GNCT 32216

FINAL REPORT – INDUSTRIAL TRAINING

By

G.D.E. Lakmali
IM/2014/036

Name of the Supervisor: Dr. Suren Peter

Department of Industrial Management

University of Kelaniya
Sri Lanka
2019
ACKNOWLEDGEMENT
First, I would like to extend my heartfelt gratitude to the Department of Industrial Management
for giving me this opportunity in receiving a valuable Industrial Training.

I thank my Industrial Training Coordinator Kasuni Widanagamachchi and my Industrial Training

Academic Advisor Dr.Suren Peter for the guidance and immense support extended throughout the
period. Moreover, I thank all the academic staff members that helped me throughout the internship
period.

I am truly grateful for MAS Intimates Silueta (Pvt) Ltd. for giving me an experience of a new
chapter as a Data Analyst & Industrial Engineering Project Development Intern.

With these few words, I would like to convey my heartiest gratitude to my Industrial Training
Advisor (ITA), Dr.Thashika Rupasinghe (Head of Industrial Engineering) for bringing out the best
in me by giving me an immense support to get through my industrial training session in a very
successful manner. Her continuous guidance for project development, assessment, feedback,
support to build internal relationships and advices made me develop my knowledge, skills and
personality to excel in performance.

I always treasure each member in the Industrial Engineering department for sharing the knowledge,
encouragement and treating me very dearly. The entire staff of MAS Intimates Silueta (Pvt) Ltd.
was indeed a great strength for me in succeeding the training as an In Plant Trainee.
TABLE OF CONTENTS
ACKNOWLEDGEMENT .......................................................................................................2
TABLE OF CONTENTS ........................................................................................................3
1. Factual Summary of Placement ........................................................................................4
1.1. General Description ...............................................................................................4
1.2. Description of the Placement Setting ......................................................................5

1.2.1. Company Motto ................................................................................................... 12

1.2.2. Vision .................................................................................................................. 12

1.2.3. Mission ................................................................................................................ 12

1.2.4. Organizational Structure ...................................................................................... 12

1.2.5. Functional Process ............................................................................................... 13

1.3. Work undertaken during the Industrial Training ................................................... 18

1.3.1. Data Analytics ..................................................................................................... 18

1.3.2. Industrial Engineering .......................................................................................... 27

1.4. Other opportunities provided for student learning ................................................. 45

2. Student’s Comments on the Placement ........................................................................... 47

2.1. Opportunities offered by the placement ................................................................ 47
2.2. Opportunities for Personal Development in the Company .................................... 48
2.3. How the Placement helped to Integrate Theory and Practice................................. 49

2.4. Other Areas of Knowledge and Skills which were improved ................................ 51
2.6. Comments / Feedback regarding the Industrial Training Program ........................ 54
2.7. Other Comments .................................................................................................. 55

3. Critical Incident which occurred during the Placement ................................................... 56

4. Declaration ..................................................................................................................... 57
5. Appendices (5.1. New Recruit Induction Schedule) ........................................................ 58
1. Factual Summary of Placement
1.1. General Description

1. Name of the student: G.D.E.Lakmali

2. Student No.: IM/2014/036

3. Year Level of Student: Level 3

4. Name of the company: MAS Intimates Silueta (Pvt) Ltd.

5. Address of the company: Silueta (Pvt) Ltd., Lot 14, Zone 01, Bepz, Walgama, Malwana.
6. Name of the Industrial Training Advisor: Dr.Thashika Rupasinghe

7. Placement dates:

Starting Date: 03rd September, 2018

Finishing Date: 03rd March, 2019
 1.2. Description of the Placement Setting

Figure 1.2.1.-MAS Intimates Silueta pvt.ltd. Logo

In 1987 Mahesh, Ajay and Sharad Amalean introduced lingerie manufacturing to South Asia and
there began the MAS legacy. What seemed as venturing down a most unconventional path has
resulted in MAS being at the forefront of taking the art of lingerie manufacturing to the world.

MAS is a company, which focuses on fashion and lifestyle. It is a manufacturer of intimate apparel,
sportswear, performance wear, and swimwear and provides IT solutions to the apparel and
footwear industry. MAS also owns Sri Lankan lingerie brand amanté

MAS is a $1.2 billion conglomerate and is positioned as one of the world’s most recognized
Design–to-Delivery Solution Providers in the realm of Apparel and Textile Manufacturing. The
organization is headquartered in Sri Lanka with 42 manufacturing facilities placed across 15
countries, with design locations placed in key style centers across the globe and with over 74,000
people involved in its operation. The seamlessly integrated supply chain that is balanced to
perfection with the organization’s strategically placed design houses gives MAS the knowledge,
the means and the speed to delivery that is demanded by the industry.

MAS has a much-diversified portfolio under its umbrella. With businesses in IT, its own brands
and Industrial Parks; MAS is a conglomerate that strives to create a self-sustained eco system in
the global business arena.
The capital board of MAS is as follows,

• Mahesh Dayalal Amalean-Chairman

• Shirendra Lawrence-Chief Operating Officer
• Timothy Speldewinde-Managing Director – Stretchline
• Sharad Amalean-Deputy Chairman
• Ajay Amalean-Managing Director – MAS Brands and Retail: India
• Sudharshan Ahangama-Director – Group Finance
• Nathan Sivagananathan-Chief Growth Officer
• Shakthi Ranatunga-Director – Group Human Resources
• Suren Fernando-Chief Executive Officer – MAS Intimates
• Dinesh De Silva-Chief Executive Officer – Bodyline

MAS is proud to hold a global reputation for an ethical and sustainable working environment. The
tireless effort put towards women’s empowerment has put MAS on the map as a global standard
to aspire to. The concept of “new thinking” at MAS breaks the norms of innovation as the world
knows it. Re-engineering, re-thinking resource utility, exploiting processes and the relentless
pursuit of excellence is the MAS lifestyle.

