Welcome to my Presentation

MdAzmeri Latif Beg142-32-257

Topics Name

Application Of Lean Manufacturing Tools In Garments Production

IntroductionLean manufacturingLean PrinciplesLean Benefits 7 Wastes of Lean in Garment Manufacturing8 Preferred Lean Manufacturing Tools for Garment

IndustryLean Implementation Model Lean Design and ImplementationConclusion

Topic Sequence

IntroductionIf we try to define Lean Then we can say ldquoA

systematic approach to identifying amp eliminating waste (non value added Activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfectionrdquo

Lean manufacturing is a unified compressive set of philosophies rules guidelines tools and techniques for improving and optimizing discrete process

Lean is a production practice that creates more value with less work by eliminating sources of waste

Lean GoalsImprove qualityEliminate waste

Reduce TimeReduce Total cost

Lean Manufacturing involves a variety of techniques such as one-piece flow kaizen cellular manufacturing standardized work work place organization or visual management The major purposes of the use of lean production are to increase productivity improve product quality reduce inventory reduce lead time and eliminate manufacturing waste

This research addresses the implementation of lean principles in a Portuguese garment industry Traditionally operated garment industries are facing problems concerning low productivity long production lead times high rework poor line balancing etc and the firm focused on this project was facing the same problems

On an earlier stage a literature review on Lean Manufacturing was conducted from the creation of the concept of LEAN to its main tools and techniques It was also mentioned the concept of cellular manufacturing how to accurately balance a manufacturing line and were given some examples of previous applications in this industries After understanding the concepts of lean manufacturing a description and a critical analysis to the companyrsquos productive system was made acknowledging the problems it was facing Next improvement proposals were suggested related with layout change visual management 5S quality management practices and cellular manufacturing

After implementation of some lean tools results observed were highly encouraging Some of the key benefits involve less movement transportation and material handling an increase of 14 in productivity in one month and an increase of 60 in profits in two months Cellular manufacturing wasnrsquot implemented although the company has being left prepared for an implementation in the future

Lean manufacturing

Lean PrinciplesTherefore five main Lean principles were associated with it

briefly described below and those are Value Value Stream Flow Pull and Perfection

Value

Express the capacity of accurately specify value from the costumer perspective or what hersquos willing to pay for both products and services

Lean manufacturing defines the value of a product with the customer point of view

Customer dont mind how hard you work to create the product

Customer will evaluate the product by looking at how well this going to fulfill their requirements

Customer donrsquot need to pay for the defects that removed from production lines

Value Stream

Identify the value stream of specific activities from raw material to final goods required for the development of a product or service removing non-value-adding waste along that path 6 Literature Review

Flow

Make the product or service flow without interruptions across the entire value stream

Pull System

The production is authorized (pulled) by the costumer as opposite to a push system where the finished goods are pushed to the costumer

Perfection

Constantly identify and remove any kind of waste along the value stream to achieve perfection

Lean Benefits What can an organization expect as bottom-line results of applying lean thinking to eliminate waste Documented results across various industries indicate the results in Table below

7 Wastes of Lean in Garment Manufacturing One prime objective of industrial engineering is to increase productivity by eliminating waste and non-value adding operations from the manufacturing process So it is essential to know the wastes and non-value adding functions those exist in garment manufacturing

1 Overproduction Overproduction can be viewed as the opposite of JIT and it means producing items

for which there are no orders produce the wrong part at the wrong time at the wrong amount This waste was considered to Ohno the fundamental waste since it causes most of the other wastes In other words it produces unnecessary transportation and storage costs due to the excess of inventory

2 Waiting Time

This is the unproductive time of a worker or machine when hersquos just waiting for something For example waiting for the next process step tool or supply or just watching an automated machine finishing a process It could also be the waiting time due to the lack of work caused by processing delays equipment failure or capacity bottlenecks

3 Unnecessary transport

Moving work in process (WIP) materials or even finished goods long distances is an unnecessary and inefficient transport This will increase production costs the lead time and can even cause damage to the products during the course of the movement

4Excess inventory The excess of raw materials WIP or finished goods can cause longer lead times damaged goods and delays

Extra inventory also hides problems such as production imbalances redundancies defects paperwork equipment downtime and long setup times Figure 22 easily exemplifies this situation through an analogy where water represents inventory and rocks represent problems In this case with a high water level the rocks are hidden and the management assumes everything is fine until the water drops and the problems are presented Deliberately forcing the water level down all the problems are exposed and can be corrected before they induce other possible even worse problems Figure

5 Incorrect processing This concerns the unnecessary steps that are taken in a

process possibly because of the use of poor tools and product design causing unneeded motion and producing defects (waste seven)

6 Unnecessary movement These are all the needless motion employers have

to perform during a process such as walking or looking for reaching for or stacking parts tools etc

7 Defects This waste is the production of defected parts or

correction that is repair rework scrap replacement and inspection means wasteful handling time and effort

8 Preferred Lean Manufacturing Tools for Garment Industry During my visits to garment factories I have seen posters on lean tools and lean slogans in some factories It means that garment factories are really started implementation of lean tools and practicing lean culture Factories have posters on process flow chart of lean journey Improvement pictures of before and after implementation of 5S and Kaizen have been displayed on departments I have seen lot of visuals on the floor It ensures that something is happening in garment factories to bring good things and improve business performanceBut your question is what lean tools are preferred and applied for garment manufacturing

In one factory I found a poster where all lean tools were listed those were implemented in that factory All implementation are done under guidance of external lean experts Factory has benefited a lot after implementation lean manufacturing These are the preferred lean tools that have been implemented by experts So you can start with these tools in your manufacturing facilities

I have listed down 8 preferred lean manufacturing tools which are mostly applied by garment industry with brief explanation

1 5S 5s stand for Seiri(sorting)Seiton(systematic arrangement)Seiso(super

clean)Seiketsu(standardize) and Shitsuke(sustainment)5S is about sorting of things in your workplace and inventory stores Keep workplace and floors clean and arrange things in right order for easy access

2 Visual displays Use visual displays as much as possible to communicate with people working in

the factory Display necessary information for quick access Production board at the end of the line Mocks of sewing operations at each work stations quality inspection procedure on the quality checking tables displaying right and wrong product displaying exit sign and labeling every items are few example for visual displays factories can easily adopt

3 Standardization of work process One core objective of lean manufacturing is elimination of manufacturing wastes

and non-value added tasks from the internal processes and systems For this factory has to set standardized working method When one follows standard working procedures there is minimum chance of making errors

4 Quick Changeover Quick changeover one of the lean manufacturing tools is used in

reducing waste in garment making process While setting a line with new styles line losses lot of time which is known as set-up loss Quick changeover or SMED method provides efficient way to set lines for new style in less time

5 Error proofing Error proofing aka Poka-Yoke is any mechanism in a lean

manufacturing process that helps an equipment operator to avoid mistakes It helps in designing a process in such way that there would not be minimum chance of producing defective product Its purpose is to eliminate product defects by preventing correcting or drawing attention to human errors as they occur Even error proofing technique can be used in information generation reporting system

6 Kanban Kanban is a workflow system Kanban tool improves visibility and

limit Work in Process Where factories use Kanban it helps to eliminate building excess work in process (WIP) in production lines

7 Problem solving Clothes are ever changing product A garment

manufacturers need to work with latest products new material and machines When one does something first time there may be a chance of having problem You have to short out the problem to meet your business goal Problem solving tools helps you and your team to find possible solution without external experts Ishikawarsquos Fish bone diagram method and 5 Whys are two famous tools widely used in problem solving

8 Workload balancing In mass production garments are made in a line where

numbers of operators involve making a single garment A balanced line means every operator has workload and nobody sit idle without work This maximizes operator utilization And as a result you get maximum output from a line It is not only sewing line workload balance is required everywhere in the company ndash like department to department process to process workload balance

Cycle concept of Lean ManufacturingIdentifying causes(Every problem in the system

has a cause for it)Finding root causes(sometimes one or more root

causes for a problem) Finding solution(how to overcome this problem)Implementing(implement the solution and to make

sure that you achieve your objectives)Will go on and on again and againThis process will be continuous until there are

wastes to be removed

Lean Implementation Model

Lean Design and Implementation

This chapter represents the implementation phase of the project Here the reader is elucidated through an action plan using the 5W1H technique to solve the identified problems following a description of its implementation as for the changes in layout the implemented program visual management applications and implementation of 5S program quality management practices or group technology

Action Design After an analysis to the companyrsquos current productive

system we resorted to the 5W1H technique to find solutions to the problems identified also defining an action plan to be applied This plan is shown in the next table

Action Plan TableWhat Why Where Who Whe

n How

Reduce transports

Unnecessary Transport

Shop Floor

Responsible person

To define

Layout Change

Establishing goals and visual management

Low efficiency Low motivation

Shop Floor

Responsible person

To define

Visual Management and Bonus Strategy

Organize WIP and tools

Large WIP and waiting time

Shop Floor

5S responsible

To define

5S Application

Production Control

Unnecessary Movement Lack of efficiency control Lack of performance indicators

Manufacturing Line

Responsible person

To define

Create personalized excel program

Control Quality

Lack of quality practices

Shop Floor

Head of section

To define

Implement quality control practices

Areas Where Changes Have Been Made

Majority (78) of the companies said that changes in product design and manufacturing process occurred in their organization as a result of lean implementation 44 respondents indicated a change in supplier networks and theremaining (22) focused on factory management followed by inbound logistics (11) and outbound logistics (11)

In addition companies mentioned a variety of changes that took place within their organizations These include

1048696 cultural change1048696 education of workers and suppliers1048696 empowerment of employees1048696 commitment of top level managers1048696 relationship with suppliers1048696 rearranging the manufacturing process1048696 creating awareness

Areas of organization where changes were madeSI NO

Areas of changes Percentages

123456

Product designInbound logisticsOutbound logisticsManufacturing ProcessesSupplier networkFactory management

781111784422

Lean production reduces all forms of non-value added activities in organizations and improves its performance From the analysis of the data collected it appears that companies that adopt lean manufacturing as a working philosophy within their organizations can make significant improvement in terms of their operational performance even if it is in a modified format that best suits their particular business culture It is obvious that there are strong benefits to be gained from implementing a lean manufacturing culture as demonstrated by the companies in this study

Reduction in unit production costCompany Before

Lean($)

After Lean($)

Reduction($)

As a

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

850110440100140350087-450

700900320800130300084-300

150200120200010050003-150

1761812722007114234-333

The amount of time (hourminutes) to accomplish standard work sequence for making a product

1

30deg c

21 3 4 6 75

30 min

90 deg c

Drained

89 10

60 deg c

80 deg c

10 min

10 min

DrainedDrained

Company Before Lean(minutes)

After Lean(minutes)

Reduction(minutes)

of reduction

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

603055755060506040

401549603940404035

201506151120102005

335011202233203313

Note The percentages have been rounded to nearest figure

Conclusion Implementation of lean manufacturing in a garment

manufacturing company is carried out by this To implemented in a Bangladeshi garment manufacturing company For the first few weeks we tried to learn the processes in the garments finishing department Then study and analysis those processes are performed using some lean manufacturing tools and techniques and found some problems Eventually some layouts and process flows are proposed that improves the productivity and reduces cost The better utilization of manpower and factory floor space is also ensured by implementing the proposed layout At the same time proposals 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 These techniques can be implemented in any garment manufacturing company and it will help them to improve the productivity at same level of resources

Reference

Karim S (2009) The Impact of Just-in-Time Production Practices on Organizational Performance in the Garments and Textiles Industries in Bangladesh Doctoral Thesis Dhaka University

Lean thinking international journal volume3 issue2 december 12Asstprofes sor Gandhigra Rural University ndhigramIndiasenthilb1980gmailcom

F A Abdulmalek J Rajgopal Analyzing the benefits of lean manufacturing and value stream mapping via simulation A process sector case study International Journal of Production Economics 107 223-236 2007

Ripon Kumar Chakrabortty et al Study and Implementation of Lean enwikipediaorgwikilean wwwApplication Of Lean Manufacturing Tools In Garments

Productionhtml

MdAzmeri Latif Beg142-32-257

Topics Name

Application Of Lean Manufacturing Tools In Garments Production

IntroductionLean manufacturingLean PrinciplesLean Benefits 7 Wastes of Lean in Garment Manufacturing8 Preferred Lean Manufacturing Tools for Garment

IndustryLean Implementation Model Lean Design and ImplementationConclusion

Topic Sequence

IntroductionIf we try to define Lean Then we can say ldquoA

systematic approach to identifying amp eliminating waste (non value added Activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfectionrdquo

Lean manufacturing is a unified compressive set of philosophies rules guidelines tools and techniques for improving and optimizing discrete process

Lean is a production practice that creates more value with less work by eliminating sources of waste

Lean GoalsImprove qualityEliminate waste

Reduce TimeReduce Total cost

Lean Manufacturing involves a variety of techniques such as one-piece flow kaizen cellular manufacturing standardized work work place organization or visual management The major purposes of the use of lean production are to increase productivity improve product quality reduce inventory reduce lead time and eliminate manufacturing waste

This research addresses the implementation of lean principles in a Portuguese garment industry Traditionally operated garment industries are facing problems concerning low productivity long production lead times high rework poor line balancing etc and the firm focused on this project was facing the same problems

On an earlier stage a literature review on Lean Manufacturing was conducted from the creation of the concept of LEAN to its main tools and techniques It was also mentioned the concept of cellular manufacturing how to accurately balance a manufacturing line and were given some examples of previous applications in this industries After understanding the concepts of lean manufacturing a description and a critical analysis to the companyrsquos productive system was made acknowledging the problems it was facing Next improvement proposals were suggested related with layout change visual management 5S quality management practices and cellular manufacturing

After implementation of some lean tools results observed were highly encouraging Some of the key benefits involve less movement transportation and material handling an increase of 14 in productivity in one month and an increase of 60 in profits in two months Cellular manufacturing wasnrsquot implemented although the company has being left prepared for an implementation in the future

Lean manufacturing

Lean PrinciplesTherefore five main Lean principles were associated with it

briefly described below and those are Value Value Stream Flow Pull and Perfection

Value

Express the capacity of accurately specify value from the costumer perspective or what hersquos willing to pay for both products and services

Lean manufacturing defines the value of a product with the customer point of view

Customer dont mind how hard you work to create the product

Customer will evaluate the product by looking at how well this going to fulfill their requirements

Customer donrsquot need to pay for the defects that removed from production lines

Value Stream

Identify the value stream of specific activities from raw material to final goods required for the development of a product or service removing non-value-adding waste along that path 6 Literature Review

Flow

Make the product or service flow without interruptions across the entire value stream

Pull System

The production is authorized (pulled) by the costumer as opposite to a push system where the finished goods are pushed to the costumer

Perfection

Constantly identify and remove any kind of waste along the value stream to achieve perfection

Lean Benefits What can an organization expect as bottom-line results of applying lean thinking to eliminate waste Documented results across various industries indicate the results in Table below

7 Wastes of Lean in Garment Manufacturing One prime objective of industrial engineering is to increase productivity by eliminating waste and non-value adding operations from the manufacturing process So it is essential to know the wastes and non-value adding functions those exist in garment manufacturing

1 Overproduction Overproduction can be viewed as the opposite of JIT and it means producing items

for which there are no orders produce the wrong part at the wrong time at the wrong amount This waste was considered to Ohno the fundamental waste since it causes most of the other wastes In other words it produces unnecessary transportation and storage costs due to the excess of inventory

2 Waiting Time

This is the unproductive time of a worker or machine when hersquos just waiting for something For example waiting for the next process step tool or supply or just watching an automated machine finishing a process It could also be the waiting time due to the lack of work caused by processing delays equipment failure or capacity bottlenecks

3 Unnecessary transport

Moving work in process (WIP) materials or even finished goods long distances is an unnecessary and inefficient transport This will increase production costs the lead time and can even cause damage to the products during the course of the movement

4Excess inventory The excess of raw materials WIP or finished goods can cause longer lead times damaged goods and delays

Extra inventory also hides problems such as production imbalances redundancies defects paperwork equipment downtime and long setup times Figure 22 easily exemplifies this situation through an analogy where water represents inventory and rocks represent problems In this case with a high water level the rocks are hidden and the management assumes everything is fine until the water drops and the problems are presented Deliberately forcing the water level down all the problems are exposed and can be corrected before they induce other possible even worse problems Figure

5 Incorrect processing This concerns the unnecessary steps that are taken in a

process possibly because of the use of poor tools and product design causing unneeded motion and producing defects (waste seven)

6 Unnecessary movement These are all the needless motion employers have

to perform during a process such as walking or looking for reaching for or stacking parts tools etc

7 Defects This waste is the production of defected parts or

correction that is repair rework scrap replacement and inspection means wasteful handling time and effort

8 Preferred Lean Manufacturing Tools for Garment Industry During my visits to garment factories I have seen posters on lean tools and lean slogans in some factories It means that garment factories are really started implementation of lean tools and practicing lean culture Factories have posters on process flow chart of lean journey Improvement pictures of before and after implementation of 5S and Kaizen have been displayed on departments I have seen lot of visuals on the floor It ensures that something is happening in garment factories to bring good things and improve business performanceBut your question is what lean tools are preferred and applied for garment manufacturing

In one factory I found a poster where all lean tools were listed those were implemented in that factory All implementation are done under guidance of external lean experts Factory has benefited a lot after implementation lean manufacturing These are the preferred lean tools that have been implemented by experts So you can start with these tools in your manufacturing facilities

I have listed down 8 preferred lean manufacturing tools which are mostly applied by garment industry with brief explanation

1 5S 5s stand for Seiri(sorting)Seiton(systematic arrangement)Seiso(super

clean)Seiketsu(standardize) and Shitsuke(sustainment)5S is about sorting of things in your workplace and inventory stores Keep workplace and floors clean and arrange things in right order for easy access

2 Visual displays Use visual displays as much as possible to communicate with people working in

the factory Display necessary information for quick access Production board at the end of the line Mocks of sewing operations at each work stations quality inspection procedure on the quality checking tables displaying right and wrong product displaying exit sign and labeling every items are few example for visual displays factories can easily adopt

3 Standardization of work process One core objective of lean manufacturing is elimination of manufacturing wastes

and non-value added tasks from the internal processes and systems For this factory has to set standardized working method When one follows standard working procedures there is minimum chance of making errors

4 Quick Changeover Quick changeover one of the lean manufacturing tools is used in

reducing waste in garment making process While setting a line with new styles line losses lot of time which is known as set-up loss Quick changeover or SMED method provides efficient way to set lines for new style in less time

5 Error proofing Error proofing aka Poka-Yoke is any mechanism in a lean

manufacturing process that helps an equipment operator to avoid mistakes It helps in designing a process in such way that there would not be minimum chance of producing defective product Its purpose is to eliminate product defects by preventing correcting or drawing attention to human errors as they occur Even error proofing technique can be used in information generation reporting system

6 Kanban Kanban is a workflow system Kanban tool improves visibility and

limit Work in Process Where factories use Kanban it helps to eliminate building excess work in process (WIP) in production lines

7 Problem solving Clothes are ever changing product A garment

manufacturers need to work with latest products new material and machines When one does something first time there may be a chance of having problem You have to short out the problem to meet your business goal Problem solving tools helps you and your team to find possible solution without external experts Ishikawarsquos Fish bone diagram method and 5 Whys are two famous tools widely used in problem solving

8 Workload balancing In mass production garments are made in a line where

numbers of operators involve making a single garment A balanced line means every operator has workload and nobody sit idle without work This maximizes operator utilization And as a result you get maximum output from a line It is not only sewing line workload balance is required everywhere in the company ndash like department to department process to process workload balance

Cycle concept of Lean ManufacturingIdentifying causes(Every problem in the system

has a cause for it)Finding root causes(sometimes one or more root

causes for a problem) Finding solution(how to overcome this problem)Implementing(implement the solution and to make

sure that you achieve your objectives)Will go on and on again and againThis process will be continuous until there are

wastes to be removed

Lean Implementation Model

Lean Design and Implementation

This chapter represents the implementation phase of the project Here the reader is elucidated through an action plan using the 5W1H technique to solve the identified problems following a description of its implementation as for the changes in layout the implemented program visual management applications and implementation of 5S program quality management practices or group technology

Action Design After an analysis to the companyrsquos current productive

system we resorted to the 5W1H technique to find solutions to the problems identified also defining an action plan to be applied This plan is shown in the next table

Action Plan TableWhat Why Where Who Whe

n How

Reduce transports

Unnecessary Transport

Shop Floor

Responsible person

To define

Layout Change

Establishing goals and visual management

Low efficiency Low motivation

Shop Floor

Responsible person

To define

Visual Management and Bonus Strategy

Organize WIP and tools

Large WIP and waiting time

Shop Floor

5S responsible

To define

5S Application

Production Control

Unnecessary Movement Lack of efficiency control Lack of performance indicators

Manufacturing Line

Responsible person

To define

Create personalized excel program

Control Quality

Lack of quality practices

Shop Floor

Head of section

To define

Implement quality control practices

Areas Where Changes Have Been Made

Majority (78) of the companies said that changes in product design and manufacturing process occurred in their organization as a result of lean implementation 44 respondents indicated a change in supplier networks and theremaining (22) focused on factory management followed by inbound logistics (11) and outbound logistics (11)

In addition companies mentioned a variety of changes that took place within their organizations These include

1048696 cultural change1048696 education of workers and suppliers1048696 empowerment of employees1048696 commitment of top level managers1048696 relationship with suppliers1048696 rearranging the manufacturing process1048696 creating awareness

Areas of organization where changes were madeSI NO

Areas of changes Percentages

123456

Product designInbound logisticsOutbound logisticsManufacturing ProcessesSupplier networkFactory management

781111784422

Lean production reduces all forms of non-value added activities in organizations and improves its performance From the analysis of the data collected it appears that companies that adopt lean manufacturing as a working philosophy within their organizations can make significant improvement in terms of their operational performance even if it is in a modified format that best suits their particular business culture It is obvious that there are strong benefits to be gained from implementing a lean manufacturing culture as demonstrated by the companies in this study

Reduction in unit production costCompany Before

Lean($)

After Lean($)

Reduction($)

As a

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

850110440100140350087-450

700900320800130300084-300

150200120200010050003-150

1761812722007114234-333

The amount of time (hourminutes) to accomplish standard work sequence for making a product

1

30deg c

21 3 4 6 75

30 min

90 deg c

Drained

89 10

60 deg c

80 deg c

10 min

10 min

DrainedDrained

Company Before Lean(minutes)

After Lean(minutes)

Reduction(minutes)

of reduction

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

603055755060506040

401549603940404035

201506151120102005

335011202233203313

Note The percentages have been rounded to nearest figure

Conclusion Implementation of lean manufacturing in a garment

manufacturing company is carried out by this To implemented in a Bangladeshi garment manufacturing company For the first few weeks we tried to learn the processes in the garments finishing department Then study and analysis those processes are performed using some lean manufacturing tools and techniques and found some problems Eventually some layouts and process flows are proposed that improves the productivity and reduces cost The better utilization of manpower and factory floor space is also ensured by implementing the proposed layout At the same time proposals 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 These techniques can be implemented in any garment manufacturing company and it will help them to improve the productivity at same level of resources

Reference

Karim S (2009) The Impact of Just-in-Time Production Practices on Organizational Performance in the Garments and Textiles Industries in Bangladesh Doctoral Thesis Dhaka University

Lean thinking international journal volume3 issue2 december 12Asstprofes sor Gandhigra Rural University ndhigramIndiasenthilb1980gmailcom

F A Abdulmalek J Rajgopal Analyzing the benefits of lean manufacturing and value stream mapping via simulation A process sector case study International Journal of Production Economics 107 223-236 2007

Ripon Kumar Chakrabortty et al Study and Implementation of Lean enwikipediaorgwikilean wwwApplication Of Lean Manufacturing Tools In Garments

Productionhtml

Topics Name

Application Of Lean Manufacturing Tools In Garments Production

IntroductionLean manufacturingLean PrinciplesLean Benefits 7 Wastes of Lean in Garment Manufacturing8 Preferred Lean Manufacturing Tools for Garment

IndustryLean Implementation Model Lean Design and ImplementationConclusion

Topic Sequence

IntroductionIf we try to define Lean Then we can say ldquoA

systematic approach to identifying amp eliminating waste (non value added Activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfectionrdquo

Lean manufacturing is a unified compressive set of philosophies rules guidelines tools and techniques for improving and optimizing discrete process

Lean is a production practice that creates more value with less work by eliminating sources of waste

Lean GoalsImprove qualityEliminate waste

Reduce TimeReduce Total cost

Lean Manufacturing involves a variety of techniques such as one-piece flow kaizen cellular manufacturing standardized work work place organization or visual management The major purposes of the use of lean production are to increase productivity improve product quality reduce inventory reduce lead time and eliminate manufacturing waste

This research addresses the implementation of lean principles in a Portuguese garment industry Traditionally operated garment industries are facing problems concerning low productivity long production lead times high rework poor line balancing etc and the firm focused on this project was facing the same problems

On an earlier stage a literature review on Lean Manufacturing was conducted from the creation of the concept of LEAN to its main tools and techniques It was also mentioned the concept of cellular manufacturing how to accurately balance a manufacturing line and were given some examples of previous applications in this industries After understanding the concepts of lean manufacturing a description and a critical analysis to the companyrsquos productive system was made acknowledging the problems it was facing Next improvement proposals were suggested related with layout change visual management 5S quality management practices and cellular manufacturing

After implementation of some lean tools results observed were highly encouraging Some of the key benefits involve less movement transportation and material handling an increase of 14 in productivity in one month and an increase of 60 in profits in two months Cellular manufacturing wasnrsquot implemented although the company has being left prepared for an implementation in the future

Lean manufacturing

Lean PrinciplesTherefore five main Lean principles were associated with it

briefly described below and those are Value Value Stream Flow Pull and Perfection

Value

Express the capacity of accurately specify value from the costumer perspective or what hersquos willing to pay for both products and services

Lean manufacturing defines the value of a product with the customer point of view

Customer dont mind how hard you work to create the product

Customer will evaluate the product by looking at how well this going to fulfill their requirements

Customer donrsquot need to pay for the defects that removed from production lines

Value Stream

Identify the value stream of specific activities from raw material to final goods required for the development of a product or service removing non-value-adding waste along that path 6 Literature Review

Flow

Make the product or service flow without interruptions across the entire value stream

Pull System

The production is authorized (pulled) by the costumer as opposite to a push system where the finished goods are pushed to the costumer

Perfection

Constantly identify and remove any kind of waste along the value stream to achieve perfection

Lean Benefits What can an organization expect as bottom-line results of applying lean thinking to eliminate waste Documented results across various industries indicate the results in Table below

7 Wastes of Lean in Garment Manufacturing One prime objective of industrial engineering is to increase productivity by eliminating waste and non-value adding operations from the manufacturing process So it is essential to know the wastes and non-value adding functions those exist in garment manufacturing

1 Overproduction Overproduction can be viewed as the opposite of JIT and it means producing items

for which there are no orders produce the wrong part at the wrong time at the wrong amount This waste was considered to Ohno the fundamental waste since it causes most of the other wastes In other words it produces unnecessary transportation and storage costs due to the excess of inventory

2 Waiting Time

This is the unproductive time of a worker or machine when hersquos just waiting for something For example waiting for the next process step tool or supply or just watching an automated machine finishing a process It could also be the waiting time due to the lack of work caused by processing delays equipment failure or capacity bottlenecks

3 Unnecessary transport

Moving work in process (WIP) materials or even finished goods long distances is an unnecessary and inefficient transport This will increase production costs the lead time and can even cause damage to the products during the course of the movement

4Excess inventory The excess of raw materials WIP or finished goods can cause longer lead times damaged goods and delays

Extra inventory also hides problems such as production imbalances redundancies defects paperwork equipment downtime and long setup times Figure 22 easily exemplifies this situation through an analogy where water represents inventory and rocks represent problems In this case with a high water level the rocks are hidden and the management assumes everything is fine until the water drops and the problems are presented Deliberately forcing the water level down all the problems are exposed and can be corrected before they induce other possible even worse problems Figure

5 Incorrect processing This concerns the unnecessary steps that are taken in a

process possibly because of the use of poor tools and product design causing unneeded motion and producing defects (waste seven)

6 Unnecessary movement These are all the needless motion employers have

to perform during a process such as walking or looking for reaching for or stacking parts tools etc

7 Defects This waste is the production of defected parts or

correction that is repair rework scrap replacement and inspection means wasteful handling time and effort

8 Preferred Lean Manufacturing Tools for Garment Industry During my visits to garment factories I have seen posters on lean tools and lean slogans in some factories It means that garment factories are really started implementation of lean tools and practicing lean culture Factories have posters on process flow chart of lean journey Improvement pictures of before and after implementation of 5S and Kaizen have been displayed on departments I have seen lot of visuals on the floor It ensures that something is happening in garment factories to bring good things and improve business performanceBut your question is what lean tools are preferred and applied for garment manufacturing

In one factory I found a poster where all lean tools were listed those were implemented in that factory All implementation are done under guidance of external lean experts Factory has benefited a lot after implementation lean manufacturing These are the preferred lean tools that have been implemented by experts So you can start with these tools in your manufacturing facilities

I have listed down 8 preferred lean manufacturing tools which are mostly applied by garment industry with brief explanation

1 5S 5s stand for Seiri(sorting)Seiton(systematic arrangement)Seiso(super

clean)Seiketsu(standardize) and Shitsuke(sustainment)5S is about sorting of things in your workplace and inventory stores Keep workplace and floors clean and arrange things in right order for easy access

2 Visual displays Use visual displays as much as possible to communicate with people working in

the factory Display necessary information for quick access Production board at the end of the line Mocks of sewing operations at each work stations quality inspection procedure on the quality checking tables displaying right and wrong product displaying exit sign and labeling every items are few example for visual displays factories can easily adopt

3 Standardization of work process One core objective of lean manufacturing is elimination of manufacturing wastes

and non-value added tasks from the internal processes and systems For this factory has to set standardized working method When one follows standard working procedures there is minimum chance of making errors

4 Quick Changeover Quick changeover one of the lean manufacturing tools is used in

reducing waste in garment making process While setting a line with new styles line losses lot of time which is known as set-up loss Quick changeover or SMED method provides efficient way to set lines for new style in less time

5 Error proofing Error proofing aka Poka-Yoke is any mechanism in a lean

manufacturing process that helps an equipment operator to avoid mistakes It helps in designing a process in such way that there would not be minimum chance of producing defective product Its purpose is to eliminate product defects by preventing correcting or drawing attention to human errors as they occur Even error proofing technique can be used in information generation reporting system

6 Kanban Kanban is a workflow system Kanban tool improves visibility and

limit Work in Process Where factories use Kanban it helps to eliminate building excess work in process (WIP) in production lines

7 Problem solving Clothes are ever changing product A garment

manufacturers need to work with latest products new material and machines When one does something first time there may be a chance of having problem You have to short out the problem to meet your business goal Problem solving tools helps you and your team to find possible solution without external experts Ishikawarsquos Fish bone diagram method and 5 Whys are two famous tools widely used in problem solving

8 Workload balancing In mass production garments are made in a line where

numbers of operators involve making a single garment A balanced line means every operator has workload and nobody sit idle without work This maximizes operator utilization And as a result you get maximum output from a line It is not only sewing line workload balance is required everywhere in the company ndash like department to department process to process workload balance

Cycle concept of Lean ManufacturingIdentifying causes(Every problem in the system

has a cause for it)Finding root causes(sometimes one or more root

causes for a problem) Finding solution(how to overcome this problem)Implementing(implement the solution and to make

sure that you achieve your objectives)Will go on and on again and againThis process will be continuous until there are

wastes to be removed

Lean Implementation Model

Lean Design and Implementation

This chapter represents the implementation phase of the project Here the reader is elucidated through an action plan using the 5W1H technique to solve the identified problems following a description of its implementation as for the changes in layout the implemented program visual management applications and implementation of 5S program quality management practices or group technology

Action Design After an analysis to the companyrsquos current productive

system we resorted to the 5W1H technique to find solutions to the problems identified also defining an action plan to be applied This plan is shown in the next table

Action Plan TableWhat Why Where Who Whe

n How

Reduce transports

Unnecessary Transport

Shop Floor

Responsible person

To define

Layout Change

Establishing goals and visual management

Low efficiency Low motivation

Shop Floor

Responsible person

To define

Visual Management and Bonus Strategy

Organize WIP and tools

Large WIP and waiting time

Shop Floor

5S responsible

To define

5S Application

Production Control

Unnecessary Movement Lack of efficiency control Lack of performance indicators

Manufacturing Line

Responsible person

To define

Create personalized excel program

Control Quality

Lack of quality practices

Shop Floor

Head of section

To define

Implement quality control practices

Areas Where Changes Have Been Made

Majority (78) of the companies said that changes in product design and manufacturing process occurred in their organization as a result of lean implementation 44 respondents indicated a change in supplier networks and theremaining (22) focused on factory management followed by inbound logistics (11) and outbound logistics (11)

In addition companies mentioned a variety of changes that took place within their organizations These include

1048696 cultural change1048696 education of workers and suppliers1048696 empowerment of employees1048696 commitment of top level managers1048696 relationship with suppliers1048696 rearranging the manufacturing process1048696 creating awareness

Areas of organization where changes were madeSI NO

Areas of changes Percentages

123456

Product designInbound logisticsOutbound logisticsManufacturing ProcessesSupplier networkFactory management

781111784422

Lean production reduces all forms of non-value added activities in organizations and improves its performance From the analysis of the data collected it appears that companies that adopt lean manufacturing as a working philosophy within their organizations can make significant improvement in terms of their operational performance even if it is in a modified format that best suits their particular business culture It is obvious that there are strong benefits to be gained from implementing a lean manufacturing culture as demonstrated by the companies in this study

Reduction in unit production costCompany Before

Lean($)

After Lean($)

Reduction($)

As a

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

850110440100140350087-450

700900320800130300084-300

150200120200010050003-150

1761812722007114234-333

The amount of time (hourminutes) to accomplish standard work sequence for making a product

1

30deg c

21 3 4 6 75

30 min

90 deg c

Drained

89 10

60 deg c

80 deg c

10 min

10 min

DrainedDrained

Company Before Lean(minutes)

After Lean(minutes)

Reduction(minutes)

of reduction

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

603055755060506040

401549603940404035

201506151120102005

335011202233203313

Note The percentages have been rounded to nearest figure

Conclusion Implementation of lean manufacturing in a garment

manufacturing company is carried out by this To implemented in a Bangladeshi garment manufacturing company For the first few weeks we tried to learn the processes in the garments finishing department Then study and analysis those processes are performed using some lean manufacturing tools and techniques and found some problems Eventually some layouts and process flows are proposed that improves the productivity and reduces cost The better utilization of manpower and factory floor space is also ensured by implementing the proposed layout At the same time proposals 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 These techniques can be implemented in any garment manufacturing company and it will help them to improve the productivity at same level of resources

Reference

Karim S (2009) The Impact of Just-in-Time Production Practices on Organizational Performance in the Garments and Textiles Industries in Bangladesh Doctoral Thesis Dhaka University

Lean thinking international journal volume3 issue2 december 12Asstprofes sor Gandhigra Rural University ndhigramIndiasenthilb1980gmailcom

F A Abdulmalek J Rajgopal Analyzing the benefits of lean manufacturing and value stream mapping via simulation A process sector case study International Journal of Production Economics 107 223-236 2007

Ripon Kumar Chakrabortty et al Study and Implementation of Lean enwikipediaorgwikilean wwwApplication Of Lean Manufacturing Tools In Garments

Productionhtml

IntroductionLean manufacturingLean PrinciplesLean Benefits 7 Wastes of Lean in Garment Manufacturing8 Preferred Lean Manufacturing Tools for Garment

IndustryLean Implementation Model Lean Design and ImplementationConclusion

Topic Sequence

IntroductionIf we try to define Lean Then we can say ldquoA

systematic approach to identifying amp eliminating waste (non value added Activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfectionrdquo

Lean manufacturing is a unified compressive set of philosophies rules guidelines tools and techniques for improving and optimizing discrete process

Lean is a production practice that creates more value with less work by eliminating sources of waste

Lean GoalsImprove qualityEliminate waste

Reduce TimeReduce Total cost

Lean Manufacturing involves a variety of techniques such as one-piece flow kaizen cellular manufacturing standardized work work place organization or visual management The major purposes of the use of lean production are to increase productivity improve product quality reduce inventory reduce lead time and eliminate manufacturing waste

This research addresses the implementation of lean principles in a Portuguese garment industry Traditionally operated garment industries are facing problems concerning low productivity long production lead times high rework poor line balancing etc and the firm focused on this project was facing the same problems

On an earlier stage a literature review on Lean Manufacturing was conducted from the creation of the concept of LEAN to its main tools and techniques It was also mentioned the concept of cellular manufacturing how to accurately balance a manufacturing line and were given some examples of previous applications in this industries After understanding the concepts of lean manufacturing a description and a critical analysis to the companyrsquos productive system was made acknowledging the problems it was facing Next improvement proposals were suggested related with layout change visual management 5S quality management practices and cellular manufacturing

After implementation of some lean tools results observed were highly encouraging Some of the key benefits involve less movement transportation and material handling an increase of 14 in productivity in one month and an increase of 60 in profits in two months Cellular manufacturing wasnrsquot implemented although the company has being left prepared for an implementation in the future

Lean manufacturing

Lean PrinciplesTherefore five main Lean principles were associated with it

briefly described below and those are Value Value Stream Flow Pull and Perfection

Value

Express the capacity of accurately specify value from the costumer perspective or what hersquos willing to pay for both products and services

Lean manufacturing defines the value of a product with the customer point of view

Customer dont mind how hard you work to create the product

Customer will evaluate the product by looking at how well this going to fulfill their requirements

Customer donrsquot need to pay for the defects that removed from production lines

Value Stream

Identify the value stream of specific activities from raw material to final goods required for the development of a product or service removing non-value-adding waste along that path 6 Literature Review

Flow

Make the product or service flow without interruptions across the entire value stream

Pull System

The production is authorized (pulled) by the costumer as opposite to a push system where the finished goods are pushed to the costumer

Perfection

Constantly identify and remove any kind of waste along the value stream to achieve perfection

Lean Benefits What can an organization expect as bottom-line results of applying lean thinking to eliminate waste Documented results across various industries indicate the results in Table below

7 Wastes of Lean in Garment Manufacturing One prime objective of industrial engineering is to increase productivity by eliminating waste and non-value adding operations from the manufacturing process So it is essential to know the wastes and non-value adding functions those exist in garment manufacturing

1 Overproduction Overproduction can be viewed as the opposite of JIT and it means producing items

for which there are no orders produce the wrong part at the wrong time at the wrong amount This waste was considered to Ohno the fundamental waste since it causes most of the other wastes In other words it produces unnecessary transportation and storage costs due to the excess of inventory

2 Waiting Time

This is the unproductive time of a worker or machine when hersquos just waiting for something For example waiting for the next process step tool or supply or just watching an automated machine finishing a process It could also be the waiting time due to the lack of work caused by processing delays equipment failure or capacity bottlenecks

3 Unnecessary transport

Moving work in process (WIP) materials or even finished goods long distances is an unnecessary and inefficient transport This will increase production costs the lead time and can even cause damage to the products during the course of the movement

4Excess inventory The excess of raw materials WIP or finished goods can cause longer lead times damaged goods and delays

Extra inventory also hides problems such as production imbalances redundancies defects paperwork equipment downtime and long setup times Figure 22 easily exemplifies this situation through an analogy where water represents inventory and rocks represent problems In this case with a high water level the rocks are hidden and the management assumes everything is fine until the water drops and the problems are presented Deliberately forcing the water level down all the problems are exposed and can be corrected before they induce other possible even worse problems Figure

5 Incorrect processing This concerns the unnecessary steps that are taken in a

process possibly because of the use of poor tools and product design causing unneeded motion and producing defects (waste seven)

6 Unnecessary movement These are all the needless motion employers have

to perform during a process such as walking or looking for reaching for or stacking parts tools etc

7 Defects This waste is the production of defected parts or

correction that is repair rework scrap replacement and inspection means wasteful handling time and effort

8 Preferred Lean Manufacturing Tools for Garment Industry During my visits to garment factories I have seen posters on lean tools and lean slogans in some factories It means that garment factories are really started implementation of lean tools and practicing lean culture Factories have posters on process flow chart of lean journey Improvement pictures of before and after implementation of 5S and Kaizen have been displayed on departments I have seen lot of visuals on the floor It ensures that something is happening in garment factories to bring good things and improve business performanceBut your question is what lean tools are preferred and applied for garment manufacturing

In one factory I found a poster where all lean tools were listed those were implemented in that factory All implementation are done under guidance of external lean experts Factory has benefited a lot after implementation lean manufacturing These are the preferred lean tools that have been implemented by experts So you can start with these tools in your manufacturing facilities

I have listed down 8 preferred lean manufacturing tools which are mostly applied by garment industry with brief explanation

1 5S 5s stand for Seiri(sorting)Seiton(systematic arrangement)Seiso(super

clean)Seiketsu(standardize) and Shitsuke(sustainment)5S is about sorting of things in your workplace and inventory stores Keep workplace and floors clean and arrange things in right order for easy access

2 Visual displays Use visual displays as much as possible to communicate with people working in

the factory Display necessary information for quick access Production board at the end of the line Mocks of sewing operations at each work stations quality inspection procedure on the quality checking tables displaying right and wrong product displaying exit sign and labeling every items are few example for visual displays factories can easily adopt

3 Standardization of work process One core objective of lean manufacturing is elimination of manufacturing wastes

and non-value added tasks from the internal processes and systems For this factory has to set standardized working method When one follows standard working procedures there is minimum chance of making errors

4 Quick Changeover Quick changeover one of the lean manufacturing tools is used in

reducing waste in garment making process While setting a line with new styles line losses lot of time which is known as set-up loss Quick changeover or SMED method provides efficient way to set lines for new style in less time

5 Error proofing Error proofing aka Poka-Yoke is any mechanism in a lean

manufacturing process that helps an equipment operator to avoid mistakes It helps in designing a process in such way that there would not be minimum chance of producing defective product Its purpose is to eliminate product defects by preventing correcting or drawing attention to human errors as they occur Even error proofing technique can be used in information generation reporting system

6 Kanban Kanban is a workflow system Kanban tool improves visibility and

limit Work in Process Where factories use Kanban it helps to eliminate building excess work in process (WIP) in production lines

7 Problem solving Clothes are ever changing product A garment

manufacturers need to work with latest products new material and machines When one does something first time there may be a chance of having problem You have to short out the problem to meet your business goal Problem solving tools helps you and your team to find possible solution without external experts Ishikawarsquos Fish bone diagram method and 5 Whys are two famous tools widely used in problem solving

8 Workload balancing In mass production garments are made in a line where

numbers of operators involve making a single garment A balanced line means every operator has workload and nobody sit idle without work This maximizes operator utilization And as a result you get maximum output from a line It is not only sewing line workload balance is required everywhere in the company ndash like department to department process to process workload balance

Cycle concept of Lean ManufacturingIdentifying causes(Every problem in the system

has a cause for it)Finding root causes(sometimes one or more root

causes for a problem) Finding solution(how to overcome this problem)Implementing(implement the solution and to make

sure that you achieve your objectives)Will go on and on again and againThis process will be continuous until there are

wastes to be removed

Lean Implementation Model

Lean Design and Implementation

This chapter represents the implementation phase of the project Here the reader is elucidated through an action plan using the 5W1H technique to solve the identified problems following a description of its implementation as for the changes in layout the implemented program visual management applications and implementation of 5S program quality management practices or group technology

Action Design After an analysis to the companyrsquos current productive

system we resorted to the 5W1H technique to find solutions to the problems identified also defining an action plan to be applied This plan is shown in the next table

Action Plan TableWhat Why Where Who Whe

n How

Reduce transports

Unnecessary Transport

Shop Floor

Responsible person

To define

Layout Change

Establishing goals and visual management

Low efficiency Low motivation

Shop Floor

Responsible person

To define

Visual Management and Bonus Strategy

Organize WIP and tools

Large WIP and waiting time

Shop Floor

5S responsible

To define

5S Application

Production Control

Unnecessary Movement Lack of efficiency control Lack of performance indicators

Manufacturing Line

Responsible person

To define

Create personalized excel program

Control Quality

Lack of quality practices

Shop Floor

Head of section

To define

Implement quality control practices

Areas Where Changes Have Been Made

Majority (78) of the companies said that changes in product design and manufacturing process occurred in their organization as a result of lean implementation 44 respondents indicated a change in supplier networks and theremaining (22) focused on factory management followed by inbound logistics (11) and outbound logistics (11)

In addition companies mentioned a variety of changes that took place within their organizations These include

1048696 cultural change1048696 education of workers and suppliers1048696 empowerment of employees1048696 commitment of top level managers1048696 relationship with suppliers1048696 rearranging the manufacturing process1048696 creating awareness

Areas of organization where changes were madeSI NO

Areas of changes Percentages

123456

Product designInbound logisticsOutbound logisticsManufacturing ProcessesSupplier networkFactory management

781111784422

Lean production reduces all forms of non-value added activities in organizations and improves its performance From the analysis of the data collected it appears that companies that adopt lean manufacturing as a working philosophy within their organizations can make significant improvement in terms of their operational performance even if it is in a modified format that best suits their particular business culture It is obvious that there are strong benefits to be gained from implementing a lean manufacturing culture as demonstrated by the companies in this study

Reduction in unit production costCompany Before

Lean($)

After Lean($)

Reduction($)

As a

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

850110440100140350087-450

700900320800130300084-300

150200120200010050003-150

1761812722007114234-333

The amount of time (hourminutes) to accomplish standard work sequence for making a product

1

30deg c

21 3 4 6 75

30 min

90 deg c

Drained

89 10

60 deg c

80 deg c

10 min

10 min

DrainedDrained

Company Before Lean(minutes)

After Lean(minutes)

Reduction(minutes)

of reduction

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

603055755060506040

401549603940404035

201506151120102005

335011202233203313

Note The percentages have been rounded to nearest figure

Conclusion Implementation of lean manufacturing in a garment

manufacturing company is carried out by this To implemented in a Bangladeshi garment manufacturing company For the first few weeks we tried to learn the processes in the garments finishing department Then study and analysis those processes are performed using some lean manufacturing tools and techniques and found some problems Eventually some layouts and process flows are proposed that improves the productivity and reduces cost The better utilization of manpower and factory floor space is also ensured by implementing the proposed layout At the same time proposals 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 These techniques can be implemented in any garment manufacturing company and it will help them to improve the productivity at same level of resources

Reference

Karim S (2009) The Impact of Just-in-Time Production Practices on Organizational Performance in the Garments and Textiles Industries in Bangladesh Doctoral Thesis Dhaka University

Lean thinking international journal volume3 issue2 december 12Asstprofes sor Gandhigra Rural University ndhigramIndiasenthilb1980gmailcom

F A Abdulmalek J Rajgopal Analyzing the benefits of lean manufacturing and value stream mapping via simulation A process sector case study International Journal of Production Economics 107 223-236 2007

Ripon Kumar Chakrabortty et al Study and Implementation of Lean enwikipediaorgwikilean wwwApplication Of Lean Manufacturing Tools In Garments

Productionhtml

IntroductionIf we try to define Lean Then we can say ldquoA

systematic approach to identifying amp eliminating waste (non value added Activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfectionrdquo

Lean manufacturing is a unified compressive set of philosophies rules guidelines tools and techniques for improving and optimizing discrete process

Lean is a production practice that creates more value with less work by eliminating sources of waste

Lean GoalsImprove qualityEliminate waste

Reduce TimeReduce Total cost

Lean Manufacturing involves a variety of techniques such as one-piece flow kaizen cellular manufacturing standardized work work place organization or visual management The major purposes of the use of lean production are to increase productivity improve product quality reduce inventory reduce lead time and eliminate manufacturing waste

This research addresses the implementation of lean principles in a Portuguese garment industry Traditionally operated garment industries are facing problems concerning low productivity long production lead times high rework poor line balancing etc and the firm focused on this project was facing the same problems

