LEAN

MANAGEMENT

JURY REPORT
ON
IMPLEMENTATION OF LEAN TOOLS

SUBMITTED BY:
PRITHA MITRA
SAKSHI AGARWAL
Content

S.NO. Topic

1. Definition of lean

2. Kind of Wastes

3. Benefits of lean manufacturing

4. Company profile

5. Different tools and

implementations
6. Conclusion

7. References
1. Definition of Lean
The popular definition of Lean Manufacturing and the Toyota Production System usually
consists of the following (Wilson, 2009, p. 29-30).

1. It is a comprehensive set of techniques which when combined allows you to reduce and
eliminate the wastes. This will make the company leaner, more flexible and more responsive
by reducing waste.
2. Lean is the systematic approach to identifying and eliminating waste through continuous
improvement by flowing the product or service at the pull of your customer in pursuit of
perfection (Nash, Poling and Ward, 2006, p. 17).
According to (Drew et al., 2004, p 25) the lean operating system consists of the following:
• A lean operating system follows certain principles to deliver value to the customer while
minimizing all forms of loss.
• Each value stream within the operating system must be optimized individually from end to
end.
• Lean tools and techniques are applied selectively to eliminate the three sources of loss:
waste, variability and inflexibility.
Thus the organization who wants to implement lean should have strong customer focus,
should be willing to remove wastes from the processes they operate on daily basis and
should have the motivation of growth and survival.

Lean tools
Lean ‘tools’ assist in the identification and steady elimination of waste (muda), the
improvement of quality, and production time and cost reduction. (Figure 1) shows the
common lean tools.

Figure -1
2.Kind of Wastes
According to David Magee, (Magee, 2007, p. 67) different kinds of wastes in a process can
be categorized in following categories. These wastes reduce production efficiency, quality of
work as well as increase production lead time.

1. Overproduction – Producing items more than required at given point of time i.e.
producing items without actual orders creating the excess of inventories which
needs excess staffs, storage area as well as transportation etc.
2. Waiting – Workers waiting for raw material, the machine or information etc. is
known as waiting and is the waste of productive time. The waiting can occur in
various ways for example; due to unmatched worker/machine performance,
machine breakdowns, lack of work knowledge, stock outs etc.
3. Unnecessary Transport – Carrying of work in process (WIP) a long distance,
insufficient transport, moving material from one place to another place is known as
the unnecessary transport.
4. Over processing – Working on a product more than the actual requirements is
termed as over processing. The over processing may be due to improper tools or 22
improper procedures etc. The over processing is the waste of time and machines
which does not add any value to the final product.
5. Excess Raw Material - This includes excess raw material, WIP, or finished goods
causing longer lead times, obsolescence, damaged goods, transportation and storage
costs, and delay. Also, the extra inventory hides problems such as production
imbalances, late deliveries from suppliers, defects, equipment downtime, and long
setup times.
6. Unnecessary Movement – Any wasted motion that the workers have to perform
during their work is termed as unnecessary movement. For example movement
during searching for tools, shifting WIP etc.
7. Defects – Defects in the processed parts is termed as waste. Repairing defective
parts or producing defective parts or replacing the parts due to poor quality etc. is
the waste of time and effort
8. Unused Employee Creativity – Loosing of getting better ideas, improvement, skills
and learning opportunities by avoiding the presence of employee is termed as
unused employee creativity
3.Benefits of Lean Manufacturing
The benefits and advantages of lean manufacturing will be more clear to you after reading
this below mention list:

 Improve productivity and quality

 Reducing Work in Process (WIP) inventory.
 Eliminate waste and problems
 Reducing inventory area
 Reduce cycle and lead time
 Production flow and controlled automation
 Reduce manpower, time and space
 Improve visual management
 Reducing machine downtime
 Optimize resources
 Sustainability, employee satisfaction, and increase profit
 Improve workplace and organize.
 Improve safety conditions and housekeeping.
 Increase customer satisfaction and customer service

