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Lean in Apparel Industry By Rao Sajid Mushtaq

Lean in Apparel Industry

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Lean in Apparel Industry

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Lean in Apparel Industry

Lean in Apparel IndustryByRao Sajid MushtaqLEAN???

LeanLean 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.

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.History Of LeanHistory of LeanDuring II world war, the economic condition of Japan was heavily destroyed. Due to this there was scarcity of fund resulting in limiting access to corporate finance. In this situation, neither Toyota was able to set up a mass production system like their American counterparts, nor it was possible to layoff the employees to reduce their cost due to legislation. Anyhow Toyota had to devise a new system for reducing costs to sustain in the market. So they decided to produce a small batch of products which would reduce inventories; it means they would need less capital to produce the same product. But this is obstructed by the practical difficulty of changing tools and production lines frequently. To cope with this problem they started making multipurpose tooling systems in their machines and trained their employees in changeover time reduction methods. At the same time, Toyota realized that investing in people is more important than investing in bigger size machinery and continues employee training throughout the organization. This motivates all employees and they are more open to the improvement process and everyone started giving their input to the company.

Lean Manufacturing Techniques5 Major Principles of Lean Manufacturing7Design for Manufacture (Value)Synergistic with ISO 9000:2000 7.3, Design Control.Involve manufacturing, customers, and other related departments in the design process.Don't "throw the design over the wall" to manufacturing. The design must be manufacture- able by the equipment in the factory.Process capability: Design for Six Sigma85S-CANDO5S-CANDO, a systematic approach to cleaning and organizing the workplace, suppresses friction.Seiri = Clearing up"When in doubt, throw it out."Seitori = Organizing (Arranging)"A place for everything and everything in its place."Seiso = Cleaning (Neatness)Shitsuke = DisciplineSeiketsu = Standardization (Ongoing improvement, holding the gains)9Visual Controls"Basically, the intent is to make the status of the operation clearly visible to anyone observing that operation" (Wayne Smith, 1998).Visual controls are like a nervous system (Suzaki, 1987)"Visual controls identify waste, abnormalities, or departures from standards" (Caravaggio, in Levinson, 1998)10Examples of Visual Controls5S-CANDO (arranging)Jidoka or autonomationAndon lights and buzzers announce tool status.JIT: kanban squares, cards, containers.Lines on the floor to mark reorder pointsSafety: colored labels for materialsStatistical process control charts: should be clearly visible.11Visible ManagementA visible production management system should indicate:What the operation is trying to makeMeasure the takt rate, or desired production per unit time.What the operation is achievingWhat problems hinder the production goal?American workplaces used such controls prior to 1911.12"Pull" Production Control SystemsJust-In-Time (JIT)First described by Henry Ford in My Life and Work (1922)KanbanDrum-Buffer-Rope (Goldratt)

All reduce inventory and its carrying costs, along with cycle time.Tie-in with small lot and single unit processing1314Error-Proofing (Poka-Yoke)Error-proofing makes it difficult or impossible to do the job the wrong way. Slots and keys, for example, prevent parts from being assembled the wrong way.Process recipes and data entry also can be error-proofed.14Seen at a health clinic at O'Hare Airport while getting a flu shot (October 2002): syringes have needle caps attached to them. After the injection is given, the needle is capped immediately. The nurse does not have to go to a sharp-object disposal unit to make the needle safe.It's estimated that handwritten prescriptions kill up to 25,000 patients per year ("Message to physicians: Better read than dead." 2000. Wilkes-Barre Times Leader, 25 October 2000).ISO 9000 does not allow any uncontrolled handwritten work instructions.Recommendation (being done in some hospitals): the physician must enter the prescription into a computer.Check for unusual dosages (e.g. 100 instead of 10)Check for interactionsSend unambiguous instructions to the pharmacy and possibly issue a bar code for the medication

