1

LIST OF CONTENTS

ABSTRACT……………………………………………………………………………………………………………………………………. I

CERTIFICATE………………………………………………………………………………………………………………………………….II

ACKNOWLEDGMENT…………………………………………………………………………………………………………………….III

1.0 INTRODUCTION ........................................................................................ 4

1.1 Background of Project .................................................................................................................. 4

1.2. Problem Definition ...................................................................................................................... 4

1.3 Objective ....................................................................................................................................... 5

1.4 Methodology ................................................................................................................................ 5

1.5 Expected outcome ........................................................................................................................ 6

REFERENCES ................................................................................................... 7

2.0 REVIEW OF LITERATURE ........................................................................... 8

2.1 Lean manufacturing ..................................................................................................................... 8

2.2 History........................................................................................................................................... 8

2.3 Eight Wastes in Lean Manufacturing ........................................................................................... 9

2.5 Benefits of lean manufacturing ................................................................................................. 10

2.6 Lean Tools ................................................................................................................................... 11

2.6.1. A visual workplace -5S Workplace organization ................................................................... 11

2.6.2 Kaizen- continuous improvement .......................................................................................... 12

2.6.3 LEAN LAYOUT ....................................................................................................................... 13

2.8. Gripper in Trousers.................................................................................................................... 14

3.0 METHODOLOGY .......................................................................................................................... 15

3.1 Procedures .................................................................................................................................. 15

3.2 Data Collection techniques ........................................................................................................ 15

4.0 LEAN LAYOUT ......................................................................................... 16

4.1 Overview of existing layout ....................................................................................................... 16

4.2 Findings ....................................................................................................................................... 17

4.3 Comparison between existing layout and implemented layout .............................................. 18

5.0 IMPLEMENTATION OF 5S ....................................................................... 19

5.1 Scope of 5S in cutting department ............................................................................................ 19

5.2. About the Cutting department ................................................................................................. 19

5.2.1 Spreading and cutting section- Existing system ................................................................... 20

5.2.2. Spreading and cutting section- Possibility of 5S· ................................................................ 20

5.3 Implementation of 5S in cutting and spreading ........................................................................ 21

2

5.3.1 Sorting .................................................................................................................................. 21

5.4. End bit storage- Existing System ............................................................................................... 22

5.5 Implementation of 5S in End bits area ...................................................................................... 22

5.5 Implementation of 5S End bit .................................................................................................... 22

5.5.1 Local Red Tag Area ............................................................................................................... 22

5.5.2 Introduction of new system ................................................................................................. 24

5.5.3 Set in order the system ................................................................................................. 26

5.5.4 Segregation and labeling the roll racks ................................................................................ 27

5.5.5 Fusing ................................................................................................................................... 27

5.5.7 Trolleys for transportation ................................................................................................... 28

Segregated loading racks as per the line ...................................................................................... 28

5.5.8 Shine ..................................................................................................................................... 29

5.5.9 Standardization and Sustenance.......................................................................................... 29

5.6 RESULT ........................................................................................................................................ 31

5.7 BENEFITS EARNED ...................................................................................................................... 31

6.0 Gripper section ...................................................................................... 32

6.1 What is a gripper? ...................................................................................................................... 32

6.2 The Existing System .................................................................................................................... 32

6.3 Problem identification ............................................................................................................... 33

6.3.1 Wastage of cut rolls. (Fabric wastage) ................................................................................. 33

6.3.2 Ineffective layout of gripper section. ................................................................................... 33

6.4 Data collection of fabric wastage in gripper section ................................................................. 34

6.5 Methodology of waste reduction .............................................................................................. 35

6.6 Difference in the parameter after biasing of fabric. (Main fabric) ........................................... 36

6.8 Result .......................................................................................................................................... 38

Through all these analysis and measurement of both piping and main fabric the actual

consumption of fabric is shown below: ............................................................................................ 38

6.8.1 Saving Percentage ................................................................................................................... 39

6.8.2 Cost Saving .............................................................................................................................. 40

7.0 RESULT ................................................................................................... 42

7.1 Lean layout .............................................................................................................................. 42

7.2 In 5S ......................................................................................................................................... 42

7.3 Fabric Saving in Gripper Section ............................................................................................. 42

8.0 CONCLUSION .......................................................................................... 43

9.0 LIMITATION ............................................................................................ 44

BIBLIOGRAPHY ............................................................................................. 45

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LIST OF FIGURES

Figure 2.1 5SMethodology……………………………………………………………………………….…9

Figure 2.2 Gripper in Trousers…………………………………………………………………………....12

Figure 5.1. Categorization of 5S in cutting………………………………………………………………17

Figure 5.2 - End bits area before implementation……………………………….……………………..20

Figure 5.3 - Local Red Tag Area…………………………….…………………………………………….21

Figure 5.4- End bit storage…………………………….…………………………………………………..21

Figure 5.5: - End bit racks area (after) ……………………….…………………………………………22

Figure 5.6 :- End bits racks (After) …………….…………………………………………………………23

Figure 5.7 End bits racks (after) ….………………………………………………………………………23

Figure 5.12. Time taken to re-cut per piece before and after implementation……………………29

Figure 6.2 Methodology of waste reduction……………………………………………………………33

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1.0 INTRODUCTION

1.1 Background of Project

Lean manufacturing is a systematic approach to identifying and eliminating wastes

(non-value added activities) through continuous improvement by conveying the

product at the pull of the customer in pursuit of production. Increasingly, companies

are striving to create value by using their assets and capabilities to drive innovation

and profitable growth while striving for a positive economic, environmental and social

impact. 2

In its simplest form, lean manufacturing means producing goods with less; it applies

fewer resources without affecting the quantity or quality of the goods produced.

