple words lean is manufacturing without waste.

Below are the few steps which are required to implement lean manufacturing

Identifying the fact that there are wastes to be removed.
Analyzing the wastes and finding the root causes for these wastes.
Finding the solution for these root causes.
Application of these solutions and achieving the objective.

History of Lean:

Lean vs Traditional Manufacturing Process:
For years manufacturers have created products in anticipation of having a market for them. Operations have traditionally been driven by sales forecasts and firms tended to stockpile inventories in case they were needed. A key difference in Lean Manufacturing is that it is based on the concept that production can and should be driven by real customer demand.A lean organization can make twice as much product with twice the quality and half the time and space, at half the cost, with a fraction of the normal work-in-process inventory. Lean management is about operating the most efficient and effective organization possible, with least cost and zero waste

THE LEAN PRODUCTION GOALS:
The principal goal of lean manufacturing is to create a continuous flow of Product from raw material to finished goods and on to the customer – no stoppages, no delays, no Interruptions because of inventory scrap or yield issues, downtime or the other problems that occur in a typical manufacturing operation.

Maximizing value (give the customer what they exactly need)
Minimizing waste (eliminate anything not needed for delivering value)
Pursuing perfection
Reduce Time
Reduce Total Costs

Cost Reduction by Elimination of Waste
It requires constant effort at cost reduction to maintain continuous profits in manufacturing. The prime way to reduce costs is to produce only those products determined by sales in a timely fashion, to restrain excessive manufacturing and to eliminate all waste in manufacturing methods. There are various ways to analyze and implement cost reduction, from the start of designing all the way through to manufacturing and sales. One of the goals of Lean Manufacturing is to locate waste pragmatically in each process and then eliminate it. It is possible to uncover a very large amount of waste by observing employees, equipment, materials and organization in the actual production line from the perspectives of the process itself and the actual work involved. Some types of waste are obvious, but others are hidden. Waste never improves value; it only increases cost. The thorough elimination of waste leads to greater employee self-respect and to major cost reductions by preventing unneeded losses.

Creating Conditions to Guarantee Product Quality
To produce a high-quality product is the first commandment of any manufacturing company. The high quality of any product, in which many component and parts do not fail and are trouble free, must be built into it at every process. Lean Manufacturing has developed various ways to support the commitment to “build the quality into the process.” This principle gives each operator the responsibility to check quality thoroughly at every stage of work within the process, and brings product inspection directly into the process so that good products flow to the following process and defects are extracted at that point. Each operator must be aware that “the following process is a customer” and must never send a defective product to downstream processes. If equipment is defective or operates abnormally, either the machine itself or some system must be able to detect the problem and stop operation. Foolproof devices are often used as simple means for this purpose. This also makes it easier to maintain quality. Lean Manufacturing has taken many measures and expended much effort to see that, if a defect in quality should occur, we can uncover the true cause and apply countermeasures to prevent its recurrence.

Creating a Work Site with Operators in Mind
If labor is expended on a product but does not contribute any additional value to it, that labor is of no value. On the other hand, if the labor expended on a product enhances the product’s value, then that labor is of great value because it is effective. This type of effective labor use translates into showing respect for human dignity, the dignity of the employee. In the Lean Manufacturing measures have been taken so that the labor or every employee will
enhance the value of our products. One of these measures is Standardized Work. This is a way to perform the most effective sequential production without waste by rationally concentrating the work around the Operators’ movement. Some companies use a system that stresses the performance of equipment and machines. In this case, the equipment is considered to be of prime importance and the employee mere expansion of the machine. Mutual support is indispensable if each employee, who plays the leading role for his particular task, is to perform the work and improve the efficiency of the whole production process. In Lean Manufacturing the implementation of mutual support between the preceding and succeeding processes has affected highly efficient work. If the Operator discovers some problem in the work for which he is responsible, he or she is permitted to stop the line depending on the gravity of the problem. This is only possible against
a backdrop of respect for the judgment and intelligence of the employees. A work site, where every employee can fully display his own ability, can be created with a system in which the work accomplishments of each individual are a matter of public knowledge, and anyone can propose kaizen for work problems.

Awareness of Waste
Cost Reduction versus Cost Plus
Lean Manufacturing improves productivity through the principle of Cost Reduction.
With the principle of cost reduction, the sales price of a product is determined by actual market
conditions. A profit cannot be secured, thus, without first reducing cost regardless of increases
or decreases in the production quantity. This type of cost philosophy requires an overall
company effort. Cost reduction is:

Profit = Sales price – Cost

In contrast to cost reduction, there is the cost-plus principle, in which product price is
determined by combining all the costs -- such as those of raw materials, labor and other
expenses needed for production -- with whatever company policy decides is needed as profit.
Cost policy:

Sales price = Cost + Profit

The two formulas above are the same mathematically, but there is a great difference in the
emphasis each one places on the variables. In other words, cost-plus considers that the cost is
fixed. While cost reduction considers, that the cost can be effectively changed by
manufacturing methods.