MAS Intimates holds the ownership of garment factories as well as raw material suppliers. MAS
Operating System (MOS) is the company’s personalized lean manufacturing system based on the
Toyota Production System. Emphasizing on maximization of resources used with the objective of
becoming responsive to customer demand, MOS enables us to provide value for money solutions
from design to delivery, ensuring the highest quality, at the lowest cost, and delivery in the shortest
lead-time.

Lean manufacturing internalized through MOS established a more operationally empowered

workforce along with lean leadership within the business. The systematic approach has empowered
employees & led to setting standards, aligning strategies, goals and objectives at MAS within their
very own ‘Hoshin Kanri’ framework. From this foundation of lean manufacturing, continuous
efforts to improve lean practices in company operation formed the foundation of establishing a
‘Lean Enterprise’ across the organization. In order to align with this system, Intimates had
established their own companies to supply the raw materials.
Silueta (Pvt) Ltd., a subsidiary of MAS Holdings located in the Biyagama Export Processing Zone,
started commercial operations in 2004 as a backward integration supplier to support the intimate
apparel industry in the region. Today they are a leading molded bra pad supplier to intimate
apparel manufacturers both within MAS as well as to other lingerie manufacturers in the region.

Services vendors are available at both in Sri Lanka and overseas includes MAS, Corsina, Clover,
Bogart, Brandix, Quantum Clothing, Bannari, and AAI.Silueta has been ranked as an “A” grade
supplier to all factories including Bodyline, IFI, Comfortwear, Quantum Clothing, Unichela,
Slimline,Thurulie and also the 2nd largest bra cup supplier to Victoria’s Secret.In addition to that
it is the largest pad supplier to Triumph International in the region.

Silueta’s innovation-driven growth plan led to the establishment of the Close Comfort Project
(CCP), which uses patented technology for silicone and flock application on garments. Branded
‘Silsoft’, this technology is used in numerous apparel solutions such as customized compression.
Developed the Silicone and flock technology for Bra wings, hook & eyes, and other garments too.

The main raw material suppliers to Silueta as follows,

Figure 1.2.2.-Main Suppliers

The milestones where Silueta went through in product launch are

 The Lacie Strapless by Victoria’s Secret - The bra that makes the outfit”
 Body by Victoria “Lace” - “Conforms to your shape for incredible comfort.”
 Wear Everywhere by VS PINK - Your everyday fave—cute, comfy and super smooth.
 Body Make-Up by Triumph -”A new sensual concept in everyday lingerie.”
 NIKE Pro Turbo Speed
 Rugby World Cup kit – France and England
 No Show Sexy by Victoria’s Secret
 Nearly Naked T-Shirt Bra by M&S

The technology is part of trend-setting, innovative products for brands such as Victoria Secret,
Nike, Marks and Spencer, Triumph, Sloggi, HOM, Berlie and Land’s End. Nike, who used
strategically placed silicone panels on the 2011 Rugby World Cup jerseys for England and France
to enhance durability and grip, put the technology to the test.

Figure 1.2.3. – Customers

Silueta was awarded the ISO 9001: 2008 certification in 2012. Receiving the ISO 9001: 2015
further substantiates the company’s commitment to continuous improvement of processes to offer
superior products and services to its customers. With lean manufacturing and quality systems being
embedded into the operating processes, built-in-quality became integrated into the system. A new
culture developed where people add value to the processes that drive the business.

The new standard takes into account the demands of today’s dynamic and globally interconnected
world. Some of the key advancements include: a greater emphasis on building a management
system more aligned to each organization’s particular needs, greater senior leadership involvement
and accountability, alignment of quality with wider business strategy, and risk-based thinking and
opportunity identification. There are also less prescriptive requirements for documentation and
alignment with other key management system standards with a common structure and core text.

Strengths Weaknesses
• MOS team to keep the organization • Have local fabric suppliers which has
with Lean Concepts in every process. more damages since they can’t afford
• Skilled workforce who are happy about much on overseas fabrics suppliers.
their wages and working environment. • Lack of some modern equipment and
• Continues planning for next steps. tools.
• In plant product development centers • Some areas of the factory are bit below
and Research & Innovation Center. the MAS standards.
• Labor turn over.

Opportunities Threats
• Customer demand on impact protection • Bargaining power of customers.
products. • Customer and external audits
• IM/IP technology can make change in dissatisfactory due to some low
apparel field. standards in the working , office and
canteen areas.

Figure 1.2.4. -SWOT Analysis

MAS Silueta has their own strengths and weaknesses which now they are trying their best to make
the weaknesses into their strengths through new opportunities overcoming the threats.

R&I the strategy

The R&I the strategy is to improve existing products, while adapting other customer products to
suit the customer requirements. The work is done in collaboration with the customer R&D teams,
MAS R&I, and suppliers. Innovation is focused on 3 key areas;

 Material Innovation
 Product Innovation
 Process Innovation

Business Models

The business models for molded bra cups manufacturing are

 Standard Model - No RM holding,Greige Commitment - 4 weeks prior to order,P/O to

Delivery - 8 weeks, No Liability
 RM Model - Hold Fabric and Foam P/O to Delivery - 3/4 weeks,Customer Liability
 Specialized Foam Model - Foam holding only,P/O to Delivery - 6 weeks, Customer
Liability
 Fixed P/O Date Model - Orders placed on fixed date every month,Advanced capacity
projections to be communicated, No RM Holding,P/O to Delivery - 5/6 weeks
Figure 1.2.5. -Categories of Products at Silueta
 Figure 1.2.6.-Key Product Portfolio

1.2.1. Company Motto

Defining Shape…..Defining Purpose

1.2.2. Vision
To Inspire, Innovate, Create Value and Respect Humanity

1.2.3. Mission
Inspire Innovation and Sustainability
Build Talent and Strategic Relationships
Achieve Excellence and Ambitious Profitable Growth

1.2.4. Organizational Structure

 1.2.5. Functional Process
The functional structure of Industrial Engineering department is as following.

Figure 1.2.5.1.-Functional Structure

Molded Bra Cups

Bulk Layout Development Process

PDC – IE make the initial SMVs and other work aid requirements. Review the criticality of the
style. If completed conduct Special style meeting with manufacturing IE team & MMT teams (2
to 6 months prior to PSD).If not Weekly meeting with manufacturing IE team. Arrange the Work
aids & other requirement for new style. Then Get the approval and make work aids & other
requirements. Conduct Integration meeting with MBC team. Prepare layout and work aids
requirements. Confirm Layout with other teams. Integration run and review method and work aid.
Reprepare or confirm layout with other teams. Conduct PP meeting. Handover Pilot layout to
MMT for setup. Pilot Run. Review the changers required for Pilot. Handover bulk layout to MMT
for setup. Finally Bulk Run.

