INTERNSHIP REPORT

ON
ROYAL CLASSIC MILLS PRIVATE LIMITED
Internship report Submitted to GRD Institute of Management,
Affiliated to Bharathiar University, Coimbatore – 641 046
In partial fulfilment of the requirements for the award of the degree
of

MASTER OF BUSINESS ADMINISTRATION

Submitted by

DHIVYADHARSHINI S

21MBA013

GRD INSTITUTE OF MANAGEMENT

Dr. G. R. DAMODARAN COLLEGE OF SCIENCE
Autonomous and affiliated to the Bharathiar University
Re – Accredited with ‘A’ Grade Level by the NAAC
An ISO 9001: 2015 Certified Institution, Graded ‘A’ by CRISIL
Civil Aerodrome Post, Avinashi Road
Coimbatore – 641 014
NOVEMBER 2022
 CERTIFICATE

This is to certify that the report on Internship done at ROYAL CLASSIC MILLS
(P) LTD submitted to G.R.D. Institute of Management, affiliated to Bharathiar
University, in partial fulfillment of the requirements for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION is a record of original work done
by DHIVYADHARSHINI S, during the period from 25.07.2022 to 20.08.2022
and the report has not formed the basis for the award of any degree/ diploma/ or
other titles to any candidate in the University or any other Institution of higher
learning.

DIRECTOR

Submitted for the Viva -Voce Examination held on

EXAMINER(S)
 DECLARATION

I DHIVYADHARSHINI S (21MBA013) hereby declare that the report on Internship done at

“ROYAL CLASSIC MILLS PVT LTD” submitted to GRD Institute of Management, affiliated
to Bharathiar University, in the partial fulfillment of the requirements for the award of the degree
of MASTER OF BUSINESS ADMINISTRATION is a record of original work done by me
during the period from July 2022 to August 2022 and the report has not formed the basis for the
award of any degree/ diploma/ or any other titles of any candidate in this University or any other
institutions of higher learning.

Signature of the Candidate

Date:
 ACKNOWLEDGEMENT

“It’s not possible to prepare an internship report without the assistance and
encouragement of other people. This one is certainly no exception.”

On the very outset of this report, I would like to extend my sincere and heartfelt obligation
towards all the personages who have helped me in this Endeavour. Without their active guidance,
help, cooperation and encouragement, I would not have headway in the internship work.

I, hereby acknowledge my sincere gratitude to the management and sincere thanks to Dr.
T. SANTHA, MSc, PGDCA, M.Phil, M.Phil (CS), (Ph.D.), Principal, Dr. GR. Damodaran
College of Science, Coimbatore, for giving me an opportunity to undertake this internship work.

I record my indebtedness to Dr. K.K. RAMACHANDRAN, M.Com, MBA, MFT,

M.Phil. PGDFT, Ph.D., Director, GRD Institute of Management, for his enormous
encouragement and the most needed moral support for the completion of this internship work.

I feel great pleasure to thank Dr. S. BRINDHA, MBA, M.Phil, PGDCA, Ph.D., Head of
the Department, and other faculty members of GRD Institute of Management, for giving me a
valuable learning experience by means of this internship training.

I want to express my sincere gratitude to Mr. Raguprasanna, Deputy General Manager,

Royal Classic Mills Pvt Ltd., for permitting me to do my internship at ROYAL CLASSIC MILLS
PRIVATE LIMITED and other members for their constant support and guidance. I am thankful
to my parents and friends for their inspiration, moral support and timely help in completion of the
work. Above all, I thank God Almighty for enabling me to complete this internship in a successful
manner.
 CONTENTS

CHAPTER TITLE PAGE

INTRODUCTION

1.1 Introduction to the Industry 1

1.2 Introduction to the Group Company 3

1.3 Company Profile 8

1.
1.4 Objectives of the study 8

1.5 CSR Activities 9

1.6 Key Milestones and Achievements 10

FUNCTIONAL DEPARTMENTS

2.1 Organizational structure 12

2.2 Merchandizing department 14

2.3 Production department 18

2.4 Printing department 21

2.5 Embroidery department 26

2.
2.6 Quality assurance department 30

2.7 Documentation and shipping department 34

2.8 IT and systems department 35

2.9 Human resource department 36

2.10 Operational department 38

3. KEY LEARNINGS 39
4. SWOT ANALYSIS 41

5. CONCLUSION 43
 CHAPTER 1

INTRODUCTION

1.1 INTRODUCTION TO THE INDUSTRY

India's textiles sector is one of the oldest industries in the Indian economy, dating back to
several centuries. The industry is extremely varied, with hand-spun and hand-woven textiles
sectors at one end of the spectrum, with the capital-intensive sophisticated mills sector on the other
end. The decentralized power looms/ hosiery and knitting sector forms the largest component in
the textiles sector. The close linkage of textiles industry to agriculture for raw materials such as
cotton and the ancient culture and traditions of the country in terms of textiles makes it unique in
comparison to other industries in the country. India's textiles industry has a capacity to produce a
wide variety of products suitable for different market segments, both within India and across the
world.

1.1.1 Market size

India's textiles industry has around 4.5 crore employed workers including 35.22 lakh
handloom workers across the country. Exports of textiles stood at US$ 29.8 billion between April-
December 2021.The Indian textiles market is expected to be worth more than US$ 209 billion by
2029.

India is the world's largest producer of cotton. Production stood at 360.13 lakh bales for
the crop year October 2021-September 2022. Domestic consumption for the 2021-22 crop year is
estimated to be at 335 lakh bales. The market size of the Indian textile industry is shown in figure
1.1.

Production of fiber in India reached 2.40 MT in FY21 (till January 2021), while that for
yarn, the production stood at 4,762 million kgs during same period. India's home textile exports
grew at a healthy rate of 9% in FY21 despite the pandemic. In the year 2020-21, 1.13 million
tonnes of cotton yarn were exported from India.