Main Kinds of Wastes
Seven main types of wastes were identified as a part of the Toyota Production System. However, this list has been modified and expanded by various practitioners of lean manufacturing and generally includes the following:

Overproduction
It is unnecessary to produce more than the customer demands, or producing it too early before it is needed. This increases the risk of obsolescence and the risk of producing the wrong thing. It tends to lead to excessive lead and storage times. In addition, it leads to excessive work-in-process stocks which result in the physical dislocation of operations with consequent poorer communication

Defects
In addition to physical defects which directly add to the costs of goods sold, this may include errors in paperwork, late delivery, production according to incorrect specifications, use of too much raw materials or generation of unnecessary scrap. When defect occurs, rework may be required; otherwise the product will be scrapped. Generation of defects will not only waste material and labor resources, but it will also create material shortages, hinder meeting schedules, create idle time at subsequent workstations and extend the manufacturing lead time.

Inventory
It means having unnecessarily high levels of raw materials, works-in-process and finished products. Extra inventory leads to higher inventory financing costs, higher storage costs and higher defect rates. It tends to increase lead time, prevents rapid identification of problems and increase space requirements. In order to conduct effective purchasing, it is especially necessary to eliminate inventory due to incorrect lead times.

Transportation
It includes any movement of materials that does not add any value to the product, such as moving materials between workstations. Transportation between processing stages results in prolonging production cycle times, the inefficient use of labor and space. Any movement in the
firms could be viewed as waste. Double handling and excessive movements are likely to cause damage and deterioration with the distance of communication between

processes.

Waiting
It is idle time for workers or machines due to bottlenecks or inefficient production flow on the factory floor. It includes small delays between processing of units.When time is being used ineffectively, then the waste of waiting occurs. This waste occurs whenever goods are not moving or being worked on. This waste affects both goods and workers, each spending time waiting. Waiting time for workers may be used for training or maintenance activities and should not result in overproduction

Motion
It includes any unnecessary physical motions or walking by workers which divert them from actual processing work. This might include walking around the factory floor to look for a tool, or even unnecessary or difficult physical movements, due to poorly designed ergonomics, which slow down the workers. It involves poor ergonomics of production, where operators have to stretch, bend and pick up when such actions could be avoided.

Over-processing
It is unintentionally doing more processing work than the customer requires in terms of product quality or features such as polishing or applying finishing in some areas of product that will not be seen by the customer . Over-processing occurs in situations where overly complex
solutions are found to simple procedures. The over-complexity discourages ownership and encourages employees to overproduce to recover the large investment in the complex machines.

The Eighth Waste – Skills
Sometimes in focusing on the elimination of the seven wastes, companies forget about the aspect of Lean that is inherent in the philosophy as it was originally developed in Japan – respect for people. In other words, the recognition that a company’s most important assets are its employees. To that end, Lean practitioners sometimes add an eighth waste to the list – skills. This waste occurs when company does not fully leverage the gifts and talents of its associates. In fact, employees may even decide to leave a company for the simple reason that they do not feel as though they are being listened to or valued, and, as such, they feel like a number in a sea of numbers.

THE BASIC LEAN MANUFACTURING PRINCIPLES:

The five-step thought process for guiding the implementation of lean techniques is easy to remember, but not always easy to achieve:

1. Value
Specify value from the standpoint of the end customer by product family.

2. Value stream mapping
Identify all the steps in the value stream for each product family, eliminating whenever possible those steps that do not create value.

3.       Flow
Make the value-creating steps occur in tight sequence so the product will flow smoothly toward the customer.

4.       Pull
As flow is introduced, let customers pull value from the next upstream activity.

5.       Perfection

As value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste.

LEAN MANUFACTURING TOOLS & TECHNIQUES:
Here are some of the most important tools of lean, ones that a typical lean practitioner must be
proficient it and capable of applying:

• Value Stream Mapping
• Takt Time
• EPEI
• Leveling (Heijunka)
• Pull Systems
• Setup Reduction
• Pokayoke (Mistake Proofing)
• 5S
• Seven QC Tools
• JIT
• Kanban

Value Stream Mapping
Value stream mapping is the identification of all the specific activities (material and information
flow) as well as the resulting lead times occurring along the value stream for a particular product or
product family, usually represented pictorially in a value stream map.

Takt Time
Takt time is the rate at which product must be turned out to satisfy market demand. It is determined
by dividing the available production time by the rate of customer demand. It is a calculated number,
not a reflection of your capability. It sets the pace of production to match the rate of customer
demand.

EPEI
A measure of how frequently a process can produce all the items assigned to it. For example, if a machine is able to change over and produce the required quantity of all the high-running part types dedicated to it within three days, then the production batch size for each individual part type is about three days worth of parts. Thus this machine is making every part every three days.

Leveling (Heijunka)
Leveling is the sequencing of orders in a repetitive pattern, and the smoothing of day-to-day
variations in total orders to correspond to longer-term demand.