On an earlier stage a literature review on Lean Manufacturing was conducted from the creation of the concept of LEAN to its main tools and techniques It was also mentioned the concept of cellular manufacturing how to accurately balance a manufacturing line and were given some examples of previous applications in this industries After understanding the concepts of lean manufacturing a description and a critical analysis to the companyrsquos productive system was made acknowledging the problems it was facing Next improvement proposals were suggested related with layout change visual management 5S quality management practices and cellular manufacturing

After implementation of some lean tools results observed were highly encouraging Some of the key benefits involve less movement transportation and material handling an increase of 14 in productivity in one month and an increase of 60 in profits in two months Cellular manufacturing wasnrsquot implemented although the company has being left prepared for an implementation in the future

Lean manufacturing

Lean PrinciplesTherefore five main Lean principles were associated with it

briefly described below and those are Value Value Stream Flow Pull and Perfection

Value

Express the capacity of accurately specify value from the costumer perspective or what hersquos willing to pay for both products and services

Lean manufacturing defines the value of a product with the customer point of view

Customer dont mind how hard you work to create the product

Customer will evaluate the product by looking at how well this going to fulfill their requirements

Customer donrsquot need to pay for the defects that removed from production lines

Value Stream

Identify the value stream of specific activities from raw material to final goods required for the development of a product or service removing non-value-adding waste along that path 6 Literature Review

Flow

Make the product or service flow without interruptions across the entire value stream

Pull System

The production is authorized (pulled) by the costumer as opposite to a push system where the finished goods are pushed to the costumer

Perfection

Constantly identify and remove any kind of waste along the value stream to achieve perfection

Lean Benefits What can an organization expect as bottom-line results of applying lean thinking to eliminate waste Documented results across various industries indicate the results in Table below

7 Wastes of Lean in Garment Manufacturing One prime objective of industrial engineering is to increase productivity by eliminating waste and non-value adding operations from the manufacturing process So it is essential to know the wastes and non-value adding functions those exist in garment manufacturing

1 Overproduction Overproduction can be viewed as the opposite of JIT and it means producing items

for which there are no orders produce the wrong part at the wrong time at the wrong amount This waste was considered to Ohno the fundamental waste since it causes most of the other wastes In other words it produces unnecessary transportation and storage costs due to the excess of inventory

2 Waiting Time

This is the unproductive time of a worker or machine when hersquos just waiting for something For example waiting for the next process step tool or supply or just watching an automated machine finishing a process It could also be the waiting time due to the lack of work caused by processing delays equipment failure or capacity bottlenecks

3 Unnecessary transport

Moving work in process (WIP) materials or even finished goods long distances is an unnecessary and inefficient transport This will increase production costs the lead time and can even cause damage to the products during the course of the movement

4Excess inventory The excess of raw materials WIP or finished goods can cause longer lead times damaged goods and delays

Extra inventory also hides problems such as production imbalances redundancies defects paperwork equipment downtime and long setup times Figure 22 easily exemplifies this situation through an analogy where water represents inventory and rocks represent problems In this case with a high water level the rocks are hidden and the management assumes everything is fine until the water drops and the problems are presented Deliberately forcing the water level down all the problems are exposed and can be corrected before they induce other possible even worse problems Figure

5 Incorrect processing This concerns the unnecessary steps that are taken in a

process possibly because of the use of poor tools and product design causing unneeded motion and producing defects (waste seven)

6 Unnecessary movement These are all the needless motion employers have

to perform during a process such as walking or looking for reaching for or stacking parts tools etc

7 Defects This waste is the production of defected parts or

correction that is repair rework scrap replacement and inspection means wasteful handling time and effort

8 Preferred Lean Manufacturing Tools for Garment Industry During my visits to garment factories I have seen posters on lean tools and lean slogans in some factories It means that garment factories are really started implementation of lean tools and practicing lean culture Factories have posters on process flow chart of lean journey Improvement pictures of before and after implementation of 5S and Kaizen have been displayed on departments I have seen lot of visuals on the floor It ensures that something is happening in garment factories to bring good things and improve business performanceBut your question is what lean tools are preferred and applied for garment manufacturing

In one factory I found a poster where all lean tools were listed those were implemented in that factory All implementation are done under guidance of external lean experts Factory has benefited a lot after implementation lean manufacturing These are the preferred lean tools that have been implemented by experts So you can start with these tools in your manufacturing facilities

I have listed down 8 preferred lean manufacturing tools which are mostly applied by garment industry with brief explanation

1 5S 5s stand for Seiri(sorting)Seiton(systematic arrangement)Seiso(super

clean)Seiketsu(standardize) and Shitsuke(sustainment)5S is about sorting of things in your workplace and inventory stores Keep workplace and floors clean and arrange things in right order for easy access

2 Visual displays Use visual displays as much as possible to communicate with people working in

the factory Display necessary information for quick access Production board at the end of the line Mocks of sewing operations at each work stations quality inspection procedure on the quality checking tables displaying right and wrong product displaying exit sign and labeling every items are few example for visual displays factories can easily adopt

3 Standardization of work process One core objective of lean manufacturing is elimination of manufacturing wastes

and non-value added tasks from the internal processes and systems For this factory has to set standardized working method When one follows standard working procedures there is minimum chance of making errors

4 Quick Changeover Quick changeover one of the lean manufacturing tools is used in

reducing waste in garment making process While setting a line with new styles line losses lot of time which is known as set-up loss Quick changeover or SMED method provides efficient way to set lines for new style in less time

5 Error proofing Error proofing aka Poka-Yoke is any mechanism in a lean

manufacturing process that helps an equipment operator to avoid mistakes It helps in designing a process in such way that there would not be minimum chance of producing defective product Its purpose is to eliminate product defects by preventing correcting or drawing attention to human errors as they occur Even error proofing technique can be used in information generation reporting system

6 Kanban Kanban is a workflow system Kanban tool improves visibility and

limit Work in Process Where factories use Kanban it helps to eliminate building excess work in process (WIP) in production lines

7 Problem solving Clothes are ever changing product A garment

manufacturers need to work with latest products new material and machines When one does something first time there may be a chance of having problem You have to short out the problem to meet your business goal Problem solving tools helps you and your team to find possible solution without external experts Ishikawarsquos Fish bone diagram method and 5 Whys are two famous tools widely used in problem solving

8 Workload balancing In mass production garments are made in a line where

numbers of operators involve making a single garment A balanced line means every operator has workload and nobody sit idle without work This maximizes operator utilization And as a result you get maximum output from a line It is not only sewing line workload balance is required everywhere in the company ndash like department to department process to process workload balance

Cycle concept of Lean ManufacturingIdentifying causes(Every problem in the system

has a cause for it)Finding root causes(sometimes one or more root

causes for a problem) Finding solution(how to overcome this problem)Implementing(implement the solution and to make

sure that you achieve your objectives)Will go on and on again and againThis process will be continuous until there are

wastes to be removed

Lean Implementation Model

Lean Design and Implementation

This chapter represents the implementation phase of the project Here the reader is elucidated through an action plan using the 5W1H technique to solve the identified problems following a description of its implementation as for the changes in layout the implemented program visual management applications and implementation of 5S program quality management practices or group technology

Action Design After an analysis to the companyrsquos current productive

system we resorted to the 5W1H technique to find solutions to the problems identified also defining an action plan to be applied This plan is shown in the next table

Action Plan TableWhat Why Where Who Whe

n How

Reduce transports

Unnecessary Transport

Shop Floor

Responsible person

To define

Layout Change

Establishing goals and visual management

Low efficiency Low motivation

Shop Floor

Responsible person

To define

Visual Management and Bonus Strategy

Organize WIP and tools

Large WIP and waiting time

Shop Floor

5S responsible

To define

5S Application

Production Control

Unnecessary Movement Lack of efficiency control Lack of performance indicators

Manufacturing Line

Responsible person

To define

Create personalized excel program

Control Quality

Lack of quality practices

Shop Floor

Head of section

To define

Implement quality control practices

Areas Where Changes Have Been Made

Majority (78) of the companies said that changes in product design and manufacturing process occurred in their organization as a result of lean implementation 44 respondents indicated a change in supplier networks and theremaining (22) focused on factory management followed by inbound logistics (11) and outbound logistics (11)

In addition companies mentioned a variety of changes that took place within their organizations These include

1048696 cultural change1048696 education of workers and suppliers1048696 empowerment of employees1048696 commitment of top level managers1048696 relationship with suppliers1048696 rearranging the manufacturing process1048696 creating awareness

Areas of organization where changes were madeSI NO

Areas of changes Percentages

123456

Product designInbound logisticsOutbound logisticsManufacturing ProcessesSupplier networkFactory management

781111784422

Lean production reduces all forms of non-value added activities in organizations and improves its performance From the analysis of the data collected it appears that companies that adopt lean manufacturing as a working philosophy within their organizations can make significant improvement in terms of their operational performance even if it is in a modified format that best suits their particular business culture It is obvious that there are strong benefits to be gained from implementing a lean manufacturing culture as demonstrated by the companies in this study

Reduction in unit production costCompany Before

Lean($)

After Lean($)

Reduction($)

As a

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

850110440100140350087-450

700900320800130300084-300

150200120200010050003-150

1761812722007114234-333

The amount of time (hourminutes) to accomplish standard work sequence for making a product

1

30deg c

21 3 4 6 75

30 min

90 deg c

Drained

89 10

60 deg c

80 deg c

10 min

10 min

DrainedDrained

Company Before Lean(minutes)

After Lean(minutes)

Reduction(minutes)

of reduction

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

603055755060506040

401549603940404035

201506151120102005

335011202233203313

Note The percentages have been rounded to nearest figure

Conclusion Implementation of lean manufacturing in a garment

manufacturing company is carried out by this To implemented in a Bangladeshi garment manufacturing company For the first few weeks we tried to learn the processes in the garments finishing department Then study and analysis those processes are performed using some lean manufacturing tools and techniques and found some problems Eventually some layouts and process flows are proposed that improves the productivity and reduces cost The better utilization of manpower and factory floor space is also ensured by implementing the proposed layout At the same time proposals 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 These techniques can be implemented in any garment manufacturing company and it will help them to improve the productivity at same level of resources

Reference

Karim S (2009) The Impact of Just-in-Time Production Practices on Organizational Performance in the Garments and Textiles Industries in Bangladesh Doctoral Thesis Dhaka University

Lean thinking international journal volume3 issue2 december 12Asstprofes sor Gandhigra Rural University ndhigramIndiasenthilb1980gmailcom

F A Abdulmalek J Rajgopal Analyzing the benefits of lean manufacturing and value stream mapping via simulation A process sector case study International Journal of Production Economics 107 223-236 2007

Ripon Kumar Chakrabortty et al Study and Implementation of Lean enwikipediaorgwikilean wwwApplication Of Lean Manufacturing Tools In Garments

Productionhtml

Lean GoalsImprove qualityEliminate waste

Reduce TimeReduce Total cost

Lean Manufacturing involves a variety of techniques such as one-piece flow kaizen cellular manufacturing standardized work work place organization or visual management The major purposes of the use of lean production are to increase productivity improve product quality reduce inventory reduce lead time and eliminate manufacturing waste

This research addresses the implementation of lean principles in a Portuguese garment industry Traditionally operated garment industries are facing problems concerning low productivity long production lead times high rework poor line balancing etc and the firm focused on this project was facing the same problems

On an earlier stage a literature review on Lean Manufacturing was conducted from the creation of the concept of LEAN to its main tools and techniques It was also mentioned the concept of cellular manufacturing how to accurately balance a manufacturing line and were given some examples of previous applications in this industries After understanding the concepts of lean manufacturing a description and a critical analysis to the companyrsquos productive system was made acknowledging the problems it was facing Next improvement proposals were suggested related with layout change visual management 5S quality management practices and cellular manufacturing

After implementation of some lean tools results observed were highly encouraging Some of the key benefits involve less movement transportation and material handling an increase of 14 in productivity in one month and an increase of 60 in profits in two months Cellular manufacturing wasnrsquot implemented although the company has being left prepared for an implementation in the future

Lean manufacturing

Lean PrinciplesTherefore five main Lean principles were associated with it

briefly described below and those are Value Value Stream Flow Pull and Perfection

Value

Express the capacity of accurately specify value from the costumer perspective or what hersquos willing to pay for both products and services

Lean manufacturing defines the value of a product with the customer point of view

Customer dont mind how hard you work to create the product

Customer will evaluate the product by looking at how well this going to fulfill their requirements

Customer donrsquot need to pay for the defects that removed from production lines

Value Stream

Identify the value stream of specific activities from raw material to final goods required for the development of a product or service removing non-value-adding waste along that path 6 Literature Review

Flow

Make the product or service flow without interruptions across the entire value stream

Pull System

The production is authorized (pulled) by the costumer as opposite to a push system where the finished goods are pushed to the costumer

Perfection

Constantly identify and remove any kind of waste along the value stream to achieve perfection

Lean Benefits What can an organization expect as bottom-line results of applying lean thinking to eliminate waste Documented results across various industries indicate the results in Table below

7 Wastes of Lean in Garment Manufacturing One prime objective of industrial engineering is to increase productivity by eliminating waste and non-value adding operations from the manufacturing process So it is essential to know the wastes and non-value adding functions those exist in garment manufacturing

1 Overproduction Overproduction can be viewed as the opposite of JIT and it means producing items

for which there are no orders produce the wrong part at the wrong time at the wrong amount This waste was considered to Ohno the fundamental waste since it causes most of the other wastes In other words it produces unnecessary transportation and storage costs due to the excess of inventory

2 Waiting Time

This is the unproductive time of a worker or machine when hersquos just waiting for something For example waiting for the next process step tool or supply or just watching an automated machine finishing a process It could also be the waiting time due to the lack of work caused by processing delays equipment failure or capacity bottlenecks

3 Unnecessary transport

Moving work in process (WIP) materials or even finished goods long distances is an unnecessary and inefficient transport This will increase production costs the lead time and can even cause damage to the products during the course of the movement

4Excess inventory The excess of raw materials WIP or finished goods can cause longer lead times damaged goods and delays

Extra inventory also hides problems such as production imbalances redundancies defects paperwork equipment downtime and long setup times Figure 22 easily exemplifies this situation through an analogy where water represents inventory and rocks represent problems In this case with a high water level the rocks are hidden and the management assumes everything is fine until the water drops and the problems are presented Deliberately forcing the water level down all the problems are exposed and can be corrected before they induce other possible even worse problems Figure

5 Incorrect processing This concerns the unnecessary steps that are taken in a

process possibly because of the use of poor tools and product design causing unneeded motion and producing defects (waste seven)

6 Unnecessary movement These are all the needless motion employers have

to perform during a process such as walking or looking for reaching for or stacking parts tools etc

7 Defects This waste is the production of defected parts or

correction that is repair rework scrap replacement and inspection means wasteful handling time and effort

8 Preferred Lean Manufacturing Tools for Garment Industry During my visits to garment factories I have seen posters on lean tools and lean slogans in some factories It means that garment factories are really started implementation of lean tools and practicing lean culture Factories have posters on process flow chart of lean journey Improvement pictures of before and after implementation of 5S and Kaizen have been displayed on departments I have seen lot of visuals on the floor It ensures that something is happening in garment factories to bring good things and improve business performanceBut your question is what lean tools are preferred and applied for garment manufacturing

In one factory I found a poster where all lean tools were listed those were implemented in that factory All implementation are done under guidance of external lean experts Factory has benefited a lot after implementation lean manufacturing These are the preferred lean tools that have been implemented by experts So you can start with these tools in your manufacturing facilities

I have listed down 8 preferred lean manufacturing tools which are mostly applied by garment industry with brief explanation

1 5S 5s stand for Seiri(sorting)Seiton(systematic arrangement)Seiso(super

clean)Seiketsu(standardize) and Shitsuke(sustainment)5S is about sorting of things in your workplace and inventory stores Keep workplace and floors clean and arrange things in right order for easy access

2 Visual displays Use visual displays as much as possible to communicate with people working in

the factory Display necessary information for quick access Production board at the end of the line Mocks of sewing operations at each work stations quality inspection procedure on the quality checking tables displaying right and wrong product displaying exit sign and labeling every items are few example for visual displays factories can easily adopt

3 Standardization of work process One core objective of lean manufacturing is elimination of manufacturing wastes

and non-value added tasks from the internal processes and systems For this factory has to set standardized working method When one follows standard working procedures there is minimum chance of making errors

4 Quick Changeover Quick changeover one of the lean manufacturing tools is used in

reducing waste in garment making process While setting a line with new styles line losses lot of time which is known as set-up loss Quick changeover or SMED method provides efficient way to set lines for new style in less time

5 Error proofing Error proofing aka Poka-Yoke is any mechanism in a lean

manufacturing process that helps an equipment operator to avoid mistakes It helps in designing a process in such way that there would not be minimum chance of producing defective product Its purpose is to eliminate product defects by preventing correcting or drawing attention to human errors as they occur Even error proofing technique can be used in information generation reporting system

6 Kanban Kanban is a workflow system Kanban tool improves visibility and

limit Work in Process Where factories use Kanban it helps to eliminate building excess work in process (WIP) in production lines

7 Problem solving Clothes are ever changing product A garment

manufacturers need to work with latest products new material and machines When one does something first time there may be a chance of having problem You have to short out the problem to meet your business goal Problem solving tools helps you and your team to find possible solution without external experts Ishikawarsquos Fish bone diagram method and 5 Whys are two famous tools widely used in problem solving

8 Workload balancing In mass production garments are made in a line where

numbers of operators involve making a single garment A balanced line means every operator has workload and nobody sit idle without work This maximizes operator utilization And as a result you get maximum output from a line It is not only sewing line workload balance is required everywhere in the company ndash like department to department process to process workload balance

Cycle concept of Lean ManufacturingIdentifying causes(Every problem in the system

has a cause for it)Finding root causes(sometimes one or more root

causes for a problem) Finding solution(how to overcome this problem)Implementing(implement the solution and to make

sure that you achieve your objectives)Will go on and on again and againThis process will be continuous until there are

wastes to be removed

Lean Implementation Model

Lean Design and Implementation

This chapter represents the implementation phase of the project Here the reader is elucidated through an action plan using the 5W1H technique to solve the identified problems following a description of its implementation as for the changes in layout the implemented program visual management applications and implementation of 5S program quality management practices or group technology

Action Design After an analysis to the companyrsquos current productive

system we resorted to the 5W1H technique to find solutions to the problems identified also defining an action plan to be applied This plan is shown in the next table

Action Plan TableWhat Why Where Who Whe

n How

Reduce transports

Unnecessary Transport

Shop Floor

Responsible person

To define

Layout Change

Establishing goals and visual management

Low efficiency Low motivation

Shop Floor

Responsible person

To define

Visual Management and Bonus Strategy

Organize WIP and tools

Large WIP and waiting time

Shop Floor

5S responsible

To define

5S Application

Production Control

Unnecessary Movement Lack of efficiency control Lack of performance indicators

Manufacturing Line

Responsible person

To define

Create personalized excel program

Control Quality

Lack of quality practices

Shop Floor

Head of section

To define

Implement quality control practices

Areas Where Changes Have Been Made

Majority (78) of the companies said that changes in product design and manufacturing process occurred in their organization as a result of lean implementation 44 respondents indicated a change in supplier networks and theremaining (22) focused on factory management followed by inbound logistics (11) and outbound logistics (11)

In addition companies mentioned a variety of changes that took place within their organizations These include

1048696 cultural change1048696 education of workers and suppliers1048696 empowerment of employees1048696 commitment of top level managers1048696 relationship with suppliers1048696 rearranging the manufacturing process1048696 creating awareness

Areas of organization where changes were madeSI NO

Areas of changes Percentages

123456

Product designInbound logisticsOutbound logisticsManufacturing ProcessesSupplier networkFactory management

781111784422

Lean production reduces all forms of non-value added activities in organizations and improves its performance From the analysis of the data collected it appears that companies that adopt lean manufacturing as a working philosophy within their organizations can make significant improvement in terms of their operational performance even if it is in a modified format that best suits their particular business culture It is obvious that there are strong benefits to be gained from implementing a lean manufacturing culture as demonstrated by the companies in this study

Reduction in unit production costCompany Before

Lean($)

After Lean($)

Reduction($)

As a

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

850110440100140350087-450

700900320800130300084-300

150200120200010050003-150

1761812722007114234-333

The amount of time (hourminutes) to accomplish standard work sequence for making a product

1

30deg c

21 3 4 6 75

30 min

90 deg c

Drained

89 10

60 deg c

80 deg c

10 min

10 min

DrainedDrained

Company Before Lean(minutes)

After Lean(minutes)

Reduction(minutes)

of reduction

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

603055755060506040

401549603940404035

201506151120102005

335011202233203313

Note The percentages have been rounded to nearest figure

Conclusion Implementation of lean manufacturing in a garment

manufacturing company is carried out by this To implemented in a Bangladeshi garment manufacturing company For the first few weeks we tried to learn the processes in the garments finishing department Then study and analysis those processes are performed using some lean manufacturing tools and techniques and found some problems Eventually some layouts and process flows are proposed that improves the productivity and reduces cost The better utilization of manpower and factory floor space is also ensured by implementing the proposed layout At the same time proposals 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 These techniques can be implemented in any garment manufacturing company and it will help them to improve the productivity at same level of resources

Reference

Karim S (2009) The Impact of Just-in-Time Production Practices on Organizational Performance in the Garments and Textiles Industries in Bangladesh Doctoral Thesis Dhaka University

Lean thinking international journal volume3 issue2 december 12Asstprofes sor Gandhigra Rural University ndhigramIndiasenthilb1980gmailcom

F A Abdulmalek J Rajgopal Analyzing the benefits of lean manufacturing and value stream mapping via simulation A process sector case study International Journal of Production Economics 107 223-236 2007

Ripon Kumar Chakrabortty et al Study and Implementation of Lean enwikipediaorgwikilean wwwApplication Of Lean Manufacturing Tools In Garments

Productionhtml

Lean Manufacturing involves a variety of techniques such as one-piece flow kaizen cellular manufacturing standardized work work place organization or visual management The major purposes of the use of lean production are to increase productivity improve product quality reduce inventory reduce lead time and eliminate manufacturing waste

This research addresses the implementation of lean principles in a Portuguese garment industry Traditionally operated garment industries are facing problems concerning low productivity long production lead times high rework poor line balancing etc and the firm focused on this project was facing the same problems

On an earlier stage a literature review on Lean Manufacturing was conducted from the creation of the concept of LEAN to its main tools and techniques It was also mentioned the concept of cellular manufacturing how to accurately balance a manufacturing line and were given some examples of previous applications in this industries After understanding the concepts of lean manufacturing a description and a critical analysis to the companyrsquos productive system was made acknowledging the problems it was facing Next improvement proposals were suggested related with layout change visual management 5S quality management practices and cellular manufacturing

After implementation of some lean tools results observed were highly encouraging Some of the key benefits involve less movement transportation and material handling an increase of 14 in productivity in one month and an increase of 60 in profits in two months Cellular manufacturing wasnrsquot implemented although the company has being left prepared for an implementation in the future

Lean manufacturing

Lean PrinciplesTherefore five main Lean principles were associated with it

briefly described below and those are Value Value Stream Flow Pull and Perfection

Value

Express the capacity of accurately specify value from the costumer perspective or what hersquos willing to pay for both products and services

Lean manufacturing defines the value of a product with the customer point of view

Customer dont mind how hard you work to create the product

Customer will evaluate the product by looking at how well this going to fulfill their requirements

Customer donrsquot need to pay for the defects that removed from production lines

Value Stream

Identify the value stream of specific activities from raw material to final goods required for the development of a product or service removing non-value-adding waste along that path 6 Literature Review

Flow

Make the product or service flow without interruptions across the entire value stream

Pull System

The production is authorized (pulled) by the costumer as opposite to a push system where the finished goods are pushed to the costumer

Perfection

Constantly identify and remove any kind of waste along the value stream to achieve perfection

Lean Benefits What can an organization expect as bottom-line results of applying lean thinking to eliminate waste Documented results across various industries indicate the results in Table below

7 Wastes of Lean in Garment Manufacturing One prime objective of industrial engineering is to increase productivity by eliminating waste and non-value adding operations from the manufacturing process So it is essential to know the wastes and non-value adding functions those exist in garment manufacturing