Production incentive preparation

Data collection on manning allocation. Get Approval from the team leader. Feed data to the system
while getting the data extract reject percentage AQL failure verified data from quality dept.
Prepare daily efficiency report and Daily Incentive Report. Verify incentive report by the MI
executive. Distribute report for module. Verify distribute report by team leader and make
necessary changes. Prepare monthly incentive report. Verify incentive report. Handover to the
HR/finance for payments.

Production Monitoring Process-Line balancing

IE executive hand over the bulk layout to the MMT & Production based on molding head plan &
Cadre allocation. Layout arrangement. Determine the operators’ skill level. If skill level is lower,
then train the operators. If skill level is enough Operator allocation & balancing of the layout.
Conduct time study & method improvements. Recheck the line balancing. Confirm the SMVs to
the planning department .

Line Balancing & SMV Conformation

IE executive get TECH PACK from PDC SMV. Check the SMV breakdown in pilot run. Hand
over the bulk layout to the MMT & Production based on molding head plan & cadre allocation.
Layout arrangement. Determine the operators’ skill level and if the skill is enough operator
allocation & balancing of the layout. Conduct time study & method improvements. Recheck the
line balancing and reconfirm the SMVs according to the TECH PACK.

Downtime Capturing

IE data entry operator collect downtime record files by IE department. Get the team leader’s
approval for the record. Data entering to SAP. Review the downtime by relevant teams and request
for changes within the given period. Generate downtime, Review weekly data and take necessary
actions. Finally Include downtimes to monthly production summary, and circulate.
Lamination SMV making Process for Planning

Organize an initial PDC new style discussion meeting with PDC IE/DE/Fabric technician. Create
SMV factors based on lamination type, speed, foam & fabric and inform to Technical General
Manager. Review SMV factors are correct. Pass the SMV factors to Lamination IE executive.
Make SMV and pass it to confirm by Head of IE. Finalize the SMV, machine type, efficiency of
lamination MC & update the SMV database. Handover to planning department in order to make
loading base lamination SMV.

Close Comfort Project

Manning forecast (Printing & Finishing)

Loading Plan receiving through via mail from Planning Department. Production demand on style
& quantity. Workout the manning requirement using SMV values. Handover to HR, Planning,
Marketing, Production, Management.

Preproduction

In direct business costing process IE executive get construction details from Development. Costing
SMV. Development feedback and get customer request. At the integration, stage improving
documents as Technical sheet, Costing sheet, GSD sheet, Layouts, SMV, Machine requirement,
Labor requirement. Pilot trial (Re-confirm Docs). Hand over to production. In indirect business
costing process, get the Construction details from Development. SMV analysis and Development
feedback and get customer request. At the integration, stage improving documents as Technical
sheet, Costing sheet, GSD sheet, Layouts, SMV, Machine requirement, Labor requirement. Pilot
trial (Re-confirm Docs). Hand over to production.

Production Monitoring Process-IN

Style hand over to production. Insert labors into ladder (First stage). Collecting information from
different modules. Get AQL failures, Reject percentage by QA and Efficiency measure by IE
Analysis of data and prepare incentive list (Monthly).Handover to HR.
Production Monitoring Process-LU

Labor & machine (space) utilization monitoring. In Line balancing Identify the required manning
power according to the SMV using Yamazumi charts layout sheet (Auto CAD sheet).In Layout
checking Check the layout. In Identify skilled workers Study labor qualities & outputs, Identify
the skill labors and maintain records.

Production Monitoring Process-MDTM

Information capture about machine down time. Enter to Excel information system. Weekly review
and discussion to continue the improvements.

Direct Business Costing

Receive a request from Marketing. Collecting parameters to calculate SMV, operation

improvement and costing SMV.Send the details to marketing to get customer feedback. If the
feedback is good, continue the operation & method improvements, machinery Improvements and
finalize the SMV for production.

Operation Improvement

Conduct time study to capacity evaluation. Meeting with IE Manager, Dev. Engineer, Dev.
Manager/Relevant persons and handover to the planning to proceed. Get the approval to do the
modification and do the time saving calculations.

Injection Molding

Manning forecast

Loading Plan receiving through via mail from Planning Department. Production demand on style
& quantity. Workout the manning requirement using SMV values. Handover to HR, Planning,
Marketing, Production, Management.

Preproduction
Development feedbacks (integration meeting). Prepare layout and design/determine work aids
requirements. Check work aids availability. Confirm lay out and arrange layout for pilot run.
Arrange bulk layout for production.

Production incentive preparation

Data collection on manning allocation. Get Approval from the team leader. Feed data to the system
while getting the data extract reject percentage AQL failure verified data from quality dept.
Prepare daily efficiency report and Daily Incentive Report. Verify incentive report by the MI
executive. Distribute report for module. Verify distribute report by team leader and make
necessary changes. Prepare monthly incentive report. Verify incentive report. Handover to the
HR/finance for payments.

Production Monitoring Process-Line balancing

IE executive hand over the bulk layout to the MMT & Production based on molding head plan &
Cadre allocation. Layout arrangement. Determine the operators’ skill level. If skill level is lower,
then train the operators. If skill level is enough Operator allocation & balancing of the layout.
Conduct time study & method improvements. Recheck the line balancing. Confirm the SMVs to
the planning department .

