SYSTEM IMPLEMENTATION

A Dissertation Submitted in Partial Fulfilment of the Requirement for the Award

of Degree in

Bachelor of Fashion Technology (Apparel Production)

Submitted by
LIPIKA JAIN

Under the guidance of

Mr. T S PRAKASH

Department of Fashion Technology,

National Institute of Fashion Technology, Mumbai
May, 2016
1. ABSTRACT
This project documents the efforts to implement proper systems in the supply chain. Traffic light
quality control system & 5s (both lean tools) is being implemented to improve the working
systems of the company and even to produce more profit for the company.

Consumers, manufacturers and retailers worldwide are becoming more environmentally

awareand ecologically conscious. Apparel is one of the largely unexploited consumer
commoditieswith strong recycling potential. Diminishing resources, increasing raw material
costs and low profit margins have spurred theneed for effective apparel waste management.
Considerable amount of solid wastes like fabric, threads, trimmings, yarn, plastic, cardboard
and paper, etc are generated in the process ofmanufacturing which account for
significant manufacturing costs. Fabric wastes generatedduring cutting account for
10-20% of fabric consumption. Reducing such wastes can beprofitable options for
companies. Reworks that are generated on the unit were minimized by traffic light system
implementation. Because of this amount of rework reduced due to which there was cost
reduction in the terms oftrim cost, labour cost, etc. 5S was implemented in the unit so that the
working environment canbe uplifted and also wastage can be reduced

Keywords: apparel production,

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2. Certificate
This is to certify that this project report entitled System Implementation is based on my,
Lipika Jains original work, conducted under the guidance of Mr T S Prakash towards the partial
fulfilment of the requirement for award of the Bachelors Degree in Fashion Technology
(Apparel Production), of the National Institute of Fashion Technology, Mumbai.

No part of this work has been copied from any other source. Material, wherever borrowed has
been duly acknowledged.

Signature of Author

Signature of Guide

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3. ACKNOWLEDGEMENT
This report has been prepared for the graduation project in partial fulfilment of the Bachelors
Degree in Fashion Technology from National Institute of Fashion Technology, Mumbai. The
project on System Implementation has been conducted in XYZ Company. I have successfully
completed my project and compiled this report as the summary and the conclusion that has been
drawn from the graduation project experience.

I would like to thank Mr T S Prakash, our faculty guide for constant encouragement and helping
hand whenever we needed, as well as our faculties Mr. AjitKhare, Mrs. KavitaPathare, Mr.
RanjanSaha, Ms. AboliNaik, Mr. Nitin for their help in improving our project.

I am immensely grateful to the management of Shirt Company, especially to MrMunawwar,

Quality Department, for his help and guidance throughout our project.

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INDEX
SERIAL NO TOPIC PAGE NO
1. Background 6
2. Introduction 7
3. Objective 9
4. Review of Literature 10
5. Methodology 17
6. Result 19
7. References 35

5|Page
4. BACKGROUND

Manufacturers now a day are facing intensive global competition. They are becoming
increasingly aware of the importance of modern management philosophy in providing them with
a competitive advantage in a free market system. Now the key to competing in the international
market place is to simultaneously improve both quality and productivity on a continual basis. To
enhance value and minimize waste has been the mantra of garment industry for the past decade
in order to increase bottom-line profitability.

There are different costs involved in manufacturing and cost reduction attempts in industries is
by identifying wastages through a Value Stream Map and then eliminating these wastes and
preventing and correcting defective work that would result in substantive savings. Value added
(VA) activities focus on any activity that customer is willing to pay for. Non Value added (NVA)
activities describes that the customer does not consider as adding value to their product (For e.g.
waiting, transportation, rework inspection etc.). One of the ways to reduce wastages can be
reduce/eliminate NVA that can result in reduction in time, cost and lead time. Lead time means
Duration/Time required between first receipt of a customer order to the customer receipt of the
product or service. By reacting quicker to make a product as per customer demand the company
can invest less money and earn more quickly.

