NATIONAL INSTITUTE OF FASHION
TECHNOLOGY, MUMBAI
LEAN MANUFACTURING
ASSIGNMENT 2
PROPOSED LEAN TOOLS BEING FOR SAN APPARELS LTD.,
MAGURA, BANGLADESH
SUBMITTED TO: Dr. RASHMI THAKUR
SUBMITTED BY:
AMANDEEP SINGH (BFT/17/L1)
RISHI RAJ (BFT/16/118)
PROPOSED LEAN TOOLS BEING FOR SAN APPARELS
1. 5S
Organize the work area:
Sort (eliminate that which is not needed)
Set In Order (organize remaining items)
Shine (clean and inspect work area)
Standardize (write standards for above)
Sustain (regularly apply the standards)
It eliminates waste that results from a poorly organized work area (e.g. wasting
time looking for a tool).
Need of the tool:
o In SAN Apparels the waste is neither segregated nor sorted. In al three cutting,
sewing and finishing section one can find the panels and products for the order
which is not currently running or even the over-production and defected pieces
can also be found on the floor.
o A messy, cluttered space can lead to mistakes, slowdowns in production, and
even accidents, all of which interrupt operations and negatively impact a
company.
o By having a systematically organized facility, a company increases the
likelihood that production will occur exactly as it should.
o Also all the persons related to the production should be on the same page and
everybody’s involvement is important for 5’S.
Steps of implementation:
Sort
We are required to go through all the tools, furniture, materials, equipment in
the work area to determine what needs to be present and what can be removed.
Then ask the following questions :
What is the purpose of this item?
When was this item last used?
How frequently is it used?
Who uses it?
Does it really need to be here?
These questions will help in determining the value of each item and will tell
which items are actually required. The items which are found not essential can
be:
Given to a different department
Recycle/throw away/sell
Put into storage
Set in Order
Once the extra items are gone, it is easier to see what is what. Now different
strategies can be thought of for sorting through the remaining items.
o Which people (or workstations) use which items?
o When are items used?
o Which items are used most frequently?
o Should items be grouped by type?
o Where would it be most logical to place items?
o Would some placements be more ergonomic for workers than others?
o Would some placements cut down on unnecessary motion?
o Are more storage containers necessary to keep things organized?
Everyone should determine what arrangements are most logical. This will
require thinking through tasks, the frequency of those tasks, the paths people
take through the space.
Shine
It can be done by cleaning up the work area, which means sweeping, mopping,
dusting, wiping down surfaces, putting tools and materials away, performing
regular maintenance on equipment and machinery.
Standardize
Now all the extra stuff is gone, everything is organized, spaces are cleaned,
and equipment is in good working order. Standardize will systematizes
everything that just happened and turns one-time efforts into habits.
Standardize assigns regular tasks, creates schedules, and posts instructions
so these activities become routines. It makes standard operating
procedures for 5S so that orderliness doesn't fall by the wayside.
Sustain
Once standard procedures for 5S are in place, unit must perform the ongoing
work of maintaining those procedures and updating them as necessary. Sustain
refers to the process of keeping 5S running smoothly, but also of keeping
everyone in the organization involved. Managers need to participate, as do
employees out on the manufacturing floor, in the warehouse, or in the office.
2. Kaizen (Continuous Improvement)
A strategy where employees work together proactively to achieve regular, incremental
improvements in the manufacturing process.
Combines the collective talents of a company to create an engine for continually
eliminating waste from manufacturing processes.
Need of the tool:
In SAN Apparels mistakes are being repeated again and again. It
happens often that the mistake occurred in previous order is repeated
again in the order.
Also improvement in productivity, effectiveness, safety, and waste
reduction is also required in the unit.
Steps of implementation:
The unit need to look at the following factors:
o Less waste – inventory is used more efficiently as are employee skills.
o People are more satisfied – they have a direct impact on the way things are
done.
o Improved commitment – team members have more of a stake in their job and
are more inclined to commit to doing a good job.
o Improved retention – satisfied and engaged people are more likely to stay.
o Improved competitiveness – increases in efficiency tend to contribute to
lower costs and higher quality products.
o Improved consumer satisfaction – coming from higher quality products with
fewer faults.
o Improved problem solving – looking at processes from a solutions
perspective allows employees to solve problems continuously.
o Improved teams – working together to solve problems helps build and
strengthen existing teams.
After analysing the above factors following things are needed to be done:
Keeping a ideas log of things that seem inefficient or that unit like to improve.
It's often easier to spot these at the moment and then these are forgotten. So
these should be written so that work can be done on them.
Once a month, spend some time identifying areas where there is "waste" in the
way you or your team is working. Use the ideas log as input, but also think
about the wider picture and overall ways of working. Go through each of the
types of waste listed above as a checklist. How could "waste" be eliminated.
How could things be improved
Plan out when unit is going to make these changes.
If the changes affect others, unit should consult them about the new
arrangements, and listen to their comments
3. Single-Minute Exchange of Dies (SMED)
Reduce setup (changeover) time to less than 10 minutes. Techniques include:
Convert setup steps to be external (performed while the process is running)
Simplify internal setup (e.g. replace bolts with knobs and levers)
Eliminate non-essential operations
Create Standardized Work instructions
Enables manufacturing in smaller lots, reduces inventory, and improves customer
responsiveness.
