AQM II

ASSIGNMENT -1

BFT - 6

SUBMITTED BY:
JAISHREE TIWARI
LAKSHITA SAINI
SMRITI SOHAL
Table of Contents
INTRODUCTION 2

LEAN TOOL STUDIED - CELLULAR MANUFACTURING 2

What is Cellular Manufacturing and how is it implemented? 2
Applications 2

CASE STUDY - GARMENT INDUSTRY 3

Background 3
Existing Production layout 4
Cellular Production layout 6
Achieving Work Balancing between operators after introducing Cellular manufacturing 7

RESULT ANALYSIS 8
Comparison 8

RESEARCH SUMMARY 10
Conclusion 10
Limitations 11
Recommendations 11
INTRODUCTION
Lean manufacturing is a method of minimising waste in a manufacturing system while
maintaining acceptable control margins such as economical productivity and quality.

In a fast-paced, volatile, and ever-changing global economy, principles of lean manufacturing

are implemented to reduce waste, streamline processes, minimise operational costs, foster
innovation, and decrease time to market.

LEAN TOOL STUDIED - CELLULAR MANUFACTURING

What is Cellular Manufacturing and how is it implemented?

Cellular manufacturing is a type of production that is a subset of just-in-time production.
The goal of cellular manufacturing is to produce a wide range of identical items as
quickly as feasible while generating as little waste as possible. In cellular manufacturing,
numerous "cells" are used in an assembly line approach. Each of these cells is made up
of one or more machines that perform certain tasks. The product is transferred from one
cell to the next, with each cell completing a step in the production process.

A cell is made by writing down the steps that must be followed in order to achieve a
given result. These cells allow for the elimination of non-essential steps in the process of
producing a given output, as well as the rapid detection of issues. Cellular manufacturing
is thought to produce significant increases in efficiency and quality while also lowering
the amount of inventory, space, and lead time required to manufacture the product. The
one-piece-flow cell has been dubbed "the ultimate in lean production" as a result of
this.

Applications
1. As the work cell is set up to offer a balanced flow from machine to machine, there
is less work in process inventory.

2. Reduced direct labour costs due to greater employee communication, better

material flow, and better scheduling.

3. Due to the increased responsibility of product quality monitoring by themselves

rather than by separate quality persons, high employee participation is gained.
 4. Because of better scheduling and faster material flow, more equipment and
machinery are being used.

5. Allowing the organisation to be more flexible in order to respond to changes in

client demand.

6. Because of the minimal WIP and increased communication, problems are exposed
to the surface, promoting continual development.

7. From order receiving to production and shipment, reducing throughput time and
increasing velocity for customer orders.

8. Multi-skilled multi-machine operators are used to improve an employee's

productivity.

Apart from these concrete advantages, cellular manufacturing has a significant

advantage over the linear flow approach. The operators inside the cell are familiar with
each other's actions and understand each other better thanks to the closed loop layout
of machinery. This helps to boost production by improving the relationship between the
operators.

CASE STUDY - GARMENT INDUSTRY

Lean tools implementation in sewing section of Men’s shirt in a garment
manufacturing industry

Link: https://www.theseus.fi/bitstream/handle/10024/34405/Paneru_Naresh.pdf

Background
Hampered productivity, longer lead time duration, high rework and rejection, inefficient
line balancing, low style changeover adaptability, and several other issues limit
productivity in the garment industry. In this case study, these issues are solved through
the use of lean technologies such as cellular manufacturing, job standardization,
single-piece flow, and just-in-time production.