1
 Fig 1.1 Market size of the Indian Textile Industry

1.1.2 Government Initiatives

Indian government has come up with several export promotion policies for the textiles
sector. It has also allowed 100% FDI in the sector under the automatic route.

• The Rs. 10,683 crores (US$ 1.44 billion) PLI scheme is expected to be a major booster for
the textile manufacturers. The scheme proposes to incentivize MMF (man-made fiber)
apparel, MMF fabrics and 10 segments of technical textiles products.
• In March 2022, Tamil Nadu Chief Minister Mr. MK Stalin announced that the State
Industries Promotion Corporation of Tamil Nadu Ltd (SIPCOT) will set up a mega textile
park in the Virudhunagar district.
• The Indian government has notified uniform goods and services tax rate at 12% on man-
made fabrics (MMF), MMF yarns, MMF fabrics and apparel, which came into effect from
January 1, 2022.
• In July 2021, the government extended the Rebate of State and Central Taxes and Levies
(RoSCTL) scheme for exports of apparel/garments and made ups until March 2021. This
will help boost exports and enhance competitiveness in the labor-intensive textiles sector.

1.1.3 Major Textile hubs in India

The textile intensive states of India include Gujarat, Maharashtra, Uttar Pradesh, West
Bengal, Tamil Nadu, Madhya Pradesh and Rajasthan.

As regards Tamil Nadu, Textile Industry is the forerunner in the industrial development of
the State as it provides large scale employment to the rural people next to Agriculture.

2
Spinning, Handloom, Power loom and Garment are the four pillars of the textile sector in the State.
The total merchandise exports from the state of Tamil Nadu stands at US$ 31.52 billion in FY22
(till February 2022).

Fig 1.2 Major textile hubs of India

1.2 INTRODUCTION TO THE GROUP COMPANY

The Royal Classic Groups is a vertically integrated textile firm that has been formed with
a simple and straightforward aim – to provide quality clothing. With a 30-year-old legacy, RCG
has set its own knitting, dyeing, finishing, and garmenting infrastructure to maintain the quality of
clothing. This is why the brand can serve customers across the globe through their exceptional
brands.

3
 Fig 1.3 Royal Classic Group

With more than 3000 trained employees working for and with the brand, Royal Classic
Group makes sure that every piece of merchandise produced is nothing less than perfect. As they
keep upgrading their technologies, they ensure that their trained personnel also adapt to the
advancements and join hands to reach their goal of delighting customers every time they visit a
store or possess merchandise.

The company was founded by a visionary and a true leader, Mr. R. Gopalakrishnan who
has followed his father’s footprints and joined his family’s textile business. As he aimed to take
the business to greater heights, he founded the Royal Classic Mills (P) Ltd., in 1991. He is serving
as the Founder Chairman of the Company and has been leading the company for the past 30 years
with steady growth. Being a Diploma Holder in Textile Technology and with vast experience
concerning the past 38 years, he has mastered the fiber to Fashion Engineering – across the ambit
of the entire manufacturing chain. He has grown the company as an INR 700 Crores Textile Major
with both Export and Domestic Business, leading the whole group successfully. A perfect
implementer of the strategies framed by the Chairman – Mr. T R Sivaram is serving as the
Managing Director of the company for the past 28 years. Being a Diploma Holder in Civil
Engineering – he has vast experience in Fabric Exports, Garment Manufacturing, Brand
Development, and Retailing. He manages Classic Polo – the flagship brand of RCG, with Omni
Channel presence across India and other Asian countries.

4
1.2.1 Flagship Brands

The company owns multiple flagship brands that cater to the needs of both the domestic
and international audience. The Royal Classic Group owns 4 brands namely Classic Polo, Swiss
Club, Smash and CP Bro to meet the clothing needs of each segment of the population.

I. Classic Polo

A flagship brand of Classic Fashions, launched in 2001, is owned by the Royal Classic
Groups. Positioned as a mid-premium brand, selling well-designed and affordable products,
Classic Polo lures customers with its “urban fashion” brand image popular among professionals.
They are India’s most preferred T-shirt and dynamic lifestyle brand in the retail sector. The brand
is all about quality, innovation, and style. The vibrant colors, unique designs, sharp cuts, perfect
fit, and comfortable textures are its personalities. Classic Polo provides stylish and innovative
wardrobe solutions to well-dressed gentlemen. Classic Polo is built on an unwavering passion for
creating garments that fit perfectly and ensure unparalleled quality.

This youthful apparel brand of India is known for keeping pace with the latest fashion
trends and for bringing the international touch to Indian wear. It is known for having a wide range
with variety of colors and the best quality of fabrics. Classic Polo provides the best trending and
trusted clothing for Men, focusing on the youth, and aims to be simple and versatile. Classic Polo
is mainly focused on its male customers and has a wide range of clothing like shirts, trousers, t-
shirts, denim, sweaters, jackets, loungewear, innerwear, accessories, and more. Brand products are
pocket-friendly and available in stores as well as online shopping sites.

Fig 1.4 Classic Polo

Today, the brand has come a long way in establishing itself as India’s most trusted T-shirt
brand amongst the young at heart. The clothes of this brand are known for their profound elegance.
It has become very popular within 20 years of its launch and has also emerged as a casual lifestyle
brand among professionals.

5
 II. Swiss Club

Swiss Club is an exclusive online brand from the house of Classic Polo, specifically famous
for great styles. Meant for individuals between the ages of 20-35 years, Swiss Club is known for
offering some of the best quality shirts with awesome fabric and styles.

The major reason for the success of Swiss Club is the comfort and the breathability that it
offers to its customers through its vast range of products. The brand provides a clothing line with
fun designs for men comprising of casual wear, starting from t-shirts, shirts, and types of denim.
The brand aims to provide fresh fashion. Swiss Club is focused on quality and comfortable clothing
for men. Swiss Club brought the combination of trendy fashion and work fashion together with a
semi-formal revolution and provides an exclusive flavor to the wearer.

