VSMMMM

PRODUCTIVITY IMPROVEMENT OF CUTTING, SEWING AND
FINISHING SECTIONS OF A GARMENT FACTORY THROUGH VALUE

STREAM MAPPING – A CASE STUDY
By
Md. Moin Uddin
A project submitted to the Department of Industrial and Production Engineering, Bangladesh

University of Engineering and Technology, in partial fulfillment of the requirements for the
degree of Master of Engineering in Industrial and Production Engineering.
DEPARTMENT OF INDUSTRIAL & PRODUCTION ENGINEERING

BANGLADESH UNIVERSITY OF ENGINEERING AND TECHNOLOGY
DHAKA-1000, BANGLADESH
October, 2015
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DEDICATION
This project is dedicated to my parents whose tireless encouragement helps me to advance in

future.
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ACKNOWLEDGEMENT
First, I am very much grateful to the most powerful, the gracious almighty Allah for giving me
knowledge, energy and patience for completing the project work successfully.
I would like to express my deepest indebtedness and gratitude to my project supervisor, Dr.
Abdullahil Azeem, Professor, Department of Industrial and Production Engineering (IPE),
Bangladesh University of Engineering and Technology (BUET), Dhaka, for his continuous
guidance, invaluable suggestions, constructive comments and endless encouragement throughout
the progress and preparation of this project work.
I am very much thankful to Mr. K. M. Rezaul Hasanat CEO & Chairman, Viyellatex Ltd. for
giving me opportunity to implement new methods and ideas in his factory. I also express my
gratitude to Mr. Parvez Saiful Islam (COO), Mr. Javed Iqbal (DGM), Mr. Abdur Razzak (Head
of production), Mr. Robiul Islam (Head of Eco-Couture), Mr. Abul Kalam Azad, Mr. Nazmul
Alam and workers and staffs of viyellatex Ltd. Gazipur, for their cordial support and
cooperation by providing me the respective information, valuable time and great support
during the assessment and implementation phase while I was working there as Head of IE and
Lean, and also for my project work. I am also thankful to my colleagues Mr. Mahabub Alam,
Executive (Lean), and my team who has given their support and cooperation all time.
In addition, thanks are due to those who helped me directly and indirectly during the different
stages of the project work.
Finally, I would like to convey my sincere gratitude to my parents whose continuous

inspiration, sacrifice and support encouraged me to complete the project successfully.
ABSTRACT
On time delivery with quality and quantity is important for any manufacturing industry. At
present, lead time is decreasing day by day and customer requirements also continuously
changing. To fulfill customer demand whole production system should be more capable and
efficient. For this reason productivity is important for manufacturing industries. Productivity
can be defined as a ratio between output and input.
Manufacturing industries are always having lots of production processes for desired products.
Out of these processes some are not essential and do not add any value to the product. Most of
time, management is not quite aware of the non-value-adding processes. If we observe a
garments production line we will see that there were lots of In-process inventories and waiting
time between almost every sequential operation. No strict and precise work distribution was
followed by many workers. Material’s used to travel large distance from input receiving to
needle check and cartooning. Many of these movements and handlings are totally unnecessary.
Sometimes reworks are increasing the total completion time. As a result, the productivity was
hampered. So, a smooth, streamlined and continuous flow is really necessary to avoid all such
unexpected occurrence.
The objective of value stream mapping is to identify value-added activities and non-value-
added activities. Value stream maps should reflect what actually happens rather than what is
supposed to happen so that opportunities for improvement can be identified. Value Stream
Mapping is often used in process cycle-time improvement projects since it demonstrates
exactly how a process operates with detailed timing of step-by-step activities. It is also used
for process analysis and improvement by identifying and eliminating time spent on non-value-
added activities.
The present study focuses on improving the overall productivity of cutting, sewing and
finishing sections through value stream mapping (VSM). Different techniques like process
integration, job sharing, multitasking etc. will be implemented to improve the current state
situation. Three different product lines (Jacket, Polo shirt, and tee shirt) will be considered to
implement this study, and the productivity as well as line efficiency will be compared before
and after implementing the technique.
TABLE OF CONTENTS
CONTENTS PAGE NO
Acknowledgement v
Abstract vi
List of Tables xii
List of Figures xiii
CHAPTER 1: INTRODUCTION
1.1 Introduction 1
1.2 Rationale of the study 2
1.3 Background of the project 2
1.4 Problem statement 3
1.5 Objective of the study 3
1.6 Methodology 3
CHAPTER 2: LITERATURE REVIEW
2.1 Introduction 4
2.2 Historical Background 4
2.2.1 The Ford System 6
2.2.2 Just in Time and Toyota Production System 7
2.2.3 Lean Manufacturing 8
CHAPTER 3: LEAN MANUFACTURING
3.1 Introduction 10
3.2 Principle of Lean Manufacturing 10
3.3 Value & Waste 11

3.3.1 Types of waste 11
3.3.2 Overproduction 11
3.3.3 Waiting 12
3.3.4 Inventory or work in process (WIP) 12
3.3.5 Over processing 13
3.3.6 Transportation 13
3.3.7 Unnecessary motion 14
3.3.8 Defects 14
3.4 Push System 15
3.5 Pull System 15
3.6 Workplace Organization-5S 15
3.6.1 First pillar: Sort (Seiri) 15
3.6.2 Second pillar: Set in Order (Seiton) 16
3.6.3 Third pillar: Shine (Seiso) 16
3.6.4 Fourth pillar: Standardize (Seiketsu) 16
3.6.5 Fifth pillar: Sustain (shitsuke) 17
3.6.6 The Benefits of 5S 18
3.7 Visual Management 18
3.8 Kanban 19
3.9 Quick Changeover 19
3.10 Kaizen 20
3.11 Total Productive Maintenance 22
3.12 Poka Yoke 22
3.13 Lean Manufacturing Benefits 22
CHAPTER 4: VALUE STREAM MAPPING
4.1 Introduction 23
4.2 Value Stream Mapping (VSM) 23

4.2.1 Value Adding Activity 24
4.2.2 Non-Value Adding Activity 25
4.2.3 Necessary Non-Value Adding Activity 25
4.3 Steps of Value Stream Mapping 25
4.4 Value Stream Mapping Symbols 26
4.4.1 Symbols in VSM 26
4.5 Methods of Designing a Value Stream Mapping 31
4.6 Importance of Value Stream Mapping 32
CHAPTER 5: VSM CURRENT STATE MAP
5.1 Introduction 33
5.2 Methods apply for designing current state map 33
5.3 Value stream mapping data details 33
5.4 Current State of Cutting, Sewing and Finishing 35
5.4.1 Current State of Cutting 35
5.4.2 Current State of Sewing 36
5.4.3 Current State of Finishing 37
5.4.4 Combined Current State map of Cutting, Sewing and Finishing 38
5.4.5 Result analysis of current state map 39

5.4.6 Current value adding, non-value adding and unavoidable non
39
value adding graph
5.4.7 Current Efficiency and Productivity graph of traditional lines 40
5.4.8 Current Traditional line Layout 41
5.5 Improvement areas of Current State 42
5.5.1 Cutting section 42
5.5.2 Sewing section 42
5.5.3 Finishing section 43
CHAPTER 6: FUTURE STATE MAPPING AND IMPLEMENTATION

6.1 Introduction 44
6.2 Drawing Future state VSM 44
6.3 Future VSM implementation project team 44
6.3.1 Responsibilities of Team 50
6.3.1.1 Project Champion Responsibilities 50
6.3.1.2 Project Manager Task 50
6.3.1.3 Project Team Leader Task 50
6.3.1.4 Execution Team member Task 50
6.3.1.5 Supporting Team member Task 50
6.3.2 Company Profile 51
6.4 Kaizen Events/Blitz 51
6.4.1 Cutting Implementation 52
6.4.2 Sewing Implementation 55
6.4.2.1 Operator Reduction 55
6.4.2.2 Helper Reduction 55
6.4.2.3 Process Improvement 56
6.4.2.4 Reduce WIP 57
6.4.2.5 System development and Layout 58
6.4.2.6 Synchronization of production target 60
6.4.2.7 Quality implementation 60
6.4.3 Finishing Implementation 63
CHAPTER 7: DATA ANALYSIS AND RESULTS
7.1 Introduction 64
7.2 Data analysis 64
7.3 Summary after implementation of future state map 65
7.3.1 Future State of Cutting 65
7.3.2 Future State of Sewing 66

7.3.3 Future State of Finishing 67
7.3.4 Combined Future State map of Cutting, Sewing and Finishing 68
7.4 Result analysis of implemented future state map 69
7.5 Final Results 71
CHAPTER 8: CONCLUSIONS AND RECOMMENDATIONS
8.1 Conclusions 73
8.2 Recommendations 74
REFERENCES 75
APPENDICES
Appendix A: VSM Current Data Log Sheet (Cutting ) 77
Appendix B: VSM Current Data Log Sheet (Sewing ) 78
Appendix C: VSM Current Data Log Sheet (Finishing ) 81
Appendix D: Current state line graph 82
Appendix E: Skill Matrix Process name 83
Appendix F: Skill Matrix Inventory 84
Appendix G: Task Comparison of Helper Replacement 85
Appendix H: Future state Line Graph 86
Appendix I: VSM Future Data Log Sheet (Cutting ) 87
Appendix J: VSM Future Data Log Sheet (Sewing ) 88
Appendix K: VSM Future Data Log Sheet (Finishing ) 90
Appendix L: Automation of Bundling System 91

LIST OF TABLES
LIST OF TABLES PAGE NO
Table 4.1: VSM symbol details 26
Table 5.1: Current state Cutting summary 35
Table 5.2: Current state Sewing summary 36
Table 5.3: Current state Finishing summary 37
Table 6.1: Project team 44
Table 6.2: Company Profile 51
Table 7.1: Comparison between traditional line and model line summary 64
Table 7.2: Future state Cutting summary 65
Table 7.3: Future state Sewing summary 66
Table 7.4: Future state Finishing summary 67
Table 7.5: Summary of implemented future state map 69
Table 7.6: Comparison between traditional and model line 71

LIST OF FIGURES
LIST OF FIGURES PAGE NO
Figure 3.1: Sort of 5S 16

Figure 3.2: Set in Order of 5S 17
Figure 3.3: Sustain of 5S 17
Figure 3.4: Quick Change Over 20
Figure 3.5: Building Kaizen Quality Management Team 21
Figure 4.1: VSM symbols 30
Figure 4.2: Example of Current state VSM 31
Figure 5.1: Summary of Current state Map 38
Figure 5.2: Cutting summary 39
Figure 5.3: Sewing summary 39
Figure 5.4: Finishing summary 40
Figure 5.5: Total summary 40
Figure 5.6: Current efficiency 40
Figure 5.7: Productivity graph 40
Figure 5.8: Current line layout 41
Figure 6.1: Cutting Future State Map 45
Figure 6.2: Sewing Future State Map (a, b, c) 46-48
Figure 6.3: Finishing Future State Map 49
Figure 6.4: Ten pieces bundling 52
Figure 6.5: Uses of fabric edge cutter after each lay 54
Figure 6.6: Use of laser for placket attach 56
Figure 6.7: Developed thread cutting table 57
Figure 6.8: Proposed layout of sewing section 59
Figure 6.9: New developed table for moving QI 60
Figure 6.10: SOP of traffic light system for maintaining quality 61
Figure 6.11: New concept of table quality checking procedure 62
Figure 6.12: Visualization of garments defects 62
Figure 6.13: Sketch on iron table 63
Figure 7.1: Summary of Future State Map 68
Figure 7.2: Future state Cutting summary 70
Figure 7.3: Future state Sewing summary 70
Figure 7.4: Future state Finishing summary 70
Figure 7.5: Future state Total summary 70
Figure 7.6: Comparison of line Efficiency 71
Figure 7.7: Comparison of Productivity 71
Figure 7.8: Comparison of line WIP 72
Figure 7.9: Comparison of Lead time 72
Figure 7.10: Comparison of Value adding 72
Figure 7.11: Comparison of Non-Value adding 72
CHAPTER ONE
INTRODUCTION
1.1 Introduction
Industrialization is the key to the economical development of the country. The Ready Made
Garments (RMG) industry is the major export – base (75%) for Bangladesh and it has major
impact on country’s economy, as well as on society, because of large number of worker
involvement. To meet the ever increasing demand of the mass population and the international
demand of the textile products, the emerging and important sector of national economy, the
RMG sector has the great chance and opportunity to improve the productivity. Because of
being technologically labor dependent it has a large number of worker involvement and most
of them are female worker so it helps in socio – economical development of the poor fraction
of population of the country. So the females are playing an important role in the largest foreign
exchange earning sector of our country and they are becoming conscious about women rights
by their economic independency. The garments industries in Bangladesh do have the
organizational structure but do not have the proper job description of the employees so the
problem arises from the mid-level management. Description of rules and responsibilities along
with power and authority is essential for smooth production running of any organization. In
today’s competitive world the manufacturers needs to be conscious about time, cost, quality
and delivery. To be the champion in business these four components should be given most
priority along with good management skill and innovative technological aspects of modern
development. The present situation of the RMG sector is not in a satisfying one and in the last
year there was a massive worker agitation because of salary structure, working environment,
compliance issues and other human rights. The local garment manufacturers are facing fierce
competition in Quota and GSP free market as per WTO agreement and they are well behind
from the competing countries like India, Sri Lanka, China, Indonesia and Vietnam etc. In order
to face the challenges Bangladeshi manufacturers have to apply new methods, tools and
techniques in different area of production and operation management and in other business
areas.
After the World War II Japanese manufacturers, particularly in the automotive industry, were
faced with the dilemma of shortages of material, financial and human resources. Eiji Toyoda
and Taiichi Ohno at the Toyota Motor Company in Japan pioneered the concept of the Toyota
Production System (TPS), or what is known today as “Lean Manufacturing”. Lean
manufacturing is a new term defined by Womack and Jones that helps the manufacturer to
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produce quality product with less material, greater efficiency, shorter lead time, and in timely
manner. Lean has many tools for better manufacturability and it needs proper guideline,
management involvement, appropriate knowledge and overall factory transformation to the
system.
Productivity can be defined as a ratio between output and input. Productivity improvement is a
critical success factor and the foundation of profitability [1]. Productivity measurement is a
long- term measurement. Any changes in dynamic potential show a growth or reduction of
figures over a long period [2].
The thesis addresses the application of lean manufacturing concepts to the mass production
sector (RMG) with a focus on the value chain of garment industry including cutting, sewing,
finishing. The objective of the study is to investigate the present status of the industry, scope of
improvement and the benefit gain by the implementation of new tools of lean manufacturing.
1.2 Rationale of the study
The challenges faced by local apparel manufactures can be addressed by the systematic
analysis of the manufacturing system and link their problem with the lean tools and techniques
to create value for customers.
The application of lean manufacturing in a business or manufacturing environment, describes a

philosophy that incorporates a collection of tools and techniques into the business processes to
optimize time, human resources, assets, and productivity, while improving the quality level of
products and services to their customers. If the application of lean manufacturing produces
positive impact on productivity, quality and lead time it may have snow ball effects on the
whole apparel sector of the country.
1.3 Background of the project
The application of lean manufacturing concept in RMG sector is totally new in Bangladesh. So
there is a great necessity to study the scope of implementation and the areas of improvement
and the step by step methodology to do it in a positive and learned thinking. The productivity,
efficiency and effectiveness are increasingly becoming the burning issue in today’s economy.
To survive in the hard contest economy the industry should develop itself with systematic
identification and elimination of waste, productivity improvement, cost reduction, employee
benefit incentives and social welfare activities. Now a days the buyers are searching market for
lower price and they are getting new exporter on their hand with their requirement. So the
profit margin is narrowing and the competition is expanding as a result the production process
and new technology is the only way to cope up the crisis. The project work tries to find out the
common phenomenon to implement lean tools and the barriers to overcome.
1.4 Problem statement
The ever increasing demand from buyer’s side to reduce cost, improve quality and shorter
period of lead time as well as smaller quantity orders as well as increasing of labor cost has
forced the local apparel manufactures to search for improving labor productivity, quality and
reducing lead time to stay competitive in the business and thrive. In this scenario, application
of tools and techniques of Lean manufacturing and industrial engineering could benefit the
local apparel manufactures tremendously.
1.5 Objective of the study
The specific objectives of this project work are:
1. To identify different types of waste in cutting, sewing and finishing sections
2. To improve productivity of assembly lines by implementing different process

improvement techniques using existing resources
The possible outcome of the proposed work is to develop an improved production line model
that can enhance the overall productivity of the system.
1.6 Methodology
The methodology of the study will be as follows:
1. Collecting information from the cutting, sewing and finishing departments
2. Developing a current state map using the collected information
3. Analyzing the current state map to identify the potential areas for improvement
4. Define value adding & non value adding task
5. Make a summary sheet percentage of value adding & non value task
6. Reduce non value added task by process improvement