Pull Systems
A pull system is a system of production and delivery instructions in which nothing is produced by
the upstream supplier until the downstream customer signals a need. Pull can operate with single
units or small batches. It enables production without preset schedules.

checklists, worksheets, diagrams, area maps, etc., and may pertain to equipment use, operations,
processes, metrics, storage, safety, quality, movement in an area, or general use of the environment.

Setup Reduction (Single Minute Exchange of Dies or SMED)
SMED is a series of operator techniques pioneered by Shigeo Shingo that result in changeovers of
production machinery in less than ten minutes. The long-term objective is always zero setup, in
which changeovers are instantaneous and do not interfere in any way with one-piece flow.

Poka-yoke (Mistake Proofing)
Japanese term used by Shigeo Shingo to mean "innocent mistake-proofing," it is an improvement
technology that uses a device or procedure to prevent defects or equipment malfunction during
order-taking or manufacture. Mistake proofing devices are important to the production line in
several ways:
(1) enforce correct operations by eliminating choices that lead to incorrect actions,
(2) signal or stop a process if an error is made or a defect created

(3) prevent machine and product damage.

5S
Five S (5S) an improvement process, originally summarized by five Japanese words beginning
with S, to create a workplace that will meet the criteria of visual control and lean production. Seiri
(sort) means to separate needed tools, parts, and instructions from the unneeded and to remove
the latter. Seiton (set in order) means to neatly arrange and identify parts and tools for ease of use.
Seiso (shine) means to clean and inspect. Seiketsu (standardize) means to require as the norm that
everyone sort, set in order, and shine at frequent (daily) intervals to keep the workplace in perfect
condition, and also to make use of visual control systems. Shitsuke (sustain) means to maintain the
five S gains by training and encouraging workers to form the habit of always following the first
four Ss.

SEVEN QC TOOLS:

Check sheet or tally sheet
Histogram
Pareto chart
Cause and effect diagram
Process flow chart
Control chart
Scatter diagram

JIT (JUST IN TIME):
Just in time (JIT) is a production strategy that strives to improve a business return on investment by reducing in-process inventory and associated carrying costs. To meet JIT objectives, the process relies on signals or Kanban between different points in the process, which tell production when to make the next part. Kanban are usually 'tickets' but can be simple visual signals, such as the presence or absence of a part on a shelf. Implemented correctly, JIT focuses on continuous improvement and can improve a manufacturing organization's return on investment, quality, and efficiency. To achieve continuous improvement key areas of focus could be flow, employee involvement and quality.

KANBAN TOOLING:
Kanban is one of most popular tools in lean manufacturing. This is a simple concept, but very effective. Kanban mainly focus on the reduction of overproduction. There are mainly two types of kanbans. They are

Withdrawal kanban
Production kanban

BENEFITS OF LEAN MANUFACTURING
The implementation of lean manufacturing through trying to make value flow at the pull of the customer (Just In Time) prevents and eliminates waste in your processes. Waste being categorized as part of the seven wastes: Transport, Inventory, Motion, Waiting, Over-processing, Overproduction, and Defects.
Many studies have shown that we only add value for around 5% of the time within our operations, the remaining 95% is waste! Imagine if you could remove that 95% wasted time and effort; what would it do for your operations?

Typically Lean will improve;
Quality performance, fewer defects and rework (in house and at customer).
Fewer Machine and Process Breakdowns.
Lower levels of Inventory.
Greater levels of Stock Turnover.
Less Space Required.
Higher efficiencies, more output per man hour.
Improved delivery performance.
Faster Development.
Greater Customer Satisfaction.
Improved employee morale and involvement.
Improved Supplier Relations.
HIGHER PROFITS!
INCREASED BUSINESS

Lean Manufacturing Technique for Textile and Garments Industry | Removal of Wastes Through Lean

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Below are the few steps which are required to implement lean manufacturing

Identifying the fact that there are wastes to be removed.
Analyzing the wastes and finding the root causes for these wastes.
Finding the solution for these root causes.
Application of these solutions and achieving the objective.

History of Lean:

Maximizing value (give the customer what they exactly need)
Minimizing waste (eliminate anything not needed for delivering value)
Pursuing perfection
Reduce Time
Reduce Total Costs

processes.

1. Value
Specify value from the standpoint of the end customer by product family.

2. Value stream mapping
Identify all the steps in the value stream for each product family, eliminating whenever possible those steps that do not create value.