4.Company profile
APPLE INDUSTRIES

PARIDHAN GARMENT PARK,CANAL S RD,BELEGHATA,KOLKATA

• PRODUCTS MANUFACTURED : Men’s shirt and Women’s top wear

• FABRICS USED FOR MANUFACTURING : 100% cotton
• CUSTOMERS : local brands - ZMAZRU, ZONDRY
• DAILY SHIFT- 8Hrs
• MANUFACTURING PROCESS INVOLVES:
SPREADING
CUTTING
SEWING
FINISHING-ironing & trimming
PACKAGING
• SEWING MACHNIES: SNLS(24) , OVERLOCK(2), BUTTON ATTACHMENT(1),BUTTON
HOLE(1)
5.Different Tools :
Visual Management
Visual management can address both visual display and control. Visual displays present
information, while visual control focuses on a need to act. Information needs to address
items such as schedules, standard work, and quality and maintenance requirements. Visual
control can address whether a production line is running according to plan; it can highlight
problems. In both manufacturing and transactional processes, visual management systems
can include Visual management techniques:

• Expose waste for elimination/prevention

• Increase visibility and use of operational standards
• Enhance efficiency through an organized workplace
Visual management organizations:
• Improve quality through error prevention, detection, and resolution
• Increase workplace efficiency
• Improve workplace safe

Benefits of Visual Factory :

Visual indicators, displays and controls used throughout manufacturing plants to improve
communication of information. Makes the state and condition of manufacturing processes
easily accessible and very clear – to everyone.

Implementation
1.Colour coding for thread

It is fast and easy way to separate different threads and visually determine if something
needs to be re-filled.

Benefits: easy location,check for low inventory, reduce time.

2.Process sheets

List of standard operating procedures for performing a operation and it also

contain information about the type of machine and its setting required to
conduct the operation.

3. Size display above Pattern

4. Safety equipement visibility

Area of safety equipement such as fire entinguisher and first-aid box should be
made visible and a display sheet containing instruction about how to use it ,in
the language which most of the operators understand.
5.Caution board above all machineries.

To give warning about the danger that might be caused.

Kanban
A pull method used in lean manufacturing is kanban, which ensures that material and
products are pulled through the factory when they are demanded (Lai et at 2003). Kanban is
the Japanese word for card. In a simple form, kanban is a card or device used by a customer
workstation to send a signal to the preceding supplier station that it needs more parts (Slack
et al 2001). Kanban applied to lean manufacturing, is a stocking technique using containers,
cards and electronic signals to make production systems respond to real needs and not
predictions and forecasts. A kanban is a major component of JIT production. Three types of
kanbans are mainly used which are withdrawal kanban, production ordering kanban, and
supplier kanban. A withdrawal kanban specifies the kind and quantity of a product in which
the subsequent process should withdraw from the preceding process. A 58 production
ordering kanban, sometimes called in-process or production kanban, specifies the kind and
quantity of a product in which the preceding process must produce. A supplier kanban or
subcontractor kanban is used for making withdrawals from a vendor like a part or materials
supplier. The supplier kanban includes instructions, which requests the delivery of the
supplier of product (Monden 1993).

Benefits of Kanban:

Integrate all processes into one another and connects the value stream to your customer
demand. Improve flexibility to respond to customer demand. Simplify the procurement
process. Uncover hidden waste in processes. Empower employees to produce based on
customer demand. Improve production scheduling. Eliminate unnecessary paperwork.
Eliminate overproduction. Reduce inventory of finished goods, raw materials, and
subassemblies.

Implementation
1.

PROBLEM : No such information is provided to the management when the inventory is

running low
WASTE: Waiting.
SOLUTION: Use of kanban signals to indicate when the stock for threads, needles, spare
part of machinery, cardboard piece used for packaging is about to run low
BENEFIT: Preventing from excess or low inventory for materials
Kaizen
The term kaizen is often mentioned in the application of lean manufacturing. It simply
means, “Change for the good of all” in Japanese and is used as an improvement tool. Kaizen
is the starting point for all lean initiatives. Kaizen is a team approach to quickly tear down
and rebuild a process layout to function more efficiently (Ortiz 2006). Quality in Toyota’s
just in time manufacturing system was based on the kaizen continuous improvement
concept. This approach is used to create trial and error experiences in eliminating waste and
simplifying processes, and this approach is repeated over and over again to continuously
look for problems and solutions (Russell and Taylor 2002). A Kaizen Blitz is a term used to
describe when a process is quickly changed to eliminate activities that have no value
(Russell and Taylor 2002). Kaizen is for small improvements, but carried out on a continual
basis and involve all people in the organization. Kaizen requires no or little investment. The
principle behind is that “a very large number of small improvements are more effective in
an organizational environment than a few improvements of large value.” This pillar is aimed
at reducing losses in the workplace that affect our efficiencies (Kumar 2008).

Benefit of Kaizen:

Combines the collective talents of a company to create an engine for continually eliminating
waste from manufacturing processes.