7. Designing a future state map by eliminating wastes reduce lead time also
8. Analyzing improvement compared to present state

CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
Lean manufacturing is a set of tools and methodologies that aims for the continuous
elimination of all waste in the production process i.e. a system for improving productivity &
product quality. Laconically more value with less work.
Lean manufacturing is a manufacturing philosophy that shortens the time between the
customer order and the product build or shipment by eliminating sources of waste. Another
way of looking at lean is that it aims to achieve the same output with less input- less time, less
space, less human effort, less machinery, less material, less costs. Today's manufacturers must
be innovative while focusing on waste reduction, improved lead-time, maximized flexibility,
and upgraded quality. Lean manufacturing concepts are proven strategies to help manufacturers
obtain these attributes.
2.2 Historical Background
The industrial revolution has begun 1860. After 1885 the Henry Ford model of assembly line
production caused a manufacturing transformation from individual craft production to mass
production. Ford was able to transform iron ore into an automobile in just 33 hours.
Sakichi Toyoda learned carpentry from his father in and eventually applied that skill to
designing and building wooden spinning machines. In 1894 he began to make manual looms
that were cheaper but worked better than existing looms. Sakichi Toyoda establishes Toyota
Spinning & Weaving Co., Ltd, in 1918 later referred to as Japan’s King of Inventors.
By 1925, and even though GM’s cost always remained higher than Ford’s, Sloan’s strategy
was working. He commented: “Ford’s precious volume, upon which all depended, began
slipping.” Ford responded by cutting prices to the bone, to no avail: the fact was that even at
this price, the Model T no longer provided an attractive value proposition to the customer, and
by 1928 was driven from the market.
Ford made history of the horse and buggy, so too did GM's Alfred P. Sloan make history of the
Model T. Ford made Model T-Car which was mass produced and was cheap. Customer could
get any color of model T as long as it was black. Sloan repositioned the car companies to
create a five-model product range from Chevrolet to Cadillac. The challenge in manufacturing
during the 1930s shifted to product variety. As Sakichi found that his mother, grandmother &
their friends
had to so hard spinning & weaving. In 1926, He started Toyoda Automatic Loom Works with
the help of steam engine.
His mistake-proof loom (when thread breaks, the m/c stopped) became Toyoda’s most popular
model, and in 1929 he sent his son, Kiichiro, to England to negotiate the sale of the patent
rights to Platt Brothers, the premier maker of spinning and weaving equipment. His son
negotiated a price of $500,000 and in 1930 he used that capital to start building the Toyota
Motor Corporation. In 1933 Automobile Department is created within Toyoda Automatic Loom
Works. Sakichi Toyoda was undoubtedly aware that the world was changing and power looms
would become yesterday’s technology while automobiles were tomorrow’s technology. But
more than this, he had put his mark on the industrial world through loom making and wanted
his son to have his opportunity to contribute to the world. He explained to Kiichiro: “Everyone
should tackle some great project at least once in their life. I devoted most of my life to
inventing new kinds of looms. Now it is your turn. You should make an effort to complete
something that will benefit society.”
Kiichiro’s father sent him to the prestigious Tokyo Imperial University to study mechanical
engineering; he focused on engine technology. Despite his formal engineering education, he
followed in his father’s footsteps of learning by doing. In 1935 First Model A1 passenger car
prototype is completed through trial & error. (Over four five years in rural village, industrious
almost illiterate pheasant, automotive factory develop, after few years first car rolled out)
Kichiro built Toyota Automotive Company on his father’s philosophy and management
approach, but added his own innovations. For example, while Sakichi Toyoda was the father of
what would become the jidoka pillar of the Toyota Production System, Just-In-Time was
Kiichiro Toyoda’s contribution. His ideas were influenced by a study trip to Ford’s plants in
Michigan to see the automobile industry as well as seeing the U.S. supermarket system of
replacing products on the shelves just in time as customers purchased them. In 1937 Toyoda
Automatic Loom founded as Toyota Motor Co., Ltd. As the 1950s began, demand for specialized
products started to take hold. Not only were products more specialized, but they also had
limited life cycles. Batch manufacturing methods had arrived! What is the optimum amount?
How much is too much? In the 1950s, American style supermarket appeared in Japan in Japan,
initiated new thinking & limited application. In 1956, Ohno visited America to learn first-hand
(genchi genbutsu) how supermarket operated. Around the early 1960s, as computing power
began to be more cost effective, early pioneers began the development and installation of the
early computer-based MRP systems. While an MRP system is a valuable weapon in the
manufacturing arsenal, practitioners continue to grapple with the still conflicting objectives of
batch manufacturing and optimizing inventories. During the 1950s and 1960s Toyota
contended that the standard thinking of Cost plus Profit equals Sales Price was incorrect. It
believed that Profit equals Sales Price minus Costs. From this premise, Toyota concentrated on
the management of costs means wastes and wastes of all varieties were targeted for
elimination.
Key areas targeted were work-in-process inventory and safety stock. While many companies in
the United States and Europe were attempting to calculate the optimum batch sizes for
production, Toyota worked toward the goal of being able to build a mix of products in a one-
piece flow. Having the capability to build a mix of products in a one-piece flow (mixed-
product Lean line) satisfied many key objectives for Toyota, raising productivity and reducing
costs and inventory while simultaneously creating rapid customer response.
Through the 1960s and into the 1970s, these two models of manufacturing developed down
separate paths. One sought better ways to manage batch production by making ongoing
improvements to the MRP planning model, while the other concentrated on finding and fine-
tuning ways to allow a one-piece flow of a mix of products
By the 1980’s Toyota had increasingly become known for the effectiveness with which it had
implemented Just-In-Time (JIT) manufacturing systems. Many product markets in the United
States and Europe started to come under pressure from Japanese manufacturers. Western
manufacturers began to lose market share. Some manufacturers faded away while others began
to look diligently for better ways to compete. Many abandoned the old batch manufacturing
models in favor of the more responsive method of Toyota and 1990 the term “Lean
Manufacturing” or “Lean Production” first appeared in the book “The Machine that Changed
the World” by James P Womack, Daniel T Jones, Daniel Roos.
2.2.1 The Ford System
Starting about 1910, Ford and Charles E. Sorensen [3], fashioned the first comprehensive
Manufacturing Strategy. They took all the elements of a manufacturing system-- people,
machines, tooling, and products-- and arranged them in a continuous system for manufacturing
the Model T automobile. Ford is considered by many to be the first practitioner of Just in Time
and Lean Manufacturing.
Ford's success inspired many others to copy his methods. But most of those who copied did
not understand the fundamentals.
For example, Ford production [4] depended on a labor force that was so desperate for money
and jobs that workers would sacrifice their dignity and self-esteem. The prosperity of the
1920's and the advent of labor unions produced conflict with the Ford system. Product
proliferation also put strains on the Ford system.
At General Motors, Alfred P. Sloan took a more pragmatic approach to production and
developed business strategies for managing very large enterprises and dealing with variety. By
the mid 1930's General Motors had passed Ford in domination of the automotive market.
2.2.2 Just in Time and Toyota Production System
The Allied victory and the massive quantities of material behind it caught the attention of
Japanese industrialists. They studied American production methods with particular attention to
Ford practices and the Statistical Quality Control practices of Ishikawa, Edwards Deming, and
Joseph Juran. At Toyota Motor Company, Taichii Ohno and Shigeo Shingo, began to
incorporate Ford production, Statistical Process Control and other techniques into an approach
called Toyota Production System or Just in Time [5]. They recognized the central role of
inventory.
The Toyota people also recognized that the Ford system had contradictions and shortcomings,
particularly with respect to employees. With General Douglas MacAurthur [6] actively
promoting labor unions in the occupation years, Ford's harsh attitudes and demeaning job
structures were unworkable in post-war Japan. Toyota soon discovered that factory workers
had far more to contribute than just muscle power. This discovery probably originated in the
Quality Circle movement. Ishikawa, Deming, and Juran all made major contributions to the
quality movement. It culminated in team development and cellular manufacturing.
Another key discovery involved product variety. Shingo, at Ohno's suggestion, went to work
on the setup and changeover problem. Reducing setups to minutes and seconds allowed small
batches and an almost continuous flow like the original Ford concept.
All of this took place between about 1949 and 1975. To some extent it spread to other
Japanese companies. When the productivity and quality gains became evident to the outside
world, American executives traveled to Japan to study it. They brought back, mostly, the
superficial aspects like kanban cards and quality circles. Most early attempts to emulate
Toyota failed because they were not integrated into a complete system and because few
understood the underlying principles [7].
2.2.3 Lean Manufacturing
Liker and Wu [8] define “lean” as “a philosophy of manufacturing that focuses on delivering
the highest-quality product at the lowest cost and on time. It is a system of production that also
takes a value stream focus. The ‘value stream’ consists of all the steps in the process needed to
convert raw material into the product the customer desires.”
Although lean manufacturing has its origins in the automobile manufacturing sector, other
industries have adopted the practices to improve their own operations. Womack and Jones [9]
offer several case studies of firms making radically different products, including stretch-
wrapping machines, wire management systems and power protection devices, and aircraft
engines, among others. Liker [10] reports improvements for a tannery, a maker of sealing
components, a scientific products company, a maker of outdoor cedar products (including
birdhouses), a manufacturer of seismic exploration equipment, and companies in the
automobile supply chain.
In the late 1980s, the International Motor Vehicle Program (IMVP) at the Massachusetts Institute
of Technology (MIT) studied automobile manufacturers and compared the United States,
Europe, and Japan, to learn the source of the Japanese advantage. The book that was published
from this project, The Machine that Changed the World, [11] introduced the term “lean
manufacturing” to the United States. The authors argued that rather than one or another
particular cultural factor, process improvement, or organizational technique being responsible for
Japan’s success, it was the manufacturing system as a whole. They found that a comprehensive
system based on, among other things, maintaining minimal inventories and very high quality,
was the basis for the success of the Japanese manufacturers, particularly Toyota. There are
many overlaps with the total quality management (TQM) system, although the authors never
mention this (Babson, 1995).
Indeed, a number of books written prior to the work of Womack and his associates addressed
many of the same concepts. Ohno wrote Toyota Production System: Beyond Large-Scale
Production in 1978 [12], Shingo’s A Study of the Toyota Production System from an
Industrial Engineering Viewpoint was first translated into English in 1981, Monden wrote
Toyota Production System in 1983, Goldratt and Cox published the first edition of The Goal in
1984, Schonberger penned World Class Manufacturing in 1986, and Suzaki wrote The New
Manufacturing Challenge in 1987 [13].
However, The Machine that Changed the World [11] was an enormously popular book with
managers and was a tremendous sales document for the lean manufacturing system. A second
book by two of the same authors, Womack and Jones, Lean.
Lean Thinking [9], has offered another take on lean manufacturing, and provides examples of
companies outside the automobile sector that had successfully adopted the system.
More recently, two books – Running Today’s Factory (1999) by Charles Standard and Dale
Davis and The Toyota Way [10], by Jeffery Liker – have provided a more clear description of
Lean Manufacturing Principles and how to apply them.
A research work carried out on “Analysis of Apparel Production Systems to Support Quick
Response Replenishment” by Russel E. King (Team Leader), Thom J. Hodgson (NCSU
Engineering); Trevor Little, Carol Carrere (NCSU Textiles); Michelle Benjamin, Tim Currin
(Textile Clothing Technology Corporation). The goal of this project was to determine the
structure and operational policies of apparel supply systems to best support rapid
replenishment to retail in order to maximize performance and productivity.
A paper named “An Integrated Methodology for More Effective Setup Reduction” was presented
at the IIE Solutions 2001 conference organized by the Institute of Industrial Engineers, in
Dallas, TX (21-23 May 2001). This paper describes how setup time is being reduced when
different types of IE Techniques and SMED are combined together.
CHAPTER THREE
LEAN MANUFACTURING
3.1 Introduction
Lean thinking focuses on value- added flow and the efficiency of the overall system. A part
sitting in a pile of inventory is waste and the goal is to keep product flowing and add value as
much as possible. The focus is on the overall system and synchronizing operations so that they
be aligned and produced products at a steady pace.
3.2 Principle of Lean Manufacturing
Key principles behind Lean Manufacturing can be summarized as follows:
1. Recognition of waste – The first step is to recognize what does and does not create
value from the customer’s perspective. Any material, process or feature which is not
required for creating value from the customer’s perspective is waste and should be
eliminated.
2. Standard processes- Lean requires an the implementation of very detailed production

guidelines, called Standard Work, which clearly state the content, sequence, timing and
outcome of all actions by workers. This eliminates variation in the way that workers
perform their tasks.
3. Continuous flow- Lean usually aims for the implementation of a continuous production
flow free of bottlenecks, interruption, detours, back flows waiting. When this is
successfully implemented. The production cycle time can be reduced by as much as
90%.
4. Pull-production- Also called Just-in- Time (JIT), Pull- production aims to produce only
what is needed, when it is needed. Production is pulled by the downstream workstation
so that each workstation should only produce what is requested by the next
workstation.
5. Quality at the Source- Lean aims for defects to be eliminated at the source and for
quality inspection to be done by the workers as part of the in-line production process.
6. Continuous improvement – A continuous improvement mentality is necessary to reach

the company’s goals. The term “Continuous improvement” means incremental
improvement of products, processes, or services over time, with the goal of reducing
waste to improve workplace functionality, customer service, or product performance.
Lean requires striving for perfection by continually removing layers of waste as they
are uncovered. This in turn requires a high level of worker involvement in the
continuous improvement process.
7. Customer focus – A lean manufacturing enterprise thinks more about its customers than
it does about running machines fast to absorb labor and overhead. Ensuring customer
input and feedback assures quality and customer satisfaction, all of which support sales.
8. Value –In lean production, the value of a product is defined slowly by the customer.
The product must meet the customer’s needs at both a specific time and price.
Identifying the value in lean production means to understand all the activities required
to produce a specific product, and then to optimize the whole process from the view of
the customer.
9. Perfection - The concept of perfection in lean production means that there are endless
opportunities for improving the utilization of all types of assets. The systematic
elimination of waste will reduce the costs of operating the extended enterprise and
fulfils customer’s desire for maximum value at the lowest price [14]
3.3 Value & Waste
Waste is anything that does not contribute to transforming a part to the customer’s needs. The
aim of Lean Manufacturing is the elimination of waste in every area of production including
customer relations, product design, supplier networks, and factory management. Its goal is to
incorporate less human effort, less inventory, less time to develop products and less space to
become highly responsive to customer demand while producing top quality products in the
most efficient and economical manner possible. Essentially, a “waste” is anything that the
customer is not willing to pay for [15].
3.3.1 Types of waste
There are seven types of waste which are following-
3.3.2 Overproduction
Producing more material than the customer demand or produce it before it is need is termed as
overproduction. Overproduction means making more than is required by the next process,
making earlier than is required by the next process, or making faster than is required by the
next process. The corresponding Lean principle is to manufacture based upon a pull
system, or
producing products just as customers order them. It is visible as storage of material. It is the
result of producing to speculative demand. Causes of overproduction time include:
 Just in case logic