LEAN MANUFACTURING TOOLS & TECHNIQUES:
Here are some of the most important tools of lean, ones that a typical lean practitioner must be
proficient it and capable of applying:

Check sheet or tally sheet
Histogram
Pareto chart
Cause and effect diagram
Process flow chart
Control chart
Scatter diagram

Withdrawal kanban
Production kanban

Typically Lean will improve;
Quality performance, fewer defects and rework (in house and at customer).
Fewer Machine and Process Breakdowns.
Lower levels of Inventory.
Greater levels of Stock Turnover.
Less Space Required.
Higher efficiencies, more output per man hour.
Improved delivery performance.
Faster Development.
Greater Customer Satisfaction.
Improved employee morale and involvement.
Improved Supplier Relations.
HIGHER PROFITS!
INCREASED BUSINESS

The 5 'S' Process: Seiri, Seiton, Seiso, Seiketsu, Shitsuke

The 5S Process, or simply "5S", is a structured program to systematically achieve total organization, cleanliness, and standardization in the workplace. A well-organized workplace results in a safer, more efficient, and more productive operation. It boosts the morale of the workers, promoting a sense of pride in their work and ownership of their responsibilities.

According to the Free Encyclopedia (Wikepedia) - 5S is the name of a workplace organization method that uses a list of five Japanese words: seiri, seiton, seiso, seiketsu, and shitsuke. Transliterated or translated into English, they all start with the letter "S". The list describes how to organize a work space for efficiency and effectiveness by identifying and storing the items used, maintaining the area and items, and sustaining the new order. The decision-making process usually comes from a dialogue about standardization, which builds understanding among employees of how they should do the work.

"5S" was invented in Japan, and stands for five (5) Japanese words that start with the letter 'S': Seiri, Seiton, Seiso, Seiketsu, and Shitsuke. Table 1 shows what these individual words mean. An equivalent set of five 'S' words in English have likewise been adopted by many, to preserve the "5S" acronym in English usage. These are: Sort, Set (in place), Shine, Standardize, and Sustain. Some purists do not agree with these English words -
they argue that these words have lost the essence of the original 5 Japanese words.

The 5S practice is a technique used to establish and maintain quality environment in an organization. The name stands for five Japanese words: Seiri , Seiton, Seiso , Seiketsu and Shitsuke . The English equivalent , their meanings and typical examples are shown in the following table:

Objectives of 5S

Promote Safety
Improve Work Flow
Better Product Quality
Reduce Inventory Waste
Give People Control of Their Workplace

Benefits of 5S

Clean work place
Reduction in materials handling
Reduced lead time and cycle time
Reduced search time
Reduced changeover time
Decrease in flow distance
Increased floor space
Reduced equipment breakdowns
Improves workplace safety
Fewer hazards
Establishes standards for operating equipment and conducting processes Less spending on replacing lost or damaged items
Less stress and tiredness
Improved morale and pride in the workplace
Greater self-esteem
Improvement of communication
Increase in productivity
Fast work
Improved appearance of the facility and expectation for compliance to maintain that condition
Better and constant quality of products, services
Training time reduced for new employees
Greater efficiency in achieving goals
Greater readiness for new tasks
Better impression on clients

Explanation of 5-S Process

Seiri (Sort/Organization)
The first step of the "5S" process, seiri, refers to the act of throwing away all unwanted, unnecessary, and unrelated materials in the workplace. People involved in Seiri must not feel sorry about having to throw away things. The idea is to ensure that everything left in the workplace is related to work. Even the number of necessary items in the workplace must be kept to its absolute minimum. Because of seiri, simplification of tasks, effective use of space, and careful purchase of items follow.

Main Features of Seiri-

Remove unnecessary items and dispose of them properly
Make work easy by eliminating obstacles
Provide no chance of being disturbed with unnecessary items
Prevent accumulation of unnecessary items

Organization is about separating the things which are necessary for the job from those that are not and keeping the number of the necessary once as low as possible and at a convenient location.
Stratification Management

The art of organization is in stratification management. It involves deciding how important something is and then reducing the non essential inventory. At the same time stratification management ensures that the essential things are close at hand for maximum efficiency. Thus the key to good stratification management is the ability to make these decisions about usage frequency and to ensure that things are in their proper places. It is just as important to have the things you do not need far from hand as it is to have the things you do close at hand. It is just as important to be able to throw out a broken or defective part as it is to be able to fix it. A summary of organizing things is shown in table below.

Differentiation between Need and Want
Many people do confuse between need and want. Most of us have a colleague who has collected 60 trade magazines in his shelf over the last five years and claims that he wants to keep all of them for reference. If you ask him “Which of the 60 magazines do you need ?”, he would probably scratch his head and say “ I do not know what you are talking about .” However , if you formulate you question the following way: “Which of these 60 magazines have you not been touching over the last year?”, you should not be surprised to find that the answer is 50.
Most people tend to err in the beginning , on the conservative side of saving things ‘just in case’. But it is crucial that management make a decision. Is it needed? If not, get rid of it. If yes, how much of it is needed? Get rid of the rest. If something is borrowed , return it to its owner.

Seiton ( Shine/ Neatness)
Seiton, or orderliness, is all about efficiency. This step consists of putting everything in an assigned place so that it can be accessed or retrieved quickly, as well as returned in that same place quickly. If everyone has quick access to an item or materials, work flow becomes efficient, and the worker becomes productive. The correct place, position, or holder for every tool, item, or material must be chosen carefully in relation to how the work will be performed and who will use them. Every single item must be allocated its own place for safekeeping, and each location must be labeled for easy identification of what it's for.