Fig 1.5 Swiss Club

III. Smash

Smash is given birth with an intent to be a leading youth fashion-casual brand of the south
region, online. With a penchant for design innovation and superior quality at an affordable ticket
for young India, Smash is known for its superlative product quality and great fits. The brand aims
to deliver emerging hi-street fashion trends and fashion staples that resonate with the growing
Indian consuming class. The range of merchandise consists of styles that include updated basics
and classics for contemporary souls. Our state-of-the-art manufacturing unit is producing the finest
fiber which ensures superior quality. We are growing rapidly with our brand recognition in the
Indian market.

6
 Fig 1.6 Smash

IV. CP Bro

An extensive line of range of this brand is known nationwide for their fabulous fit, sexy
cut, and quality fabrics. CP Bro – is a reputed brand, known for its vivid range of collections of
Men’s shirts, t-shirts, denim, and accessories. The brand’s line is highly popular among youth for
its durability and timeless style. Its chief customers are young adults aged eighteen to thirty years
old. The brand promises to provide the best fashionable clothing.

The company provides a quality range of casual wear as well as inner wear. Owned by the
Royal Classic Groups, the brand produces the best trendy fashion that is loved by the youth, season
after season. The brand focuses on prints and patterns to provide a combination of cool and classic
apparel to the dynamic minds who aspire to achieve big in life. CP Bro focuses on younger
customers and has an innovative style of fashion. The brand has become very popular within seven
years of its launch and has also emerged as one of the most preferred lines of Casual style among
young Indians.

Fig 1.7 CP Bro

7
1.3 COMPANY PROFILE
Table 1.1 Company profile
COMPANY NAME Royal Classic Group (P) Limited
INDUSTRY Textile and Garments
REGISTRATION NUMBER U17111TZ1994PTC005325
DATE OF INCORPORATION 1991
GSTIN 33AABCR1226M1ZK
CHAIRMAN Mr. R Gopalakrishnan
Classic Building, 31, Puliyamara Thottam,
REGISTERED ADDRESS Behind Diamond Theatre, Magalam Road,
Tiruppur – 641604.
WEBSITE www.rcg.in

1.4 OBJECTIVES OF THE STUDY

• To understand the structure and the functioning of an organization.

• To identify the different departments in an organization and their functions and activities
including documentation.

• To understand the key business processes carried out in an organization.

• To understand how information is used in organization for decision making at various

levels including data flow diagram.

• To conduct a SWOT analysis of the organization.

• To study the financial performance of the organization by doing financial analysis.

• To understand the extent of technology adoption in the organization for various

functions/activities.

8
1.5 CSR ACTIVITIES

Royal Classic Groups has always focused on preserving the environment in any way
possible and minimize the company’s carbon footprint as well. They also help local areas and
schools to give a better and brighter future to the kids.

I. Vetry Foundation

An NGO started by Mr. T. R. Sivaram, Managing Director of RCG, Vetry, aims to fight
back against climate change and deforestation by planting more trees. Ever since the NGO’s
inception in 2001, there have been 25,000 trees planted from Karuvampalayam moving through
Andipalayam across the Mangalam areas. The nearby Iduvampalayam high school has also been
undertaken by Vetry in 2008 to maintain a 10-acre green campus. The school has 24 classrooms
and provides the right environment for the education of over 3000 students. The volunteers at
Vetry have planted over 10.5 lakh trees between 2005 and 2020. As a way of paying homage to
Dr. APJ Abdul Kalam, they continue the mission of planting 1.5 Lakh trees every year, making
Tiruppur green and beautiful.

Fig 1.8 Vetry Foundation

II. Make in India

At RCG, they believe in patriotism and supporting our countrymen which is why they fully
endorse the “Make in India” campaign started by the government of India. All their clothes are

9
manufactured and processed in-house, which helps generating more jobs in the country and
proudly mention “Made in India” in all of their products. Garments from Classic Polo are made
by Indians for Indians and international clientele.

Fig 1.9 Make in India

1.6 KEY MILESTONES AND ACHIEVEMENTS

In the last 30 years, Royal Classic Groups has been recognized innumerable times with
awards and accolades, which motivates all stakeholders of the brand.

During the year 2005 – 2006,

• Classic Polo was awarded ‘The Best Brand of the Year’ in the men’s casual wear
category by the Clothing Manufacturers Association of India (CMAI).
• RCG was identified as one of the top three companies in the Textiles and Apparel
category for the emerging India Awards. These were the first-ever awards created for
India’s small and medium enterprises, and RCG was picked as the top three among the
35,000 entries. The event was organized by ICICI bank and powered by CRISIL.

10
• Classic Polo was declared as the most popular brand in the South and West region and
the number one preferred brand for the t-shirt segment by Images magazine and KSA
Technopark.

In the year 2011,

• Classic Polo was awarded ‘Advertiser of the Year’ by Cochin Ad Club’s Pepper
Awards. This award is given to companies that show tremendous efforts in building
their brands. The award has acknowledged their commitment and dedication towards
making their brand stand apart from the competition by creating unique and innovative
communication.

In the year 2018,

• Classic Polo was awarded ‘Best Franchised Brand of the Year’ in 2018 at the Indian
Retail Awards organized by Franchise India with TIMES NOW as the media partner.

In the year 2019,

• Mr. T. R. Sivaram, Managing Director of Classic Polo, received, as recognition of

excellence, the ‘Young Inspiration Award’ organized by CII at the Weaves – South
India’s Premier Textile Fair.

In the year 2020,

• Classic Polo was awarded ‘Gold Sellers’ by Flipkart for generating a revenue of INR
6 million.

• Classic Polo was awarded ‘The Dependable Seller’ title by Flipkart as a testimony to
creating incredible products with amazing quality and achieving zero cancellation on
the orders fulfilled.

• Classic Polo was awarded ‘Expert Advertiser’ by Flipkart due to the consolidated
efforts on gaining headway in reaching out to customers.

