GRADUATION PROJECT:

SURYA LAKSHMI COTTON MILLS(GARMENTS DIVISION)

Submitted by:
Rohan Jatling
DFT/15/314
COMPANY PROFILE:
Overview:
Partnering leading global brands as an original denim manufacturer, Suryalakshmi Cotton creates value added
denim garments in a variety of styles, colors and finishes. We are a major denim wear supplier to high street
retailers, fashion houses and independent designers across the globe, for children’s wear, womenswear and
menswear. Working in close collaboration with customers’ design teams, we cater to fast fashion requirements
with quick turnaround times.

Introduction:
General details:
Industry details
Industry Name SURYALAXMI COTTON MILLS(GARMENTS
DIVISION)
Industry location/Postal adress Sy.No 219 Thummalur village, Mahshwaram Mandal.
Pin code 501359
District Rangareddy I
Industry type Yarn/Textile processing involving in any
effluent/emission generating processes including
bleaching, dyeing, printing and coloring.
Mandal Thummalur
Scale of industry Large
Status Operational
Date of commissioning 20-06-2006
Registration/License No 64758/39170
 Gross fixed assessed cost without depreciation 1837.0 (in lakhs)
Plant and machinery cost without depreciation 3092.0 (in lakhs)
Status of industry Public limited company
Occupier Name Paritosh kumar Agarwal
Occupier Designation The Managing director

At Suryalakshmi Cotton, product development is a continuous process across the denim manufacturing cycle. We
draw insights from global fashion experts and trends in the denim industry to create different garment effects.

-A world-class laundry and dry process facility enables us to create a wide variety of finishes such as:

Sand blasting

Laser cutting

PP spray

Crinkling

Resin finish

Whiskers
Chevrons
Tie and dye
Tinting
Localized pigment spray
Grinding
Damaging
Ozone finishes
Spotting etc.
Our garments undergo the highest standard of quality control at every step of production. With a
dedicated merchandizing team combined with highly automated processes, we ensure consistency in
quality and productivity. We recognize and act on our responsibility to respect worker rights across
our garmenting operations and the entire denim supply chain.
Capacity:
5,000 garment pieces per day approx.

Infrastructure:
At Suryalakshmi Cotton, we understand our business has social and environmental impacts. With a ‘responsible
manufacturing’ approach, we work across our operations – from material sourcing to yarn manufacturing, fabric
manufacturing & garment manufacturing and from design to delivery – to bring about positive change.
We encourage innovation and promote the integration of more responsible and sustainable ways of working across
the areas of People, Environment and Quality. We have been on this journey for over 5 decades now and know
that real responsibility comes from driving continuous and measurement-led change in each of these areas
At Suryalakshmi cotton mills (Garments division), we have taken the following steps to face the challenges of a
competitive world.

 Improve sustainable supply chain management system.

 Enhance efficiency at every level of production and management.
 Strive to attain highest quality levels as an ongoing process.
 Preserving ethically sensitive trading practices and prudent care of the environment.
 Ensure safety from fire and structural weaknesses.

The company has adopted a comprehensive quality and environment management system with the objective of
making continuous improvement in every aspects of its operation, so that every employee works together to foster
a quality driven culture in the organization.

Prohibition of Discrimination: Equal Opportunity for all

The company will ensure that there is no discrimination, direct or indirect, against any person on the ground of
race, color, nationality, ethnic origin, religion, disability, age, sex, sexual, orientation, marital status in any aspect
of recruitment and selection.

Compensation

Wages paid for regular working hours, overtime hours and overtime differentials shall meet or exceed legal
minimums and /or industry standards. Illegal or unauthorized deductions from wages shall not be made.
Working Conditions

Our company must treat all workers with respect and dignity and provide them with a safe and healthy
environment. The company shall not use corporal punishment or any other form of physical or psychological
coercion.

Workplace health and safety

A clear set of relation and procedures has been established and followed regarding the occupational health and
safety. Our company is committed to implement and where reasonably practicable, continuously improve effective
healthy standards, which should reflect best industry practice.

Prohibition of child labor

No person irrespective of male or female gender who has not completed 14 years of age are not allowed to recruit
and employ of any nature of job. The rights of young workers must be protected.

