Silver Project

Apparel Internship- Silver Sparks Apparel Limited
2012
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3.1.1. Title of the project

Increasing the Productivity through Kaizen Implementation., SSAL
3.1.1.a. Need of the project
Improved productivity by optimizing the processes is the only answer to all the issues
like time, cost, labor etc. The major buyers will search for newer manufacturing
bases to source at cheaper rates. In this scenario, the garment manufacturers will be
forced to reduce the price of the garments. Cost reduction is going to be the key
issue in the coming times to sustain in this trade. Process enhancement is major
area where a garment manufacturer can look optimistically. In addition to that, there
are a lot of non value added activities involved. These activities reduce the labour
productivity. Some of these activities are unavoidable. But many of these non
productive activities can be eliminated or reduced by improving the working
procedure, material handling, automation, standardization etc. So for removing all
non productive activities we need a continuous process improvement.
The need of the project lies in approach of the management of SSAL towards better
manpower utilization with higher efficiency. The need of better utilization is required
in todays apparel industry which is a very labour intensive industry, in regard to
higher rate of inflation, increasing labour cost and also to reduce the skill
requirement of the operators thereby increasing productivity and quality level.
The project also finds its objective on arrangement of workplace to minimize the
workflow and WIP.
3.1.1.b. Problem definition
1. High skill requirement of operators to fulfill the quality requirements
2. High no of rework and thereby WIP in jacket line
3. Unutilized machine capacity
4. Insufficient maintenance and cleaning
5. Aid to operators.
6. Significant amount of non value added activities.
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3.1.2. Objectives
To improve quality and simplify the process in jacket sewing line through
Kaizen Implementation.
Successfully implementation of Kaizen to achieve better work system and

an organized workplace in jacket sewing line.
To eliminate waste assessed in respect of non-value added activity in the

sewing line.
To identify need of work aid and deskilling in Jacket line with the help of
various tools and to analyze them.
To provide work aid, wherever necessary in the Jacket lines
To analyze the provided work aid and to compare the difference in regard
to various dimensions like reduction in processing time, reduction in
fatigue level, improvement in quality level etc.
To implement 5S in Jacket line.
To arrange the layout to reduce material movement and to reduce WIP in

Preparatory section
Better Utilization of Work Space.
3.1.3. Significance:
This will help the organization to improve productivity and to deskill the operations. It
will also help the organization by improving the working environment of the
workplace.
3.1.4. Deliverables:
1. Higher Productivity
2. Better control of production and WIP
3. Improved Layout of workplace
4. Better utilization of workforce by reducing the skill requirements.
5. Clean and improved workplace
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3.1.5. Kaizen- Introduction

KAIZEN means improvement. Moreover it means continuing improvement in
personal life, home life, social life, and working life. When applied to the workplace
Kaizen means continuing improvement involving everyone - from top management to
managers and workers.
The Kaizen strategy is the single most important concept in Japanese management.
It is the key to Japanese competitive success. Because of Japans success, the
Kaizen philosophy has been implemented in organizations around the world as a
way to improve production values while also improving employee morale and
safety.
Kaizen (Japanese for "improvement" or "change for the better") refers to a
philosophy or practices that focus upon continuous improvement of processes in
manufacturing, engineering, supporting business processes, and management. It
has been applied in healthcare, government, banking, and many other industries.
When used in the business sense and applied to the workplace, kaizen refers to
activities that continually improve all functions, and involves all employees from the
CEO to the assembly line workers. It also applies to processes, such as purchasing
and logistics that cross organizational boundaries into the supply chain. By improving
standardized activities and processes, kaizen aims to eliminate waste. Kaizen was
first implemented in several Japanese businesses after the Second World War,
influenced in part by American business and quality management teachers who
visited the country. It has since spread throughout the world.
In Japanese this is pronounced "kaizen"
("kai") means "change" or "the action to correct".
("zen") means "good".
Kaizen thus means change for the better.
The Japanese word "kaizen" means simply "improvement," with no inherent meaning
of either "continuous" or "Japanese philosophy"; the word refers to any improvement,
one-time or continuous, large or small, in the same sense as the mundane English
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word "improvement". In a work environment Kaizen is understood as gradual, orderly