Manufacturing operations are continually striving to increase productivity and output of their
operations. Their goal is to satisfy the customer with the exact product, quality, quantity, and
price in the shortest amount of time. The approach that can be followed in order to eliminate the
wastes was through Lean production system. Lean production system is an organizational
method of delivering to customers what they want, when they want and in the process
maximizing wealth to the organization by lean best practices implemented through people. It is
an operational strategy oriented towards achieving the shortest possible cycle time by eliminating
wastes. It is derived from the Toyota production system and its key thrust is to increase the value
added work by eliminating waste and reducing incidental work. The term lean production system
is coined to represent half the human effort in the company, half the manufacturing space, half
the investment in tools and half the engineering hours to develop a new product in half the time,
that is the major purpose of the use of lean production are to increase productivity, improve
product quality and manufacturing cycle time, reduce inventory, reduce lead time and eliminate
manufacturing waste.

5. INTRODUCTION
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Garments styles are changing rapidly. Also the fast changing economic conditions such as global
competition, declining profit margin, customer demand for high quality product, product variety
and reduced lead time etc. had a major impact on manufacturing industries. The demand for
higher value at lower price is increasing and to survive, apparel manufacturers need to improve
their operations through producing right first time quality and waste reduction. Unless buyers
expectations and requirements are met, it would be very difficult to survive or to grow.

Therefore, quality is becoming a vital key to successful growth of a company. Reworks in the
garments industry are a common work that hampers the smooth production rate. Rework is a
vital issue for poor quality product and low production rate. Stitching operations (with respect to
cutting and finishing) needs high skill as well as quality work, because of difficulty associated
with repairing of products sewed with wrong specifications. We have to give more attention to
stitching than to cutting and finishing. Here, how a traffic light system in sewing floor can be
used to detect defects at source level is described.

In some cases it has been observed that, in developing countries the garment industries are run as
family businesses. They dont have much confidence towards innovation over old processes.
They are happy as long as they are sustaining their business. Since lacking of skilled personnel
as well as sufficient capital to implement new technologies for improving productivity and
flexibility, they are not moving towards new innovation.

Because of all these things the industries have been running in a traditional way for years and are
rigid to change (Gao et al 2009). The best way to cope with all these challenges is the
implementation of lean manufacturing. This will serve the purpose of flexibility and save a lot
of money by reducing production lead time, reducing the inventory, increasing productivity,
training operators for multiple works in a scientific way, and by reducing rework.

Need Of The Project

There is a need of the topic because there are no proper systems which are being followed in the
sewing floor. System implementation involves various lean tools to be implemented to improve
quality, visual management, productivity and to reduce lead time &wastage. The topic will also
help to build a safe work environment.

To improve Quality
To improve Visual Management
To reduce manpower
For Better space utilization
To Increase Productivity:
To Reduce Waste:
To Improve Lead Time

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5S
1. Insufficient cleaning and neatness in the line
2. Reduction of man and material movements
3. Handling issues
4. Lack of storage
5. Improper labeling and color coding
6. For a Safe Work Environment
7. For easy Management
8.

TRAFFIC LIGHT SYSTEM

1. High alteration rate

2. Low Quality Standards
3. High lead time

6. OBJECTIVE
System Implementation in sewing line:

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 5s
Traffic light system

SUB-OBJECTIVE
Improve quality
Improve visual management
Reduce lead time
Reduce wastage

7. REVIEW OF LITERATURE

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Lean Production system:
According to Womack, Jones, and Roos, the term lean represents a system that utilizes fewer
inputs in order to create the same outputs than those created by a traditional mass production
system, while increasing the range of different finished goods for the end customer. The term
lean production system is synonymous with different names, such as agile manufacturing, just-
in-time manufacturing, synchronous manufacturing, world class manufacturing, and continuous
flow.

Types of Wastes According to Tapping the ultimate lean target is the total elimination of waste.
MUDA, is anything that adds cost to the product without adding value, MURA, is anything that
has inconsistencies and MURI, is anything that leads to Physical strain or over burden Wastes
can be classified into seven categories:

1. Waste of over producing: Producing parts and/or garments in excess of customer demand or
very much ahead of time.

2. Waste of waiting: Semi-finished panels/garments, fabrics are waiting between operations.

3. Waste of transport: Moving material from one process to another because of layout.

4. Waste of over processing: Additional operations to the product more than necessary- added
operations not required trimming when UBT is already there