Prohibition of forced labor

Our company does not use any force labor whether in the form of prison labor, indentured labor, bonded labor or
otherwise which is prohibited as per law of the land and/or international instruments.
CLIENTS:
DEPARTMENT STUDY:
The different departments in suryalakshmi cotton mills(Garments division) are:

-Merchandising and Marketing department

-Spreading and cutting department

-Sewing department

-Finishing department

-Washing department

-Human resource department

-Industrial engineering department

-Accounts and finance department

-Maintenance department
Merchandising:
Merchandising Department Workflow:

Presentation sample from buyer / for buyer.

 Sample development.
 Order Quantity + Confirm Costing + Delivery Fixed [Date & Process]
 Technical pack & Purchase order received. [if order approved]
 Sample approval process. [long process]
 Lab dip , fabric swatch sent to buyer for fabric approval.
 [if fabric approved] Fabric order.
 Trims approve from buyer.
 [if trims approved] Trims order.
 Fabric & Trims follow up.
 Fabric & Trims sent to testing lab.
 Received lab report & make Material Remarks.
 Daily basis Production report follow up and massage to buyer for goods status.
 Packing list making & sent to buyer.
 Packing instruction follow up & approval From buyer.

STANDARD OPERATING PROCEDURES FOR GARMENT MERCHANDISING

Step 1:
Marketing: Marketing personnel has to market his company in order to attract new customers and generate more
revenue. He acts as a bridge between buyer and the company for communication. The Marketing personnel here
uses one of the following methods for showcasing the samples to the prospective buyer:
Enclose a brochure and product picture with the mail and forward it to the prospective buyer for
their convenience.
 Select the appropriate sample according to the buyer’s interest and e-mail the details (like garment code, fabric
composition and construction, quoted price, fabric width) along with the photograph of the product.
Showcase their best samples to the buyers visiting in their showroom.
In case the buyer is unable to visit, they sometimes courier the actual samples to them.

This is done so that the buyer can judge the quality of the garment as well as the efficiency of the company.
The interested buyers reply to the sample details given by submitting a sample product and/or sketch with
measurement sheet to the merchandiser to follow the sample to go for production in the form of Tech pack
and Size Specification Sheet.

Step 2: Costing and Negotiations:

Costing:
Merchandiser prepares a cost sheet to see if the product is feasible or not in terms of cost and revenue.
Merchandiser calculates the cost of the product including all fabrics, trims, threads, CMT, packaging and
overheads including the wastes so as to decide the final cost of the product. This is done in order to inform the
buyer about the cost which will be incurred in the development of the product.
Negotiation: After the costing is done by the merchandiser, it is quoted to the buyer. This results in a series of
negotiations done between the merchandiser and the buyer in order to arrive at an optimum price. The
merchandiser should have good negotiating power in order to convince his buyers at a specific price to lessen the
chances of incurring a loss.
After the price negotiation is done the sampling process is initiated. The aim of negotiation is to arrive at a “Win-
Win situation" so that both the parties are
benefited. The skills required for effective negotiation are:

 Discovering common interest and removal of personal issues.

 Questioning skill
 Listening effectively
 Understanding body language
  Observation and judgment.
Influencing skills
Step 3: Fabric Sourcing
After negotiation is finalized, the merchandiser has to source fabric as per buyer’s requirement. He has to ensure
that is fabric sourced is low in cost while also maintaining high quality. This is done in conjunction with the
sourcing department.
There are two sources of fabric:
Local source
Foreign source

Step 4: Source Prepare Trims & Accessories:

For preparing a product the company needs various types of trims and accessories such as thread, tag, buttons, tape,
cufflinks etc. so it is the duty of a merchandiser to sourcing accessories before start production. He does this in
conjunction with the sourcing department.

Step 5: Develop a Sample:

Sample is the physical form of buyer's specification or style/design. Before the sample is made, the swatch and trim
card are made to cross check whether the sample is made with the required fabric and trims. After that the
merchandiser issues a sample and trim indent to the sampling department. This is done so that the sampling
department can procure the required fabric and trims from the stores. After the samples are made, the samples are
sent to the buyer for approval.

