Prasad Institute of Technology

(Affiliated to Dr. A.P.J Abdul Kalam Technical University, Lucknow)

JAUNPUR
2021-2022

MINI PROJECTS- 01

(Reduce Waste in Textile Industry)

Submitted in the partial fulfillment of the degree requirement towards the

MASTER OF BUSINESS ADMINISTRATION (MBA)

SESSION (2021-2022)

FACULTY GUIDE: SUBMITTED BY:

Mr. MANISH KUMAR RAI AAKRITI VISHWKARMA

 Certificate

This is to certify that Mr./Miss…Aakriti Vishwkarma …… A student of MBA 1st semester of this institute
has successfully completed `Mini Project-01 ’ on the ……………………………………...............

His /Her topic of the research project report was ………………………………………………………………..............

Place: Jaunpur
DATE: 21-FEB-2022.

( INTERNAL EXAMINER) ( EXTERNAL EXAMINER)

 Certificate

This is to certify that Mr./Miss……Aakriti Vishwkarma……………………… A student of MBA 1st semester of

this institute has successfully completed `Mini Project-01 ’ on the ……………………………………...............

His /Her topic of the research project report was ………………………………………………………………..............

Place: Jaunpur ( Mr. Manish Kumar Rai )

DATE: ………………….. Assistant Professor
Department of Business Administration
PIT, JAUNPUR
 ACKNOWLEDGEMENT

This project report bears the imprint of those who had rendered their wholehearted support and
encouragement without whose help this effort of mine would be in vain.

I express my deep sense of gratitude and sincere thank to my project guide … Mr. Manish Kumar Rai
For his direction, suggestion and information provided which were of most importance for the
successful completion of the project. I am also thankful to other faculty members of MBA Dept.

At last, I also thanks to my Family and friends those helped me in my Mini Project period and in the
completion of project.

M.B.A.1stSEM
 PREFACE

As a part of our MBA program I am required to undergo a research report. I got to undergo my project
report …………………………………………………………………………

It was a wonderful experience for me as it gave me a chance to learn a lot.

 Table of Content (Index)

S.N CONTENTS PAGE NO.

1. Introduction 6
2. Industry Overview 7-13
3. Company Overview 14-27
4. Introduction of the project 28-30
5. Lean Manufacturing 31-53
6. Lean Transformation 54-61
7. 5S 62-66
8. Benefits 67
9. Concerns 68-81
10. Improvements and Impact 82-88
11. Reality check by Manager 89
12. Independent audit 89
13. Analysis 90-91
14. Conclusion 92
15. Bibliography 93
INTRODUCTION

Textile waste can be divided into pre-consumer and post-

consumer waste.

The pre-consumer waste is generated at factory floors during

cutting, and during the manufacturing process of apparel making,
and includes fabric selvedges and leftover fabric scraps.

Postconsumer waste is generated by articles like used apparel,

towels, bedsheets, carpets, rugs, upholstery, and other textile
items.

This article focuses on how to reduce pre-consumer waste by

innovative patterns or performance techniques that can be
incorporated in manufacturing units.
Textile Industry

The textile industry in India traditionally, after agriculture, is the

only industry that has generated huge employment for both
skilled and unskilled Labor. The textile industry continues to be
the second-largest employment generating sector in India. It
offers direct employment to over 35 million in the country.
According to the Ministry of Textiles, the share of textiles in total
exports during April–July 2010 was 11.04%. During 2009–2010, the
Indian textile industry was pegged at US$55 billion, 64% of which
services domestic demand.[1] In 2010, there were 2,500 textile
weaving factories and 4,135 textile finishing factories in all of India.
According to AT Kearney’s ‘Retail Apparel Index’, India was ranked
as the fourth most promising market for apparel retailers in 2009.

India is the second largest producer of fiber in the world and the
major fiber produced is cotton. 60% of the Indian textile industry is
cotton-based. Other fibers produced in India include silk, jute,
wool, and man-made fibers.