Production Monitoring Process-Molding Machine Downtime Capturing

Collect / capture machine down time at molding machine. Downtime data enter to system.
Distribute daily down time report. Prepare weekly downtime – presentation. Review
progress/actions in monthly review meeting.

SMV Making and Confirmation

. Participate to the new style discussion meeting. Make an operation break down. Make the SMV
and present SMV to NPI meeting. Review the SMV accordingly methods finalizations in test lot
trails and integration trails. Get approval from manager Injection molding. Send final SMV of the
style to the IM PDC. Add SMV to the style. Review the SMV in production stage. Continue style
with same SMV.
 1.3. Work undertaken during the Industrial Training
I worked as a Data Analyst and Industrial Engineering Project Development intern assigned to the
Industrial Engineering Department. Within first few weeks, I learned about all the functional
processes that undertaken from the department mentioned above (1.2.5.Functional Process). After
that, I undertook the following projects from data analytics and Industrial Engineering.

1.3.1. Data Analytics

Data mining for style categorization using R

Learned how to apply K means clustering for style categorization in MBC plant to production
module selection. Gathered data about all the styles that produced in MBC (Molded Bra Cup),
Categorized the demand of all months for one-format using available data sheets. Fetched to SPSS
statistical software to cluster them using K means clustering method, and analyzed output.

Figure 1.3.1.1. –Findings

Planning, Manufacturing & Sales data analytics & visualization

Learned how to use Power BI for data representation, data analyzing and decision making and for
casting. Identified factors and KPI for Sales, Marketing, Planning, Manufacturing and Delivery
that are necessary to represent in Power BI.

Developed Power BI dashboards for Sales and Marketing, Manufacturing and Delivery
processes/departments.

Figure 1.3.1.2.-Planning dashboard

HR cadre, Plan to Performance & Sales data analytics and visualization

Learned about use of Microsoft Power BI on data analytics and visualization in terms of MS Excel
sheet numeric data and easiness of it to better visualization. Moreover, use of that software for
better decision making over other software products available.

Developed Microsoft Power BI dashboards for data visualization in HR department for HR cadre
in different months with target and actual variation, plan to performance and daily ,monthly and
annual sales for actual and budgeted in regular meeting for senior management to visualize the
data as a replacement for other tools.
 Figure 1.3.1.3.-Dashboards

Pairs per std hrs variation analytics

Learned factors that affect for pairs per stsd hrs variation. In addition, how much each factor effect
to the variation with a good engagement of planning department. Through that learned how we
can visualize the pairs per std hrs data between two months and to get managerial decisions which
styles will gain more profit with less capacity and cost.

Gathered the loading plan data from Planning Department for several months in 2018 and analyzed
those data using SPSS software for statistical analysis. Then visualized those data by eveloping a
Power BI dashboard with normal distributions of std rs distribution with styles and histograms for
demand distribution of each style.
Figure 1.3.1.4.-Pairs per std Analysis
Data analytics & visualization for Downtime Monitoring mobile application

Identified the issues that are encountered due to miss communication of downtime in production
floor and the loss of production that can occur due to downtime duration and improper handling
of data manually on downtime. Then understood the importance of digitalized device to monitor
communicate downtime and a storage to manage downtime data online. In addition, ability to
visualize those data for supporting.

Discussed with IT department and identified the technology as Microsoft SharePoint to develop
the mobile application and data sources to visualization in Power BI.Learned about Microsoft
SharePoint which is a cloud storage that organize mad manage content with lists, meta data records
management with ability to communicate through group of staff using messages and ability to
develop mobile applications for Android, IOS and Windows and the ability to automate business
process with alerts and workflows. In addition to that how Power Bi can be link to SharePoint as
a data source.

Collected sample data of manually collected downtime data and gathered the business requirement
that need to be in downtime monitoring mobile application by IE and production managers.
Developed Power Bi dashboards to downtime data visualization for MBC and CCP by link the
SharePoint to Power BI as the SharePoint online list as a data source for real time data monitoring
and visualization .First linked the SharePoint to Power BI and analyzed those list data according
to department wise and floor wise to get decisions independently to team leaders and executives.
Figure 1.3.1.5.-Downtime Monitoring Dashboard
Data analytics & visualization on direct & indirect cadre incentive variation

Learned about incentive payment method available for shop floor workers at Silueta.How the
incentives are calculated according to worker categories, payment scheme and what kind of
incentive data gained from SAP ERP system. What are the worker categories available for indirect
employee and how to analyze salary related data and visualize them.

Collected employee incentive data from SAP and document them to Excel. Using that data
conducted an analysis about the incentive amounts are paid by direct employees and indirect
employees during several months in 2018 and visualize those count and amount using Power BI.

Figure 1.3.1.6.-Incentive data analysis dashboard

Data analytics & visualization for Feeder Utilization System

Supported for data visualization part of Feeder Utilization System by analyzing the captured data
from the device for head wise and module wise in MBC plant and then used Power BI to visualize
the data for user-friendly data visualization for machine operators and cut kit suppliers to find out
the module and head which has a cut kit delay.

In addition to that learned about the cutting department’s process up to molding process and what
kind of issues can occur due to delay of panel supply.

Figure 1.3.1.7.-Feeder Utilization Dashboard

 1.3.2. Industrial Engineering

OEE enhancement analysis for machines to digitalize OEE calculation

Learned about how to do the OEE calculation for machines and what are the machines that need
to do these calculations in MBC, CCP, IP and CNC. Identified critical operations in different
departments and machines used for them and how those parameters can be calculated and capture
currently.

Visited all the plants in the factory and gathered relevant data by self-observation and with the
help of relevant managers. Then updated the required data for OEE calculation and recommend
modifications for automatic data capturing.

Simulation for man machine efficiency optimization

Learned how to use MS Solver to develop and find solution using an algorithm to optimize man
and machine resources. Using it to identify optimal number of workers for each cell.