Problem identifications and solution

1.

PROBLEM : Small cuts and waste generated from sewing machine are spread all over the
floor making it untidy and it may create problem in motion.

WASTE: Material , Motion

SOLUTION: Placing dustbins below sewing and cutting table.

BENEFIT: Clean working space.

2.

PROBLEM : Due to improper maintenance and cleaning of machine Occurrence of

breakdown happens frequently.

WASTE: Time

SOLUTION: To prevent it on regularly basis the operator should properly clean and check
the machine.

BENEFIT: Preventive maintenance.

3.

PROBLEM : It was difficult for workers to find materials or tools when required because of unorganised shelves
.

WASTE: Time.

SOLUTION: Proper arrangement of materials and tools accordingly.

BENEFIT: Lesser operator efforts required, less time consumption.

4.

PROBLEM : Operators eat meals where they work. It might damage the fabric and fabric can
get stain on it.

WASTE: material.

SOLUTION: A specific area within the premises should be allotted for the operators to have
there meal so that the food doesnot damages the product.

BENEFIT: prevent fabric from getting stain on it.

5.

PROBLEM: There was a disturbance in the flow of garment in production line which was
consuming a lot of time for transportation from one workspace to another.

SOLUTION : Improved process of Sewing Department

Root Cause Analysis ( 5 WHYs )
A problem solving methodology that focuses on resolving the underlying problem instead of
applying quick fixes that only treat immediate symptoms of the problem. A common
approach is to ask why five times – each time moving a step closer to discovering the true
underlying problem.To define the problem and Pinpoint the root cause, we use the 5 Whys, a
technique developed in the 1930s by Sakichi Toyoda, founder of Toyota Industries that is
still used by Toyota today.

Benefit of Root Cause Analysis:

Helps to ensure that a problem is truly eliminated by applying corrective action to the “root
cause” of the problem.

PROBLEM : Time wastage due to re-cutting of garment parts

 Why - No inspection as such during the cutting process

 Why - Lack of training of the operation
 Why - Old equipment
 Why - Incorrect notch marks
 Why - Improper alignment of lay during spreading

SOLUTION : Inspection done by operator during the cutting process itself and also giving
operator proper training on spreading and cutting so that they work efficiently
Poka Yoka
The term Poka Yoke (poh-kah yoh-keh) was coined in Japan during the 1960s by Shigeo
Shingo, an industrial engineer at Toyota. Shingo also created and formalized Zero Quality
Control – a combination of Poka Yoke techniques to correct possible defects and source
inspection to prevent defects.

Poka Yokes ensure that the right conditions exist before a process step is executed, and thus
preventing defects from occurring in the first place. Where this is not possible, Poka Yokes
perform a detective function, eliminating defects in the process as early as possible.

Why is Poka Yoke important?

The value of using Poka Yokes is that they help people and processes work right the first
time, which makes mistakes impossible to happen.

These techniques can significantly improve quality and reliability of products and processes
by eliminating defects.

This approach to production fits perfectly the culture of continuous improvement, which is
also part of the Lean management arsenal.

It can also be used to fine tune improvements and process designs from six-sigma Define –
Measure – Analyze – Improve – Control (DMAIC) projects. Applying simple Poka Yoke ideas
and methods in product and process design can eliminate both human and mechanical
errors.

Implementation

Use of placket attachment folder and cuff attachment folder for error proof stitch
Conclusion

To stay alive in global competition the authors believe Lean Manufacturing is the best
management tool. Various studies have shown that lean manufacturing shows higher level
of quality and productivity are ensured by Lean manufacturing. To implement Lean
manufacturing for a large scale industry is not a difficult task but for a small scale industry it
is always a challenge as they have limited resource. The model developed in this study is a
cheap and easy to adapt .

Due to increased customer expectations and severe global competition, the Indian apparel
manufacturer tries to eliminate the waste, increase productivity at lower cost and to
produce with the best product and service quality. Under these considerations, industries
use the lean manufacturing tools to improve the process environment by elimination of
waste with a reasonable investment. The lean tools are well suited for reducing and
managing the apparel manufacturing waste. The effectiveness of lean tools is substantiated
in systematic manner with the help of various systems, such as Value Stream Maps, SMED,
JIT & etc in the apparel manufacturing.
References

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Quality, Current Trends Fashion Technology Textile Engineering, Review Article
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 LEAN MANUFACTURING TOOLS AND TECHNIQUES

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