Toyota’s purpose in developing the system was the elimination of waste, and TPS is

focused on seven sources of it: over-production caused by emphasis on supply rather

than demand; wasted motion due to poor processes; waiting time generated by tuning

the production system to the fastest rather than the slowest process; conveyance

waste caused by poorly designed supply systems that delay the transit of goods;

processing waste from badly designed systems; raw material waste from inefficient

design or ineffective supply strategies; and correction waste caused by reworking

badly made products.2

Cutting room is an extremely important section in the garment manufacturing process

which has a major impact on the profitability of the business and is crucial to garment

manufacturing process. The cutting department here suffers lot of problems which add

cost to the company. It requires lean due to: 1

1.2. Problem Definition

Cutting room in Banswara Garments encountered problems like:

1. Improper arrangement of items increasing the search time

2. High fabric wastages

3. Improper man and material movement

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1.3 Objective

1.3.1 Primary Objective

To remove the non-value adding activities/ waste in cutting department

1.3.2 Secondary Objectives

Optimize fabric consumption in gripper section of cutting

Improve layout for efficient man material movement

Set things in order for easy accessibility

The wider objective is to establish a lean system for future to drive innovation and

profitable growth.

1.4 Methodology

The project is both practical and theoretical analysis in order to find the loopholes in

the department that is challenging the problem. The project will be carried out in

following ways:

1. Study the process and system.

2. Define value stream and map the supply chain from fabric store to cutting to

preparatory section.

3. Root-cause analysis of the problem that is to find the source of the problem

hindering the production flow.

4. Improvement in Process standardization in the areas which is the main reasons of

delay in production flow.

5. Conduct a pilot study with an in-charge to evaluate the operational, technical, and

financial feasibility and its effect on the current setup.

6. Suggest improvements in the proposed system.

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1.5 Expected outcome

This project will provide the department with a clear competitive advantage over lead

time as the correct application of the Lean principles will improve or alleviate

substantial benefits that include:

GREATER PRODUCTIVITY , GREATER THROUGHPUT, IMPROVED QUALITY, REDUCED

CYCLE TIMES, SMOOTHER OPERATION - REDUCED OPERATING COSTS, DECREASE IN

LEAD TIME AND MORE IMPORTANTLY AN EFFECTIVE PLANNING OF CUTTING

DEPARTMENT.

7

REFERENCES

Kumar B.Senthil (December 2012). Garment Manufacturig through Lean

initiative, International journal of lean thinking. Volume 3, Issue 2

Langer Fred (September 2010). How need reports, efficient inventory

management and other lean principles help determine future production needs.

January 2011

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2.0 REVIEW OF LITERATURE

2.1 Lean manufacturing

Lean Manufacturing can be defined as "A systematic approach to identifying and

eliminating waste through continuous improvement by flowing the product at the

demand of the customer." Taiichi Ohno once said that “Lean Manufacturing is all about

looking at the time line from the moment the customer gives us an order to the point

when we collect the cash. And it is reducing that time line by removing the non – value

added wastes” (Ohno, 1988).

Waste can be generated due to poor layout (distance), long setup times, incapable

processes, poor maintenance practices, poor work methods, lack of training, large

batches, ineffective production planning/scheduling, lack of workplace organization

etc.

By eliminating wastes in the overall process, through continuous improvements the

product’s lead time can be reduced remarkably. By reducing lead time organization

can obtain operational benefits (enhancement of productivity, reduction in work-in-

process inventory, improvement in quality, reduction of space utilization, better

planning and better work place organization) as well as administrative benefits

(reduction in order processing errors, streamlining of customer service functions so

that customers are no longer placed on hold, reduction of paperwork in office areas,

reduction of labor turnover).

2.2 History

At the end of 1890, Frederick W Taylor became the first to study work management

scientifically and distribute the results. His work led to the formalization of time and

motion studies and the setting of common standards.

Frank Gilbreth then added the concept of breaking work down into elementary time

blocks. It was around this time that the first notions of eliminating waste and studying

movement began to emerge.

In 1910, Henry Ford invented the assembly line for his standardized Ford Model T.

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Alfred P. Sloan improved on Ford’s system when he introduced the concept of

assembly line diversity at GM.

After the Second World War, Taiichi Ohno and Shingeo Shingo created the “Just in

Time”, “Waste Reduction” and “Pull System” concepts for Toyota, which, together with

other flow management techniques, resulted in the Toyota Production System (TPS).

The TPS has been evolved and improved ever since. In 1990, James Womack

summarized these concepts to create Lean Manufacturing at a time when Japanese

expertise was spreading to the West and the success achieved by companies applying

these principles and techniques became undeniable.

2.3 Eight Wastes in Lean Manufacturing

The waste can be categorized into eight types which is commonly referred to as the

“Seven wastes”. Taiichi Ohno suggests that these account for up to 95% of all costs

in non – Lean Manufacturing environments. These wastes are:

1. Overproduction – Producing more than the customer demands. There are two

types of overproduction (Shingo, 1989):

Quantitative – Making more products than needed.

Early – Making products before needed.

2. Waiting – Typically more than 99% of a product’s life cycle time in traditional mass

production is spent in idling. This includes waiting for material, labor, information,

equipment etc. Lean requires that all resources are provided on a just-in-time (JIT)

basis so that one feeds directly into the next and can dramatically reduce waiting.

3. Transportation or conveyance – Excessive movements and handlings can

cause damages and can lead to reduction in quality. Lean requires the material

be shipped directly from the vendor to the location in the assembly line where it

will be used. This is called Point-Of-Use-Storage (POUS).

4. Over processing or incorrect processing – Taking unneeded steps to process

the parts. Some of the more common examples of this are reworking, inspecting,

rechecking etc. This is due to poor layout, poor tools and poor product design,

causing unnecessary motion and producing defects.

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5. Excess Inventory – Any type of inventory (raw material or in process or finish

goods) does not add value to the product and it should be eliminated or reduced.

Excess inventory uses valuable floor space and results in longer lead times,

obsolescence, damaged goods, transportation and storage costs, and delay.

6. Defects – Defects can be either production defects or service errors. Having a

defect results a tremendous cost to organizations. In most of the organizations the

total cost of defects is often a significant percentage of total manufacturing cost.

Repairing of rework, replacement production and inspection means wasteful

handling time, and effort.

7. Excess Motion – Any motion that employee has to perform which does not add

value the product is an unnecessary or excess motion. Unnecessary motion is

caused by poor workflow, poor layout, poor housekeeping, and inconsistent or

undocumented work methods.

8. Material loss- The excess of raw materials wastage or finished goods wastage is

termed as material loss. E.g. Excess fabric used for making products and remnant

loss is the material loss incurred in the industry.