Found the equation for output utilization in MBC plant and constraints related to it.Developed the
algorithm and interfaces for user-friendly system usage using excel vba. Test the system and
enhanced it for different SMV and output values.
Development of Multi Skilled Cadre Management System

Learned the skill allocation process for employees and operations in CCP and MBC plants. And
the study details of employees. Learned about dynamic line balancing and to develop dynamic
resources allocation system using MS Access and identified multi skill employees.

Discussed with CCP and MBC plants’ IE managers and identified the requirements for Multi
Skilled Cadre management System and interfaces. Developed quarries, forms, reports to
automatically design the Yamazumi with required employees and their skills. Developed relevant
reports needed to further review for IEs.

The first step was to develop the operator details form and table. The user should be able to add,
edit, search, remove and view operators. Developed user login so different access levels were
given to access different functions. The final stage for the system of MBC was to develop Skill
Index Function. The skill index is a function to check whether the operators are skilled enough
or not. By using the operators’ study data, we can calculate the skill index using a simple
calculation.

(𝑚𝑜𝑙𝑑𝑖𝑛𝑔 𝑖𝑛𝑑𝑒𝑥 × 𝑚𝑜𝑙𝑑𝑖𝑛𝑔 𝑒𝑓𝑓. +𝑡𝑟𝑖𝑚𝑚𝑖𝑛𝑔 𝑖𝑛𝑑𝑒𝑥 × 𝑡𝑟𝑖𝑚𝑚𝑖𝑛𝑔 𝑒𝑓𝑓 +

𝑝𝑎𝑐𝑘𝑖𝑛𝑔 𝑖𝑛𝑑𝑒𝑥 × 𝑝𝑎𝑐𝑘𝑖𝑛𝑔 𝑒𝑓𝑓)
𝑠𝑘𝑖𝑙𝑙 𝑖𝑛𝑑𝑒𝑥 =
𝑚𝑜𝑙𝑑𝑖𝑛𝑔 𝑖𝑛𝑑𝑒𝑥 + 𝑡𝑟𝑖𝑚𝑚𝑖𝑛𝑔 𝑖𝑛𝑑𝑒𝑥 + 𝑝𝑎𝑐𝑘𝑖𝑛𝑔 𝑖𝑛𝑑𝑒𝑥

Initial functions for the new system was same as before, but instead of the Skill Index function
they wanted a new function; The Dynamic Line Balancing. At that time, they were doing line
balancing manually by analyzing the study details. Dynamic line balancing helps to balance the
line automatically using the data in the data base. Its easy, fast and accurate. The initial stage of
developing the system was updating the style table of database. Dynamic line balancing is done to
a style. So, we needed a table to keep the operation breakdown of each individual style. To do that
we provided a basic spreadsheet to fill and then added button on the Access form to upload the
table automatically. After importing styles, we they could be able to select the operators’ module,
shift, target output per hour and the required efficiency.
The final results should include,

• Filtered operators according to above selection

• Operators which are skilled to perform the operation in the operation breakdown of the
selected style
• Operators above or equal to the given efficiency level
• Selected operators should be from the higher to lower efficiency
• 100% target
• Theoretical Line Balancing
The final stage of this project was to auto generate the Yamazumi Chart. As I mentioned
Yamazumi charts were drawn early was manually entering data to an Excel spreadsheet.
However, here, after gathering all necessary data we can generate the Yamazumi just a simple
button click.

Figure 1.3.2.1.-Employee Details Interface

Figure 1.3.2.2.-Line Balancing data input interface

Figure 1.3.2.3.-Referring Employee Details interface

Figure 1.3.2.4.-Yamazumi Graph interface

Figure 1.3.2.5.-Report Generation

Process improvement to expand the capacity of in line QC

Learned about the current QC process which is collecting the defects in the module while carrying
out three audits.Insted of carrying out audits how the new methodology can inform the quality of
production flow real time and also for the operators how it can give an idea about the product
quality in their own cells which would accelerate quality decision making process.

Did a time study about new inline quality process and gathered data about time taken to new QC
check the rejection. Analyzed data, compared both with old QC process, and with found benefits
of new QC process. Presented those data and gave suggestions to reduce the cadre to reduce the
cost of MBC production. Through that, it could help to implement new process in other sections.

CK capacity ramp-up

Learned about capacity production, which estimate future financial performance and create a time
line for delivery products. The methods that can use to calculate production capacity. Learned
about MS Excel lookups and macros that can use to easy calculations in Excel for daily and
monthly updates.

Discussed with MOS department on how to calculate the capacity for CK brand and how do they
plan to enhance the capacity. Sketched the required tables and put them on Excel by using lookups
in excel for easy calculations and developed graphs in monthly actual and planned capacity.
Figure 1.3.2.6.-Daily/Monthly Capacity
Standardization of CNC finishing process

Learned about CNC department where produce metal molds for bra cup manufacturing to give the
desired shape and the size with unique features to the product using heat molding. Learned about
the process from material acquisition to product development in CNC finishing process in
department. Basic knowledge about CNC machines and use of CNC machines for computer-
intergraded manufacturing and about the floor process chart.

Conducted a study in Finishing in CNC department and then found operations where took lot of
human involvement and time. First gave suggestions to managers where we can improve. As their
guidance, first standardize the process, and then optimize the process. Gave suggestions to make
a proper plan to fully utilize the machines, reduce the head count.

Figure 1.3.2.7.-Task List for CNC Finishing Process

Figure 1.3.2.8.-Floor Process Chart for CNC finishing Process
Figure 3 -Standardized Work Combination Table

Figure 1.3.2.10.-Summary Table

Arena computer simulation – WIP building, utilization of cadre and machine, optimum
layout planning and unit flow

Learned the application of system modelling and simulation in manufacturing

oraganizations.Evaluate different options available when simulating systems. Formulate discrete
event simulation software to simulate and analyze system. Analyzed the results of a simulation
and recommend appropriate solutions to the problem.