 Lack of feedback from downstream process
 Lack of balance between
 Misuse of automation.
3.3.3 Waiting
Material waiting is not material flowing through value-added operations. This includes waiting
for material, information, equipment, tools, etc. Lean demands that all resources are provided
on a just-in-time (JIT) basis- not too soon, not too late [16].
Waiting for a machine to process should be eliminated. The principle is to maximize the
utilization or efficiency of the worker instead of maximizing the utilization of the machines.
Causes of waiting time include:
 Long set up times

 Lack of balance between processes namely engineering, workload, automation,
scheduling etc.
 Unplanned maintenance
 Lack of redundancy wherever possible
 Quality problems in upstream process.
3.3.4 Inventory or work in process (WIP)
Work in Process (WIP) Inventory is material between operations due to large lot production or
processes with long cycle times. Material sits taking up space, costing money, and potentially
being damaged. Related to Overproduction, inventory beyond that needed to meet customer
demands negatively impacts cash flow and uses valuable floor space. Causes of work in
process time include:
 Poor communication
 Inadequate market research
 Just in case logic
 Fluctuations in materials procurement
 Poor scheduling.
 Protecting the company from inefficiencies and unexpected problems
 Product complexity
 Unbalanced workload
 Unreliable shipments by suppliers
 Misunderstood communications
 Reward systems.
3.3.5 Over processing
Correction, or reprocessing, is when something has to be re-done because it wasn’t done

correctly the first time. Taking unneeded steps to process the parts, inefficiently processing due
to poor tool and product design, causing unnecessary motion and producing defects. Waste is
generated when providing higher-quality products than is necessary.
This not only results in inefficient use of labor and equipment but the act of re-processing
often causes disruptions to the smooth flow of production and therefore generates bottlenecks
and stoppages. Also, issues associated with reworking typically consume a significant amount
of management time and therefore add to factory overhead costs. Causes for over processing
waste include:
 Product changes without process changes

 Just-in-case logic
 True customer requirements undefined
 Over processing to accommodate downtime
 Lack of communication
 Redundant approvals
3.3.6 Transportation
Transportation includes any movement of materials that does not add any value to the product,
such as carrying work in process (WIP) long distances, creating inefficient transport, or
moving materials, parts, or finished goods into or out of storage or between processes.
The idea is that transportation of materials between productions stages should aim for the ideal
that the output of one process is immediately used as the input for the next process.
Transportation between processing stages results in prolonging production cycle times, the
inefficient use of labor and space and can also be a source of minor production stoppages.
Causes of transportation time include:
 Poor plant layout

 Poor understanding of the process flow for production
 Large batch sizes, long lead times and large storage areas.
3.3.7 Unnecessary Motion
Motion includes any unnecessary physical motions or walking by workers which diverts them
from actual processing work. For example, any wasted motion employees have to perform
during the course of their work, such as looking for, reaching for, or stacking parts, tools,
difficult physical movements due to poorly designed ergonomics, which slow down the
workers. Also, walking is waste. Causes of motion waste include:
 Unskilled people and machine ineffectiveness

 Inconsistent work methods
 Unfavorable facility or cell layout
 Poor workplace organization and housekeeping
 Extra “busy” movements while waiting.
3.3.8 Defects
Production of defective parts or correction, repair or rework, scrap, replacement production,

errors in paperwork, provision of incorrect information about the product, late delivery, and
inspection mean wasteful handling, time, and effort. Defects emerge from one or more of these
items:
 Poor product design

 Misunderstanding of customer needs
 Lack of skills and work instructions
 Unsatisfactory planned maintenance
 Low quality
 Storages of process control.
3.4 Push System
In a push system, the demand (often forecast because the lead times are so long) is converted
to a schedule for each operation. The material is released to the first operation, as dictated by
the schedule, and it is progressed ("pushed") through the subsequent operations.
3.5 Pull System
In a pull system, the demand (often customer demand as lead times are usually short) is the
production schedule of the last operation. This operation asks the previous operation for work
only when it needs it to fulfill the customer demand. The previous operation then asks the one
before it and so on. The fundamental rule is that material is only worked on if the customer
demands it. In this way material is "pulled" through the previous operations [17].
3.6 Workplace Organization-5S
The Five S’s are some rules for workplace organization which aim to organize each worker’s
work area for maximum efficiency [18].
3.6.1 First pillar: Sort (Seiri)
Sort what is needed and what is not needed so that the things that are frequently needed are
available nearby and as easy to find as possible. Things which are less often used or not
needed should be relocated or discarded.
An effective visual method to identify these unneeded items is called “red tagging”, which
involves evaluating the necessity of each item in a work area & dealing with it appropriately.
A red tag is placed on all items that are not important for operations or that is not in the proper
location or quantity.
SORT
Figure 3.1: Sort of 5S
3.6.2 Second pillar: Set in Order (Seiton)
Set in order – Arrange essential things in order for easy access. The objective is to minimize
the amount of motion required in order for workers to do their jobs. For example, a tool box
can be used by an operator or a maintenance staff who must use various tools. In the tool box,
every tool is placed at a fixed spot that the user can quickly pick it up without spending time
looking for it. This way of arrangement can also help the user be immediately aware of any
missing tools.
3.6.3 Third pillar: Shine (Seiso)
Shine means keep machines and work areas clean so as to eliminate problems associated with
un-cleanliness. In some industries, airborne dust is among the causes of poor product surface
or color contamination. To be more aware of dust, some companies paint their working places
in light colors and use a high level of lighting.
3.6.4 Fourth pillar: Standardize (Seiketsu)
Standardize is make the first 3S’s a routine practice by implementing clear procedures for
sorting, straightening and scrubbing.
Set in Order
Figure 3.2: Set in Order of 5S
3.6.5 Fifth pillar: Sustain (shitsuke)
Sustain – Promote, communicate and train in the 5 S’s to ensure that it is part of the
company’s corporate culture. This might include assigning a team to be responsible for
supervising compliance with the 5 S’s.
SUSTAIN
Figure 3.3: Sustain of 5S

3.6.6 The benefits of 5S
 Improves safety
 Better working environment
 5S can significantly improve space utilization space
 Easy retrieval of material, information, tools etc.
 Reduce quality problems
 Lower costs
 Increased customer satisfaction and
 Discipline in workplace etc.
3.7 Visual Management
Visual Management systems enable factory workers or anyone interested to be well informed
about production procedures, status and other important information for them to do their jobs
as effectively as possible. Large visual displays are generally much more effective means of
communication to workers on the factory floor than written reports and guidelines and
therefore should be used as much as possible. When it comes to improving compliance with a
process, visual presentation helps the team better understand a complicated process including
the correct sequence of events, the correct way to perform each action, internal and external
relationships between actions, and other factors which may help them to improve. These visual
tools may include the following:
a. Visual Displays - Charts, metrics, procedures and process documentation which are
reference information for production workers. For example, trend chart of yield
performance,
% variation of defect rate, month-to-date shipping volume status, etc.
b. Visual Controls – Indicators intended to control or signal actions to group members. This
may include production status information, quality tracking information, etc. For example,
color-coded panel for temperature or speed setting control limits that help an operator
quickly identify process is out of the control range. Kanban cards are another example of
visual controls. Lines on the floor to delineate storage areas, walkways, work areas etc.
Lights to indicate production status.
c. Visual process indicators – These communicate the correct production processes or flow
of materials. For example, this would include the use of painted floor areas for non-
defective stock and scrap or indicators for the correct flow of materials on the factory floor.
Visual Workplace Supports the “Eight Zeros”
i. Zero waste
ii. Zero defects
iii. Zero downtime
iv. Zero customer complains
v. Zero injuries
vi. Zero delays
vii. Zero loss
viii. Zero changeovers
3.8 Kanban
Kanban is the Japanese word for card or signal. In terms of card, a kanban is used to make
issues like inventory status, parts location and production status more visible. In terms of
signal, a kanban authorizes the previous stage of production to make more parts.
A kanban uses a designated workspace between operations to balance supply with demand. It
means a visible record. Kanban triggers mechanism to make or move material. The result is
that kanbans create a simple to operate, visible control system that offers the opportunity to
delegate routine material control transactions to the shop floor. It is simple and inexpensive. It
sets priority, limits inventory, and exposes problems.
3.9 Quick Changeover
Elapsed time between the last good piece from previous product, and the first good piece from
next product at the right speed.
Figure 3.4: Quick Change Over
Lean Manufacturing aims to reduce unnecessary downtime due to machine setup or product
changeovers since machine downtime is a significant source of unnecessary waste. This
requires a culture of continuous improvement in which the company is continuously trying to
find ways to reduce changeover and setup times. Often quicker changeover times can be
achieved to some degree by having very standardized (and well-documented) configuration
settings for the production of particular products so that there is no uncertainty about how to
reconfigure the equipment during a changeover. Companies with a wide range of product mix,
color and specifications often underestimate the conversion cost every time the production
process is halted to replace molds, clean leftover materials with a different color or
specification, adjust machine settings, etc.
Other ways to minimize the changeover/setup time include changing the physical layout of a
process, having all materials and tools needed available, and using dual/spare storage bin to
eliminate cleaning downtime.
3.10 Kaizen
It is a Japanese term for “continuous improvement”, with an emphasis on small incremental

improvements. A main theme of Kaizen is to create a culture of continuous improvement,
largely by assigning responsibility to workers, and encouraging them, to identify opportunities
for improvement.
A company can never be perfectly efficient. Lean Manufacturing requires a commitment to

continuous improvement, and preferably a systematic process for ensuring continuous
improvement, whereby the company constantly searches for non value-added activities and
ways
to eliminate those. The focus of continuous improvement should be on identifying the root
causes of non-value-added activities and eliminating those by improving the production process.
Two main opportunities for improvement are:
1. The elimination of Muda (waste) from processes
2. The correction of any issues/problems within processes in addition to Muda
The relevance of Muda is that it both directly causes problems and also hides or disguises
other issues or problems that are occurring within a process. It is therefore the most important
element to eliminate from a process. In manufacturing companies, Kaizen consists of
eliminating waste in machinery, workers and production methods. (Graphic Products, Inc.
2000)
Figure 3.5: Building Kaizen Quality Management Team

3.11 Total Productive Maintenance (TPM)
TPM is a scientific company – wide approach in which every employee at every level in the
organization is concerned about the maintenance, the quality and efficiency of their equipment.
A comprehensive system for reducing breakdowns and improving quality – by involving all
employees in the elimination of waste of time and resources caused by production equipment
[19].
3.12 POKA YOKE
Poka Yoke means Yokeru (avoid) Poka (mistake). Applying mistake proofing concepts to
process or product improvements allow you to take a proactive approach to eliminating errors
at their source before they become defects. Sorts "Good" from "Bad" practices / services,
reduces problems before they are seen by customers, does not stop source of problems, does
not prevent work defects, and does not prevent defects from getting to the customer, feedback
very slow, often non-existent.
3.13 Lean Manufacturing Benefits
Organized and ‘visual’ workplace, Lower space/facility requirements, Improved use of floor
space, Allows more strategic management focus, Improved knowledge retention, New
employees fit in more quickly with less training, Cross-trained employees, Flexible work cells
with flexible people, Small batch operations more cost effective, Productivity / Capacity
increase, Inventory reduction, Cost reduction, Improved efficiency, Improved communication,
Improved profit margins, Improved customer relations, Quality improvement, Improved
vendor support and quality, Higher labor efficiency and quality, Reduced scrap and waste,
Reduced cycle time, Reduced obsolescence, High quality and reliability, Lower overall costs,
Self- directed work teams, Lead time reduction, Fast market response, Longer machine life,
Improved flexibility in reacting to changes, Increased shipping and billing frequencies [20].
CHAPTER FOUR
VALUE STREAM MAPPING
4.1 Introduction
Value stream mapping (VSM) is the visual representation or documentation of the flow of
information material, or people from receipt of customer order to delivery of finished product.
It can be applied in manufacturing industries as well as service industries. This chapter gives
an overall idea about value adding activity, non-value adding activity and necessary non value
adding activity. This chapter also shows various symbols that are used to develop a Value
Stream Mapping of a production process and finally discusses about the steps of producing
Value Stream Mapping.
4.2 Value Stream Mapping (VSM)
A value stream is all the actions (both value added and non-value added) currently required to
produce a product and analyze the current material and information flow necessary through the
input to output [21]. It is also a technique for creating “one page picture” of all the processes
that occurs in a company. Companies are experiencing intense competitive pressure due to
globalization; hence they cannot afford to operate with wastes in their processes [22]. It’s a
sophisticated flow charting method that uses symbols, metrics, and arrows to help visualize
processes and track performance. This method helps determine which steps of a process add
value and which do not. Value Stream Mapping (VSM) is the process of mapping the material
and information flows for components and sub-assemblies in a value chain from raw material
to the customer. Womack and Jones (1996) define VSM as a tool, which allows identify ways
to get material and information to flow without interruption, improve productivity and
competitiveness, and help people implement system rather than isolated process
improvements. Womack & Jones (1996), and Rother & Shook (1999) described value-stream
maps as “material and information flow maps”, which are one-page diagrams showing the
processes used to make a product. VSM is used to identify the sources of waste in the value
stream as basis for implementation plan that helps to see and focus on flow with a vision of
and ideal. In a lean improvement initiative, most of the improvement comes from squeezing
out a large number of non-value-added steps. In the process, the value-added time can also be
reduced [10].
The goal of VSM is to identify, demonstrate and decrease waste in the process. Waste being
any activity that does not add value to the final product, often used to demonstrate and
decrease the
amount of ‘waste’ in a manufacturing system. VSM can thus serve as a starting point to help
management, engineers, production associates, schedulers, suppliers, and customers recognize
waste and identify its causes. As a result, Value Stream Mapping is primarily a communication
tool, but is also used as a strategic planning tool, and a change management tool.
The process usually includes the physically mapping of the "Current State" while also focusing
on where you get to, or the "Future State" map, which can serve as the foundation for other
Lean improvement strategies. Somehow, a fundamental limitation of VSM is that it is a
manual method for mapping and analysis of the flows of products, materials, people,
information, etc. in manufacturing facilities [23].
The concept of a value stream borrows from Michael Porter’s Value Chain framework. The
value chain is a model that helps analyze specific activities through which firms create value
and competitive advantage. By locating the value creating processes next to one another and
by processing one unit at a time, work flows smoothly from one step to another and finally to
the customer. This chain of value-creating processes is called a value stream. A value stream is
simply all the things done to create value for the customer. It requires identifying all steps
necessary to design order and produce the product across the whole value stream, to highlight
non-value adding waste. The whole value stream covers processes from ordering raw materials
to delivery of the finished product to the customer.
Value Stream Mapping is a pencil and paper tool that helps you to see and understand the flow
of material and information as a product makes its way through the value stream. The meaning
is simple: Follow a product’s production path from customer to supplier, and carefully draw a
visual representation of every process in the material and information flow. Then ask a set of
key questions and draw a “future state” map of how value should flow [14].
In Lean Manufacturing, the value of a product is defined solely based on what the internal &
external customer actually requires and is willing to pay for. Production operations can be
grouped into following three types of activities:
4.2.1 Value Adding Activity