Step: 6 Production execution and tracking

Before the production starts, a pre-production meeting is held involving the heads of all the departments. It is
usually headed by the merchandiser in-charge of the order. This is done so that each and every department knows
what is required and expected of them. The merchandiser’s job is to supervise the whole production process.
Spreading of fabric
Cutting of fabric
Sewing
Washing
Ironing
Packaging

SPREADING AND CUTTING:

Spreading and Cutting Department workflow
 Sample Receiving.
 Fabric receiving from store.
 Fabric note as per lot no, shade no, width.
 Sample cutting.
 Sample approval.
 Receiving cut order.
 Marker receiving.
 Fabric spreading / layering.
 Cutting.
 Shading.
 Numbering.
 Re-cutting. [if required]
 Bundling.
 Cut quantity report ready.
Dispatch to stitching unit
CUTTING AND SPREADING DEPARTMENT:
PRODUCTION ORDER SHEET

PATTERN RECEVIED

MARKER MAKING

FABRIC FABRIC MARKER

FABRIC STORE RECEIVE SPREADING PLACING

NUMBERING SORTING CUTTING

BUNDLING

SENT TO SEWING

Manpower:28
No of Cutting tables:10
Supervisor: Ventakesh Rao
 PRODUCTION PLANNING AND CONTROL:
 The existence of this department is of utmost significance to ensure the effective and efficient working of the
whole unit. The function of this department, in a nut shell, is to prepare a basic time plan for the whole unit
i.e. when to load which order, and inform all the related departments accordingly in the sequence of their
working.
 SEWING DEPARTMENT:
-Receive of approval sample, pattern, measurement spec sheet, tech pack, approved trim card, pp & size set
comments & style bulletin.

-Internal pre production meeting with all concerned department discussed for critical operation, trims placement,
thread shade, quality, machine setting with folders and attachments, line & delivery plans.

-Batch setting as per style bulletin, with quality checking recorded , type of machine, spi, feed dog, pressor foot,
mockups for critical operations.

-Ensure operator understands operation methods, construction and quality requirement. Time and method study for
line balancing.
PROCESS FLOW

Tech Pack Received

Fabric Received from

the Cutting Department

Sample Received

Requisition Letter Sent

to Store for Trims

OB Made in I.E.

Materials Received

Machine Set-up as per D.H.U. Chart

OB Maintained

Production Starts
End Line Inspection
WASHING DEPARTMENT:
Classification of denim washes techniques:
Several types of garment washing for denim fabric are carried out to create varied effects in denim garments to
meet the needs of today’s denim fashion trends. However each washing technique has its own advantages and
limitations. Denim is either rubbed or worn with stones and other abrasive materials, called mechanical washing, or
treated with bleach and other kinds of colour-altering substances, known as chemical washing.
Mechanical washes include:

1. Rinse wash
2. Stone wash
3. Whiskering
4. Microsanding including sandblasting
5. Mechanical abrasion
6. Laser treatment

Chemical washing includes:

1. Acid wash, ice or snow wash

2. Hydrogen peroxide wash or Bleach washing
3. Enzyme wash
4. Ozone fading
5. Spray techniques
6. Overdyeing and tinting
 The effects desired for denim goods change every year owing to fashion. Various washing effects have been
popularly obtained by laser, sandblasting and enzymatic washing processes. In addition to these processes,
hypochlorite bleaching (acid wash) is often preferred, especially for summer denims.

General finishing sequence of denim:

There are almost countless variations of processing techniques used by designers and textile chemists to achieve
fashionable looks that are distinctive and desirable. Only the basic treatment conditions are addressed in this
chapter; the number of variations is very large and the evolution of chemical and mechanical techniques is
continuing. There often are some secretive and proprietary methods. Regardless of the specific look and name
chosen, the following are the process steps normally used to attain the desired results.

Flow Chart of Denim Finishing

Desizing
↓
Rinsing
↓
Washing (abrasion)
↓
Rinsing
↓
Softening
↓
Drying
↓
Packing
 Desizing:
The most popular method of removing starch from denim garments is to use amylase enzyme. This product can
break down the long starch molecular chains (water insoluble) into smaller molecules (water soluble) which
can be more easily washed away. The removal of starch from the fabric being desized can also usually release
some quantities of indigo into the bath. Therefore, a neutral pH nonionic surfactant is used for suspending
loose dye in the water, to prevent redeposition onto the garments as well as to aid penetration of the desizing
liquor into the interior of the fibres. It is also important to follow the desizing bath with a hot water rinse.
Introduction of cold water onto the denim garments at this point can resolidify the fats and waxes, and tends to
redeposit the gelatinous components unevenly on surface.

Rinse wash or Regular washing:

Rinse wash is the simplest type of industrial garment wash. The main aim is to remove starch, dust and dirt from
garments. Sometimes reasons for a normal wash include softening and giving the garment a used look. For colour
garments, removal of unfixed dyes can be achieved to improve colour fastness. In special cases, intentional
shrinkage in garments can be achieved. Precautions need to be taken against unwanted shrinkage issue and back
staining.