Main Features of Seiton-

Arrange necessary items in order so they can be easily picked for use
Prevent loss and waste of time
Make it easy to find and pick up necessary items
Ensure first-come-first-serve basis
Make work flow smooth and easy
Can also be translated as "set in order"

Neatness is a study of efficiency. It is question of how quickly you can get the things you need and how quickly you can put them away. Just making an arbitrary decision on where things go is not going to make you any faster. Instead, you have to analyze why getting things out and putting them away takes so long. You have to study this for both the people using the things frequently and those who seldom use them. You have to devise a system that everyone can understand. There are four steps in achieving neatness:

Step1. Analyze the status quo
Start by analyzing how people get things out and put them away, and why it takes so long. This is especially important in workplaces where a lot of different tools and materials are used, because time spent getting things out and putting them away is time lost. For example , If a person gets something out or puts something out or puts something away 200 times a day and each time takes 30 seconds , you are talking about 100 minutes a day. If the average time could be reduced to 10 seconds , more than an hour could be saved.

Typical problems in retrieving things are :

1.       Not knowing what things are called
2.       Not sure where things are kept.
3.       Storage site far away.
4.       Storage site scattered all around.
5.       Repeated trips
6.       Hard to find because many things are there.
7.       Not labeled.
8.       Not there, but not clear whether it is finished or somebody is using it.
9.       Unclear if spare parts exist (no ledger and nowhere to ask)
10.   One brought was defective.
11.   Hard to get out.
12.   Too big to carry.
13.   Need to set or assemble.
14.   Too heavy to carry.
15.   No gangway to transport.

Step 2.Decide where things belong.
The second step is to decide where things belong. It often happens that an object can have two names: Its real name and what everybody call it. In such cases , make a decision which one you are going to use and stick to it. It only confuses people to have two names for the same object. On the other hand, during stock-take , you may find out that there are many things that do not have a name. There may be times when two different things have the same name, even when there are minor differences between them. You should rectify all these problems as soon as possible.

Step 3 Decide how things should be put away.
The third step is to decide how things should be put away. This is critical to functional storage. For example, files and tools should be put away so that they are easy to find and easy to access. Storage has to be done with retrieval in mind.
Having a name for everything is not yet sufficient. Things must have a location, just like everybody would have a home. It is in fact quite amazing to send a letter through the world-wide mailing system. As long as you put on the right address, it will go to its destination, anywhere in the world. The principle is very simple – there is a name on your letter and then there is a name on the location which matches with that on the letter. Therefore in doing your ‘neatness’ , it is imperative that every object should have both a name an a location.

In assigning storage space, designate not only the location, but even the shelf. Decide where things should be, and make sure that they are at their home. This is crucial. When the storage location is on the tool and the tool’s name is on the storage location, you know you are doing it right. The following procedures should be adhered to:

1.       Everything should have a name.
2.       A place for everything and everything in its place [PEEP]
•         No more homeless items.
•         Even if someone is just using something temporarily, it should be clear where it is.
3.       Quick identification
•         Arrows and lamps
•         Frequent –use items to be retrieved easily
4.       Safe storage
•         Heavy things on the bottom
•         Heavy things on dollies
•         Benches and ladders
5.       Height considerations
•         Knee to shoulder height most convenient.

Step 4.Obey the put –away rules.
The last step is to obey the rules. This means always putting things back where they belong. It sounds simple, and it is as if you would be doing it. It is just doing it that is difficult. Whether or not this is done will determine whether or not organization and neatness succeeds. At the same time, inventory management is important to see that you do not run out of parts or products. In order to achieve this, the rules are:

1.       Out of stock

Decide on minimum stock level
Indicate that more are on order

2. Somebody is using it

Have an indication of who is using it and when they will return it.

3. Lost

Decide how many there should be
Draw a shadow outline indicating clearly what is missing

Seiso ( Set in order )
Seiso, the third step in "5S", says that 'everyone is a janitor.' Seiso consists of cleaning up the workplace and giving it a 'shine'. Cleaning must be done by everyone in the organization, from operators to managers. It would be a good idea to have every area of the workplace assigned to a person or group of persons for cleaning. No area should be left uncleaned. Everyone should see the 'workplace' through the eyes of a visitor - always thinking if it is clean enough to make a good impression.

Features of Seiso

Clean your workplace completely
Use cleaning as inspection
Prevent machinery and equipment deterioration
Keep workplace safe and easy to work
Can also be translated as "sweep"

Everyone is a Janitor’—Cleaning should be done by everyone in the organization, from the managing director to the cleaner. This is why in Japan, they do not need street cleaners in residential areas. Every family is responsible for cleaning the pavement in front of their houses. Therefore, what they need are rubbish collectors. The Japanese believe that while they are doing cleaning, they are cleaning their minds, too. If you have done your annual cleaning at home before the New Year, you would probably have this feeling of freshness.