and continuous improvement involving minimal investment. There are 2 approaches
to problem solving: The 1st involves innovation - applying high cost solutions such as
state of the art technology. The 2nd uses common sense tools, checklists &
techniques that do not cost money. This approach is called kaizen. Extracting money
by eliminating waste from process is Kaizen. Kaizen is a restless state of constant
questioning, re-appraisal and incremental improvements, however tiny. One of the
principles used in Kaizen is 1% improvement the idea of looking for and acting
on tiny improvement possibilities- every day. Kaizen means 'gradual, unending
improvement, doing little things better' -Masaaki Imai. A Japanese term meaning
gradual unending improvement by doing little things better and setting and achieving
increasingly higher standards. ~ Lean Lexicon, Small improvements generated by
hands-on workers through the application of a variety of structured, low-technology
methods ~ Office Kaizen, ASQ Kaizen or continuous improvement is a policy of
constantly introducing small incremental change in a business in order to improve
quality and / or efficiency. This approach assumes that employees are the best
people to identify room for improvement, since they see the processes in action all
the time. A firm that uses this approaches therefore has to have a culture that
encourages and rewards employees for their contribution to the process.
Kaizen can operate at the level of an individual, or through kaizen groups or Quality
circles which are groups specifically brought together to identify potential
improvements. 8 However, given the common practice in Japan of labeling industrial
or business improvement techniques with the word "kaizen" (for lack of a specific
Japanese word meaning "continuous improvement" or "philosophy of improvement"),
especially in the case of oft-emulated practices spearheaded by Toyota, the word
kaizen in English is typically applied to measures for implementing continuous
improvement, or even taken to mean a "Japanese philosophy" thereof. Kaizen is a
daily activity, the purpose of which goes beyond simple productivity improvement. It
is also a process that, when done correctly, humanizes the workplace, eliminates
overly hard work ("muri"), and teaches people how to perform experiments on their
work using the scientific method and how to learn to spot and eliminate waste in
business processes. The philosophy can be defined as bringing back the thought
process into the automated production environment dominated by repetitive tasks
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that traditionally required little mental participation from the employees. People at all
levels of an organization can participate in kaizen, from the CEO down, as well as
external stakeholders when applicable. The format for kaizen can be individual,
suggestion system, small group, or large group. At Toyota, it is usually a local
improvement within a workstation or local area and involves a small group in
improving their own work environment and productivity. This group is often guided
through the kaizen process by a line supervisor; sometimes this is the line
supervisor's key role. Kaizen on a broad, cross-departmental scale in companies,
generates total quality management, and frees human efforts through improving
productivity using machines and computing power.
While kaizen (at Toyota) usually delivers small improvements, the culture of continual
aligned small improvements and standardization yields large results in the form of
compound productivity improvement. This philosophy differs from the "command and
control" improvement programs of the mid-twentieth century. Kaizen methodology
includes making changes and monitoring results, then adjusting. Large-scale preplanning and extensive project scheduling are replaced by smaller experiments,
which can be rapidly adapted as new improvements are suggested. Kaizen means
"improvement". Kaizen strategy calls for never-ending efforts for improvement
involving everyone in the organization managers and workers alike. In modern
usage, a focused kaizen that is designed to address a particular issue over the
course of a week is referred to as a "kaizen blitz" or "kaizen event". These are limited
in scope, and issues that arise from them are typically used in later blitzes. Kaizen is
one of the most commonly used words in Japan. It is in the newspapers, on the radio
and TV. Japanese society is bombarded daily with statements regarding the Kaizen
of almost anything. In business, the concept of Kaizen is so deeply ingrained in the
minds of both managers and workers that they often do not even realize that they
are thinking Kaizen. The key difference between how change is understood in Japan
and how it is viewed in the West lies in the Kaizen concept. This concept is so
natural and obvious to many Japanese managers that they often do not even realize
that they possess it! This explains why companies are constantly changing in Japan.
The Kaizen concept is very weak in Western companies, where it is often rejected
without knowing what it really entails. This explains why American and European
factories may go years without changing. Within the Kaizen way of thinking, not a
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day should go by without some kind of improvement being made somewhere in the
company. After WWII most Japanese companies had to start from the ground up.
Every day brought new challenges to managers and workers alike, and every day
meant progress. Simply staying in business required unending progress, and Kaizen
has become a way of life.
3.1.5.a Key features of Kaizen
Improvements are based on many , small changes rather than radical changes that
might arise from Research and Development
As the idea come from workers themselves, they are less likely to be radically
different, and therefore easy to implement
Small improvements are less likely to require major capital investment than major
process change.
10 The ideas come from the talents of the existing workforce, as opposed to using
R& D, consultants or equipment-any of which could be very expensive.
All employees should continually by seeking ways to improve their own performance.
It helps encourage workers to take ownership of their work, and can help reinforce
team working, thereby improving worker motivation.
3.1.5.b Goals & Objective of Kaizen
The goal of kaizen is to reduce waste MUDA
Transportation / movement People / material
Inventory overstocking
Searching
Waiting man machine material
Non-prime generation Rework
Over-production
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Kaizen Cycle
3.1.5.cPurpose of kaizen activity