Regular washing is the simplest and most commonly used washing method for denim garments. It is most basic
wash for denim garments. Typically named a dark wash, the only purpose of this wash is to make the garment
wearable. The degree of color fading using regular washing is comparatively slight, but it provides uniformity,
depending on whether it is deeply dyed classic denim or only moderately dyed with poor penetration. Generally
speaking, detergent is used for regular washing for about 15 min at temperatures between 60 °C and 90 °C.
Softening is applied after the washing process. Regular washing can improve the softness and comfort properties of
denim garments as well as enhance aesthetic property. Depending on the time and amount of chemicals used,
regular washing can be classified into (1) light washing (washing time about 5 min); (2) normal washing (washing
time about 15 min); and (3) heavy washing (washing time about 30 min). However, there is no significant
distinction between light, normal and heavy regular washing as it depends on the actual washing conditions.
 Flow chart of general regular washing process is as follows:

Wetting
↓
Desizing
↓
Regular washing
↓
Softening.

A sample recipe for a normal wash is:

If the lot size is 100 kg denim pants,

 Material: liquor ratio (M: L ratio)

 Water = 500 L
 Detergent = 1% (based on the weight of the garments)
 Temperature = 40–60°C
 Time = 15–30 min
Back-staining chemical is used if required

Hydrogen peroxide wash or Bleach washing:

Hydrogen peroxide is rarely used as a bleaching agent only when very little loss of colour is required or if the
fabric is coated with sulphur, because it takes longer to achieve the desired effect. Hydrogen peroxide has a
prime role in the bleach wash technique. In an alkaline medium, hydrogen peroxide breaks up and gives off
some perhydroxyl ions, which destroy the colouring matter and result in a fading effect. Hydrogen peroxide is
used in a scouring, bleaching bath for white textile material or “ready for dyeing” form of garments made from
grey fabrics.
 Stone washing:
It is one of the most popular denim wash. It gives a newly manufactured denim garments a worn-out appearance. It
also helps to increase the softness and flexibility of denim garments otherwise fabric keep stiff and rigid.

Enzyme washing:
Enzyme wash is a process that gives denim a softer and worn-in look by breaking down the cellulose molecules
naturally found in indigo dyes. Denim washing with enzymes is one of the most widely accepted enzyme-based.
Enzyme washing of denim with various benefits both economically and environmentally.
Acid washing:
To change the look of denim or jeans different types of washing process are done. Among various washing process of
denim, acid wash is the most popular. This is the oldest of fashion washes in denim after stone wash.

Microsanding:
A fabric finishing process in which fabrics are sanded (using actual sandpaper) to make the surface soft without hairiness
can be performed before or after dyeing. In this fabric treatment process, a series of cylindrical rolls in a horizontal
arrangement, either wrapped with an abrasive paper or chemically coated with an abrasive, is used to create a soft suede
hand. The denim is pulled over the face of the sand rollers, creating a raised surface finishing. Some colour reduction is
experienced.

There are three parts to this technique:

1. Sandblasting
2. Machine sanding
3. Hand sanding or hand brushing
Microsanding is used in various ways: on flat surfaces (tables and ironing boards) or inflatable dummies (standing, flat or
seated). Various templates can be used to create a three-dimensional (3D) effect.
Sand blasting:
Sandblasting is a mechanical process of creating fading affect/old looking affect on heavy garments like denim and
jeans. There are two types of sandblasting process: manual sandblasting and mechanical sandblasting. Both can be
deadly. In manual sandblasting, compressors are used to blow out sand under pressure through a gun in order to bleach
and batter the denim. It is very health hazards for workers. It can give factory workers an incurable lung disease.

Monkey wash or PP spray:

PP Spray is being done on denim garments to achieve local abraded area to appear whiter than back ground indigo color
shade. PP Spraying(Monkey Wash) means that to spray potassium permanganate liquid on parts of denim according to
design, then there is a chemical reaction on the denim and fading begin.
Brushing/grinding:
Brushing/grinding (manual or mechanical) is used manually or mechanically for the worn-out effect, abraded look or used
look. Some mechanical processes have been developed that are based on mechanical abrasion by which the indigo can
be removed. Some of these processes are sueding, raising, immersing, peaching and brushing.

