XYZ-Current State Value Stream Mapping

Production Planning & Control

Fabric
suppliers

28 days

Once in a Once in a
Once in a week week Once in a
week week

Printing
Every day

5 days
2.2% Miss

Every day

Every day Sewing Sticker Final

Department Fabric Cutting Stickering Fusing Feeding Trimming Checking
(One line) removing checking
40,000 pcs
No. of workers 21 5 * 4 (Con.) 5+3 8 20 20 + 6 5+5 3 16 13

Cycle time 10 sec 10 sec 2 sec 14 sec 20 sec 154.2 sec 120 sec 23 sec 25 sec 90 sec
Throughput time 1 hour 2.5 hours 1 hour 5 hours 1 hour 1 hour 1.6 hours 0.5 hour 1 hour 0.5 hour
Change over time - 0.5 hours 0.25 hour NA - 4 hours NA 0 hour 0 hour 0 hour
Efficiency % No data - 45% 50% - 47% FIFO NA - - -
Rejection % 28,000 kg - 61,000 Pcs 4% 22,000 Pcs NA 25,000 pcs No data 60,000 pcs 5% 60,000 pcs No data NA 2,000 pcs - 3,000 pcs 3% 30,000 pcs 0.50% 2,000 pcs
Rework % 3% NA NA - No data 7.20% NA - 15% 10%
WIP - 50,000 pcs 12,000 pcs 20,000 pcs 2000 pcs 350 pcs 4500 pcs 4500 pcs 5300 pcs 9000 pcs
Working hour 10 hours 10 hours 10 hours 10 hours 10 hour 10 hours 10 hour 10 hour 10 hour 10 hour

Data recorded for: 24 lines 1 line 3 lines 6 lines

Prod. Lead time (PLT) 14 days 3 days 0.6 days 1 days 5 days 3 days 0 days 0.25 days 0.25 days 5 days 0.25 days
Throughput time 1 hour 2.5 hour 1 hour 5 hour 0.6 hours 1 hour 1.6 hours 0.5 hour 1 hour 0.5 hour
Cycle time 5 sec 10 sec 2 sec 16 sec 20 sec 154 sec 120 sec 23 sec 25 sec 90 sec

Product - Baby body As outcome of the assessment, It was decided to go for de-centralized cutting with inline sewing to packing. The targetted lead Total Cycle tim
No. of parts - 4 time from cutting to packing (includes printing) is 3 days as of now it is taking 18 days Process Cycle efficiency Overall %: 0.0474% Total Throughput tim
(PCE) % Cut to pack 0.104% Total PC

Key observations:
1. Cutting: No accountability in cutting; Cutting in-charge is giving information to each sub-processes of cutting room (Go scheduling); Each process is working independently; Efficiency of workers in stickering, fusing and feeding is very less; Huge WIP between sub-processes of cutting
room
2. Printing: No proper accountability in in-ward pieces from printing. Around 2.2% pieces are missing from printing; printing department always has 3 days stock
3. Feeding: Feeding process can be eliminated, Around 60 helpers can be eliminated across the factory
4. Sewing: Feeding at point will help in reduction of SAM around 10 operations by about 15%; Work place reengineering needs to be done for all process; Labour saving devices are not available which in turn increases thread consumption and reduces efficiency; Changeover time is
high;Individual data capturing is missing; 6 helpers associated with feeding can be eliminated; Line layout modificiation is needed; In-line checking is not strong; Method standardization is missing
5. Checking & Final checking: Checking process can be eliminated; Huge WIP between between checking and panel checking; No proper defect capturing sysem; Accountability at final checking is not there
6. Finishing & Packing - Huge WIP in finishing; Finishing is not done as per size ratio which results in huge WIP in packing; Efficiency of helpers in finishing is very poor
7. Material flow system - Entire process and sub process in factory is working as independent entity which results in accumulation of huge WIP and accountability issue
8. De-centralization - It was decided to remove feeding, stickering and checking process while doing de-centralization
te Value Stream Mapping

Shipment

Finishing &
packing
28

90 sec
1 hour
0.16 hours
No data
No data 40,000 pcs
0.20%
2000 pcs
10 hour

6 lines

8 days
1 hour
225 sec

Total Cycle time: 690 sec

Total Throughput time: 15.7 hours
Total PCT: 40.36 days