1 Overproduction Overproduction can be viewed as the opposite of JIT and it means producing items

for which there are no orders produce the wrong part at the wrong time at the wrong amount This waste was considered to Ohno the fundamental waste since it causes most of the other wastes In other words it produces unnecessary transportation and storage costs due to the excess of inventory

2 Waiting Time

This is the unproductive time of a worker or machine when hersquos just waiting for something For example waiting for the next process step tool or supply or just watching an automated machine finishing a process It could also be the waiting time due to the lack of work caused by processing delays equipment failure or capacity bottlenecks

3 Unnecessary transport

Moving work in process (WIP) materials or even finished goods long distances is an unnecessary and inefficient transport This will increase production costs the lead time and can even cause damage to the products during the course of the movement

4Excess inventory The excess of raw materials WIP or finished goods can cause longer lead times damaged goods and delays

Extra inventory also hides problems such as production imbalances redundancies defects paperwork equipment downtime and long setup times Figure 22 easily exemplifies this situation through an analogy where water represents inventory and rocks represent problems In this case with a high water level the rocks are hidden and the management assumes everything is fine until the water drops and the problems are presented Deliberately forcing the water level down all the problems are exposed and can be corrected before they induce other possible even worse problems Figure

5 Incorrect processing This concerns the unnecessary steps that are taken in a

process possibly because of the use of poor tools and product design causing unneeded motion and producing defects (waste seven)

6 Unnecessary movement These are all the needless motion employers have

to perform during a process such as walking or looking for reaching for or stacking parts tools etc

7 Defects This waste is the production of defected parts or

correction that is repair rework scrap replacement and inspection means wasteful handling time and effort

8 Preferred Lean Manufacturing Tools for Garment Industry During my visits to garment factories I have seen posters on lean tools and lean slogans in some factories It means that garment factories are really started implementation of lean tools and practicing lean culture Factories have posters on process flow chart of lean journey Improvement pictures of before and after implementation of 5S and Kaizen have been displayed on departments I have seen lot of visuals on the floor It ensures that something is happening in garment factories to bring good things and improve business performanceBut your question is what lean tools are preferred and applied for garment manufacturing

In one factory I found a poster where all lean tools were listed those were implemented in that factory All implementation are done under guidance of external lean experts Factory has benefited a lot after implementation lean manufacturing These are the preferred lean tools that have been implemented by experts So you can start with these tools in your manufacturing facilities

I have listed down 8 preferred lean manufacturing tools which are mostly applied by garment industry with brief explanation

1 5S 5s stand for Seiri(sorting)Seiton(systematic arrangement)Seiso(super

clean)Seiketsu(standardize) and Shitsuke(sustainment)5S is about sorting of things in your workplace and inventory stores Keep workplace and floors clean and arrange things in right order for easy access

2 Visual displays Use visual displays as much as possible to communicate with people working in

the factory Display necessary information for quick access Production board at the end of the line Mocks of sewing operations at each work stations quality inspection procedure on the quality checking tables displaying right and wrong product displaying exit sign and labeling every items are few example for visual displays factories can easily adopt

3 Standardization of work process One core objective of lean manufacturing is elimination of manufacturing wastes

and non-value added tasks from the internal processes and systems For this factory has to set standardized working method When one follows standard working procedures there is minimum chance of making errors

4 Quick Changeover Quick changeover one of the lean manufacturing tools is used in

reducing waste in garment making process While setting a line with new styles line losses lot of time which is known as set-up loss Quick changeover or SMED method provides efficient way to set lines for new style in less time

5 Error proofing Error proofing aka Poka-Yoke is any mechanism in a lean

manufacturing process that helps an equipment operator to avoid mistakes It helps in designing a process in such way that there would not be minimum chance of producing defective product Its purpose is to eliminate product defects by preventing correcting or drawing attention to human errors as they occur Even error proofing technique can be used in information generation reporting system

6 Kanban Kanban is a workflow system Kanban tool improves visibility and

limit Work in Process Where factories use Kanban it helps to eliminate building excess work in process (WIP) in production lines

7 Problem solving Clothes are ever changing product A garment

manufacturers need to work with latest products new material and machines When one does something first time there may be a chance of having problem You have to short out the problem to meet your business goal Problem solving tools helps you and your team to find possible solution without external experts Ishikawarsquos Fish bone diagram method and 5 Whys are two famous tools widely used in problem solving

8 Workload balancing In mass production garments are made in a line where

numbers of operators involve making a single garment A balanced line means every operator has workload and nobody sit idle without work This maximizes operator utilization And as a result you get maximum output from a line It is not only sewing line workload balance is required everywhere in the company ndash like department to department process to process workload balance

Cycle concept of Lean ManufacturingIdentifying causes(Every problem in the system

has a cause for it)Finding root causes(sometimes one or more root

causes for a problem) Finding solution(how to overcome this problem)Implementing(implement the solution and to make

sure that you achieve your objectives)Will go on and on again and againThis process will be continuous until there are

wastes to be removed

Lean Implementation Model

Lean Design and Implementation

This chapter represents the implementation phase of the project Here the reader is elucidated through an action plan using the 5W1H technique to solve the identified problems following a description of its implementation as for the changes in layout the implemented program visual management applications and implementation of 5S program quality management practices or group technology

Action Design After an analysis to the companyrsquos current productive

system we resorted to the 5W1H technique to find solutions to the problems identified also defining an action plan to be applied This plan is shown in the next table

Action Plan TableWhat Why Where Who Whe

n How

Reduce transports

Unnecessary Transport

Shop Floor

Responsible person

To define

Layout Change

Establishing goals and visual management

Low efficiency Low motivation

Shop Floor

Responsible person

To define

Visual Management and Bonus Strategy

Organize WIP and tools

Large WIP and waiting time

Shop Floor

5S responsible

To define

5S Application

Production Control

Unnecessary Movement Lack of efficiency control Lack of performance indicators

Manufacturing Line

Responsible person

To define

Create personalized excel program

Control Quality

Lack of quality practices

Shop Floor

Head of section

To define

Implement quality control practices

Areas Where Changes Have Been Made

Majority (78) of the companies said that changes in product design and manufacturing process occurred in their organization as a result of lean implementation 44 respondents indicated a change in supplier networks and theremaining (22) focused on factory management followed by inbound logistics (11) and outbound logistics (11)

In addition companies mentioned a variety of changes that took place within their organizations These include

1048696 cultural change1048696 education of workers and suppliers1048696 empowerment of employees1048696 commitment of top level managers1048696 relationship with suppliers1048696 rearranging the manufacturing process1048696 creating awareness

Areas of organization where changes were madeSI NO

Areas of changes Percentages

123456

Product designInbound logisticsOutbound logisticsManufacturing ProcessesSupplier networkFactory management

781111784422

Lean production reduces all forms of non-value added activities in organizations and improves its performance From the analysis of the data collected it appears that companies that adopt lean manufacturing as a working philosophy within their organizations can make significant improvement in terms of their operational performance even if it is in a modified format that best suits their particular business culture It is obvious that there are strong benefits to be gained from implementing a lean manufacturing culture as demonstrated by the companies in this study

Reduction in unit production costCompany Before

Lean($)

After Lean($)

Reduction($)

As a

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

850110440100140350087-450

700900320800130300084-300

150200120200010050003-150

1761812722007114234-333

The amount of time (hourminutes) to accomplish standard work sequence for making a product

1

30deg c

21 3 4 6 75

30 min

90 deg c

Drained

89 10

60 deg c

80 deg c

10 min

10 min

DrainedDrained

Company Before Lean(minutes)

After Lean(minutes)

Reduction(minutes)

of reduction

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

603055755060506040

401549603940404035

201506151120102005

335011202233203313

Note The percentages have been rounded to nearest figure

Conclusion Implementation of lean manufacturing in a garment

manufacturing company is carried out by this To implemented in a Bangladeshi garment manufacturing company For the first few weeks we tried to learn the processes in the garments finishing department Then study and analysis those processes are performed using some lean manufacturing tools and techniques and found some problems Eventually some layouts and process flows are proposed that improves the productivity and reduces cost The better utilization of manpower and factory floor space is also ensured by implementing the proposed layout At the same time proposals 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 These techniques can be implemented in any garment manufacturing company and it will help them to improve the productivity at same level of resources

Reference

Karim S (2009) The Impact of Just-in-Time Production Practices on Organizational Performance in the Garments and Textiles Industries in Bangladesh Doctoral Thesis Dhaka University

Lean thinking international journal volume3 issue2 december 12Asstprofes sor Gandhigra Rural University ndhigramIndiasenthilb1980gmailcom

F A Abdulmalek J Rajgopal Analyzing the benefits of lean manufacturing and value stream mapping via simulation A process sector case study International Journal of Production Economics 107 223-236 2007

Ripon Kumar Chakrabortty et al Study and Implementation of Lean enwikipediaorgwikilean wwwApplication Of Lean Manufacturing Tools In Garments

Productionhtml

Lean PrinciplesTherefore five main Lean principles were associated with it

briefly described below and those are Value Value Stream Flow Pull and Perfection

Value

Express the capacity of accurately specify value from the costumer perspective or what hersquos willing to pay for both products and services

Lean manufacturing defines the value of a product with the customer point of view

Customer dont mind how hard you work to create the product

Customer will evaluate the product by looking at how well this going to fulfill their requirements

Customer donrsquot need to pay for the defects that removed from production lines

Value Stream

Identify the value stream of specific activities from raw material to final goods required for the development of a product or service removing non-value-adding waste along that path 6 Literature Review

Flow

Make the product or service flow without interruptions across the entire value stream

Pull System

The production is authorized (pulled) by the costumer as opposite to a push system where the finished goods are pushed to the costumer

Perfection

Constantly identify and remove any kind of waste along the value stream to achieve perfection

Lean Benefits What can an organization expect as bottom-line results of applying lean thinking to eliminate waste Documented results across various industries indicate the results in Table below

7 Wastes of Lean in Garment Manufacturing One prime objective of industrial engineering is to increase productivity by eliminating waste and non-value adding operations from the manufacturing process So it is essential to know the wastes and non-value adding functions those exist in garment manufacturing

1 Overproduction Overproduction can be viewed as the opposite of JIT and it means producing items

for which there are no orders produce the wrong part at the wrong time at the wrong amount This waste was considered to Ohno the fundamental waste since it causes most of the other wastes In other words it produces unnecessary transportation and storage costs due to the excess of inventory

2 Waiting Time

This is the unproductive time of a worker or machine when hersquos just waiting for something For example waiting for the next process step tool or supply or just watching an automated machine finishing a process It could also be the waiting time due to the lack of work caused by processing delays equipment failure or capacity bottlenecks

3 Unnecessary transport

Moving work in process (WIP) materials or even finished goods long distances is an unnecessary and inefficient transport This will increase production costs the lead time and can even cause damage to the products during the course of the movement

4Excess inventory The excess of raw materials WIP or finished goods can cause longer lead times damaged goods and delays

Extra inventory also hides problems such as production imbalances redundancies defects paperwork equipment downtime and long setup times Figure 22 easily exemplifies this situation through an analogy where water represents inventory and rocks represent problems In this case with a high water level the rocks are hidden and the management assumes everything is fine until the water drops and the problems are presented Deliberately forcing the water level down all the problems are exposed and can be corrected before they induce other possible even worse problems Figure

5 Incorrect processing This concerns the unnecessary steps that are taken in a

process possibly because of the use of poor tools and product design causing unneeded motion and producing defects (waste seven)

6 Unnecessary movement These are all the needless motion employers have

to perform during a process such as walking or looking for reaching for or stacking parts tools etc

7 Defects This waste is the production of defected parts or

correction that is repair rework scrap replacement and inspection means wasteful handling time and effort

8 Preferred Lean Manufacturing Tools for Garment Industry During my visits to garment factories I have seen posters on lean tools and lean slogans in some factories It means that garment factories are really started implementation of lean tools and practicing lean culture Factories have posters on process flow chart of lean journey Improvement pictures of before and after implementation of 5S and Kaizen have been displayed on departments I have seen lot of visuals on the floor It ensures that something is happening in garment factories to bring good things and improve business performanceBut your question is what lean tools are preferred and applied for garment manufacturing

In one factory I found a poster where all lean tools were listed those were implemented in that factory All implementation are done under guidance of external lean experts Factory has benefited a lot after implementation lean manufacturing These are the preferred lean tools that have been implemented by experts So you can start with these tools in your manufacturing facilities

I have listed down 8 preferred lean manufacturing tools which are mostly applied by garment industry with brief explanation

1 5S 5s stand for Seiri(sorting)Seiton(systematic arrangement)Seiso(super

clean)Seiketsu(standardize) and Shitsuke(sustainment)5S is about sorting of things in your workplace and inventory stores Keep workplace and floors clean and arrange things in right order for easy access

2 Visual displays Use visual displays as much as possible to communicate with people working in

the factory Display necessary information for quick access Production board at the end of the line Mocks of sewing operations at each work stations quality inspection procedure on the quality checking tables displaying right and wrong product displaying exit sign and labeling every items are few example for visual displays factories can easily adopt

3 Standardization of work process One core objective of lean manufacturing is elimination of manufacturing wastes

and non-value added tasks from the internal processes and systems For this factory has to set standardized working method When one follows standard working procedures there is minimum chance of making errors

4 Quick Changeover Quick changeover one of the lean manufacturing tools is used in

reducing waste in garment making process While setting a line with new styles line losses lot of time which is known as set-up loss Quick changeover or SMED method provides efficient way to set lines for new style in less time

5 Error proofing Error proofing aka Poka-Yoke is any mechanism in a lean

manufacturing process that helps an equipment operator to avoid mistakes It helps in designing a process in such way that there would not be minimum chance of producing defective product Its purpose is to eliminate product defects by preventing correcting or drawing attention to human errors as they occur Even error proofing technique can be used in information generation reporting system

6 Kanban Kanban is a workflow system Kanban tool improves visibility and

limit Work in Process Where factories use Kanban it helps to eliminate building excess work in process (WIP) in production lines

7 Problem solving Clothes are ever changing product A garment

manufacturers need to work with latest products new material and machines When one does something first time there may be a chance of having problem You have to short out the problem to meet your business goal Problem solving tools helps you and your team to find possible solution without external experts Ishikawarsquos Fish bone diagram method and 5 Whys are two famous tools widely used in problem solving

8 Workload balancing In mass production garments are made in a line where

numbers of operators involve making a single garment A balanced line means every operator has workload and nobody sit idle without work This maximizes operator utilization And as a result you get maximum output from a line It is not only sewing line workload balance is required everywhere in the company ndash like department to department process to process workload balance

Cycle concept of Lean ManufacturingIdentifying causes(Every problem in the system

has a cause for it)Finding root causes(sometimes one or more root

causes for a problem) Finding solution(how to overcome this problem)Implementing(implement the solution and to make

sure that you achieve your objectives)Will go on and on again and againThis process will be continuous until there are

wastes to be removed

Lean Implementation Model

Lean Design and Implementation

This chapter represents the implementation phase of the project Here the reader is elucidated through an action plan using the 5W1H technique to solve the identified problems following a description of its implementation as for the changes in layout the implemented program visual management applications and implementation of 5S program quality management practices or group technology

Action Design After an analysis to the companyrsquos current productive

system we resorted to the 5W1H technique to find solutions to the problems identified also defining an action plan to be applied This plan is shown in the next table

Action Plan TableWhat Why Where Who Whe

n How

Reduce transports

Unnecessary Transport

Shop Floor

Responsible person

To define

Layout Change

Establishing goals and visual management

Low efficiency Low motivation

Shop Floor

Responsible person

To define

Visual Management and Bonus Strategy

Organize WIP and tools

Large WIP and waiting time

Shop Floor

5S responsible

To define

5S Application

Production Control

Unnecessary Movement Lack of efficiency control Lack of performance indicators

Manufacturing Line

Responsible person

To define

Create personalized excel program

Control Quality

Lack of quality practices

Shop Floor

Head of section

To define

Implement quality control practices

Areas Where Changes Have Been Made

Majority (78) of the companies said that changes in product design and manufacturing process occurred in their organization as a result of lean implementation 44 respondents indicated a change in supplier networks and theremaining (22) focused on factory management followed by inbound logistics (11) and outbound logistics (11)

In addition companies mentioned a variety of changes that took place within their organizations These include

1048696 cultural change1048696 education of workers and suppliers1048696 empowerment of employees1048696 commitment of top level managers1048696 relationship with suppliers1048696 rearranging the manufacturing process1048696 creating awareness

Areas of organization where changes were madeSI NO

Areas of changes Percentages

123456

Product designInbound logisticsOutbound logisticsManufacturing ProcessesSupplier networkFactory management

781111784422

Lean production reduces all forms of non-value added activities in organizations and improves its performance From the analysis of the data collected it appears that companies that adopt lean manufacturing as a working philosophy within their organizations can make significant improvement in terms of their operational performance even if it is in a modified format that best suits their particular business culture It is obvious that there are strong benefits to be gained from implementing a lean manufacturing culture as demonstrated by the companies in this study

Reduction in unit production costCompany Before

Lean($)

After Lean($)

Reduction($)

As a

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

850110440100140350087-450

700900320800130300084-300

150200120200010050003-150

1761812722007114234-333

The amount of time (hourminutes) to accomplish standard work sequence for making a product

1

30deg c

21 3 4 6 75

30 min

90 deg c

Drained

89 10

60 deg c

80 deg c

10 min

10 min

DrainedDrained

Company Before Lean(minutes)

After Lean(minutes)

Reduction(minutes)

of reduction

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

603055755060506040

401549603940404035

201506151120102005

335011202233203313

Note The percentages have been rounded to nearest figure

Conclusion Implementation of lean manufacturing in a garment

manufacturing company is carried out by this To implemented in a Bangladeshi garment manufacturing company For the first few weeks we tried to learn the processes in the garments finishing department Then study and analysis those processes are performed using some lean manufacturing tools and techniques and found some problems Eventually some layouts and process flows are proposed that improves the productivity and reduces cost The better utilization of manpower and factory floor space is also ensured by implementing the proposed layout At the same time proposals 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 These techniques can be implemented in any garment manufacturing company and it will help them to improve the productivity at same level of resources

Reference

Karim S (2009) The Impact of Just-in-Time Production Practices on Organizational Performance in the Garments and Textiles Industries in Bangladesh Doctoral Thesis Dhaka University

Lean thinking international journal volume3 issue2 december 12Asstprofes sor Gandhigra Rural University ndhigramIndiasenthilb1980gmailcom

F A Abdulmalek J Rajgopal Analyzing the benefits of lean manufacturing and value stream mapping via simulation A process sector case study International Journal of Production Economics 107 223-236 2007

Ripon Kumar Chakrabortty et al Study and Implementation of Lean enwikipediaorgwikilean wwwApplication Of Lean Manufacturing Tools In Garments

Productionhtml

Value Stream

Identify the value stream of specific activities from raw material to final goods required for the development of a product or service removing non-value-adding waste along that path 6 Literature Review

Flow

Make the product or service flow without interruptions across the entire value stream

Pull System

The production is authorized (pulled) by the costumer as opposite to a push system where the finished goods are pushed to the costumer

Perfection

Constantly identify and remove any kind of waste along the value stream to achieve perfection

Lean Benefits What can an organization expect as bottom-line results of applying lean thinking to eliminate waste Documented results across various industries indicate the results in Table below

7 Wastes of Lean in Garment Manufacturing One prime objective of industrial engineering is to increase productivity by eliminating waste and non-value adding operations from the manufacturing process So it is essential to know the wastes and non-value adding functions those exist in garment manufacturing

1 Overproduction Overproduction can be viewed as the opposite of JIT and it means producing items

for which there are no orders produce the wrong part at the wrong time at the wrong amount This waste was considered to Ohno the fundamental waste since it causes most of the other wastes In other words it produces unnecessary transportation and storage costs due to the excess of inventory

2 Waiting Time

This is the unproductive time of a worker or machine when hersquos just waiting for something For example waiting for the next process step tool or supply or just watching an automated machine finishing a process It could also be the waiting time due to the lack of work caused by processing delays equipment failure or capacity bottlenecks

3 Unnecessary transport

Moving work in process (WIP) materials or even finished goods long distances is an unnecessary and inefficient transport This will increase production costs the lead time and can even cause damage to the products during the course of the movement

4Excess inventory The excess of raw materials WIP or finished goods can cause longer lead times damaged goods and delays

Extra inventory also hides problems such as production imbalances redundancies defects paperwork equipment downtime and long setup times Figure 22 easily exemplifies this situation through an analogy where water represents inventory and rocks represent problems In this case with a high water level the rocks are hidden and the management assumes everything is fine until the water drops and the problems are presented Deliberately forcing the water level down all the problems are exposed and can be corrected before they induce other possible even worse problems Figure

5 Incorrect processing This concerns the unnecessary steps that are taken in a

process possibly because of the use of poor tools and product design causing unneeded motion and producing defects (waste seven)

6 Unnecessary movement These are all the needless motion employers have

to perform during a process such as walking or looking for reaching for or stacking parts tools etc

7 Defects This waste is the production of defected parts or

correction that is repair rework scrap replacement and inspection means wasteful handling time and effort

8 Preferred Lean Manufacturing Tools for Garment Industry During my visits to garment factories I have seen posters on lean tools and lean slogans in some factories It means that garment factories are really started implementation of lean tools and practicing lean culture Factories have posters on process flow chart of lean journey Improvement pictures of before and after implementation of 5S and Kaizen have been displayed on departments I have seen lot of visuals on the floor It ensures that something is happening in garment factories to bring good things and improve business performanceBut your question is what lean tools are preferred and applied for garment manufacturing

In one factory I found a poster where all lean tools were listed those were implemented in that factory All implementation are done under guidance of external lean experts Factory has benefited a lot after implementation lean manufacturing These are the preferred lean tools that have been implemented by experts So you can start with these tools in your manufacturing facilities

I have listed down 8 preferred lean manufacturing tools which are mostly applied by garment industry with brief explanation

1 5S 5s stand for Seiri(sorting)Seiton(systematic arrangement)Seiso(super

clean)Seiketsu(standardize) and Shitsuke(sustainment)5S is about sorting of things in your workplace and inventory stores Keep workplace and floors clean and arrange things in right order for easy access

2 Visual displays Use visual displays as much as possible to communicate with people working in

the factory Display necessary information for quick access Production board at the end of the line Mocks of sewing operations at each work stations quality inspection procedure on the quality checking tables displaying right and wrong product displaying exit sign and labeling every items are few example for visual displays factories can easily adopt

3 Standardization of work process One core objective of lean manufacturing is elimination of manufacturing wastes

and non-value added tasks from the internal processes and systems For this factory has to set standardized working method When one follows standard working procedures there is minimum chance of making errors

4 Quick Changeover Quick changeover one of the lean manufacturing tools is used in

reducing waste in garment making process While setting a line with new styles line losses lot of time which is known as set-up loss Quick changeover or SMED method provides efficient way to set lines for new style in less time

5 Error proofing Error proofing aka Poka-Yoke is any mechanism in a lean

manufacturing process that helps an equipment operator to avoid mistakes It helps in designing a process in such way that there would not be minimum chance of producing defective product Its purpose is to eliminate product defects by preventing correcting or drawing attention to human errors as they occur Even error proofing technique can be used in information generation reporting system

6 Kanban Kanban is a workflow system Kanban tool improves visibility and

limit Work in Process Where factories use Kanban it helps to eliminate building excess work in process (WIP) in production lines

7 Problem solving Clothes are ever changing product A garment

manufacturers need to work with latest products new material and machines When one does something first time there may be a chance of having problem You have to short out the problem to meet your business goal Problem solving tools helps you and your team to find possible solution without external experts Ishikawarsquos Fish bone diagram method and 5 Whys are two famous tools widely used in problem solving

8 Workload balancing In mass production garments are made in a line where

numbers of operators involve making a single garment A balanced line means every operator has workload and nobody sit idle without work This maximizes operator utilization And as a result you get maximum output from a line It is not only sewing line workload balance is required everywhere in the company ndash like department to department process to process workload balance

Cycle concept of Lean ManufacturingIdentifying causes(Every problem in the system

has a cause for it)Finding root causes(sometimes one or more root

causes for a problem) Finding solution(how to overcome this problem)Implementing(implement the solution and to make

sure that you achieve your objectives)Will go on and on again and againThis process will be continuous until there are

wastes to be removed

Lean Implementation Model

Lean Design and Implementation

This chapter represents the implementation phase of the project Here the reader is elucidated through an action plan using the 5W1H technique to solve the identified problems following a description of its implementation as for the changes in layout the implemented program visual management applications and implementation of 5S program quality management practices or group technology