India is first in global jute production and shares 63% of the global
textile and garment market. India is second in global textile
manufacturing and also second in silk and cotton production.
100% FDI is allowed via automatic route in textile sector. Rieter,
Trutzschler, Saurer, Soktas, Zambiati, Bilsar, Monti, CMT, E-land,
Nisshinbo, Marks & Spencer, Zara, Promod, Benetton, and Levi’s
are some of the foreign textile companies invested or working in
India. Between January and July 2021, India exported textile
products worth Rs 1.77 lakh crore, which is 52.6 per cent more than
the same period last year
History

The archaeological surveys and studies have indicated that the

people of Harrapan civilization were familiar with weaving and the
spinning of cotton for as long as four thousand years ago.
Reference to weaving and spinning materials is found in the Vedic
Literature. There was textile trade in India during the early
centuries. Cotton fragments from Gujarat have been found in
tombs at Fu stat in Egypt, indicating the existence of export of
Indian textiles to Egypt during the medieval era.

Large quantities of north Indian silks were traded through the Silk
Road in China to the western countries.The Indian silks were often
bartered for spices. During the late 17th and 18th century there
were large exports of Indian cotton to the western countries to
meet the need of the European industries during industrial
revolution, apart from the domestic requirement at the Indian
Ordnance Factories.

A woman in Dhaka clad in fine Bengali muslin, 18th century.

Up until the 18th century, Mughal Empire was the most important
center of manufacturing in international trade. Up until 1750, India
produced about 25% of the world's industrial output. The largest
manufacturing industry in Mughal Empire (16th to 18th centuries)
was textile manufacturing, particularly cotton textile
manufacturing, which included the production of piece goods,
calicos, and muslins, available unbleached and in a variety of
colors. The cotton textile industry was responsible for a large part
of the empire's international trade Bengal had a 25% share of the
global textile trade in the early 18th century. Bengal cotton textiles
were the most important manufactured goods in world trade in
the 18th century, consumed across the world from the Americas to
Japan.The most important center of cotton production was the
Bengal Subah province, particularly around its capital city of
Dhaka. As Karl Marx noted in 1853, the textile industry was a major
component of economic income in the pre-colonial Indian
economy, writing that "The hand-loom and the spinning-wheel,
producing their regular myriads of spinners and weavers, were the
pivots of the structure of that society".

Bengal accounted for more than 50% of textiles and around 80%
of silks imported by the Dutch from Asia and marketed it to the
world,[16] Bengali silk and cotton textiles were exported in large
quantities to Europe, Asia, and Japan, and Bengali muslin textiles
from Dhaka were sold in Central Asia, where they were known as
"daka" textiles.[14] Indian textiles dominated the Indian Ocean
trade for centuries, were sold in the Atlantic Ocean trade, and had
a 38% share of the West African trade in the early 18th century,
while Bengal calicos were major force in Europe, and Bengal
textiles accounted for 30% of total British trade with Southern
Europe in the early 18th century.

In early modern Europe, there was significant demand for textiles

from the Mughal Empire, including cotton textiles and silk
products.[12] European fashion, for example, became increasingly
dependent on textiles and silks imported from The Mughal
Empire. In the late 17th and early 18th centuries, The Mughal
Empire accounted for 95% of British imports from Asia, conducted
through the auspices of the East India Company (EIC).[16] After the
abolition of slavery in British Empire, manufactures in Britain
started to look for alternative sources of cheap cotton, eventually
settling on the East India Company's possession in India. The EIC
convinced many farmers to switch from subsistence farming to
producing and exporting huge amounts of cotton, after a long
period of government protectionism imposed over the British
textile industry. Eventually, through the technical and marketing
advances made possible by colonization, the traditional method of
artisan textile production declined significantly, and replaced with
large scale factory production.
Cotton

In the early years, the cotton textile industry was concentrated in

the cotton growing belt of Rajasthan, Maharashtra and Gujarat.
Availability of raw materials, market, transport, labor, moist climate
and other factors contributed to localization. In the early twentieth
century, this industry played a huge role in Bombay's economy
but soon declined after independence. While spinning continues
to be centralized in Maharashtra, Gujarat and Tamil Nadu, weaving
is highly decentralized. As of 30 November 2011, there are 1,946
cotton textile mills in India,[20] of which about 80% are in the
private sector and the rest in the public and cooperative sector.
Apart from these, there are several thousand small factories with
three to ten looms. there is a committee established in India
under 'textile committee act 1963'. this committee sets the quality
standards for textiles manufactured for sale in the internal market
as well as for export.