Kaizen is both a problem-solving tool and an associate-development tool. Associates
learn how to organize and conduct meetings, deal with obstacles, work effectively as
a team, and use problem-solving techniques. The team members develop a
Kaizen Mind, which is the ability to look at any situation or process and ask
How can this be improved? Kaizen also serves to reinforce the DMTN
Management Principle of P.D.C.A. (Plan, Do, Check, Act). The eight steps of the
Kaizen process are representative of the P.D.C.A. cycle. In addition, each task
reinforces the necessity of careful planning, detailed implementation, and constant
checks as well as standardization and communication
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3.1.6 Implementations
3.1.6.a Conveyer Modification in Sewing
Existing
Piece has to be loaded and unloaded from the conveyer at each operation.
Around 3 sec at each operation is wasted in this activity.
Its a non value adding activity utilizing a sufficient amount of time.
Suggestion
Most of the operations in the sleeves are done at the bottom hem portion.
So we can use the length of sleeve with an additional attachment (chain) so
that it need not to be unloaded from the conveyer

Hang the piece from the sleeve head side through a clip attached with a chain
to the conveyer as shown in the picture.
Result
Loading and Unloading time will be saved.

With no additional investment a lot of time can be saved every day with this
implementation.
Savings
Through the Table 3.3 below, we can say that in around 6 operation out of 10
in which conveyer is used the loading and unloading operation can be
eliminated.
If one save 3 sec in one operation. Therefore for 6 operation we will save
(3*6) =18 sec.
And if 400 is daily target we can save
= (18*400) sec
= 7200 sec
=120 mins
= 2 hours
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Fig3.1.6.a.i Suggested attachment on the Conveyer
Table 3.1.6.a.ii- Sleeve Construction operation and in pink color are the
operation in which pieces are not required to be unloaded
Savings
Daily average target= 400
Daily work hour=8 hrs
Output per hour =400/80 = 50 pieces
Hours saved = 2 hrs
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Therefore pieces which can be produce in this two hour= (2*50)pieces = 100
pieces
Resultant output = (400+100)= 500 pieces/ day
In terms of money saving = (120 min* 0.4)
= Rs 48/day
= Rs 1200/ month
Fig 3.1.6.a.iii Operator using modified conveyor without unloading the

piece
Fig 3.1.6..a.iv Attachment

implemented on all conveyer
3.1.6.b Space Utilization (Construction of WIP storage Racks For Jackets)
Findings
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Around 36 meter square area was wasted and used as a dump yard at 1 st
floor extension, at the end of assembly area in line 3.

A lot of materials including many spools of thread and tapes which can be
reused were thrown in the area.

The area was cleaned, all the useful materials were segregated and were
send to store for reuse, saving lot of money.

Area was calculated and layout is made to use the space effectively.
Thread and other useful items were given to store for reuse.
The iron table felt fabric was reused to cover ironing pipes .
Fig 3.1.6.b.i Cleaning of area for Space Utilization
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Fig 3.1.6.b.ii Threads collected during cleaning, given to store for reuse.
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Fig 3.1.6.b.iii Waste iron table mess used to make covering for iron steam
pipe.
Suggestion
It was observed that on the same floor, just on the other part, the Konaka Line
Hand Heming section the WIP is stored in folded form.

This causes crease in the jacket, due to pressure of the jacket kept one above
the other can be a potential cause of quality degradation.
Fig3.1.6.b.iv Storing of Jackets in folding form

Proposed & Implemented Layout
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Fig 3.1.6.b.v Layout of double stories WIP storage racks
The dumping area was cleaned up and can be used as a storage for the
Konaka Jackets.
This Layout was proposed and excepted for double stories jacket hanging rod
system.
This will have a capacity of around 1500 Jacket
Savings
Fig
3.1.6.b.vi Implemented Storage Area
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This Implementation will eliminate the extra crease removing operation

Will also improve the quality of the Jacket.
Prevent jackets from getting damage due to weight of Jacket above them
while stacking.
3.1.6.c Measure to Reduce Oil Stain Marks (Development of Cotton-Wool

Patch)
Problem of stain mark on Lining
Stain Mark on Lining is a major cause of alteration and re-cutting (specially in
white color fabric).