Action Design After an analysis to the companyrsquos current productive

system we resorted to the 5W1H technique to find solutions to the problems identified also defining an action plan to be applied This plan is shown in the next table

Action Plan TableWhat Why Where Who Whe

n How

Reduce transports

Unnecessary Transport

Shop Floor

Responsible person

To define

Layout Change

Establishing goals and visual management

Low efficiency Low motivation

Shop Floor

Responsible person

To define

Visual Management and Bonus Strategy

Organize WIP and tools

Large WIP and waiting time

Shop Floor

5S responsible

To define

5S Application

Production Control

Unnecessary Movement Lack of efficiency control Lack of performance indicators

Manufacturing Line

Responsible person

To define

Create personalized excel program

Control Quality

Lack of quality practices

Shop Floor

Head of section

To define

Implement quality control practices

Areas Where Changes Have Been Made

Majority (78) of the companies said that changes in product design and manufacturing process occurred in their organization as a result of lean implementation 44 respondents indicated a change in supplier networks and theremaining (22) focused on factory management followed by inbound logistics (11) and outbound logistics (11)

In addition companies mentioned a variety of changes that took place within their organizations These include

1048696 cultural change1048696 education of workers and suppliers1048696 empowerment of employees1048696 commitment of top level managers1048696 relationship with suppliers1048696 rearranging the manufacturing process1048696 creating awareness

Areas of organization where changes were madeSI NO

Areas of changes Percentages

123456

Product designInbound logisticsOutbound logisticsManufacturing ProcessesSupplier networkFactory management

781111784422

Lean production reduces all forms of non-value added activities in organizations and improves its performance From the analysis of the data collected it appears that companies that adopt lean manufacturing as a working philosophy within their organizations can make significant improvement in terms of their operational performance even if it is in a modified format that best suits their particular business culture It is obvious that there are strong benefits to be gained from implementing a lean manufacturing culture as demonstrated by the companies in this study

Reduction in unit production costCompany Before

Lean($)

After Lean($)

Reduction($)

As a

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

850110440100140350087-450

700900320800130300084-300

150200120200010050003-150

1761812722007114234-333

The amount of time (hourminutes) to accomplish standard work sequence for making a product

1

30deg c

21 3 4 6 75

30 min

90 deg c

Drained

89 10

60 deg c

80 deg c

10 min

10 min

DrainedDrained

Company Before Lean(minutes)

After Lean(minutes)

Reduction(minutes)

of reduction

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

603055755060506040

401549603940404035

201506151120102005

335011202233203313

Note The percentages have been rounded to nearest figure

Conclusion Implementation of lean manufacturing in a garment

manufacturing company is carried out by this To implemented in a Bangladeshi garment manufacturing company For the first few weeks we tried to learn the processes in the garments finishing department Then study and analysis those processes are performed using some lean manufacturing tools and techniques and found some problems Eventually some layouts and process flows are proposed that improves the productivity and reduces cost The better utilization of manpower and factory floor space is also ensured by implementing the proposed layout At the same time proposals 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 These techniques can be implemented in any garment manufacturing company and it will help them to improve the productivity at same level of resources

Reference

Karim S (2009) The Impact of Just-in-Time Production Practices on Organizational Performance in the Garments and Textiles Industries in Bangladesh Doctoral Thesis Dhaka University

Lean thinking international journal volume3 issue2 december 12Asstprofes sor Gandhigra Rural University ndhigramIndiasenthilb1980gmailcom

F A Abdulmalek J Rajgopal Analyzing the benefits of lean manufacturing and value stream mapping via simulation A process sector case study International Journal of Production Economics 107 223-236 2007

Ripon Kumar Chakrabortty et al Study and Implementation of Lean enwikipediaorgwikilean wwwApplication Of Lean Manufacturing Tools In Garments

Productionhtml

Lean Benefits What can an organization expect as bottom-line results of applying lean thinking to eliminate waste Documented results across various industries indicate the results in Table below

7 Wastes of Lean in Garment Manufacturing One prime objective of industrial engineering is to increase productivity by eliminating waste and non-value adding operations from the manufacturing process So it is essential to know the wastes and non-value adding functions those exist in garment manufacturing

1 Overproduction Overproduction can be viewed as the opposite of JIT and it means producing items

for which there are no orders produce the wrong part at the wrong time at the wrong amount This waste was considered to Ohno the fundamental waste since it causes most of the other wastes In other words it produces unnecessary transportation and storage costs due to the excess of inventory

2 Waiting Time

This is the unproductive time of a worker or machine when hersquos just waiting for something For example waiting for the next process step tool or supply or just watching an automated machine finishing a process It could also be the waiting time due to the lack of work caused by processing delays equipment failure or capacity bottlenecks

3 Unnecessary transport

Moving work in process (WIP) materials or even finished goods long distances is an unnecessary and inefficient transport This will increase production costs the lead time and can even cause damage to the products during the course of the movement

4Excess inventory The excess of raw materials WIP or finished goods can cause longer lead times damaged goods and delays

Extra inventory also hides problems such as production imbalances redundancies defects paperwork equipment downtime and long setup times Figure 22 easily exemplifies this situation through an analogy where water represents inventory and rocks represent problems In this case with a high water level the rocks are hidden and the management assumes everything is fine until the water drops and the problems are presented Deliberately forcing the water level down all the problems are exposed and can be corrected before they induce other possible even worse problems Figure

5 Incorrect processing This concerns the unnecessary steps that are taken in a

process possibly because of the use of poor tools and product design causing unneeded motion and producing defects (waste seven)

6 Unnecessary movement These are all the needless motion employers have

to perform during a process such as walking or looking for reaching for or stacking parts tools etc

7 Defects This waste is the production of defected parts or

correction that is repair rework scrap replacement and inspection means wasteful handling time and effort

8 Preferred Lean Manufacturing Tools for Garment Industry During my visits to garment factories I have seen posters on lean tools and lean slogans in some factories It means that garment factories are really started implementation of lean tools and practicing lean culture Factories have posters on process flow chart of lean journey Improvement pictures of before and after implementation of 5S and Kaizen have been displayed on departments I have seen lot of visuals on the floor It ensures that something is happening in garment factories to bring good things and improve business performanceBut your question is what lean tools are preferred and applied for garment manufacturing

In one factory I found a poster where all lean tools were listed those were implemented in that factory All implementation are done under guidance of external lean experts Factory has benefited a lot after implementation lean manufacturing These are the preferred lean tools that have been implemented by experts So you can start with these tools in your manufacturing facilities

I have listed down 8 preferred lean manufacturing tools which are mostly applied by garment industry with brief explanation

1 5S 5s stand for Seiri(sorting)Seiton(systematic arrangement)Seiso(super

clean)Seiketsu(standardize) and Shitsuke(sustainment)5S is about sorting of things in your workplace and inventory stores Keep workplace and floors clean and arrange things in right order for easy access

2 Visual displays Use visual displays as much as possible to communicate with people working in

the factory Display necessary information for quick access Production board at the end of the line Mocks of sewing operations at each work stations quality inspection procedure on the quality checking tables displaying right and wrong product displaying exit sign and labeling every items are few example for visual displays factories can easily adopt

3 Standardization of work process One core objective of lean manufacturing is elimination of manufacturing wastes

and non-value added tasks from the internal processes and systems For this factory has to set standardized working method When one follows standard working procedures there is minimum chance of making errors

4 Quick Changeover Quick changeover one of the lean manufacturing tools is used in

reducing waste in garment making process While setting a line with new styles line losses lot of time which is known as set-up loss Quick changeover or SMED method provides efficient way to set lines for new style in less time

5 Error proofing Error proofing aka Poka-Yoke is any mechanism in a lean

manufacturing process that helps an equipment operator to avoid mistakes It helps in designing a process in such way that there would not be minimum chance of producing defective product Its purpose is to eliminate product defects by preventing correcting or drawing attention to human errors as they occur Even error proofing technique can be used in information generation reporting system

6 Kanban Kanban is a workflow system Kanban tool improves visibility and

limit Work in Process Where factories use Kanban it helps to eliminate building excess work in process (WIP) in production lines

7 Problem solving Clothes are ever changing product A garment

manufacturers need to work with latest products new material and machines When one does something first time there may be a chance of having problem You have to short out the problem to meet your business goal Problem solving tools helps you and your team to find possible solution without external experts Ishikawarsquos Fish bone diagram method and 5 Whys are two famous tools widely used in problem solving

8 Workload balancing In mass production garments are made in a line where

numbers of operators involve making a single garment A balanced line means every operator has workload and nobody sit idle without work This maximizes operator utilization And as a result you get maximum output from a line It is not only sewing line workload balance is required everywhere in the company ndash like department to department process to process workload balance

Cycle concept of Lean ManufacturingIdentifying causes(Every problem in the system

has a cause for it)Finding root causes(sometimes one or more root

causes for a problem) Finding solution(how to overcome this problem)Implementing(implement the solution and to make

sure that you achieve your objectives)Will go on and on again and againThis process will be continuous until there are

wastes to be removed

Lean Implementation Model

Lean Design and Implementation

This chapter represents the implementation phase of the project Here the reader is elucidated through an action plan using the 5W1H technique to solve the identified problems following a description of its implementation as for the changes in layout the implemented program visual management applications and implementation of 5S program quality management practices or group technology

Action Design After an analysis to the companyrsquos current productive

system we resorted to the 5W1H technique to find solutions to the problems identified also defining an action plan to be applied This plan is shown in the next table

Action Plan TableWhat Why Where Who Whe

n How

Reduce transports

Unnecessary Transport

Shop Floor

Responsible person

To define

Layout Change

Establishing goals and visual management

Low efficiency Low motivation

Shop Floor

Responsible person

To define

Visual Management and Bonus Strategy

Organize WIP and tools

Large WIP and waiting time

Shop Floor

5S responsible

To define

5S Application

Production Control

Unnecessary Movement Lack of efficiency control Lack of performance indicators

Manufacturing Line

Responsible person

To define

Create personalized excel program

Control Quality

Lack of quality practices

Shop Floor

Head of section

To define

Implement quality control practices

Areas Where Changes Have Been Made

Majority (78) of the companies said that changes in product design and manufacturing process occurred in their organization as a result of lean implementation 44 respondents indicated a change in supplier networks and theremaining (22) focused on factory management followed by inbound logistics (11) and outbound logistics (11)

In addition companies mentioned a variety of changes that took place within their organizations These include

1048696 cultural change1048696 education of workers and suppliers1048696 empowerment of employees1048696 commitment of top level managers1048696 relationship with suppliers1048696 rearranging the manufacturing process1048696 creating awareness

Areas of organization where changes were madeSI NO

Areas of changes Percentages

123456

Product designInbound logisticsOutbound logisticsManufacturing ProcessesSupplier networkFactory management

781111784422

Lean production reduces all forms of non-value added activities in organizations and improves its performance From the analysis of the data collected it appears that companies that adopt lean manufacturing as a working philosophy within their organizations can make significant improvement in terms of their operational performance even if it is in a modified format that best suits their particular business culture It is obvious that there are strong benefits to be gained from implementing a lean manufacturing culture as demonstrated by the companies in this study

Reduction in unit production costCompany Before

Lean($)

After Lean($)

Reduction($)

As a

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

850110440100140350087-450

700900320800130300084-300

150200120200010050003-150

1761812722007114234-333

The amount of time (hourminutes) to accomplish standard work sequence for making a product

1

30deg c

21 3 4 6 75

30 min

90 deg c

Drained

89 10

60 deg c

80 deg c

10 min

10 min

DrainedDrained

Company Before Lean(minutes)

After Lean(minutes)

Reduction(minutes)

of reduction

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

603055755060506040

401549603940404035

201506151120102005

335011202233203313

Note The percentages have been rounded to nearest figure

Conclusion Implementation of lean manufacturing in a garment

manufacturing company is carried out by this To implemented in a Bangladeshi garment manufacturing company For the first few weeks we tried to learn the processes in the garments finishing department Then study and analysis those processes are performed using some lean manufacturing tools and techniques and found some problems Eventually some layouts and process flows are proposed that improves the productivity and reduces cost The better utilization of manpower and factory floor space is also ensured by implementing the proposed layout At the same time proposals 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 These techniques can be implemented in any garment manufacturing company and it will help them to improve the productivity at same level of resources

Reference

Karim S (2009) The Impact of Just-in-Time Production Practices on Organizational Performance in the Garments and Textiles Industries in Bangladesh Doctoral Thesis Dhaka University

Lean thinking international journal volume3 issue2 december 12Asstprofes sor Gandhigra Rural University ndhigramIndiasenthilb1980gmailcom

F A Abdulmalek J Rajgopal Analyzing the benefits of lean manufacturing and value stream mapping via simulation A process sector case study International Journal of Production Economics 107 223-236 2007

Ripon Kumar Chakrabortty et al Study and Implementation of Lean enwikipediaorgwikilean wwwApplication Of Lean Manufacturing Tools In Garments

Productionhtml

7 Wastes of Lean in Garment Manufacturing One prime objective of industrial engineering is to increase productivity by eliminating waste and non-value adding operations from the manufacturing process So it is essential to know the wastes and non-value adding functions those exist in garment manufacturing

1 Overproduction Overproduction can be viewed as the opposite of JIT and it means producing items

for which there are no orders produce the wrong part at the wrong time at the wrong amount This waste was considered to Ohno the fundamental waste since it causes most of the other wastes In other words it produces unnecessary transportation and storage costs due to the excess of inventory

2 Waiting Time

This is the unproductive time of a worker or machine when hersquos just waiting for something For example waiting for the next process step tool or supply or just watching an automated machine finishing a process It could also be the waiting time due to the lack of work caused by processing delays equipment failure or capacity bottlenecks

3 Unnecessary transport

Moving work in process (WIP) materials or even finished goods long distances is an unnecessary and inefficient transport This will increase production costs the lead time and can even cause damage to the products during the course of the movement

4Excess inventory The excess of raw materials WIP or finished goods can cause longer lead times damaged goods and delays

Extra inventory also hides problems such as production imbalances redundancies defects paperwork equipment downtime and long setup times Figure 22 easily exemplifies this situation through an analogy where water represents inventory and rocks represent problems In this case with a high water level the rocks are hidden and the management assumes everything is fine until the water drops and the problems are presented Deliberately forcing the water level down all the problems are exposed and can be corrected before they induce other possible even worse problems Figure

5 Incorrect processing This concerns the unnecessary steps that are taken in a

process possibly because of the use of poor tools and product design causing unneeded motion and producing defects (waste seven)

6 Unnecessary movement These are all the needless motion employers have

to perform during a process such as walking or looking for reaching for or stacking parts tools etc

7 Defects This waste is the production of defected parts or

correction that is repair rework scrap replacement and inspection means wasteful handling time and effort

8 Preferred Lean Manufacturing Tools for Garment Industry During my visits to garment factories I have seen posters on lean tools and lean slogans in some factories It means that garment factories are really started implementation of lean tools and practicing lean culture Factories have posters on process flow chart of lean journey Improvement pictures of before and after implementation of 5S and Kaizen have been displayed on departments I have seen lot of visuals on the floor It ensures that something is happening in garment factories to bring good things and improve business performanceBut your question is what lean tools are preferred and applied for garment manufacturing

In one factory I found a poster where all lean tools were listed those were implemented in that factory All implementation are done under guidance of external lean experts Factory has benefited a lot after implementation lean manufacturing These are the preferred lean tools that have been implemented by experts So you can start with these tools in your manufacturing facilities

I have listed down 8 preferred lean manufacturing tools which are mostly applied by garment industry with brief explanation

1 5S 5s stand for Seiri(sorting)Seiton(systematic arrangement)Seiso(super

clean)Seiketsu(standardize) and Shitsuke(sustainment)5S is about sorting of things in your workplace and inventory stores Keep workplace and floors clean and arrange things in right order for easy access

2 Visual displays Use visual displays as much as possible to communicate with people working in

the factory Display necessary information for quick access Production board at the end of the line Mocks of sewing operations at each work stations quality inspection procedure on the quality checking tables displaying right and wrong product displaying exit sign and labeling every items are few example for visual displays factories can easily adopt

3 Standardization of work process One core objective of lean manufacturing is elimination of manufacturing wastes

and non-value added tasks from the internal processes and systems For this factory has to set standardized working method When one follows standard working procedures there is minimum chance of making errors

4 Quick Changeover Quick changeover one of the lean manufacturing tools is used in

reducing waste in garment making process While setting a line with new styles line losses lot of time which is known as set-up loss Quick changeover or SMED method provides efficient way to set lines for new style in less time

5 Error proofing Error proofing aka Poka-Yoke is any mechanism in a lean

manufacturing process that helps an equipment operator to avoid mistakes It helps in designing a process in such way that there would not be minimum chance of producing defective product Its purpose is to eliminate product defects by preventing correcting or drawing attention to human errors as they occur Even error proofing technique can be used in information generation reporting system

6 Kanban Kanban is a workflow system Kanban tool improves visibility and

limit Work in Process Where factories use Kanban it helps to eliminate building excess work in process (WIP) in production lines

7 Problem solving Clothes are ever changing product A garment

manufacturers need to work with latest products new material and machines When one does something first time there may be a chance of having problem You have to short out the problem to meet your business goal Problem solving tools helps you and your team to find possible solution without external experts Ishikawarsquos Fish bone diagram method and 5 Whys are two famous tools widely used in problem solving

8 Workload balancing In mass production garments are made in a line where

numbers of operators involve making a single garment A balanced line means every operator has workload and nobody sit idle without work This maximizes operator utilization And as a result you get maximum output from a line It is not only sewing line workload balance is required everywhere in the company ndash like department to department process to process workload balance

Cycle concept of Lean ManufacturingIdentifying causes(Every problem in the system

has a cause for it)Finding root causes(sometimes one or more root

causes for a problem) Finding solution(how to overcome this problem)Implementing(implement the solution and to make

sure that you achieve your objectives)Will go on and on again and againThis process will be continuous until there are

wastes to be removed

Lean Implementation Model

Lean Design and Implementation

This chapter represents the implementation phase of the project Here the reader is elucidated through an action plan using the 5W1H technique to solve the identified problems following a description of its implementation as for the changes in layout the implemented program visual management applications and implementation of 5S program quality management practices or group technology

Action Design After an analysis to the companyrsquos current productive

system we resorted to the 5W1H technique to find solutions to the problems identified also defining an action plan to be applied This plan is shown in the next table

Action Plan TableWhat Why Where Who Whe

n How

Reduce transports

Unnecessary Transport

Shop Floor

Responsible person

To define

Layout Change

Establishing goals and visual management

Low efficiency Low motivation

Shop Floor

Responsible person

To define

Visual Management and Bonus Strategy

Organize WIP and tools

Large WIP and waiting time

Shop Floor

5S responsible

To define

5S Application

Production Control

Unnecessary Movement Lack of efficiency control Lack of performance indicators

Manufacturing Line

Responsible person

To define

Create personalized excel program

Control Quality

Lack of quality practices

Shop Floor

Head of section

To define

Implement quality control practices

Areas Where Changes Have Been Made

Majority (78) of the companies said that changes in product design and manufacturing process occurred in their organization as a result of lean implementation 44 respondents indicated a change in supplier networks and theremaining (22) focused on factory management followed by inbound logistics (11) and outbound logistics (11)

In addition companies mentioned a variety of changes that took place within their organizations These include

1048696 cultural change1048696 education of workers and suppliers1048696 empowerment of employees1048696 commitment of top level managers1048696 relationship with suppliers1048696 rearranging the manufacturing process1048696 creating awareness

Areas of organization where changes were madeSI NO

Areas of changes Percentages

123456

Product designInbound logisticsOutbound logisticsManufacturing ProcessesSupplier networkFactory management

781111784422

Lean production reduces all forms of non-value added activities in organizations and improves its performance From the analysis of the data collected it appears that companies that adopt lean manufacturing as a working philosophy within their organizations can make significant improvement in terms of their operational performance even if it is in a modified format that best suits their particular business culture It is obvious that there are strong benefits to be gained from implementing a lean manufacturing culture as demonstrated by the companies in this study

Reduction in unit production costCompany Before

Lean($)

After Lean($)

Reduction($)

As a

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

850110440100140350087-450

700900320800130300084-300

150200120200010050003-150

1761812722007114234-333

The amount of time (hourminutes) to accomplish standard work sequence for making a product

1

30deg c

21 3 4 6 75

30 min

90 deg c

Drained

89 10

60 deg c

80 deg c

10 min

10 min

DrainedDrained

Company Before Lean(minutes)

After Lean(minutes)

Reduction(minutes)

of reduction

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

603055755060506040

401549603940404035

201506151120102005

335011202233203313

Note The percentages have been rounded to nearest figure

Conclusion Implementation of lean manufacturing in a garment

manufacturing company is carried out by this To implemented in a Bangladeshi garment manufacturing company For the first few weeks we tried to learn the processes in the garments finishing department Then study and analysis those processes are performed using some lean manufacturing tools and techniques and found some problems Eventually some layouts and process flows are proposed that improves the productivity and reduces cost The better utilization of manpower and factory floor space is also ensured by implementing the proposed layout At the same time proposals 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 These techniques can be implemented in any garment manufacturing company and it will help them to improve the productivity at same level of resources

Reference

Karim S (2009) The Impact of Just-in-Time Production Practices on Organizational Performance in the Garments and Textiles Industries in Bangladesh Doctoral Thesis Dhaka University

Lean thinking international journal volume3 issue2 december 12Asstprofes sor Gandhigra Rural University ndhigramIndiasenthilb1980gmailcom

F A Abdulmalek J Rajgopal Analyzing the benefits of lean manufacturing and value stream mapping via simulation A process sector case study International Journal of Production Economics 107 223-236 2007

Ripon Kumar Chakrabortty et al Study and Implementation of Lean enwikipediaorgwikilean wwwApplication Of Lean Manufacturing Tools In Garments

Productionhtml

1 Overproduction Overproduction can be viewed as the opposite of JIT and it means producing items

for which there are no orders produce the wrong part at the wrong time at the wrong amount This waste was considered to Ohno the fundamental waste since it causes most of the other wastes In other words it produces unnecessary transportation and storage costs due to the excess of inventory

2 Waiting Time

This is the unproductive time of a worker or machine when hersquos just waiting for something For example waiting for the next process step tool or supply or just watching an automated machine finishing a process It could also be the waiting time due to the lack of work caused by processing delays equipment failure or capacity bottlenecks

3 Unnecessary transport

Moving work in process (WIP) materials or even finished goods long distances is an unnecessary and inefficient transport This will increase production costs the lead time and can even cause damage to the products during the course of the movement

4Excess inventory The excess of raw materials WIP or finished goods can cause longer lead times damaged goods and delays

Extra inventory also hides problems such as production imbalances redundancies defects paperwork equipment downtime and long setup times Figure 22 easily exemplifies this situation through an analogy where water represents inventory and rocks represent problems In this case with a high water level the rocks are hidden and the management assumes everything is fine until the water drops and the problems are presented Deliberately forcing the water level down all the problems are exposed and can be corrected before they induce other possible even worse problems Figure

5 Incorrect processing This concerns the unnecessary steps that are taken in a

process possibly because of the use of poor tools and product design causing unneeded motion and producing defects (waste seven)

6 Unnecessary movement These are all the needless motion employers have

to perform during a process such as walking or looking for reaching for or stacking parts tools etc

7 Defects This waste is the production of defected parts or

correction that is repair rework scrap replacement and inspection means wasteful handling time and effort

8 Preferred Lean Manufacturing Tools for Garment Industry During my visits to garment factories I have seen posters on lean tools and lean slogans in some factories It means that garment factories are really started implementation of lean tools and practicing lean culture Factories have posters on process flow chart of lean journey Improvement pictures of before and after implementation of 5S and Kaizen have been displayed on departments I have seen lot of visuals on the floor It ensures that something is happening in garment factories to bring good things and improve business performanceBut your question is what lean tools are preferred and applied for garment manufacturing