2.5 Benefits of lean manufacturing

Typically Lean will improve;

Quality performance, fewer defects and rework (in house and at customer).

Fewer Machine and Process Breakdowns.

Lower levels of Inventory.

Greater levels of Stock Turnover.

Less Space Required.

Higher efficiencies, more output per man hour.

Improved delivery performance.

Greater Customer Satisfaction.

Improved employee morale and involvement.

Improved Supplier Relations.

Higher profits

Increased business.

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2.6 Lean Tools

2.6.1. A visual workplace -5S Workplace organization

The primary objective of 5S is to create a clean, orderly environment- an environment

where there is a place for everything and everything is in its place. Pictures are very

effective at visually highlighting the improved appearance and order in the workplace.

Figure 2.1 5S Methodology

A. SORTING

Sort means that one removes all items from the workplace that are not needed for

current production operations. After investigating upon the relevance of each data or

and deciding what is needed and what not, the people related to that process were

trained so as to make them understand that how they should get rid of things not

needed and when in their routine working schedule.

B. SET IN ORDER

It is defined as arranging needed items so that they are easy to use and labeling them

so they are easy to find and put away. Setting in order depends on the frequency of

use of the item. In this the ways activities, materials needed, to be devised in such a

way that anybody can find things easily and put them away where they belong easily.

Setting in order can be done by using various tools like

o Labeling

o Painting strategy

o Sign board strategy and many more.

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C. SHINE

After the setting in order is done, shine comes next. Shine is one of the basic activities

but it is no less important for its lack of novelty. It’s based on:

1. Do not wait till things get dirty. Clean your workplace machines and equipment’s,

tools and furniture regularly so that they do not have a chance to get dirty.

2. Prepare cleaning schedules and assign a person responsible for equipment’s and

Maintenance of an area or storage.

D. STANDARDIZE

For this the implementations done initially should be so explained that they are easy

to follow. Through this everybody will know the right away when there is a problem

and will be able to keep things the way they should be. With this, abnormalities in the

workplace can be made obvious. Everyone related to the concerned department was

trained about the meaning of all visual cues used and how and when to take actions

accordingly.

E. SUSTAIN

In sustenance, it is important to make a habit of properly maintaining correct

procedures. That is why it is so important to practice, because practice reinforces

correct habits. It requires regular inspection and motivation.

2.6.2 Kaizen- continuous improvement

Kaizen involves setting standards and then continually improving those standards.

Standardize an operation and activities.

Measure the standardized operation (find cycle time and amount of in-process

inventory).

Gauge measurements against requirements.

Innovate to meet requirements and increase productivity.

Standardize the new, improved operations.

Continue the cycle continuously. Key elements of kaizen are quality, effort, and

involvement of all employees, willingness to change, and communication.

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2.6.3 LEAN LAYOUT Lean Based Plant layout refers to the arrangement of physical facilities such as

machines, equipment, tools, furniture etc. in such a manner so as to have quickest

flow of material at the lowest cost and with the least amount of handling in processing

the products from the receipt of raw material to the delivery of the final product.

a. The Facilities Design Problem

Researchers classify the global problem of facility design (Layout Design) into three

interrelated tasks:

(1) The layout problem – placing the manufacturing resources (machines,

departments, or cells) within the available floor area (block layout),

(2) The input/output station location, and

(3) The determination of the network system to support material flow interaction

between facilities.

The layout problem is concerned with finding the most efficient arrangement of the

facilities within the available floor area. Having the impact of material flow systems on

the layout design described, some authors suggest the simultaneous consideration of

the first two design tasks; others adopted a sequential approach taking the complexity

of the designs into account.

b. Data Requirements for Layout Decisions The models for developing the block layout require the following parameters as inputs

• Frequency of trips or flow of material or some other measure of interaction

between facilities

• Shape and size of facilities

• Floor shape available

• Location restriction for facilities, if any

• Adjacency requirements between pairs of facilities, if any

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2.8. Gripper in Trousers

A gripper is a fabric of small width used in making waist band which comprises two or

more fabric including piping and stitched by using canvas in to the width of the garment

waist.

Figure 2.2 Gripper in Trousers

The gripper section involve procedures, which are described below:

1. For making gripper the rolled fabric is stitched with the use of SNED through

salvage in which both ends are stitched removing salvages.

2. Then it biased using Fabric biasing machine at 45 degree and rolled it again.

Here the fabric width and length gets changed.

3. The fabric length gets increased due to elongation of fabric because of elasticity

and that of width gets decreased because of rolling it in bias.

4. Now using Rolling cutter it is cut into the required parts in the rolls (usually

length is in mm) and end part which is not aligned perfectly is cut into waste.

5. Then using sewing machine and folders gripper is made.

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3.0 METHODOLOGY

3.1 Procedures

The project is both practical and theoretical analysis in order to find the loopholes in

the department. The project will be carried out in following ways:

Study the cutting operations and its components and their standard operating

procedures

Define activities from fabric store to cutting to preparatory section.

Root-cause analysis of the problem to find the source of the problem hindering

the production flow.

Improvement in Process standardization in the areas which is the main reason

of delay in production flow.

Conduct a pilot study with an in-charge to evaluate the operational, technical,

and financial feasibility and its effect on the current setup.

Suggest improvements in the proposed system.

Standardizations of the system.

3.2 Data Collection techniques

Primary data was collected from the cutting section of the company on fabric

consumption in gripper and layout of this section. Data was collected by on spot

observations and interviews with the operators, supervisors and management.

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4.0 LEAN LAYOUT

4.1 Overview of existing layout

(Refer to annexure a)

EXISTING LAYOUT

TASK MOVEMENT (mtrs.)

Storage to Spreading table 45

Spreading to CNC 35

Spreading to Ticketing 19

Ticketing to pressing 12

Bundling to trolley 29

Number of Operations 9

Number of Waiting 4

Number of Delay 4

Number of Inspection 2

Number of Operator 58

Table 4.1 Movement in the existing layout of cutting section

Existing layout Area (sq. mtr)

Total floor area 901

Total spreading area 130.00

Total inspection area 11.00

Total ticketing area 16.00

Bundling 15.00

Total pressing area 10.00

Fabric store area 38.50

Office area(in floor) i.e. and writer 1.50

Trolley Na

Pending re- cutting storage Na

Rack area 18.00

Central aisle area 122.00

Storing cut parts area 18.00

Table 4.2 The area of existing cutting section

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4.2 Findings

The inefficiencies in the cutting processes arise from following areas:

There is no separate receiving area reserved for the incoming materials from

cutting. As a result the incoming materials are directly stored in random locations in

the warehouses which in turn causes the handling and relocation of materials during

the retrieval of the materials to be high.