India exports yarn to Japan, United States, United Kingdom,

Russia, France, Nepal, Singapore, Sri Lanka and other countries.
India has the second-largest installed capacity of spindles in the
world, with 43.13 million spindles (30 March 2011) after China.
Although India has a large share in world trade of cotton yarn, its
trade in garments is only 4% of the world's total.
Jute

India is the largest producer of raw jute and jute goods and the
third largest exporter after Bangladesh. There were about 80 jute
mills in India in 2010–11, most of which are located in West Bengal,
mainly along the banks of the Hooghly River, in a narrow belt (98
km long and 3 km wide).

In 2010-2011 the jute industry was supporting 0.37 million workers

directly and another 400,000 small and marginal farmers who
were engaged in the cultivation of jute.

Challenges faced by the industry include stiff competition in the

international market from synthetic substitutes and from other
countries such as Bangladesh, Brazil, Philippines, Egypt and
Thailand. However, the internal demand has been on the rise due
to Government policy of mandatory use of jute packaging. To
stimulate demand, the products need to be diversified. In 2005,
the National Jute Policy was formulated with the objective of
improving quality, increasing productivity and enhancing the yield
of the crop.

The main markets for jute are the United States, Canada, Russia,
United Kingdom and Australia.
Contribution

The textile sector offers huge employment opportunities for

Indian people, especially for the people reside in rural area. Textile
and apparel sector contributes 14% to industrial production, 4% to
India's Gross Domestic Product (GDP) and constitutes 15% of the
country's export earnings.

The textiles and apparel industry in India has strengths across the
entire value chain from fiber, yarn, fabric to apparel. The Indian
textile and apparel industry is highly diversified with a wide range
of segments ranging from products of traditional handloom,
handicrafts, wool, and silk products to the organized textile
industry in India. The organized textile industry in India is
characterized by the use of capital-intensive technology for the
mass production of textile products and includes spinning,
weaving, processing, and apparel manufacturing.

The domestic textiles and apparel industry stood at $108.5 bn in

2019-20 of which $75 bn was domestically consumed while the
remaining portion worth $28.4 bn was exported to the world
market.

The highest contributors to FDI in the Textile sector of India

(including dyed, printed) from April 2016 to March 2021 are Japan,
Mauritius, Italy, and Belgium.
Cotton production supports 5.8 million farmers and 40-50 million
people in allied sectors.

Further, the domestic consumption of $75 bn was divided into

apparel at $55 bn, technical textiles at $15 bn and home
furnishings at $5 bn. While exports comprised of apparel exports
at $12 bn; home textiles exports at $4.8 bn; fabric exports at $4 bn;
yarn exports at $3.8 bn; fiber exports at $1.8 bn and others at $2
bn.

Export of Cotton Yarn/Fabrics/Made ups, Handloom Products Etc.

was valued at $1297.82 bn in August 2021 with a positive growth of
55.62% over exports of $833.95 bn in August 2020.

Export of RMG Of All Textiles was valued at $1235.11 bn in August

2021 with a positive growth of 13.99% over exports of $1083.53 bn in
August 2020.

The export of Textiles & Apparel from April - December 2021 is $

30449.85 mn,posting an increase of 52% over the same period
during 2020.

A total of 1,77,825 Weavers and Artisans are registered on

Government-e-Marketplace (GeM)
Company Overview

SABS Exports

Sabs Exports started over 25 years ago and since then has grown
into a recognized leader in the international apparel industry.