11
 CHAPTER 2

FUNCTIONAL DEPARTMENTS

2.1 ORGANIZATIONAL STRUCTURE

The organizational structure of the Royal Classic Mills (P) Limited is shown in Figure 2.1. The
company is headed by the founder Chairman, Mr. R. Gopalakrishnan. The managing director of
the company is Mr. T Sivaraman. The company has a total of 8 manufacturing units, all located in
and around Tiruppur. Each unit is headed by a General Manager and a Deputy General Manager.
All the departments in the manufacturing unit work under them. The General Manager of the
Garmenting unit is Mr. Mahendra Saliya and the Deputy General Manager is Mr. Raguprasanna.

There are various functional departments at The Royal Classic Mills (P) Ltd. These
departments are established with the main purpose of supporting the production process effectively
and efficiently. The following are the functional departments at the organization.

• Merchandizing Department
• Printing Department
• Embroidery Department
• Production Department
• Quality Assurance Department
• Documentation and Shipping Department
• IT Department
• Human Resource Department

12
Fig 2.1 Organizational structure

13
2.2 MERCHANDIZING DEPARTMENT

The Merchandizing department is the predecessor for the production process. The
merchandizing department plans in advance, the garments to be produced for the next season and
their quantities. This is done in collaboration with the clients through multiple discussions.

Clients

Since the Royal Classic Groups has been in the industry for 30 years, it has a complete garment-
producing infrastructure that knits, weaves, dyes, and finishes clothes with proper packaging and
labeling. They have had the opportunity to work with some of the best companies in the world.
Some of the many companies they have worked with include Walmart, Gap, Gymboree, Meijer,
and Tom Tailor. At this particular unit of Royal Classic Mills, the main clients are the brands GAP
and Old Navy. These brands release products every season. There are four basic seasons namely,
Summer, Fall, Holl and Spring. Summer represents June till August, Fall represents September
till November, Holl represents December till February and Spring represents March till May.
Currently, the production at the company is taking place for the Holl’22 season.

Fig 2.2 Clients of the company

14
Products

The company manufactures a variety of products to cater to the needs of the different
segments of the target consumers. such as men’s boxers, men’s trunks, men’s briefs, men’s t-shirts,
boy’s briefs, boy’s boxers, girl’s leggings, girl’s pants, tank tops, camisoles and a range of kids
wear.

Structure

The Merchandizing department is headed my 3 Merchandizing Managers namely, Product

Development Managers (2) and Vendor Development Manager. They are assisted by Junior
Merchandizers. This department consist of 70 employees working in teams headed by the
managers. The structure of the Merchandizing department is shown in Fig 2.3.

Fig 2.3 Structure of Merchandizing department

15
Functions of merchandizing department

The main function of the merchandizing department is to take care of the pre- production
activities such as,

Product Development – The design of the garments changes every season. Product
development is the first stage of any production process. Usually, the merchandizing department
works on developing and testing the garment to be produced for the upcoming season rather than
the current season. This helps in managing any unexpected challenges. There are two product
development teams in the organization. One team works for the brand GAP and the other team
works for the brand Old Navy. In the product development phase, the brands send the Bill of
Materials for a garment that includes details such as the fabric details, design and artwork to be
included, trims needed, sketches if any and the measurements for the different sizes.

Fig 2.4 Sample BOM

16
 Product Strike of approval – The team gets approval from the buyer for the fabric,
design, trims and artwork before sewing a sample garment. This is called the strike of approval.
Any and all changes in the garment are identified and rectified at this stage.

Sampling – Once the organization has received the strike of approval from the buyer, the
sample product is created. A sample created for the Holl season is shown in Figure 2.5. There are
different types of samples namely Line Adaptation sample, pre- production sample and green tag
sample. Line Adaptation sample is the first sample which is created after approval. This sample,
once created is sent to the buyer as a photo as well as through courier. The buyer evaluates the
sample and places the order quantity for the garment at this stage. The green tag sample is the final
approved sample including all the changes made that were pointed out by the buyer. The pre-
production sample serves as the reference for bulk production. The samples thus stitched is tested
during every stage of the production for various parameters such as shade of color, type of
stitching, type of trims, artwork etc. This testing is carried out by the quality assurance department.

Fig 2.5 A produced sample

Production planning – Another important function of the merchandizing department is

to allocate work for the workforce employed in the sewing process. Since, the order quantity for
each garment is in the order of thousands and lakhs, it is essential to pre plan the production. For
this purpose, the junior merchandizers are employed to allocate the production of certain garments

17
to specific assembly lines in the production floor. They perform this task considering the
manufacturing capacity of the entire organization.

Tracking Production – The junior merchandizers also track the production process right from
the beginning until the products are shipped to ensure smooth functioning. They also communicate
with the other units of the organization to track the movement of the fabric.

2.3 PRODUCTION DEPARTMENT

The Royal classic mill (unit 5) consists of 3 shop floors. Since this unit focuses on servicing
their clients GAP and Old Navy, the entire output from this unit is exported to the US.

Structure

The production department is led by 2 industrial engineers, one leading the shift work labor
and the other leading the piece rate labor. The industrial engineers also head the stores, labor
training and packing processes. The structure of the production department is shown in Figure 2.6.

Fig 2.6 Structure of Production Department

18
Type of production

The organization follows batch production of garments, that is produced using the assembly
line method and follows the progressive bundle system. It is a system where the fabric enters the
production floor in bundles. The first operator unties the bundle and performs his function on all
the pieces in the bundle. Then the bundle is tied back up and forwarded to the next operator.

The production department at this unit of Royal classic mills employs about 1500 people. The
steps of the production process are depicted in figure 2.7. The production starts with getting the
main raw material for manufacturing the garment i.e., the fabric from the dyeing unit. Then the
fabric is cut into panels based on the size. The cut panels are then sent to printing and embroidery
sections if the product style has any printing and embroidery in the design. From there, it is sent
to the shop floor where it is sewed, trimmed, checked, ironed, packed and sent to the shipping
department.