5. Waste of inventory: Raw material stocks and related parts/trims way ahead of time and
sometimes excess.

6. Waste of motion: Any motion that is not necessary to the completion of an operation- more
touches, more movements.

7. Waste of defects and spoilage be reworked.

8. Waste of human effort: power.

According to Vaughn (2009), waste can be defined in many ways. Questions have recently
emerged about the accuracy of statistics that show how much waste is both generated and
disposed of every year. Some wastes that are managed at the site where they are generated (such
as manufacturing facilities) are not considered a part of the total. The lack of agreement about
definitions and lack of accurate data make it difficult for policy managers to determine how
serious the problem might be and how best to deal with it

Key Practices for Waste Minimization

Sewing

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 Before stitching, check all panels for previously unrecognised fabric or cutting faults.
Rejecting imperfect panels before they are sewn into a garment will reduce waste.
Encourage operators to report any stitching difficulties as soon as possible. For example,
operators should inform their supervisor immediately if they find a batch of garment panels
where patterns do not align correctly after stitching or where cutting errors have produced
badly fitting panels. The management must investigate the problem before wasting
significant numbers of good panels and trimmings.
Communicate with the thread supplier about the availability of stock control and use or
return schemes. Such schemes avoid over-stocking by calculating the supply of thread in
advance from production requirements. If necessary, additional supplies can be provided at
short notice. Full, unopened reels can be returned.
Ask operators to return all part-used reels of thread at the end of each day. Store these part-
used reels in a thread cabinet and reallocate them as necessary. Do not allow new reels to be
used when part-used ones are available. This procedure maximises thread utilisation. It may
be necessary to keep the thread cabinet locked and allow only supervisors to dispense thread.
Control the use of fastenings, e.g. buttons, buckles and zips, by:
- buying only the quantities needed (allowing for a small/acceptable degree of error);
- allocating to operators, at the beginning of each shift, the number required to complete the
job;
- supervising amounts given out because of operator errors.
When using high value trims, e.g. ribbon, lace and elastic:
- supply the operator with pre-cut lengths to avoid careless over-use;
- give operators only the amounts needed to complete the number of garments expected to be
produced in that shift. If sizing mistakes occur, size down or size up the batch of garments
where possible.
Avoid label waste by counting out the exact number required by the machinists. This not
only reduces label waste, it prevents labels falling into the hands of garment pirates.
If garments with pockets are being made, consider buying a pocket-setting machine. Such
machines can help to eliminate errors/waste and will increase productivity.

Operations

Inspect and clean equipment regularly to extend its useful life and maximize productivity.
Reduce paper usage
Copy documents on both sides of the page.
Post inter-office memos instead of circulating individual memos to all employees.
Reuse backs of paper for draft documents or note pads to minimize paper purchasing costs
and waste volume.
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 Send bills in two-way envelopes that allow receiver to use same envelope, thus reducing
waste and purchasing and processing costs.
Purchase or lease new equipment or modify existing equipment to increase efficiency and
reduce waste.
Sell or donate surplus items to charitable organizations and get a tax deduction.

Principles of Lean
The five-step thought process for guiding easy to remember, but not always easy to a

1. Specify value from the standpoint of the end customer by product family.

2. Identify all the steps in the value stream for each product family, eliminating whenever
possible those steps that do not create value.

3. Make the value will flow smoothly toward the customer.

4. As flow is introduced, let customers pull value from the next upstream activity.

5. As value is specified, value streams are identified, wasted steps are removed, and flow and
pull a state of perfection is reached in which perfect value is created with no waste.

5S
One definition of the Visual Workplace is an environment where, within 5 minutes, a stranger
can recognize the areas vision, their mission, and the key performance measures critical to their
success. All this is determined without the need for a conversation of any kind. In addition, the
visible measures or dashboard indicators clearly show at a glance how successful the
process owners are in achieving their vision.

Joint selection of the right indicators is essential to ensure true ownership. Such an environment
begins with the discipline of 5-S which is wrapped in managements envelope of support.
Housekeeping alone is not just a desirable thing to do its crucial, as more potential customers
walk-through their suppliers workplace before committing to a supplier-customer agreement.
Every employee plays a role in presenting an image of organization, order, and cleanliness to
potential customers. Whats more, employees find this new order produces a better workplace.

5S is a technique that results in a well-organized workplace complete with visual controls and
order. Its an environment that has a place for everything and everything in its place, when you
need it.