The company is equipped with 7 fully integrated units in Delhi -

NCR (National Capital Range) and holds the highest standard of
excellence on a large scale with 3,000 well-trained staff members.
We are known for our strengths in Design innovation and
Creativity, Consistent integration, Multi-Product Capability, Raw
Material Innovation, State of the art machines, Technical
Excellence, Category expansion, Speed and Trust.

Product & Design

They Used to Manufacture for Both Men’s and Ladies.

Mens & Ladies

Dedicated to innovating fresh designs and adding value to our

clients' needs, we have a highly skilled and experienced team of
professionals. In addition to our India-based design team, we also
have a team in Germany dedicated to creating new ideas for our
clients.

At fairs around the globe, our teams research the latest styles,
fabrics, colors and designs and offer them as a design input after
customizing to the customer's specifications.
Some of the designs of SABS are Below

Mens
Winter Wear
Ladies Wear
Manufacturing
State of Art Plants

Setting benchmarks in the readymade garment industry.

The company specializes in circular and flat knit garment

production and is growing steadily in the international market.
Our plants have state-of-the-art machinery to meet the market's
ever-increasing demands.

Also, we produce large quantities of dyes such as pigment dyes,

stone washers, tie dyes, Ombre’s and natural dyes, and have a
state-of-the-art garment dyeing factory in-house.

Using Six sigma tools & Information Technology (Fast react &
Nsinga), we are a professionally run organization.

Manufacturing Facilities & Expertise.

With more than 25 years of experience and our 7 existing
production facilities, we are about to complete one brand new unit,
which will become part of our manufacturing very soon.

Category:

Mens and Womens

Type:
100% Knits

No. of Units:
7

Capacity:
5 Million Pieces Per Annum

Operations:
Umbrella of All Under One Roof

Fast React (Planning)

Fast React simplifies the complex, makes it faster, and makes it
more efficient.

Expert software solutions and industry best practice expertise

improve and accelerate the entire new product development,
sourcing, capacity planning, and order execution lifecycles. The
result is improved visibility, coordination and control, resulting in
improved reliability, efficiency, and speed to market for brands.

Planning through Fast React ensures better utilization of

manpower and on time delivery of orders.
First Time Culture

Right First Time culture is established to achieve the supreme

quality of the product by mitigating all the risk.

Quick response culture is respected to solve shop floor problems.

Quality Audits & AQL Inspections

Quality Standards
Assure the product quality standard through continuous process
quality audits and AQL inspections.
Lean Manufacturing

Management concept is built with Lean manufacturing techniques

to reach the business excellence with continuous improvement
culture.
Automation

Modern Systems

Prioritize the automation wherever its possible.

Best Branded Machines

Maintaining the best possible quality on embroidery/ printing by

using the best branded machines and keeping up with new
technologies.
Just In Time Principles

Processes and activities are designed so that continuous flow is

maintained through Just in Time principles.
INTRODUCTION OF THE PROJECT
Competition in the industrialized world today is more strict. A
company that wants to continue to grow and can continue to
compete must continue to make improvements through the
achievement of high productivity. This can be achieved by
improving the preparation or planning and control activities that
occur within the company so it can eliminate waste that would
ultimately reduce productivity. The repair process should begin
with identifying waste, understanding the root of the problem and
design and carry out appropriate countermeasures to overcome
the problem of waste that occurs.

One effort that can be done to overcome is to eliminate

wasteful activities that do not provide added value to the company.
There are three categories of corporate activity. namely value-
added activities are activities that create products or services
become more valuable from the viewpoint of customers, necessary
but non value added activities are activities that do not provide
added value to the product or service but cannot be eliminated
with technology and capability which is now owned, and non-value
added activities which are activities that are totally unable to
provide added value to the product or service. One method that can
be used in an effort to eliminate waste is lean manufacturing. Lean
is an ongoing effort to eliminate waste and increase the value
added of products (goods and/or services) in order to provide value
to customers. The goal of lean is to promote continuous customer
value by improving the ratio between the value added to the waste
(the waste-to-value ratio). Inside there are seven types of corporate
activity, the main activities that have no added value in business or
manufacturing process that is excess production (overproduction I,
waiting times (de lays). unnecessary transportation, processing in
excess or in error processing, excess inventory. motion not
necessary as well as a defective product