Quality
Cutting Feeding Sewing Trimming Ironing Packing
Check

Fig 2.7 Steps in garment production

Cutting Department

The cutting function is the first step in the garment producing process. The fabric approved
by the merchandizing department during the process of sample development is ordered in large
quantity for the bulk production. The company owns their own spinning, knitting, dyeing and

19
garmenting units. The fabric required for production is obtained as the output from these
manufacturing units. The first stage of production is fabric cutting.
The process flow chart of the cutting department is shown in figure 2.8. The fabric is
sourced from the centralized fabric warehouse. The incoming fabric is crosschecked for the right
shade and then sent to the factory fabric warehouse. The fabric is inspected for parameters such as
pH and GSM. These tests are performed by the quality assurance department. The tested fabric is
then sent for relaxation. Cotton fabric requires 24 hours of relaxation while spandex fabric requires
48 hours of relaxation.

Fig 2.8 Cutting flowchart

The relaxed fabric is then spread using the Gerber spreader machine to get rid of any
wrinkles before subjecting it to cutting. Then the fabric is cut to the desired length either manually
or using the Gerber cutting machine. The cutting department consist of 4 GERBER spreader
machines and 5 Gerber cutter machines, as shown in figure 2.9.

20
 Fig 2.9 Gerber cutter machine
2.4 PRINTING DEPARTMENT

The printing process has its own department, considering it is a continuous process. The
department is led by the printing head and consist of assistants and operators. The structure of the
printing department is shown in Figure 2.10.

Fig 2.10 Structure of printing department

21
 The function of the printing department is to create designs given by the buyer on the fabric
using the screen-printing machine. Usually, the printing is carried out on the fabric after the cutting
process and before the sewing process. The printing is carried out with the help of MHM X- type
plus machines, which is shown in Figure 2.11. The company, at this unit, possess 3 MHM printing
machines with different capacities for printing multiple colors simultaneously (3 colors and 5
colors).

Fig 2.11 MHM X- type Plus printing machine

The high - quality printing heads come as standard making the X-Type Plus instantly
recognizable to the operator, minimizing training and maintaining perfect compatibility with both
our pre-registration system and our range of optional accessories. The innovative and user- friendly
M-Touch Pro tablet/pad style main command unit provides simple ‘finger-tip’ controls for all
operator functions and has full WIFI capability for instant and real-time technical support, no
matter where you are located in the world. In addition, every printing head has its own keypad for
fast and easy adjustments and convenient control during set-up.

There are different types of printing carried out, based on the requirement from the buyer.
The most common printing techniques performed are,

22
Pigmented Printing- Pigment printing is perhaps the most commonly and extensively used
technique for printing textiles. In pigment printing, insoluble pigments, which have no affinity for
the fiber and fixed on to the textile with binding agents in the pattern required. Printing paste is
the main constituent of printing which enables the formation of the predefined patterns. The
printing paste for pigment printing generally contains pigments, emulsifiers, binders, softeners,
thickeners, antifoaming agents, and crosslinking agent.

The fabric is placed beneath the printer and the pigment is deposited, which has a composition
that is slightly different from other inks. The pigment inks use tiny color particles held in a
suspension rather than liquid dyes. They're also lighter in color, meaning the printer needs to layer
the pigment. The printer does this over and over to create the desired color.

Fig 2.12 Pigment printed sample at RCM

Digital pigment printing on fabric can produce a broad range of colors that can easily match
the original design. Tones are true to the digital design, which is important for tone matching. For
light colors and pastels, this type of printing works exceptionally well.

Textile pigment printing is a technique that has been around for quite a while, so over time it
has become a more cost-effective method of printing. In comparison to other newer techniques,
pigment fabric printing is economical.

23
 Despite the pigment needing to be layered by the printer, it's still a fast process. This is because
the actual printing is the most intensive step, and there's not much that needs to be done with the
fabric before or after it gets printed.

Glitter Printing - Glitter is a transfer printing process. First, after the pretreatment of the fabric,
the printing operation is done on the table. The printing glitter paste is applied to the fabric by the
screen-printing process. Glitter print brings sparkle to fabric because glitter powder is used. Glitter
powder is generally PET (polyethylene terephthalate). At the end of the printing process, curing is
carried out slowly. This enables the fabric to show the glittering granules on the fabric.

Fig 2.13 Sample Glitter print

Foil Printing – Foil Printing is a special kind of printing procedure where heat, pressure, and a
metallic paper (foil) is used to create different shiny designs and graphics on various materials.
Foil stamping gives the stamped design a shiny look. In the foil stamping process, the die or the
sculpted metal plate comes in contact with the foil and transfers a thin layer of the foil film onto
the intended surface. As the metal plate is heated, the foil sticks to the surface only in the design
of the plate and in the required areas with the desired imprints.

There are two kind of foil printing method. In the first method, the pattern is printed by a foil
transfer adhesive on the fabric, and then pressed with foil paper by hot steel roller. The pressure is
generally 5-6 bar on printed portion and at 190 degrees Celsius on fusing machine for 8-12
seconds. In foil printing, the quality of the adhesive is very important. Generally. it is made up of
acrylic co-polymer with water as diluent.

The foil should not stick to cured inks under pressure. Normally a matting agent is added to
avoid sticking. In the second method, printing is done on the foil paper first, and then foil is pressed

24
on the fabric with hot steel roller or iron. Foil paper is called the stamping foil paper. Generally, it
is PET film of 15-micron thickness.

Fig 2.14 Sample Foil print

Crack Printing – crack printing is similar to rubber printing, to put two different layers of special
slurry on the garment step by step, after the crackle come out, then use HTHP (high temperature
& high pressure) to make sure the fastness. The level of crack and the size of t crack printing, can
be controlled by the proportion of the combination and the thickness of slurry used.