Developed old Arena models at initial stage and modify the finishing old Arena models to the
status. Modify the printing and molding old Arena models to reflect the current status.WIP
building where to focus on in terms of SMV reduction. Utilization of the cadre and machine.
Optimum layout planning and unit flow.

Figure 4-Arena Logic & Floor Diagram for Molding

 Figure 1.3.2.11.-Simulation for Molding

Development of Lamination SMV & Cost Analysis System

Learned about lamination department that provide laminated fabric foam for bra cup production.
Learned about lamination development process as joint product development with PDC and
lamination planning process production demand prs to meter conversion, material flow planning.
Lamination planning, lamination to curing flow, curing to cutting flow.

Met lamination department manager discussed the requirement of SMV calculation and cost
analysis system. Developed the system using Excel VBA with a SMV calculation for a given
inputs as length of fabric, speed of machine etc. In addition, calculated cost according to type with
minimum cost using MS Solver.
Figure 1.3.2.12.-SMV Detail interface

Figure 1.3.2.13.-Cost Detail interface

Figure 1.3.2.14.-SMV Analysis interface
Figure 1.3.2.15. -Cost Analysis interface
Development of HR Attendance & Worker Grading System

Learned about incentive payment method available for shop floor workers at Silueta.How the
incentives are calculated according to worker categories, payment scheme and what kind of
incentive data gained from SAP ERP system. What are the difficulties that encountered during
incentive calculation and how a database management system can solve those issues faced by both
IE and HR departments.

Observed the weakness of current incentive calculation methodology and using current data
developed an effective database that can store all employees’ daily attendance details with time
and grade and developed simplified system to filter each employee data and generate report about
each employee and to highlight not recorded details.

Figure 1.3.2.16.-Employee Data interface

Figure 1.3.2.17.-Search Record interface

 Figure 1.3.2.18.-Report Generation interface

Development of integrated system for lamination SMV verification

Learned about Lamination SMV making process. How to create SMV factors based lamination
type, speed, foam type, fabric type and reviewed the SMV factors are ok. Finalized the SMV,
machine type efficiency of lamination MC and updated the system. In addition, how to make the
loading base on lamination SMV.

Developed a database management system to calculate SMV automatically using the mentioned
SMV factors by adding style of bra cup, customer, foam type, thickness ,fabric type, length,
machine speed and SMV for dot coat, spray and foam to foam. Using the system, the IE executives
and lamination department can review the data up to date.
 Figure 1.3.2.19.-Style Data interface

Figure 1.3.2.20.-Search Data interface

Figure 1.3.2.21.-Filtered Data interface

 1.4. Other opportunities provided for student learning

Overall Company Induction

As I was first attended to the factory, I was given an induction of two weeks. During that period,
I could get a basic understanding about the functions and duties of each department of the
company. First, I was welcomed by HR department and made us aware of the Departments,
Introduction on the company, dress code, BOI passes and procedures, Company policies etc.

I observed the lamination process on our second day of induction. Lamination Development,
Planning, Material flow and QA processes were observed. Next department was the Health and
Safety Compliance. As every company silueta has a separate department to work on the health
and safety of the employees and specially the labours. We learnt about fire safety, Chemical
safety rules and standards, Ergonomics, Customer Code of Conduct and General Health and
Safety.

In Plant Maintenance Department, they told me the department structure and responsibilities,
Key areas of the department, future goals and expectations of the department/observations and
suggestions of the team. Next, I visited the Planning department of the MBC. I got the knowledge
about role of planning, structure of the team, Planning process, and Main KPIs and deliverables.

Next, I visited Product development centres of CCP (Close Comfort Projects) and MBC (Molded
Bra Cups). There I could observe the development request from marketing to planning, CCP
technology Platforms, Product details and development process, Garment technology and pattern
technology and Job function.

On the following day I went to CNC department and observed the mold making process, main
areas of process flow, RM, INPUT/OUTPUT of CNC. Then I had induction sessions in
Production in MBC, on Structure of MBC and Projects of Autonomation, Cup manufacturing
process and molding machine functions.

During the second week I had induction on IE departments of both CCP and MBC. It was about
IE Structure, functions with PDC, functions with Manufacturing and special projects. In
QA department I had an introduction of structure and areas of quality department, current quality
assurance process in MBC & Lamination. Next in MQA department, we saw fabric and trim
inspection methods.

Tasks and Benefits for the trainee Benefits for the organization
Responsibilities
Keeping the workplace I will be able to find anything The company will be able to
tidy according to 5S that is required for the job easily maintain its quality standards
standards without wasting time. Working and it would help them gain
in an organized environment customer satisfaction and
helps maintain calm mindset confidence
Visit the manufacturing I get to learn the manufacturing The department will be able to
floor to identify process and get a clear insight on identify potential areas that
potential manual how such a large scale require their services. When a
operations that can be manufacturing takes place in a trainee is used for this purpose, it
automated and also flawless manner saves the precious time of busy
gather knowledge permanent employees.
about the operating
procedures.
Monitor the progress of I get to learn and experience Making easier for the supervisor
the current projects on project management by doing the monitoring, which
a daily basis and report methodologies used in the are needed to be done by them
any important facts to industry. In addition, this gives so they don’t have to worry
the project coordinator me a clear idea of the stages a about monitoring the progress.
project passes through and its
critical and not critical
components.
Reporting to workplace Makes work easier and less Organization will be able to
on time stressful because last minute make its deadlines with all
rush will be reduced. employees working on time
 2. Student’s Comments on the Placement
2.1. Opportunities offered by the placement

All the employees of the department, which I worked at (Industrial Engineering), were very
friendly and keen on explaining things regarding any process that they carry out. Especially the
supervisor was very helpful in explaining the practical aspects of the theories, which I have learnt
during academics. My supervisor was the Head of the department and she wanted me to always
report on my findings regarding technical or non-technical aspect of the department. She
encouraged me to learn the whole strategically managed manufacturing process of the factory and
how a project that comes to the department passes through various stages before successful
completion. I was given access to department meetings, technical seminars, workshops etc. to
broaden my knowledge on how an organization operates.