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5S produces a workplace thats clean, uncluttered, safe and organized. People become
empowered, engaged and spirited. As the workplace begins to speak, by linking people and
processes, product begins to flow at the drumbeat of the Customer.

The 5Ss stand for 5 Japanese words that constitute good housekeeping. Roughly translated they
are;

Sort (Seiri)
Set in order (Seiton)
Shine (Seiso)
Standardize (Seiketsu)
Sustain (Shitsuke)

The 5 pillars to the visual workplace, which must work in conjunction with each other, are:

Organization / Sort (seiei) keeping on hand only whats needed for the process the rest is red-
tagged & removed, making it easy to see the naked process in its uncluttered state. It is the first
step in 5S, it refers to the sorting of the clutter from the other items within the work area that are
actually needed. This stage requires the team to remove all items that clearly do not belong in the
working area and only leave those that are required for the processes in question.

Orderliness / Set in order (seiton) a place for everything and everything in its place for
immediate retrieval and use.It is the process of taking the required items that are remaining after
the removal of clutter and arranging them in an efficient manner through the use of ergonomic
principles and ensuring that every item has a place and that everything is in its place.

Cleanliness / shine (seiso) Keep the workplace clean, spotless, and shining. A necessity as we
begin to achieve global defect rates of 10 faulty parts per million and less. It is the thorough
cleaning of the area, tools, machines and other equipment to ensure that everything is returned to
a nearly new status. This will ensure that any non-conformity stands out; such as an oil leak
from a machine onto a bright, newly painted clean floor.

Standardized Cleanup (seitetsu) Its the condition we achieve when we maintain the first 3
pillars. Everyone plays a role. It is the process of ensuring that what has been done within the
first three stages of 5S become standardized; It ensures that there is a standardized way of
working.

Discipline / Sustain (shitsuke) Through the strength of personal will and self-esteem, make a
habit of maintaining the established procedures every day.It ensures that the company continue
to continually improve using the previous stages of 5S, maintain housekeeping, and conduct
audits and so forth. 5S should become part of the culture of the business and the responsibility of
everyone in the organization.

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5S relates to workplace organization and forms a solid foundation upon which many
organizations base their drive for continuous improvement. It is equally applicable & successful
in all sectors helping to achieve high impact results.
It is a systematic and methodical approach allowing teams to organize their workplace in the
safest and most efficient manner.
The discipline to check & repair equipment is included & adopted. The entire process is
managed through the use of team generated audit documents, completed on an agreed frequency
by responsible owners within the Gemba.

Case Studies on 5S

1) Performance Improvement through 5S in Small Scale Industry

ABSTRACT: Small scale industries play an important role in Indian economy. It has emerged as
powerful tool in providing relatively larger employment next to agriculture. It contributes more
than 50% of the industrial production in value addition terms and generate one third of the export
revenue. Global markets are continuously changing and demanding product of high quality and
low cost. Such products can be produced using lean manufacturing, a management philosophy
that aimed to reduce all types of wastes at all levels of product manufacturing so as to reduce
product cost.5S is a basic lean manufacturing tool for cleaning, sorting, organizing and providing
necessary groundwork for work place improvement. This paper deals with the implementation of
5S methodology in the Krishna Plastic Company, Udhyognagar, Amreli, and Gujarat. Out of the
available various lean manufacturing techniques, 5S offers good potential for required
improvement. Ten week study is carried out in the case company. The results after the 5S
implementations states that production system efficiency is improved from 67% to 88.8% in the
successive week.

2) Implementation Of 5S Methodology In The Small Scale Industry: A Case Study

Abstract: 5S is a basic foundation of Lean Manufacturing systems. It is a tool for cleaning,

sorting, organizing and providing the necessary groundwork for workpiece improvement. This
paper dealt with the implementation of 5S methodology in the small scale industry. By following
the 5S methodology, it shows significant improvements to safety, productivity, efficiency and
housekeeping. The improvements before and after 5S implementation is shown by pictures in the
paper. It also intends to build a stronger work ethic within the management and workers who
would be expected to continue the good practices.

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TRAFFIC LIGHT SYSTEM

Traffic light system is the most effective inspection tool to reduce defect generation at source.

This is a random inspection system. Traffic light system is more effective in controlling shop
floor quality than other quality tools because of its visual communication. At the same time it
measure operators performance level in quality. No operators like to be presented themselves as
lower quality makers. They concentrate on quality aspect during stitching garments.