The study is carried out in the apparel manufacturing industry, whose main goods are
men's formal shirts in various sizes. A central cutting department, three distinct stitching
lines, and a central finishing area make up the factory. At the end of each section, a
quality check (audit) is performed to ensure that no defective items are moved from one
section to the next.
 Figure 1 : Garment production process flow

Existing Production layout

Figure 2 : Existing production layout of stitching section
Cellular Production layout
 5. Left Front 4. Pocket 3. Pocket
6. Right Front
Placket Attach Press

7. Front 2. Pocket
Button Hole Hem
FRONT SECTION
1. Sleeve placket 8. Back Yoke 1. Pocket
Attach Label Attach Marking

2. Shoulder 1. Back Yoke FINAL PRODUCT 1. Cuff Hem 2. Cuff Run

2. Sleeve SLEEVE SECTION Attach Attach Stitch
Diamond

3. Cuff
3. Sleeve 3. Sleeve
9. Bottom Hem CUFF SECTION
4. Sleeve Pleats Blocking
Button Hole Attach
ASSEMBLY SECTION
5. Cuff Button 4. Cuff Top
4. Sleeve 8. Cuff Attach 6. Cuff Press
Hole Stitch
Top Stitch

5. Side Seam 6. Collar Attach 7. Collar Close

7. Collar Notch 1. Collar Run

Making Stitch
COLLAR SECTION
6. Collar Band 2. Collar
Top Stitch Blocking

5. Collar Band 3. Collar Top

4. Collar Band Hem
Attach Stitch
Achieving Work Balancing between operators after introducing Cellular
manufacturing

RESULT ANALYSIS

Comparison
A. Throughput Time
The current batch manufacturing system has an excessively high throughput time,
and it can take up to two days (7.5 hours per day X two days = 15 hours) to finish a
20-minute garment. If everything goes well in batch production, parts are created
without quality flaws, no breakdown of machine, and bundle sequence is followed
correctly, it will take at least 220 to 230 minutes (around 90 minutes = prepare
and 136 minutes = assemble). In the case of the single piece flow, this time is less
than an hour. The operator works in a bundle system, with each bundle containing
approximately 20 to 30 parts. If a quality checker finds faults in even a few parts
when inspecting these bundles, the entire bundle will be returned to the
responsible operator for repair. As a result, a mistake in one or two parts could
hold the entire bundle together, resulting in an unbalanced WIP.

B. Production Time
There is a cut down of 1.65 minutes (i.e. approximately 8 percent) in the production
time. This was accomplished by combining three operations (cuff trimming with
 cuff run stitch, collar trimming with collar run stitch, and sleeve tacking with sleeve
attach) and eliminating one operation (collar peak ironing removed by changing
the shape of fusing).

Graph 1: Comparison of production time for different stitching sections

C. Number of operations
The number of operations required to complete a garment has been lowered from
44 to 36. There were four operations eliminated from the stitching part and four
operations removed from the quality checking area because they were non-value
added.

Graph 2 : Comparison of number of operation indifferent sections

 D. Number of operators required
Over 14.28% of operators were reduced from batch processing, with 8% coming
from the stitch section and 6% from quality checking.

Graph 3 : Comparison of number of operator required in different sections

E. Rework Level
The rate of rework has been reduced by 80%. The current rework rate is around
5%, but after implementing the recommended layout, the rework rate drops to 1%.
Rework is being reduced primarily as a result of lower WIP and more balanced
work cells. Because of the minimal inventory, mistakes are obvious, and if a defect
is discovered in the garment, it will be corrected in-line before the piece is
shipped as a finished product.

RESEARCH SUMMARY

Conclusion

The existing company's batch processing problem is solved by adopting single piece WIP
movement. This is accomplished by switching from sitting to standing operations and
dividing the long assembly line into tiny work cells. As a result of converting the long
assembly line into work cells, the assumed worker multi-skilling appears to be effective,
and operator communication is quick and accurate. The flexibility of style transition and
the decrease of rework are two more advantages that have been identified.
Workers are assigned to different work cells according to the usual operation time. This
encourages operators to work hard because the system assigns equal burden to
everyone.

Another advantage of cellular manufacturing is the consistency of output. In existing

batch processing, if critical operators are absent or if machines that perform critical
processes have a problem, the final output may be dramatically reduced. In the case of a
cellular layout, however, there is no such issue because there are several operators who
can do numerous operations. This solves the issue of production spikes and drops.

Limitations

Recommendations