Value-added activities are activities which transform the materials onto the exact product that
the customer requires, or those activities that, in the eyes of the end customer, make a product
more valuable. A value adding activity is simple to define; it results in something that
customer would pay for. It include the operation like conversion of input into useful end
product.
4.2.2 Non-Value Adding Activity
Non-value-added activities are the activities that aren’t required for transforming the materials
into the product that the customer wants. Anything which is non-value-added may be defined
as waste. Anything that adds unnecessary times, effort or cost is considered non-value-added.
Another way of looking to waste is that it is any material or activity for which the customer is
not willing to pay. Testing or inspecting materials is also considered as waste since this can be
eliminated in so far as the production process can be improved to eliminate defects from
occurring.
4.2.3 Necessary Non-Value Adding Activity
Those activities that, in the eyes of the end customer, do not make a product more valuable,
but are necessary unless the existing supply process is radically changed. This type of waste is
more difficult to remove in the short term and should be a target for longer term radical
change. For example, high levels of inventory may be required as buffer stock, although this
could be gradually reduced as production becomes more stable.
4.3 Steps of Value Stream Mapping
Value stream mapping is done in two steps.
a. Current state
A visual tool that documents the current condition of a manufacturing environment. A present-
state value stream map captures all of the details of manufacturing processes just as they exist
at the moment the map is produced, including any flaws or errors.
b. Future state
A visual tool that shows how a value stream can look after improvements have been
implemented. A future-state value stream map is an ideal view of a value stream and
represents the goal of a lean initiative.
Taking a value stream perspective means working on the big picture, not just individual
processes, and improving the whole, not just optimizing the parts. Identifying the differences
in the current and future states yields a roadmap for improvement activities [24].
4.4 Value Stream Mapping Symbols
Numerous symbols are used in VSM to represent steps along the value stream path. Use the
tools below to become acquainted with these symbols and how they can be used to illustrate
processes. When mapping, focus should be horizontal across systems and departments, from
order to delivery, not vertical in the departmental silo.
4.4.1 Symbols in VSM
There are internationally recognized symbols for lean manufacturing to represent these value
streams. At first we describe different symbols and their meanings-
Table 4.1: VSM symbol details
This icon represents the Supplier when in the upper left, the usual
starting point for material flow.
The customer is represented when placed in the upper right, the usual
Customer/Supplier
end point for material flow.
This is a process operation, department or work centre that other value

stream families share. Estimate the number of operators required for
the Value Stream being mapped, not the number of operators required
Shared Process for processing all products.
This icon goes under other icons that have significant information/data
required for analyzing and observing the system. Typical information
placed in a Data Box underneath FACTORY icons is the frequency of
shipping during any shift, material handling information, transfer batch
size, demand quantity per period, etc.
Typical information in a Data Box underneath MANUFACTURING

PROCESS icons: C/T (Cycle Time) - time (in seconds) that elapses
Data Box
between one part coming off the process to the next part coming off,
C/O (Changeover Time) - time to switch from producing one product
on the process to another. Uptime- percentage time that the machine is
available for processing. EPE (a measure of production rate/s) -
Acronym stands for "Every Part Every ". Number of operators - use
OPERATOR icon inside process boxes. Number of product variations,
Available Capacity, Scrap rate, Transfer batch size (based on process
batch size and material transfer rate)
This symbol indicates that multiple processes are integrated in a

manufacturing work cell. Such cells usually process a limited family of
similar products or a single product. Product moves from process step
Work cell
to process step in small batches or single pieces.
These icons show inventory between two processes. While mapping

the current state, the amount of inventory can be approximated by a
quick count, and that amount is noted beneath the triangle. If there is
more than one inventory accumulation, use an icon for each. This icon
Inventory
also represents storage for raw materials and finished goods.
This icon represents movement of raw materials from suppliers to the

Receiving dock/s of the factory. Or the movement of finished goods
Shipments from the Shipping dock/s of the factory to the customers.
This icon represents the “pushing” of material from one process to the
next process. Push means that a process produces something regardless
Push Arrow of the immediate needs of the downstream process.
This is an inventory “supermarket” (kanban stockpoint). Like a

supermarket, a small inventory is available and one or more
downstream customers come to the supermarket to pick out what they
need. The upstream work center then replenishes stocks as required.
When continuous flow is impractical, and the upstream process must
Supermarket
operate in batch mode, a supermarket reduces overproduction and
limits total inventory.
Supermarkets connect to downstream processes with this "Pull" icon
that indicates physical removal.
Material Pull
First-In-First-Out inventory. Use this icon when processes are

connected with a FIFO system that limits input. An accumulating roller
conveyor is an example. Record the maximum possible inventory.
FIFO Lane
This icon represents an inventory “hedge” (or safety stock) against

problems such as downtime, to protect the system against sudden
fluctuations in customer orders or system failures. Notice that the icon
is closed on all sides. It is intended as a temporary, not a permanent
Safety Stock storage of stock, thus there should be a clearly-stated management
policy on when such inventory should be used.
Shipments from suppliers or to customers using external transport.

External Shipment
This box represents a central production scheduling or control

department, person or operation.
Production Control
This wiggle arrow represents electronic flow such as electronic data

interchange (EDI), the Internet, Intranets, LANs (local area network),
WANs (wide area network). You may indicate the frequency of
Electronic
information/data interchange, the type of media used ex. fax, phone,
Information
etc. and the type of data exchanged.
This icon triggers production of a pre-defined number of parts. It

signals a supplying process to provide parts to a downstream process.
Production Kanban
This icon represents a card or device that instructs a material handler to
transfer parts from a supermarket to the receiving process. The material
handler (or operator) goes to the supermarket and withdraws the
Withdrawal Kanban
necessary items.
This icon is used whenever the on-hand inventory levels in the

supermarket between two processes drops to a trigger or minimum
point. When a Triangle Kanban arrives at a supplying process, it
Signal Kanban signals a changeover and production of a predetermined batch size of
the part noted on the Kanban. It is also referred as “one-per-batch”
kanban.
A location where kanban signals reside for pickup. Often used with
two- card systems to exchange withdrawal and production kanban.
Kanban Post
Go Gathering of information through visual means.

See
These icons are used to highlight improvement needs and plan kaizen
workshops at specific processes that are critical to achieving the Future
State Map of the value stream.
Kaizen Burst
This icon represents an operator. It shows the number of operators

required to process the VSM family at a particular workstation.
Operator
The timeline shows value added times (Cycle Times) and non-value
added (wait) times. Use this to calculate Lead Time and Total Cycle
Timeline Time.
At a glance necessary VSM symbols or icon.
Figure 4.1: VSM symbols

4.5 Methods of Designing a Value Stream Mapping
According to Tapping and Shuker (2003) the steps of producing value stream mapping are
following:
Step – 1: To begin with, draw the external (or internal) customer and supplier and list their
requirements per month, e.g. in items, pieces, etc.
Step – 2: Next step is to draw the basic processes in the sequencing order in the value stream
by listing the process attributes, i.e. Cycle time, changeover time, quantity of operators,
available working time, etc.
Step – 3: Then, to draw queue times between processes, e.g. how many days or hours
components wait until the next process.
Step – 4: The following step is to draw all communications that occur within the value stream,
i.e. information flow.
Step – 5: And finally, to draw push or pull icons to identify the type of workflow, i.e. physical
flow.
When mapping, focus should be horizontal across systems and departments, from order to
delivery, not vertical in the departmental silo.
Figure 4.2: Example of Current state VSM

4.6 Importance of Value Stream Mapping
 It shows the linkage between the information flow and the material flow
 Creates a vision of the future by uncovering wastes and opportunities to create flow -
and making them visible to all
 It helps visualize more than just the single-process level, i.e. assembly, welding etc.
 It ties together lean concepts and techniques and helps avoid “cherry picking”
 It makes decisions about the flow apparent, so easily can discuss them
 Prioritizes activities needed to achieve the future state
 Enables broad participation in shaping the future
 It forms the basis of an implementation plan
 It provides a common language for talking about manufacturing processes
It is much more useful than quantitative tools and layout diagrams that produce a tally of non-
value added steps, lead time, and distance travelled, the amount of inventory, and so on.
CHAPTER FIVE
VSM CURRENT STATE MAP
5.1 Introduction
To eliminate waste first we have to develop a value stream for the current system. The Value
Stream Mapping (VSM) is a visualization tool by this method we can easily identify the
different value added and non-value added activities. It helps to understand and streamline
work processes using the tools and techniques of Lean Manufacturing.
5.2 Methods apply for designing current state map
The first step is to draw the current state value stream mapping to take a snapshot of how
things are being done now. To collect data for VSM, core team was trained on how to collect
data and exercise was carried out to ensure that core team was capable to collect date
accurately. Material flow related data was collected by physically following the material from
cutting to sewing to finishing.
Following are the steps how current steps are drawn.
 First select the process of a product which we want to design the VSM
 Collect the information walk through and identify the main process (i.e. how many
process boxes from store to delivery)
 Note the all data information
 Mention value added & non value added work
 Fill the data box about non value added & Value added work
 Mention non value added work- (cycle time, actual time, activities, defects, WIP,
transport, waiting)
 Calculation & make a process chart of value added & non value added work
 Make a summary sheet percentage of value added & non value added
5.3 Value stream mapping data details
In Value Stream Mapping data boxes there are some data uses, which details are following
a. Actual time
The time need to transform or physical appearance change or value adding.
b. Availability time
The time a production line is available for production. Availability time is measured in
seconds and does not include planned downtime like lunch periods and breaks.
c. Batch
A specific quantity to be produced. Batch-model assembly lines produce products in groups.
d. Cycle time
The period required to complete one cycle of an operation; or to complete a function, job, or
task from start to finish. Cycle time is used in differentiating total duration of a process from
its run time.
e. Changeover time
Changeover time is the non-value added time required to convert a setup for one product line
to a setup for another product line.
f. Lead time
The amount of time it takes from the beginning of a project to the completion of a finished
part, or from an order for a part and its shipment to a customer.
g. Uptime
The ratio of actual production time of a machine to the availability of time. Expressed as a
percentage, uptime is calculated by dividing actual production time by the availability time.
h. WIP
Work in progress is a type of inventory that is currently in process and is measured by days.
5.4 Current State of Cutting, Sewing and Finishing
The current state map of cutting, sewing and finishing of a polo shirt has drawn by taking all
necessary data of data log sheet (Appendix- A, B, and C). Also identified the value adding,
non- value adding and unavoidable non value added activities. Following are the current state
summary.
5.4.1 Current State of Cutting
Table 5.1: Current state Cutting summary
Cutting Current State

Cycle Time (min) 412
Actual Time (min) 42
Workers 32
Quantity Outputs (pcs) 1100
Batch Size (pcs) 1100
Waste
Transportations (feet) 330
Defects
Waiting Time (min) 2853
Total value added time = 42 min
Total non-value added time = 2984
min Total unavoidable time = 239 min
Total time = VA time + NVA time + UNVA time
= 42 + 2984 + 239 min
= 3265 min
Total Lead time = 3265 min
% of value added time= 1.29%
% of non-value added time= 91.39%
% of unavoidable non value added time= 7.32%

5.4.2 Current State of Sewing
Table 5.2: Current state Sewing summary
Sewing Current State

Cycle Time (min) 15.99
Actual Time (min) 2.84
Workers 45
Quantity Output (pcs) 1040
No of Activities 74
Batch Size (pcs) 25
Available Time 480
Up time 100%
Productivity 2.89
Waste
Change over 4.27
Defects 118
Waiting Time (min) 944.84
Total value added time = 2.84 min
Total non-value added time = 944.84
min Total unavoidable time = 12.01 min
= 2.84 + 944.84 + 12.01 min
= 959.69 min
Total Lead time = 959.69 min
% of value added time = 0.30%
% of non-value added time = 98.45%
% of unavoidable non value added time = 1.25%

5.4.3 Current State of Finishing
Table 5.3: Current state Finishing summary
Finishing Current State

Workers 13
No of Activities 13
Batch Size (pcs) 10
Available Time 480
Waste
Defects
= 0.04 + 172.00 + 5.20 min
= 177.24 min

VALUE STREAM MAPPING OF CURRENT STATE 5.
Date of the Mapping ICONS LEGEND 4.
Value Stream Store to
Finish
Co
Champion
Mapping Members
Stores Customer Information anu Inventory Push Bar
Lean Forum Members
Supplier Electronic m
Sea Land Kaizen Super bi
ne
Process Transport Blitzes unn market Manual Flow
Summary of Current state Map d

