LEAN MANUFACTURING

IMPLEMENTATION OF KAIZEN IN THE GARMENT INDUSTRY

Assignment -1

Submitted To: Submitted By:

Mr Yuvraj Garg, Aastha Arora
NIFT, Jodhpur Amitoj Narula
Kajal Singh
BFT – V
 KAIZEN

• Kaizen (改善) is the Sino-Japanese word for "improvement".

• It is a continuous improvement of process, considered to be the
building block of all lean production methods.
• The principle behind is that, a very large of small improvements are
more effective in an organizational environment than a few
improvement of large value.

• The term comes from Gemba Kaizen meaning ‘Continuous

Improvement’ (CI).
• Continuous Improvement is one of the core strategies for excellence
in production, and is considered vital in today’s competitive
environment.
• Introduced and applied by Imai in 1986 to improve efficiency,
productivity and competitiveness in Toyota.
 FUNCTION OF KAIZEN

Two functions related to the executable work are

distinguished in Japan:
 Maintenance of the existing condition relying on the
operations related to complying with current
standard of technology and management,

 Improvement of the existing condition-kaizen, being

the function playing the main role while the
procedures and instructions are strictly implemented.
APPLICATION OF KAIZEN PROCESS

 Definition of the improvement area,

 Analysis and selection of the key problem,
 Identification of the cause of improvement,
 Planning the remedial Centre measures,
 Implementation of the improving project,
 Measuring, analyzing and comparison of the
results,
 Standardization.
TECHNIQUES CONNECTED WITH
KAIZEN

TPM

KAIZEN

5
PDCA
WHY
INSTRUMENT OF QUALITY
CONTROL
 Pareto diagram, reasons and results diagram (so
called Ishikawa diagram), histogram, scheme,
punctual diagram, check card most often with x-R
diagram,

 POKA-YOKE (ERROR PROOF)

Poka-yoke solutions find application in stable processes
and enable to drop of frequency of defects for six sigma
level,
OBJECTIVES OF KAIZEN

 To improve line efficiency.

 To reduce waste.
 To reduce DHU.
 To increase 5S score.
 To apply standard operation procedure (SOP) for all
operators by eliminating non-value added activities
 METHODOLOGY

 Collecting existing data including taking time calculation of

existing line.
 Balancing line by reducing non-value added activities
Identifying top 5 defects of current sewing line by root cause
analysis and taking corrective action to reduce these top 5
defects.
 Auditing 5S of existing layout, taking corrective action.
Auditing 5S after Kaizen implementation.
 Calculating the improvement in line efficiency and defect
reduction after implementing continuous corrective action
known as Kaizen through 5 days of observation.
KAIZEN UMBRELLA
CASE STUDY 1
By Saima Akter, Farasat Raiyan Yasmin, Md. Ariful
Ferdous
Kaizen: for continuous improvement
of productivity in Garment Industry
in Bangladesh

 The ultimate objective of this case study is to increase

efficiency and productivity in sewing floor of luggage
manufacturing plant through system simplification.
 Before implementing Kaizen the existing data and
layout were analyzed.
 The time study sheet for a sewing line named line 13
and SMV are listed in the following table.
 Here 10% allowance is considered. ISO specifies
minimum 10% allowance for the entire operator.
TIME STUDY FOR DIFFERENT
WORKERS
PLAN-DO-CHECK-ACT CYCLE

•Plans were made to •Some changes were

improve operation, the implemented on small
problems were identified scale.
and ideas were made to
solve those problems.

DO
PLAN

ACT CHECK
•Then we act promptly to • By checking through
implement the changes Data check sheets and
though process graphical analysis we
standardization. were confirmed that plan
and action will bring
desired result.
STANDARD OPERATION PROCEDURE

 Creating Standard Operation:

1. Conducts cycle time analysis
2. Check documents each standard operation
3. Display the document
4. Ensures that all operators are trained
 The objective of SOP is to prepare standard operation sheet for all
operation and machine. To standardize operation procedure time study is
require observing the existing method of processes.
 Then analyzing the processes slowly and eliminate the unnecessary
movement to standardized the method of processes.
 A standard method of process was analyzed by the line supervisor. Then
the ways or methods of processing were documented.
 If the operators follow those methods properly, the non-value added time
will be reduced as well as the cycle time within taken time.
 CYCLE TIME BALANCING

 After implementing SOP the non-value added activity is reduced

as a result the process becomes standardized. Before analyzing
the existing layout the taken time of the line 13 was calculated.
Taken time is the time which is precisely matches production to
customer demand.