Lean is an ongoing effort to eliminate waste and increase the added

value of products (goods and services) in order to provide value to
customers (customer value). The objective of lean is to increase
continuously improving customer value through continuous
customer value through continuous improvement of the ratio
between the value added to the waste(the waste-to-value ratio). In
the year 2006 the value to waste ratio of Japanese firms about 50%,
Toyota Motor company approximately 57%, the best companies in
North America (U.S. and Canada) approximately 30%, while the
value-towaste ratio of the best companies in Indonesia, only around
10%. A company can be considered if the value of Lean-towaste
ratio has reached the minimum 30%. If the company is not lean, the
company may be referred to as Un-Lean Enterprise and
categorized as traditional companies.

Lean focuses on the identification and elimination of these

activities have no value added in the design, production (for
manufacturing) or surgery (for services), and supply chain
management, which associated directly with customers. Lean can
be defined as a systemic and systematic approach to identifying
and eliminating waste or activities that have no value added (non-
value-adding activities) through radical continuous improvement
by flowing the product (materials, work in process, output) and
information using a pull system of internal and external customers
to pursue excellence and perfection. Lean applied to the whole
enterprise is called as lean enterprise.
There are five basic principles of lean:

1. Identify the value of products (goods and/or services) based on

the customer perspective, whereby customers superior quality
products, competitive prices and timely delivery.

2. Identify the value stream process mapping for each product

(goods and/or services). (Note: most of the management of
industrial companies in Indonesia only for mapping business
processes or work processes, rather than doing product process
mapping. This is different from the lean approach).

3. Eliminating non-value added waste from all activities throughout

the value stream processes.

4. To organize material, information, and products that flow

smoothly and efficiently throughout the process of value stream
using pull system.

5. Constantly looking for different techniques and equipment

improvement (improvement tools and techniques) to achieve
excellence and radical continuous improvement.
Lean Manufacturing

The fresh transformation in engineering products and service

division has made extraordinary difficulties for US firms. The
consumer focused and exceptionally aggressive market has
delivered old-fashioned of management that was not enough to
overcome these complexities. These factors present a key test to
industries to seek for new methods to survive in competitive global
market. While a few industries keep on developing based on
financial steadiness, different firms fight because of their absence
of understanding of the change in consumer mentalities and cost
practices. To avoid the present situation and to turn out to be more
valuable, many industries implemented lean principles in their
organization and perform well in global market.

Waste exclusion, cost drop, and employee encouragement are the

basic ideas behind the lean manufacturing system, which has been
implemented in Japanese companies for many years. The Japanese
thinking of making business is completely distinct from the
thinking that has been dominant in United States for a long time.

The typical western belief was that the just way to get turn a
profit to apply it to the cost of production to reach the preferred
sales price. The Japanese method, on the contrary assumes that the
generator of the sale price is client. The more consistency you build
into the manufactured goods higher the cost that consumers pay.
The distinction among the price of the goods and this price is what
decides the profit. To minimize cost, raise investment, get in more
revenues, and remain competitive in a rising international market,
the lean manufacturing discipline is to function in all parts of the
value stream by reducing waste. The value stream is explained as
the specialized activities needed to plan, order and supply a specific
product or value within a supply chain. As of Womack describe it
the term “lean” indicates a system that utilizes less with respect to
output, to produce the equivalent outputs as those generated be a
conventional mass manufacturing system, which adding more
varieties to the final consumer . This theory of business goes by
various names. Agile production, just-in-time-production,
synchronous production, world-class production, and continuous
flow are all concepts that are used in contrast with lean production.
The resounding theory of lean manufacturing, therefore, is to
minimize costs by continuous improvement, which would
ultimately reduce the cost of services and goods, thereby
increasing profits.