Product-Polo shirt C
Sales & Distribution ur
re
Supplier
Customer nt
St
at
e
m
ap
38 of
Head of Cutting Head of Sewing Head of Finishing C
utt
Cutting Sewing Finishing in
Inventory C/T(Min) 412 C/T(Min) 15.99 C/T(Min) 5.24
Actual time 42 Actual time 2.84 Actual time 0.04
g,
Workers 32 Workers 45 Workers 13 Se
Qty Output 1100 Qty Output 1040 Qty Output 1100
No. of activities 74 No. of activities 13
wi
Batch size 25 Batch size 10 ng
Batch size 1100 Available time 480 Available time 480
Up time 100% Up time
Inventory
an
4570 Productivity 2.89 2184 Productivity 444 d
Waste Waste Waste
Change Over 4.27 Change Over
Fi
Transportation (Feet) 330
Transportation (feet) 191 Transportation (Feet) 102
Defect Defect 118 Defect
Waiting Time 2853 Waiting Time 944.84 Waiting Time 172
2984 944.84 172

42 2.84 0.04
239 12.01 5.2
Cutting Sewing Finishing Total Summary

Lead time (Min) 3265 Lead time (Min) 959.69 Lead time (Min) 177.24 Lead time (Min) 4401.93
TTL Non value added 2984 91.39% TTL Non value added 944.84 98.45% TTL Non value added 172.00 97.04% TTL Non value added 4100.84 93.16%
Total Value Added 42 1.29% Total Value Added 2.84 0.30% Total Value Added 0.04 0.02% Total Value Added 44.88 1.02%
Total Unavoidable 239 7.32% Total Unavoidable 12.01 1.25% Total Unavoidable 5.20 2.93% Total Unavoidable 256.21 5.82%
Figure 5.1: Summary of Current State Map
5.4.5 Result analysis of current state map
= 44.88 + 4100.84 + 256.21 min
= 4401.93 min
5.4.6 Current value adding, non-value adding and unavoidable non value adding graph
Cutting Summary Sewing Summary
0.30%
1.29%7.32% 1.25%
TTL Non
TTL Non value
value added
added
Total Value Added Total Value

Added
Total
Total 98.45%
91.39% Unavoidable
Unavoidabl e
Figure 5.2: Cutting summary Figure 5.3: Sewing summary
39
Finishing Summary Total Summary
2.93%
TTL Non value added
0.02% 5.82%
1.02% TTL Non value added
Total Value Added Total Value Added
Total
Total Unavoidabl e Unavoidable
97.04% 93.16%
Figure 5.4: Finishing summary Figure 5.5: Total summary
5.4.7 Current Efficiency and Productivity graph of traditional lines
Figure 5.6: Current efficiency Figure 5.7: Productivity graph

5.4.8 Current Traditional line layout
Figure 5.8: Current line layout

5.5 Improvement areas of Current State
5.5.1 Cutting section
 Fabric spreading time is too much for manual laying.
 After each laying fabric edge cutting by one scissor man.
 Using more helper for each laying
 Number is not starting from 1st stack of cutting
 Need helper for numbering
 Helper use for transportation in cutting place to numbering area
 Cuff collar cannot supply from cutting
 Input cannot control from cutting ultimate result is high WIP
 Using separate table for cutting, numbering, checking and bundling
 Properly not maintaining cut panel rack
 There is a transportation between cutting to sewing
5.5.2 Sewing section

a) Process
 Not multi-tasking practices
 Using helper for front and back match
 Using helper for body with sleeve match
 Helper using for placket, collar and button hole marking
 Surging of cuff and collar
 Don’t thread trimming by operator
 No bundle wise flow in sewing line from beginning to ending
 Less use of guide, folder and attachment
 Bundle pickup, dispatch and arranging system is not proper way i.e. disorganized way
 Do not use laser for marking
 Less Job sharing practices
 Not multi-machine operating by one worker
 Not machine cleaning by operator
 There is a transportation and waiting time from sewing to fusing section
b) Quality checking
 Each line QI 6 to 7 (3 for before iron and others for after iron)
 Not QI for inline quality check but one AQC for each two lines
 One for measurement check
 Not visualization of defects
 Measurement checking by normal measurement tape
 Two workstation for garments quality check
5.5.3 Finishing section

 Each line 7 to 8 person working ( two for ironing and others for packing and folding)
 There is a transportation from sewing output to finishing and one guy is responsible for
transportation.
 Don’t measurement sketch on iron table for this reason most of the time garments
shape is not ok or measurement variation.
 Hang tag, folding, poly and barcode every process is doing by separate worker
CHAPTER SIX
FUTURE STATE MAPPING AND IMPLEMENTATION
6.1 Introduction
Value stream mapping is important to identify non value adding task and time. We can reduce
non value adding activities by increase value adding activities through a future state mapping.
All the activities which we will implement in future all are given in future state map.
6.2 Drawing Future State VSM
For designing a future a state map we have to prepare and begin actively using an
implementation plan that describes, on one page, how to achieve the future state plan. The
propose Future State VSM is drawn by showing different types of Lean concept of kaizen,
process merging, job sharing, multitasking, multi-machine operating and operation change,
reduce transportation on the improvement areas of Current State VSM. The Production unit
needs to work with the required rate of production and to maintain the quality and efficiency
also. Figure 6.1, 6.2, 6.3 is showing the future state mapping.
6.3 Future VSM implementation project team
After designing the future state map and implement the Kaizen Event and other improvements
a project team has been formed and also design their regular task.
Table 6.1: Project team
Project Champion Mr. Javed Iqbal
Project Manager Mr. Moin Uddin,
Project Team Leader Mr. Mahabub Alam, Mr. Hasan Ali
Execution Team member Mr. Akter, Mr. Monibur Rahman, Mr. Homayun Kabir, Mr.
Selim Reza,
Supporting Team member Mr. Nuruzzaman, Mr. Moshiur, Mr. Tanvir

Date of the Mapping
Value Stream Store to Finish

Champion
Mapping Members
Lean Forum Members
Merchandising / Production Control
Supplier
Eleminate Bundle card

Kaizen Kaizen Numbering By automation
Marker making roll wise bundling and 10 pieces
from CAD & bundling start
Fabric Quality check
when keep in store & Reduce 2 layerman supply
make report from layer
Kaizen Kaizen
Combined Combined Combined Combined Combined
Fabric Loading & Marker Placing & Cut panel Input
Storing Quality check Lay Translation Cutting Numbering Bundling Cut panel check Body pairs
45 Spreading Attachment replacement Rack(Storing)
TTL time 15
TTL Time 25 TTL Time 55 TTL Time 3 TTL Time 10 TTL Time TTL Time 58 TTL Time 30 TTL Time 45 TTL Time 30 TTL Time 66 TTL Time 25
50
Store Workers 2 Workers 7 Workers 4 Workers 4 Workers 3 Workers 2 Workers 2 Workers 2 Workers 3 Workers 3
Actual time
Actual Time Actual Time Actual Time Actual Time Actual Time Actual Time 42 Actual Time Actual Time Actual Time Actual Time Actual Time
Batch size
Batch size
1430K Batch size 142 K 1100 Batch size 1100 Batch size 1100 Batch size (pcs) 1100 Batch size 1100 Batch size 1100 Batch size 1100 Batch size Batch size Batch size 1100
(11pcs*100Layer)
Waste
1430 400K 0 0 0 1800 (pcs) 950 480 800 80 260 1300
Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste
Transportation Transportation
Transportation (Feet) 0 Transportation (Feet) 115 55 Transportation (Feet) 5 Transportation (Feet) 0 Transportation(Feet 25 Transportation 10 Transportation 15 Transportation 25 Transportation 55 Transportation 25
(Feet) (Feet)
Waiting Time
2085 Waiting Time 65 Waiting Time 14 Waiting Time 10 Waiting Time 30 Waiting Time 30 Waiting Time 98 Waiting Time 56 Waiting Time 70 Waiting Time 45 Waiting Time 130 Waiting Time 220
2085 90 14 13 30 30 156 56 115 45 130 220

42
15 55 10 8 30 30 66 25
Cutting
Figure 6.1: Cutting Future State Map
ICONS LEGEND
Stores
Customer, Supplier Electronic Information Manual Inventory Push Bar
Kaizen
Kaizen
Kaizen Operation
Change Operation
Marking helper Eliminate Kaizen
by using Cut mark in Placket Secissoring by Change
Body mark helper nose tuck operator Helper Eliminate by
Placket eliminate by using laser combindly supply from
cutting
Marking helper eliminate by collar mark &
cutting from cutting
Combined
46
Placket Fusing Placket mark Front part mark Placket Front & Back Collar mark
Placket Rolling Placket joint Nose tuck Shoulder joint Label attach Shoulder T/S Collar Cutting Collar joint Collar joint
for Rolling for placket joint Scissoring part match for joining
C/T 0.26 C/T 0.15 C/T 0.18 C/T 0.2 C/T 0.22 C/T 0.30 C/T 0.15 C/T 0.35 C/T 0.23 C/T 0.22 C/T 0.18 C/T 0.25 C/T C/T C/T
Actual time 0.13 Actual time Actual time 0.03 Actual time Actual time 0.03 Actual time Actual time 0.03 Actual time Actual time 0.02 Actual time 0.05 Actual time 0.03 Actual time 0.10 Actual time Actual time Actual time
Qty Output 1100 Workers 1 Workers 1 Workers 1 Workers 1 Workers Workers Workers Workers Workers Workers Workers Workers Workers Workers
Qty Output 1180 Qty Output 1200 Qty Output 1160 Qty Output 1120 Qty Output 1100 Qty Output 1090 Qty Output 1120 Qty Output 1120 Qty Output 1110 Qty Output 1115 Qty Output 1120 Qty Output 1130 Qty Output Qty Output
Activities 1 Activities 2 Activities 1 Activities 1 Activities Activities Activities Activities Activities Activities Activities Activities Activities Activities
Batch size 25 Batch size 25 Batch size 25 Batch size 25 Batch size 25 Batch size 25 Batch size 25 Batch size Batch size Batch size Batch size Batch size Batch size Batch size
Available time 480 Available time 480 Available time 48 Available time 480 Available time 480 Available time 480 Available time 480 Available time 480 Available time 480 Available time Available time Available time Available time Available time
Batch size 30 0
Up time 0 Up time 100% Up time 0 Up time 100% Up time Up time 100% Up time Up time 100% Up time 100% Up time 100% Up time 100% Up time Up time 100% Up time 100%
0 Efficiency 0.59 10 Efficiency 0.62 10 Efficiency 0.5 40 Efficiency 0.51 20 Efficiency 0.69 20 Efficiency 0.34 30 Efficiency 0.82 10 Efficiency 0.537 10 Efficiency 0.51 10 Efficiency 0.42 40 Efficiency 0.58 40 Efficiency 25 Efficiency 21 Efficiency
0
Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste
Change Over Change Over Change Over Change Over Change Over Change Over Change Over Change Over Change Over Change Over Change Over Change Over Change Over Change Over
Transportation 25
Transportation 2 Transportation 2 Transportation 2 Transportation 2 Transportation 2 Transportation 2 Transportation 2 Transportation 2 Transportation 2 transportation 2 Transportation 2 Transportation 2 Transportation 2 Transportation 2
Defect Defect Defect Defect Defect Defect Defect Defect 4 Defect 2 Defect 5 Defect 0 Defect 0 Defect 5 Defect 5
Waiting Time 100
Waiting Time 12 Waiting Time 13 Waiting Time 15
0 0 0 0 0 0 0
Waiting Time 0 Waiting Time 15 Waiting Time 0 Waiting Time 28 Waiting Time 7 Waiting Time Waiting Time Waiting Time 30 Waiting Time 4.8 Waiting Time 9 Waiting Time 8
7
1 2 3 4 5 6 7 8 9 10 11 12 13 14
100 0 15 0 28 7 7 0 30 4.8 9 8 12 13 15
0.13 0.03 0.03 0.03 0.02 0.05 0.03 0.1 0.05 0.05
0.13 0.15 0.15 0.2 0.19 0.30 0.12 0.35 0.21 0.17 0.15 0.15 0.25 0.33 0.38
Sewing
Figure 6.2(a): Sewing Future State Map
Takt Time
Pitch
Sea Land Kaizen Blitzes Manual Pull Flow Daily Qty
Process Transport Runner Super market
Customer
Combined
Kaizen Kaizen
Job sharing & reduce one operator
Operation Sleeve Match Operation

