Saturday, 24 February 2018 11:50

CMAI Apex Awards




The Clothing Manufacturers Association of India (CMAI)’s Life time Achievement Award for the Year 2017 was conferred upon Mr. Sanjay Lalbhai, Executive Chairman –Arvind Lifestyle Brands Ltd.for his Role as a Leader, a Visionary and an Entrepreneur and for Invaluable and Outstanding Contribution to the Growth of the Apparel Industry in India. Textile Commissioner Dr. Kavita Gupta and Mr. Rahul Mehta, President – CMAI presented the Prestigious  Award to Mr. Sanjay Lalbhai at a glittering APEX AWARDS 2017 NIGHT held on  29th January 2018, the First Evening of the 66th National Garment Fair at NSE Complex, Goregaon (East), Mumbai.

The 66th National Garment Fair was held on 29th& 30th January 2018 where 412 Brands displayed their latest Spring/Summer Collection in Men’s Wear, Women’s Wear, Kids Wear, Ethnic Wear and Fashion Accessories.

CMAI has instituted the APEX AWARDS (National Awards for Excellence in Apparel) since 2003. APEX AWARDS 2017 was brought by Wazir Advisors Pvt. Ltd. and Nielsen India Pvt. Ltd. was the research partner. 500 retailers were surveyed to finalize the award winners in 22 categories.

At the Awards Night , Dr. Kavita Gupta, Textile Commissioner stated that the Textiles & Clothing Industry had promised  the Govt. to bring an investment of Rs. 80,000 Crore along with creation of employment opportunities for 1 crore people within 3 years. Already 2 years have passed but investment to the tunes of Rs. 7,000 Crore and employment of only 1 lakh persons were achieved. She reiterated that the Industry should try to fulfill its promise given to the Govt. The Union Textile Ministry has announced theRs. 6,000 Crore Special Apparel Package in July 2017 and the Garment& Made ups Industry should take advantage of the scheme.

Mr. Rahul Mehta, President – CMAI stated that the domestic market  growth rate of Apparel Industry was flat during 2017-18 due to demonetization and GST. However, things are stabilizing and the growth rate is anticipated to be between 10% & 12% in the fiscal year 2018-19. On the export front, if the Govt. does not increase duty drawback rates, there could be a possibility of negative growth in the export sector.

Mr. Sanjay Lalbhai, Winner of Lifetime Achievement Award predicted a bright future for the Indian Apparel Industry  in the near future. He further stated that unprecedented new developments would be seen in the manufacturing & marketing Sector of Apparel Industry in the coming years.

Mr. Jayesh Shah, Chairman – Apex Awards Sub Committee stated that APEX AWARDS 2017 were given in 22 categories. CMAI’s SME Awards for the Most Admired Women’s Wear Brandwere  given to



109Fand Zola, for the most admired Kids Wear Brand were given to Blazo and Peppermint and for most admired Menswear Brands were given to Statusquo and Octave.

The Retail Professional of the Year Award was given to Mr. Vishnu Prasad, CEO of Future Group. The Entrepreneur of the Year Award went to Mr. Nikhil Mohan & Mr. Nitin Mohan of Mohan Clothing Company Pvt. Ltd.

The Most Admired Kids Wear Brand of the Year award was received by United Colors of Benetton and the Most Admired Men’s & Women’s Innerwear Brand was Jockey. The Most Admired Women’s Ethnic Brand of the Year went to Biba and Most Admired Women’s Western Wear Brand went to AND. The Most Admired Men’s Indian Ethnic Wear Brand of the Year went to Manyavar.

The Award for Most Admired Men’s Formal Wear Brand of the Year went to Louis Philippe. The Most Admired Men’s Casual Wear Brand of the Year went to Levi’s.

The President’s Award for Outstanding Contribution by a CMAI Member to The Industry was given to Mr. M.L. Bangera of Climax Apparel Pvt. Ltd.

The Woman Entrepreneur of the Year Award was presented to Mrs. BeenaKannan, CEO –M/s. Seematti.

The Most Admired Clothing Company of the Year Award was shared by Aditya Birla Fashion & Retail Ltd. and Raymond Apparel Ltd.

Saturday, 24 February 2018 11:46

Surat Report


Budget-2018 : Nothing to cheer for Surat textile industry

Surat's man-made fabric (MMF) sector is unhappy with the Budget-2018 as most of their recommendations have gone unheard. The budget has disappointed the textile industry as the government has not announced implementation of the proposals given by the industry. The industry was expecting big relief in budget on duty rate, GST procedure simplification, exports benefits, special incentives, but none of these found in budget.

The textile industry has expressed disappointment over the budget announcements as the major demands have not been met. The industry had been badly affected by demonetisation, Goods and Services Tax (GST) and e-way bill. Southern Gujarat Chamber of Commerce and Industry (SGCCI) president P M Shah said, there is nothing for surat textile and diamond industry in the budget.

The industry experts had claimed that due to the hard steps taken by the government, the downfall of the industry had started as large numbers of shuttle machines had been scrapped in Surat. The daily production in the industry has gone down by 40 per cent after GST and e-way bill. The local textile industry has been facing great problems due to input tax credit in GST, e-way bill and the recommendations were not looked at. Over 10 lakh people are associated with the textile industries in Surat. At present, industrialists are facing crisis due to the rise in prices of raw materials like yarn and colour chemicals. Some relaxations were expected from the Finance Minister, but nothing has come out. There are no steps for increasing in textile exports, lack of provisions for technology
upgradation in weaving sector. The demands for increasing drawback of yarn, fabric and garments have not been considered. The central government is not serious in increasing the GDP growth rate as it has not given any incentives to the industry without which their dream of economic growth could not be materialized.


20% import duty on pure silk will benefit the local industry

In the Budget-2018, Finance Minister Arun Jaitley has announced to increase the import duty on pure silk fabrics to 20%, earlier it was 10%. The industry leaders claimed that increased import duty will give major boost to the local pure silk industry.

In India, pure silk manufacturers are found in Surat, Bhagalpur, Varanasi, Bengaluru, etc. The pure silk manufacturers are demanding additional duty on import of silk fabrics from china to save the local industry. Sourses said, because of cheap chinese fabrics, local manufacturers were making loss of 40/mtr and many units were shut in last few months. In south gujarat, there are around 800 silk fabrics producers and they use 15 ton silk yarn per month. Federation of Indian Art Silk Weavers Industry (FIASWI) Chairman Bharat Gandhi said, The import duty on the pure silk had been increased from 10 per cent to 20 per cent which will benefit the local pure silk industry people.
The local synthetic fabrics players are not happy as no steps were taken to curb the import of synthetic fabrics. In their pre-budget memorandum, textile industry association had given suggestions and had pinned hope on the increase in import duty on knitted and synthetic fabrics, but this hope has remained hope only.