Around 20 to 25 pieces per month are re-cut because of stain mark in lining
due to oil leaking from the machine.

Oil in the machine is in continuous circulatory motion and during night when
machine is close it leaks into the needle and machine feed system.
Lining fabric being light in color get stained when first few pieces are stitched
in the morning first hour.
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Table 3.1.6.c.i Re-cutting data of June month due to Stain marks on lining
Solution
A small patch of wool stuffed with cotton fabric was made and attached in all
the machine.
Operators were instructed to down the needle in the patch while leaving in
evening.
Wool being a good absorber (more then that of cotton) will absorb all the oil
when it will leak from the machine.

Thus preventing the oil to wet the feed system and in return preventing the
lining from staining.
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Fig 3.1.6.c.ii Re-cutting data of July month due to Stain Mark on Lining
Savings
Reduction of Re-cutting due to stain marks from 20-25 piece/month to 7-8 piece/
month.
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RECUT PANEL DUE TO STAIN MARK (JUNE)

10
8
RECUT PANEL DUE TO STAIN MARK (JUNE)
6
4
2
0
41062
41064
41071
41072
41078
41082
41083
41090
RECUT PANEL DUE TO STAIN MARK (JULY)

2.5
1.5
RECUT PANEL DUE TO STAIN MARK (JULY)
0.5
0
41093
41094
41100
41105
41077
41110
Fig3.1.6.c.iii Graph Showing the decrease in the recut panel due to satin
marks
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3.1.6.d Additional Label Attachment In The Lining Section

Methodology
Understanding tech packs and packages
Studied the different locations where various trims have to be attached
Analysis of the current system followed for attaching the additional labels
Understanding The Package

The packages give the information regarding the various trims to be attached at the
different locations in a jacket, which is being defined by buyer. Below is an example
of the package. Here the main difference is marked by the red circle. The additional
label here in the given package is macys store which has to be attached in a
definite number of jackets of different sizes.
Contains Information regarding:
Trims and accessories
Their respective locations
The stitching details
Package wise trims instructions
Fig 3.1.6.d.i Location where the additional label has to be attached
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Fig 3.1.6.d.ii Location where the additional label has to be attached

The Current System
The operator who is assigned for attaching the additional label is provided with a
sheet on which by using the tally system she marks the no of jackets on which she
has attached the additional label. There are two check points for this- end-line
preparatory and final inspection after assembly.
Totally Operator dependant
No accuracy
More chances of faulty operations
Detection of faulty parts not easy
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No package distinguishing factor apart from the sticker indicating serial

no.
Problems:
Addition label attaching instructions are not correctly followed
E.g. Additional label is attached where it is actually NOT required, due

to the ambiguity
Large no. of wrongly attached labels is being detected at the inspection

points.
The wrongly put additional labeled jackets are being found at both the end points. As
a result, the operator has to do lot of re-work, and factory suffers the monetary loss
and late in the shipment date.
Proposed & Implemented Solution
A different color sticker was used to distinguish the packages
The color sticker is put by the ticketing and bundling operator in cutting
dept
The copy of packaging list is given to cutting dept. for the convenience
NO ADDITIONAL COST for the sticker
NO AMBIGUITY, clear picture (very apparent instructions)
Any fault will be clearly identified on the NEXT operation itself, thus
eliminating the defect right at the first stage itself.
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3.1.6.e
Eliminating
Unnecessary
Movement
(In
Sam
Hole
Making
&
Construction Operation)
Problem areas:
There is only one operator for marking of sleeve and imitation button
holing.
Unnecessary movement of operator for doing the above two operations.
First the operator has to bring the sleeve panels from the table(sleeve
panels issued from cutting deptt.),mark the sleeve panels on the marking
table, and then she goes to imitation button holing m/c to complete her
task.
Every time operator has to stand for marking and sit for imitation button
holing.
After completion of imitation button holing operation, there is no place to

keep the sleeve panels. So operator keeps the sleeve panels on the m/c
itself.
Problem observed:
Loss of time by Operator after completion of every bundle Time taken in

unnecessary movement by operator from the table (sleeve issued from
cutting tables) = 6 sec.

Time taken in unnecessary movement by operator from marking table to
imitation button holing = 8 sec.