There is no temporary storage area for the work-in-processes i.e. fabric that the

work-in-processes are transported back to the warehouses for temporary storage.

This is long distance transportation which needs a lot of handling and transportation

efforts.

Some facilities which are required for consecutive processes are located in

different locations. As a result the materials which have been processed in one of

these facilities have to be transported for long distances to get them to the next

facility.

The fabric store in Cutting department took so much areas which could be utilized

for keeping the trolleys for transporting in the Sewing Lines.

The space for fusing material were not perfect. As for the increase in capacity of

fusing led to the utilization of space which is not there in the current existing system,

so the fusing materials were placed in preparatory section.

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4.3 Comparison between existing layout and implemented layout

(Refer to annexure b)

Figure 4.3 Movement in the implemented layout in cutting section

Figure 4.4 The area of the implemented cutting section

IMPLEMENTED LAYOUT

TASK MOVEMENT (mtrs)

Storage to Spreading table 1.28

spreading to CNC 35

Spreading to Ticketing 19

Ticketing to pressing 12

bundling to trolley 1.5

Number of Operations 9

Number of Waiting 5

Number of Delay 4

Number of Inspection 2

Number of Operator 58

Existing layout Area (sq. mtr.)

Total floor area 901.15

Total spreading area 129.60

Total inspection area 11.20

Total ticketing area 15.20

Bundling 15.20

Total pressing area 10.24

Temporary storage 14.10

Fabric store area 0.00

Office area(in floor) i.e. and writer 1.46

Trolley 38.5

Pending re-cutting storage Na

Rack area 17.11

Central aisle area 121.29

Storing cut parts area 17.11

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5.0 IMPLEMENTATION OF 5S

5.1 Scope of 5S in cutting department

The project started with the cutting department. The processes covered for project

implementation were:

Figure 5.1. Categorization of 5S in cutting

In the above mentioned activities only the two S’s were covered individually i.e. Sort

and Set in order.

5.2. About the Cutting department

There were total 58 employees in the cutting department which includes CAD also.

There are five spreading table, There was one automatic spreader and CNC cutter.

There were four straight knife cutters. Four panel checking table. The average

production of cutting department was 4800 pieces per day depending upon whether

the fabric is solids/stripes/checks.

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5.2.1 Spreading and cutting section- Existing system

The cutting in charge brings the lay report in bulk. Spreader looks for the fabric

available in the racks for the respective lay reports in fabric store. They start with

the laying of the cut no. (Lay report) whose fabric is available.

The table planning is done by the spreaders only. If no. of plies is more for one

marker, no. of plies in one lay is decided by the spreader. This is separated among

the various tables on the floor.

If one lay report is broken down into more no. of lays. The extra marker has to be

plotted or the sticker has to be generated.

Shade card is received along with the fabric from the store.

Now starting with the lay report, the spreaders first do the shade segregation of

all the rolls of a particular cut no. and color.

Start the spreading with first roll.

Once the roll gets finished the end bit left is entered in the lay report along with

the no. of plies spread with the particular roll, shortage if any, shade, lay length,

marker width, meters used, roll no.

The end bits are just kept in the racks aside without writing roll no. and meter left.

Separate register was maintained for end bits, spreading and the shortage in the

rolls.

Marker is spread over the lay. Then after cutting is done.

If the cutting is done on the CNC cutter the sticker are generated for each part.

Then after cutting is done.

If the fabric is solid it is directly send for the ticketing and bundling.

If the fabric is stripes or checks it is send for the pinning then ready cutting in the

end for numbering and bundling.

5.2.2. Spreading and cutting section- Possibility of 5S·

The rolls from the stores are stacked in the racks anywhere and in any manner.

Some of them are left on the floor just because there is no space left in the

racks.

At the time of shade segregation if the rolls are kept below, first all the rolls are

removed from above. The required rolls are taken out and kept on the floor.

Shade marking is done. The rolls are left on the floor. There is no temporary

store in the department.

21

Half of the racks in the roll storage were full of end bit and other objects.

End bits stored in the end bit racks were very haphazard. If the racks are full

they are stuffed in the cartons. At the time of re-cutting getting fabric from the

Racks and the carton is near to impossible. Sometimes the re-cutting is not

done as a result the order quantity is not met.

The table on which the record maintenance for end bits, spreading and

Shortage was done was big mess. All the lay reports were kept on that table.

Every time the roll gets finished the spreaders comes and search for measuring

Tape, lay report. Shade cards are also kept on the same table. All the day end

bits are piled on the table. The places are not fixed for anything.

No specified space for throwing the roll left over. They were thrown in a corner

or may be near the table or in front of the end bit racks. This was hindrance in

the operation.

There was a small dust bin which was not enough to suffice the requirement in a day on an average 80-90 rolls were laid.

5.3 Implementation of 5S in cutting and spreading

5.3.1 Sorting The first activity considered was the Temporary Roll storage. There are 12 racks for

roll storage in which:

Fabric rolls- Temporary storage of rolls, fusing rolls – under the spreading

table.

Plotting paper – 3 rack

End bit cartons – 2 racks

Spare parts 2 racks

Dead stocks 2 racks.

Panel or cut parts racks-3

Out of these end bit cartons, spare parts and dead stocks were removed which were

not needed in the work place area which resulted in increase in number of racks for

fabric roll storage to 9.

22

5.4. End bit storage- Existing System

There were no racks for end bits each.

5.5 Implementation of 5S in End bits area

Total end bits left after re-cutting and once the shipment goes is just 1%

In one day around 6240 mtrs. of the fabric was used

1% of 6000 is 62.4 mtrs. (can be stuffed in a carton)

Per day one carton is created

Capacity of the five racks is to accommodate 45 cartons.

