2019

Lean Management
JURY

Sumedh Prakash Singh

(BFT/17/2015)
 Index

Topic Page Number

Acknowledgement 2
Certificate 3
Almeda Textiles 4
Work Environment 4
Problems of Garment Workers 5
Visual Factory Concept 6
Application of Visual Factory 6-12
Concept
Benefits of Application of Visual 12
Tool
Comparison between before and 13-18
after applying lean tool
Experimental Discussion 19
DATA 20-23
Graph 23
Graph Discussion 24
Comparison between before and 25-26
after applying lean tool

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 Acknowledgement
I would like to thank National Institute of Fashion Technology for giving us the opportunity to
take up this project.

Foremost, I would like to thank our subject faculty at NIFT, Mr. Jayant Kumar, for giving his
invaluable feedback and guidance on this subject. This could not have been achieved without
his support.

Lastly, I take the opportunity to thank all the people who guided me through the entire
process, the faculties at NIFT and fellow students who have imparted the necessary
knowledge and skills that i required to complete this project.

Pratik Raj

(BFT/17/548)

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 Certificate
This is to certify that Mr. Pratik Raj student of Bachelors of Fashion Technology, Semester V
from National Institute of Fashion Technology Patna have completed this project under the
able guidance of their subject faculty Mr. Jayant Kumar. It is their authentic word and has not
been copied from anywhere.

(________________________) Mr. Jayant Kumar

Pratik Raj

(BFT/17/548)

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 Almeda Textiles plc.
At 7 Km from the center of the Adwa town on the main road to Axum and around 1,000kms
from Addis Abeba the capital city of Ethiopia, Almeda Textile Plc is standing proudly in the
middle of beautiful Mountains area. The factory is located 20kms away from Axum airport
and is directly linked with the main seaport of Djibouti for import/export incidental. The
mission of the company is to have sustainable production capacity and contribute in the
development of the region and the country.

Work Environment

The term work environment is used to describe the surrounding conditions in which an
employee operates. The work environment can be composed of physical conditions, such as
office temperature, or equipment, such as personal computers. It can also be related to
factors such as work processes or procedures.

Work Environment in Almeda Textiles plc.

 Most employees are housed in factory owned accommodation and are under the
supervision of the factory.
 Workers are gathered from surrounding regions as well.
 Informal garment and textile workers, a huge workforce, are often invisible. But
garment workers are organizing, and policy gains are being made.
 This garment industry exemplifies the challenges of global manufacturing- low wages,
"flexible" contracts (or no contracts), and poor working conditions.

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 Problems of garments workers

For Health:

 Not enough congenial and hygienic working atmospheres in industry

 Sexual harassment by lineman, supervisor and manager to the female workers
 Not enough toilet and washroom facilities
 Pure water is not available for drinking and washing for workers
 Discrimination in wages fixation and other facilities between male & female
workers
 No weekly holiday for female workers. If so, then without pay.
 No recreation facilities for workers
 No baby care center for female workers.

For Safety:

 Not enough fire exit doors and ventilation for air circulation of industry building

 It is found that most of the garment industries do not use safety sign according to
the ILO conventions.
 Most of the fire and smoke alarm bells does not work in garment industries and
 Many garment industries does not have fire and smoke alarm systems.
 Routes are blocked by storage materials.
 Machine layout is often staggered.
 No provision for emergency lighting.
 Doors, opening along escape routes, are not fire resistant.
 Doors are not self-closing and often do not open along the direction of escape.
 Adequate doors as well as adequate staircases are not provided to aid quick exit.
 Fire exit or emergency staircase lacks proper maintenance.
 Lack of proper exit route to reach the place of safety
 Parked vehicles, goods and rubbish on the outside of the building obstruct exits to
the open air.
 Fire in a factory is likely to spread quickly because the principle of
Compartmentalization isn’t practiced.
 Lack of awareness among the workers and the owners.

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 Visual Factory Concept

A combination of signs, chart and other visual representations of information that enable the
quick dissemination of data within a lean manufacturing process. The visual factory attempts
to reduce the time and resources required to communicate the same information verbally or
in written form, as both are viewed as a "waste" within the framework of a lean
manufacturing process.

Application of Visual Factory Concept

1. Furniture:

 The tops of all desk, cabinets shall remain clear. No items shall be stored on top of
any office equipment or furniture. Plants that are within reason shall be acceptable.

 All desks, file cabinets, storage cabinets, worktables, equipment, etc. shall be kept
clean and organized.

 File cabinets and storage cabinets shall be clearly labelled; identifying whom it
belongs to or who is responsible for its contents and when practical, the contents
therein. e.g. All desks shall be identified with the employees name on or above the
desk.

2. Equipment/Supplies:

 Equipment shared by employees shall be located in a central work area and shall be
clearly labelled with name and outline of area where item is to be located when not in
use.