Big relief for traders as govt. postpones e-way bill

The central government has postponed the implementation of e-way bill permits for transportation of goods owing to technical glitches. Thousands of textile traders of the city feels major relief as they were facing problems to generate e-way bill and filing returns on Goods and Service Tax portal.
Earlier, for the movement of goods across states, the GST Council has decided to go for early implementation of the e-way bill for inter-state movement of items from February and uniform mandatory compliance from June next year. An e-way bill is required for movement of goods worth more than Rs 50,000. The traders of the the city were facing lot of difficulties on the GST portal to generate e-way bill due to technical glitches. The new requirement of e-permits has hit the inter-state movement of goods.

The textile trader association complaints that traders are unable to upload their details or rather the system crashes in the middle of filing of details. Besides this, the transporters are insisting on the e-way bill details, without which they denies for loading of goods for transportation. The traders have demanded that the government should first rectify the technical problems on the GST portal and then implement the e-way bill compliance.

Federation of Surat Textile Traders' Association president Manoj Agarwal said, it a relief for the traders that government has deferred the implementation of e-way permits now. The traders have demanded to postpone the implementation of e-way bill for few months in order to allow them to get accustomed to the new rule. We are ready to follow the rules but the implementation of e-way bill must be done only after ensuring the system works properly.


State Govt. exempts textile fabric from e-way bill

The traders of the city has welcomed the Gujarat government's decision for exempting all types of fabrics from generating e-way bill for the intra-city and intra-state movement. In the end of January, the state government has issued a notification under the Gujarat Goods and Service Tax Act, 2017 exempting the textile fabric from generating the e-way bill for intra-city and intra-state movement. The leaders of traders association said, the decision was long awaited and the entire traders' community is happy. It is noticable here that, daily crores of meters of textile fabrics moves in between powerloom factories to market area, processing mill and embroidery units. Now after state government's decision on exemption of e-way bill for textile fabrics, traders and fabrics manufactuters do not require e-permits for the movements of transportation of goods. However, the intra-city and intra-state movement of yarn, which is the basic raw material for the powerloom sector, will have to generate e-way bill along with other 18 items described in the notification.

Saturday, 24 February 2018 11:37

Bangladesh a major textile trading partner

Bangladesh has been a major trading partner for India’s textile industry with a share of more than 5% in exports and over 7% in imports. While annual textile exports to Bangladesh averaged US$2,000 million, imports are worth US$400.

The major items of exports fibre and yarn of cotton, man-made staple fibres and man-made filaments while major import items includeapparel and clothing, fabric and other made up textile articles.

Exports to Bangladesh has been sluggish over the past 15 years, with some year seeing dramatic jumps but has slowed down in the past two-three years. Meanwhile imports have been seen rising in the corresponding period.

From the product-mix trade between India and Bangladesh, the latter import raw material from the former and export value added goods like fabric and apparel clothing to the world. The textile industry in Bangladesh has been structurally developed to manufacture value added textile products, due to lack of raw material, which it relies on imports from surplus countries like India and USA. India is the second largest supplier (16%) of textiles to Bangladesh, preceded only by China(35%) and followed by Hongkong (14%). For exports US, Germany and United Kingdom are the top destinations. India ranks 17th in terms of exports.

Textile Trade with Bangladesh


US$ Mln

YoY % change
















































































Includes all of HS code 50 to 63


What is Trade Between Bangladesh and India


US$ Mln

% Share










Man-made staple fibres





Man-made filaments





Wool, animal hair; and fabric










Apparel and clothing










Other made up textile articles





Wadding, felt etc





Carpets and floor coverings





Grand Total






Textiles in Bangladesh

The textile and clothing industries in Bangladesh provide the single source of growth for its economy. Exports of textiles and garments are the principal source of foreign exchange earnings. By 2002, exports of textiles, clothing, and ready-made garments (RMG) had reached a proportion of 77% of it’s total merchandise exports. And as of 2016, Bangladesh held the 2nd place in producing garments just after China.Bangladesh is the world's second-largest apparel exporter of western (fast) fashion brands. Nearly 60% of the export contracts of western brands are with European buyers and about 40% with American buyers. But only 5% of textile factories are owned by foreign investors, with most of the production being controlled by local investors.In 2016-17, the RMG industry generated US$28.14 billion, which was 80.7% of the total export earnings in exports and 12.4% of the GDP. Of late, to remain in competition, the industry was adopting green manufacturing practices.

Textile industry has been large developed under trade versus aid debate. The encouragement of the garment industry as an open trade regime is argued to be a much more effective form of assistance than foreign aid. Tools such as quotas through the WTO Agreement on Textiles and Clothing (ATC) and Everything but Arms (EBA) and the US 2009 Tariff Relief Assistance in the global clothing market have benefited ready-made garments industry. In 2012 the textile industry accounted for 45% of all industrial employment in Bangladesh yet only contributed 5% of the it's GDP.After several fires and collapses of factory building, resulting in the deaths of thousands of workers, the textile industry and its buyers have faced criticism. Many were concerned with possible worker safety violations and were working to have the government increase safety standards. The role of women has been important in the debate as some argue that the textile industry has been an important means of economic security for women while others focus on the fact that women are disproportionately textile workers. Measures are being taken to ensure better worker conditions, but many can still argue for more to be done.

India’s exports to Bangladesh in 2017

In 2017, India’s shipment to Bangladesh including fibres, spun yarn, filament, woven and knitted fabrics totaled US$2,120 million. Of which, cotton export was worth US$900 million and spun yarns valued at US$580 million. Woven fabric exports totaled US$580 million. Among spun yarns, cotton yarn was the major item of export, followed by PC yarns, cotton viscose and viscose yarn.


Export of Major Items to Bangladesh in 2017



US$ Mln

Fibre ('000 kgs)










Spun yarn ('000 kgs)

Cotton yarn









Viscose yarn



Filament ('000 kgs)

Polyester DTY






Polyester FDY



Woven fabric ('000 sm)



Source: Textile Beacon



Saturday, 24 February 2018 11:27

Bangladesh Market: Zero to Hero journey..!!


“Zero” the status comes as a shocker, when associated with the textile industry of Bangladesh. Looking at the current pace and magnitude of textile business handled by this country, I would say Bangladesh was never a zero, it was in fact all this while an undercover hero, until recently it has been unmasked to rightfully gain the term “Hero” for Textile Garmenting.