Time taken in unnecessary movement by operator from imitation button
holing to the table (sleeve issued from cutting tables) = 10 sec.

Target for the day= 500 pieces
Bundle size = 25 pieces
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Suggestions given:
A wooden extension (1.25 mtr1.25mtr) should be attached to the button

holing m/c, so operator can do the marking and imitation button holing by
standing at one place only.
The m/c height is increased to the level where she can perform her task
by standing at one place only.
A movable rod should be attached to the right side of the m/c to keep the
ready sleeve after imitation button holing operation.
Results:
No more time wastage in marking and button holing is there.
Movable rods help in keeping the sleeve panels after imitation button holing
operation.
Time saving of around 8 min. per day.
Saving of table (sleeve panels issued from cutting deptt.)
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3.1.6.f Organization of Feeding Area & KANBAN Implementation

Findings
Operator Searching the small parts from the excess loading
Fig 3.1.6.f.i Problems in feeding Area
The problem is significant in Line 4 were the proper feeding area was not
defined.
The feeding area was behind the workstations and operator has to stop her
work while loading and unloading operation.
Fig 3.1.6.f.ii Improper feeding Area
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Uneven Feeding from the cutting department result in excess WIP and
In return loss of pieces.
1600
1400
1200
1000
800
600
400
200
FEEDING
FROM
CUTTING
LINE
OUTPUT
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Fig3.1.6.f.iii Table and graph showing the daily feeding and output in
month of July
Step1- Defining Loading Area Through Collar Section Layout Modification
After
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Fig 3.1.6.f.iv Collar Section Layout modification for developing space for
feeding area development
After
Step 2- Demarcating Feeding Area
Feeding area was demarcated with tape.

Place for each trolley was defined
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Fig 3.1.6.f.v Demarcation of feeding area
Step 3- Segregation of Jacket parks on Trolley (Proposed System)
Demarcation of the loading trolley .

Defining location and capacity of each rack.
Each rack will contain 150 pieces.
Total of 600 pieces can be stored on the tray and which will be the
maximum WIP.
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Side Panel
Fig Proposed & Implemented Segregation in trolley

Step 4- Division & Demarcation of Tray
Demarcation and division of the tray for storage of small parts.

Small parts tray will be separate for each section with a capacity of 100
pieces divided into order in two section given for each part
This will prevent mixing of small parts
Will also decrease the chance of missing pieces.
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Breast Pocket + Facing
After
Fig 3.1.6.f.vi Proposed division in tray & demarcation on Tray

Step 5-Kanban in Feeding Area
What Is Kanban?
The Kanban system is more than just identifying a need for more parts, supplies or
materials to be delivered. The correct items must be delivered to the proper location,
and be done so in a safe and efficient manner. Labels and signs are an important
part of this process.
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KANBAN(?), derived from the combination of two Japanese words, kan ("visual")
and ban ("card" or "board"), roughly translates to sign board or signal board. Kanban is a
process of manufacturing or work space organization that relies upon visual signals to
control inventory. Kanban has become synonymous Just in Time production and
"demand scheduling." It is a cornerstone of lean manufacturing, just as it relies upon 5s
and kaizen, so to do they rely upon kanban for full implementation.
Kanban, as a means of manufacturing, was developed by Toyota during the late

1940s and early 1950s. Ohno saw the possibility to deploy this means of
organization in Toyota's main machine shop, and had done so by 1953.
What Does Kanban Do?
The implementation of a Kanban system, as well as other lean manufacturing
methods, like 5s, and Kaizen, can have significant benefits for almost any type of
work.
As a system, Kanban is faster, more efficient, and saves significant money over most
other production models. Kanban is particularly useful for high volume, low cost
items.
A Kanban system is also far more directly responsive to customer demand, with the
consumption level of the customer being the immediate impetus behind production
levels.
Kanban is a system that visually indicates when production should start and stop.
Only what is needed is produced, and this is controlled by a series of Kanbans,
that indicate when production should begin.
Kanban has been known to:
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Reduce InventoryKanban will reduce inventory, on average, by 25 to 75%. This saves any
company significantly in terms of rent, electricity, and storage space. In
addition, all of the space freed by the implementation of a Kanban system
can be used for future expansions or new opportunities
Improve work flowThe visually organized environment ensures all parts are easily found
and continually stocked. The speed of moving from one task to another is
significantly reduced by the creation of clearly marked flow lanes, kanban
cards, and clearly marked labels.
Prevent OverproductionBecause parts are only created at the visual signal by the kanban label
(link), inventory is much less likely to be overproduced. Resulting in
significant savings in the holding of stock.
Improves responsiveness to changes in demandUnlike a predictive system, kanban immediately reacts to the environment.
By responding to clearly and easily read kanban cards the lag time
between a shift in demand and a shift in production is almost non-existent.
Minimize risk of obsolete inventory, because inventory is only created as it

