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    Cost Saving in Cutting Section of Apparel Industry

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    Mazed Islam
    The document summarizes a study conducted to identify ways to reduce costs in the cutting section of a garment industry. The researchers analyzed the cutting process and identified non-value added activities that led to wasted time. Implementing improvements like providing sufficient measurement tools, proper identification systems, and optimized layout and staffing helped reduce non-value added time by up to 189 minutes per style. This saved an estimated annual cost of over 341,796 rupees. The study also evaluated fabric suppliers based on rejection rates, finding some suppliers provided fabrics with zero rework needed, saving additional time and costs.

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    Cost Saving in Cutting Section of Apparel Industry

    Uploaded by

    Mazed Islam
    335 views4 pages
    The document summarizes a study conducted to identify ways to reduce costs in the cutting section of a garment industry. The researchers analyzed the cutting process and identified non-value added activities that led to wasted time. Implementing improvements like providing sufficient measurement tools, proper identification systems, and optimized layout and staffing helped reduce non-value added time by up to 189 minutes per style. This saved an estimated annual cost of over 341,796 rupees. The study also evaluated fabric suppliers based on rejection rates, finding some suppliers provided fabrics with zero rework needed, saving additional time and costs.

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    The document summarizes a study conducted to identify ways to reduce costs in the cutting section of a garment industry. The researchers analyzed the cutting process and identified non-value added activities that led to wasted time. Implementing improvements like providing sufficient measurement tools, proper identification systems, and optimized layout and staffing helped reduce non-value added time by up to 189 minutes per style. This saved an estimated annual cost of over 341,796 rupees. The study also evaluated fabric suppliers based on rejection rates, finding some suppliers provided fabrics with zero rework needed, saving additional time and costs.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    335 views4 pages

    Cost Saving in Cutting Section of Apparel Industry

    Uploaded by

    Mazed Islam
    The document summarizes a study conducted to identify ways to reduce costs in the cutting section of a garment industry. The researchers analyzed the cutting process and identified non-value added activities that led to wasted time. Implementing improvements like providing sufficient measurement tools, proper identification systems, and optimized layout and staffing helped reduce non-value added time by up to 189 minutes per style. This saved an estimated annual cost of over 341,796 rupees. The study also evaluated fabric suppliers based on rejection rates, finding some suppliers provided fabrics with zero rework needed, saving additional time and costs.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 4

    www.fibre2fashion.

    com

    Cost Savings in Cutting SectionApparel Industry

    By: H.S. Hanumantha Naik, D.Sargunamani & S. S. Ramatal

    www.fibre2fashion.com

    Cost Savings in Cutting Section-Apparel Industry


    By: H.S. Hanumantha Naik, D. Sargunamani & S. S. Ramatal
    Abstract Cost related to quality or wastage reductions have significant effect on overall profit for any industry. Internal cost spent by a company and savings made by reducing internal throughput time or rework or any type of wastages are important for management to keep the industry economically in good health. Keeping this in mind an attempt has been made to study and eliminate waste i.e., Non Value added (NVA) activities in cutting section so as to save time and cost and reduce internal throughput time. Vendor evaluation for proper supplier is also identified to reduce rework. Results showed that considerable amount can be saved. Introduction Cost is an important factor in any industry as most of the industries focus on more profit. Though, there are different costs involved cost reduction internally spent by an industry by finding wastage, preventing and correcting defective work would result in huge savings. Value added (VA) activities focus on any activity that customer is willing to pay for. Non Value added (NVA) activities describes that the customer does not consider as adding value to his product (For e.g. waiting, inspection etc.). One of the ways to reduce wastages can be reduce/eliminate NVA that can result in reduction in time, cost and lead time. Lead time means Duration/Time required between first receipt of a customer order and customer receipt of the product or service. It varies with the purpose of analysis. As it is known that time is money, if more time is required in a product or service more money is involved. By reacting quicker to make a product as per customer demand the company can invest less money and more savings. Vendor evaluation for supplier performance is the materials management divisions objective to maintain and improve the quality of status of vendor base. Therefore a study was carried out in a garment industry located at Bangalore specifically at cutting section about the process flow to identify NVA so as to eliminate them for saving time, cost and improve internal throughput time (lead time) as well Vendor performance was analyzed for cost savings and details have been presented in this paper. Materials and Methods Fabrics consisting of 6 different styles to produce garments having length X width of 6 m x 1.45 m to produce 220 nos. of garments in each style were considered. Stop watch method used to study the time required in each step of process involved in cutting and initial and final time was noted. Total time required for the process is sum of difference between initial and final time of each step. The steps considered in the process are as follows: Fabric received in cutting from stores spreading Marker sheet spreading Cutting parts Numbering Shade and panel Checking Fusing Bundling Cut auditing Value added and Non Value added an activity in each step wherever found was identified for the above process for each style and the time in minutes is noted. Data collected from