 All reference material, etc., shall be clearly identifiable (apply labels if needed).

 Supplies shall be kept in a designated central location within the office.

 All equipment shall be clearly labelled with any necessary information including a
contact person and/or an assigned responsible person.

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 Supplies for equipment shall have a designated place and be stored only in that
location.

3. Safety Equipment/Information:

 Emergency phone numbers shall be posted on or near all phones.

 Verify all required safety equipment (per plant Safety procedure) is clearly identified.
All personnel shall be aware of Safety equipment location.

 Visible Evacuation Routes shall be posted.

4. Boards:

 All boards shall be clearly titled. (Team Board, Information, Bulletin, etc.)

 All items/information posted on boards shall be clearly labelled/marked.

 Weekly verify that there are no outdated and/or inappropriate pieces of information
posted on the office boards.

5. Floor:

 Floors/aisles shall be kept clear.

 Mark edge of aisles with wide yellow lines painted on the floor.

 No Parking areas should be outlined and filled in with wide yellow lines at a 45 degree
angle with spacing between these fill lines.

 SMART (Synchronous Material & Replenished Trigger) pickup points are identified
with three stripes of tape on the floor (red, white and blue).

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 Further identification can be provided by hanging an overhead sign from the floor.

 No items shall be stored under, next to or against desk, worktables or cabinets within
the work area.

 Storage on the floor shall only be permitted if there is a designated area that has been
clearly identified with demarcation lines/labels/signs that identifies what and where
items may be placed and if temporary or stored long term.

6. Marking tools and Racks

 Each operator will have his/her own personal locking toolbox, which will contain
standard tools in an orderly manner to suit his/her preference for maximum work
ease and efficiency.

 For security and inventory control, a locking wall or floor-mounted cabinet will be
used for specialty tools. This set of tools will be for all the operators to use. Tools are
to be organized in an orderly manner so as to provide instant visual identification
when the full-width steel doors are open.

 A possible method for tool storage could be Tool Boards located at each machine tool
or group of common machine tools or assembly stations.

 The Tool Board could have outlines that would assist the operator or anyone else in
identifying tool availability. This method would assist in minimizing Internal
Downtime.

 For security, the location of the boards could be inside the machine enclosures and
could be in locked or unlocked cabinets that would always be visually accessible.

7. Standard Visual Aid Identification for all Equipment:

 Arrows for direction of rotation and flow.

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 o Use: Direction of rotation on motors, belts, spindles, etc., and direction
of flow
 TPM Machine Numbers.

 Proper Machine Name

o Name of machine, e.g. "Dust Collector", etc.
o Location: Under the operation number.

 Operation Number
o Location: Mount in a visible location on each machine.

 Unique Number
o Plant to establish its unique numbering system and apply throughout
the facility

 Lubrication Diagram

 Lube and Checkpoint drawings are to be posted on the main electrical panel.

 Min-Max Level
o Min-Max level identification may be done with overhead signs or rack
mounted signs specifying he number of units which could be pallets,
racks, boxes, totes, etc.

 Bar Code Label

o The purpose of the bar code label is to identify unit loads of purchased
parts when they are received into the plant.

8. Hazardous Material

All hazardous materials shall be identified with a supplier label that meet specific
regulatory requirements and provide seven items of information:

 Name of product- chemical name, common name, generic name or trade

name.

 Name of supplier.

 A reference to a Material Safety Data Sheet.

 Hazard Symbols.

 Risk phrases-short phrases describing the hazardous properties.

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  Precautionary measures-short statements describing the precautions to be
taken when handling.

 First aid measures-short statements describing immediate steps to be taken

when an accident has occurred.

9. Fire Equipment

 Fire Extinguishers – Identified with a white two-way sign with a red symbol of a fire
extinguisher and the word "FIRE" located below. Sign is placed on plant building
columns containing fire extinguishers.

 Fire Hose Locations – Identified with a white two-way sign with a red symbol of a fire
hose and the word "FIRE" located below. Sign is place on plant building columns
containing fire hoses.

 Fire Alarm Locations - Identified with a white two-way sign with a red-inverted
triangle and the words "FIRE ALARM" located below.

10. Monitoring signals for Machines

 Andon Board: A column of numbers and status indicators. The number at the
top of each column represents an operation on a transfer line. The indicators
are different colours and show the status of that operation.

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 o If the number is not illuminated (red), that operation is electrically
powered on.

o If the green status indicator is off, the operation is not running in auto
mode.

o If the green indicator is flashing, the operation is running in auto mode

but not making production rate.

o If the green indicator is illuminated without flashing, the operation is in

the auto mode at production rate.

o If the yellow indicator is flashing, the operation is starved for parts.

o If the yellow indicator is illuminated without flashing, the operation is

blocked.

o If the red indicator is flashing, the operation will shut down within a
short time for tool change, lube, fault, etc.

o If the red indicator is illuminated without flashing, the operation is not

running due to a fault condition.