There are even companies that have taken steps towards putting little gardens in their workplace rest areas as hygiene has ramifications well beyond the factories and offices to the surrounding environment. The mottoes for cleaning are:

•        I will not get things dirty.
•        I will not spill.
•        I will not scatter things around.
•        I will clean things right away.
•        I will rewrite things that have got erased.
•        I will tape up things that have come down.
An orderly progression of cleaning in the factory environment by piece of equipment and by location will often identify causes of various problems in the production process, such as :
•         Dirty air – conditioning filters lead to defects in printing.
•         Filing in the conveyance chutes lead to scratching.
•         Scraps in the die leading to faulty pressings.
•         Things fall off the equipment and get into the products.
•         Things get dented or bent in conveyance.
•         Filings and other particles contaminate the resin.
•         Dirty coolant leads to clogging.
•         Dust and other substances ruin the painting process.
•         Bad connections ate made because the electrical contacts are dirty.
•         Fires are caused because garbage short-circuited the electrical equipment.
•         Computer always plays up because dirt is accumulated inside.
In an office or a factory, you might start by graphing out the individual areas of responsibility. In doing this, it is important that all assignments be absolutely clear and that there is no undefined, unallocated, or grey areas. Unless each and every person takes these admonitions to heart and accepts personal responsibility, you are not going to get anywhere.

Seiketsu(Standardization)
The fourth step of "5S", or seiketsu, more or less translates to 'standardized clean-up'. It consists of defining the standards by which personnel must measure and maintain 'cleanliness'. Seiketsu encompasses both personal and environmental cleanliness. Personnel must therefore practice 'seiketsu' starting with their personal tidiness. Visual management is an important ingredient of seiketsu. Color-coding and standardized coloration of surroundings are used for easier visual identification of anomalies in the surroundings. Personnel are trained to detect abnormalities using their five senses and to correct such abnormalities immediately.

Main Features of Seiketsu

Maintain high standards of housekeeping and workplace organization at all times
Maintain cleanliness and orderliness

Standardization means continually and repeatedly maintaining your organization, neatness and cleaning. As such, it embraces both personal cleanliness and the cleanliness of the environment. The emphasis here is on visual management and 5-S standardization. Innovation and total visual management are used to attain and maintain standardized conditions so that you can always act quickly.

Visual management
Visual management has recently come into the limelight as and effective means of continuous improvement. It has been used for production, quality, safety, and customer services. Colour management has also come in for considerable attention lately. This has been used not only for colour-coding, but also to create a more pleasant work environment. There are more and more workers opting for white and other light-coloured clothes. Because these clothes show the dirt quickly, they provide a good indicator of how clean the workplace is. They highlight the need for cleaning.

One effective method of visual management is to put up appropriate labels.

Examples are:
•         Lubrication oil label- Indicate the type, grade, colour, and where it is for.
•         Annual inspection label-Should be attached to all equipment.
•         Temperature label –Indicate abnormality or overheat.
•         Responsibility label-Show who is responsible for what.
•         Identification label – Tell people what things are.
•         Safety label – Remind people of special safety considerations.
•         Zone label on meters – Normal zone and danger zone should be differentiated by different colours.
•         Ok mark- After things have been inspected, an OK mark will tell others that the part is acceptable.
•         Position mark- Put little position marks for where things go. Place footprints where people should stand. Place lines to indicate where things are supposed to stop. Put up lots of visual clues so that everybody will be able to see what is happening and to anticipate what will happen next.

Transparency
Another important consideration for standardization is ‘transparency’. In most factories and offices, tools and files are put in lockers, on closed shelves, and under covers to be off sight. Just like sweeping things under the carpet this is known as “out of sight, out of mind” practice. Those closed spaces are often among the most disorderly places, because they are not a constant eyesore. So it will be a good idea to take the wraps off these messes. Make the covers transparent. If you must have metal panels, put inspection windows in them. Make it so that everybody can see what is stored and how good (or bad ) things look.

Visualising Conditions
Many places have little ribbons on the fans so you can see the breeze. Sometimes, this method is called ‘visualizing conditions’. As a variation of this, some plant maintenance people put windows and plastic strips in some of the drain pipes so that other people can see the effluent flowing. There are many other things you can do to help people visualize a process.

Trouble Maps
When there are problems, you can show them on a map of the workplace. Just as many sales departments have pins in maps to show where their people are, you can also have pins to show problems, emergency exits, fire-fighting equipment, and other locations. Put the maps where they are visible to everyone. A trouble map can also be used to indicate those workplaces and processes that are trouble-free.

Quantification
By constantly measuring things, quantifying the results, and analyzing the data statistically, you can quickly identify the limits to management and spot deviations before they become major headaches.

Shitsuke (Sustain/ Discipline)
The last step of "5S", Shitsuke, means 'Discipline.' It denotes commitment to maintain orderliness and to practice the first 4 S as a way of life. The emphasis of shitsuke is elimination of bad habits and constant practice of good ones. Once true shitsuke is achieved, personnel voluntarily observe cleanliness and orderliness at all times, without having to be reminded by management.