𝑁𝑒𝑡 𝑂𝑝𝑒𝑟𝑎𝑡𝑖𝑛𝑔 𝑇𝑖𝑚𝑒

𝑇𝑎𝑘𝑒𝑛 𝑇𝑖𝑚𝑒 =
𝐵𝑢𝑦𝑒𝑟 𝐷𝑒𝑚𝑎𝑛𝑑
 Here, order quantity by buyer= 6000 pcs & day in hand is 20
days=20*8*60 minutes.
20 ∗8∗60
𝑇𝑎𝑘𝑒𝑛 𝑇𝑖𝑚𝑒 =
6000
= 1.6 minute
 Total cycle time limit (TTL) = Total value added activity (VA) +
Total non-value added activity
EXISTING 5S SCORE
5S SCORE AFTER KAIZEN
IMPLEMENTATION
 WASTE REDUCTION
 The main objective of lean is to reduce wastes. If sewing floor defective
garments are regarded as wastes. So, if defects are reduced wastes are
also reduced. It also improves quality and efficiency of garments.
 There are different types of defects in sewing floors. Some defects are
given below:
 Stitch density uneven  Binding damage
 Down stitch  Bad thread tension
 Open stitch  Webbing damage
 Wrinkle  Pleat
 Uneven stitch  Broken stitch
 Piping damage  Zipper waviness
 Wrong insertion of puller  Over stitch
 Loose thread  Stitch on bending head.
WASTE REDUCTION

FAULT DISPLAY BOARD CAUSE & EFFECT

CORRECTIVE ACTION
EFFICIENCY CALCULATION

 Efficiency is the comparison of what is actually

produced or performed with what can be achieved. In
general efficiency is the percentage of output by input.
In sewing floor the equation for efficiency is given
below:
𝑇𝑜𝑡𝑎𝑙 𝑂𝑢𝑡𝑝𝑢𝑡 𝑝𝑒𝑟 𝑙𝑖𝑛𝑒 𝑝𝑒𝑟 𝑑𝑎𝑦 ∗ 𝑆𝑀𝑉
 𝐸𝑓𝑓𝑖𝑐𝑖𝑒𝑛𝑐𝑦 = 𝑇𝑜𝑡𝑎𝑙 𝑤𝑜𝑟𝑘 𝐹𝑜𝑟𝑐𝑒 ∗𝑇𝑂𝑡𝑙𝑎 𝑂𝑝𝑒𝑟𝑎𝑡𝑖𝑛𝑔 𝑚𝑖𝑛𝑢𝑡𝑒 𝑝𝑒𝑟 𝑑𝑎𝑦
DHU CALCULATIONS

 Defects per hundred units (DHU) are the total no of defects

found in all the inspected garments in hundred units. DHU is
considered as the total n of defected point of all defect
garments. DHU means that what are the defects points of
per 100 defects. The equation is given bellow:
RESULTS AND CONCLUSION

 Kaizen implies that strong small, incremental changes

are routinely applied and sustain over a long period
which results in significant improvement. At first, the
plant layout, machine tool arrangement, production
flow, labor skill, work environment of the sewing floor
was taken into observation.
CASE STUDY 2
By Sk. Riad Bin Ashraf , Md. Iqbal Mahmud , Md. Ali
Akram , Dr. A R M Harunur Rashid , M.M. Towfiqur
Rahman , Mahamudul Hasan Tanvir
KAIZEN TOOL FOR PROCESS IMPROVEMENT
AND DEVELOPMENT OF ERGONOMICS
STANDARD IN APPAREL INDUSTRY

 An Apparel Industry was visited and the whole process of that

industry was inspected. They found out that it was very
difficult to identify fabric fault in the initial stage which
caused rejection of quality number of final products and so
there was risk of delivering defective product to the customer.

 Beside that there was an issue in the Sewing line related to

bottleneck. We tried to implement the kaizen tool for process
Enhancement and simultaneously development of ergonomics
Customary.
OBJECTIVE

 Implementation of cut panel inspection table in the

cutting line
 Identify the Fabric fault by means of Kaizen tool to
minimize that problem.
 Minimizing the bottleneck and also increasing the
workers comfort by implementing ergonomic practice.
RESEARCH WORK

 Fabric is the main raw material for apparel industry and

it takes 60-70% of total garment manufacturing cost
 In spite of all efforts the cut panel inspection process
did not justify with 100 percent corrective inspection.
 When the finished products were checked, some
products were rejected due to fabric fault. Upgrading in
cut panel review table was done to minimize the
blunder in defect identification as much as possible.
PROCESS BEFORE KAIZEN

 Some problems were identified in existing process. The

problems are stated below:
 Low checking accuracy
 Human Error in defect identification
 Low lighting facility
 Movement of worker
 Indiscipline in work piece
 Time deletion
 Less work efficiency
 Stress and fatigue of worker
 DEVELOPMENT PROCESS

 A work part was placed on the cutting line table where the cut
pieces were to be inspected. Its lower part was plain and upper
part was about 150 inclined with respect to the table.
 The vertical portion which was attached at rear end of the work
part was used for holding the defect board and instructions for
the Checking Personnel.
 Two steel rods were attached with the vertical portion holding a
light stand. The work part is 4 and ½ feet long and 2 and ½ feet
wide
INTRODUCTION OF DEFECT
BOARD
 A defect board containing small pieces of fabrics with defects
was placed in the vertical portion of the work part.
 The board was precisely useful for the checking personnel to
identify the defects of the fabrics.
 The green color specifies the minor defects that can be
accepted and the red color specifies the major defects to be
rejected.
OTHER IMPROVEMENTS