is needed.
Proposed Kanban System
First step Kanban will be implemented in the small parts storage area.
The Tray will be of three color Green being the first 2, Yellow being the
next and finally Red Tray.
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Each will have a capacity of 100 pieces.
And each tray will be loaded and unloaded in sequence.
The color change in the tray usage will indicate the amount of WIP in the
Storage Area
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Fig 3.1.6.f.vii Proposed & Implemented Kanban System

Kanban To Be Displayed In Cutting Dept
This Kanban board will give a visual display of the WIP inventory level present in the
Jacket lines. This will show a clear picture for inventory requirement in the lines, and
the priority can be premeditated by the same means. The line with the least
inventory will be then easily identified and the possible steps can be taken
accordingly.
How does my Kanban board will work?
The board having 4 sections for four Jacket Lines
Each box can display a set of three colors, each color denoting different
meanings.
The display of colored lights will be controlled by the team leaders of front
sections of each line.
Green denotes a WIP of 400 and above, indicating that NO more

inventories is required for the line.
Yellow denotes a WIP below 400 i.e., the line is in a need of inventory
Red denotes a situation when an urgent need of WIP is arrived, i.e. WIP
as less than a hundred.
What are the benefit facets?
Cutting department will get aware of the WIP levels in all the jacket line at
a same platform at a same time.
The board will denote the three levels of urgency, green (going good),
yellow (urgent), red (very urgent).
So, if yellow is turned on the department will get prepared for the work on
the respective line; and if turned red, it will indicate the alert for the
department that the line is out of inventory and the necessary actions is
required to be taken.
It will be placed at a position from where the whole cutting department can
perceive it.
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Accordingly they can determine priority for feeding the line.
It can help in future for determining the cutting priority also if carried on
SEWING DEPT.
successfully.
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Fig 3.1.6.f.vii Proposed & Implementation Of Kanban Board
Result
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400
350
300
250
200
FEEDING
150
OUTPUT
100
50
0
Fig 3.1.6.f.vii Daily report of feeding & output and graph for comparison of
same
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3.1.6.g Reducing Operator by Combing Two Operation

Finding
An extra operator was engaged in making the button placement after
elbow seam press operation.

Taking around 18 sec for the operation.
Suggestion & Implementation
Previous operations operator was ask to do the marking job also.

Initially training of the operation was given on the same work station.
Then an wooden plank extension was made for marking , utilizing the
time during which the buck is down.
Savings
The operator takes 18 sec for the marking operation.

Average process time= 50 sec
So no. of operator required= (18/50)= 0.36 operator
Therefore 0.36 operator is saved through this implementation.
Saving in terms of money=(0.36*4500)/month =Rs 1620
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Fig 3.1.6.g.i Earlier sinario and after attachment of the work aid
3.1.6.h 5 S to Increase Productivity

3.1.6.h.iWork Aid for profile placement
Profiles of the Auto Zig machine were not kept properly.

Due to this a sufficient amount of time (Approx 5 mins) was wasted in
searching the desired pair of profile.

These profiles were scattered around in the line.
They were used in inclining the graph table.
Due to this there profile (path) gets distorted and in return the shape of
the flap which was made by it.
Suggestion
A work aid was developed taking inspiration from the wall hanging.
In this attachment the profile are kept according to the buyer and size.
Made from remnant fabric of length less then 50 cm and felt is used to give
stiffness and strength.

Mounted on a wooden plank for support.
Attached directly to the machine were it has to be used
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Profile Holder
Savings
On an average 5 mins is wasted in searching the profile during a style
change.
There is 3 style change on an average in a month
There are total 4 Jacket Line.
There total time saving in a month= (4*3*5)min = 60 mins
50 more piece can be made in this saved 60 mins
In terms of money saving = (60 *0.5)
o = Rs 30/month
Flap Construction- Method Improvement in Auto Zig Machine