Main Features of Shitsuke-

To keep in working order
Also translates to "Self-Discipline" meaning to do without being told

Discipline means instilling the ability of doing things the way they are supposed to be done. The emphasis here is on creating a workplace with good habits. By teaching everyone what needs to be done and having everyone practicing it bad habits are broken and good ones are formed. This process helps people form habits of making and following the rules.

The word shitsuke originally comes from the guiding stitches that are done before a garment is properly sewn. If accepted that way, discipline is an underlying tool in making life go smoother. It is recognized by the Japanese as the minimum the society needs in order to function properly.

Self –discipline is important because it reaches beyond discipline. If a person is ‘disciplined’ to do something at one time there is a chance that he may not be disciplined next time. However, self-discipline guarantees the continuity of a daily routine. The Japanese are a very self-disciplined race: they have one of the lowet crime rates in the world and are well-known as ‘obedient’ tourists.

Discipline is process of repetition and practice. Think of discipline as an integral part of industrial safety helmet, their safety shoes, or their goggles? Far too many. How many have had accidents because they stuck their hands into the machinery without shutting it off first? Again, too many. It is important that everyone has the habit of obeying simple safety rules.

6S Process:
The name 5S comes from the 5 Japanese words that make up the 5 stages of 5S, each one starting with the letter “S”. 6S has added the additional “S” of safety to the original 5. So the 6S is;

The 6th “S”; Safety, we now concentrate on safety aspects of our initiative, reviewing every action and each area to ensure that we have not overlooked any potential hazards.

Use of 5S to Ensure Well Organised and Safer Workplace in Textile Production | Application of 5S in Garments Industry

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Promote Safety
Improve Work Flow
Better Product Quality
Reduce Inventory Waste
Give People Control of Their Workplace

Benefits of 5S

Clean work place
Reduction in materials handling
Reduced lead time and cycle time
Reduced search time
Reduced changeover time
Decrease in flow distance
Increased floor space
Reduced equipment breakdowns
Improves workplace safety
Fewer hazards
Establishes standards for operating equipment and conducting processes Less spending on replacing lost or damaged items
Less stress and tiredness
Improved morale and pride in the workplace
Greater self-esteem
Improvement of communication
Increase in productivity
Fast work
Improved appearance of the facility and expectation for compliance to maintain that condition
Better and constant quality of products, services
Training time reduced for new employees
Greater efficiency in achieving goals
Greater readiness for new tasks
Better impression on clients

Remove unnecessary items and dispose of them properly
Make work easy by eliminating obstacles
Provide no chance of being disturbed with unnecessary items
Prevent accumulation of unnecessary items

Arrange necessary items in order so they can be easily picked for use
Prevent loss and waste of time
Make it easy to find and pick up necessary items
Ensure first-come-first-serve basis
Make work flow smooth and easy
Can also be translated as "set in order"

Decide on minimum stock level
Indicate that more are on order

2. Somebody is using it

Have an indication of who is using it and when they will return it.

3. Lost

Decide how many there should be
Draw a shadow outline indicating clearly what is missing

Clean your workplace completely
Use cleaning as inspection
Prevent machinery and equipment deterioration
Keep workplace safe and easy to work
Can also be translated as "sweep"

Maintain high standards of housekeeping and workplace organization at all times
Maintain cleanliness and orderliness

One effective method of visual management is to put up appropriate labels.

To keep in working order
Also translates to "Self-Discipline" meaning to do without being told

Apparel or Garments Merchandising: Merchandising is generally related to trading where buying and selling is done. Apparel merchandising is related to the entire task related with buyer, suppliers even with factory itself. Further it means the day to day correspondence with buyers for price negotiation, order confirmation, any other approval and updates as well, on the other hand correspondence with suppliers to place orders, follow up with them to get the timely delivery and also to make the payment. It is also related with production planning team, garments production team, washing team and commercial or C&F agents as well. Co-ordination with shipping and documentation department for forwarding the approved shipment and finally keeping track of style status and updating the same to top management and buyer representatives.

Apparel Merchandiser: The person who is responsible to, negotiating to, corresponding to and managing to buyer, suppliers as well as factory people to ship the garments smoothly is known as apparel merchandiser. This is the basic concept of merchandising but the activities and responsibilities of a merchandiser depend on his work place, buyer and vendor rules or regulations.

There are different types of merchandisers available in apparel manufacturing section where job responsibilities may of different.

Production Merchandiser
Factory Merchandiser
Buying Office Merchandiser (Trading and Liaison office)
Procurement Merchandiser
Fabric Merchandiser

Production Merchandising covers all the area of merchandising except buying or fashion house merchandising.