 Statistical Process Control (SPC)

o Access to these charts will be on the Plant Floor Information System

(PFIS). However, it is recommended that possibly some charts should
be displayed, such as those critical characteristics which are difficult to
control or those that exhibit continuous problems.

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  Safety Team Board

o First Time Visit Rate

o First Time Visit Analysis

o Safety Performance (Rate per 100 employees per year)

 Department Team Board or Measurable Board

o Plant Key Data Trends for Week Ending

o Plant Productivity Tracking

o Actual Cost Trends/Weekly Cost Per Product

Benefits of Application of Visual Tool

 Zero defects - because actions to create a flawless product are apparent at a glance.

 Increased safety – because unsafe conditions are obvious.

 Improved communications – achieved through standardizing communication tools

such as checklists, process control boards, signs, tags, etc.

 Increased job satisfaction – because people are allowed to make quick and effective
decisions.

 Elimination or reduction of waste-of-motion, such as looking for supplies, tools,

equipment, people or information.

 Elimination of waste and support of continuous improvement.

 Prevention of defects – before they occur rather than correcting them after the fact.

 Support of stop button process – which will lead to a quick response to a non-
standard condition.

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 Comparison between before and after applying lean tool

Fabric arrangement according to Need-

Fabric can be arranged according to required need this makes tasks a lot easier and fabric &
time wastage is reduced.

Floor Markings:-

This makes the movement inside the floor a lot easier and less congested. It specifies the
man and material movt.

Documents according to their type:-

Document can be arranged according to required need this makes tasks a lot easier and time
wastage is reduced. searching for past and important document is easier to find if arrange
accordingly.

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 Fabric Roll arrangement according to shade:-

This makes the movement inside the floor a lot easier and less congested. Picking up the
needed fabric roll consume lot less time.

In the following Pictures, how to make the work place visualized and controlled

Set in Order:

Make it visible and easy to use, Place for everything, Everything in place, Easy to get part in
short time. No waste

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 Visual Controls

color-coded panel for temperature or speed setting control limits that help an operator
quickly identify process is out of the control range.

In spinning mills, components like card wires, top roller cots require timely grinding and
buffing respectively to keep them in good condition for the production of good quality slivers
and yarns.

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 Starting ten pieces bundling system

Traditional bundling system is more than twenty to thirty pieces in a one bundle. But our new
concept is bundle is no more than ten pieces for tee shirt, polo shirt and five pieces for jacket
product. If the bundle is small it will easy to handling and can easily arrange it.

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 Uses of fabric edge cutter m/c after each laying

Traditional systems after each laying two scissor man cut the fabric with the help of scissor.
But now our implement concept is we will use fabric edge cutter for each lay cutting. The
following.

figure showing this-

Two machine operating by one operator:-

Normally one operator operate one machines but now one operator will operate two
machines at a time. So we can easily reduce one operator from one machines, by process
scanning.

By using laser

Laser is now a popular technology in garments. By this we can easily reduce any marking
procedure. For our model team we developed a laser system which will reduce placket and
front body marking for placket joint. Here we will use two laser straight / line and cross laser.

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 Development of thread cutting table

Traditional system thread cutting is doing by normal flat table. For our project team we have
developed a table where table top will be hole, and this hole will help to fall down the thread
into down word and it has developed due to lose thread is one kind of defects which is not
acceptable in quality inspections.

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 Experimental Discussion
Main concentration of this study was in the Almeda Textiles garment’s production line. It was
observed that the floor condition was not good and in a haphazard situation. There were lots
of In-process inventories and waiting time between almost every sequential operation. As a
result it could not cover the daily production. Its output was quite less than the target
production. So there is a huge In-process inventory. No strict and precise work distribution
was followed by many workers. Materials used to travel large distance from input receiving
to needle check and cartooning. Many of these movements and handlings are totally
unnecessary. As a result, the productivity was hampered. There also observed that, iron men
often are not accused of their wrong ironing; the line supervisors are not strict enough to
control the quality right at the first time. So lots of reworks are there and the total
completion time is delayed and the proportion of non –value- added time is increased.
Sometimes there were delays than the buyer’s required dates. So, the company has to pay
significant amount of compensations for delayed shipment. This situation is very horrible and
must not likely to occur. So, a smooth, streamlined and continuous flow is really necessary to
avoid all such unexpected occurrence. The Proposed scenario of the garment production line
section can be visualized more accurately from the schematic figure shown in the attached
appendix.

Experimental Data: Lean Production Metrics: before and after implementation with future
targeted gains.