15The Origin of Lean ManufacturingDiscussion question: Who created the Toyota Production System?1516Concept of Friction, Waste, or MudaUnderstanding of friction, waste, or muda is the foundation of the lean Manufacturing.1617The First Step is to Recognize the WasteThis principle has been stressed by:Henry FordTaiichi Ohno (Toyota production system)Tom Peters (Thriving On Chaos)Shigeo ShingoJ. F. Halpin (Zero Defects)1718Waste Often Hides in Plain ViewWe cannot eliminate the waste of material, labor, or other resources until we recognize it as waste.A job can consist of 75 percent waste (or even more).Classic example: brick laying in the late 19th century1819Waste is Often Built Into Jobs

Pre-Gilbreth Bricklaying19The brick weighs about five pounds (2.3 kg). How much does the worker actually raise and lower every time he bends over for another brick?This animation illustrates the virtue of videotaping workplace activities. The people who are doing the job may have become accustomed to the waste that is built into the job but, when they watch themselves in the videotape, the waste may become obvious.20This is a Real ExampleTop: "The usual method of providing the bricklayer with material" (Gilbreth, Motion Study, 1911).Bottom: "Nonstooping scaffold designed so that uprights are out of the bricklayer's way whenever reaching for brick and mortar at the same time."

2021Post-Gilbreth Brick Laying

The solution is obvious (in retrospect), but first we have to know that we have a problem!2122Another Example: Fabric Folding

Redesign of this job to eliminate the need to walk doubled its productivity. We will see that material waste also hides in plain sight.22"But all [employees] took two steps to the right to secure their cloth, returned to the tables, folded the stuff and deposited it on another pile two steps to the left. That had always been the practice; no one had ever thought to question it." Edward Mott Woolley example from The System Company. 1911. How Scientific Management is Applied. London: A. W. Shaw Company Ltd.

The animation illustrates the value of videotaping a job, not to measure the performance of individual employees, but to assess the job's design for inefficiencies.

23Lessons so farWaste often hides in plain view.People become used to "living with it" or "working around it."Definition for employees at all levels: If it's frustrating, a chronic annoyance, or a chronic inefficiency, it's friction. (Levinson and Tumbelty, 1997, SPC Essentials and Productivity Improvement, ASQ Quality Press) 23"I believe that the average farmer puts to a really useful purpose only about 5 per cent. of the energy he expends. Not only is everything done by hand, but seldom is a thought given to a logical arrangement. [Time for a kaizen blitz?] A farmer doing his chores will walk up and down a rickety ladder a dozen times. He will carry water for years instead of putting in a few lengths of pipe. His whole idea, when there is extra work to do, is to hire extra men. He thinks of putting money into improvements as an expense. It is waste motion waste effort that makes farm prices high and profits low" (Henry Ford, 1922, My Life and Work).

How we Reduce Those Wastages?25 Essential Lean Tools

Selecting Few1. Gemba (Site)2. Genbutsu (Actual Thing)3. Genjitsu (Fact)3 Gen stands for 3 initials of the following Japanese words:1Hunting -SAF3 Gen (5 Gen)Gen- or Gem- is a capital letter of Japanese words.These words headed by Gen- or Gem- are used as watchwords in every organization. These items can be check points of fact oriented approach to solve problem or to promote improvement. Japanese origin English interpretationGemba Real workplace, scene Genbutsu Tangible objects in GembaGenjitsu Fact observed in Gemba

Genri Fundamental truth of S & T*Gensoku General rule of S & T * Science and Technology28GEMBA (at Site):The place where process is actually executedA Japanese proverb meaning The place where the truth can be found.. e.g.Service Sector: Guest dining room, kitchen etc. at restaurant. Operation Theaters, Emergency wards, medicine store, canteen, health laboratories etc. at hospitalsShow rooms, sale services centers etc. at show roomsManufacturing Sector: Process assembly line 5, Production hall, etc. in the factory. Shop-floor, Stores , Marketing department, Finance department, washrooms etc. GENBUTSU:A Japanese word meaning Actual thing. For example:Service Sector: Foods, material for cooking, Seasoning, Recipe, Work instruction, table ware and cloth, cooking utensil/equipment, etc. at restaurant. Medical equipments, medicines, vaccines , chemicals in lab, procedure, standard values etc. at hospitalsDesign catalogues, showcase, best selling goods etc. at show roomsManufacturing Sector: Rejected product, WIP covered with dust, Semi-finished shorts with size-tag, raw material/finished product at stock yard, Painting defect marked on product by QC, Sliding part of machine damaged by chips, work instructions, companys rules and regulations file etc. How we can Improve?