Key Responsibilities and Activities of a Production/Factory Merchandiser:

i. An order starts through sample development where merchandiser is responsible to develop the product/garment according to BOM (Bill of Materials) and GSS (Garment Specification Sheet) along with measurement chart sent by buyer.

ii. Buyer will make comment on development sample whereby they need to change at any section such as fabrication, styling or measurement or any trims where merchandiser will responsible to follow the same and implement them to next sampling.

iii. Now buyer will ask for costing incorporating with fabric cost, trim cost, CM & wash cost, embroidery cost as well as print cost and the concern merchant will give the same.

iv. After getting confirmation of an order, merchandiser will book all the raw materials and trims covering this style where fabric will be booked first.

v. Making production Time and action calendar - based on the process flow of order merchants prepare time and action calendar and indicates who is responsible for the task. This helps merchant to execute an order whether it is on time or behind schedule. Merchants chase department who are running late.

vi. Handover the Bill of material to sourcing department - Based on tech pack (technical sheet), merchant prepares material requirement sheet. In some cases, merchants develop and purchase few trim by themselves.

vii. Execution of sourcing trims / accessories - merchants do follow up with supplier for the raw material.

viii. Preparing production file - Prepares production file with details documents, approvals, samples and swatches and comments on sample from buyer.

ix. Conduct PP meeting with quality team and production team - merchants conduct pre-production (PP) meeting with production team and quality team. In this meeting merchants discuss style construction details, production plan, PCD and handover production file to the production team. One copy of production file is also made for quality team.

x. Giving approval of printing, embroidery production and other subcontracting work.

xi. Execution of orders whether it is running on time.

xii. Coordination with buyer or buying house if any clarification is required during production.

xiii. Giving clarification to production and quality team if required related to style workmanship/trims etc.

xiv. Coordinating with buying house QA or 3rd Party QA for initial/mid and final inspection of shipment.

xv. Coordination with shipping and documentation department for forwarding the approved shipment.

xvi. Keeping track of style status and updating the same to top management and buyer representatives.

Day to Day Job Responsibilities of a Buying Office Merchandiser:

i. Communicating with buyers by mail (mostly) for new queries as well as updates

ii. Meeting with vendors and explaining new development requirement to vendor team

iii. Planning for new season sampling and production orders

iv. Collecting of garment samples, trims and different types of swatches from the vendors

v. Submission of samples to buyer through courier

vi. Follow up with vendors for samples

vii. Follow up with buyers for approvals and feedback

viii. Giving approval on samples where buyer intervention is not required

ix. Updating latest comments on particular styles or order to vendor representative

x. Update the buyers with the order status at all stages

xi. Execution of running orders (production)

xii. Visit to vendor site

xiii. Sourcing of materials for new development

xiv. Preparation of material requirement

xv. Selection and finalizing of vendors for the upcoming orders based on vendor’s experience of making similar products

xvi. Preparing Purchase order

xvii. Costing and negotiation with trim & accessory suppliers

xviii. Handle quality issues for sampling as well as production

xix. Preparing inspection schedule for shipment and notifying to quality department in the buying house or third party QA.

xx. Maintaining files and Accounts

xxi. Updating Time and Action calendar

Sampling

The samples decide the ability of an exporter. The buyer will access the exporter and his organization only by the samples. If the samples are of good quality and with reasonable price naturally the buyers will be forced to place the order. So it is essential that the samples should be innovative and with optimum quality. The purpose of sampling is not only to get bulk orders and also give some additional benefits to the exporters. By doing sampling the exporter can estimate the yarn consumption for developing the fabric, a clear idea on costing more ever the manufacturing difficulties. Besides by doing sampling only the exporter can optimize the processing parameters for bulk production, which helps to avoid all kind of bottlenecks. All these works are carried out by the sampling department, which us led by a sampling in charge.

The Details Attached to the Garment Sample

After the confirmation of order, each sample sent t 0 the buyer has the following details attached to it, with the help of a tag. It contains the details pertaining to both, what the buyer has demanded and what supplement fabric/trim etc they have used (if applicable).

Date
Style No
Attention Person
Color
Fabric
Composition
Description
Quantity
Size
Store

There may be a separate sampling department in a company. But as the merchandiser is the person who is interacting with the buyers regarding samples and other requirements, this sampling department will work under the supervision of merchandising department. Also as the samples are to be made according to the buyers’ price ranges and quality levels, merchandiser has to advise sampling department suitably.

Work Flowchart of Sampling

The Common Types of Samples Used in Apparel Making are mentioned below-

Proto Sample
Development Sample
Salesmen samples or promotional samples
Fit samples
Size Set Samples
Counter samples or reference samples or approval samples
Wash test/Lab test samples
Fashion show samples
Shade Band Samples
Pre-production samples
Tag/Sealer Sample
Production samples
Shipment samples

Garments Merchandising | Day to Day Job Responsibilities of A Buying House and A Factory Merchandiser

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There are different types of merchandisers available in apparel manufacturing section where job responsibilities may of different.

Production Merchandiser
Factory Merchandiser
Buying Office Merchandiser (Trading and Liaison office)
Procurement Merchandiser
Fabric Merchandiser