On the wider scale such huge growth of Bangladesh is not less than a miracle.  This number one position is a very unique achievement for the country which was starving for food once upon a time. Going back in the 18th century, Bangladesh was once part of United India, and after partition from Pakistan it has gone through a very bad phase and its poverty level just declined from bad to worst. It had highest poverty level as compared to any other Asian countries back then. So looking at the transformation that has taken place with this country we can directly relate it with the phrase “The performance is best, when there is fire in the belly”.  The starvation of Bangladesh people have pushed them beyond their limits and converted their country into best garmenting nation in the world.


Bangladesh’s economy was the second fastest growing major economy of 2016 with 7.11% Gross Domestic Product (GDP). Contribution of textile industry to the GDP was 28.1%, where RMG sector donated the biggest part. Since 2004, Bangladesh averaged a GDP growth of 6.5%, which has been importantly driven by its exports of readymade garments. Their apparel export has grown with CAGR of 12.43% in last 10 years. There are around 7,000 textile factories of which 3,200 are direct sourcing and 3,800 are indirect sourcing factories producing clothing for more than 200 foreign brands. Textile employment -5.1 million workers capturing a 5.1% market share after China’s 38.6%. The country exported $25.5 billion worth of clothing in 2015 with a 49:51 combination of knit and woven clothing.


So when we speak about the term “zero” for Bangladesh industry is it just a relevant term used to simmer the phrase “Zero to Hero”or something much deeper. Yes! Bangladesh is been referred to be a “Zero”. From the very prospective of having the essentials needed for textile industry like availability of raw material, forget about the availability Bangladesh is neither having any raw material for cotton or any other manmade fibre nor they have complete value addition which would have helped them to become the number one garment exporting nation. Moreover they also lacked supportive infrastructure and the favorable climatic conditions. But just as a Hero overcomes all difficulties and rises, Bangladesh too has become number one in garmenting by using its strength i.e. efficiency, skills of people, pure dedication & sincerity. This sincerity & dedication to work by the workforce was possible as there was no other industry to work in & gain their daily bread. So the necessity to feed themselves and their families has helped them outperform and gain excellent garmenting skills thereby leading to better living. Even today More than 75% of Bangladesh employment is generated by textile industry alone showing its importance.


A recap to Bangladesh journey will show us that initially Bangladesh entered the textile industry by simply doing fabric stitching on job work basis. These fabrics were imported from various countries. Later on they started catering to the international market needs. So because of their skills, their potential & mainly due to their efficiency global brands started looking at them as their garment sourcing partner. At the same time China despite having complete integrated plant from fibre to garmenting started outsourcing garments from Bangladesh as a strategic move looking at their cost effectiveness, higher productivity & better efficiency. Hence today Bangladesh is a garmenting hub for sewing in house & exporting to other countries. Brands have established their offices or export houses in Bangladesh for gaining competitive advantages. The other major reason that has helped Bangladesh is that it was a favored nation by Europe & US thereby giving it advantage of selling at cheaper duties in these markets.


Speaking on the relationship of Bangladesh with India-the second largest textile industry & a neighboring country rich with raw materials an excellent synergy is possible that can help both the countries soar greater heights. But I recollect my visits to Bangladesh, on interactions with most of the textile industry leaders & associations, they have given me a common feedback that they prefer imports from India & look to our nation as their big brother, but the major issue lies in the price that India is offering to Bangladesh. As they feel this cost is bit higher. So I feel we need to assess the reason behind this high cost whether it is because of export duty or some other reason. In fact India ITME Society in order to boost the economies of India & Bangladesh had organized India Bangladesh round table joint venture conference with us- Suvin Advisors as knowledge partner. It was observed during the conference that there were positive vibes from both the countries and it was concluded that the policy framework will be restructured to overcome the hurdles. Feedback on similar line was also seen in India South Asia Summit organized by TAI in Mumbai.


All said in the road to glory there are many challenges, some conquered, few still to be tackled. For Bangladesh currently the major challenges are in infrastructure, roads & power generation. The Industry is running on gas based operations so it has not gone to the extent that it could have. This power issue is limiting the setup of integrated plants. There are only few big textile plants. So they are dependent on fabric imports from India, China & other neighboring countries. The other issue is of education level though they are having excellent skill sets & artistic personalities.




Still I feel that as Sky is the limit, Bangladesh can conquer new heights so it must concentrate on complete value addition. Manufacturing their own yarn & fabric will help them to compete at much cheaper level in the international market. The value addition of garment cell will not help them much so they must start their own brands and cater to the global needs. For all this they must focus on attracting investment for infrastructure development, state of art technologies. The other hurdle of raw material sourcing can be easily managed as cotton, polyester and viscose are all available at international prices.


So a country zero because of its backwardness in poverty, education, raw materials and supportive infrastructure but what matters are the end results which makes them a Hero. Just as carbon becomes a diamond when polished. Bangladesh with the dedication, efficiency & sincerity of Bangladeshi has polished themselves with their skills &has slowly & steadily reached the zeal and become number one. Also a hero, role model to look up on by other underdeveloped countries & an inspiration to developed nations.



Suvin Advisors Pvt. Ltd.




This paper objective is to present Lean Production (LP) as a work organizational model that fosters a sustainable work environment in garment industry. This is achievable through some Lean tools and initiatives, described in the paper, that reduce the energy, water consumption, environmental waste, raw materials consumption and improve leanness and agility. Lean Production has been extensively implemented in all kind of industries , responding to customers demand with on time delivery of high quality products at reduced costs, through continuous waste elimination (e.g. over production, raw materials, energy and water more than necessary,...). These problems were addressed in this study by the implementation of lean tools like cellular manufacturing, single piece flow, work standardization, just in time production etc. Lean tools bring significant changes in providing smooth process flow and productive operations which in turn give a remarkable contribution in achieving company’s goals, focus on the customers, giving quality products at the right time and at the right place.



Key Words:  Lean Production, just in time production, Sustainability, Garment Industry.



In the current era of globalization, industries are adopting new tools and techniques to produce Goods to compete and survive in the market. The most daunting issue faced by manufacturers today is how to deliver their products or materials quickly at low cost and good quality. One promising method for addressing this issue is the application of lean management principles and techniques. Lean management simply known as lean is production practice, which regards the use of resources for any work other than the creation of value for the end customer, is waste, and thus a target for elimination. Though there had been numerous claims on the real origin of Lean Manufacturing principles, it was generally accepted that the concept with this back ground, business needs to compete with efficiency and quickly respond to market needs and niches. There is no doubt that the manufacturing industry are confronted with challenges and looking to implement improvements in their key activities or processes to cope with the market fluctuations and increasing customer demands. Applying lean management philosophy is one of the most important concepts that help businesses to complete. In this paper, the literature survey findings such as existing level of lean practices, types of lean tools employed, and perceived level of different encountered by the various manufacturing industries are discussed.