In one factory I found a poster where all lean tools were listed those were implemented in that factory All implementation are done under guidance of external lean experts Factory has benefited a lot after implementation lean manufacturing These are the preferred lean tools that have been implemented by experts So you can start with these tools in your manufacturing facilities

I have listed down 8 preferred lean manufacturing tools which are mostly applied by garment industry with brief explanation

1 5S 5s stand for Seiri(sorting)Seiton(systematic arrangement)Seiso(super

clean)Seiketsu(standardize) and Shitsuke(sustainment)5S is about sorting of things in your workplace and inventory stores Keep workplace and floors clean and arrange things in right order for easy access

2 Visual displays Use visual displays as much as possible to communicate with people working in

the factory Display necessary information for quick access Production board at the end of the line Mocks of sewing operations at each work stations quality inspection procedure on the quality checking tables displaying right and wrong product displaying exit sign and labeling every items are few example for visual displays factories can easily adopt

3 Standardization of work process One core objective of lean manufacturing is elimination of manufacturing wastes

and non-value added tasks from the internal processes and systems For this factory has to set standardized working method When one follows standard working procedures there is minimum chance of making errors

4 Quick Changeover Quick changeover one of the lean manufacturing tools is used in

reducing waste in garment making process While setting a line with new styles line losses lot of time which is known as set-up loss Quick changeover or SMED method provides efficient way to set lines for new style in less time

5 Error proofing Error proofing aka Poka-Yoke is any mechanism in a lean

manufacturing process that helps an equipment operator to avoid mistakes It helps in designing a process in such way that there would not be minimum chance of producing defective product Its purpose is to eliminate product defects by preventing correcting or drawing attention to human errors as they occur Even error proofing technique can be used in information generation reporting system

6 Kanban Kanban is a workflow system Kanban tool improves visibility and

limit Work in Process Where factories use Kanban it helps to eliminate building excess work in process (WIP) in production lines

7 Problem solving Clothes are ever changing product A garment

manufacturers need to work with latest products new material and machines When one does something first time there may be a chance of having problem You have to short out the problem to meet your business goal Problem solving tools helps you and your team to find possible solution without external experts Ishikawarsquos Fish bone diagram method and 5 Whys are two famous tools widely used in problem solving

8 Workload balancing In mass production garments are made in a line where

numbers of operators involve making a single garment A balanced line means every operator has workload and nobody sit idle without work This maximizes operator utilization And as a result you get maximum output from a line It is not only sewing line workload balance is required everywhere in the company ndash like department to department process to process workload balance

Cycle concept of Lean ManufacturingIdentifying causes(Every problem in the system

has a cause for it)Finding root causes(sometimes one or more root

causes for a problem) Finding solution(how to overcome this problem)Implementing(implement the solution and to make

sure that you achieve your objectives)Will go on and on again and againThis process will be continuous until there are

wastes to be removed

Lean Implementation Model

Lean Design and Implementation

This chapter represents the implementation phase of the project Here the reader is elucidated through an action plan using the 5W1H technique to solve the identified problems following a description of its implementation as for the changes in layout the implemented program visual management applications and implementation of 5S program quality management practices or group technology

Action Design After an analysis to the companyrsquos current productive

system we resorted to the 5W1H technique to find solutions to the problems identified also defining an action plan to be applied This plan is shown in the next table

Action Plan TableWhat Why Where Who Whe

n How

Reduce transports

Unnecessary Transport

Shop Floor

Responsible person

To define

Layout Change

Establishing goals and visual management

Low efficiency Low motivation

Shop Floor

Responsible person

To define

Visual Management and Bonus Strategy

Organize WIP and tools

Large WIP and waiting time

Shop Floor

5S responsible

To define

5S Application

Production Control

Unnecessary Movement Lack of efficiency control Lack of performance indicators

Manufacturing Line

Responsible person

To define

Create personalized excel program

Control Quality

Lack of quality practices

Shop Floor

Head of section

To define

Implement quality control practices

Areas Where Changes Have Been Made

Majority (78) of the companies said that changes in product design and manufacturing process occurred in their organization as a result of lean implementation 44 respondents indicated a change in supplier networks and theremaining (22) focused on factory management followed by inbound logistics (11) and outbound logistics (11)

In addition companies mentioned a variety of changes that took place within their organizations These include

1048696 cultural change1048696 education of workers and suppliers1048696 empowerment of employees1048696 commitment of top level managers1048696 relationship with suppliers1048696 rearranging the manufacturing process1048696 creating awareness

Areas of organization where changes were madeSI NO

Areas of changes Percentages

123456

Product designInbound logisticsOutbound logisticsManufacturing ProcessesSupplier networkFactory management

781111784422

Lean production reduces all forms of non-value added activities in organizations and improves its performance From the analysis of the data collected it appears that companies that adopt lean manufacturing as a working philosophy within their organizations can make significant improvement in terms of their operational performance even if it is in a modified format that best suits their particular business culture It is obvious that there are strong benefits to be gained from implementing a lean manufacturing culture as demonstrated by the companies in this study

Reduction in unit production costCompany Before

Lean($)

After Lean($)

Reduction($)

As a

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

850110440100140350087-450

700900320800130300084-300

150200120200010050003-150

1761812722007114234-333

The amount of time (hourminutes) to accomplish standard work sequence for making a product

1

30deg c

21 3 4 6 75

30 min

90 deg c

Drained

89 10

60 deg c

80 deg c

10 min

10 min

DrainedDrained

Company Before Lean(minutes)

After Lean(minutes)

Reduction(minutes)

of reduction

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

603055755060506040

401549603940404035

201506151120102005

335011202233203313

Note The percentages have been rounded to nearest figure

Conclusion Implementation of lean manufacturing in a garment

manufacturing company is carried out by this To implemented in a Bangladeshi garment manufacturing company For the first few weeks we tried to learn the processes in the garments finishing department Then study and analysis those processes are performed using some lean manufacturing tools and techniques and found some problems Eventually some layouts and process flows are proposed that improves the productivity and reduces cost The better utilization of manpower and factory floor space is also ensured by implementing the proposed layout At the same time proposals 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 These techniques can be implemented in any garment manufacturing company and it will help them to improve the productivity at same level of resources

Reference

Karim S (2009) The Impact of Just-in-Time Production Practices on Organizational Performance in the Garments and Textiles Industries in Bangladesh Doctoral Thesis Dhaka University

Lean thinking international journal volume3 issue2 december 12Asstprofes sor Gandhigra Rural University ndhigramIndiasenthilb1980gmailcom

F A Abdulmalek J Rajgopal Analyzing the benefits of lean manufacturing and value stream mapping via simulation A process sector case study International Journal of Production Economics 107 223-236 2007

Ripon Kumar Chakrabortty et al Study and Implementation of Lean enwikipediaorgwikilean wwwApplication Of Lean Manufacturing Tools In Garments

Productionhtml

4Excess inventory The excess of raw materials WIP or finished goods can cause longer lead times damaged goods and delays

Extra inventory also hides problems such as production imbalances redundancies defects paperwork equipment downtime and long setup times Figure 22 easily exemplifies this situation through an analogy where water represents inventory and rocks represent problems In this case with a high water level the rocks are hidden and the management assumes everything is fine until the water drops and the problems are presented Deliberately forcing the water level down all the problems are exposed and can be corrected before they induce other possible even worse problems Figure

5 Incorrect processing This concerns the unnecessary steps that are taken in a

process possibly because of the use of poor tools and product design causing unneeded motion and producing defects (waste seven)

6 Unnecessary movement These are all the needless motion employers have

to perform during a process such as walking or looking for reaching for or stacking parts tools etc

7 Defects This waste is the production of defected parts or

correction that is repair rework scrap replacement and inspection means wasteful handling time and effort

8 Preferred Lean Manufacturing Tools for Garment Industry During my visits to garment factories I have seen posters on lean tools and lean slogans in some factories It means that garment factories are really started implementation of lean tools and practicing lean culture Factories have posters on process flow chart of lean journey Improvement pictures of before and after implementation of 5S and Kaizen have been displayed on departments I have seen lot of visuals on the floor It ensures that something is happening in garment factories to bring good things and improve business performanceBut your question is what lean tools are preferred and applied for garment manufacturing

In one factory I found a poster where all lean tools were listed those were implemented in that factory All implementation are done under guidance of external lean experts Factory has benefited a lot after implementation lean manufacturing These are the preferred lean tools that have been implemented by experts So you can start with these tools in your manufacturing facilities

I have listed down 8 preferred lean manufacturing tools which are mostly applied by garment industry with brief explanation

1 5S 5s stand for Seiri(sorting)Seiton(systematic arrangement)Seiso(super

clean)Seiketsu(standardize) and Shitsuke(sustainment)5S is about sorting of things in your workplace and inventory stores Keep workplace and floors clean and arrange things in right order for easy access

2 Visual displays Use visual displays as much as possible to communicate with people working in

the factory Display necessary information for quick access Production board at the end of the line Mocks of sewing operations at each work stations quality inspection procedure on the quality checking tables displaying right and wrong product displaying exit sign and labeling every items are few example for visual displays factories can easily adopt

3 Standardization of work process One core objective of lean manufacturing is elimination of manufacturing wastes

and non-value added tasks from the internal processes and systems For this factory has to set standardized working method When one follows standard working procedures there is minimum chance of making errors

4 Quick Changeover Quick changeover one of the lean manufacturing tools is used in

reducing waste in garment making process While setting a line with new styles line losses lot of time which is known as set-up loss Quick changeover or SMED method provides efficient way to set lines for new style in less time

5 Error proofing Error proofing aka Poka-Yoke is any mechanism in a lean

manufacturing process that helps an equipment operator to avoid mistakes It helps in designing a process in such way that there would not be minimum chance of producing defective product Its purpose is to eliminate product defects by preventing correcting or drawing attention to human errors as they occur Even error proofing technique can be used in information generation reporting system

6 Kanban Kanban is a workflow system Kanban tool improves visibility and

limit Work in Process Where factories use Kanban it helps to eliminate building excess work in process (WIP) in production lines

7 Problem solving Clothes are ever changing product A garment

manufacturers need to work with latest products new material and machines When one does something first time there may be a chance of having problem You have to short out the problem to meet your business goal Problem solving tools helps you and your team to find possible solution without external experts Ishikawarsquos Fish bone diagram method and 5 Whys are two famous tools widely used in problem solving

8 Workload balancing In mass production garments are made in a line where

numbers of operators involve making a single garment A balanced line means every operator has workload and nobody sit idle without work This maximizes operator utilization And as a result you get maximum output from a line It is not only sewing line workload balance is required everywhere in the company ndash like department to department process to process workload balance

Cycle concept of Lean ManufacturingIdentifying causes(Every problem in the system

has a cause for it)Finding root causes(sometimes one or more root

causes for a problem) Finding solution(how to overcome this problem)Implementing(implement the solution and to make

sure that you achieve your objectives)Will go on and on again and againThis process will be continuous until there are

wastes to be removed

Lean Implementation Model

Lean Design and Implementation

This chapter represents the implementation phase of the project Here the reader is elucidated through an action plan using the 5W1H technique to solve the identified problems following a description of its implementation as for the changes in layout the implemented program visual management applications and implementation of 5S program quality management practices or group technology

Action Design After an analysis to the companyrsquos current productive

system we resorted to the 5W1H technique to find solutions to the problems identified also defining an action plan to be applied This plan is shown in the next table

Action Plan TableWhat Why Where Who Whe

n How

Reduce transports

Unnecessary Transport

Shop Floor

Responsible person

To define

Layout Change

Establishing goals and visual management

Low efficiency Low motivation

Shop Floor

Responsible person

To define

Visual Management and Bonus Strategy

Organize WIP and tools

Large WIP and waiting time

Shop Floor

5S responsible

To define

5S Application

Production Control

Unnecessary Movement Lack of efficiency control Lack of performance indicators

Manufacturing Line

Responsible person

To define

Create personalized excel program

Control Quality

Lack of quality practices

Shop Floor

Head of section

To define

Implement quality control practices

Areas Where Changes Have Been Made

Majority (78) of the companies said that changes in product design and manufacturing process occurred in their organization as a result of lean implementation 44 respondents indicated a change in supplier networks and theremaining (22) focused on factory management followed by inbound logistics (11) and outbound logistics (11)

In addition companies mentioned a variety of changes that took place within their organizations These include

1048696 cultural change1048696 education of workers and suppliers1048696 empowerment of employees1048696 commitment of top level managers1048696 relationship with suppliers1048696 rearranging the manufacturing process1048696 creating awareness

Areas of organization where changes were madeSI NO

Areas of changes Percentages

123456

Product designInbound logisticsOutbound logisticsManufacturing ProcessesSupplier networkFactory management

781111784422

Lean production reduces all forms of non-value added activities in organizations and improves its performance From the analysis of the data collected it appears that companies that adopt lean manufacturing as a working philosophy within their organizations can make significant improvement in terms of their operational performance even if it is in a modified format that best suits their particular business culture It is obvious that there are strong benefits to be gained from implementing a lean manufacturing culture as demonstrated by the companies in this study

Reduction in unit production costCompany Before

Lean($)

After Lean($)

Reduction($)

As a

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

850110440100140350087-450

700900320800130300084-300

150200120200010050003-150

1761812722007114234-333

The amount of time (hourminutes) to accomplish standard work sequence for making a product

1

30deg c

21 3 4 6 75

30 min

90 deg c

Drained

89 10

60 deg c

80 deg c

10 min

10 min

DrainedDrained

Company Before Lean(minutes)

After Lean(minutes)

Reduction(minutes)

of reduction

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

603055755060506040

401549603940404035

201506151120102005

335011202233203313

Note The percentages have been rounded to nearest figure

Conclusion Implementation of lean manufacturing in a garment

manufacturing company is carried out by this To implemented in a Bangladeshi garment manufacturing company For the first few weeks we tried to learn the processes in the garments finishing department Then study and analysis those processes are performed using some lean manufacturing tools and techniques and found some problems Eventually some layouts and process flows are proposed that improves the productivity and reduces cost The better utilization of manpower and factory floor space is also ensured by implementing the proposed layout At the same time proposals 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 These techniques can be implemented in any garment manufacturing company and it will help them to improve the productivity at same level of resources

Reference

Karim S (2009) The Impact of Just-in-Time Production Practices on Organizational Performance in the Garments and Textiles Industries in Bangladesh Doctoral Thesis Dhaka University

Lean thinking international journal volume3 issue2 december 12Asstprofes sor Gandhigra Rural University ndhigramIndiasenthilb1980gmailcom

F A Abdulmalek J Rajgopal Analyzing the benefits of lean manufacturing and value stream mapping via simulation A process sector case study International Journal of Production Economics 107 223-236 2007

Ripon Kumar Chakrabortty et al Study and Implementation of Lean enwikipediaorgwikilean wwwApplication Of Lean Manufacturing Tools In Garments

Productionhtml

5 Incorrect processing This concerns the unnecessary steps that are taken in a

process possibly because of the use of poor tools and product design causing unneeded motion and producing defects (waste seven)

6 Unnecessary movement These are all the needless motion employers have

to perform during a process such as walking or looking for reaching for or stacking parts tools etc

7 Defects This waste is the production of defected parts or

correction that is repair rework scrap replacement and inspection means wasteful handling time and effort

8 Preferred Lean Manufacturing Tools for Garment Industry During my visits to garment factories I have seen posters on lean tools and lean slogans in some factories It means that garment factories are really started implementation of lean tools and practicing lean culture Factories have posters on process flow chart of lean journey Improvement pictures of before and after implementation of 5S and Kaizen have been displayed on departments I have seen lot of visuals on the floor It ensures that something is happening in garment factories to bring good things and improve business performanceBut your question is what lean tools are preferred and applied for garment manufacturing

In one factory I found a poster where all lean tools were listed those were implemented in that factory All implementation are done under guidance of external lean experts Factory has benefited a lot after implementation lean manufacturing These are the preferred lean tools that have been implemented by experts So you can start with these tools in your manufacturing facilities

I have listed down 8 preferred lean manufacturing tools which are mostly applied by garment industry with brief explanation

1 5S 5s stand for Seiri(sorting)Seiton(systematic arrangement)Seiso(super

clean)Seiketsu(standardize) and Shitsuke(sustainment)5S is about sorting of things in your workplace and inventory stores Keep workplace and floors clean and arrange things in right order for easy access

2 Visual displays Use visual displays as much as possible to communicate with people working in

the factory Display necessary information for quick access Production board at the end of the line Mocks of sewing operations at each work stations quality inspection procedure on the quality checking tables displaying right and wrong product displaying exit sign and labeling every items are few example for visual displays factories can easily adopt

3 Standardization of work process One core objective of lean manufacturing is elimination of manufacturing wastes

and non-value added tasks from the internal processes and systems For this factory has to set standardized working method When one follows standard working procedures there is minimum chance of making errors

4 Quick Changeover Quick changeover one of the lean manufacturing tools is used in

reducing waste in garment making process While setting a line with new styles line losses lot of time which is known as set-up loss Quick changeover or SMED method provides efficient way to set lines for new style in less time

5 Error proofing Error proofing aka Poka-Yoke is any mechanism in a lean

manufacturing process that helps an equipment operator to avoid mistakes It helps in designing a process in such way that there would not be minimum chance of producing defective product Its purpose is to eliminate product defects by preventing correcting or drawing attention to human errors as they occur Even error proofing technique can be used in information generation reporting system

6 Kanban Kanban is a workflow system Kanban tool improves visibility and

limit Work in Process Where factories use Kanban it helps to eliminate building excess work in process (WIP) in production lines

7 Problem solving Clothes are ever changing product A garment

manufacturers need to work with latest products new material and machines When one does something first time there may be a chance of having problem You have to short out the problem to meet your business goal Problem solving tools helps you and your team to find possible solution without external experts Ishikawarsquos Fish bone diagram method and 5 Whys are two famous tools widely used in problem solving

8 Workload balancing In mass production garments are made in a line where

numbers of operators involve making a single garment A balanced line means every operator has workload and nobody sit idle without work This maximizes operator utilization And as a result you get maximum output from a line It is not only sewing line workload balance is required everywhere in the company ndash like department to department process to process workload balance

Cycle concept of Lean ManufacturingIdentifying causes(Every problem in the system

has a cause for it)Finding root causes(sometimes one or more root

causes for a problem) Finding solution(how to overcome this problem)Implementing(implement the solution and to make

sure that you achieve your objectives)Will go on and on again and againThis process will be continuous until there are

wastes to be removed

Lean Implementation Model

Lean Design and Implementation

This chapter represents the implementation phase of the project Here the reader is elucidated through an action plan using the 5W1H technique to solve the identified problems following a description of its implementation as for the changes in layout the implemented program visual management applications and implementation of 5S program quality management practices or group technology

Action Design After an analysis to the companyrsquos current productive

system we resorted to the 5W1H technique to find solutions to the problems identified also defining an action plan to be applied This plan is shown in the next table

Action Plan TableWhat Why Where Who Whe

n How

Reduce transports

Unnecessary Transport

Shop Floor

Responsible person

To define

Layout Change

Establishing goals and visual management

Low efficiency Low motivation

Shop Floor

Responsible person

To define

Visual Management and Bonus Strategy

Organize WIP and tools

Large WIP and waiting time

Shop Floor

5S responsible

To define

5S Application

Production Control

Unnecessary Movement Lack of efficiency control Lack of performance indicators

Manufacturing Line

Responsible person

To define

Create personalized excel program

Control Quality

Lack of quality practices

Shop Floor

Head of section

To define

Implement quality control practices

Areas Where Changes Have Been Made

Majority (78) of the companies said that changes in product design and manufacturing process occurred in their organization as a result of lean implementation 44 respondents indicated a change in supplier networks and theremaining (22) focused on factory management followed by inbound logistics (11) and outbound logistics (11)

In addition companies mentioned a variety of changes that took place within their organizations These include

1048696 cultural change1048696 education of workers and suppliers1048696 empowerment of employees1048696 commitment of top level managers1048696 relationship with suppliers1048696 rearranging the manufacturing process1048696 creating awareness

Areas of organization where changes were madeSI NO

Areas of changes Percentages

123456

Product designInbound logisticsOutbound logisticsManufacturing ProcessesSupplier networkFactory management

781111784422

Lean production reduces all forms of non-value added activities in organizations and improves its performance From the analysis of the data collected it appears that companies that adopt lean manufacturing as a working philosophy within their organizations can make significant improvement in terms of their operational performance even if it is in a modified format that best suits their particular business culture It is obvious that there are strong benefits to be gained from implementing a lean manufacturing culture as demonstrated by the companies in this study

Reduction in unit production costCompany Before

Lean($)

After Lean($)

Reduction($)

As a

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

850110440100140350087-450

700900320800130300084-300

150200120200010050003-150

1761812722007114234-333

The amount of time (hourminutes) to accomplish standard work sequence for making a product

1

30deg c

21 3 4 6 75

30 min

90 deg c

Drained

89 10

60 deg c

80 deg c

10 min

10 min

DrainedDrained

Company Before Lean(minutes)

After Lean(minutes)

Reduction(minutes)

of reduction

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

603055755060506040

401549603940404035

201506151120102005

335011202233203313

Note The percentages have been rounded to nearest figure

Conclusion Implementation of lean manufacturing in a garment

manufacturing company is carried out by this To implemented in a Bangladeshi garment manufacturing company For the first few weeks we tried to learn the processes in the garments finishing department Then study and analysis those processes are performed using some lean manufacturing tools and techniques and found some problems Eventually some layouts and process flows are proposed that improves the productivity and reduces cost The better utilization of manpower and factory floor space is also ensured by implementing the proposed layout At the same time proposals 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 These techniques can be implemented in any garment manufacturing company and it will help them to improve the productivity at same level of resources

Reference

Karim S (2009) The Impact of Just-in-Time Production Practices on Organizational Performance in the Garments and Textiles Industries in Bangladesh Doctoral Thesis Dhaka University

Lean thinking international journal volume3 issue2 december 12Asstprofes sor Gandhigra Rural University ndhigramIndiasenthilb1980gmailcom

F A Abdulmalek J Rajgopal Analyzing the benefits of lean manufacturing and value stream mapping via simulation A process sector case study International Journal of Production Economics 107 223-236 2007

Ripon Kumar Chakrabortty et al Study and Implementation of Lean enwikipediaorgwikilean wwwApplication Of Lean Manufacturing Tools In Garments

Productionhtml

8 Preferred Lean Manufacturing Tools for Garment Industry During my visits to garment factories I have seen posters on lean tools and lean slogans in some factories It means that garment factories are really started implementation of lean tools and practicing lean culture Factories have posters on process flow chart of lean journey Improvement pictures of before and after implementation of 5S and Kaizen have been displayed on departments I have seen lot of visuals on the floor It ensures that something is happening in garment factories to bring good things and improve business performanceBut your question is what lean tools are preferred and applied for garment manufacturing

In one factory I found a poster where all lean tools were listed those were implemented in that factory All implementation are done under guidance of external lean experts Factory has benefited a lot after implementation lean manufacturing These are the preferred lean tools that have been implemented by experts So you can start with these tools in your manufacturing facilities

I have listed down 8 preferred lean manufacturing tools which are mostly applied by garment industry with brief explanation

1 5S 5s stand for Seiri(sorting)Seiton(systematic arrangement)Seiso(super

clean)Seiketsu(standardize) and Shitsuke(sustainment)5S is about sorting of things in your workplace and inventory stores Keep workplace and floors clean and arrange things in right order for easy access

2 Visual displays Use visual displays as much as possible to communicate with people working in

the factory Display necessary information for quick access Production board at the end of the line Mocks of sewing operations at each work stations quality inspection procedure on the quality checking tables displaying right and wrong product displaying exit sign and labeling every items are few example for visual displays factories can easily adopt

3 Standardization of work process One core objective of lean manufacturing is elimination of manufacturing wastes

and non-value added tasks from the internal processes and systems For this factory has to set standardized working method When one follows standard working procedures there is minimum chance of making errors

4 Quick Changeover Quick changeover one of the lean manufacturing tools is used in

reducing waste in garment making process While setting a line with new styles line losses lot of time which is known as set-up loss Quick changeover or SMED method provides efficient way to set lines for new style in less time

5 Error proofing Error proofing aka Poka-Yoke is any mechanism in a lean

manufacturing process that helps an equipment operator to avoid mistakes It helps in designing a process in such way that there would not be minimum chance of producing defective product Its purpose is to eliminate product defects by preventing correcting or drawing attention to human errors as they occur Even error proofing technique can be used in information generation reporting system

