Jeans Division

Mysore Road, Bangalore

 About The Company

 Arvind Ltd, the flagship company of the Lalbhai Group, prides itself
on being one of the largest integrated textile and branded apparel
players in India, Established in 1931.

 Headquartered in Ahmedabad, Gujarat, Arvind is the India’s largest

denim manufacturer and world’s second largest producer and
exporter of denims.

 Arvind retail not only their own brands including Flying Machine,
Newport and Excalibur but also licensed international brands such
as Arrow, US Polo Association, Izod and Tommy Hilfiger through
their nationwide retail network

 In 1986 Arvind Introduced the globally accepted fabric, Denim to

india and currently leading manufacturer of Denim.

 Arvind is not into only Textile, Apparel it also owns Real-state and
Telecom sector
Project Objective

 Cleanness and wastage was a major issue in the industry as well as safety workers
would constantly be hurt or ill due to various reasons (improper machinery, rusted
equipment, no skills in operating the machine <i.e. spreaders trying to operate
straight knife>, no use of safety guards) leading to absenteeism or unavailability of
the operators.
 Suggestion was provided to the industry of 5S.
 5s in cutting was the Demand of GAP Buyer.
 Hence 5S was planned to be implemented.
5s Defined As

 Systematic Practicing of Good habits like organizing

cleaning, sustaining, is what is emphasized in 5S.
 5S is a more “DO IT YOURSELF” approach changing the
mindset is very important.
 5S is one of the most widely adopted techniques from the
lean manufacturing toolbox.
 5S is considered a "foundational" lean concept.
 The primary objective of 5S is to create a clean, orderly
environment- an environment where there is a place for
everything and everything is in its place.
www.slidehunter.com
 Benefits
 Waiting time was reduced
 Non value added activities were
removed
 Time saved per batch = 5o mins
 BEFORE

AFTER

Rolls Should Be In Pyramid

Form So, That Every Part
of Roll Gets Same Pressure
 BEFORE

No Specified place for cut

parts segregation

AFTER

Racks for Small parts

segregation
BEFORE

AFTER
BEFORE

AFTER
BEFORE

AFTER
 BEFORE

AFTER

End Bit Rack Are segregated

according to the buyer wise,
and End bits are kept properly.
BEFORE
AFTER

A place for everything and

everything in its place
Platform for trolley parking
BEFORE AFTER
 BEFORE

AFTER

Placement of dustbin
side of every table, A
place for everything and
everything should be in
its place
BEFORE

AFTER
BEFORE AFTER

A place for everything and everything in its place

(Place for Stationary items and numbering m/c)
BEFORE AFTER
 Tool Box

A place for everything and everything in its place (Place Cutting tools like Seasors,
metal gloves etc.)
BEFORE

AFTER

A place for everything and everything in its place

(Place for maintenance equipment )
 BEFORE

AFTER

A place for everything and

everything in its place (Place
for sewing m/c folders)
Preventive Maintenance Board
 STORE ROOM
BEFORE

AFTER
 STORE ROOM
BEFORE

AFTER
RED TAG AREA
5S Visuals
5S Visuals
 Plan: Recognize an opportunity, and plan the
change.
 Do: Test the change.
 Check: Review the test, analyze the results and
identify learnings.
 Act: Take action based on what you learned in
the check step. If the change was successful,
incorporate the learnings from the test into
wider changes. If not, go through the cycle again
with a different plan.
www.Leanvoodoo.word
predd.com

33
 5S / VISUAL WORKPLACE AUDIT FORM

Instructions:
Scribe reads each statement out loud and records team member’s response in appropriate box. A consensus of the team members is needed for
each response.
If team members respond “yes” place a check mark in the “yes” column for that statement.
Team members respond “no” place a check mark in the “no” column for that statement.
NOTE: The team can add or delete items from the checklist as appropriate for their area.
Sorting Yes No
Do employees know why these 5S activities are taking place?
Has criteria been established to distinguish necessary from unnecessary items?
Have all unnecessary items been removed from the area? Examples: Excess materials, infrequently used tools, defective materials, personal items, outdated information, etc.

Do employees understand the procedure for disposing of unnecessary items?

Do employees understand the benefits to be achieved from these activities?
Has a reliable method been developed to prevent unnecessary items from accumulating?
Is there a process for employees to pursue and implement further improvements?
Set In Order Yes No
Is there a visually marked specified place for everything?
Is everything in its specified place?
Is storage well organized and items easily retrievable?
Are items like tools, materials, and supplies conveniently located?
Do employees know where items belong?
Has a process been developed to determine what quantities of each item belongs in the area?
Is it easy to see (with visual sweep) if items are where they are supposed to be?
Are visual aids in use? (For example: signboards, color-coding or outlining).
Shine Yes No
Are work/break areas, offices and conference rooms clean and orderly?
Are floors/carpets swept and free of oil, grease and debris?
Are tools, machinery, and office equipment clean and in good repair?
Is trash removed on a timely basis?
Are manuals, labels, and tags in good condition?
Are demarcation lines clean and unbroken?
Are cleaning materials easily accessible?
Are cleaning guidelines and schedules visible?
Do employees understand expectations?
Standardized Yes No
Are current processes documented?
Do employees have access to information they require?
Is there a method in place to remove outdated material?
Do employees understand the processes that pertain to them?
Does a process exist that enables employees the opportunity to improve existing processes?
Sustain Yes No
Are safety and housekeeping policies followed?
Is safety data posted in appropriate locations?
Are safety risk areas identified?
Are employees wearing appropriate safety apparel?
Are fire extinguishers and hoses in working order?
Is general cleanliness evident?
Are break areas cleaned after use?
Do employees know and observe standard procedures?
Do employees have the training and tools that are necessary to make this program work?
Is there a confident understanding of and adherence to the 5S's?
THANK
YOU