Collar piping cutting by Change helper reduce by Change
operator maintain cut panel
Eliminate Eliminate thread trimming
operation helper, by operator
Combined
47 Collar piping Collar piping Collar piping Collar piping Placket pattern Sleeve hem Sleeve & body Sleeve Armmhole Sleeve opening
Placket Closing Placket box Placket box Sleeve joint Sleeve joint Bottom hem
C/T 0.20
scissoring T/S T/S T/S rolling match armmhole T/S thread cut tuck
C/T 0.2 C/T 0.37 C/T 0.37 C/T 0.25 C/T 0.28 C/T 0.70 C/T 0.8 C/T 0.3 C/T 0.25 C/T 0.42 C/T 0.47 C/T 0.46 C/T 0.26 C/T 0.33 C/T 0.32
Actual time 0.05
Actual time Actual time 0.07 Actual time 0.07 Actual time 0.08 Actual time 0.07 Actual time 0.07 Actual time 0.1 Actual time 0.1 Actual time Actual time 0.05 Actual time 0.05 Actual time 0.08 Actual time Actual time 0.12 Actual time 0.10
Workers 1
Workers 1 Workers 1 Workers 1 Workers 1 Workers 1 Workers 1 Workers 1 Workers 1 Workers 1 Workers 1 Workers Workers 1 Workers 1 Workers 1 Workers 1
Qty Output 1140
Qty Output 1140 Qty Output 540 Qty Output 560 Qty Output 1080 Qty Output 1120 Qty Output 540 Qty Output 520 Qty Output 1100 Qty Output 1110 Qty Output 580 Qty Output 1000 Qty Output 1080 Qty Output 1040 Qty Output 1040
Activities 2
Activities 1 Activities 1 Activities 1 Activities 1 Activities 1 Activities 2 Activities 2 Activities 2 Activities 1 Activities 2 1 Activities 2 Activities 1 Activities 2 Activities 2
Batch size 25
Batch size 25 Batch size 25 Batch size 25 Batch size 25 Batch size 25 Batch size 25 Batch size 25 Batch size 25 Batch size 25 Batch size 25 Qty Output 550 Batch size 25 Batch size 25 Batch size 25 Batch size 25
Available time 480
Available time 480 Available time 480 Available time 480 Available time 480 Available time 480 Available time 480 Available time 480 Available time 480 Available time 480 Available time 480 Activities Available time 480 Available time 480 Available time 480 Available time 480
Up time 100%
Up time 0 Up time 100% Up time 100% Up time 100% Up time 100% Up time 100% Up time 100% Up time 100% Up time 0 Up time 100% Up time 100% Up time 0 Up time 100% Up time 100%
2
Batch size 25
Available time 480
Up time 100%
Efficiency
0.475 40 Efficiency 0.48 35 Efficiency 0.42 20 Efficiency 0.43 8 Efficiency 0.56 15 Efficiency 0.65 287 Efficiency 0.79 80 Efficiency 0.87 50 Efficiency 0.69 25 Efficiency 0.58 30 Efficiency 0.51 18 Efficiency 0.54 20 Efficiency 0.96 45 Efficiency 0.59 50 Efficiency 0.72 125 Efficiency 0.69 90
Waste
Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste
Change Over Change Over Change Over 0.32 Change Over 0.25 Change Over Change Over Change Over Change Over Change Over Change Over Change Over Change Over Change Over 3.1 Change Over Change Over Change Over
Transportation 2
Transportation 2 Transportation 2 Transportation 2 Transportation 2 Transportation 2 Transportation 2 Transportation 2 Transportation 2 Transportation 2 Transportation 2 Transportation 2 Transportation 10 Transportation 2 Transportation 2 Transportation 2
Defect 4
Defect 0 Defect 12 Defect 12 Defect 0 Defect 0 Defect 12 Defect 12 Defect 6 Defect 0 Defect 5 Defect 5 Defect 5 Defect 0 Defect 10 Defect 0
Waiting Time 15
Waiting Time 12 Waiting Time 6 Waiting Time 4 Waiting Time 8 Waiting Time 8 Waiting Time 90 Waiting Time 55 Waiting Time 8 Waiting Time 10 Waiting Time 7 Waiting Time 9 Waiting Time 30 Waiting Time 5 Waiting Time 23 Waiting Time 56
15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
15 12 6 4 8 8 90 55 8 10 7 9 30 5 23 56
0.05 0.07 0.07 0.08 0.07 0.07 0.1 0.10 0.05 0.05 0.08 0.12 0.10
0.15 0.2 0.3 0.3 0.17 0.21 0.63 0.7 0.20 0.25 0.37 0.42 0.38 0.26 0.21 0.22
Sewing
Figure 6.2(b): Sewing Future State Map
Combined Combined Reduced
Process Merge Process Merge Eliminate quality Check
Kaizen
Kaizen
Sleeve outside Mark for button Body turn & Size label Heat
Side seam joint Side seam joint Side vent tuck Side vent joint Side vent T/S Bartack Button hole Button attach thread Thread cut Quality check Quality check Quality Check
tuck attach Pressing
C/T 0.59 C/T 0.55 C/T 0.42 C/T 0.28 C/T 0.42 C/T 0.46 C/T 0.23 C/T 0.32 C/T 0.25 C/T 0.20 C/T 0.38 C/T 0.32 C/T 0.4 C/T 0.4 C/T 0.3 C/T 0.80
Actual time 0.10 Actual time 0.10 Actual time 0.07 Actual time 0.08 Actual time 0.08 Actual time 0.1 Actual time 0.06 Actual time 0.20 Actual time Actual time 0.10 Actual time Actual time Actual time Actual time Actual time Actual time 0.42
Workers 1 Workers Workers 1 Workers Workers 1 Workers Workers Workers 1 Workers Workers 1 Workers Workers Workers 1 Workers Workers 1 Workers
Qty Output 550 Qty Output 1100 Qty Output 1060 Qty Output 1060 Qty Output 1060 Qty Output 430 Qty Output 450 Qty Output 1040
1 1 1 1 1 1 1 1
Activities 3 Activities 2 Activities 2 Activities 1 Activities 1 Activities 1 Activities 1 Activities 4
Qty Output 530 Qty Output 1070 Qty Output 1060 Qty Output 1070 Qty Output 1060 Qty Output 530 Qty Output 580 Qty Output 410
Batch size 25 Batch size 25 Batch size 25 Batch size 25 Batch size 25 Batch size 15 Batch size 15 Batch size 100
Activities Activities Activities Activities Activities Activities Activities Activities
Available time 480 Available time 480 Available time 480 Available time 480 Available time 480 Available time 480 Available time 480 Available time 480
Up time 100% 3 Up time 100% 2 Up time 100% 2 1 Up time 100% 1 Up time 100% 2 1 Up time 1 Up time Up time 100%
Batch size Batch size Batch size Batch size Batch size Batch size Batch size Batch size
0 0
25 25 25 25 25 25 25 15
Available time 480 Available time 480 Available time 480 Available time 480 Available time 480 Available time 480 Available time 480 Available time 480
Up time 100% Up time 100% Up time #### Up time 100% Up time Up time Up time Up time
0 0 0 0
Efficiency 0.68 55 Efficiency 0.61 45 Efficiency 0.96 52 Efficiency 0.62 25 Efficiency 0.93 38 Efficiency 1.02 57 Efficiency 0.51 18 Efficiency 0.71 23 Efficiency 0.55 17 Efficiency 0.44 18 Efficiency 0.42 40 Efficiency 0.39 30 Efficiency 0.33 38 Efficiency ### 44 Efficiency 0.25 350 Efficiency 1.73 80
Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste
Change Over Change Over Change Over Change Over Change Over 0.1 Change Over Change Over 0.15 Change Over Change Over Change Over 0.35 Change Over Change Over Change Over Change Over Change Over Change Over
Transportation 2
Transportation 2 Transportation 2 Transportation 2 Transportation 2 Transportation 2 Transportation 2 Transportation 2 Transportation 2 Transportation 2 Transportation 2 Transportation 2 Transportation 3 Transportation 3 Transportation 3 Transportation 65
Defect
Defect Defect Defect Defect Defect Defect Defect Defect Defect Defect Defect Defect Defect Defect Defect 0
3
3 0 0 4 4 0 0 0 0 0 0 0 0 0
Waiting Time 32
Waiting Time 26 Waiting Time 29 Waiting Time 17 Waiting Time 26 Waiting Time 62 Waiting Time 8 Waiting Time 13 Waiting Time 11 Waiting Time 28 Waiting Time 21 Waiting Time 17 Waiting Time 12 Waiting Time 14 Waiting Time 6 Waiting Time 27
31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46
32 26 29 17 26 62 8 13 11 28 21 17 12 14 6.3 27
0.10 0.10 0.07 0.08 0.08 0.10 0.06 0.20 0.10 0.42
0.49 0.45 0.35 0.2 0.24 0.36 0.17 0.12 0.25 0.10 0.38 0.32 0.38
Sewing
Figure 6.2(C): Sewing Future State Map
48
Job sharing
istance
Process Merge Process Merge
49 Quality Check Quality Check Quality Check Size wise Hang/Price tag Barcode Attach on
Ironing Ironing Folding poly Metal Pass Cartoning
Top side Top side (Measurement) grouping attach poly
C/T 0.88 C/T 0.77 C/T 0.63 C/T 0.53 C/T 0.4 C/T 0.28 C/T 0.32 C/T 0.4 C/T 0.3 C/T 0.18 C/T 0.07 C/T 0.48
Actual time Actual time Actual time Actual time Actual time Actual time Actual time Actual time Actual time Actual time Actual time 0.04 Actual time
Workers 1 Workers 1 Workers 1 Workers 1 Workers 1 Workers 1 Workers 1 Workers 1 Workers 1 Workers 1 Workers 1 Workers 2
Qty Output 1100 Qty Output 1100 Qty Output 350 Qty Output 380 Qty Output 490 Qty Output 1040 Qty Output 1040 Qty Output 1040 Qty Output 1040 Qty Output 1040 Qty Output 1200 Qty Output 1200
Activities 1 Activities 1 Activities 1 Activities 1 Activities 1 Activities 1 Activities 1 Activities 2 Activities 1 Activities 1 Activities 1 Activities 1
Batch size 20 Batch size 20 Batch size 10 Batch size 10 Batch size 10 Batch size 15 Batch size 5 Batch size 6 Batch size 6 Batch size 3 Batch size 120 Batch size 10
Available time 480 Available time 480 Available time 480 Available time 480 Available time 480 Available time 480 Available time 480 Available time 480 Available time 480 Available time 480 Available time 480 Available time 480 Inventory
Up time 0 Up time 0 Up time 0 Up time 0 Up time 0 Up time 0 Up time 0 Up time 0 Up time 0 Up time 0 Up time 100% Up time 0
Efficiency 2.02 55 Efficiency 1.76 46 Efficiency 0.46 23 Efficiency 0.42 9 Efficiency 0.41 48 Efficiency 0.61 17 Efficiency 0.69 9 Efficiency 0.87 11 Efficiency 0.65 11 Efficiency 0.39 15 Efficiency 0.18 200 Efficiency 1.20
Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste
Change Over Change Over Change Over Change Over Change Over Change Over 0 Change Over 0 Change Over 0 Change Over 0 Change Over Change Over Change Over
0 0
0
Transportation 65
Transportation 3 Transportation Transportation Transportation 3 Transportation 3 Transportation 3 Transportation 3 Transportation Transportation 10 Transportation 3 Transportation 0
3 3 3
Defect
Defect Defect 0 Defect 0 Defect 0 Defect Defect 0 Defect 0 Defect 0 Defect Defect Defect 0
0 0
0
0 0
Waiting Time 24
Waiting Time 19 Waiting Time 17 Waiting Time 11 Waiting Time 21 Waiting Time 9 Waiting Time 8 Waiting Time 13 Waiting Time Waiting Time 4 Waiting Time Waiting Time 40
47 48 49 50 51 52 53 54
6
56 57 58
55
24 19 17 11 21 9 8 6 4 40
13
0.04
0.88 0.77 0.63 0.53 0.4 0.28 0.32 0.4 0.18 0.03 0.48
0.3
Finishing
Figure 6.3: Finishing Future State Map
6.3.1 Responsibilities of Team
6.3.1.1 Project Champion Responsibilities
Champion is someone with the authority and the responsibility to allocate the organizations
resources. The champion should possess the following attributes:
 A sense of Project ownership

 Authority to make change happen across functions and departments
 Authority to select the implementation core team
 Authority to commit resources
6.3.1.2 Project Manager Task
 Planning and Controlling and follow up the team
 Regular basis meeting with team
 Provide necessary guideline and direction
 Communication with project champion
6.3.1.3 Project Team Leader Task
 Communication with Team regular basis
 Give information to team according to project manager direction
 Regularly monitor and control project team
 Implement new good ideas other teams
 Create benchmarking for project products
6.3.1.4 Execution Team member Task
 Execution the new layout according to team leader direction
 Communication with production team regularly
 Motivation workers
 Logistics support (Guide, Folder arrangement)
 Regularly time study
 Skill matrix creation
 Productivity analysis daily basis
 Layout design and comparison
 Measure improvement daily basis
6.3.1.5 Supporting Team member task
 Capacity study and line graph make
 Production study
 Time study and cycle time check
50
 Hourly production follow up the team
 Record data before and after layout change
 Task comparison
 Take picture and video
6.3.2 Company profile
The selected apparel manufacturing plant is Viyellatex Ltd. Viyellatex is an export oriented
knit garment manufacturing unit established in 1996. Now it is the ISO, Accord certified knit
garments in Bangladesh. Main products are T-shirt, Polo Shirt, Trouser, Jacket and Fancy
products etc. Currently it has 100 sewing lines in which most of the machines has auto trimmer
and mostly oil-free dry head machine with the capacity of 2-2.5 million pieces. It is located at
Sataish Road, Gazipura, Tongi Gazipur, Bangladesh. Viyellatex Ltd. has backward and
forward linkage sister companies.
Table 6.2: Company Profile
Factory name: Viyellatex

Factory address: 297, Khortoil, Tongi, Gazipura-1712, Bangladesh
Total direct labour: 5000 persons (Cutting, Sewing and finishing)
Product range: T-shirt, Polo shirt, Jacket, Fancy product, Kids wear etc.
Sewing lines: 100 lines
Sewing operators per line: For Basic-22, Semi Critical-32, Critical-48
Helpers per line: Basic-8, Semi Critical-10, Critical-12
Daily working hours: 8
Selected product for mapping: Polo shirt (Cutting, Sewing and Finishing)
Absenteeism: 5.5%
Days for order changeover: 23
6.4 Kaizen Events/Blitz
Traditionally, kaizen has meant making small, incremental improvements over a long period of
time. A blitz is an intense and lightning-quick version of the kaizen process used to implement
a variety of Lean techniques in a hurry, usually three to eight days in length. It is also
sometimes called a Kaizen Event. It’s easy to understand why lean manufacturers are
embracing the kaizen blitz. Improvement in a Lean organization must be an ongoing process
and the structure of a
kaizen blitz is one of the surest ways to augment continual change, increase efficiency and
generate savings.
Following are the improvement ideas and implemented in Future state VSM.
6.4.1 Cutting Implementation

a. Team concept and training
Team building is important to achieve a goal. It is quiet impossible for one or two person to
overcome and follow up a lots of process perfectly and nicely. As a result many people are
engaged here to accomplish the task properly. So for team work need training and team
building session that will help the people work together. Training is important to make the
people knowledgeable about their task and responsibilities. By training we can easily adopt
new concept and implement it.
b. Starting ten pieces bundling system
Traditional bundling system is more than twenty to thirty pieces in a one bundle. But our new
concept is bundle is no more than ten pieces for tee shirt, polo shirt and five pieces for jacket
product. If the bundle is small it will easy to handling and can easily arrange it.
Before Kaizen After Kaizen
Figure 6.4: Ten pieces bundling
c. Maintaining serial in all ten pieces bundle to eliminate front with back and body with
sleeve matching
In traditional system we can see that all time one or two person is engage for match front with
back and body with sleeve. Now to reduce the helper we have to maintain serial in one bundle
than we can easily match front, back and sleeve without any problem.
d. Start all parts in one bundle together such as front, back, and sleeve cut panel
In traditional system all parts are delivered as a separate bundle. As a result operator cannot
find it easily and not interest to match it. So our new concept is we will deliver all parts
suppose front, back and sleeve together also maintain serial from cutting.
e. Utilization of band knife machine for small parts cutting to keep dimensional accuracy
In current conditions people are not using band knife machine for small parts cutting. As a
result the shape of the cut panel is not good. So our new concept for small piece cutting we
cannot use normal straight knife cutter we will use band knife machine to keep small parts
shape accuracy.
f. Start without numbering bundling system by implementing roll wise cutting system
Our new idea is from now we will not use sticker attach on cut panel we will cut the fabrics
according to role wise and cannot amalgamate one role to another role if there are no shading
issue may come. Because sticker is use only for shading purpose.
g. Maintain on time input of all parts
To reduce changeover and through time also non production time we will ensure that all parts
are provided together and at a time.
h. Use same table for laying, cutting, checking and bundling to reduce transportation
To reduce transportation time on cutting section we will use same table for cutting numbering
also check and bundling.
i. Elimination of bundle card writing helper by bundle card automation
Previously six to seven helper is engaged for bundle card writing and sometimes they cannot
supply it quickly as urgent requirement. Now new concept, we will make it automation of
paper printing (see appendix-L). As a result no need extra four to five helper.
j. Using light box for cut panel & fabric check
Traditional systems only fabric checking by light box but sometimes some cut panel problem
cannot identified through normal light also some embroidery and print panel problem cannot
identified. So if we use lighting box for checking cut panel it will more helpful for identified
fabric defects quickly and accurately. As a result cutting defects will be reduced.
k. Uses of fabric edge cutter m/c after each laying
Traditional systems after each laying two scissor man cut the fabric with the help of scissor.
But now our implement concept is we will use fabric edge cutter for each lay cutting. The
following figure showing this-
Figure 6.5: Uses of fabric edge cutter after each lay
l. WIP control by providing daily basis input from cutting
Traditional systems there are no control of WIP. Cutting is providing all the cut panel what
they have cut, but now our concept cutting will deliver only the daily basis requirement which
is generated by planning. And by this way we can keep control sewing WIP.
m. Reduce layer man by using auto spreading machine
Traditional systems for fabric laying no spreader machine is using. But if we use spreader
machine for each laying than we can easily reduce laying man for each table laying.
n. Reduce cutting transportation by keep cutting near sewing department
Traditional systems cutting is another floor or building for central cutting maintain. But it is
not good for all times. If we keep the cutting near sewing we can easily communicate cutting
problem and can solve the problem very quickly also reduce the transportation time and
manpower. So our proposal is cutting should be near or parallel with sewing dept. it will be
more effective for reduce cutting problem.
6.4.2 Sewing Implementation
Different types of improvement activities have been done in sewing section which are following:
6.4.2.1 Operator Reduction