Advantages of these processes are as follows:

 Control of the abrasion.

 Different looks on the garment can be achieved.
 All are dry processes.
 Economical, ecological and environmentally friendly.
Brushing is generally being done in a rigid form of garments to get the distressed look. Locations can be front thigh
and seat or it can be overall/global application as is standard. In the case of hand brushing, emery paper is used to
brush the garments in particular places and designs. Emery paper comes in different numbers, generally starting from
40 to 600 and higher; the higher the number the finer is the emery paper (i.e. a lower is a more coarse paper). In the
garment industry, 220, 320 and 400 paper numbers are most popular and widely used

Whisker:
Whiskering refers to thin fading lines formed from creases that are usually found on the front pocket area of jeans. It is one of the
most important design of a used look denim garment. Now a days it is a common drying process for denim wash.
Ozone fading:
Ozone destroys indigo color on denim in a manner similar to bleaching. Ozone fading of washed and bleached denim is primarily
caused by the oxidative effect of ozone on the indigo dye, the contaminants and the applied additives. Ozone fading gives the
advantage of fading with a minimum or hardly any loss.

Laser treatment:
Laser fading or marking is a popular dry process for denim now a day. A carbon dioxide (CO2) laser was used for the colour-fading
treatment of denim fabrics. It is sustainable, environment friendly and emerging industrial approaches for the finishing treatments of
the denim jeans.

PROJECT:
 IMPLEMENTATION OF
5S IN DENIM WASHING
DEPARTMENT

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 with large washing machines and different
types of dyes and chemicals>, no use of safety guards) leading to absenteeism or unavailability of
the operators

 Suggestion was provided to the industry of 5S.

 5s in washing department was the demand of one of the 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.

What is 5S?

The key targets of 5S are workplace morale and efficiency. The assertion of 5S is, by assigning
everything a location, time is not wasted by looking for things. Additionally, it is quickly obvious when
something is missing from its designated location. 5S advocates believe the benefits of this
methodology come from deciding what should be kept, where it should be kept, and how it should be
stored. This decision making process should lead to a dialog which can build a clear understanding,
between employees, of how work should be done. It also instills ownership of the process in each
employee. In addition to the above, another key distinction between 5S and "standardized cleanup" is
Seiton. Seiton is often misunderstood, perhaps due to efforts to translate into an English word
beginning with "S" (such as "sort" or "straighten"). The key concept here is to order items or activities
in a manner to promote work flow. For example, tools should be kept at the point of use, workers
should not have to repetitively bend to access materials, flow paths can be altered to improve
efficiency, etc.

The 5S's are:

• Seiri : Separating. Refers to the practice of going through all the tools, materials, etc., in the work area and
keeping only essential items. Everything else is stored or discarded. This leads to fewer hazards and less clutter to
interfere with productive work.

• Seiton : Sorting. Focuses on the need for an orderly workplace. "Orderly" in this sense means arranging the tools
and equipment in an order that promotes work flow. Tools and equipment should be kept where they will be used,
and the process should be ordered in a manner that eliminates extra motion.

• Seisō : Shine. Indicates the need to keep the workplace clean as well as neat. Cleaning in Japanese companies is a
daily activity. At the end of each shift, the work area is cleaned up and everything is restored to its place. The key
point is that maintaining cleanliness should be part of the daily work - not an occasional activity initiated when
things get too messy.

• Seiketsu : Standardizing. This refers to standardized work practices. It refers to more than standardized
cleanliness (otherwise this would mean essentially the same as "systemized cleanliness"). This means operating in
a consistent and standardized fashion. Everyone knows exactly what his or her responsibilities are.

• Shitsuke : Sustaining. Refers to maintaining standards. Once the previous 4S's have been established they become
the new way to operate. Maintain the focus on this new way of operating, and do not allow a gradual decline back
to the old ways of operating.