Now this can be concluded as, after every 45 working days the end bits has to be

given to fabric store.

Figure 5.2 - End bits area before implementation

5.5 Implementation of 5S End bit

5.5.1 Local Red Tag Area The area consists of end bits of rolls.

The End bits would be arranged according to buyer wise and style wise.

To be used will be kept in the box and other not to be used will be kept as in

Racks.

23

Figure 5.3 - Local Red Tag Area

Figure 5.4- End bit storage

Next activity considered was end bit storage. There are two end bit racks each

containing 12 shelves. Out of these, both were placed on right end of roll racks and

one rack on left end of roll racks. We shifted all the two rack in one place. This will be

helpful in reducing time for searching the end bits which were now placed in a single

location. Cartons full of old end bits were kept all over the end bit storing area. Those

cartons were then reallocated to the local red tag area defined.

24

Figure 5.5: - End bit racks area (after)

5.5.2 Introduction of new system

Placed 3 racks for end bits each having 36 shelves, total 108 shelves.

Nomenclature them with no. starting from 1 to 108

Introduced a register containing following columns: Swatch

Roll no.

Color code

Shade

Measurement of end bits

Shelf no.

Shortage if any

Remark

Once the roll gets over the spreader keeps the end bit in the shelf (end bit racks)

and enters the shelf no. in the register. This helped in keeping the record of all

the end bits left and the location where it is kept in the shelves.

Now the Re cutting operator doesn’t have to go through all the 108 shelves for

searching one end bit. He/she refers the register gets the shelf no. in which the

end bits are kept.

After every 5 days the end bits whose shipment is complete is taken out from

the shelves and kept in the carton. These cartons are then kept on top of the

roll racks. These end bits are then sold after every 45 days when the top of the

roll rack is full with cartons (as mentioned before in local red tagging area).

25

Figure 5.6 :- End bits racks (After)

Figure 5.7 End bits racks (after)

(Refer to annexure a for ‘End bit record’)

26

Figure 5.8 Roll waste without dust bin (before)

Figure 5.9 Roll waste in dust bit (After)

5.5.3 Set in order the system

Setting in order the temporary roll storage was very important. The delay in roll retrieval

from the roll racks will have direct effect on the output of the cutting department.

Following steps were taken in order to setting order the temporary roll storage:

27

5.5.4 Segregation and labeling the roll racks

All the racks for temporary roll storage were labeled. Depending on the order quantity

the racks were assigned for each buyer. Racks were assigned for different buyer as

follows:

For:

TESCO 4 racks

For Lanier – 8 racks (maximum orders)

For D & G 1800 - 4

For LINtex – 2 racks

For Oxford- 2 racks

Plotter paper – 1 rack Lining – 1 rack

5.5.5 Fusing

Once the labeling of the roll racks was done the spreaders don’t have to waste time

searching rolls of particular buyer in all the 20 racks. It can be easily located by seeing

the labels. Once the fabric rolls come from the store they know which cut no.

(Mentioning the buyer name) has to be kept in which racks.

Following figure is more explanatory.

Figure 5.10

Temporary roll storage Temporary roll storage

Unsegregated Segregated

(Before) (After)

28

5.5.7 Trolleys for transportation

Segregated loading racks as per the line

After bundling and ticketing, the bundles are stored in the loading racks. Now the

loading racks are divided according to the lines where a particular cut no. will be

loaded. Three racks have been assigned to each sewing line. A board is attached to

one of the rack of one line. It has three contents

Line no.

Cut no.

Swatch

During planning only it’s decided that in which line, which cut will be loaded. After this

only, respective swatches and cut nos. are mentioned on the boards. After bundling,

the helper will stack the bundles of all the parts on the respective rack where its swatch

is present. During loading also, the helper of the line will come to the rack of its

respective

Sewing line and take the part instead of searching on all the racks. The figure below

shows how the racks will be divided according to the sewing lines:

Figure 5.11 Loading racks with respective cut no. and swatch

29

5.5.8 Shine

To start with shine in the cutting department, we first divided the whole cutting

department into various zones depending on the type of activity and the present

layout of the department.

All the operators were informed that how the whole department has been divided.

As per the zones, all the operators working in each zone were made responsible

for maintaining their respective zones.

Depending upon the activities in each zone the operators were instructed the areas

in which they have to work upon. This instructions are listed as a

5.5.9 Standardization and Sustenance

Checklist (Refer to annexure b)

Checklist was developed for each zone depending on the activities.

This checklist was graded on daily basis by the cutting department team leader.

In the end of the month the zone having highest grade will be rewarded

This helped in developing a competition among the operators for keeping their work

place in order and clean.

This acted as a motivation for them to understand the importance of cleanliness.

Keeping things in order reduced the chaos at the work place in future.

Before making them understand the importance of cleanliness and orderliness in the

workplace, few photographs were clicked in order to show them the present condition

of their workplaces which was unorganized and dirty. They realized that how their dirty

workplace effects their work culture and other activities.

30

Table 5.1 – Zone – wise division of cutting secti

Zone 1

Zone 2

Zone 3

Zone 4

Zone 5

Zone 6

Roll storage

Wire management

Pattern storage

below tables

Storing of templates

Brown paper

management

Storing of end bits

below table

End bit storage

Safety precautions

Storing of tickets and

ticketing machines

Safety precautions

Dies

Loading rack

maintenance

Maintenance table

Storing of unused

parts (left after

cutting)`

Overall cleanliness

Overall cleanliness

Overall cleanliness

Overall cleanliness

Overall cleanliness

Overall cleanliness

31

5.6 RESULT

In re-cutting section the improvements made in end bit storage had earned benefits.

ACTIVITY BEFORE AFTER

Daily Re-cutting 80-90 80-90

Pattern making for endbits 4-5 MINS 2-3 MINS

FABRIC SEARCH 13-15 MINS 4-6 MINS

CUTTING 8-10 MINS 8-10 MINS

Total time for 1 piece 25-30 MINS 14-19 MINS

In 1 day, 1 operator can do 17-19 PIECES 26-34 PIECES

Operators required for 80-90 6 4

Data as time study

5.7 BENEFITS EARNED

Figure 5.12. Time taken to re-cut per piece before and after implementation

0

5

10

15

20

25

30

max min BEFORE AFTER

Time

(in min)

Saving = Rs.132, 000/ year

((Assuming per operator cost to company is RS. 5500)

32

6.0 Gripper section

6.1 What is a gripper?

A gripper is a fabric of small width used in making waist band which comprises two or

more fabric including piping and stitched by using canvas in to the width of the garment

waist.