“Lean” focuses on the removal or reduction of waste (“muda”, the

Japanese word for waste) and on optimizing or allowing maximum
use of activities that add value from the perspective of the
consumer. Quality is equal to something that the consumer is
willing to pay for in a product or service that follows, from the
viewpoint of the customer. The reduction of waste is also the central
concept of lean manufacturing.
8 Wastage of Lean manufacturing

The aim of lean is to abolish the waste from the production process.
It is very important to identify the eight waste before digging it.
Waste is in the least action or activity that will not enhance any cost
to the product, or we can say, waste is any unwanted process that
will reduce the value of the product and customer do not want to
pay for that. Taiichi Ohno identified the initial seven types of waste
that was called Muda in Japan. Transportation, inventory,
movement, waiting, Overproduction, Overprocessing and defects
are seven types of waste identified by Taiichi Ohno. The acronym
‘TIMWOOD’ also applies to them. The eighth waste was invented by
western industries in 1990s, and that was unused of workers talent
or ‘Skill’ of workers was later added.

“TIMWOODS” is generally referred to as the 8 wastes :-

1. Transport

2. Inventory

3. Motion

4. Waiting

5. Overproduction

6. Overprocessing

7. Defects

8. Unutilized talent
Transport

The transport waste is defined as any material movement that

doesn’t directly support immediate production.

An improper facility layout, poor production planning, poor

scheduling can generate transport waste.

Another example is poor workplace organization, which results, in

unnecessary additional material transport.

Inventory

The inventory waste refers to any supply in excess of process

requirements necessary to produce goods or services in a Just-in-
Time manner.

Causes of inventory waste include inaccurate forecasting systems,

inefficient processes or suppliers, long changeover times,
unbalanced production processes, or poor inventory planning and
tracking.

Motion

The motion waste is defined as any movement of people that

doesn’t contribute added value to the product.

Examples include moving equipment, reaching or bending, or

gathering tools more than necessary, as well as unnecessarily
complicated procedures. The Motion waste is often caused by
ineffective plant layouts, lack of visual controls, poor process
documentation, or poor workplace organization.

Waiting

The waiting waste refers to as any idle time that occurs when co-
dependent events aren’t fully synchronized.

Examples of this waste include idle operators waiting for

equipment, production bottlenecks, production waiting for
operators, and unplanned equipment downtime. Waiting can be
caused by inconsistent work methods, lack of proper equipment or
materials, long setup times, low man/machine effectiveness, poor
equipment maintenance, or skills monopolies.

Overproduction

Overproduction is defined as producing more than is needed, faster

than needed, or before it’s needed.

Automation in the wrong places, lack of communication, local

optimization, low uptimes, poor planning, and a just in case reward
system can cause overproduction waste.

Overprocessing

Over-processing refers to any redundant effort in production or

communication that does not add value to a product or service.
Over-processing waste includes endless product or process
refinement, excessive information, process bottlenecks, redundant
reviews and approvals, and unclear customer specifications. It is
caused by decision-making at inappropriate levels, inefficient
policies and procedures, lack of customer input concerning
requirements, poor configuration control, and spurious quality
standards.

Defects

The defect waste is defined as the loss of value do to the scrap,

repair, or rework of a product that deviates from specifications.
Excessive variation in production processes, high inventory levels,
inadequate tools or equipment, incompatible processes,
insufficient training, or transport damage due to poor layouts and
unnecessary handling can all lead to defect waste.

Unutilized talent

The waste of unutilized talent refers to underutilizing or engaging

employees in a process. This could take the form of employees
performing unnecessary work when their talent could be utilized in
activities that add greater value, or not utilizing employees’ critical
thinking abilities and feedback in processes. Unutilized talent also
includes allowing employees to work in silos, which prevents them
from sharing their knowledge
Lean Transformation
Machine Breakdown Record

Line Wise register is maintained to keep record of machine

breakdown on daily basis and register is available with concerned
Line Supervisor of the line.
Efficiency Curve

Efficiency curve is maintained by I.E. on daily basis and sheet

is displayed at the back side of the End Line Checking Table.
Changeover Board

Changeover Board is updated at least two days before loading

new style on the line.