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2012
Fig.3.1.6.h.i Method Improvement in Auto Zig Machine
3.1.6.h.ii Improper placement of Plates of Flap Press
Plates of the Flap Press is also not kept properly, mixed in tray laying near
the machine.
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2012
Wooden plank with desired number of hooks was kept just below the table.
By this plates can be easily located when ever required and will not
consume much space.
Buyer name/ Size
Fig3.1.6.h.ii.a Suggested Attachment
3.1.6.h.iii Demarcation of Different Section In The Line

There were no demarcations of feeding areas and different section in the Jacket
sewing line.
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2012
3.1.6.h.iv Cleaning Schedule For Line
The each section operators were subdivided in a group of 4, sitting in same

row and in adjacent workplace.
Each operator was assign a time slot in which she has to clean her
surroundings.
Thus Making the place neat and clean
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2012
3.1.6.h.v Removal of Carton And Proper Place For Hanger Storage
The hangers for storage of finished lining and front in jacket were stored in
cartons.
Cartons are temporary solution for storage.
They are untidy and should not be kept anywhere in line.
So they were removed and a rod was attached on the checking table for
hanging the hanger, thus making the place look tidy.
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2012
Proposed
Fig3.1.6.v.a Rod for storage of Hangers

3.1.6.h.viAttachment for Placement of Body Canvas
Chest canvas is kept on the Ironing Table on which it has to be attached in
a haphazard manner.
This makes the place look untidy and decrease the total work space.
An attachment was made on the FIT having sections for storage of
different sizes of body canvas.

Through this different size canvas can easily be found out without wasting
the time.
Fig3.1.6.h.vi Earlier Situation
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2012
Storage And Hanger for Bridle Tape
Fig 3.1.6.h.vi Sketch of Proposed Attachment and table with attachment
3.1.6.i
Method Improvement of Sleeve
Head Roll Construction and
Attachment
The operator constructing the sleeve head roll was using a wrong method to
attach the different part of a sleeve head roll.

Elemental breakdown of the operation was done and was found that the
process flow of the operation was not correct.

The process flow was corrected and was explained to the operator.
Initially operator was taking 28 sec to do the operation which was reduce to
23 sec thus saving 5 sec in one piece construction.

A pair of sleeve head roll is made so, total time saving on one piece=10 sec
While initial target was 60 piece/hrs were made
Therefore saving in an hour = (10*60)sec= 600 sec= 10 mins/hours (saved)
So (600/46)=13 more pieces can be made more per hour.
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2012
Fig 3.1.6.i.iSleeve head roll preparation operation
Method Improvement of Sleeve Head Roll attachment
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2012
3.1.6.j Layout Modification- Line 3 (Suggestion For New Waist Coat Line)
The front section of jacket Line 3 was consuming more space then required
by a standard line.
There were lot of free space were left in between the machines, and due to
this conveyer has to also cover unnecessary gaps causing delay in
transportation and loss of energies.

The layout was compressed and a new layout was proposed in which the
machine was placed in such a manner that space for a new waist coat line
was generated.
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2012
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2012
3.2.1 Learning Outcome

The learning at Silver Spark Apparel Ltd. was indeed a unique one with a lot to
understand and take with us. The area of operation of SSAL ranges from design to
merchandising to core production.
The major learning outcomes at SSAL were based on the following points:
Understanding of the different departments working at the factory
Necessary processes to be carried out before doing any operation.
Inevitable constraints for any operation
Real time and online studies of the sewing lines giving the idea about the
practical functioning of the line.
Understanding of cutting room problems and their solutions
Understanding of shop floor layouts and material handling
Understanding the importance of workforce and results of absenteeism on

production
Understanding the machine effectiveness and addressing their maintenance

issues
The process flow of Merchandising Department and the steps involved in

sample approvals.
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2012
The above areas of understanding made us more aware of the sewing floor
operations, finishing floor operations and cutting and spreading room operations.
The learning experience was also a helping tool in making us aware of our role as
policy makers at the ground zero, level one or senior level manager level.
3.2.2 Learning Experience

Apparel Internship at Silver Spark taught me how to stand for 8 long continuously on
a sewing floor. The best learning experience in Silver Spark was the day when I was
asked by the Plant Manager to actually assign the task of Line Executive for a day.
This happened because the concern person was absent due to some unavoidable
reason and I was consider fit for to step into his shoes for a day since I was a
NIFTIAN and also I was observing the line for part one month. The task was not at
all easy since the style which was going on was critical, involved check matching and
the shipment was tight.
The first problem I observed was that there were lot of miss matching in the
assembly section because proper number sequencing was followed in the different
part section. This resultant in accumulation of huge WIP of different parts which
could not be matched.
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2012
Fig3.2.2.i Bundle feeding system in Part section