Need of the tool:
A lot time is wasted when style changes in the sewing lines.
All the people get involved in line mapping and balancing for the new
style and they get unavailable for other work.
Operators remain unutilized
Productivity loss in starting few hours after line is being set up for the
new style
Steps of implementation:
Identify The Process
Identify the focus area.
The changeover should be long enough where there is room for improvement
There has historically been a lot of variance in the past in changeover times
The operation is done frequently
The process has been a bottleneck in the overall operation, meaning changes
will have immediate impact
Identify Elements
Make a video to analyse and identify areas for improvement. Each element of the
process should be quantified by the amount of time it takes as well as the cost. The
process is then mapped out by each individual element, those involving both human
and machine activities.
Separate External Elements
All elements of the operation that are external should be separated. This includes
elements that are currently internal but can be made external. On each element, it
should be asked: can this be done while the equipment or process is running? If so it
should be accomplished before the actual changeover takes place.
Convert Internal to External
Any element that can be moved to external should now be moved. Prioritize the list so
that the elements with the most potential impact on reducing time and cost are acted
on first. This involves advanced preparation on many elements. It also could involve
reconfiguring machinery or investing in extra machinery that can handle an external
element while the main process is still running.
Streamline
The internal elements should be simplified to take less time. Every single element must
be considered. This also can involve new equipment or modification of existing
equipment to make changeovers run smoother and faster. Also keep in mind
to eliminate wasted motion or time spent waiting.
4. Six Big Losses
Six categories of productivity loss that are almost universally experienced in
manufacturing:
Breakdowns
Setup/Adjustments
Small Stops
Reduced Speed
Start-up Rejects
Production Rejects
Provides a framework for attacking the most common causes of waste in
manufacturing.
Need of the tool:
There were many stops during the course of production due to
unplanned meetings called up by line supervisors.
Rejection rate was high when there was change in style.
Due to absenteeism, the changed operator gives less production speed.
Lot of rework is done.
Steps of implementation:
Monitor the Constraint
Every manufacturing process has a constraint. Measure Six Big Losses at the
constraint and focus your improvement efforts to improve the constraint.
Don’t Hide Loss
Time that can be used for value-added production (i.e., manufacturing to meet
customer need as opposed to manufacturing for inventory) should be used for value-
added production. If it is not – that time should be categorized as a loss. Rework is
also a loss.
Standardize Changeover Time Measurement
Measure changeover time accurately and consistently by standardizing the
measurement. It is usually measured as the time between the last good part of the
prior run to the first good part of the next run. Unit should define its own standard –
the important thing is to be consistent.
Create a Six Big Loss Rulebook
Consistency is important when using the Six Big Losses as a benchmark) or as a
baseline (comparing over time). Create written standards to ensure consistency.
5. Total Productive Maintenance (TPM)
A holistic approach to maintenance that focuses on proactive and preventative
maintenance to maximize the operational time of equipment. TPM blurs the distinction
between maintenance and production by placing a strong emphasis on empowering
operators to help maintain their equipment.
Creates a shared responsibility for equipment that encourages greater involvement by
plant floor workers. In the right environment this can be very effective in improving
productivity (increasing up time, reducing cycle times, and eliminating defects).
Need of the tool:
Machine breakdowns occur regularly.
High rate of rejection.
Once machine is being not in used, it is not taken care of and when it is needed
later it is found to be in poor state and cannot be used.
Steps of implementation:
PREPARATORY STAGE :
Announcement by Management to all about TPM introduction in the
organization :
Proper understanding, commitment and active involvement of the top management in
needed for this step. Senior management should have awareness programmes, after
which announcement is made to all. Publish it in the house magazine and put it in the
notice board. Send a letter to all concerned individuals if required.
Initial education and propaganda for TPM :
Training is to be done based on the need. Some need intensive training and some just
an awareness. Take people who matters to places where TPM already successfully
implemented.
Setting up TPM and departmental committees :
TPM includes improvement, autonomous maintenance, quality maintenance etc., as
part of it. When committees are set up it should take care of all those needs.
Establishing the TPM working system and target :
Now each area is benchmarked and fix up a target for achievement.
INTRODUCTION STAGE
In this stage all stakeholders should be present. Suppliers as they should know that
we want quality supply from them. Related companies and affiliated companies who
can be our customers, concerns etc. Some may learn from us and some can help us
and customers will get the communication from us that we care for quality output.
IMPLEMENTATION
In this stage eight activities are carried which are called eight pillars in the development
of TPM activity. Of these four activities are for establishing the system for production
efficiency, one for initial control system of new products and equipment, one for
improving the efficiency of administration and are for control of safety, sanitation as
working environment.
1. Autonomous Maintenance
2. Focused Improvement
3. Planned Maintenance
4. Quality management
5. Early/equipment management
6. Education and Training
7. Administrative & office TPM
8. Safety Health Environmental conditions
REFERENCE
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