The gripper section involves many procedure, which are described below:

The gripper section has 3 main parts

1. For making gripper the rolled fabric is stitched with the use of SNED through

salvage in which both ends are stitched removing salvages.

2. Then it biased using Fabric biasing machine at 45 degree and rolled it again.

Here the fabric width and length gets changed.

3. The fabric length gets increased due to elongation of fabric because of elasticity

and that of width gets decreased because of rolling it in bias.

4. Now using Rolling cutter it is cut into the required parts in the rolls (usually

length is in mm) and end part which is not aligned perfectly is cut into waste.

5. Then using sewing machine and folders gripper is made.

6.2 The Existing System

Figure 6.1The existing system

Planning Department calculates the required Gripper

consumption and send it to the fabric store.

Fabric store issues the required fabric to the cutting department-

Gripper section

Gripper department make the required quantities of gripper

The remaining fabric is unusable and is stored in temporary store

of gripper

33

6.3 Problem identification

The gripper section faced two king of problem in the department:

6.3.1 Wastage of cut rolls. (Fabric wastage)

There were huge loss of fabric as the issued fabric were high.

Problem in the gripper section was the Actual consumption of fabric were

less in making gripper than the forecasted consumption.

In such cases the store department used to order more fabric than the

actual required.

They didn’t had the Database of actual consumption for the similar

varieties of gripper.

Fabric could not be used again as they were biased and cut according

to the following order and also could not be reused for sampling.

So the loss were high in monetary term.

6.3.2 Ineffective layout of gripper section.

1. The material movement were high in gripper section as the stitching and the

fusing section .were at different places and material and man movement

were high.

2. Storage of fabric i.e. temporary store and racks are inappropriate and there

is difficulty in finding rolls.

3. No plan for the use of remained fabric.

The gripper section involves the process in which the length of the fabric gets

increased and the width gets decreased. The below chart shows the percentage

increase and Decrease in length and width respectively.

34

6.4 Data collection of fabric wastage in gripper section

The data collected on the basis of amount of fabric in store remaining and analyzed it

with the actual consumption of fabric.

Table 6.1 Data of fabric wastage in gripper section

DATA OF FABRIC WASTAGE IN GRIPPER SECTION

GMT no. Buyer

Order Quantity

Planned consumption per mtr Issued fabric

Actual Consumption per order

Fabric actual to be issued

Wastage in mtr

6471 Lanier 1500 0.19 285 0.14 210 75

6472 Ethan 2000 0.17 340 0.13 260 80

6499 Tesco 2341 0.17 397.97 0.13 304.33 93.64

6341 D and G 1880 2453 0.09 220.77 0.08 196.24 24.53

6043 Diegnan 1500 0.09 135 0.07 105 30

6851 Retro 1600 0.17 272 0.11 176 96

5982 Land Mark 1400 0.25 350 0.22 308 42

5967 Lintex 2000 0.5 1000 0.45 900 100

5431 Pellestrom Locca 4000 0.54 2160 0.49 1960 200

5281 Motta 5000 0.15 750 0.11 550 200

5411 Ammand Thiery 16000 0.25 4000 0.18 2880 1120

6083 Pellestrom Locca 1500 0.5 750 0.45 675 75

6781 JM & A 1500 0.17 255 0.11 165 90

5689

Best the Classic line 1500 0.5 750 0.45 675 75

6299 Oxford 1500 0.17 255 0.11 165 90

6266 Max 1500 0.19 285 0.14 210 75

6345 RVL Classic 1500 0.25 375 0.22 330 45

6754 Cialio 1500 0.9 1350 0.7 1050 300

6788

D & G Prestige collection 1500 0.5 750 0.4 600 150

35

6.5 Methodology of waste reduction

.

Figure 6.2 Methodology of waste reduction

Analyzed the Actual fabric wastage data.

Calculated the change in length and width of fabric after biasing.

Calculated the actual consumption of fabric in making gripper.

Measured the length of all parts of gripper like fabric and Piping.

Consumption of fabric in making one meter of gripper i.e. required for Trouser.

Took 3 % wastage and calculated the exact amount of required fabric.

Calculated the amount of small roll that could be bring out as prescribed in tech pack

(referred in mm).

36

6.6 Difference in the parameter after biasing of fabric. (Main fabric)

After the stitching of the fabric through selvage it is biased and made into another roll.

The difference in the length and width is shown below:

Table 6.2 Difference in the parameter after biasing of fabric. (Main fabric)

Sr no

Buyer Roll width(inch)

Width after end cut(inch)

Decrease % of width

Roll length(mtr)

Length after biasing(mtr)

Increase % of length

1 Kohl's 58 40 31.03 108 139 28.70

2 Tesco 58 39.4 32.07 96 123 28.13

3 Lanier 58 39.57 31.78 102 130 27.45

4 Diegnan 52 49 5.77 60 60 0.00

5 D & G 1880

58 39.44 32.00 100 127 27.00

6 Retro 58 39.44 32.00 100 127 27.00

7 Motta 58 39.44 32.00 100 127 27.00

8 Ammand Thiery

58 39.44 32.00 100 127 27.00

9 Land Mark 58 39.44 32.00 100 127 27.00

10 Lintex 58 39.44 32.00 100 127 27.00

11 Pellestrom Locca

58 39.44 32.00 100 127 27.00

12 JM & A 58 39.44 32.00 100 127 27.00

13 Best the Classic

line

58 39.44 32.00 100 127 27.00

14 Oxford 58 39.44 32.00 100 127 27.00

15 Max 58 39.44 32.00 100 127 27.00

16 D & G Merit

58 39.44 32.00 100 127 27.00

17 Greece 58 39.44 32.00 100 127 27.00

18 Hunter 58 39.44 32.00 100 127 27.00

19 RVL Classic

58 39.44 32.00 100 127 27.00

20 Cialio 58 39.44 32.00 100 127 27.00

21 D & G Prestige collection

58 39.44 32.00 100 127 27.00

22 Flight care 58 39.44 32.00 100 127 27.00

23 Kenneth cole New

York

58 39.44 32.00 100 127 27.00

24 Max Zara 58 39.44 32.00 100 127 27.00

25 ICW 58 39.44 32.00 100 127 27.00

26 Louis Raphel

58 39.44 32.00 100 127 27.00

27 vanhusen 58 39.44 32.00 100 127 27.00

37

6.7 Difference in the parameter after biasing of fabric. (Piping fabric)

After the stitching of the fabric through selvage it is biased and made into another roll.