The primary aim of this study is to find out the needs and examine the degree to which the concepts of lean management are put into practice within various manufacturing Industry.

(i) This is an overview for finding the current situation of lean management practices in manufacturing industries.

(ii) It is a measure to identify the constrains that retains lean manufacturing in the infant stage in manufacturing firms and helps to identify the muda (waste) that evolves in an processing unit and gives out supporting measures to remove the same. The constraint that predict the implementation and sustainability of lean manufacturing tools and techniques are also discussed.




A detailed review of research in current trend of lean management in garment industry has been discussed. Lean manufacturing is a multi-dimensional management practice including just in time-quality systems, work teams, cellular manufacturing, supplier management etc. the popular definition of Lean Manufacturing and the Toyota Production System usually consists of the following, Wilson (2009).

• It is a comprehensive set of techniques which when combined allows you to reduce and eliminate the wastes. This will make the company leaner, more flexible and more responsive by reducing waste.

• Lean is the systematic approach to identifying and eliminating waste through continuous improvement by flowing the product or service at the pull of your customer in pursuit of perfection.




Principle 1: Accurately specify value from customer perspective for both product and services.

Principle 2: Identify the value stream for products and services and remove non-value-adding waste along the value stream.

Principle 3: Make the product and services flow without interruption across the value stream.

Principle 4: Authorize production of products and services based on the pull by the customer.

Principle 5: Strive for perfection by constantly removing layers of waste.




A. Overproduction

Producing items more than required at given point of time i.e. producing items without actual orders creating the excess of inventories which needs excess staffs, storage area as well as transportation etc.

B. Waiting

Workers waiting for raw material, the machine or information etc. is known as waiting and is the waste of productive time. The waiting can occur in various ways for example; due to unmatched worker/machine performance machine breakdowns, lack of work knowledge, stock outs etc.

C. Unnecessary Transport

Carrying of work in process (WIP) a long distance, insufficient transport, moving material from one place to another place is known as the unnecessary transport.

D. Over processing

Working on a product more than the actual requirements is termed as over processing. The over processing may be due to improper tools or improper procedures etc. The over processing is the waste of time and machines which does not add any value to the final product.

E. Excess Raw Material

This includes excess raw material, WIP, or finished goods causing longer lead times, obsolescence, damaged goods transportation and storage costs, and delay. Also, the extra inventory hides problems such as production imbalances late deliveries from suppliers, defects, equipment downtime, and long setup times.

F. Unnecessary Movement

Any wasted motion that the workers have to perform during their work is termed as unnecessary movement. For example: movement during searching for tools, shifting WIP etc.

G. Defects

Defects in the processed parts are termed as waste. Repairing defective parts or producing defective parts or replacing the parts due to poor quality etc. is the waste of time and effort.

H. Unused Employee Creativity

Loosing of getting better ideas, improvement, skills and learning opportunities by avoiding the presence of employee is termed as unused employee creativity.




A. Continuous improvement

Continuous improvement (CI) can be defined as the planned, organized and systematic process of ongoing, incremental and company-wide change of existing practices aimed at improving company performance. Activities and behaviors that facilitate and enable the development of CI include problem-solving, plan-do-check-act (PDCA) and other CI tools, policy deployment, cross-functional teams, a formal CI planning and management group, and formal systems for evaluating CI activities. Successful CI implementation involves not only then training and development of employees in the use of tools and processes, but also the establishment of a learning environment conducive to future continuous learning

The short description of PDCA cycle is given below:

1) Plan: Identify an opportunity and plan for change.

2) Do: Implement the change on a small scale

3) Check: Use data to analyze the results of the change and determine whether it made a difference.

4) Act: If the change was successful, implement it on a wide scale and continuously assess the results. If the Change did not work, begin the cycle again.

Thus continuous improvement is an ongoing and never ending process; it measures only the achievements gained from the application of one process over the existing. So while selecting the continuous improvement plan one should concentrate on the area which needs more attention and which adds more value to our products.


B. Just-In-Time

Just in time is an integrated set of activities designed to achieve high volume production using the minimal inventories of raw materials, work in process and finished goods. Just in time is also based on the logic that nothing will be produced until it is needed.

Just-in-time manufacturing is a Japanese management philosophy applied in manufacturing. It involves having the right items with the right quality and quantity in the right place at the right time. The ability to manage inventory (which often accounts for as much as 80 percent of product cost) to coincide with market demand or changing product specifications can substantially boost profits and improve a manufacturer’s competitive position by reducing inventories and waste. In general, Just in Time (JIT) helps to optimize company resources like capital, equipment, and labor. The goal of JIT is the total elimination of waste in the manufacturing process.


C. Total Productive Maintenance

Machine breakdown is one of the major headaches for people related to production. The reliability of the equipment on the shop floor is very important because if any one of the machines is down the entire shop floor productivity may be nil. The tool that takes care of these sudden breakdowns and awakes maintenance as well as production workers to minimize these unplanned breakdowns is called total productive maintenance. Total Productive Maintenance (TPM) is a maintenance program, which involves a newly defined concept for maintaining plants and equipment. The goal of the TPM program is to increase production, increase employee morale and job satisfaction.

TPM is set of tools, which when implemented in an organization as a whole gives the best utilization of machines with least disruption of production.



 Lean production

Lean Production (LP) is a model of organization focused on the customer and delivery of on time quality products, materials and information without any wastes, i.e., activities that add no value to the products from the point of view of customer. This designation, Lean Production means “doing more with less” where less implies less space occupied, less transports, less inventories, and most important, less human effort and less natural resources. LP had its roots in Toyota company that designed, after the Second Great War, a production system, Toyota Production System (TPS, which employed some pillars, like JIT production and autonomation concepts and some tools to reduce lead times and the cost of products.


It was a book - "The Machine That Changed the World"- written by James P. Womack, Daniel T. Jones and Daniel Roos that gave the popularity to the Toyota Production System (TPS). Meanwhile, the LP has evolved into a philosophy of thinking, Lean Thinking whose basic principles are: 1. Value, 2. Value Stream, 3. Continuous flow, 4. Pull System and 5. Pursuit perfection. These principles imply the dedication of all people, being the last one - pursuit perfection (principle 5) - the one that implies the strongest and continuously commitment of people in order to improve all the processes and activities in companies, through the waste elimination.