6 Kanban Kanban is a workflow system Kanban tool improves visibility and

limit Work in Process Where factories use Kanban it helps to eliminate building excess work in process (WIP) in production lines

7 Problem solving Clothes are ever changing product A garment

manufacturers need to work with latest products new material and machines When one does something first time there may be a chance of having problem You have to short out the problem to meet your business goal Problem solving tools helps you and your team to find possible solution without external experts Ishikawarsquos Fish bone diagram method and 5 Whys are two famous tools widely used in problem solving

8 Workload balancing In mass production garments are made in a line where

numbers of operators involve making a single garment A balanced line means every operator has workload and nobody sit idle without work This maximizes operator utilization And as a result you get maximum output from a line It is not only sewing line workload balance is required everywhere in the company ndash like department to department process to process workload balance

Cycle concept of Lean ManufacturingIdentifying causes(Every problem in the system

has a cause for it)Finding root causes(sometimes one or more root

causes for a problem) Finding solution(how to overcome this problem)Implementing(implement the solution and to make

sure that you achieve your objectives)Will go on and on again and againThis process will be continuous until there are

wastes to be removed

Lean Implementation Model

Lean Design and Implementation

This chapter represents the implementation phase of the project Here the reader is elucidated through an action plan using the 5W1H technique to solve the identified problems following a description of its implementation as for the changes in layout the implemented program visual management applications and implementation of 5S program quality management practices or group technology

Action Design After an analysis to the companyrsquos current productive

system we resorted to the 5W1H technique to find solutions to the problems identified also defining an action plan to be applied This plan is shown in the next table

Action Plan TableWhat Why Where Who Whe

n How

Reduce transports

Unnecessary Transport

Shop Floor

Responsible person

To define

Layout Change

Establishing goals and visual management

Low efficiency Low motivation

Shop Floor

Responsible person

To define

Visual Management and Bonus Strategy

Organize WIP and tools

Large WIP and waiting time

Shop Floor

5S responsible

To define

5S Application

Production Control

Unnecessary Movement Lack of efficiency control Lack of performance indicators

Manufacturing Line

Responsible person

To define

Create personalized excel program

Control Quality

Lack of quality practices

Shop Floor

Head of section

To define

Implement quality control practices

Areas Where Changes Have Been Made

Majority (78) of the companies said that changes in product design and manufacturing process occurred in their organization as a result of lean implementation 44 respondents indicated a change in supplier networks and theremaining (22) focused on factory management followed by inbound logistics (11) and outbound logistics (11)

In addition companies mentioned a variety of changes that took place within their organizations These include

1048696 cultural change1048696 education of workers and suppliers1048696 empowerment of employees1048696 commitment of top level managers1048696 relationship with suppliers1048696 rearranging the manufacturing process1048696 creating awareness

Areas of organization where changes were madeSI NO

Areas of changes Percentages

123456

Product designInbound logisticsOutbound logisticsManufacturing ProcessesSupplier networkFactory management

781111784422

Lean production reduces all forms of non-value added activities in organizations and improves its performance From the analysis of the data collected it appears that companies that adopt lean manufacturing as a working philosophy within their organizations can make significant improvement in terms of their operational performance even if it is in a modified format that best suits their particular business culture It is obvious that there are strong benefits to be gained from implementing a lean manufacturing culture as demonstrated by the companies in this study

Reduction in unit production costCompany Before

Lean($)

After Lean($)

Reduction($)

As a

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

850110440100140350087-450

700900320800130300084-300

150200120200010050003-150

1761812722007114234-333

The amount of time (hourminutes) to accomplish standard work sequence for making a product

1

30deg c

21 3 4 6 75

30 min

90 deg c

Drained

89 10

60 deg c

80 deg c

10 min

10 min

DrainedDrained

Company Before Lean(minutes)

After Lean(minutes)

Reduction(minutes)

of reduction

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

603055755060506040

401549603940404035

201506151120102005

335011202233203313

Note The percentages have been rounded to nearest figure

Conclusion Implementation of lean manufacturing in a garment

manufacturing company is carried out by this To implemented in a Bangladeshi garment manufacturing company For the first few weeks we tried to learn the processes in the garments finishing department Then study and analysis those processes are performed using some lean manufacturing tools and techniques and found some problems Eventually some layouts and process flows are proposed that improves the productivity and reduces cost The better utilization of manpower and factory floor space is also ensured by implementing the proposed layout At the same time proposals 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 These techniques can be implemented in any garment manufacturing company and it will help them to improve the productivity at same level of resources

Reference

Karim S (2009) The Impact of Just-in-Time Production Practices on Organizational Performance in the Garments and Textiles Industries in Bangladesh Doctoral Thesis Dhaka University

Lean thinking international journal volume3 issue2 december 12Asstprofes sor Gandhigra Rural University ndhigramIndiasenthilb1980gmailcom

F A Abdulmalek J Rajgopal Analyzing the benefits of lean manufacturing and value stream mapping via simulation A process sector case study International Journal of Production Economics 107 223-236 2007

Ripon Kumar Chakrabortty et al Study and Implementation of Lean enwikipediaorgwikilean wwwApplication Of Lean Manufacturing Tools In Garments

Productionhtml

1 5S 5s stand for Seiri(sorting)Seiton(systematic arrangement)Seiso(super

clean)Seiketsu(standardize) and Shitsuke(sustainment)5S is about sorting of things in your workplace and inventory stores Keep workplace and floors clean and arrange things in right order for easy access

2 Visual displays Use visual displays as much as possible to communicate with people working in

the factory Display necessary information for quick access Production board at the end of the line Mocks of sewing operations at each work stations quality inspection procedure on the quality checking tables displaying right and wrong product displaying exit sign and labeling every items are few example for visual displays factories can easily adopt

3 Standardization of work process One core objective of lean manufacturing is elimination of manufacturing wastes

and non-value added tasks from the internal processes and systems For this factory has to set standardized working method When one follows standard working procedures there is minimum chance of making errors

4 Quick Changeover Quick changeover one of the lean manufacturing tools is used in

reducing waste in garment making process While setting a line with new styles line losses lot of time which is known as set-up loss Quick changeover or SMED method provides efficient way to set lines for new style in less time

5 Error proofing Error proofing aka Poka-Yoke is any mechanism in a lean

manufacturing process that helps an equipment operator to avoid mistakes It helps in designing a process in such way that there would not be minimum chance of producing defective product Its purpose is to eliminate product defects by preventing correcting or drawing attention to human errors as they occur Even error proofing technique can be used in information generation reporting system

6 Kanban Kanban is a workflow system Kanban tool improves visibility and

limit Work in Process Where factories use Kanban it helps to eliminate building excess work in process (WIP) in production lines

7 Problem solving Clothes are ever changing product A garment

manufacturers need to work with latest products new material and machines When one does something first time there may be a chance of having problem You have to short out the problem to meet your business goal Problem solving tools helps you and your team to find possible solution without external experts Ishikawarsquos Fish bone diagram method and 5 Whys are two famous tools widely used in problem solving

8 Workload balancing In mass production garments are made in a line where

numbers of operators involve making a single garment A balanced line means every operator has workload and nobody sit idle without work This maximizes operator utilization And as a result you get maximum output from a line It is not only sewing line workload balance is required everywhere in the company ndash like department to department process to process workload balance

Cycle concept of Lean ManufacturingIdentifying causes(Every problem in the system

has a cause for it)Finding root causes(sometimes one or more root

causes for a problem) Finding solution(how to overcome this problem)Implementing(implement the solution and to make

sure that you achieve your objectives)Will go on and on again and againThis process will be continuous until there are

wastes to be removed

Lean Implementation Model

Lean Design and Implementation

This chapter represents the implementation phase of the project Here the reader is elucidated through an action plan using the 5W1H technique to solve the identified problems following a description of its implementation as for the changes in layout the implemented program visual management applications and implementation of 5S program quality management practices or group technology

Action Design After an analysis to the companyrsquos current productive

system we resorted to the 5W1H technique to find solutions to the problems identified also defining an action plan to be applied This plan is shown in the next table

Action Plan TableWhat Why Where Who Whe

n How

Reduce transports

Unnecessary Transport

Shop Floor

Responsible person

To define

Layout Change

Establishing goals and visual management

Low efficiency Low motivation

Shop Floor

Responsible person

To define

Visual Management and Bonus Strategy

Organize WIP and tools

Large WIP and waiting time

Shop Floor

5S responsible

To define

5S Application

Production Control

Unnecessary Movement Lack of efficiency control Lack of performance indicators

Manufacturing Line

Responsible person

To define

Create personalized excel program

Control Quality

Lack of quality practices

Shop Floor

Head of section

To define

Implement quality control practices

Areas Where Changes Have Been Made

Majority (78) of the companies said that changes in product design and manufacturing process occurred in their organization as a result of lean implementation 44 respondents indicated a change in supplier networks and theremaining (22) focused on factory management followed by inbound logistics (11) and outbound logistics (11)

In addition companies mentioned a variety of changes that took place within their organizations These include

1048696 cultural change1048696 education of workers and suppliers1048696 empowerment of employees1048696 commitment of top level managers1048696 relationship with suppliers1048696 rearranging the manufacturing process1048696 creating awareness

Areas of organization where changes were madeSI NO

Areas of changes Percentages

123456

Product designInbound logisticsOutbound logisticsManufacturing ProcessesSupplier networkFactory management

781111784422

Lean production reduces all forms of non-value added activities in organizations and improves its performance From the analysis of the data collected it appears that companies that adopt lean manufacturing as a working philosophy within their organizations can make significant improvement in terms of their operational performance even if it is in a modified format that best suits their particular business culture It is obvious that there are strong benefits to be gained from implementing a lean manufacturing culture as demonstrated by the companies in this study

Reduction in unit production costCompany Before

Lean($)

After Lean($)

Reduction($)

As a

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

850110440100140350087-450

700900320800130300084-300

150200120200010050003-150

1761812722007114234-333

The amount of time (hourminutes) to accomplish standard work sequence for making a product

1

30deg c

21 3 4 6 75

30 min

90 deg c

Drained

89 10

60 deg c

80 deg c

10 min

10 min

DrainedDrained

Company Before Lean(minutes)

After Lean(minutes)

Reduction(minutes)

of reduction

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

603055755060506040

401549603940404035

201506151120102005

335011202233203313

Note The percentages have been rounded to nearest figure

Conclusion Implementation of lean manufacturing in a garment

manufacturing company is carried out by this To implemented in a Bangladeshi garment manufacturing company For the first few weeks we tried to learn the processes in the garments finishing department Then study and analysis those processes are performed using some lean manufacturing tools and techniques and found some problems Eventually some layouts and process flows are proposed that improves the productivity and reduces cost The better utilization of manpower and factory floor space is also ensured by implementing the proposed layout At the same time proposals 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 These techniques can be implemented in any garment manufacturing company and it will help them to improve the productivity at same level of resources

Reference

Karim S (2009) The Impact of Just-in-Time Production Practices on Organizational Performance in the Garments and Textiles Industries in Bangladesh Doctoral Thesis Dhaka University

Lean thinking international journal volume3 issue2 december 12Asstprofes sor Gandhigra Rural University ndhigramIndiasenthilb1980gmailcom

F A Abdulmalek J Rajgopal Analyzing the benefits of lean manufacturing and value stream mapping via simulation A process sector case study International Journal of Production Economics 107 223-236 2007

Ripon Kumar Chakrabortty et al Study and Implementation of Lean enwikipediaorgwikilean wwwApplication Of Lean Manufacturing Tools In Garments

Productionhtml

4 Quick Changeover Quick changeover one of the lean manufacturing tools is used in

reducing waste in garment making process While setting a line with new styles line losses lot of time which is known as set-up loss Quick changeover or SMED method provides efficient way to set lines for new style in less time

5 Error proofing Error proofing aka Poka-Yoke is any mechanism in a lean

manufacturing process that helps an equipment operator to avoid mistakes It helps in designing a process in such way that there would not be minimum chance of producing defective product Its purpose is to eliminate product defects by preventing correcting or drawing attention to human errors as they occur Even error proofing technique can be used in information generation reporting system

6 Kanban Kanban is a workflow system Kanban tool improves visibility and

limit Work in Process Where factories use Kanban it helps to eliminate building excess work in process (WIP) in production lines

7 Problem solving Clothes are ever changing product A garment

manufacturers need to work with latest products new material and machines When one does something first time there may be a chance of having problem You have to short out the problem to meet your business goal Problem solving tools helps you and your team to find possible solution without external experts Ishikawarsquos Fish bone diagram method and 5 Whys are two famous tools widely used in problem solving

8 Workload balancing In mass production garments are made in a line where

numbers of operators involve making a single garment A balanced line means every operator has workload and nobody sit idle without work This maximizes operator utilization And as a result you get maximum output from a line It is not only sewing line workload balance is required everywhere in the company ndash like department to department process to process workload balance

Cycle concept of Lean ManufacturingIdentifying causes(Every problem in the system

has a cause for it)Finding root causes(sometimes one or more root

causes for a problem) Finding solution(how to overcome this problem)Implementing(implement the solution and to make

sure that you achieve your objectives)Will go on and on again and againThis process will be continuous until there are

wastes to be removed

Lean Implementation Model

Lean Design and Implementation

This chapter represents the implementation phase of the project Here the reader is elucidated through an action plan using the 5W1H technique to solve the identified problems following a description of its implementation as for the changes in layout the implemented program visual management applications and implementation of 5S program quality management practices or group technology

Action Design After an analysis to the companyrsquos current productive

system we resorted to the 5W1H technique to find solutions to the problems identified also defining an action plan to be applied This plan is shown in the next table

Action Plan TableWhat Why Where Who Whe

n How

Reduce transports

Unnecessary Transport

Shop Floor

Responsible person

To define

Layout Change

Establishing goals and visual management

Low efficiency Low motivation

Shop Floor

Responsible person

To define

Visual Management and Bonus Strategy

Organize WIP and tools

Large WIP and waiting time

Shop Floor

5S responsible

To define

5S Application

Production Control

Unnecessary Movement Lack of efficiency control Lack of performance indicators

Manufacturing Line

Responsible person

To define

Create personalized excel program

Control Quality

Lack of quality practices

Shop Floor

Head of section

To define

Implement quality control practices

Areas Where Changes Have Been Made

Majority (78) of the companies said that changes in product design and manufacturing process occurred in their organization as a result of lean implementation 44 respondents indicated a change in supplier networks and theremaining (22) focused on factory management followed by inbound logistics (11) and outbound logistics (11)

In addition companies mentioned a variety of changes that took place within their organizations These include

1048696 cultural change1048696 education of workers and suppliers1048696 empowerment of employees1048696 commitment of top level managers1048696 relationship with suppliers1048696 rearranging the manufacturing process1048696 creating awareness

Areas of organization where changes were madeSI NO

Areas of changes Percentages

123456

Product designInbound logisticsOutbound logisticsManufacturing ProcessesSupplier networkFactory management

781111784422

Lean production reduces all forms of non-value added activities in organizations and improves its performance From the analysis of the data collected it appears that companies that adopt lean manufacturing as a working philosophy within their organizations can make significant improvement in terms of their operational performance even if it is in a modified format that best suits their particular business culture It is obvious that there are strong benefits to be gained from implementing a lean manufacturing culture as demonstrated by the companies in this study

Reduction in unit production costCompany Before

Lean($)

After Lean($)

Reduction($)

As a

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

850110440100140350087-450

700900320800130300084-300

150200120200010050003-150

1761812722007114234-333

The amount of time (hourminutes) to accomplish standard work sequence for making a product

1

30deg c

21 3 4 6 75

30 min

90 deg c

Drained

89 10

60 deg c

80 deg c

10 min

10 min

DrainedDrained

Company Before Lean(minutes)

After Lean(minutes)

Reduction(minutes)

of reduction

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

603055755060506040

401549603940404035

201506151120102005

335011202233203313

Note The percentages have been rounded to nearest figure

Conclusion Implementation of lean manufacturing in a garment

manufacturing company is carried out by this To implemented in a Bangladeshi garment manufacturing company For the first few weeks we tried to learn the processes in the garments finishing department Then study and analysis those processes are performed using some lean manufacturing tools and techniques and found some problems Eventually some layouts and process flows are proposed that improves the productivity and reduces cost The better utilization of manpower and factory floor space is also ensured by implementing the proposed layout At the same time proposals 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 These techniques can be implemented in any garment manufacturing company and it will help them to improve the productivity at same level of resources

Reference

Karim S (2009) The Impact of Just-in-Time Production Practices on Organizational Performance in the Garments and Textiles Industries in Bangladesh Doctoral Thesis Dhaka University

Lean thinking international journal volume3 issue2 december 12Asstprofes sor Gandhigra Rural University ndhigramIndiasenthilb1980gmailcom

F A Abdulmalek J Rajgopal Analyzing the benefits of lean manufacturing and value stream mapping via simulation A process sector case study International Journal of Production Economics 107 223-236 2007

Ripon Kumar Chakrabortty et al Study and Implementation of Lean enwikipediaorgwikilean wwwApplication Of Lean Manufacturing Tools In Garments

Productionhtml

7 Problem solving Clothes are ever changing product A garment

manufacturers need to work with latest products new material and machines When one does something first time there may be a chance of having problem You have to short out the problem to meet your business goal Problem solving tools helps you and your team to find possible solution without external experts Ishikawarsquos Fish bone diagram method and 5 Whys are two famous tools widely used in problem solving

8 Workload balancing In mass production garments are made in a line where

numbers of operators involve making a single garment A balanced line means every operator has workload and nobody sit idle without work This maximizes operator utilization And as a result you get maximum output from a line It is not only sewing line workload balance is required everywhere in the company ndash like department to department process to process workload balance

Cycle concept of Lean ManufacturingIdentifying causes(Every problem in the system

has a cause for it)Finding root causes(sometimes one or more root

causes for a problem) Finding solution(how to overcome this problem)Implementing(implement the solution and to make

sure that you achieve your objectives)Will go on and on again and againThis process will be continuous until there are

wastes to be removed

Lean Implementation Model

Lean Design and Implementation

This chapter represents the implementation phase of the project Here the reader is elucidated through an action plan using the 5W1H technique to solve the identified problems following a description of its implementation as for the changes in layout the implemented program visual management applications and implementation of 5S program quality management practices or group technology

Action Design After an analysis to the companyrsquos current productive

system we resorted to the 5W1H technique to find solutions to the problems identified also defining an action plan to be applied This plan is shown in the next table

Action Plan TableWhat Why Where Who Whe

n How

Reduce transports

Unnecessary Transport

Shop Floor

Responsible person

To define

Layout Change

Establishing goals and visual management

Low efficiency Low motivation

Shop Floor

Responsible person

To define

Visual Management and Bonus Strategy

Organize WIP and tools

Large WIP and waiting time

Shop Floor

5S responsible

To define

5S Application

Production Control

Unnecessary Movement Lack of efficiency control Lack of performance indicators

Manufacturing Line

Responsible person

To define

Create personalized excel program

Control Quality

Lack of quality practices

Shop Floor

Head of section

To define

Implement quality control practices

Areas Where Changes Have Been Made

Majority (78) of the companies said that changes in product design and manufacturing process occurred in their organization as a result of lean implementation 44 respondents indicated a change in supplier networks and theremaining (22) focused on factory management followed by inbound logistics (11) and outbound logistics (11)

In addition companies mentioned a variety of changes that took place within their organizations These include

1048696 cultural change1048696 education of workers and suppliers1048696 empowerment of employees1048696 commitment of top level managers1048696 relationship with suppliers1048696 rearranging the manufacturing process1048696 creating awareness

Areas of organization where changes were madeSI NO

Areas of changes Percentages

123456

Product designInbound logisticsOutbound logisticsManufacturing ProcessesSupplier networkFactory management

781111784422

Lean production reduces all forms of non-value added activities in organizations and improves its performance From the analysis of the data collected it appears that companies that adopt lean manufacturing as a working philosophy within their organizations can make significant improvement in terms of their operational performance even if it is in a modified format that best suits their particular business culture It is obvious that there are strong benefits to be gained from implementing a lean manufacturing culture as demonstrated by the companies in this study

Reduction in unit production costCompany Before

Lean($)

After Lean($)

Reduction($)

As a

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

850110440100140350087-450

700900320800130300084-300

150200120200010050003-150

1761812722007114234-333

The amount of time (hourminutes) to accomplish standard work sequence for making a product

1

30deg c

21 3 4 6 75

30 min

90 deg c

Drained

89 10

60 deg c

80 deg c

10 min

10 min

DrainedDrained

Company Before Lean(minutes)

After Lean(minutes)

Reduction(minutes)

of reduction

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

603055755060506040

401549603940404035

201506151120102005

335011202233203313

Note The percentages have been rounded to nearest figure

Conclusion Implementation of lean manufacturing in a garment

manufacturing company is carried out by this To implemented in a Bangladeshi garment manufacturing company For the first few weeks we tried to learn the processes in the garments finishing department Then study and analysis those processes are performed using some lean manufacturing tools and techniques and found some problems Eventually some layouts and process flows are proposed that improves the productivity and reduces cost The better utilization of manpower and factory floor space is also ensured by implementing the proposed layout At the same time proposals 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 These techniques can be implemented in any garment manufacturing company and it will help them to improve the productivity at same level of resources

Reference

Karim S (2009) The Impact of Just-in-Time Production Practices on Organizational Performance in the Garments and Textiles Industries in Bangladesh Doctoral Thesis Dhaka University

Lean thinking international journal volume3 issue2 december 12Asstprofes sor Gandhigra Rural University ndhigramIndiasenthilb1980gmailcom

F A Abdulmalek J Rajgopal Analyzing the benefits of lean manufacturing and value stream mapping via simulation A process sector case study International Journal of Production Economics 107 223-236 2007

Ripon Kumar Chakrabortty et al Study and Implementation of Lean enwikipediaorgwikilean wwwApplication Of Lean Manufacturing Tools In Garments

Productionhtml

Cycle concept of Lean ManufacturingIdentifying causes(Every problem in the system

has a cause for it)Finding root causes(sometimes one or more root

causes for a problem) Finding solution(how to overcome this problem)Implementing(implement the solution and to make

sure that you achieve your objectives)Will go on and on again and againThis process will be continuous until there are

wastes to be removed

Lean Implementation Model

Lean Design and Implementation

This chapter represents the implementation phase of the project Here the reader is elucidated through an action plan using the 5W1H technique to solve the identified problems following a description of its implementation as for the changes in layout the implemented program visual management applications and implementation of 5S program quality management practices or group technology

Action Design After an analysis to the companyrsquos current productive

system we resorted to the 5W1H technique to find solutions to the problems identified also defining an action plan to be applied This plan is shown in the next table

Action Plan TableWhat Why Where Who Whe

n How

Reduce transports

Unnecessary Transport

Shop Floor

Responsible person

To define

Layout Change

Establishing goals and visual management

Low efficiency Low motivation

Shop Floor

Responsible person

To define

Visual Management and Bonus Strategy

Organize WIP and tools

Large WIP and waiting time

Shop Floor

5S responsible

To define

5S Application

Production Control

Unnecessary Movement Lack of efficiency control Lack of performance indicators

Manufacturing Line

Responsible person

To define

Create personalized excel program

Control Quality

Lack of quality practices

Shop Floor

Head of section

To define

Implement quality control practices

Areas Where Changes Have Been Made

Majority (78) of the companies said that changes in product design and manufacturing process occurred in their organization as a result of lean implementation 44 respondents indicated a change in supplier networks and theremaining (22) focused on factory management followed by inbound logistics (11) and outbound logistics (11)

In addition companies mentioned a variety of changes that took place within their organizations These include

1048696 cultural change1048696 education of workers and suppliers1048696 empowerment of employees1048696 commitment of top level managers1048696 relationship with suppliers1048696 rearranging the manufacturing process1048696 creating awareness

Areas of organization where changes were madeSI NO

Areas of changes Percentages

123456

Product designInbound logisticsOutbound logisticsManufacturing ProcessesSupplier networkFactory management