Inline checking system will alert operators in concentrating their job. If less number of defective
seam is made, less the time will be lost in repairing it. It also helps in other way. May be at the
start of the style an operator do not understand the specification, an interaction with quality
inspector will make an operator clear about the quality requirement. Traffic Light System is
designed to flag the problem at source and allow immediate corrective action rather than all
potentially defective product to continue to be manufactured.
Like other quality inspection tools, traffic light inspection system is widely used in garment
quality inspection. This system is used to stop producing defect at source. This is a random
inspection system. Traffic light system is more effective in controlling shop floor quality than
other quality tools because of its visual communication. At the same time it measure operators
performance level in quality. No operators like be presented themselves as lower quality makers.
They concentrate on quality aspect during stitching garments.

Traffic light quality system works in a similar fashion the transportation traffic light system
works. Like the transportation system it includes three quality signal cards: green, yellow and
red. In the production line each worker is characterized by a card and the card is being hanged
above his/her head. Green is for good quality, yellow is for warning condition and red stands for
stopping the production due to quality fault. Five piece quality checking system has been
implemented and the quality controllers were instructed to check the quality status every two
hours interval and collect data of each worker on a regular basis. When a worker produces
quality product with zero defect, he or she is characterized by a green card. A worker who does a
single fault out of the checked seven pieces, he or she is warned by a yellow card that indicates
that he or she should be more careful about quality for the next time. But when any worker who
does multiple faults, a red card is hanged above his or her head that indicates that this worker is
producing several faults that should be corrected and an extra care should be taken to this
worker. The extra care may be in a way that he or she should be trained for that operation or if
there have any problem, could be solved. This is not a way of pushing the workers but to
motivate them so that they are willing to do the quality at the first time they make it. Based on
the performance the workers and the production lines are scored by a common scoring system.
The system offers that, the best worker and the best line that scored highest should be honored by
the management and some incentive should be given to them for their outstanding performance.
The system also offers that, they should also be honored bybeing put a best quality badge for the
whole month so that they could feel proud and all other workers could inspire to achieve the
highest quality level.

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 1) Enhancing lean supply chain through traffic light quality management system

Abstract :-Lean is a continuous journey to grow and excel the company. Any company want to
develop and cope with the world pace must adopt lean. However, in most of the organizations
the management culture or peoples mentality is not so good to embrace change. They have
predestined mind set where no change is normally allowed. Lean is a cooperative way of
working that involves all departments and all personnel to work together in a team for the
betterment of the entire company. Without providing fixed solution of any problem it suggests
the best way that people willingly accept to do. Lean normally deals with highest quality, shorter
lead time and lowest cost. In Bangladesh, most of the garment manufacturing companies are
experiencing a massive quality problem. We describe a case where traffic light, a tool of lean
quality system was adopted to a garment manufacturing company in Bangladesh. We also
provide the charts to contrast the before and after scenario in detail, in order to illustrate the
company benefits. After the traffic light system being implemented, the quality status was
improved, production capacity was increased; significant days were saved that enhanced the lead
time and thus strengthen the supply chain

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8. METHODOLOGY
As the project includes implementations of systems like 5S and Traffic light. The
process which will be followed are mentioned step wise.

8.1 PROCEDURE
The basic required activities and their procedure to complete this project are as
follows:

5S
Decide the tool 5S to be implemented
Sort
Set in Order
Shine
Standardize
Sustain

Traffic light System

Study the present alteration rate and method to rectify the alterations
Discuss with higher management and suggest traffic light
Prepare the traffic light formats
Hang the format on each machine of the operator
Continue the system for one month
Study the alteration rate with implementation of traffic light system.