Sustainable development and eco-efficiency


According to Brundtland report called "Our Common Future", sustainable development is: “Development that meets the needs of the present without compromising the ability of future generations to meet their own needs”. Sustainable development is based on three pillars: economic; environmental and social responsibility. Economically, companies must grow without compromising their integrity; socially, human rights must be respect, with social equity and social investment; environmentally, companies must worry with environment. Exposing these relationships, it is possible to notice that sustainable development was a concept with a strong connection to the companies or business, but also involving intensely the government and civil society partnerships to concretize this concept.“The prices of goods must reflect all the costs – financial, environmental and social – involved in making them, using them, disposing of them or recycling them”. This is also applied to the services. Companies exist to satisfy their clients and to have profit, but they don´t must compromise the nature and the future of the planet, working at any price. It is important to have a compromise between the business and sustainability. They must have economic viability, environment respect and social equity of people to have a sustainable business. Achieving full-cost pricing being cleaner and more efficient, producing with less and supplying the customers wanted goods and services make happy leadership companies.



Lean Production and sustainable development


To satisfy the clients, companies consume energy, water and raw materials (natural resources) and must be careful not to be a larger-than-life consumption not only because it is expensive but also natural resources end. So, it is necessary to optimize the processes and prevent wastes of resources in a reasonable “doing more with less”. The relationship between Lean production and sustainable development is evident, sharing the same key idea of “creating or doing more with less”, and some organizations is benefiting from this relationship since, almost, two decades ago. Reviews had been made about this relationship and created a cause-effect diagram showing the evidence between the seven discussed wastes and the impact (effect) on the environmental performance Lean Production carries a dramatic reduction to all kinds of wastes being whole-system thinking and it is totally akin with a socially responsible strategy. The U. S. Environment Protection Agency discovered this way of thinking more than two decades ago and they are adopting the Lean Thinking principles and adapting Lean tools like VSM, 5S, JIT production or others to assess the use of hazardous material so, the energy and water consumption, the pollution, and so on.




The challenges faced in the process of implementing and sustain lean is a tedious job as the concept relates to time, cost, interest, and involvement, the concepts that together support the new change for development in an firm. The study tells that new firms introduce and accept lean manufacturing and other innovative concepts than the old and existing firms. The forces opposing and driving a change to lean is shown in Figure 2. The following important factor of resistance to change in manufacturing sectors is:

• Fear to change the legacy system with the new successful trends and methodologies

• Not utilizing the opportunities and advantages of the new policies

• Market destabilization will lead to force the change, which will be in a non-standard format.



Achieving sustainable work environment with Lean production


From the previous section, it was obvious that companies could save large amount in reducing wastes, particularly, SME companies. With some exceptions, garment companies are included in this category and presented many problems such as: accumulated stocks everywhere due to the wrong product produced, to the anticipated production or to the large lots (over production), demotivation of operators and high absenteeism, high level of accidents, operator’s specialization, high energy and water consumption, high raw materials consumption and disposal, high pollution of rivers, soil and air, among others.

According to the research, the apparel (garment) industry uses high volumes of water in raw material production however authors are more concerned in the manufacturing phase. This section will, mainly, divulgate proposals, some available, others in development, to reduce the water and energy consumption, environmental wastes and raw materials in manufacturing phase. Additionally, proposals to improve leanness and agility are summarized.


 Proposals for the reduction of energy and water consumption


This problem analysis could be detailed by technological process of the textile industry: spinning, weaving, textile ennoblement (dyeing and finishing), knitting and sewing. From all the processes, dyeing and finishing, are the one that consume more energy and water: it is impossible to dye and finishing without water and some processes have several washes, so, high water consumption and energy to heat the water.




Finally, this research shows the application of lean principles to the garment industry. According to our familiarity, it is the prime time that lean thinking has successfully implemented in the garment industry. We hope that this paper contains its worth for practitioners in the garment industries.

Due to increased customer expectations and severe global competition, the Indian garment industries try to increase productivity at lower cost and to produce with best product and service quality. Under these considerations, we have tried to implement lean manufacturing techniques and achieve improvement in process environment, drastic reduction in human fatigue and cost with reasonable investment.




·         Mercado G. 2007. Question Garments- Ask the Lean Manufacturing Experts Applying Lean in the Garment Industry Retrieved January 12, 2008, Thomas Publishing Company.

·         M. E. Swaramoorthi, G.R. Kathiresan, P.S.S.Prasad, P.V.Mohanram. A survey on lean practices in Indian machine tool industries. International journal of advanced manufacturing technology 2011, 52: 1091-1101.

·         Rother. M. and Shook. J. 1999. Learning to see value Stream Mapping to added value and eliminate muda. International Journal of Physical Distribution and Logistics Management.

·         Farhana Ferdousi and Amir Ahmed. 2009. An Investigation of Manufacturing Performance Improvement through Lean Production: A Study on Bangladeshi Garment Firms, international journal of business management.

·         Pavanskar. S.J. 2003. Classification scheme for lean manufacturing tools. Production and inventory management journal

·         Brewer, A.S. and Pojasek, R.B. (2012). Assessing environmental sustainability performance at the national level environmental quality management

·         Willem Niepce and Eric Molleman(1996) “A case study: Characteristics of work organization in lean production and socio technical systems”,

International Journal of Operations & Production Management

·         Gadekar, R.A. and Gadekar, A. (2015). Integration of lean-green manufacturing practices to towards environment friendly products: plastic industry. International Journal of Modern Trends in Engineering and Research.




By: Ms. Aditi Joshi, Mrs. Yogita Agrawal, Ms. Reena Kumrawat,

Mr. Rajesh Dhore & student faculty of,

Shri Vaishnav Institute of Technology and Science

Gram baroli, Sanwer Road, Indore (M.P.)

Thursday, 22 February 2018 11:08

AEPC celebrates 40th year

The 40th year of Apparel Export Promotion Council (AEPC) was celebrated at APEC Head office in Gurgaon with Mr. Amitabh Kant CEO, NITI Aayog presiding as the chief guest for the event and delivered the foundation day speech highlighting the importance of Indian Apparel sector as a pivot for higher value addition and employment generation with very low capital investment.  Born in 1978 as a quota monitoring entity, AEPC today is one of the largest councils of the country. It is recognized worldwide as a powerful body for the promotion and facilitation of garment manufacturing and export from India. Built as a sponsored body under the Ministry of Textiles, it boasts of a strong membership base that exceeds 8300 members.