781111784422

Lean production reduces all forms of non-value added activities in organizations and improves its performance From the analysis of the data collected it appears that companies that adopt lean manufacturing as a working philosophy within their organizations can make significant improvement in terms of their operational performance even if it is in a modified format that best suits their particular business culture It is obvious that there are strong benefits to be gained from implementing a lean manufacturing culture as demonstrated by the companies in this study

Reduction in unit production costCompany Before

Lean($)

After Lean($)

Reduction($)

As a

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

850110440100140350087-450

700900320800130300084-300

150200120200010050003-150

1761812722007114234-333

The amount of time (hourminutes) to accomplish standard work sequence for making a product

1

30deg c

21 3 4 6 75

30 min

90 deg c

Drained

89 10

60 deg c

80 deg c

10 min

10 min

DrainedDrained

Company Before Lean(minutes)

After Lean(minutes)

Reduction(minutes)

of reduction

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

603055755060506040

401549603940404035

201506151120102005

335011202233203313

Note The percentages have been rounded to nearest figure

Conclusion Implementation of lean manufacturing in a garment

manufacturing company is carried out by this To implemented in a Bangladeshi garment manufacturing company For the first few weeks we tried to learn the processes in the garments finishing department Then study and analysis those processes are performed using some lean manufacturing tools and techniques and found some problems Eventually some layouts and process flows are proposed that improves the productivity and reduces cost The better utilization of manpower and factory floor space is also ensured by implementing the proposed layout At the same time proposals 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 These techniques can be implemented in any garment manufacturing company and it will help them to improve the productivity at same level of resources

Reference

Karim S (2009) The Impact of Just-in-Time Production Practices on Organizational Performance in the Garments and Textiles Industries in Bangladesh Doctoral Thesis Dhaka University

Lean thinking international journal volume3 issue2 december 12Asstprofes sor Gandhigra Rural University ndhigramIndiasenthilb1980gmailcom

F A Abdulmalek J Rajgopal Analyzing the benefits of lean manufacturing and value stream mapping via simulation A process sector case study International Journal of Production Economics 107 223-236 2007

Ripon Kumar Chakrabortty et al Study and Implementation of Lean enwikipediaorgwikilean wwwApplication Of Lean Manufacturing Tools In Garments

Productionhtml

Lean Implementation Model

Lean Design and Implementation

This chapter represents the implementation phase of the project Here the reader is elucidated through an action plan using the 5W1H technique to solve the identified problems following a description of its implementation as for the changes in layout the implemented program visual management applications and implementation of 5S program quality management practices or group technology

Action Design After an analysis to the companyrsquos current productive

system we resorted to the 5W1H technique to find solutions to the problems identified also defining an action plan to be applied This plan is shown in the next table

Action Plan TableWhat Why Where Who Whe

n How

Reduce transports

Unnecessary Transport

Shop Floor

Responsible person

To define

Layout Change

Establishing goals and visual management

Low efficiency Low motivation

Shop Floor

Responsible person

To define

Visual Management and Bonus Strategy

Organize WIP and tools

Large WIP and waiting time

Shop Floor

5S responsible

To define

5S Application

Production Control

Unnecessary Movement Lack of efficiency control Lack of performance indicators

Manufacturing Line

Responsible person

To define

Create personalized excel program

Control Quality

Lack of quality practices

Shop Floor

Head of section

To define

Implement quality control practices

Areas Where Changes Have Been Made

Majority (78) of the companies said that changes in product design and manufacturing process occurred in their organization as a result of lean implementation 44 respondents indicated a change in supplier networks and theremaining (22) focused on factory management followed by inbound logistics (11) and outbound logistics (11)

In addition companies mentioned a variety of changes that took place within their organizations These include

1048696 cultural change1048696 education of workers and suppliers1048696 empowerment of employees1048696 commitment of top level managers1048696 relationship with suppliers1048696 rearranging the manufacturing process1048696 creating awareness

Areas of organization where changes were madeSI NO

Areas of changes Percentages

123456

Product designInbound logisticsOutbound logisticsManufacturing ProcessesSupplier networkFactory management

781111784422

Lean production reduces all forms of non-value added activities in organizations and improves its performance From the analysis of the data collected it appears that companies that adopt lean manufacturing as a working philosophy within their organizations can make significant improvement in terms of their operational performance even if it is in a modified format that best suits their particular business culture It is obvious that there are strong benefits to be gained from implementing a lean manufacturing culture as demonstrated by the companies in this study

Reduction in unit production costCompany Before

Lean($)

After Lean($)

Reduction($)

As a

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

850110440100140350087-450

700900320800130300084-300

150200120200010050003-150

1761812722007114234-333

The amount of time (hourminutes) to accomplish standard work sequence for making a product

1

30deg c

21 3 4 6 75

30 min

90 deg c

Drained

89 10

60 deg c

80 deg c

10 min

10 min

DrainedDrained

Company Before Lean(minutes)

After Lean(minutes)

Reduction(minutes)

of reduction

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

603055755060506040

401549603940404035

201506151120102005

335011202233203313

Note The percentages have been rounded to nearest figure

Conclusion Implementation of lean manufacturing in a garment

manufacturing company is carried out by this To implemented in a Bangladeshi garment manufacturing company For the first few weeks we tried to learn the processes in the garments finishing department Then study and analysis those processes are performed using some lean manufacturing tools and techniques and found some problems Eventually some layouts and process flows are proposed that improves the productivity and reduces cost The better utilization of manpower and factory floor space is also ensured by implementing the proposed layout At the same time proposals 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 These techniques can be implemented in any garment manufacturing company and it will help them to improve the productivity at same level of resources

Reference

Karim S (2009) The Impact of Just-in-Time Production Practices on Organizational Performance in the Garments and Textiles Industries in Bangladesh Doctoral Thesis Dhaka University

Lean thinking international journal volume3 issue2 december 12Asstprofes sor Gandhigra Rural University ndhigramIndiasenthilb1980gmailcom

F A Abdulmalek J Rajgopal Analyzing the benefits of lean manufacturing and value stream mapping via simulation A process sector case study International Journal of Production Economics 107 223-236 2007

Ripon Kumar Chakrabortty et al Study and Implementation of Lean enwikipediaorgwikilean wwwApplication Of Lean Manufacturing Tools In Garments

Productionhtml

Lean Design and Implementation

This chapter represents the implementation phase of the project Here the reader is elucidated through an action plan using the 5W1H technique to solve the identified problems following a description of its implementation as for the changes in layout the implemented program visual management applications and implementation of 5S program quality management practices or group technology

Action Design After an analysis to the companyrsquos current productive

system we resorted to the 5W1H technique to find solutions to the problems identified also defining an action plan to be applied This plan is shown in the next table

Action Plan TableWhat Why Where Who Whe

n How

Reduce transports

Unnecessary Transport

Shop Floor

Responsible person

To define

Layout Change

Establishing goals and visual management

Low efficiency Low motivation

Shop Floor

Responsible person

To define

Visual Management and Bonus Strategy

Organize WIP and tools

Large WIP and waiting time

Shop Floor

5S responsible

To define

5S Application

Production Control

Unnecessary Movement Lack of efficiency control Lack of performance indicators

Manufacturing Line

Responsible person

To define

Create personalized excel program

Control Quality

Lack of quality practices

Shop Floor

Head of section

To define

Implement quality control practices

Areas Where Changes Have Been Made

Majority (78) of the companies said that changes in product design and manufacturing process occurred in their organization as a result of lean implementation 44 respondents indicated a change in supplier networks and theremaining (22) focused on factory management followed by inbound logistics (11) and outbound logistics (11)

In addition companies mentioned a variety of changes that took place within their organizations These include

1048696 cultural change1048696 education of workers and suppliers1048696 empowerment of employees1048696 commitment of top level managers1048696 relationship with suppliers1048696 rearranging the manufacturing process1048696 creating awareness

Areas of organization where changes were madeSI NO

Areas of changes Percentages

123456

Product designInbound logisticsOutbound logisticsManufacturing ProcessesSupplier networkFactory management

781111784422

Lean production reduces all forms of non-value added activities in organizations and improves its performance From the analysis of the data collected it appears that companies that adopt lean manufacturing as a working philosophy within their organizations can make significant improvement in terms of their operational performance even if it is in a modified format that best suits their particular business culture It is obvious that there are strong benefits to be gained from implementing a lean manufacturing culture as demonstrated by the companies in this study

Reduction in unit production costCompany Before

Lean($)

After Lean($)

Reduction($)

As a

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

850110440100140350087-450

700900320800130300084-300

150200120200010050003-150

1761812722007114234-333

The amount of time (hourminutes) to accomplish standard work sequence for making a product

1

30deg c

21 3 4 6 75

30 min

90 deg c

Drained

89 10

60 deg c

80 deg c

10 min

10 min

DrainedDrained

Company Before Lean(minutes)

After Lean(minutes)

Reduction(minutes)

of reduction

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

603055755060506040

401549603940404035

201506151120102005

335011202233203313

Note The percentages have been rounded to nearest figure

Conclusion Implementation of lean manufacturing in a garment

manufacturing company is carried out by this To implemented in a Bangladeshi garment manufacturing company For the first few weeks we tried to learn the processes in the garments finishing department Then study and analysis those processes are performed using some lean manufacturing tools and techniques and found some problems Eventually some layouts and process flows are proposed that improves the productivity and reduces cost The better utilization of manpower and factory floor space is also ensured by implementing the proposed layout At the same time proposals 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 These techniques can be implemented in any garment manufacturing company and it will help them to improve the productivity at same level of resources

Reference

Karim S (2009) The Impact of Just-in-Time Production Practices on Organizational Performance in the Garments and Textiles Industries in Bangladesh Doctoral Thesis Dhaka University

Lean thinking international journal volume3 issue2 december 12Asstprofes sor Gandhigra Rural University ndhigramIndiasenthilb1980gmailcom

F A Abdulmalek J Rajgopal Analyzing the benefits of lean manufacturing and value stream mapping via simulation A process sector case study International Journal of Production Economics 107 223-236 2007

Ripon Kumar Chakrabortty et al Study and Implementation of Lean enwikipediaorgwikilean wwwApplication Of Lean Manufacturing Tools In Garments

Productionhtml

Action Plan TableWhat Why Where Who Whe

n How

Reduce transports

Unnecessary Transport

Shop Floor

Responsible person

To define

Layout Change

Establishing goals and visual management

Low efficiency Low motivation

Shop Floor

Responsible person

To define

Visual Management and Bonus Strategy

Organize WIP and tools

Large WIP and waiting time

Shop Floor

5S responsible

To define

5S Application

Production Control

Unnecessary Movement Lack of efficiency control Lack of performance indicators

Manufacturing Line

Responsible person

To define

Create personalized excel program

Control Quality

Lack of quality practices

Shop Floor

Head of section

To define

Implement quality control practices

Areas Where Changes Have Been Made

Majority (78) of the companies said that changes in product design and manufacturing process occurred in their organization as a result of lean implementation 44 respondents indicated a change in supplier networks and theremaining (22) focused on factory management followed by inbound logistics (11) and outbound logistics (11)

In addition companies mentioned a variety of changes that took place within their organizations These include

1048696 cultural change1048696 education of workers and suppliers1048696 empowerment of employees1048696 commitment of top level managers1048696 relationship with suppliers1048696 rearranging the manufacturing process1048696 creating awareness

Areas of organization where changes were madeSI NO

Areas of changes Percentages

123456

Product designInbound logisticsOutbound logisticsManufacturing ProcessesSupplier networkFactory management

781111784422

Lean production reduces all forms of non-value added activities in organizations and improves its performance From the analysis of the data collected it appears that companies that adopt lean manufacturing as a working philosophy within their organizations can make significant improvement in terms of their operational performance even if it is in a modified format that best suits their particular business culture It is obvious that there are strong benefits to be gained from implementing a lean manufacturing culture as demonstrated by the companies in this study

Reduction in unit production costCompany Before

Lean($)

After Lean($)

Reduction($)

As a

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

850110440100140350087-450

700900320800130300084-300

150200120200010050003-150

1761812722007114234-333

The amount of time (hourminutes) to accomplish standard work sequence for making a product

1

30deg c

21 3 4 6 75

30 min

90 deg c

Drained

89 10

60 deg c

80 deg c

10 min

10 min

DrainedDrained

Company Before Lean(minutes)

After Lean(minutes)

Reduction(minutes)

of reduction

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

603055755060506040

401549603940404035

201506151120102005

335011202233203313

Note The percentages have been rounded to nearest figure

Conclusion Implementation of lean manufacturing in a garment

manufacturing company is carried out by this To implemented in a Bangladeshi garment manufacturing company For the first few weeks we tried to learn the processes in the garments finishing department Then study and analysis those processes are performed using some lean manufacturing tools and techniques and found some problems Eventually some layouts and process flows are proposed that improves the productivity and reduces cost The better utilization of manpower and factory floor space is also ensured by implementing the proposed layout At the same time proposals 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 These techniques can be implemented in any garment manufacturing company and it will help them to improve the productivity at same level of resources

Reference

Karim S (2009) The Impact of Just-in-Time Production Practices on Organizational Performance in the Garments and Textiles Industries in Bangladesh Doctoral Thesis Dhaka University

Lean thinking international journal volume3 issue2 december 12Asstprofes sor Gandhigra Rural University ndhigramIndiasenthilb1980gmailcom

F A Abdulmalek J Rajgopal Analyzing the benefits of lean manufacturing and value stream mapping via simulation A process sector case study International Journal of Production Economics 107 223-236 2007

Ripon Kumar Chakrabortty et al Study and Implementation of Lean enwikipediaorgwikilean wwwApplication Of Lean Manufacturing Tools In Garments

Productionhtml

Areas Where Changes Have Been Made

Majority (78) of the companies said that changes in product design and manufacturing process occurred in their organization as a result of lean implementation 44 respondents indicated a change in supplier networks and theremaining (22) focused on factory management followed by inbound logistics (11) and outbound logistics (11)

In addition companies mentioned a variety of changes that took place within their organizations These include

1048696 cultural change1048696 education of workers and suppliers1048696 empowerment of employees1048696 commitment of top level managers1048696 relationship with suppliers1048696 rearranging the manufacturing process1048696 creating awareness

Areas of organization where changes were madeSI NO

Areas of changes Percentages

123456

Product designInbound logisticsOutbound logisticsManufacturing ProcessesSupplier networkFactory management

781111784422

Lean production reduces all forms of non-value added activities in organizations and improves its performance From the analysis of the data collected it appears that companies that adopt lean manufacturing as a working philosophy within their organizations can make significant improvement in terms of their operational performance even if it is in a modified format that best suits their particular business culture It is obvious that there are strong benefits to be gained from implementing a lean manufacturing culture as demonstrated by the companies in this study

Reduction in unit production costCompany Before

Lean($)

After Lean($)

Reduction($)

As a

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

850110440100140350087-450

700900320800130300084-300

150200120200010050003-150

1761812722007114234-333

The amount of time (hourminutes) to accomplish standard work sequence for making a product

1

30deg c

21 3 4 6 75

30 min

90 deg c

Drained

89 10

60 deg c

80 deg c

10 min

10 min

DrainedDrained

Company Before Lean(minutes)

After Lean(minutes)

Reduction(minutes)

of reduction

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

603055755060506040

401549603940404035

201506151120102005

335011202233203313

Note The percentages have been rounded to nearest figure

Conclusion Implementation of lean manufacturing in a garment

manufacturing company is carried out by this To implemented in a Bangladeshi garment manufacturing company For the first few weeks we tried to learn the processes in the garments finishing department Then study and analysis those processes are performed using some lean manufacturing tools and techniques and found some problems Eventually some layouts and process flows are proposed that improves the productivity and reduces cost The better utilization of manpower and factory floor space is also ensured by implementing the proposed layout At the same time proposals 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 These techniques can be implemented in any garment manufacturing company and it will help them to improve the productivity at same level of resources

Reference

Karim S (2009) The Impact of Just-in-Time Production Practices on Organizational Performance in the Garments and Textiles Industries in Bangladesh Doctoral Thesis Dhaka University

Lean thinking international journal volume3 issue2 december 12Asstprofes sor Gandhigra Rural University ndhigramIndiasenthilb1980gmailcom

F A Abdulmalek J Rajgopal Analyzing the benefits of lean manufacturing and value stream mapping via simulation A process sector case study International Journal of Production Economics 107 223-236 2007

Ripon Kumar Chakrabortty et al Study and Implementation of Lean enwikipediaorgwikilean wwwApplication Of Lean Manufacturing Tools In Garments

Productionhtml

Areas of organization where changes were madeSI NO

Areas of changes Percentages

123456

Product designInbound logisticsOutbound logisticsManufacturing ProcessesSupplier networkFactory management

781111784422

Lean production reduces all forms of non-value added activities in organizations and improves its performance From the analysis of the data collected it appears that companies that adopt lean manufacturing as a working philosophy within their organizations can make significant improvement in terms of their operational performance even if it is in a modified format that best suits their particular business culture It is obvious that there are strong benefits to be gained from implementing a lean manufacturing culture as demonstrated by the companies in this study

Reduction in unit production costCompany Before

Lean($)

After Lean($)

Reduction($)

As a

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

850110440100140350087-450

700900320800130300084-300

150200120200010050003-150

1761812722007114234-333

The amount of time (hourminutes) to accomplish standard work sequence for making a product

1

30deg c

21 3 4 6 75

30 min

90 deg c

Drained

89 10

60 deg c

80 deg c

10 min

10 min

DrainedDrained

Company Before Lean(minutes)

After Lean(minutes)

Reduction(minutes)

of reduction

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

603055755060506040

401549603940404035

201506151120102005

335011202233203313

Note The percentages have been rounded to nearest figure

Conclusion Implementation of lean manufacturing in a garment

manufacturing company is carried out by this To implemented in a Bangladeshi garment manufacturing company For the first few weeks we tried to learn the processes in the garments finishing department Then study and analysis those processes are performed using some lean manufacturing tools and techniques and found some problems Eventually some layouts and process flows are proposed that improves the productivity and reduces cost The better utilization of manpower and factory floor space is also ensured by implementing the proposed layout At the same time proposals 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 These techniques can be implemented in any garment manufacturing company and it will help them to improve the productivity at same level of resources

Reference

Karim S (2009) The Impact of Just-in-Time Production Practices on Organizational Performance in the Garments and Textiles Industries in Bangladesh Doctoral Thesis Dhaka University

Lean thinking international journal volume3 issue2 december 12Asstprofes sor Gandhigra Rural University ndhigramIndiasenthilb1980gmailcom

F A Abdulmalek J Rajgopal Analyzing the benefits of lean manufacturing and value stream mapping via simulation A process sector case study International Journal of Production Economics 107 223-236 2007

Ripon Kumar Chakrabortty et al Study and Implementation of Lean enwikipediaorgwikilean wwwApplication Of Lean Manufacturing Tools In Garments

Productionhtml

Reduction in unit production costCompany Before

Lean($)

After Lean($)

Reduction($)

As a

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

850110440100140350087-450

700900320800130300084-300

150200120200010050003-150

1761812722007114234-333

The amount of time (hourminutes) to accomplish standard work sequence for making a product

1

30deg c

21 3 4 6 75

30 min

90 deg c

Drained

89 10

60 deg c

80 deg c

10 min

10 min

DrainedDrained

Company Before Lean(minutes)

After Lean(minutes)

Reduction(minutes)

of reduction

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

603055755060506040

401549603940404035

201506151120102005

335011202233203313

Note The percentages have been rounded to nearest figure

Conclusion Implementation of lean manufacturing in a garment

manufacturing company is carried out by this To implemented in a Bangladeshi garment manufacturing company For the first few weeks we tried to learn the processes in the garments finishing department Then study and analysis those processes are performed using some lean manufacturing tools and techniques and found some problems Eventually some layouts and process flows are proposed that improves the productivity and reduces cost The better utilization of manpower and factory floor space is also ensured by implementing the proposed layout At the same time proposals 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 These techniques can be implemented in any garment manufacturing company and it will help them to improve the productivity at same level of resources

Reference

Karim S (2009) The Impact of Just-in-Time Production Practices on Organizational Performance in the Garments and Textiles Industries in Bangladesh Doctoral Thesis Dhaka University

Lean thinking international journal volume3 issue2 december 12Asstprofes sor Gandhigra Rural University ndhigramIndiasenthilb1980gmailcom

F A Abdulmalek J Rajgopal Analyzing the benefits of lean manufacturing and value stream mapping via simulation A process sector case study International Journal of Production Economics 107 223-236 2007

Ripon Kumar Chakrabortty et al Study and Implementation of Lean enwikipediaorgwikilean wwwApplication Of Lean Manufacturing Tools In Garments

Productionhtml

The amount of time (hourminutes) to accomplish standard work sequence for making a product

1

30deg c

21 3 4 6 75

30 min

90 deg c

Drained

89 10

60 deg c

80 deg c

10 min

10 min

DrainedDrained

Company Before Lean(minutes)

After Lean(minutes)

Reduction(minutes)

of reduction

1 Fashion Point Ltd2 Texas Fashion Ltd3 Beximco Fashions Ltd4 Shanta Industries Ltd5 DADA(Savar) Ltd6 Shata WashWorks Ltd7 Armana Fashions Ltd8 Shanta Denims Ltd9 PAXAR Bangladesh Ltd

603055755060506040

401549603940404035

201506151120102005

335011202233203313

Note The percentages have been rounded to nearest figure

Conclusion Implementation of lean manufacturing in a garment

manufacturing company is carried out by this To implemented in a Bangladeshi garment manufacturing company For the first few weeks we tried to learn the processes in the garments finishing department Then study and analysis those processes are performed using some lean manufacturing tools and techniques and found some problems Eventually some layouts and process flows are proposed that improves the productivity and reduces cost The better utilization of manpower and factory floor space is also ensured by implementing the proposed layout At the same time proposals 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 These techniques can be implemented in any garment manufacturing company and it will help them to improve the productivity at same level of resources

Reference

Karim S (2009) The Impact of Just-in-Time Production Practices on Organizational Performance in the Garments and Textiles Industries in Bangladesh Doctoral Thesis Dhaka University

Lean thinking international journal volume3 issue2 december 12Asstprofes sor Gandhigra Rural University ndhigramIndiasenthilb1980gmailcom

F A Abdulmalek J Rajgopal Analyzing the benefits of lean manufacturing and value stream mapping via simulation A process sector case study International Journal of Production Economics 107 223-236 2007

Ripon Kumar Chakrabortty et al Study and Implementation of Lean enwikipediaorgwikilean wwwApplication Of Lean Manufacturing Tools In Garments

Productionhtml

Conclusion Implementation of lean manufacturing in a garment

manufacturing company is carried out by this To implemented in a Bangladeshi garment manufacturing company For the first few weeks we tried to learn the processes in the garments finishing department Then study and analysis those processes are performed using some lean manufacturing tools and techniques and found some problems Eventually some layouts and process flows are proposed that improves the productivity and reduces cost The better utilization of manpower and factory floor space is also ensured by implementing the proposed layout At the same time proposals 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 These techniques can be implemented in any garment manufacturing company and it will help them to improve the productivity at same level of resources

Reference

Karim S (2009) The Impact of Just-in-Time Production Practices on Organizational Performance in the Garments and Textiles Industries in Bangladesh Doctoral Thesis Dhaka University

Lean thinking international journal volume3 issue2 december 12Asstprofes sor Gandhigra Rural University ndhigramIndiasenthilb1980gmailcom

F A Abdulmalek J Rajgopal Analyzing the benefits of lean manufacturing and value stream mapping via simulation A process sector case study International Journal of Production Economics 107 223-236 2007

Ripon Kumar Chakrabortty et al Study and Implementation of Lean enwikipediaorgwikilean wwwApplication Of Lean Manufacturing Tools In Garments

Productionhtml

Reference

Karim S (2009) The Impact of Just-in-Time Production Practices on Organizational Performance in the Garments and Textiles Industries in Bangladesh Doctoral Thesis Dhaka University

Lean thinking international journal volume3 issue2 december 12Asstprofes sor Gandhigra Rural University ndhigramIndiasenthilb1980gmailcom

F A Abdulmalek J Rajgopal Analyzing the benefits of lean manufacturing and value stream mapping via simulation A process sector case study International Journal of Production Economics 107 223-236 2007

Ripon Kumar Chakrabortty et al Study and Implementation of Lean enwikipediaorgwikilean wwwApplication Of Lean Manufacturing Tools In Garments

Productionhtml