Also I was given an Internship Diary form HR department to maintain my tasks and get it signed
at the end of each week form my supervisor and HR manager. It was a successful method for
measure my progress and to recommend me to MAS in future as a permanent employee.

My workload was not very high as a trainee. My supervisor gave me enough free time to gain
experience in the working environment in the whole factory. However, she assigned several
projects. I was supposed to complete them on time, which successfully did. Part from scheduled
projects, whenever extra manpower was required for urgent work to be done quickly, I was called
to provide a helping hand (analysis, documentations, chart developments, presentation etc., getting
ready for visits, audits etc.). The company did not suffer from limited staffing problems and
therefore, there was no added stress as a trainee to complete other people’s tasks as well. Each and
every employee of the department was working at their best to provide an effective output to
enhance the production capacity while increasing the profit on whatever problem they are
presented with.
 2.2. Opportunities for Personal Development in the Company

The internship programme at MAS Intimates Silueta provided hands-on working experience to
explore and understand their world-class business practices. It is an ideal opening to apply the
academic learning skills gained throughout the years in a project-based environment. The
internship program sharped the professional skills to bring out the best in an individual by being
part of a dynamic team led by the leadership that drives the world renowned MAS thinking. The
Industrial Engineering department operating under MAS manufacturing is a major focus area since
it is involved in providing Industrial Engineering project solutions together production layout
planning, SMV calculation, production monitoring. Therefore, the Internship at Silueta is geared
to open avenues for commencing a career, in an environment on par with global corporations, with
world-class professionalism, while upholding corporate values and ethics.

And the PACE Training Program conducted monthly by the HR department was to develop the
soft skills of the employees and interns and how to face for the future and achieve future goals. It
was a great opportunity for me to learn how to succeed the future career and how to fulfill my
goals.

The other knowledge hub was the Knowledge Sharing Secessions conducted by guest
personalities who succeed their career path, senior management personalities and Consultants to
share their factors for success, what they learnt through their career path from beginning to present
and share their knowledge about different areas on higher studies.

The Lean Leadership Program – Decoding the DNA of Toyota Production System was
conducted to give knowledge on how Toyota Company uses Lean concepts for production
improvements and through that, how other organizations can improve their production. Through
that learnt a lot about Lean concept. In addition, it was with some activities too.
 2.3. How the Placement helped to Integrate Theory and Practice

Working in the corporate environment for six months, I learnt in real terms how the organizational
culture and methodologies synchronize in the business process.

I got opportunity to practically apply most of the theories, concepts, tools and skills, which I gained
during my degree program. In addition, I am very glad to say that when comparing with other
undergraduates, which were in Industrial Engineering department as interns I was able to perform
well as an all-rounder with my management, IT, data science, statistics, operations management,
computer intergraded manufacturing and, project management knowledge.

As a data analytics intern the data science module helped me a lot in analysis together with
statistics knowledge. R language for data analysis was the best application on it to learn about data
analytics. Database management and advanced excel also applied when developing different
systems.

Moreover, I learned about computer simulation and Arena simulation software applicability of
computer simulation on layout planning.

In addition, the following tasks integrated what I learnt during my degree program with the
practical applications.

Preparation of documents related to lean principles

Preparation of A3 reports

In order for any business to be successful, they must strive to improve quality and efficiency as
well as build a problem solving continuous improvement culture. The A3 report is a very useful
problem solving and continuous improvement tool. It was first used by Toyota and is quickly
gaining popularity in industry today. The A3 report format allows the entire problem identification,
clarification, analysis and resolution steps to be documented on one single sheet of paper. The
given task was to make an A3 to expand the capacity of in line QC project. Instructions were given
by MOS team and Quality Assurance team to complete this task.
Preparation of Process maps

A process map is a planning and management tool that visually describes the flow of work. Process
maps shows a series of events that produce a result. It shows whom and what involved in a process,
can be used in any business or organization, and can reveal areas where process should be
improved. As mentioned, the purpose of process mapping is for organizations and businesses to
improve efficiency. Process maps provide insight into a process, help teams to brainstorm ideas
for process improvement, increase communication and provide process documentation. Process
mapping will identify bottlenecks, repetition, and delays. They help to define process boundaries,
process ownership, process responsibilities and effectiveness measures or process metrics. I
developed a process map during the internship period for standardization of CNC finishing
process.

Preparation of Project Framework

Project management framework is a subset of tasks, processes, tools and templates used in
combination by the management team to get insight into the major structural elements of the
project in order to initiate, plan, execute, control, monitor and terminate project activities
throughout the management life cycle. Framework allows using various methodologies and
approaches to plan and schedule the major phases of life cycle. This was the major task, which I
got to apply my project management knowledge.
 2.4. Other Areas of Knowledge and Skills which were improved

Meeting deadlines
I was assigned a number of projects that needed to complete during training with strict deadlines.
Therefore, it was essential that I complete it on time, which I eventually did. The supervisor was
very pleased with my work and seeing the quality of the work. I managed to complete all projects
that were given to me on time.

Meeting industry standards

As a Data Analytics and Industrial Engineering Project development intern, it was extremely
important that I followed the correct industrial standards when doing the projects that were
assigned. It was clear to me that I did follows the standards well when I heard the comments for
the projects I developed. The supervisor was satisfied and she said that they were very professional.

Verbal Communication
Since my supervisor let me participate in team meetings and discussions often, I learnt how to
effectively communicate ideas among people. It requires nothing more than slowing down and
speaking more thoughtfully. Many people feel rushed to respond to questions and conversations
immediately, but it is better to pause for a moment in consideration, hear out the other people’s
comments completely and then respond.

Non-Verbal Communication
Most of the communication among people from other departments were done through email. From
the start, my supervisor always advised me on how to properly address in an email and how to
clearly state the idea without writing long emails.

