CASE STUDY - LOYAL

TEXTILE GARMENT DIVISON

PREPARED BY,
V.G.RAJA SEKARAN M.E
ASSISTANT MANAGER
INDUSTRIAL ENGG & CONTINUAL IMPROVEMENT DEPARTMENT
LOYAL TEXTILE GARMENTS DIVISION
SATTUR

COMPAN PROFILE
LEADING MANUFACTURER OF A LARGE RANGE OF CLOTHING
FOR THE INTERNATIONAL MARKET

ISSUES THAT THEY WANTED TO ADDRESS INCLUDED:

HIGH WIP AND ITS LEVELS OF VARIATION

IMPROVE CUSTOMER SCHEDULE ADHERENCE
IMPROVE STYLE CHANGES & SMALL BATCH SIZES
OPERATOR MOTIVATION
OPERATOR ABSENTEEISM

STYLE CHANGES
ISSUES WITH SMALL ORDER QUANTITIES
ORDER QUANTITIES ARE SMALL AS MINIMUM 1000 AS WELL AS
BELOW 800 ALSO

WHEN THE ORDER QUANTITIES ARE SMALLER

MORE STYLE CHANGES
LOW FACTORY EFFICIENCY
RUQUIRE FLEXIBLE MANUFACTURING SYSTEM. EX: BUNDLING SYSTEM FOR

LOW ORDER QUANTIY

NO TIME FOR BALANCING LINE
QUICK SETUP CHANGES NEEDED FOR CHANGING STYLE WHEN THE ORDER
QTY IS LOW

MEN, MACHINE & RESOURCES

1. HAVING ENOUGH MAN POWER
2. HAVING MORE MACHINARIES ALSO UPTODATE
3. ENOUGH RESOURCES TO MAKE A GARMENT EASILY

PROBLEM
MAN POWER IS ENOUGH BUT THERE IS NO PROPER TRAINING
IN SEWING LINE

RESULT:
NEED TO GIVE MORE AND MORE TRAINING IN SEWING LINE,
THEN ONLY USING THE PROPER MAN POWER IS UTILISED
OTHERWISE NO CHANCE TO GET THE PRODUCTIVITY

ROOT CAUSE ANALYSIS

HIGHER WIP

EXTRA
TRANSPORTA
TION

1. REDUCING
1. POOR
WIP
MACINE
2. POOR LINE
LAYOUT
BALANCING 2. POOR LINE
3. MINIMUM
BALANCING
USE OF
RESOURCES

MAJOR CAUSES:
1. POOR LINE BALANCING
2. UTLIZATION OF MAN POWER
3. REWORK
4. OPERATOR ABSENT

WAITING
TIME

UNWANTED
MOTION

REPAIR&
REWORK

1. MACHINE
BREAKDOW
N
2. REWORK
3. POOR
BALANCING

1. LACK OF
1. WRONG
POOR
INSTRUCTIN
METOD AND
S
STUDY
2. LACK OF
TECHNIQUE
MULTI
S
SKILLED
2. POOR LINE
OPERATORS
BALANCING 3. HIGH WIP
4. POOR LINE
BALANCING

ABSENTEEIS
M
1. OPERTOR
DEMOTIVAT
ION
2. POOR LINE
BALANCIN
G
3. PERSONAL
BALANCIN
G

NEED TO BE IMPLEMENT SOME PROCESS

FOR IMPROVING PRODUCTIVITY AND
EFFICIENCY
COMPANY HAS TOTALLY SEVEN UNIT FROM VARIOUS LOCATION
OUR MAIN UNIT HAS 3 PRODUCTION LINE
THE FIRST THING IS INITIAL IMPLEMENTATION OF ONE LINE CALLED PILOT
LINE. WITH ALL I.E ACTIVIIES INCLUDING INCENTIVE SCHEME..( IF THE
OPERATOR IS EXCEEDS THEIR EFFICIENCY WITHIN THE TIME)

NO CAPITAL INVESTMENT REQUIRED FOR IMPLEMENT IN ONE LINE

CHANGING THE OPERATOR AND MANAGEMENT ATTITUDE KEY
GAINING TRUST OF PROCESS FROM OPERATORS

CURRENT LAYOUT IN OUR UNIT -1

Hanger conveyor layout
Inflexible system with poor work organization requires operators to

manually remove full hangers from the rail to transport them to another
workstation. This is a very hard and heavy lift and carry

POSSIBLE SOLUTIONS
Boxes. Place small boxes on a platform to supply the operator with the

necessary pieces at a good height and within easy reach.

Tables. Tables should match the height of the sewing table, or be slightly
lower if bundles are placed on them. They should be stable and sufficiently
large or have raised edges to contain the garments on the table.

REPORTS
First we need to get a daily, weekly and monthly reports from
all departments from sampling, cutting, sewing and
finishing

All reports are need to prepare by concern department

manager.

and make a auditing department for checking whether the

data is correct. It will be done by auditing dept monthly once
or twice

SAMPLE REPORTS

BALANCING OF SEWING LINES

Initial balancing
Sequence analyzed and SMV
allocated Using GSD database
Performed once cel after cell has been operating for a few hours

Setting the pitch

Analyse the garment as per GSD and assign SMV

Determine the no. of opertors as per GSD
Calculate the SMV for front pane, back panel and assembling by using GSD
Find the no. of operators required for each sub cell as er GSD

QUANTIFIED FINANCIAL
BENEFITS(EXAMPLE)
No. of operators working from our fctory = 200
Working time per day = 8 hours
Total working time per day = 120000min
Time saving for 1% increase in company = 1200 min
If per day 1200 min
Then the annual cost saving = 374400 min
Assuming 24 working day per month