    www.fibre2fashion.com the industry for 3 months fabric rolls received in metres was used to evaluate Suppliers performance. Results and Discussion Table 1 show the total time taken for each garment to complete the process of operation from fabric received in cutting till cut audit operation and the same Table shows segregation of value added and non value added activities. Table 1: Value and Non Value added activities in cutting section Style No. 1 2 3 4 5 6 Time (min) taken 730 617 585 675 740 685 Time (min) VA activities 541 490 480 540 580 560 Time (min) NVA activities 189 127 105 135 160 125

    which are due to waiting, negligence of operators, no proper identification, zigzag movement due to improper lay out, no standard operation followed by operator etc., Some of the improvements required to reduce waiting are sufficient numbers of measurement tape can be provided for measuring layers, pressure bar and stand for all spreading table should be provided, stickers can be used for identification, cutters show no. of plies and manual counting is not required, Correct roll, shade, length, width of the fabric should be issued by proper identification, CAD sheet and slip to be same, proper allocation of manpower is necessary, books to note production to be given to all panel checkers as one common book is used, the cut audit parts needs proper identification style wise. These recommendations were implemented in the cutting section. It was observed that time was saved and cost related to time is utilized properly (reduced by eliminating NVA) as shown in Figure 1. Figure 1: Style, Cost Savings & NVA
    189 160 127 105 59 50 135 125

    The average cost savings/month: `43.82# x 25 x 26 = `28483 #Approx.cost/worker/month is 0.3125, (e.g. for style 1,189x0.3125= `59) (avg. no. of lays/day = 25 and no. of working days=26) Cost save/annum = ` 3, 41, 796

    40

    33

    42

    39

    3 Style

    Figure 2 shows the vendor evaluation report based on NVA (min) Cost (Rs) supplier performance. Acceptance and rejection of fabrics is done based 4-point system inspection which is generally carried out in garment industry. It can be observed that some of the companies are supplying (i.e.,

    www.fibre2fashion.com Raymond, Auro textile etc) good quality of fabrics compared to other companies. This indicates that rework on these fabrics are nil resulting in save of time and cost. Figure 2: Supplier v/s Fabric Rejection
    100 80 60 40 20 0
    S Knits GSI China J Intl Sarala Golden Raymond Shrenuj Sun Inds. Clothing Vidhya impex Auro T extile

    Rejection %

    Supplier

    Conclusion The study clearly indicates that by eliminating NVA activities in cutting section time as well as cost are saved and also improves internal throughput time. Vendors evaluation to identify proper supplier to get 0 % rejection of fabrics is vital to save cost. References: 1. www.fibre2fashion.com 2. www.asiantextilejournal.com 3. Saroj Bala, Factors influencing costing of woven fabrics, Indian Textile JournalJune 2003 4. Dr. P. Khanna-work study, time and motion study (P.21) The authors are associated with the Dept. of Textile Technology, GSKSJTI, K. R. Circle, Bengaluru, Karnataka

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