In his address, Mr. Amitabh Kant CEO, NITI Aayog said, “China has started moving out of the apparel sector and there is a huge opportunity for India. Today the wages in China are 2-3 times that of India and given the aging population of China, the cost of apparel manufacturing will continue to rise there. In such a scenario, the global suppliers will start looking at other avenues for sourcing. Countries like Bangladesh and Vietnam are having preferential access in European Markets and hence it is extremely important that we get the FTA with Europe ratified at the earliest. As far as Indian apparel exports are concerned, India is heavily reliant on cotton and we need to see how we can move to man-made fibres which can help us to garner more global share. There has been a reduction in the benefits of the Industry post GST roll out and we are looking at ways through which we could bring it at par with the rates prevalent in the previous regime. For the benefit of the Industry central and state levies should be refunded and Government will work with The Industry to resolve this issue.” 


He has also mentioned that at the immediate phase to create positive signs it is important to resolve the issues viz. blocked taxes and refund of GST, and exchange rate related concerns to bring back the apparel export and manufacturing  sector in a growth path from consistent decline trends.  



Speaking on the occasion Mr. HKL Magu, Chairman, AEPC said, “AEPC’s well-timed initiatives and confidence to take calculated risks, braving all odds, perceptible across all circumstances, is the key fuel for the India's apparel export growth. As India is gearing up to move towards WTO-compatible, production-based subsidies from export-based subsidies, it becomes extremely important that we position India strongly as a responsible sourcing destination.  At the UP Investor’s summit we have signed a MoU with UP Government to construct an apparel city in 200 acres on Yamuna Expressway.  With AEPC's capability and initiatives, and continued understanding and support of the Government, India's apparel exports are sure to grow from strength to strength while providing international buyers with most superior solutions in fashion and apparel”.


Closing remarks and vote of thanks was given by Mr., Sudhir Sekhri, Chairman, Export Promotion, AEPC



The Garment Technology Expo (GTE) 2018, held from January 19-22 at NSIC Complex, New Delhi, concluded on an optimistic note for both visitors and technology suppliers who displayed latest innovations. Subcontinent’s largest show for apparel technology had an unparalleled representation from all segments of the sector, with over 350 exhibitors representing over 800 companies and brands from over 22 countries and a big number of 21,736 visitors,made the 26th edition of the GTE a huge success.  New country additions this time were Sweden and Switzerland as exhibitors.




Ø  Subcontinent’s largest show had over 350 exhibitors representing over 800 companies and brands from over 22 countries

Ø  Sweden and Switzerland exhibited as the new countries in GTE

Ø  A big number of 21,736 buyers visited the show,making the 26th edition of the GTE a huge success. 

Ø  Automation was the key theme

Ø  ‘Apparel 4.0’ conference on Day 2, highlighted how Apparel 4.0 is shaping and transforming the global fashion and apparel business.

Ø  GTE next events announced in Bangaluru on August 18-20, 2018, and  next grand annual event GTE’ 2019 in New Delhi being held on Feb 22-25, 2019


Chairman AEPC inaugurated the show


The show was inaugurated by HKL Magu, Chairman, AEPC and many industry leaders including Ravi Poddar, President, GEAR Jaipur (Garment Exporters Association of Rajasthan), Arpan Shah, Sr. Vice President , GGMA Gujarat (The Gujarat Garment Manufacturers Association India), Vinod K. Thappar, President Knitwear & Textile Club, Ludhiana, Sudhir Dhingra, Orient Craft, GS Madan, MD, Madan Trading Company, Delhi; domestic brand and manufacturer Harjot Takkar, Director, Sahib Textiles (Tacfab), Sonepat; Consultant Pooja Makhija, Director, Fashion Futures, Delhi; and pattern services provider Niwas Sharma, Director, Apparel Solutions, Delhi were among those who were present and attended the show.



Showcasing latest technologies and innovations


The key attraction at the fair was technology, the display of machine-to-machine communication systems powered by several tech companies like Juki, Jack, Hikari, Dürkopp Adler and Brother. “As the industry is still on oxygen, the only way to survive is to adopt automation as much as possible so that we can reduce workforce and minimise cost,” observed GS Madan who explored automation in all segments from cutting to stitching and finishing. Technical and PD teams of various companies shared upcoming developments. Nikita Gupta, Merchandise Manager, Sreepriya Exports, Kolkata informed her company is installing CAD systems and has recently started working on the lean project to boost efficiency.

Digital printing was showcased by India-based ColorJet, which presented digital printer TXF at the fair. The printer offers speed of up to 24 sqm per hour and can achieve print resolutions of up to 1,440 DPI. The company has ambitious plans in place to expand in apparel manufacturing hubs like Bangladesh and Vietnam. And as Smarth Bansal, Brand Manager, Colorjet points explained, “India is already our stronghold and now we are looking to capitalise on the lucrative opportunities in other emerging countries. We are looking to collaborate with local partners, especially in Vietnam.”


The technical teams of Orient Craft, Shahi Exports, Arvind Mills, Decathlon, Paramount Products, TCNS, Mangla Apparels and Global Mode and Accessories were seen exploring different technologies at the exhibition. It was interesting to observe that most of the apparel manufacturers are aware of the fact that automation is a primary solution to the issues they come across, like productivity, efficiency and cost of production. What’s more exhibitors were happy as numerous business enquiries took place at their stalls in GTE.


Knowledge sharing at Apparel 4.0 seminar


The 26th Garment Technology Expo (GTE) 2018 presented a new set of opportunities to visitors and exhibitors on Day-2. The major highlight was the ‘Apparel 4.0’ conference. This was the first-ever conference that took place at the garment technology exhibition, held at NSIC Complex, New Delhi. The day-long conference organised by DFU Publications aimed at educating the industry on how Apparel 4.0 is shaping and transforming the global fashion and apparel business. The discussions got a tremendous response and appreciation from industry stakeholders. Global experts and Indian stakeholders spoke about the growing importance of ‘Industry 4.0’ concept and the implementation challenges to Indian apparel industry. The list of speakers included stalwarts Mike Fralix, President & CEO, [TC]2;Dietrich Eickhoff, CEO & Chairman, Dürkopp Adler; Samath Fernando, CIO, Hirdaramani Group of Companies, Sri Lanka, Prabir Jana, NIFT Delhi and Dr Darlie Koshy DG, ATDC among others. The experts highlighted the role and perspectives of both technology providers and users from the point of view of ‘Industry 4.0’.


Also on the agenda was a panel discussion with industry leaders moderated by Rajesh Bheda of RBC and session chaired by Dr Darlie Koshy, DG ATDC. The panel included JD Giri of Shahi Exports, RC Kesar of OGTC; Gunish Jain of Royal Datamatics and Vinod Iyer of Fortuna Colours. Kesar pointed out, “Indian manufacturers appreciate technology but wait for the right time to implement it. If we keep on waiting for the ‘right time’, the time will never come when we are (actually) ready for Industry 4.0.”