The difference in the length and width is shown below:

Table 6.3 Difference in the parameter after biasing of fabric. (Piping fabric)

S. no

Buyer Piping Roll width(inch)

Width after end cut(inch)

Decrease % of width

Piping Roll length(mtr)

Length after biasing(mtr)

Increase % of

length

1 Kohl's 51.00 34.25 32.84 89.00 115.00 29.21

2 Tesco 58.00 39.37 32.12 50.00 64.00 28.00

3 Lanier 58.00 38.50 33.62 50.00 63.50 27.00

4 Diegnan - -

5 D & G 1880 58 39.44 32.00 -

6 Retro 58 39.44 32.00 50 63.5 27.00

7 Motta 58 39.44 32.00 50 63.5 27.00

8 Ammand Thiery 58 39.44 32.00 50 63.5 27.00

9 Land Mark 58 39.44 32.00 50 63.5 27.00

10 Lintex 58 39.44 32.00 50 63.5 27.00

11 Pellestrom Locca 58 39.44 32.00 50 63.5 27.00

12 JM & A 58 39.44 32.00 50 63.5 27.00

13

Best the Classic

line 58 39.44 32.00 50 63.5 27.00

14 Oxford 58 39.44 32.00 50 63.5 27.00

15 Max 58 39.44 32.00 50 63.5 27.00

16 D & G Merit 58 39.44 32.00 50 63.5 27.00

17 Greece 58 39.44 32.00 50 63.5 27.00

18 Hunter 58 39.44 32.00 50 63.5 27.00

19 RVL Classic 58 39.44 32.00 50 63.5 27.00

20 Cialio 58 39.44 32.00 50 63.5 27.00

21

D & G Prestige collection

58 39.44 32.00 50 63.5 27.00

22 Flight care 58 39.44 32.00 50 63.5 27.00

23

Kenneth cole New York 58 39.44 32.00 50 63.5 27.00

24 Max Zara 58 39.44 32.00 50 63.5 27.00

25 ICW 58 39.44 32.00 50 63.5 27.00

26 Louis Raphel 58 39.44 32.00 50 63.5 27.00

27 Vanhusen 58 39.44 32.00 50 63.5 27.00

38

6.8 Result

Through all these analysis and measurement of both piping and main fabric the actual

consumption of fabric is shown below:

Sr no

Buyer Fabric I consumption for 1 mtr

gripper

Fabric II consumption for 1 mtr

gripper

Fabric III consumption for 1 mtr

gripper

Piping I consumption for 1 mtr

gripper

Piping II consumption for 1

mtr gripper

Gripper Consumption

for Fabric I,II & piping per mtr

Avg. wastage % per

roll

1 Kohl's 0.055 0.092 0.018 0.165 11.24

2 Tesco 0.107 0.017 0.124 12.96

3 Lanier 0.115 0.023 0.138 13.05

4 Diegnan 0.065 0.065 5.77

5 D & G 1880 0.077 0.077 13.64

6 Retro 0.071 0.035 0.106 13.64

7 Motta 0.066 0.057 0.289 0.412 13.64

8 Ammand Thiery 0.064 0.064 0.017 0.145 13.64

9 Land Mark 0.110 0.016 0.087 0.213 13.64

10 Lintex 0.110 0.017 0.127 13.64

11

Pellestrom Locca 0.075 0.055 0.289 0.014 0.433 13.64

12 JM & A 0.071 0.053 0.324 0.024 0.472 13.64

13

Best the Classic

line 0.063 0.025 0.020 0.108 13.64

14 Oxford 0.102 0.057 0.016 0.174 13.64

15 Max 0.110 0.110 13.64

16

D & G Merit 0.094 0.014 0.108 13.64

17 Greece 0.113 0.016 0.129 13.64

18 Hunter 0.106 0.022 0.128 13.64

19

RVL Classic 0.102 0.020 0.123 13.64

20 Cialio 0.099 0.061 0.017 0.178 13.64

21

D & G Prestige collection

0.062 0.053 0.022 0.138 13.64

22

Flight care 0.072 0.064 0.289 0.017 0.443 13.64

23

Kenneth cole New York 0.117 0.023 0.140 13.64

24 Max Zara 0.106 0.016 0.122 13.64

25 ICW 0.072 0.072 13.64

26

Louis Raphel 0.071 0.049 0.417 0.022 0.558 13.64

27 vanhusen 0.071 0.053 0.376 0.020 0.520 13.64

Table 6.4 Wastage Percentage.

39

6.8.1 Saving Percentage

Table 6.5 Saving Percentage

Sr. no

Buyer

Gripper Consumption Including 3%

wastage

Previous consumption

Estimated Savings %

1 Kohl's 0.17 0.25 32.18

2 Tesco 0.13 0.17 24.85

3 Lanier 0.14 0.19 25.13

4 Diegnan 0.07 0.1 32.97

5 D & G 1880 0.08 0.1 20.66

6 Retro 0.11 0.17 35.71

7 Motta 0.42 0.45 5.70

8 Ammand Thiery 0.15 0.25 40.09

9 Land Mark 0.22 0.17 -28.79

10 Lintex 0.13 0.17 22.85

11 Pellestrom Locca 0.45 0.5 10.76

12 JM & A 0.49 0.54 10.00

13 Best the

Classic line 0.11 0.15 26.06

14 Oxford 0.18 0.25 28.11

15 Max 0.11 0.18 37.03

16 D & G Merit 0.11 0.21 46.80

17 Greece 0.13 0.19 30.12

18 Hunter 0.13 0.18 26.69

19 RVL Classic 0.13 0.2 36.85

20 Cialio 0.18 0.2 8.52

21

D & G Prestige collection

0.14 0.2 29.16

22 Flight care 0.46 0.5 8.82

23 Kenneth cole New York 0.14 0.2 27.95

24 Max Zara 0.13 0.18 30.29

25 ICW 0.07 0.1 25.52

26 Louis Raphel 0.57 0.65 11.56

27 Vanhusen 0.54 0.7 23.49

40

6.8.2 Cost Saving

DATA OF FABRIC WASTAGE IN GRIPPER SECTION

GMT no.

