Index

INDEX

SL. NO. TITLE PAGE NO.

i Abstract i-ii

ii Certificate iii

iii Acknowledgments iv

iv List of Tables v

v List of Figures vi-viii

vi Chapters ix-xi

LIST OF TABLES

TABLE NO. TITLE PAGE NO.

2.1 Lean implementation program 24

2.2 Pillars of 5s 30

4.1 Style Details of Month of February 51-52

4.2 Analysis of planned vs. Actual production in the month of February (line-1) 53

4.3 Style Details of Month of March 56-57

4.4 Analysis of planned vs. Actual production in the month of March (line-1) 57

6.1 Rating system 87

6.2 Base point calculation 87

6.3 Workplace evaluation (phase-I) 89

6.4 Workplace evaluation (phase-II) 107

6.5 Checklist (Back) 136

6.6 Checklist (Front) 136

LIST OF FIGURES

v

FIG. NO. TITLE PAGE NO.

1.1 Break-up of value added & non-value added activities 5

1.2 Analysis of planned vs. Actual production in the month of February 6

1.3 Analysis of planned vs. Actual production in the month of February 7

1.4 Analysis of planned vs. Actual production in the month of March 8


2.1 Defect 18

2.2 Excess inventory 18

2.3 Unnecessary motion 18

2.4 Waiting time 19

2.5 Over processing 19

2.6 Unnecessary transport 20

2.7 Pillars of 5s 30

4.1 Analysis of planned vs. Actual production in the month of February(line-1) 54

4.2 Analysis of planned vs. Actual production in the month of February(line-1) 55

4.3 Analysis of planned vs. Actual production in the month of March(line-1) 58

4.4 Analysis of planned vs. Actual production in the month of March(line-1) 59

5.1 Value Added & Non Value Added Activities (Operator 1) 62

5.2 Break up Non Value Added Activities (Operator 1) 62









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6.1 Sorting 93

6.2 The existing yellow guide-marks for isle way 95

6.3 Marked with red arrow 96

6.4 Marking the workstations 97

6.5 Unlabeled checking boxes 97

6.6 Labeling checking boxes 98

6.7 Example of the labels used 98

6.8 Labeling on racks 98

6.9 Presence of wastes during working hours 99

6.10 Cleaning during the shifts 100

6.11 Machine covered with transparent plastics 100

6.12 Attached denim (waste fabric) bag for collected cut fabric bits 100

6.13 Attached denim (waste fabric) bag for collected pieces 101

6.14 Operator reference sample 104

6.15 Measurement chart 105

6.16 Comparative analysis of the check-list evaluation 111

6.17 Visual controls for process standardization 132

6.18 Before implementation (card system for maintaining WIP/ inventory) 133

6.19 After implementation (card system for maintaining WIP/ inventory) 134

6.20 Inline checking table display 137

6.21 Operator reference sample 138

6.22 Defect Correction & Rework Analysis 144

7.1 Analysis of planned vs. Actual production in the month of April(line-1) 147

7.2 Analysis of planned vs. Actual production in the month of April(line-1) 148



vii


CHAPTERS

viii


1 INTRODUCTION 1 - 12

1.1 Background 2 - 4

1.2 Need of the project 4 - 9

1.3 Project objective 10

1.4 Project statement 11

1.5 Factory profile 11 - 12

2 REVIEW OF LITERATURE 14 - 43

2.1 What is lean? 14

2.2 Overview of lean 14-17

2.2.1 Types of wastages found in garment industry 17 -20

2.2.1.1 How to identify waste 20-21

2.2.2.2 Learning to see waste 21

2.3 The history of lean 22

2.4 Lean implementation 23 - 27

2.4.1 System engineering 23-24

2.4.2 Lean leadership 25-27

2.4.3 Lean services 27

2.5 Lean tools & techniques 28-43

2.5.1 The five 5's 28-30

2.5.1.1 Seiri (sorting) 31-32

2.5.1.2 Seiton (set-in order) 32-33

2.5.1.3 Seiso (sweeping, systematic cleaning or shining 34-35

2.5.1.4 Seiketsu (standarzing) 36-37


2.5.1.5 Shitsuke (sustaining) 37-38

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2.5.2 Quality at the source (or "do it right the first time") 38-39

2.5.3 Value stream mapping 39-40

2.5.4 Production layout & point of use storage 40

2.5.5 Visual management 40-41

2.5.6 Standard work 41-43

3 PROJECT METHODOLOGY 44 - 48

3.1 Method & sources 45

3.2 Project stages 46-48

4 ANALYZING CURRENT SITUATION 49 - 59

4.1 Existing production system data 50-59

5 IDENTIFY THE ROOT CAUSES FOR PRODUCTIVITY LOSS 60 - 84

5.1 Productivity loss due to idle time 61-67

5.2 Productivity loss due to unnecessary motion 68-83

5.2.1 unnecessary movement of product that adds no value to the garment 69-72

5.2.2 Study of unnecessary movement of operator’s hand while sewing 73-83

5.3 Productivity loss due to defects correction & rework 84

6IMPLEMENTATION TO ERADICATE THE ROOT CAUSES FOR

PRODUCTIVITY LOSS 85 - 145

6.1 First implementation (five s’s) 86 - 112

6.1.1 Workplace evaluation (phase -I) 86-92

6.1.2 Sort (Seiri) 93-94

6.1.3 Set-in-order (Seiton) 94-98

6.1.4 Shine (Seiso) 99-103

6.1.5 Standardize (Seiketsu) 103-105

6.1.6 Sustain (Shitsuke) 105-106

x

xi


6.1.7 Workplace evaluation (phase-ii) 107-110

6.1.8 Comparative analysis of the check-list evaluation 111

6.1.9 Cost analysis 112

6.2 Second implementation (layout) 113 - 116

6.2.1 Result analysis 116


6.3 Third implementation (left hand right hand chart) 117-125

6.4 Fourth implementation (visual controls for process standardization) 126-135

6.4.1 Implementation of card system for maintaining wip/ inventory: 126-127

6.4.2 Implementation of card system for quality control: 128

6.4.3 Implementation: 129-132

6.4.4 Result analysis 133-134


6.5 Fifth implementation (operator reference sample) 136 - 145

6.5.1 Suggestion 136-143

6.5.2 Result analysis 144


7 RESULT 146-150

8 LIMITATIONS & SCOPE OF FURTHER STUDY 151 - 153

8.1 Limitations 152

8.2 Scope of further study 153

9 CONCLUSIONS 154-155

10 Bibliography 156 -159

9.1 References 157 - 158

9.2 Websites 158-159

10 ANNEXURE 160

Index

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