Keys to successful implementation of 5S

• Get everyone involved – 5S is not be the responsibility of a concerned few. It is a concern of everyone to act. All
levels of management should take part in decision making required to ensure 5S implementation. Incorporate 5S
activities as part of company’s small group activities. • Get company authorization – 5S activities should not be
performed in a secret or disguised such as overtime work. Get management approval for all 5S activities. Make
signs and posters as means to promote 5S to everyone. Conduct a general monthly meeting where company and
managers can address 5S issues and themes. • Final responsibility rests with the president – The 5S’s will not be
taken seriously until the managers and even the company president take personal responsibility and interest on its
implementation. Nothing could be worse for the success of 5S implementation than to have managers who “pass
the 5S implementation buck” to their subordinates. Company managers must take a strong leadership role in 5S
promotional meetings and other 5S events. • Make yourselves understood and aware of - Don’t leave people
wondering “ Why are we sticking red tags on things?” or ”Is all this 5S stuff really necessary before we can make
any improvements?”. Hold 5S promotional meetings to explain 5S and to entertain all questions from all
participants. Present actual examples from successful 5S implementation, or take participants on tour on successful
5S workplaces. • Do it all the way – When establishing proper arrangement, make sure to carry out all the tag
campaigns and use correct red tagging formats and procedures. When establishing orderliness, use signboards.
Make sure that signboards have proper format, descriptions and locations. Prepare your company’s own 5S
manual, complete with all the necessary details. • The president should inspect the shop floor personally - The
president should personally inspect offices and point out their various positive and negative conditions.

• Don’t stop halfway in establishing 5S - Don’t do things halfway. Once the 5s promotional organization and
methods have been established, get started and stick with it. when developing red tagging and signboards
throughout the company, make sure gets everyone involved. Ones you have laid the foundation by establishing
proper arrangement and orderliness, start developing discipline habit to keep the foundation strong. • 5S is a half
way towards other improvements – don’t stop with 5S; follow through with zero defects, cost reduction and other
productivity and quality improvements. Once the office has been cleaned up, start putting casters on drawer cases
to make them easily movable. Eliminate defects as close to their source as possible and implement flow process.

By implementing 5S eventually productivity, efficiency and working spirit will be promoted. It is not only useful
to manage workplace physically but also useful to develop employee’s attitude and discipline
Washing section area after 5s:
-Display boards and posters attached in the washing area in all the languages in which the staff and workers are
made easily understood of the 5s activities.

Training session for Washing team:

Month Target: 125000
Total dispatch quantity: 129600
Difference:4600
Benefits:
-Waiting time was reduced
-Non value added activities were removed

SORT:

Sorting out the unnecessary and misplaced materials in the warehouse.

Sorting the removable or non usable materials i.e. Trimmed edges, plastic covers, cartoons etc.
 Set in Order:
Before: After:
Before: After:
Before: After:
 Shine:
PP SPRAY CHECKING TABLE:
Before:
No proper description and garments arranged improperly before inspection. After:
Un used area in the warehouse:
Before: After:
Standardize:
Final inspection table:
Before: After:

Sustain:
Repeating the activity of spreading awareness periodically to sustain the improvements.
Benefits of 5s:
• Increased Productivity:
Every organization works towards achieving increased productivity, after all, productivity
increases the overall return on investment. According to global research done by various
consultancy firms in the US, it has been found that effective implementation of 5S lean
manufacturing resources provides this improvement.
The compete removal of unnecessary items along with efficient workplace maximization is
sufficient to help develop improved productivity with minimal wastage of time. Less time
spent searching through unnecessary items means more time spent working.

• -Improved Safety
Improved safety is yet another benefit of 5S implementation. A clean workplace environment,
especially in a manufacturing unit can result in significant reduction in the number of injuries
sustained by workers. Most often, unattended chemical spills increases the chances of slips and
falls.
Contrary to this, following methodical procedures of cleaning, limits the possibility of all such
unfortunate mishaps. Also, the reduction in unnecessary travel through the workspace
environment further minimizes the risk of sustaining injuries by limiting exposure to hazardous
substances elsewhere in the facility. This in return functions to increase the moral of
employees, as reduced incidents of injuries convey employer’s concern for worker safety.
• - Reduction in Waste
Implementing 5S will also yield a fair reduction in lost and damaged items in the workplace.
• A clear and organized workplace with proper labeling provides workers the flexibility to
replace damaged items in the designated places, thereby minimizing the total number of
misplaced and lost tools and equipment. Further, the appropriate management of equipment
also minimizes damages that are generally caused to various parts of the products during the
production process.
Conclusion :
The suggestive solutions provided through this Japanese 5S System application in the sample
section of apparel industry reflected as a great effective tool for smooth production and dispatch
with better quality sample. Hence, also an excellent relation build up with the buyer side and thus
a better scope to have more production order for the apparel industry which is highly expected
from manufacturer’s side. This system is already globally recognized and gained huge fame by
improving Productivity, Quality and Safety at work.