 LIGHTING FACILITIES
 A fluorescent tube light (40W-250V, 2800 lumen) was placed
above the work part. The high lighting facility gave the worker
more flexibility in identifying fabric defects.
 PERFORMANCE BOARD
 A board was hanged above the table measuring the performance
of the checking personnel. It also helped to identify the
percentage of rejected fabrics. The number of cut pieces of
fabrics checked
AFTER KAIZEN

 The whole improvement process took about 3 months including

previous process analysis, problem identification, problem
solving and documentation. A pilot run of the new process had
been made for 2 months to check the efficiency of the new
process.
IMPROVEMENT ANALYSIS

 The process had been observed for ten months for the
improvement result.
 For the first four months the previous process was observed and in
the next six months when the new process had been implemented,
data of total rejection and fabric fault in final product had been
taken.
 It has been observed that, in the beginning of the implementation
the rejection of final product due to fabric fault has been
increased though it was supposed to decrease.
 But after three months, the fabric fault has been decreased in
about 50 percent than of the previous process, which has been a
milestone for the industry
FINAL READINGS
USAGE OF SHOULDER PAD
GADGET
 Shoulder pad is a type of fabric-covered padding used in men's and women's clothing
to give the wearer the illusion of having broader and less sloping shoulders.
 A shoulder pad gadget is equipment used for holding shoulder pads in a disciplinary
and worker friendly way. Shoulder pads are made in shoulder pad making section
according to the buyer order and Comes to sewing line when production starts.
 During the old process, shoulder pads were kept in a transparent bag beside the left
foot of worker who joint the pads with processing garments like suits, jackets and
overcoats etc. The problems with this process are stated below:
 Time dilation
 Indiscipline in work place
 Increased stress and fatigue of worker
 Difficulty in size selection of shoulder pads
 Error in size selection
 Low work efficiency
 Low production rate
 More space required.
DEVELOPMENT PROCESS
 Frame Making of A Shoulder Pad Gadget:
 A frame was made for holding shoulder Pads. The frame was
made of steel having length of 27 inches, height of 40 inches and
width of 12 inches. There were three segments of boxes in the
frame where in each segment shoulder pads are kept according
to their size (small, medium, large). The capacity is 420 pair of
shoulder pads.
 Air Filled Cylinder:
 A cylinder filled with air was jointed with the frame
through a pipe. The cylinder was 40 inches in height
having a diameter of 10 inches. It had a piston in the top
for controlling air pressure.

 Mechanism of Shoulder Pad Gadget:

 At first shoulder pads are kept according to their size
(small, medium, large) in the frame. Using the piston air
was pushed on to the frame until when the weight of
shoulder pads and air pressure are in equilibrium. When a
worker takes pair of shoulder pad from the gadget the
next pair is automatically pulled up due to air pressure.
 IMPLEMENTATION
 The whole improvement process took about 5 months
including previous process analysis, problem identification,
problem solving and documentation.
 A pilot run of the new process had been made for 1 month to
check the efficiency of the new process.
 The workers now take one pair of shoulder pad for each
operation instead of taking a handful pairs from the bag and
putting them here and there beside the sewing machine
 HANGER BOX DEVELOPMENT
 For reducing movement of the worker, maintaining discipline
in the workplace and most importantly for greater work
efficiency the idea of hanger box is generated.
 In the old process workers were to take hangers from a
basket, where these were kept in much inadvertent way. Many
problems were faced during this process. These are:
 Hangers were not in arranged.
 Workers stress and fatigue were increased. •Dilation of time.
 More space required.
 Decreased workers concentration.
 Decreased workers efficiency.
 Low capacity of hangers.
DESIGN PROCESS & PROTOTYPE

There is a hanger box holder for holding the box right now.
Workers feel very comfortable in taking hangers and efficiency
is highly increased in the new process.
BOTTLE NECK MINIMIZATION

 By implementing these improvements, bottleneck in the

sewing line has been vastly reduced. The capacity of the
whole sewing line has been increased.
 It also reduces operator’s idle time by increasing Operator
utilization by getting extra pieces from the same resources in
defined time.
 Our research works certainly entitle that Kaizen method bring
many benefits like increase in productivity, quality,
promptness, dropping production cycle time, increasing safety,
convenience and comfortable use.
 RESULTS AND CONCLUSION
 After implementing shoulder pad gadget the productivity has
been simultaneously increased. It has been identified that
production rate is increased about 60 pieces per day. Data
have been taken for a week to observe the improvement
REFERENCES

 THE PRACTICE OF KAIZEN TOOL IN THE APPAREL

INDUSTRY OF BANGLADESH FOR PROCESS IMPROVEMENT
AND DEVELOPMENT OF ERGONOMICS STANDARD
Sk. Riad Bin Ashraf 1, Md. Iqbal Mahmud 2, Md. Ali
Akram 3, Dr. A R M Harunur Rashid 4, M.M. Towfiqur
Rahman 5, Mahamudul Hasan Tanvir 6
 Implementation of kaizen for continuous improvement
of productivity in garment industry in Bangladesh
Saima Akter,a Farasat Raiyan Yasmin,b Md. Ariful
Ferdousc
THANK YOU!