Exhibitors satisfied with the response 


Umesh Gaur, President (Asia), Tukatech observed, “The fair has been good overall. We are associated with GTE from the very beginning. The response was to the mark. It’s been a win-win situation for us.” Talking about India’s advantage, he said, “India holds the upper hand in many areas if explored well. Indian products are still considered the best in terms of quality, though we don’t produce in quantity like neighbouring countries. We are offering a verity of fabrics and handmade designs.”


Giving a sneak peek into the entire value chain, Vishal Sher, MD, Studio Next, elaborated, “A garmenting factor has three major divisions: Cutting, sewing and finishing. We are into cutting automation which has a CAD system from Richpeace. We are available with fully automatic spreader and cutting machines from Japan. We have also come up with semi automated cutting machines and spreader, giving cost effective solutions to the garmenting industry. We are manufacturing semi-automated machines by ourselves. CAD system is from Richpeace. Being in the fair means you get to meet as many people as possible to your product and it served as a great platform.”  Saurabh Bihani, Director, RIT went on to add, “We are into day to day consumables, which are in use from knitting to garmenting. This year, we have come up with products from Wayken. GTE has really been a good platform for new introductions. We are penetrating the domestic market with Wayken this year. We have knives, cutters, cutting machines, etc. The brand is from Taiwan. We have been with Groz Beckert since 1961 when it got entry into the Indian market.”


Juki India displayed many advance machines this time. R Gopal Kukreti, GM, Juki India, said, “Many machines have been showcased for the first time in India. They are equipped with NTSC technology with direct drives and are connected with cloud. We have launched a machine, which can make 10-12 cuffs and collars in one go. We are mainly into non-apparel and knitwear industry.”


Megha Anand Dudhoria, Director (sales and marketing), HCA said, “GTE is phenomenal as it has always been. The platform is helpful for buyers and sellers. HCA is an 108-year-old company. We have expertise in all sewing related segments and offer spare parts, finishing, stitching. We have tie-ups with 16 global companies. Things were good until GST was introduced. This caused little disruption but now it’s back on track. Hopefully from March, it should improve.”


Vikas Kapoor, Founder, Embiq Technovations, offered insights into the newly launched company, “Embiq launched in 2017 with an aim to bring new technology and innovations in embroidery machinery segment. Since we have working in this space for about 20 years. We have a couple of technology tie-ups with companies, which is responsible for training our staff. Also, in the last four months period, we realised it’s not only machinery that India is lacking in but skilled labour is a major concern. So we have come up with various modules for operators, digitisers, and merchandisers in export houses in the form of workshops, such as how to save fabrics during cutting, especially in the embroidery segment. These modules are easily deployable but are not known to people. We provide consultancy services to business houses on how to make capital investments. We are not making regular machines. We are also providing digitising solutions and services online. We are the only company, which specialises in deploying 5S in apparel and garment sector. We are trying to bridge the gap we have seen in the market.”


Speaking about changing customer profiles, Macpi India’s Mohanti Basanta Kumar, Director (sales), explains, “We have launched finishers for jackets, considering the demand is very high for casual jackets in the current market trends. The finisher deals with all kind of fabrics. The only condition is that the jackets should be casual. The market is good, not only for our company but the industry as a whole and this trend is here to stay for the next five years. A lot of business is coming in and we hope for the best in future. Personally, this is going to be 20th GTE for me. We have been seeing a change in the manner client deals with us in the fair. Earlier, they would come and strike deals in the exhibition for good amount of discounts, but now clients prefer to come directly to our office and deal with us in the hope that they would be able to make a better bargain over there.”


Srinivasan of Stalwart Engineering Co., Mumbai, Henry Wilson of Star Whites, Manoj Tulsani from Red Square, Jayesh Rao from Atlantic Care, Mahajan from Pioneer Udyog, G P Singh, KP Exim and  Narinder Kumar, Narinder International were among the satisfied exhibitors and buyers.



Overall GTE 2018, generated good business for both exhibitors and customers who came looking to upgrade their technology. GTE is looking forward to further adding successful chapters to their credits in Bangaluru on August 18-20 as well as their next grand annual event GTE’ 2019 in New Delhi being held on Feb 22-25, 2019.

Wednesday, 21 February 2018 10:43

Intex South Asia 2017

We are happy to share with you that the 3rd edition of Intex South Asia was quite successful which showcased 180 suppliers from 15 countries and attracted 2991 professional buyers from more than 20 countries such as Sri Lanka, India, Pakistan, Bangladesh, UAE, Oman, Mauritius, Italy, Australia, UK, France, USA, Hong Kong, Malaysia, China, Taiwan, Korea, Thailand and others that attended the show over 3 days of sourcing and networking.


The show was inaugurated by the Hon’ble Prime Minister of Sri Lanka, H.E. Mr. Ranil Wickremesinghe in the presence of the Hon’ble Minister of Industry & Commerce, Mr. Rishad Baithudeen and Hon’ble State Minister for Development Strategies & International Trade, Mr. Sujeewa Senasinghe. The grand opening ceremony was well attended by several Diplomats, Heads of Trade Associations and Industry stalwarts from Sri Lanka, South Asia and beyond.


This year, it was encouraging to see sourcing, merchandising and design teams of many apparel exporters, international and domestic brands, buying and sourcing offices, retailers and e-tailers, fashion labels from Sri Lanka and other markets attending the show and looking for innovative textiles and trims for new product development for their next season 2018/19 SS and AW. This makes Intex South Asia – the largest international textile sourcing show of South Asia region bringing together the entire value chain and supply chain of the textile and apparel sector under one platform.


This makes, Intex South Asia a must-visit show which successfully brings together the entire value-chain and supply-chain of the textile and apparel industry under one trading platform.

Wednesday, 21 February 2018 10:38

Stability and tradition in heat transfer

Numerous industrial processes would be inconceivable without heat as an energy carrier. Temperatures of up to 400 degrees Celsius are even required in many cases. With organic heat transfer fluids like Diphyl, heat can be passed from one station to the next without any being lost.


When precision is critical


Synthetic organic heat transfer media show their advantages especially at high temperatures, when precision temperature control is imperative, for instance in manufacturing and processing plastics, synthetic fibers and rubber, and in the wood and metal processing industries. Heat transfer media are indispensable, for example, in fabricating PET from polyester and further processing it into fibers and bottles.