Questioning
Questioning was a great way to initiate a conversation. It demonstrated interest and could
instantaneously draw someone into our desire to listen. Smart questions show that we know how
to approach problems and how to get the answers we need.
Time management
Since the company was strictly following timelines, it was essential that I complete whichever task
was assigned to me on time. Therefore, right from the beginning I had to manage my time
accordingly so that none of the projects was left behind when my internship ends.

Problem solving skills

I got an opportunity to learn problem-solving skills thoroughly during workshops conducted for
the department. During these workshops, a critical manual operation was presented. Then we were
divided into teams and were asked to come up with a possible conceptual solution. While doing
this we had to discuss each problem area and come up with solutions one by one. The fishbone
diagram method was the most effective way to solve the complex problem.

Teamwork
During brainstorming, sessions conducted when a project first given to me, all the executives and
managers related to project were present. I also got to make suggestions at such meetings. This
was good exposure in terms of teamwork because being a trainee you seldom get the opportunity
to present our ideas at such professional meetings. Also when there is an urgent project that need
to completed all the employees of the department will leave their work aside for a while and get
together to complete that project.

Attitude
Since this was my first professional experience, I was somewhat nervous when going for training
on the first day. But all the employees were so down to earth and helped me at all times to complete
the tasks I was assigned. There was no difference among them whether they be managers,
executives, assistance, technicians or even cleaning staff. Everybody was working together as one
family and it made me feel like home.
 2.5. Thinking ahead to Future, Areas of Knowledge and Skills to
be developed
With the experiences, I gathered during the six months internship period, being a data analytics &
IE project development intern I understood that new career paths have been developed within
business organizations that management and IT graduates can perform well with their knowledge.
The linkage between the data mining and the IE data management for production improvement
made me to think ahead about new solutions that can provide for business improvements within
the organization and through that how can I proceed to research and innovation area and data
analyst career.

The strong knowledge about Microsoft products is the key tools where business organizations
focused in order to carry their daily processes and tasks. Therefore, the knowledge about them
make me a good player within the organization and the skill improvement on that area will make
me a better recruiter in future.

Moreover, I need to do further studies on data science and data analysis tools I order to start my
career as a data analyst.
 2.6. Comments / Feedback regarding the Industrial Training
Program
At MAS Silueta, employees possess a can-do attitude and keeps moving themselves and the
organization forward. They have a high level of integrity and commitment to the organization. A
positive attitude, which aligns to the driven MAS organizational culture. They live the MAS values
and, through action, inspire others to do so as well. They have a desire to perform which is as
important as the ability to perform. They are authentic and real, connecting with people by having
a genuine interest in them as individuals. They always have a vision, and work towards a cause.
They are able to communicate and compel vision to motivate teams in achieving goals. They
Dream of a great future for themselves, for their families, the company, communities and for our
country; but also works towards this. In addition, they are conscientious about environmental
sustainability at an individual and organization level, they live the green habit. This kind of
working environment is an extremely important aspect of industrial training that can heavily
influence a trainee to perform well in future.

At Silueta, interns and employees are not considered as two parties, instead they are all treated the
same and it beefs up the confidence in trainees to perform well in their duties and responsibilities
towards the organization. Notable HR practices of Silueta includes a diverse range of strategic
initiatives across the board such as a fully Integrated Human Resource Management System
accessible to all employees, a Performance Management System incorporating a 360 degree
feedback process, training and development and career progression opportunities for all employees
and the provision of a variety of welfare facilities such as the Medical Centre, transport to and
from work and two free meals per day. The calm environment away from the busy cities makes
Silueta a perfect place to work at. The environment around the factory is full of lush greenery,
which refreshes the minds of the employees.

Likewise, the company does not deploy trainees in one particular place during their overall training
period. The trainee has freedom to discuss with seniors and other training officers about their
training requirements. Being a leading company, they have the best practices in almost all respects.
Well-reputed name of the company will become an advantage in future carrier to apply any
company. In addition, the trainee is awarded with a service letter, which is highly valuable in job
interviews.
 2.7. Other Comments

MAS empower people who are innovative, aspiring, and resilient and equipped with a passion for
excellence. They offer early responsibilities, numerous opportunities and fast-track careers with
an extensive range of employment opportunities with its diverse portfolio of companies and
divisions, every year. Also in the recent years, MAS, especially Production, Industrial
Engineering, innovations sectors have focused on hiring graduates with a mix of knowledge in
information technology and management to expand their operations with the high technological
tools to expand the market requirements. I believe MAS holdings is an excellent place to be at as
a trainee. And also I recommend the next undergraduates to continue their internship at MAS
Intimates Silueta pvt.ltd for successful future.
 3. Critical Incident which occurred during the Placement

During the internship I worked on both data analytics and IE related projects .Those two were
related to my degree program and what I have learnt.But at some points some of the IE concepts I
haven’t learnt before. And I haven’t any experience on its at some points I was little bit confused
what I have to do on that projects and how to complete it.At that moment my supervisor and the
other executives who have assigned to help for our projects gave us and amazing help while the
other interns who have more knowledge on engineering concepts and methods gave me a big help
to come up with a successful end for those projects.

I was assigned a project on standardization the finishing process of CNC department at Silueta.The
CNC department consists of CNC machines and developing the molds for bra cup manufacturing
process. For that project, we need a good knowledge on machines and how CNC machines works
how the molds are making using that machines and some other technical knowledge. Since I don’t
have good knowledge on those things I when continuing project I had some issues. But the CNC
department manager and the staff helped me a lot. My supervisor gave me some references where
I need to study on those concepts. I learnt them quickly and after that I was able to continue the
project with a better understanding and finished the projects with greater conclusions and a
stranded process outcome.
 4. Declaration

I hold a copy of this report that I can produce if the original is lost or damaged. I hereby certify
that no part of this report has been copied from any other student’s work or from any other source
except where due acknowledgement is made in the report. No part of this report has been
written/produced for me by any other person except where such collaboration has been authorized
by the academic advisor concerned.

Student’s Signature: ------------------------

Date:

Industrial Training Advisor’s Signature: ------------------------

Date:
5. Appendices (5.1. New Recruit Induction Schedule)