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9. Result
9.1 TRAFFIC LIGHT SYSTEM
Before implementation

First the existing situation is noted and the alter percentage is shown in the following chart.One
knit and one woven line was taken for studying the current situation. From the chart it is
observed that the alter percentage is about forty three percent

TABLE 1

Total pieces checked Defective defect%

Style 1 3149 1100 35
style 2 3462 1500 43
style 3 3149 1225 39
style 4 3149 1550 49
style 5 3462 1620 47
Average 43

FIGURE 1
60%

50%

40%

30%
1
20%

10%

0%
Style 1 Style 2 Style 3 Style 4 Style 5

Average alteration rate = 43% (Knits)

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 TABLE 2

Total pieces checked Defective defect%

Style 1 1907 470 25
style 2 2125 650 31
style 3 2409 800 33
style 4 1795 490 27
style 5 2525 740 29
Average 29

FIGURE 2

35%

30%

25%

20%

15% 1

10%

5%

0%
Style 1 Style 2 Style 3 Style 4 Style 5

Average alteration rate = 29%(Woven)

Before traffic light system was implemented there was a high percentage of alteration.
The system was that the end line QC checked the pieces, if found faulty the pieces were
kept aside.
Once the whole lot was out of the line then the faulty pieces were again sent back to the
line for correction of defects.
The operators were paid extra for these alterations depending on the no of pieces altered
by the operator.

Problems faced due to this system

There was high rate of alteration

The type and cause of defects could not be identified correctly
Time taken for a style to move out of the line increased

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 The cost invested for rectifying the alteration increased
The higher management were not being aware of the defects occurring in the line
The quality of the garment was degraded and not according to the standards

Therefore, there was a necessary need to implement a quality tool to reduce the alteration rate

After Implementing

A monthly format was made for every operator in the line and was hung on his/her
machine.
A QC checked a bundle of 5 pieces produced on a bi-hourly basis and mark the format
appropriately.
2 or more pieces defective - RED
1 piece defective YELLOW
NO piece defective - GREEN
Once QC completed one round of the line the supervisor made a round and checked the
format. If the supervisor found red on any format then he would tell the operator to stop
the operation and tell him/her the correct procedure to carry out the operation.
After the supervisor corrected the operator the same operator altered the pieces found
defective by him. At the end of month, the formats were reviewed and the operator with a
good performance was rewarded with the monitory incentive.

With the implementation of traffic light system the alteration was reduced by large amount. It
helped to identify the cause of the defect at the first step of production, not at the end like the
system before implementation and correct the defect at the same time. It also lead to reduction in
the alteration cost given to the operators for fixing the defects after the lot was out. By giving
incentive, the operators were motivated to produce defect free garments. The operators thought
more about the quality than the quantity produced.

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 FIGURE 3 FIGURE 4

After analyzing the current situation traffic light was implemented in each knits and woven line
respectively. The alter percentage is depicted by the following graph for various styles running
during the implementation of traffic light. With the success of traffic light in the initial lines, it
was later implemented in the remaining lines of the floor.

TABLE 3

Total pieces checked Defective defect%

Style 1 3149 250 8
style 2 3462 520 15
style 3 3149 376 12
style 4 3149 565 18
style 5 3462 380 11
Average 13

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 FIGURE 5

20%
18%
16%
14%
12%
10%
8% 1
6%
4%
2%
0%
Style 1 Style 2 Style 3 Style 4 Style 5

Average alteration rate = 13% (Knits)

TABLE 4

Total pieces checked Defective defect%

Style 1 1907 190 10
style 2 2125 255 12
style 3 2409 361 15
style 4 1795 180 10
style 5 2525 225 9
Average 11

FIGURE 6

16%
14%
12%
10%
8% 1
6%
4%
2%
0%
Style 1 Style 2 Style 3 Style 4 Style 5

Average alteration rate = 11%(Woven)

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1) Traffic light system Implemented in the sewing line was successful and helped in
controlling the quality of the garment in the line. The alteration rate was dropped from
43% to 13%

Before Implementation

Production = 1500 pieces

Alteration = 43%

Alter Pieces=645 pieces

After Implementation

Production = 1500 pieces

Alteration =13%

Alter pieces = 84

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 PROJECT 2

A minor project is also being done in the finishing department. The project was to study the
operating procedure of finishing department.

First, I observed the procedure followed in the finishing department and made the following
Flow diagram.

THREAD CHECKING SORTING

CUTTING

CHECKING PRESSING TAGGING

(MEASUREMENT)

FOLDING
AND SORTING BARCODING
PACKING

DISPATCH PACKAGING

FIGURE 7

In the above procedure it starts with thread cutting followed by checking. After which the lot was
sorted according to various sizes followed by tagging of the garment and pressing along with
measurement checking of the same. This step took a lot of time as many other lots were running
in the pressing department and only 1 checker was appointed for checking succeeding the
pressing. Then the garment is folded and packed which were again sorted for barcoding. This
sorting increased the overall processing time and can be eliminated. After barcoding the garment
was packed and dispatched.