Fig 2.15 Sample crack print

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 At the organization, they are able to produce 500 printed pieces per hour per machine using
the pigmented printing technique. For non – pigmented printing techniques, they are able to
produce 250 pieces per hour per machine. This is due to the fact that, non – pigmented printing
techniques require 2 – 3 rounds of printing to get the desired result. All the printed fabric are
subjected to curing, using an automated curing machine.

2.5 EMBROIDERY DEPARTMENT

The embroidery department is led by the embroidery head followed by the embroidery
assistants and operators. The structure of the department is shown in Figure 2.16.

Fig 2.16 structure of embroidery department

The function of the embroidery department is to impart any embroidery design mentioned
in the bill of materials provided by the client. The embroidery is carried out either on the fabric or
the finished garment based on the design. Usually, it is done on the unstitched fabric.

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 Fig 2.17 Tajima TMCP – VF embroidery machinery

The organization utilizes 3 Japanese machinery, namely, Tajima TMCP – VF series

machinery with different number of color capabilities such as 3 colors, 6 color and 9 colors, as
shown in Figure 2.17. The design to be engraved can be programmed and the machinery executes
that design on to the fabric.

The machine makes 25,000 stiches per hour. The main challenge in embroidery is the
needle. Every design needs a specific type of needle. There is a high chance of needle breakage,
while the machine is operated. On an average, 120 needles are consumed per shift.

Due to the high noise environment, all operators are provided with noise cancelling
headphones during their shift, as shown in figure 2.18.

Fig 2.18 Embroidery under operation

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Feeding
The cut products are sent on to the production floor in lots according to the requirement on
a daily basis. The company follows a supermarket system. The cut panels are segregated into
bundles based on the size and barcoded using a barcoding machine. These bundles are sent to the
production floor, from where the operators can take the bundles whenever necessary.

Sewing
The next step in the production process is sewing the fabric in to the desired garment. The
process flow chart is shown in figure 2.19. The pre- production sample is circulated to serve as
reference. The operators in the sewing department gets the desired cut panels from the supermarket
system. There are different types of operators in an assembly line namely, overlock operator, single
needle operator, fat lock operator, flat seam operator, bartack operator and outer elastic operator.
Each operator performs their function and sends it down the assembly line. At the end of the
production line, the trims are attached to the garment. The type of trim varies from style to style.
Examples of trims include buttons and hooks. Then, the garments are ironed and sent to the packing
section.
The sewing section is spread across 2 floors. They make use of the 1200 Pegasus industrial
sewing machine. The output of the sewing section is 1,00,000 pieces per day.

Fig 2.19 Sewing, trimming, checking and ironing flowchart

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Packing
The garments from the sewing section are packed according to the client’s preference. The
packing process flowchart is shown in figure 2.20. The type of folding for each style of garment
is preapproved by the client. The first packed garment is inspected by the quality assurance
manager. For GAP and Old Navy, the company follows one of the two types of folding techniques:
Dead man folding for tops products and roll pack method for bottoms. The packed items are
checked for presentation. Then, they are segregated based on their size.
The packed items are subjected to metal detection. This is carried out to ensure that no
needles from the sewing process are stuck on to the garment. Finally, the garment is sent to the
shipping department.

Fig 2.20 Packing flowchart

Labor training

Training is most commonly provided for people recruited for the tailor position, as it demands
a certain level of competency before employing them in the assembly line. The candidates are
subjected to a 15 - day training process with a dedicated trainer. The candidates are equipped with
tailoring knowledge. Both on the job training and off the job training are utilized.

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Stores

The stores provide all the materials required for the shop floor. There are three different stores
available within the manufacturing unit namely,

• Elastic stores
• Packing materials stores
• Sewing material stores

Elastic stores – The elastic trims are available here. All kinds of elastics are kept in inventory,
which is provided on demand basis.

Packing materials stores – All the packing materials like the labels, size chart, polybag, fusing
labels, care and content label are available in the packing material store. These bags and labels
are obtained as shipment from the client.

Sewing materials stores – This store has in stock all the threads in the approved shade for a
particular style. The shades are preapproved by the merchandizing department during the
sample development process.

2.6 QUALITY ASSURANCE DEPARTMENT

The quality control and assurance are performed by a separate team of employees. The
structure of the quality assurance department is shown in Figure 2.21.

Functions of the quality assurance department

The main function of the quality assurance department is to perform tests on the incoming
fabric and the finished garment. This ensures that the entire product is at the required standard of
quality. Various tests approved by the client are carried out in their in – house laboratory setup.
Some of the tests carried out are,

• pH test
• GSM test
• Mullen Bursting strength
• Random tumble pilling

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 Fig 2.21 Structure of Quality Assurance Department

pH test - In chemistry, pH (Potential Hydrogen) is a measure of the acidity or basicity of an

aqueous solution. Pure water is neutral, with a pH close to 7.0 at 25 °C (77 °F). Solutions with a
pH less than 7 are said to be acidic and solutions with a pH greater than 7 are basic or alkaline.
Textiles shall undergo fixation, reduction and washing in its production during desizing, scouring
or bleaching, dyeing (printing). These processes consume large amounts of soda ash, caustic soda,
surfactants, etc. It will lead to acid or alkali residue if the laundering process is not thorough. The
pH value of the textiles, determined by the pH value of the textile extract, is the technical index to
control the pH value in the production process. The pH meter used for testing is shown in figure
2.22.

Either extreme of pH value in textiles (beyond the pH range that the skin can tolerate) may
lead to irritation and corrosion to skin. It may even do damage to sweat gland and neuro systems.

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 Fig 2.22 pH meter

GSM test - The GSM test is a measurement of Grams per Square Meter, and is one of the most
important methods of determining the weights of knitting fabric, non-woven fabric or paper
cardboard. GSM provides the weight per unit area or the weight per unit length or “weight per
running yard” in lament terms. Before performing a standard GSM test, you must acquire fabric
samples using a GSM Cutter. The GSM Round Cutter shown in figure 2.23 is a tool used in
extracting precision-cut samples of 100 square centimeters. Normally, 10 fabric disks are cut as
samples for weighing. The electronic balance is used to determine weights of each sample, and the
total is averaged for the official GSM number.