Each responsible person as mentioned in Changeover Board put

tick against his column once the requirement is fulfilled.
Traffic Light in Cutting

After picking first ply of the last bundle by first operator of the line,
light switch is made on to give signal to the cutting department.

Cutting department do necessary arrangements for feeding

cutting to the respective line for which light was made on.

First operator who has initially pressed the button, will switch of
the light after receiving input for feeding.
Defect Rate Curve

Defect Rate curve is maintained by Roaming QE on daily basis and

sheet is displayed at the back side of the End Line Checking Table.
Flag System

Three types of flags are used for critical operations identified by

Sewing QA.

7 pieces will be checked in identified critical points and Flags will

be shown as mentioned below :

If no defect found, Green color flag will be displayed

If 1 defect found, Yellow color flag will be displayed .

If more than 1 defect found out of 7, red color flag will be displayed
Flag System

New Operator:

Blue color flag is displayed on the machine where there is new

operator so that follow up could bmore closely e done for first 1 to
2 hours to avoid problems later on.
Oil Leakage Detection Machines:

White color flag is displayed on the machine where there is oil

leakage on machine.

Red Card

To control and make the Alter on time, 10 Red cards are given on
each line and hanged at the End line Checking table.
If a defect is found then QE attaches red card and send back
garment to the supervisor and supervisor distributes that garment
to the responsible operator for making Alter.

Alteration should be done ASAP and sent back to QE

If the alterations are not done immediately, then QE will not have
a red card to attach to a defect. If there is no Red Card available,
QE should stop checking and pull the ANDON signal to get the
support of multifunctional team.

Face display at the End of Line

When the defect level between 5% to 10% at the end of the hour
When the defect level equals or more than 10% at the end of the
hour.

When the defect level below 5%

Display of Style Requirements
Mocks on Critical Operations

Mocks are displayed on 3 to 4 critical operations identified by QA.

Every mock should have SAB No. and signature of QA.

3 Point Measurement in Line

At least three points are identified on the line by QA where

measurement will be done by Line operator on random basis.
TPM Board

TPM stands for Total Productive Maintenance

One board is designed for visualizing the machine maintenance

status.

All stickers on TPM board will be initially with Red color facing
outside.

After completion of maintenance of machine, mechanic will

reverse the sticker on TPM board so that now color visible on
sticker is Green.

Every machine will be covered within 90 days.

Record will be maintained by TPM mechanic.

ANDON Signal

ANDON signal is a system to inform multifunctional team that

there is some problem on the line that needs their attention & that
problem cannot be solved by floor team.

IN ANDON signal system, Line supervisor / QE will press switch

and after pressing switch, the bulb will glow on that line with
sound. The bulb will glow with sound till that time, the
multifunction team reaches on that line & switch off the ANDON
button.
The members of multifunctional team are PM, IE and QA.

The conditions for which ANDON will be pulled are shown on

Finishing Board.

Record of ANDON is maintained by QE in ANDON Register

5S
Seiri /Sorting

Eliminate all unnecessary tools, parts, things.

Go through all tools, materials, and so forth in the plant and work
area. Keep only essential items and eliminate what is not required,
prioritizing things per requirements and keeping them in easily-
accessible places.

Everything else is stored or discarded.

Seiton or Set in Order

Place for everything & everything on its place.

Arrange the work, equipment, parts, and instructions in such a
way that the work flows free of waste through the value added
tasks

Seiso / Cleaning

Clean the workspace and all equipment, and keep it clean, tidy
and organized.
This step ensures that the workstation is ready for user and that
order is sustained.

Working in a clean environment enables workers to notice

malfunctions in equipment such as leaks, vibrations, breakages,
and misalignments.

Seiketsu/ Standardize
Once the first three 5S's have been implemented, the next pillar is
to standardize the best practices in the work area.

Standardize, the method to maintain the first three pillars, creates

a consistent approach with which tasks and procedures are done.