a. Two machine operating by one operator
Normally one operator operate one machines but now one operator will operate two machines
at a time. So we can easily reduce one operator from one machines, by process scanning.
b. Multi-tasking by one operator
Previously one person doing one task suppose operator is only operating machine but not
thread cutting. Now our new concept is all worker will do two or three task at a time. For
example each operator will be thread trimming after sewing and some operator will be
marking and sewing at a time.
c. Job sharing
Previously operator cannot share the job. But now our target is one operator will share two
process each hour, suppose half hour will do collar joint and another half hour will do another
process collar top stitch.
6.4.2.2 Helper Reduction
Helper can be reduced by different ways following are some procedure also see appendix G.
a. Marking and thread trimming by operator
In our project team we started new concept that every operator will be trimming their extra
thread end after sewing, if we no need use extra helper for thread trimmings.
b. Elimination of matching through nicely arrange cut panel and all parts keep together in
bundle
To reduce helper for front with back and body with sleeve, we will arrange the bundle serially
and together and flow them together so for this reason we have no need extra two helper for
front back match and body with sleeve match.
c. By using laser
Laser is now a popular technology in garments. By this we can easily reduce any marking
procedure. For our model team we developed a laser system which will reduce placket and
front body marking for placket joint. Here we will use two laser straight / line and cross laser.
Figure 6.6: Use of laser for placket attach
6.4.2.3 Process Improvement

a. Use guide or folder or attachment
We have started use of guide and folder and attachment for better quality and keep two parts
alignment parallel.
b. Cuff and collar cutting from cutting dept.
Previously we need two persons for collar marking and collar surging but now new concept is
we will arrange the cuff and collar form cutting department. and both marking and surging by
band knife machine. Finally we can easily reduce both two persons from sewing line.
c. Combined two process together
Sometimes one process capacity is low and another process capacity is high at that time if we
combined two process together it will be balanced.
 Ex- Side vent tack & top stitch

 Ex-Opening tack & Chap tack
 Ex- lining & bone make together
d. Operation Change
Due to not proper operation balancing there is some transportation in the line so we have
changed some operation at the end to beginning of the line in our project team.
e. Development of thread cutting table
Traditional system thread cutting is doing by normal flat table. For our project team we have
developed a table where table top will be hole, and this hole will help to fall down the thread
into down word and it has developed due to lose thread is one kind of defects which is not
acceptable in quality inspections.
Figure 6.7: Developed thread cutting table
6.4.2.4 Reduce WIP

a. Properly job distribution and line balancing
To reduce WIP it is important properly work distribution. Without proper work balance there
will be a bottleneck and it will create the WIP. So from the line balancing graph we have to
properly balancing the graph.
b. Keep 10 pieces bundling system
If twenty five or more pieces keep in one bundle it will create WIP in lines. Lean concept is
single piece flow in assembly line and if we cannot do this we have to keep it as much as low
quantity. We observe in knit factory that production quantity is higher than others. For this
small quantity bundle is difficult. So our target is to keep the bundle size minimum ten pieces,
which will help us to maintain WIP minimum quantity level.
c. Maintain two bundle flow
Traditional system there are no control of bundle flow. For our project team we will maintain
two bundle flow from the starting to ending. As a result we can control line WIP and can
easily identify the bottleneck process also balance the line.
6.4.2.5 System development and Layout

a. Development of skill matrix
Skill matrix is a process and operator list chart which is categories into good, batter and best of
different types of machine process. Then according to process categorization necessary
operators are arrange which is called skill inventory and this inventory is keep up to date to
find out a best operator for emergency crisis. To implement future state map there is a skill
matrix has been made and skill inventory has done (See appendix- E, F).
b. Reduce changeover time or through put time
By arranging input and all types of machines and necessary guide and attachment before
starting a new layout, also complete special requirement or comment at PP stage. As a result
through put time and changeover time can be reduced easily.
c. For critical item make the layout preparation section & assembly section
For critical layout suppose Jacket or fancy item make the layout two portions. One is
preparations section and another one is assembly section. Independent parts will make from
preparations section and sometimes this line will help other line at a time. Then the parts will
go to assembly line for complete the garments.
d. Small and zigzag layout system
Traditional layout was u-shape and straight flow. As a result there were some transportation
and sometimes it was difficult to job share. But new concept is straight line and zigzag flow so
transportation will be low and process can be easily shared. Following are new proposed
layout-
Figure 6.8: Proposed layout of sewing section
6.4.2.6 Synchronizations of production target
a. General target for sewing
Traditional system only target is given for sewing and for operator. So each hour later
supervisor take all responsibilities to give the production.
b. Should be target for quality and Finishing also
New concept production target is not only for sewing but quality, and finishing also. Each hour
later they have to take responsibilities to give the production. Otherwise there will be back log
production to quality and finishing.
6.4.2.7 Quality implementation

a. Increase process QI by reducing table QI
Traditionally all QI is working on table and one AQC is responsible for two lines, result is it is
tough for him to monitor two lines at a time. If we increase line QI who will work on the inline
critical process each hour. He will check all the critical process and share with production
supervisor regularly. Following are developed in line quality process checking table.
Figure 6.9: New developed table for moving QI
b. Implementation of traffic light system
It is a quality system designed to identify problems and get help from management to solve
those problems. The purpose of this system is to identify quality problems within the
needlepoint and to immediately give remedies to stop it from recurring.
The chart always starts with YELLOW and moves to either RED or GREEN but will never
directly between RED and GREEN. In other words RED and GREEN are always separated by
YELLOW.
Start (yellow)
1st check (7 pcs)
Otherwise, GREEN CARD [If no faults]
RED CARD [If one pcs fault]
2nd check (7 pcs)
RED CARD [If one pcs fault or none remain at]
3rd check (7 pcs)
YELLOW CARD [If no faults]
4th check (7 pcs)
GREEN CARD [If no faults]
Figure 6.10: SOP of Traffic Light System for maintaining quality
c. Eliminate garments measurement by sketching measurement in QI table
One QI is always responsible for check garments measurement. We can reduce it by drawing
sketch on QI table. When the QI check the garments they will put the garments on the drawing
sketch and easily can confirm the measurement. Following are some example-
Figure 6.11: New concept of table quality checking procedure
d. To easily identification of defects and its locations using visual sketching of garments
Visual management is good for take any decision. By this we can more easily take any types
of decision. So if the QI put mark on sketch what they are finding in each checking. After
complete the check they can easily identified where the problem locations and what is the
frequency and which operator is responsible for this defects. They can share it with superior or
operator and can solve it very quickly.
Figure 6.12: Visualization of garments defects
e. After checking keep the garments size wise separately
Sometimes one person is responsible for size wise garments grouping. But if we keep it
separately size wise after checking and mark the table size wise then no need extra person for
size wise grouping.
6.4.3 Finishing Implementation
a. Reduce transportation by integration of finishing with sewing output
In traditional lines sewing and finishing section is separate for this there is a small
transportation between them. Our new concept is sewing and finishing will merge together.
Result is no extra transportation and waiting time between them and no need extra man for
transportation. And if we can keep all the department near and parallel it will be more effective
layout.
b. Folding and poly together (one for jacket, two for t- shirt & polo shirt)
In traditional system one person is always engage for folding and one for poly but new concept
is both two process is done by one person and ultimately there capacity will be equally
utilized. Otherwise according to time study poly man capacity is more than folding man. As a
result process will be merged.
c. Barcode and sticker attach by one person
Traditional system one person is engage for bar code attach and another one for sticker
attaching. But if we can do both task by one person it will be more effective.
d. For accurate shape of garments use marking on iron table
In traditional system after completing the garments when iron man ironing the garments he has
no idea about the garments shape. Result is measurement and shape is uneven and not exactly.
But if we make a sketch on iron table it will be more helpful about the garments shape. When
iron man ironing the garments he will keep the garments on the sketch it will be helpful to
keep the garments its perfect shape also.
Figure 6.13: Sketch on iron table

CHAPTER SEVEN
DATA ANALYSIS AND RESULTS
7.1 Introduction
A Future state map is generated based on the current state map to improve the value-adding
time by eliminating the non-value adding time in the current system. To implement future state
different types of kaizen has done and different initiative has taken. The process time is
shortened by the proper follow up and motivation, delay time is removed by proper planning,
controlling and the schedule is maintained with the help of all related and concerned people.
7.2 Data analysis

After implementation of different kaizen on current state following is the comparison between
current and implemented future state, and for line balancing graph (see appendix D, and H).
Table 7.1: Comparison between traditional line and model line summary
Comparison Criteria Traditional line Model line

No of Machine 31 28
No of Operator 31 27
No of Helper 11 2
No of QI 6 3
No of Iron 2 2
No of Packing worker 8 6
Total worker 58 40
Quantity Output 1040 960
Avg. Working Hour 8 8
Avg. Hourly Production 130 120
Output Min 8840 8160
Input Min 20160 13920
Average sewing Efficiency 43.85% 58.62%
Productivity 2.24 3.00
No of Defects 118 20
WIP 2184 420
Process Integration or merge 0 7
Multi machine operating 0 1
7.3 Summary after Implementation of Future State map
After implementation of future state map following are the data and result analysis (See
appendix I, J, K)
7.3.1 Future State of Cutting
Table 7.2: Future state Cutting summary
Cutting Future State

Workers 20
Batch Size (pcs) 1100
Waste
Defects
min Total unavoidable time = 229.13
min
= 42.13 + 991.00 + 229.13 min
= 1262.26 min

7.3.2 Future State of Sewing
Table 7.3: Future state Sewing summary
Sewing Future State

Workers 29
Quantity Output (pcs) 960
No of Activities 62
Batch Size (pcs) 10
Available Time 480
Up time 100%
Productivity 4.14
Waste
Change over 4.39
Defects 20
= 2.50 + 318.00 + 11.87 min
= 332.37 min

7.3.3 Future State of Finishing
Table 7.4: Future state Finishing summary
Finishing Future State

Workers 13
No of Activities 13
Batch Size (pcs) 10
Available Time 480
Waste
Defects
min
= 0.04 + 123.00 + 5.26 min
= 128.30 min

VALUE STREAM MAPPING OF FUTURE STATE MAP 7.
Date of the Mapping ICONS LEGEND
3.
Value Stream Store to
Finish
Co
Champion
Mapping Members
Stores Customer Information anu Inventory Push Bar
m
Lean Forum Members
Supplier Electronic
Sea Land Kaizen Super bi

Process Transport Blitzes unn market Manual Flow
ne
Summary of Future State Map d
Product-Polo shirt Fu
Sales & Distribution tu
re
Supplier
Customer St
at
Operation e
Kaizen scanning
Process razing m
ap
of
68 C
Head of Cutting Head of Sewing Head of Finishing utt
in
Cutting Sewing Finishing g,
Inventory C/T(Min) 271.26 C/T(Min) 14.34 C/T(Min) 5.30
Actual time 42.13 Actual time 2.50 Actual time 0.04 Se
Workers 20 Workers 29 Workers 11 wi
Qty Output 1100 Qty Output 960 Qty Output 960
No. of activities 62 No. of activities 13 ng
Batch size 1100
Batch size
Available time
10
480
Batch size
Available time
10
480
an
Inventory
Up time 100% Up time d
Waste
2093 Productivity
Waste
4.14 420 Productivity
Waste
10.91 100
Fi
Change Over 4.39 Change Over
Transportation (Feet) 135
Transportation (feet) 146 Transportation (Feet) 53
Defect Defect 20 Defect
Waiting Time 991 Waiting Time 318 Waiting Time 123
991 318 123

42.13 2.50 0.04
229.13 11.87 5.26
Cutting Sewing Finishing Total Summary

Lead time (Min) 1262.26 Lead time (Min) 332.37 Lead time (Min) 128.30 Lead time (Min) 1722.93
TTL Non value 991.00 78.51% TTL Non value 318.00 95.68% TTL Non value added 123.00 95.87% TTL Non value 1432.00 83.11%
added added added
Total Value Added 42.13 3.34% Total Value Added 2.50 0.75% Total Value Added 0.04 0.03% Total Value Added 44.67 2.59%
Total Unavoidable 229.13 18.15% Total Unavoidable 11.87 3.57% Total Unavoidable 5.26 4.10% Total Unavoidable 246.26 14.29%
Figure 7.1: Summary of Future State Map
7.4 Result analysis of implemented future state map
min
= 44.67 + 1432 + 246.26 min
= 1722.93 min
Following are the implemented future state map value adding, non-value adding and unavoidable
non value adding time summary:
Table 7.5: Summary of implemented future state map
Criteria Implement Future State Map
Time Percentage
Lead time (min) 1722.93
Non Value adding time 1432.00 83.11%
Value adding time 44.67 2.59%
Unavoidable non value adding time 246.26 14.29%
69
Following are the future state map cutting, sewing, finishing and total summary graph:
Cutting summary Sewing summary
3.57%
18.15% TTL Non value added TTL Non value added
3.34% 0.75%
Total Value Added Total Value Added
Total Unavoidable Total Unavoidable
78.51% 95.68%
Figure 7.2: Future state Cutting summary Figure 7.3: Future state Sewing summary
Finishing summary Total summary

14.29%
4.10%
0.03%
TTL Non value added 2.59%
TTL Non value added
Total Value Added