The totaled average will help manufacturers and inspectors find flaws and stick to standards.
It is important to note, however, that other factors can hamper the accuracy of a GSM test. The
moisture and atmospheric humidity can temporarily affect the GSM of cotton fabric samples by
adding water weight. Therefore, it is important to test fabric samples under controlled atmospheric
conditions.

Fig 2.23 Cut and Fit round-cutter for GSM testing

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 Mullen Bursting Strength - The Mullen Burst Tester has been the industry benchmark for
measuring the burst strength of paper, paperboard, non-woven and textiles. Mullen burst” is a type
of test that assesses the strength of a fabric by using a bursting method, or determining how much
force is required to rupture the fabric as it is distended.

The Mullen burst test was initially conceived as a method of determining the ability of fabric
to resist penetration by human elbows. A 1- inch diameter of material was pressurized from one
side by means of a hydraulically driven membrane. The pressure necessary to force the membrane
through the test material was referred to as its “burst strength”. The Mullen burst strength tester
used in the lab is shown in figure 2.24.

Fig 2.24 Mullen burst strength tester

Random tumble pilling test - Piling is the most progressive appearance of small balls of fibers
on the surface of textiles, which occur most rapidly on the part where there is the most intense
friction, making textiles poor in wearability. So, it is of great benefit to make assessments of the
textile pilling resistance reasonably and objectively for the exploration and production of qualified
textiles. There are numerous test methods for pilling resistance, in the way that simulates the
environment where the fabric develops small balls on its surface under the effect of rubbing which
occurs in the process of wearing and washing in daily life.

The principle of the test is to take three square specimens from the area in the direction of
45°of test specimen. Then dry them after sealing their sides with glue and put them along with a
small number of lint shavings (if the JIS L 1076 D3 method is applied, there is no need for the lint
shavings) into a tumble (as displayed in figure 4) with a rotation rate of about 1200 rpm for 30

33
minutes (some customers require 60 minutes). Finally, compare it with its standard form in the
rating box. The random tumble pilling machine used at the company is shown in figure 2.25. It
mainly simulates the pilling condition when the fabric itself is rubbed more frequently against each
other, other things, and fibers. This method is mainly used to test anti fuzzing and pilling
performance of textiles.

Fig 2.25 Random tumble pilling

2.7 DOCUMENTATION AND SHIPPING DEPARTMENT

The documentation and shipping department is carried out by a team of employees shown in
the structure of the department in Figure 2.26.

Fig 2.26 Structure of Documentation and Shipping department

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Functions of Documentation and shipping department:

The two major functions of the shipping department are logistics and documentation.

• Logistics – Under logistics, the department performs planning, warehousing and

transporting
• Documentation – Under documentation, the department prepares the invoice and the
paperwork necessary to pass the Indian customs and creates the shipping bills.

The goods from the Royal Classic Mills are shipped to countries like United States of America,
Canada, Hong Kong, and South Korea. 95% of the goods produced are shipped to the United
States. The preferred mode of shipment of goods is by ocean.

The goods are first transported from the Mill to the nearest port, either to Thoothukudi or
Mumbai (based on availability). The goods are stored at the warehouse until shipment. The
company follows the Free on Board (FOB) INCO term with regards to their shipping policy.

2.8 IT AND SYSTEMS DEPARTMENT

The company makes optimum use of technology and hardware to improve their efficiency of
operation. The entire process of communication between the employees is automated using an
intranet server, Axpert. This software is a complete package that helps businesses to manage and
schedule workflow, track logistics, manage the team, automate supply chain and help with
inventory management.

The entire organization is powered with lenovo ThinkCentre. The ThinkCentre is a line of
business oriented desktop computers designed, developed and marketed by Lenovo. They are
made up of high speed processors with options for discrete graphics cards and multi monitor
support.

Fig 2.27 Lenovo ThinkCentre

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2.9 HUMAN RESOURCE DEPARTMENT

The human resource department at Royal classic mills plays an important role in the smooth
running of the organization. This is because, the entire production process is dependent on the
availability of labor. At this organization, two types of labor are employed namely

• Shift labor
• Piece rate labor

The shift labor are people employed in the production process who are compensated with
weekly or monthly fixed salary, irrespective of their output.

The piece rate labor are the people employed in the production process who are
compensated based on their output.

These labors are employed for tasks such as cutting, tailoring, fusing, checking, ironing,
packing, helping, trimming and sweeping in the shop floor.

Structure of human resource department

The structure of the human resource department is shown in Figure 2.28. The human
resource department comprises of 12 people. The Human Resource department is headed by the
Group HR Manager. He is the senior most person in the HR department for the entire organization
(including all 7 units). The Labor welfare officer is responsible for the wellbeing of the labor at
the workplace. The labor welfare officer is entitled to an assistant. The safety officer ensures that
the organization is up to date with all the safety practices and confirms that these procedures are
in place. The HR Assistants take care of the day-to-day activities of the HR department.

36
 Fig 2.28 Structure of HR Department

Functions of human resource department -

The functions of the human resource department include labor recruitment, staff
recruitment and selection, compensation and benefits.

Labor recruitment - The main processes in the production function requires workforce of
varied skills. The necessary workforce is recruited through internal or external sources. The
internal sources include notified vacancies and promotions. The external sources include
advertisement and employee referrals. There are no minimum eligibility criteria required for labor
as these positions are filled by unskilled workforce.

Labor performance appraisal – The performance appraisal for the labor is carried out by
the line head and industrial engineer together. The evaluation is conducted every day for piece rate
labor and weekly for shift labor. The appraisal is performed via observation using the ranking
method. The performance appraisal sheet includes the following information.

1. Name of the Operator and Operation (such as tailoring, cutting, fusing, etc.,)

37
 2. Grade – The performance of the labor is evaluated and a grade between A and E is
provided
• Grade – A: Very Good
• Grade – B: Good
• Grade – C: Average
• Grade – D: Satisfactory
• Grade – E: Poor
3. Efficiency of performance – represented as percentage
4. Assessment done by – The name of the industrial engineer who evaluated the
performance of the labor.