Buyer

Order

Quantity

Planned

consumption per mtr

Issued fabric

Actual

Consumption per order

Fabric actual to be

issued

Wastage

in mtr

cost per mtr

SAVING

6471 Lanier 1500 0.19 285 0.14 210 75 106.81 8010.75

6472 Ethan 2000 0.17 340 0.13 260 80 142.44 11395.2

6499 Tesco 2341 0.17 397.97 0.13 304.33 93.64 111.06 10399.658

6341 D and G 1880

2453 0.09 220.77 0.08 196.24 24.53 142.88 3504.8464

6043 Diegnan 1500 0.09 135 0.07 105 30 77.71 2331.3

6851 Retro 1600 0.17 272 0.11 176 96 NA NA

5982 Land Mark 1400 0.25 350 0.22 308 42 NA NA

5967 Lintex 2000 0.5 1000 0.45 900 100 NA NA

5431 Pellestrom Locca

4000 0.54 2160 0.49 1960 200 NA NA

5281 Motta 5000 0.15 750 0.11 550 200 NA NA

5411 Ammand Thiery

16000 0.25 4000 0.18 2880 1120 NA NA

6083 Pellestrom Locca

1500 0.5 750 0.45 675 75 NA NA

6781 JM & A 1500 0.17 255 0.11 165 90 NA NA

5689 Best the Classic

line

1500 0.5 750 0.45 675 75 NA NA

6299 Oxford 1500 0.17 255 0.11 165 90 NA NA

6266 Max 1500 0.19 285 0.14 210 75 NA NA

6345 RVL Classic

1500 0.25 375 0.22 330 45 NA NA

6754 Cialio 1500 0.9 1350 0.7 1050 300 NA NA

6788 D & G Prestige collection

1500 0.5 750 0.4 600 150 NA NA

TOTAL SAVING ON RUNNING ORDER

35641.8

Table 6.6 Cost Saving

The reports and procedure for gripper fabric calculations were given to IE department

and Sampling department for exact measurement of gripper.

41

Figure 6.3 Saving graphs

-40.00

-30.00

-20.00

-10.00

0.00

10.00

20.00

30.00

40.00

50.00

60.00

0.00

0.10

0.20

0.30

0.40

0.50

0.60

0.70

0.80K

oh

l's

Tesc

o

Lan

ier

Die

gnan

D &

G 1

88

0

Ret

ro

Mo

tta

Am

man

d T

hie

ry

Lan

d M

ark

Lin

tex

Pel

lest

rom

Lo

cca

JM &

A

Bes

t th

e C

lass

ic li

ne

Oxf

ord

Max

D &

G M

erit

Gre

ece

Hu

nte

r

RV

L C

lass

ic

Cia

lio

D &

G P

rest

ige

colle

ctio

n

Flig

ht

care

Ken

net

h c

ole

New

Yo

rk

Max

Zar

a

ICW

Lou

is R

aph

el

van

hu

sen

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27

Gripper Consumption Including 3% wastage previous consumption Estimated savings %

42

7.0 RESULT

7.1 Lean layout

There were decrease in the spreader movement from 48 mt. to 1.28 mt. which enhanced

the productivity of spreader due to decrease in movement time.

Space for keeping trolley were less and hence removing old fabric store from cutting

benefitted in making permanent space for trolleys. The Fabric store took 38 mtr. Which

were now used in keeping trolleys.

Man material movement were complicated and hence change in layout simplified.

7.2 In 5S Implementing 5S in cutting for keeping end bit fabric and re-cutting section saved up

to Rs.132, 000 per year and operator required got minimized.

7.3 Fabric Saving in Gripper Section

For the running order the fabric calculation in gripper section the company benefitted

Rs. 35641.8

The reports and procedure for gripper fabric calculations were given to IE department

and Sampling department for exact measurement of gripper.

43

8.0 CONCLUSION

Lean production is all about reducing waste. This involves working more effectively with

Lead time. The teamwork approach is a recognition that the best way to achieve this is for

all members of the workforce to be involved to achieve a quick response. Lean

Manufacturing and Lean Thinking are about eliminating waste, or muda from the

production system. It is about identifying non-value added activities in your processes and

eliminating them. The results can be dramatic, but the journey is challenging.

Lean production has enabled Banswara to cut out waste in the production of the garment.

The successful implementation of lean production at Banswara cutting department will

form the benchmark for the systems.

The lean strategy were followed and made very impactful on both workers and managerial

Level and are keen to work for lean manufacturing in all other departments. They also

seek for new methods according to lean which can enhance their productivity at all levels.

44

9.0 LIMITATION

Lean thinking minimized the level of waste and caused positive radical changes in the

industrial sector. On the other hand, there are limits that make lean inapplicable and is not

worth it.

Lack of Acceptance by Employees

Lean manufacturing processes required a complete overhaul of cutting operations that

caused stress and rejection by some employees. It required constant employee input on

production, which some employees may feel disinclined or unqualified to do. There may

also be some difficulty finding managers with sufficient leadership and persuasion skills to

overcome this. To fully benefit the company for Lean implementation, both the concept and

techniques should be considered at both employee and managerial level. Also, time was a

major constraint to track the implementation in the long run.

45

BIBLIOGRAPHY

1. Parker John ( May 2011).5S and Kaizen for Process Improvement March 21, 2013

2. Kumar B.Senthil (December 2012). Garment Manufacturig through Lean initiative,

International journal of lean thinking. Volume 3, Issue 2

3. Langer Fred (September 2010). How need reports, efficient inventory management

and other lean principles help determine future production needs. January

4. Bhim Singh(2010. International journal of rapid manufacturing vol. 1 No. 3 page no.

323-333