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 Labor Productivity: The average performance of the team members (output versus
target).
 Production Cost: The actual cost of the labor excluding overhead.
 Throughput Time: The manufacturing pace at which the first piece reaches the
shipping. This includes
 order changeover.
 Lead Time: The amount of time required to produce a single product, from the time
of customer order
 To shipping which is the sum of retention and processing time. In this case it only
covers from cutting to.
 shipping.
 Floor space / worker: This includes area of manufacturing along with relevant support
services divided
 By total direct labor.
 Line Balancing: The level of balancing between workers due to variation in workers
pace and operations
 Difficulty.
 Labour Utilization: The effective time worked of the direct labour minus their
availability.
 Retention Time: This covers the time of materials stop flowing (idle) due to
inventories, WIP or over processing. Retention time is the first element to extend
time-delivery.
 Processing Time: The time spent on producing value added activities by the team
members of which is
 Paid the buyer.

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 Benefits from Lean Implementation

Three Stages of Improvement

Areas of organization where changes were made:-

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 Result Analysis:
1. Result Analysis for existing BURTON
Total value added time= 196.7 sec and Total non-value added time=8765.7 sec
Total time=VA time + NVA time =196.7+8765.7 =8962.4 sec
% of value added time= 2.19% and % of non-value added time= 97.81%
2. Result Analysis for proposed BURTON (T-Shirt)
Total value added time = 215 sec and Total non-value added time =917 sec
Total time =VA time + NVA time = 215 + 917 = 1132 sec
% of value added time = 19% and % of non-value added time = 81%

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 Graph Discussion:

After some calculations, some comparison was shown between the current situations
and the proposed situations. From the value stream mapping of current situation the
value added time and non-value added time for BURTON was calculated. Where the
value added time for existing layout was found 2.19%. As focus was to reduce non-
value added time as much as possible and to do so the tools and techniques of lean
manufacturing was used. All the processes required were made grouped and made
cells to reduce the In process inventory, smooth production flow and pull system so
that the much of the idle time can be saved. By doing so it eventually reduced the
non-value added time significantly. For instance, for BURTON existing
value-added time is 2.19% and improved value added time is 19%. Therefore Value
added time is increased about 16.81%. If a comparison is made, it can shows that the

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existing output for BURTON is 340pcs daily and the output from our proposed layout
is 890pcs. So there is an increment of 550pcs daily which is about 61%. Another
important improvement is associating workers. By incorporating multi skilled workers
and with the help of cellular layout designing number of worker needed was reduced.
The benefit of multi skilled workers is that they are able to perform two or more
different types of work that can results minimum material handling with a minimum
or no Inprocess inventory. Here it was found that existing workers for BURTON is 51
where in the proposal it is 39. Therefore it saves an extra 12 persons here.

Results and Discussion

The summary of the improvements of the three phases: Through gradual introduction
of kaizen, multi skilling and team approach. This company reduced the lead-time from
10 weeks to 4 weeks, and increased employee involvement from 5% to 30%. Under
the present study the companies also introduced several lean tools such as JIT, kaizen,
pull production, TPM & 5S and gained several benefits. These companies reduced
lead-time, inventory holding time, manufacturing cycle time etc. compared to pre-
lean period. Overall, the companies gained improvement in productivity and quality,
reduction in lead time by 26.7%, inventory holding time by 30.1%, manufacturing
cycle time by 26.1% and also reduced delivery time. The best company obtained a
50% reduction in lead-time which is consistent with this survey. The study also shows
the necessity of supplier’s relationship in supply chain management. The study
indicated that textile and apparel is a volatile market where holding small quantities
of stock is not a viable option and companies need to be very responsive to the
customers’ demand. The lean and agile approaches to supply chain effectively
manage the manufacturing process and in turn reduce lead times.

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Before Lean

25
After Lean

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 CONCLUSION: OUTCOME

The thesis work was on Study and Implementation of Lean Manufacturing in Almeda
Textiles plc. Processes were studied as well as analyzed using some lean
manufacturing tools and techniques where found some problems. Eventually some
layouts and process flows is proposed that maximizes the productivity and minimizes
cost. It also ensures the better utilization of manpower and factory floor space. At the
same time these proposals will help to develop a good relationship among the
workers and will provide an easier way for the management to coordinate and
integrate the factory production with the current level of resources. It is hoped and
believed that, if the management accepts these proposals and implement these
techniques, it will certainly help them to increase the productivity with this existing
level of resources.

The Kaizen Burst is not taking place after the implementation of our visual
tool. Because this process took approx. 10 weeks and Kaizen Burst is
Acceptable when it is between 3-5 days.

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 References

www.almedatextiles.com

http://www.ilo.org

http://texmin.nic.in

https://www.academia.edu/

http://leanmanufacturingshop.com/

http://en.wikipedia.org/wiki/Lean_manufacturing

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