Staff recruitment - The recruitment of employees for the different departments are carried
out on a need basis. The manager or the senior most person of the department conducts the in-
person interview with the applied candidates. The right candidates are chosen and offered
employment.

Staff training process – The chosen candidates are provided with on-the-job training by
their immediate supervisor for 15 days. Later the candidates are expected to perform their job on
their own.

Benefits – The organization offers a wide range of benefits to its employees. Such benefits
include employees state insurance (ESI), provident fund, accommodation, free food, transportation
facility, maternity leave for pregnant women, creche facility and nursing room.

2.10 OPERATIONAL DEPARTMENTS

The company also has several operational departments to help with the day-to-day activities
of the firm. The operational departments are

• Mechanical department
• Electrical department
• Housekeeping
• Load men
• Drivers
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 • Canteen
• Security

The mechanical department consist of in- house mechanics to take care of the repairs of the
machineries.

The electrical department consist of in- house electricians who take care of the electrical needs to
run the unit.

Housekeeping maintains cleanliness of the surroundings.

Load men load the goods to be shipped onto the trucks.

Drivers transport the loaded goods to the port of concern.

Canteen provides food to all the 1800 employees working at this unit.

Securities in charge monitor the incoming and outgoing employees and visitors. They also
maintain a log book of the receipts required to transport and accept goods.

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 CHAPTER 3

KEY LEARNINGS

The first and foremost learning from this internship opportunity at Royal Classic Mills
is the knowledge of the textile industry of India. It is the second most important industry in India
that contributes 2% to the GDP of the nation. The textile industry of India employs about 4.5
million individuals.

This internship exposed me to the importance of cooperation and collaboration between

the different functional departments of the organization. The shipping of any purchase order should
be ready within 90 days of order confirmation. To make this happen, the different departments
work together to achieve this.

Another important lesson from this internship is the significance of forecasting and
planning in running a production unit. The company supplies garments for a company in the US.
The merchandizing department has to forecast the demand for the different styles two seasons prior
and produce accordingly.

The implementation of different production technologies such as the Kanban system and
5S methodology helped in having a hands-on experience and understand its significance in real
time.

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 CHAPTER 4

SWOT ANALYSIS

4.1. SWOT ANALYSIS FOR THE COMPANY

The textile industry in India is thriving by undergoing a phenomenal growth during the
recent times. It is a sector that accounts for 14% of the total industrial production. The strengths,
weaknesses, opportunities and threats of the organization can be summarized as follows.

Strengths

The strengths of the company include,

• Flexible labor market – The textile sector needs an abundance of manpower. In India, the
price of labor is very low. A majority of the employees in the production department hail
from the northern parts of the country. Hence, the cost of utilizing manpower is low.
• Presence of economic zones – An economic zone is a type of facility that ensures that the
buyer gets to buy many products with the least tax possible. This encourages buyers to buy
more from this industry. This, as a result, allows the industry to make more sales and earn
many profits. This, as a result, allows the industry to make more sales and earn many
profits.
• Mass Production setup – The company owns a huge production capacity with more than
750 machines just for sewing and fusing. Every department of the company has their own
unique machines required to complete the tasks.
• Optimum use of resources- The company utilizes their resources in a balanced way. The
human and technological resources work in unison to achieve the quality standards of the
company.
• Strong R&D – The company invests in research and development. They are constantly
upskilling themselves. They adapt to the new techniques and tools quickly.
• High Performance machineries – The production department employs high performance
equipment that helps achieve the production capacity of 1,00,000 pieces of garments per
day.

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Weaknesses

The weaknesses of the company include,

• Fragmented company- The organization’s manufacturing units are geographically

distributed. This makes it difficult to track the order that travels through all the units.
• Slow speed of sample development – The process of sample development by the
merchandizing department takes about 45 days. The bulk production of the same order
takes about 45 days. The sample development takes almost the same amount of time as the
bulk production. The company could focus on reducing this time period which would in
turn increase turnover.

Opportunities

The opportunities for the company include,

• Demographic expansion – The group company as a whole, focuses only on the men’s
section for their retail operations. But they are manufacturing girl’s and kid’s garments.
They could expand their retail operation to these segments of the population too.
• Franchise in the Indian Subcontinent- The company exports to American retail brands
GAP and Old Navy. As they have been manufacturing for these brands for the past 3
decades, they have the trust of their clients. They can obtain license to open franchise of
the US brands in the Indian subcontinent.

Threats

The threats for the company include,

• Market competition – The group company, has some major competitors such as SCM
garments, KPR mills who are established in the field of garment production and export to
the same brands.
• Singular Buyer – A major threat to this manufacturing unit is that their entire production
output is exported to only one buyer. Any misunderstanding or loss of trust can lead to a
huge loss to the organization.

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 CHAPTER 5

CONCLUSION

This internship opportunity was a positive and constructive experience. I gained

immense knowledge about the work environment and the textile industry as a whole. It gave me
an insight into the various aspects of management such as planning, sourcing, production,
customer relations, marketing, human resource management and retailing. The learnings from this
experience are the importance of planning, collaborating and being adaptable.

The internship showed me the significance of planning the activities of a firm for
executing the orders on time. The Collaboration among the employees of different departments is
vital to achieving the organizational goals. Dedication of employees at all levels of the organization
contribute to the success of the organization.

Flexibility and being adaptable to new machines, techniques and tools is essential to
develop the firm and have an edge over the competitors. Overall, this internship was a fulfilling
learning experience.

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 CHAPTER 1

INTRODUCTION
 CHAPTER 2

FUNCTIONAL DEPARTMENTS
 CHAPTER 3

KEY LEARNINGS
 CHAPTER 4

SWOT ANALYSIS
 CHAPTER 5

CONCLUSION