Article title:

Adapting lean manufacturing principles to the textile industry

Lean manufacturing involves a variety of principles and

techniques. Every lean principles ultimate goal is to eliminate
seven types of wastes and non-value-added activities at every
production or service process. However, it is effective to find
out the lean principles, which are appropriate for implementing
in the textile industry.
This articles goal is to find a model for implementing lean tools
through interviews, plant tours and case studies[1]

Origin of Lean
Womack et al. (1990) introduced the term lean in the book
The Machine that Changed the World.
The word Lean was used to describe the Toyota
Production System.
Womack and Jones (1996) identified how Toyotas
production system is different from the traditional mass
production approach in Lean Thinking
Ohno (1988) identified seven types of waste in his book
Toyota Production System
 Shingo (1985) introduced Quality methods include Jidoka,
Poka-Yoke and Lean Six Sigma. Poka-yoke.
Taghizadegan (2006) explained the Lean Six Sigma
approach, as it is a data-driven approach to find the root
cause of problems.
Dennis (2002) proposed to utilize people more than
machine. Because the flexibility of people provides more
benefits than machine utilization.
Shingo (1985b) has compiled a methodology the single
minute exchange of dies (SMED) System, into his book A
Revolution in Manufacturing
Greif (1995) defined the goal of visual management in his
book The Visual Factory, is to create a work environment
that is self-explaining, self-ordering and self-improving.
Total productive maintenance (TPM), as introduced by
Nakajimi

Seven types of wastes:

a) Overproduction,
b) Time on hand,
c) Transportation,
d) Over processing,
e) Inventory,
f) Movement
g) Defective products.
Tools Used and Their Categories:

Tools Category Tool Sub Category

Visual Management 5s,TPM,Andons

Policy Deployment PDCA cycle, Nemawashi,

Quality Methods
Standardized Work
Just-In-Time
Improvement Methods
Catch Ball, A3 thinking
JIdoka, Poka-Yoke, Lean six-
sigma
Takt time, Cycle time, job
element sheets, work
sequence
Kanban, Production levelling,
SMED, Cellular manufacturing
Kaizen, Kaizen blitz, Value
steam mapping

Important Notes:
1) Implementation of lean manufacturing should begin with
Policy Deployment tools to initiate cultural changes.
2) Lean manufacturing is a strategy that can be implemented
in both large and small companies.
Case study of Alice Manufacturing

Companys preliminary purpose was to cut costs, eliminate

waste and streamline processes.
The companys management attracted to the firm
Rockwell Automation who had successfully implemented
lean with help from a consulting firms program.
Alice Manufacturing was interested into the combination
of lean and Six Sigma used in a program.
After using 6 months, the company reported dramatic
cultural changes in system
Employees began to know about the value of their
suggestions.
The company has had many successful improvement
projects, which were at the suggestion of shop floor
employees.
Though the company did not cite exact figures, but
reported that they were more than halfway towards
reaching the goal set when they had started the program
(Dodge Reliance 2006).
Case study of Joseph Abboud:
Companys preliminary goal was lower the manufacturing
costs, keep competitive strategy over lower wage
manufacturing companies.
Before lean manufacturing, each employee stitched
together all the pieces of a garment on their own.
First approach was cellular manufacturing which goal is to
set up work cells, so that workers can work in teams.
Cycle time was reduced by One-piece flow system.
The factory increased production, and sales are up by 15%
(Langfitt 2007).

Case Study of National Textiles

The companys goal was to reduce waste and improve
productivity.
Company began their lean manufacturing implementation
process in 2004 with the help of NC State Universitys
(NCSUs) Industrial Extension Service (IES) lean facilitators.
First lean event had impressive results, including a 30%
improvement in productivity and 40% cost reduction in
that production area.
 The project implemented such tools as 5s, standard work
and flow, determined cycle time and takt time and
conducted a VSM exercise.
The result was a reduction in the number of unnecessary
set ups by 50% and a reduction of the set up time from 15
to 5 min

Obstacles while implementing lean manufacturing:

1. Resistance to change both shop floor employees and
management;
2. Shop floor employees are afraid to offer suggestions for
improvements;
3. Improper co-ordination among marketing, sales, product
and development;
4. Shop floor personnel are not native English speakers; so
training needs to be multilingual;
5. Training is a huge time-consuming process
Benefits of Lean Management:
1. Creating smaller lot sizes;
2. Reduction of raw materials
3. Reduction in product complexity;
4. Decreased inventory (by 50% in one company);
5. Reduced changeover times (from 1.5 days to
45 min in one example);
6. Increased production (after implementing 5s,one company
experienced a 16% gain in 1month);
7. Cleared space for increased production and new business;
8. Reduced finished goods inventory;
9. Increased first pass quality (from 53% to 80% in one case);
10. Reduction in production time.

5S Implementation Practical Case

1. A group of voluntaries were collected (about 30 people)
2. Production in the department was stopped for 3 days for
the initial event.
3. The first step was to sort out the clutter from tables and
workstations.
4. Equipment to remove items not essential to performing
the process and any unneeded equipment.
5. Red tag was used to separate these items from the regular
production area.
 6. Indicator was used to set locations and limits for
equipment and item storage.
7. Indicators such as lines and identification signs were also
placed to demark walkways and the different storage
areas.
8. The floors and machines were given a good cleaning to
remove waste and oil.
9. Ensure standard working practices were in place and that
everyone in the area was trained in 5S.

Lean implementation model

References
1. George L. Hodge, K.G.R., Jeff A. Joines and Kristin Thoney, Adapting lean
manufacturing principles to the textile industry. Production Planning &
Control: The Management of Operations, 2011. 22(3): p. 237-247.