Ensure uniform procedures and setups throughout the operation

to promote interchangeability

Shitsuke/Sustain/Discipline

Sustain, making a habit of properly maintaining correct

procedures, is often the most difficult S to implement and achieve.
Changing entrenched behaviors can be difficult, and the tendency
is often to return to the status quo and the comfort zone of the
"old way" of doing things.

Without the Sustain pillar the achievements of the other pillars

will not last long

Ensure disciplined adherence to rules and procedures to prevent

backsliding.
Examples
Benefits

➢ Improve safety

➢ Decrease down time

➢ Raise employee morale

➢ Identify problems more quickly

➢ Develop control through visibility

➢ Establish convenient work practices

➢ Increase product and process quality

➢ Strengthen employees’ pride in their work

➢ Empower employees to sustain their work area

Concerns

1. Unidentified table on ground floor near to I.E. department

cabin
2. Cloth pieces thrown on floor in sampling
3. Reels kept on Almirah in sampling
4. Fresh reel used for keeping the widow open in sampling
5. Threads coming out due to broken part in sampling
department
6. Cloth kept at the handle of fire extinguisher in sampling
7. Paper,Folders,garment,Helmet kept on the same rack in
mix manner in sampling
8. Display board covered with packed material cartons in
first floor
9. Display board covered with cartons in Finishing at first
floor
10. Stacking of carton is at more height. It can damage glass

11. Unidentified patterns hanged in Sampling

12. Dust inside First Aid Box in Cutting area

13. Dust stick on curtain in cutting area

14. Wall dirty in front of lift in cutting area
15. Dust stick on rode used to hang tube lights / fans
16. Unidentified material kept in gallery & dirty curtains
Improvements
So, by seeing the above image of Before and after we can easily
identify the improvements.
Importance and Impact of 5S

 5S is an improvement activity on the floor.

 Daily 5 minutes before lunch, all the operators clean their

machine as per 5S music.

 On every single needle machine, 5S bag is attached to avoid

litter on floor.

 Line supervisor fill their 5S checklist everyday before 11:30 a.m.

and take action on
 Reality Check By Managers

 Reality check by Managers is an improvement activity .

 Production Manager, Quality Manager, IE & Plant Head

spend 30 minutes to do this activity and record is maintained
by them.

Independent Audit

 Independent audit is done by Lean Audit Team on weekly

basis as per checklist.

 Audit finding’s are mailed to concerned persons for

improvement and necessary action.

 Audit finding’s are discussed in Weekly production and

Quality review meeting by Managing Director of the
company.
Analysis
 We Connect with IT to get all the data of waste using
different data sources

 Ask them to collate all the data and make it one to analyze
the waste.

 It Perform using different tools to build the data for analysis

and provide the data in excel.

 Then we can find the source of Waste and find the

contribution of waste using different methods

 We prepare Dashboard to find the root cause of waste

 Dashboards are daily and weekly for waste analysis for

stakeholder

 Below is the dashboard

So, with the above dashboard we can analyze the defect
on daily basis and where we have the waste and will try to
minimize as much as possible and also we can see the
waste daily wise and shift wise so that we can take a
decision that is our waste is decreasing or not.

So, this process is going to increase our revenue and

decrease in the waste.
We can only minimize the defect as it can not be zero.
So, firstly we are finding the root cause of Waste and their
contribution in total waste and then with department wise
we can send their waste report and ask then to minimize
as much as possible.
Conclusion
This Project is to Anlyse the Waste in the Textile industry
and try to reduce the waste as much as possible.

As we know waste cannot be Zero but we can reduce it to

the minimum by using the above method.
The method is used to find the source of waste and then
try to reduce the waste.
So as per company information they have reduced their
waste half using the lean Transformation in the
organization.
BIBLIOGRAPHY
Websites
1. https://www.investindia.gov.in/sector/textiles-
apparel#:~:text=India%20is%20among%20the%20world's,of%
20the%20country's%20export%20earnings.
2. https://en.wikipedia.org/wiki/Textile_industry_in_India

Company Website

1. http://sabsexports.com/manufacturing.html