The distinguishing features of synthetic heat transfer media are their high thermal stability and long service life, which make them perfectly suited to processes that run at high temperatures of 280 to 400° Celsius. Under these conditions, the LANXESS Diphyl products prove their worth, as they have been doing since 1929. At temperatures exceeding 340° Celsius, the product is even unique. Thanks to its outstanding thermal stability and longevity, Diphyl is known as the “Grande Dame” of heat transfer fluids.


Consistent performance over thousands of hours of operation


Diphyl, a mix of diphenyl oxide and biphenyl, is a clear, slightly yellowish fluid with low viscosity and a solidification point of 12° Celsius, which is significantly lower than that of the simple compounds. Diphyl therefore is a liquid at room temperature, and can easily be filled into a plant system.

Diphyl retains its heat transfer properties at a virtually constant level over thousands of hours of operation.


Exact boiling point is advantageous in the vapor phase


Diphyl proves its effectiveness particularly in the vapor phase. The mixture has an exact boiling point, which manufacturers can make good use of. An exact boiling point often is crucial to the quality of a manufactured product because it supports precise adherence to target temperatures, as required in spinning and above all polymerization processes.

This advantage convinced Murdotec Kunststoffe, a Dortmund-based manufacturer of semi-finished thermoplastic products, to use Diphyl. The company uses Diphyl DT as a heat transfer medium in production. “In manufacturing semi-finished products from ultra-high molecular weight polyethylene (UHMW), temperatures between 20° and 240° Celsius are required in our pressing plant. Feed and film temperatures above 300° Celsius in the heating system, and low viscosity at temperatures below 40° Celsius, were the deciding factors for using Diphyl DT. The pumps can operate at a lower output level as a result,” explains Josef Ikemann, CEO of Murdotec Kunststoffe GmbH & Co. KG.


Full service for customers


Heat transfer systems are at “the heart” of an industrial production plant, meaning they must function reliably to ensure safe operations. Both the choice and maintenance of the heat transfer medium must be exactly attuned to the process and the design of the plant. The specialists at LANXESS Distribution offer comprehensive pre- and after-sales service in terms of technical application. They also organize one- to two-day workshops to provide customers with more in-depth information.



Optimize resources, Maximizeprofits

A.T.E. Enterprises in collaboration with their principal MAG Solvics has launched SPinFO, online spindle monitoring systems in ITMA 2015 and till date supplied more than 4 lacs spindles and have many bulk orders under supply.

SPinFO is designed to give complete information about the performance of the spinning mill. It helps in optimizing the deployed resources by continuously monitoring and controlling the essential process variables and improves the productivity and quality, thus increasing the profitability of the mill.

SPinFO acquires data from individual spindles in ring frame; individual machines precisely and provides a detailed overview of the machine performance to the users at various levels such as operators, supervisors, maintenance personnel, managers and the top management for immediate action, analysis and prompt decision making, thus ensuring the increased performance of the spinning mill through reduced manufacturing cost.


 SPinFO in running     


    Machine display


Monitoring parameters

·        Production

·        Doffs

·        Stoppages

·        End Breaks

·        Rogue Spindles

·        Slip Spindles

·        Idle Spindles

·        Draft

·        Twist

·        Power Consumption*

·        Air Consumption*

·        Temperature & RH*


Tier 1 – Spindle level:

All the end breaks and deviations are sensed and alerted through 2 colour LED placed in individual spindles. End Breaks, Rogue, Slip and Idle spindles are shown in Tier 1 which is important for operators and shop floor staff.


Tier 2 – Sectional level:

One LED is placed at section which consists of 24 spindles. Any deviations in these spindles are alerted in Section LEDs apart from individual spindle LEDs. This LED is bigger in size and attracts the operator from longer distance to attend where they can identify the spindles with spindle LEDs.


Tier 3 – Machine level:

The MDU fixed at the aisle way displays all the important data for the operator and supervisors likeEnd breaks, end mending time, deviation spindles (rogue, slip & idle), spindle efficiency, power consumption (UKG), pre-doff / doff / stop signaling through 2 colour LEDs

Tier 4 – Block level:

The Info-panel displays the current shift consolidated performance of the department covering all the parameters through slides. It provides the top performing machines, operators, alerts and other parameters.

Tier 5 – Plant level:

The client software developed by MAG is very unique to the spinning mill. Any client PCs can be connected to the main server. The special Dashboard at the entry screen gives a snapshot of current performance shift of the department. This includes production (hour wise & machine wise), end breaks, deviation spindles, stoppage, doff (power, temperature and efficiency – optional) of the whole department. The parameter which exceeds the given standards is highlighted by 2 colours for alert and warning.


Analysis and Reports

·         Dynamic Analysis facilitates numerical as well as graphical analysis of the data through,

-        Detailed Analysis

-        Comparative Analysis with Graph

-        Trend Analysis with Graph

-        Speed curve analysis

·        Comparative report with sort and filter options for easier and faster analysis.

·        Analysis Results can be exported to Excel for sharing and storing.


The standard fixed reports and comparison reports have many options – machine, machine group, count, mixing, operator, shed, supervisor for all parameters. Analysis report provides data in numerical and graphical format and has all the combinations mentioned above. Instantaneous Machine status display and drafts are also provided.

Speed curve analysis is very beneficial to gauge the performance of the machine. Power analysis is another very important tool for monitoring the energy usage. All the important data like Kwh, voltage, frequency, power factor and UKG are provided. Based on this, management can compare the power consumption of individual machines and take decision / fine tune the machines for optimum usage.



Tier 6 – App, Mail & SMS

Mobile App provides live data of current running status of all parameters and analysis of previous shift or day data

SMS is user-configurable and any type of alerts can be set like stoppage, End Breaks / doff time / deviations etc exceeding the set standard. It also sends automatic consolidated or detailed production report after completion of shift/day

MIS report which has all the important details and most required by the top management is sent automatically after completion of every day through mail.

Key benefits:

ü  Management personnel and technicians can closely observe the performance of the deployed resources and make effective decisions.

ü  Maintenance personnel can easily identify the deviations in the machinery and respond immediately, ensuring the optimum performance of the machinery.

ü  Operators can effortlessly find the end breaks or stoppages and prioritize their patrolling pattern to increase the productivity.

ü  A healthy work culture is created at all levels by enabling the resources to work smarter rather than to work harder.

SPinGO – Bike for Operators:

§ It is boon to operators where it is Compact and sturdily built with high quality materials

§Developed, keeping in mind the comfort needed for a spinning operator and working environment

§Very simple to operate and fast recharge

§Electric accelerator and battery level indications available in battery and handle bar

§Horn and lights provided for additional safety

§Eco-friendly and zero pollution


SPinGO – e bike


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