3 Mu EliminationMu is a capital letter of Japanese words.These 3 items are used as the check points of a systematic approach to find out something to be improved. 3 Mu elimination is an important way for cost reduction as well as sensitivity training for improvement. Japanese originEnglish interpretation with examplesMuda Wastefulness: Waste of material (defective products, start- up waste, dead stock, long staying stock, Waste of manpower (idle time, overtime, reworking. Etc.) Waste of facility (broken facility, excess facility, etc.)Mura Un-even: Driving fast and slow, Daily production very high and very low, materials coming too much and too little, machines stop frequently, etc.Muri Un-natural: Working uneasy posture, carrying too heavy thing, Trying to reach too high, working too much overtime, driving too fast, stacking too high etc. 32Muda, Mura and MuriMuda (Wastefulness or Irrelevancy) All items or works of non-value-addingObjects to be eliminated aiming at improving work performance

Mura (Dispersion or Irregularity)Dispersion or irregular performance of every process is a sign of some abnormality of a process. Analysis of Mura may lead to finding out true cause of Muda.

Muri (Excessiveness or irrationality)Excessiveness may be a cause of problem for both workers and machines.Recognizing Muri may lead to anticipating some important problem.Careful observation of degree of Muri is necessary to promote Muda elimination. Sometime Muda elimination induces new Muri.STEP 2- GENERATE IDEAS33VALUE: An activity that transforms or shapes raw materials or information to meet customer needsWASTE: Activities that consume time, resources and space, but do not contribute to satisfying customer needsCustomers will pay for value, but, more and more, they will not pay for waste.More generally though..34What Is Value and Value Added?Value: Expressed in term of how the specific product/service meets the customers needs, at a specific price, at a specific time.

Value Added: Activities that transform input into a customer usable output. The customer can be internal or external to the organization. The objective is to eliminate all non-value added activities in producing and providing goods or serviceWaste elimination

Complexity Variation Lack of Employee involvement

Waste-Over Production

1Waste-Correction

2Waste- Inventory

3 Waste-InventoryPARTSPARTSPARTSPARTSPARTSPARTSPARTSPARTSPARTSPARTSPARTSPARTSPARTSPARTSPARTSPARTSINVENTORY ON-HANDINVENTORY REQUIREDPARTSPARTSPARTSPARTSPotential Problems with Excessive Inventory:Carrying CostWarehouse SpaceObsolescenceHidden Quality Problems34141Waste- Motion

4 Waste of MotionMovements which Do Not Add Value to the Product or ServiceAssembly PointMachines Excessive Walkingor Tools44343Foot motionTo no placeHalf step backHalf step aheadStopEye motionLook forSelectConfirmHard to seeAim atLook around U-D, L-RIrritatingHand motionUp-down, R-LOne hand waitingHolding work/toolHand switchRepetitionHard to catchHard to work Muda in motionMaterial motionUp-down, R-LFlipChange directionTake up and downBody motionTurn aroundBend downLook upLarge moveCarry heavy loadPullingUnsafe motion4Waste- over processing

5Waste- Conveyance

6Waste- waiting

7$Counting,updating,recounting,lifting, carrying,storing, loading,unloading,looking, fixing,rework, watchingmachines run, scrap,rework, sorting thegood from the bad,extra trucks, extrashelves, tracking andretrieval systems, wrong tools,no tools,obscure instructions,chasing hot lists,looking for material,packaging for storageGetting anything done is Like mating ElephantsWaste of Complexity84848UCL_cLCLProcess out of control _cTOLERANCEProcess not capable Other variation problems found in the work place:Batch processing induced variationArtificial demand variationVariation due to equipment breakdownUnreliable suppliers create variationPoor qualityWaste of Variation94949Lack of Employee Involvement

Definition:Not engaging people in the processExamples: Not asking people to participate in activities Not asking people for opinions Not considering that specific people wouldhave anything worth contributing to the work group10