I immediately took a corrective measure and asked the feeding helper to feed the cut
parts in part section in bundle of 5 pieces and having a bundle ticket (denoting the
serial no). The operators were instructed to work on pieces in a bundle form and
replace the ticket on the bundle after doing their part of job.
Then I made a Missing Piece Tracking Board in the Assembly section on which the
number of all unmatched parts present in the form of WIP in the assembly line was
noted. Each box represent a location in the assembly line where that serial number
piece can be found. This made the task of matching the missing piece in the
collection of around 400 WIP easy and thus saved a lot of time.
Fig3.2.2.ii Missing Piece Tracking Board
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2012
Fig3.2.2.iii WIP collected in different location in the assembly line and

there serial no. were marked
This measure of mine was highly appreciated by the Plant Manager and other
executive on the production floor.
When the GM(Operations), came to know about this, he called me up personally,
appreciated my effort, thanked me for my contribution and hugged me.
From that day onwards everyone in the industry started knowing me as a Trainee
who helped in Inverness ( Buyer name) order in a critical situation.
This was probably the best learning experience and a day worth remembering during
the course of my internship.
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Silver Project

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Apparel Internship- Silver Sparks Apparel Limited

Apparel Internship- Silver Sparks Apparel Limited

3.1.1. Title of the project

Apparel Internship- Silver Sparks Apparel Limited

Successfully implementation of Kaizen to achieve better work system and

To eliminate waste assessed in respect of non-value added activity in the

To provide work aid, wherever necessary in the Jacket lines

To implement 5S in Jacket line.

To arrange the layout to reduce material movement and to reduce WIP in

Better Utilization of Work Space.

Apparel Internship- Silver Sparks Apparel Limited

3.1.5. Kaizen- Introduction

Apparel Internship- Silver Sparks Apparel Limited

word "improvement". In a work environment Kaizen is understood as gradual, orderly

Apparel Internship- Silver Sparks Apparel Limited

Apparel Internship- Silver Sparks Apparel Limited

Transportation / movement People / material

Waiting man machine material

Non-prime generation Rework

Apparel Internship- Silver Sparks Apparel Limited

3.1.5.cPurpose of kaizen activity

Apparel Internship- Silver Sparks Apparel Limited

that it need not to be unloaded from the conveyer

Loading and Unloading time will be saved.

Apparel Internship- Silver Sparks Apparel Limited

Fig3.1.6.a.i Suggested attachment on the Conveyer

Apparel Internship- Silver Sparks Apparel Limited

Fig 3.1.6.a.iii Operator using modified conveyor without unloading the

Fig 3.1.6..a.iv Attachment

Apparel Internship- Silver Sparks Apparel Limited

floor extension, at the end of assembly area in line 3.

reused were thrown in the area.

send to store for reuse, saving lot of money.

Fig 3.1.6.b.i Cleaning of area for Space Utilization

Apparel Internship- Silver Sparks Apparel Limited

Apparel Internship- Silver Sparks Apparel Limited

Hand Heming section the WIP is stored in folded form.

Fig3.1.6.b.iv Storing of Jackets in folding form

Apparel Internship- Silver Sparks Apparel Limited

Fig 3.1.6.b.v Layout of double stories WIP storage racks

Apparel Internship- Silver Sparks Apparel Limited

This Implementation will eliminate the extra crease removing operation

3.1.6.c Measure to Reduce Oil Stain Marks (Development of Cotton-Wool

Stain Mark on Lining is a major cause of alteration and re-cutting (specially in

white color fabric).

due to oil leaking from the machine.

Apparel Internship- Silver Sparks Apparel Limited

when it will leak from the machine.

Apparel Internship- Silver Sparks Apparel Limited

Apparel Internship- Silver Sparks Apparel Limited

RECUT PANEL DUE TO STAIN MARK (JUNE)

RECUT PANEL DUE TO STAIN MARK (JULY)

RECUT PANEL DUE TO STAIN MARK (JULY)

Apparel Internship- Silver Sparks Apparel Limited

3.1.6.d Additional Label Attachment In The Lining Section

Understanding tech packs and packages

Studied the different locations where various trims have to be attached

Understanding The Package

Trims and accessories

Their respective locations

The stitching details

Package wise trims instructions

Fig 3.1.6.d.i Location where the additional label has to be attached

Apparel Internship- Silver Sparks Apparel Limited