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By observing the flow chart I observed that some processes were repeating it thereby increasing
the overall processing time of the lot produced. Therefore those operations needed to be
eliminated. For example sorting process is being repeated twice in the whole procedure which is
not required and can be reduced to one as it increases the overall time.

THREAD CHECKING SORTING

CUTTING

TAGGING PRESENTATION PRESSING

PACKAGING DISPATCH

FIGURE 8

As we can see by the flow chart, sorting and checking which were taking place twice in the
whole procedure are reduced to once as they were non value adding activities and were
increasing the time for the garment. Process like tagging was being combined with barcoding.
Presentation operation included the checking of the garment along with checking for the
measurement of the garment. The procedure was revised and followed for one style to check the
feasibility. With the earlier procedure it used to take 2 weeks (15 days) for the lot to get packed
after coming out of the line whereas with the revised procedure the lot took around 9 days.

RESULT

Revised procedure for finishing helped to clear the lot in 9 days as compared to 15 days it
took earlier.
Waiting time of the lot is being used.
Extra man force used is eliminated which can be used in other things

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 FIGURE 9

dispatch
packing
barcoding
sorting
folding and packing
checking(meas)
pressing 1

tagging
sorting
checking
thread cutting

0 0.5 1 1.5 2 2.5

Previous layout

In the above graph, the operations circled in red are eliminated and the operations circled in
green are merged.

FIGURE 10

dispatch

packing

tagging

presentation

pressing 1

sorting

checking

thread cutting

0 0.5 1 1.5 2 2.5

Present Layout

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9.1 5S

As part of 5S tool, following changes were made.

FIGURE 11 FIGURE 12

BEFORE AFTER

Changes made Extraand unwanted Trolleys and bags removed from the area to
make passage

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 FIGURE 13

BEFORE

FIGURE 14

AFTER

Boxes coming out of line kept properly placed inside the line marked for the aisle
space
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 FIGURE 15

BEFORE

FIGURE 16

AFTER

Unwanted items removed which were stored under the table

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 FIGURE 17

BEFORE

FIGURE 18

AFTER

Unwanted threads removed from the line and put In a proper place to be sent back
to the trim department

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 FIGURE 19

BEFORE

FIGURE 20

AFTER

Baskets provided for thread cuttersto maintain cleanliness

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 FIGURE 21

FIGURE 22

Polybags hung for easy disposal of litter /thread bits in the finishing section and in
the sewing line
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 FIGURE 23

BEFORE

FIGURE 24

AFTER

The operator was using the table to stick the number stickers, instead a plastic has been kept for
the operators to stick the stickers, keeping the workplace clean.

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 FIGURE 25

BEFORE

FIGURE 26

AFTER

There was no proper color coding before. Hence yellow black tapes were pasted on all the mats
(throughout the line) on which the operators stand, so that the operator working area can be
easily identified.

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CONCLUSIONS

Below mentioned are the changes after implementation of 5S

1S
1. Better usage of workplace
2. Prevention of losing tools

FIGURE 27

2S
3. Increasing Efficiency
4. Shortening of time required for searching necessary things

3S
5. Machine maintenance cost has been reduced.
6. Improvised working conditions for workers.

4S
7. Improvement in safety has supported in reducing in injuries of worker
8. Slips and falls of materials have been reduced

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 5S
9. Increasing of morale and awareness
10. Proceedings according to decisions

REFERENCES:
Ruth E. Glock and Grace I. Kunz , 4th Edition Apparel Manufacturing sewn products analysis

Womack, J., & Jones, D. (1996). Lean thinking: Banish waste and create wealth in your
corporation. New York, NY: Simon & Schuster.

Tapping, D., Luyster, T., &Shuker, T. (2002). Value stream management: Eight steps to
planning, mapping, and sustaining lean improvements. New York, NY: Productivity Press.

Quaterman Lee.(2003), Implementing lean manufacturing Imitation to innovation

H.S. HanumanthaNaik, D. Sargunamani& S. S. Ramatal, Cost Savings in Cutting Section-

Apparel Industry, www.fiber2fashion.com

John Shook(2008), Managing to learn- By A3 management process, Lean enterprise Institute,Inc

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