Total Value Added
Total Unavoidable
Total Unavoidable
95.87% 83.11%
Figure 7.4: Future state Finishing summary Figure 7.5: Future state Total summary
7.5 Final Results
Following are the final comparison between traditional line vs model line-
Table 7.6: Comparison between traditional and model line
Performance Unit of Tradition Model line Improvement

measure Measurement al line percentage
Line efficiency Percentage 43.85% 58.62% 33.68%
Line productivity Labour per hour (pcs) 2.24 3.00 33.92%
WIP reduction Pieces 2184 420 80.76%
Lead time reduction Percentage 4401.93 1722.93 60.85%
Value adding Percentage 1.02% 2.59% 153.92%

time increased
Non value adding Percentage 93.16% 83.11% 10.78%

time reduced
Following are the traditional and model line efficiency, productivity, WIP, lead time, value
adding, and non-value adding time comparison graph:
Figure 7.6: Comparison of line Efficiency Figure 7.7: Comparison of Productivity
Figure 7.8: Comparison of line WIP Figure 7.9: Comparison of Lead time
Figure 7.10: Comparison of Value adding Figure 7.11: Comparison of Non-Value adding
CHAPTER EIGHT
CONCLUSIONS AND RECOMMENDATIONS
8.1 Conclusions
The value stream mapping method (VSM) is a visualization tool oriented to the Toyota
Production System. It helps to understand and streamline work process using the tools and
technique of lean manufacturing. The goal of VSM is to identify, demonstrate and elimination
of waste in the process. Before eliminating waste, we must be able to see it. If we can identify
waste, we can target it for elimination. But if we cannot see it, it will remain and add cost.
Without VSM problem cannot be identified easily and cannot reduced. VSM can serve as a
starting point to help management, engineers, production associates, schedulers, suppliers, and
customers, recognize waste and identify its causes. As a result value stream mapping is
primarily a communication tool, but is also used as a strategic planning tool and a change
management tool.
If we look back of current state assessment. It is found that value adding time is 1.02%,
waiting time is 93.16%, line efficiency 57.29% and productivity 2.37 per person per hour. The
line is not properly balanced and lots of transportation also need more space. The helper,
operator ratio was 1:2.81. Which shows huge opportunities for improvement in those areas.
Before implementation of tools & techniques of lean manufacturing we have to train the
people specially supervisor and make them knowledgeable about different types of waste and
how to identify waste also how to reduce waste. Also train the operator how to handling the
garments & operating or stitching. It has started 10 pieces bundling system from cutting. Then
follow up the line regularly and capacity study time to time. Also train about kaizen how small
change make their work simple and improve visibility of off-standards and they were
introduced to changing for better.
After implementation of team work, different kaizen blitz, process integration, job sharing,
multi machine operating and balancing the task also eliminating unnecessary activities, team
achieved 58.62% line efficiency, productivity achieved 3 per person per hour, lead time
reduction 60.85%, and value adding time increased 153.92% also non value adding time
reduction is 10.78%. Besides defects, WIP, transportation, and helper also reduced than
previous traditional systems.
8.2 Recommendations
The study was done with a limited scope. The future works may include super market pull
between cuttings and sewing section also implementation of JIT and Kanban system to keep
WIP at minimum level. The future works may also include helper less Zero defect line where
each operator will be the quality at the source and creation of standard operating procedure
(SOP) for each sections and for Incentive policy also.
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APPENDICES
Appendix A: Current Data Log Sheet (Cutting)
Actual time (min)
Transportation (feet)
Waiting Time
Workers
Total time (min)
Activity
Batch size
Storing 15 0 0 1430 kg 0 2085
Quality check 25 0 2 142 kg 115 65
Fabric loading spreading 55 0 7 1100 kg 55 14
Lay Translation 3 0 7 1100 kg 5 10
Marker Placing & Attaching 10 0 4 1100 kg 0 30
Cutting 50 42 3 1100 (pcs) 0 30
Numbering 58 0 2 1100 (pcs) 25 98
Bundling 30 0 2 1100 (pcs) 10 56
Cut panel check 45 0 2 1100 (pcs) 15 70
Cut panel replacement 30 0 3 0 25 45
Body pairs 66 0 3 0 55 130
Input Rack (storing) 25 0 0 1100 (pcs) 25 202

Appendix B: Current Data Log Sheet (Sewing)
Waiting Time
Up time
Transportation
Workers
C/T (min)
Actual time (min)
Quantity Output
Batch size (pcs)
Efficiency (%)
Defect
Change Over
Activity
No of Activities
Placket Fusing 0.26 0.13 0 1100 0 30 100% 0.00 0.0 25 0 100
Placket mark for
0.15 0 1 1180 1 25 0 0.59 0.0 2 0 0
rolling
Placket Rolling 0.18 0.03 1 1200 2 25 100% 0.62 0.0 2 0 15
Front part
0.2 0 1 1160 1 25 0 0.50 0.0 2 0 0
mark for
placket join
Placket join 0.22 0.03 1 1120 1 25 100% 0.51 0.0 2 0 28
Placket scissoring 0.30 0 1 1100 2 25 0 0.69 0.0 2 0 7
Nose tack 0.15 0.03 1 1090 2 25 100% 0.34 0.0 2 0 7
Front &Back part
0.35 0 1 1120 1 25 0 0.82 0.0 2 0 0
match
Shoulder join 0.23 0.02 1 1120 1 25 100% 0.537 0.0 2 4 30
Label attach 0.22 0.05 1 1110 1 25 100% 0.51 0.0 2 2 4.8
Shoulder T/s 0.18 0.03 1 1115 2 25 100% 0.42 0.0 2 5 9
Collar Cutting 0.25 0.10 1 1120 1 200 100% 0.583 0.0 2 0 8
Collar mark
0.25 0 1 1130 1 200 0 0.589 0.0 2 0 12
for joining
Collar join 0.38 0.05 1 580 2 25 100% 0.46 0.0 2 5 13
Collar join 0.43 0.05 1 540 2 25 100% 0.48 0.0 2 5 15
Collar piping 0.20 0.05 1 1140 2 25 100% 0.475 0.0 2 4 15
Collar piping
0.2 0 1 1140 1 25 0 0.48 0.0 2 0 12
scissoring
Collar piping T/S 0.37 0.07 1 540 1 25 100% 0.42 0.32 2 12 6
Collar piping T/S 0.37 0.07 1 560 1 25 10% 0.43 0.25 2 12 4
Appendix B: Current Data Log Sheet (Sewing continued)
Waiting Time
Actual time (min)
Defect
Transportation
Workers
C/T (min)
Efficiency (%)
Up time
Change Over
Activity
Quantity Output
Batch size (pcs)

No of Activities
Placket closing 0.25 0.08 1 1080 1 25 100% 0.56 0.0 2 0 8
Placket pattern
0.28 0.07 1 1120 1 25 100% 0.65 0.0 2 0 8
T/S
Placket box 0.70 0.07 1 540 2 25 100% 0.79 0.0 2 12 90
Placket box 0.8 0.1 1 520 2 25 100% 0.87 0.0 2 12 55
Sleeve hem 0.3 0.1 1 1100 2 25 100% 0.69 0.0 2 6 8
Sleeve &body
0.25 0 1 1110 1 25 0 0.58 0.0 2 0 10
Match
Sleeve join 0.42 0.05 1 580 2 25 100% 0.51 0.0 2 5 7
Sleeve join 0.47 0.05 1 550 2 25 100% 0.54 0.0 2 5 9
Sleeve armhole
0.46 0.08 1 1000 2 25 100% 0.96 3.1 10 5 30
T/S
Armhole thread
0.26 0 1 1080 1 25 0 0.59 0.0 2 0 5
cut
Bottom hem 0.33 0.12 1 1040 2 25 100% 0.72 0.0 2 10 23
Sleeve opening
0.32 0.10 1 1040 2 25 100% 0.69 0.0 2 0 56
tuck
Side seam join 0.59 0.10 1 550 3 25 100% 0.68 0.0 2 3 32
Side seam join 0.55 0.10 1 530 3 25 100% 0.61 0.0 2 3 26
Sleeve outside
0.42 0.07 1 1100 2 25 100% 0.96 0.0 2 0 29
tack
Side vent tack 0.28 0.08 1 1070 2 25 100% 0.62 0.0 2 0 17
Side vent joint 0.42 0.08 1 1060 2 25 100% 0.93 0.1 2 4 26
Side vent
0.46 0.1 1 1060 2 25 100% 1.02 0.0 2 4 62
top stitch
Barrack 0.23 0.06 1 1070 1 25 100% 0.51 0.15 2 0 8
Button hole 0.32 0.20 1 1060 1 25 100% 0.71 0.0 2 0 13
Appendix B: Current Data Log Sheet (Sewing continued)
Transportation
Waiting Time
Efficiency (%)
Defect
Change Over
Up time
No of Activities
Quantity Output
Batch size (pcs)

Workers
Actual time (min)
C/T (min)
Activity
Button attach
0.25 0 1 1060 1 25 0 0.55 0.0 2 0 11
mark
Button attach 0.20 0.10 1 1060 1 25 100% 0.44 0.35 2 0 28
Body turn &
0.38 0 1 530 2 25 0 0.42 0.0 2 0 21
thread trimming
Thread cut 0.32 0 1 580 2 25 0 0.39 0.0 2 0 17
Quality check 0.37 0 1 430 1 15 0 0.33 0.0 3 0 12
Quality check 0.4 0 1 410 1 15 0 0.34 0.0 3 0 14
Quality Check 0.27 0 1 450 1 15 0 0.25 0.0 3 0 6

Size label Heat
0.80 0.42 1040 4 100 100% 1.73 0.0 65 0 27
Pressing
Appendix C: Current Data Log Sheet (Finishing)
C/T (min)
Actual time (min)
Workers
Activity
Quantity Output
Efficiency (%)
Defect
Change Over
Transportation
No. of Activities
Waiting Time
Batch size (pcs)
Ironing (1) 0.88 0.00 1 1100 1 20 2.02 0 65 0 24
Ironing (2) 0.77 0.00 1 1100 1 20 1.76 0 0 0 19
Quality check top

0.63 0.00 1 350 1 10 0.46 0 2 0 17
side (1)
Quality check top
0.53 0.00 1 380 1 10 0.42 0 2 0 11
side (2)
Quality check
0.40 0.00 1 490 1 10 0.41 0 2 0 21
(measurement)
Size wise grouping 0.28 0.00 1 1040 1 15 0.61 0 2 0 9
Hang /price tag

0.32 0.00 1 1040 1 5 0.69 0 2 0 8
attach
Folding 0.40 0.00 1 1040 2 6 0.87 0 5 0 13
Poly 0.30 0.00 1 1040 1 6 0.65 0 5 0 6
Barcode attach on
0.18 0.00 1 1040 1 3 0.39 0 10 0 4
poly
Metal pass 0.07 0.04 1 1200 1 120 0.18 0 0 0 0
Cartooning 0.48 0.00 2 1200 1 10 1.20 0 0 0 40

Appendix D: Current state line graph
Team : 31 Present Graph Date: 1-Aug-15 1st Performance: 77% Total Operator: 31
Style : 2043 Previous Graph Date: Prod. Start Date: 25-Jul-15 Balance (%): 68% Total Asst. Operator: 11
Buyer : M&S Lowest Capacity/Hr: 135 Pcs SMV: 8.50 Efficiency: 45% Total: 42
Item : POLO Capacity Achieved: 130 Pcs TACCT: 11.10 Prod. Gap: 4% Study By: Mahabub
Sl.Opt nName ID Operation Time Capacity Sl.Opt n Name ID Operation Time Capacity
1 1 Placket mark for rolling SNL 9 348 29 25 Bottom hem FL 20 157

2 2 Placket Rolling SNL 11 285 30 26 Sleeve Opening tack SNL 19 165
3 3 Front part mark for placket join M 12 261 31 27 Side seam join OL 35 89
4 4 Placket join SNL 13 241 32 27 Side seam join OL 36 87
5 5 Placket scissoring M 18 174 33 28 Sleeve out side tack SNL 22 142
6 6 Nose tack SNL 9 348 34 29 Side vent tack SNL 17 184
7 7 Front &Back part match M 21 149 35 30 Side vent joint SNL 25 125
8 8 Shoulder join OL 14 224 36 31 Side vent top stitch SNL 22 142
9 9 Lable attatch SNL 13 241 37 32 Bartack BKT 14 224
10 10 Shoulder T/s FL 11 285 38 33 Button hole HOLE 19 165
11 11 Collar Cutting V-TRIM 15 209 39 34 Button attatch mark M 15 209
12 12 Collar mark for joining M 15 209 40 35 Button attatch BTN 12 261
13 13 Collar join SNL 23 136 41 36 Body turn & thread trimming M 23 136
14 13 Collar join SNL 26 120 42 37 Thread cut M 19 165
15 14 Collar piping SNL 12 261
16 15 Collar piping scissering M 12 261
17 16 Collar piping T/S SNL 22 142
18 16 Collar piping T/S SNL 22 142
19 17 Placket closeing SNL 15 209
20 18 Placket pattern T/S SNL 17 184
21 19 Placket box SNL 45 70
22 19 Placket box SNL 48 65
23 20 Sleeve hem FL 18 174
24 21 Sleeve &body Match M 15 209
25 22 Sleeve join OL 22 142
26 22 Sleeve join OL 25 125
27 23 Sleeve armmhole T/S FL 21 149
28 24 Armmhole thread cut M 16 196
400
350 Capacity CL UCL LCL
300
348
348
250
200
286
285
285
285
150
268
261
261
261
257
100
241
241
224
224
50
209
209
209
209
209
204
196
184
0
179
176
174
174
165
165
158
157
149
149
144
142
142
135
135
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41
Appendix E: Skill Matrix Process name
Category A(Very Good) B(Good) C(Medium)
Production/ Production/ Production
M/C Process Process Process
Hr Hr /Hr
Zipper joint 60 Patch label join 100 Back neck piping 150
Zipper top 65 Placket 1/16 top 150 V‐make 140
Collar band joint 70 Placket kacha 140 Flag label joint 160
Placket box 80 Bone joint with rolling 70 Sleeve 1/4 tack 140
Placket box(X) 60 Waist belt tack 70 Sleeve opening tack 140
Side vent join 80 Pattern top 140 Placket Rolling 160
Side vent top 80 Moon joint 110
SNL
V‐neck tack with body 130 Placket joint 115
Back neck tape top 140 Placket joint(Stripe) 80
Collar joint 130 Back Neck tape joint 120
Collar top with label 130 Bone top 80
Collar & Zipper mouth closing 50 Pocket joint 80
Bone tack 60 Pocket joint(Diamond) 60
Bottom joint 80 Hood join 80 Back rise 160
Cuff joint 80 Sleeve join 100 Front rise 160
Mora sleeve joint 65 Side seam (Solid) 90 Moon overlock 180
Round Neck joint (without rollar) 160 In seam 100 Shoulder join 160
OL V‐Neck joint 140
Side seam (Stripe) 55
Blind sleeve Hem 70
Waist belt join 80
Body hem (with thread cut) 160 Sleeve hem (open) 160 Shoulder top 160
Slv hem(Round/ Churi hem) 120 Arm hole piping 140 Front neck top 170
Side top 80 Cuff top 120 Moon top 170
Neck binding 150 Front V‐neck top 140 Back Neck piping 180
FL
Leg hem 80 Hood hem 80
Arm hole top 120
Waist belt top 120
Snap button (3) 60 Double needle CS 120
SPECIAL Hole stitch (3) 120 Bartack (2) 160

Zig zag 100 Button stitch (3) 120
Appendix F: Skill Matrix Inventory
Summary Plain m/c Over lock m/c Flat lock m/c Others Total
A 11 3 3 2 19
B 7 8 6 1 22
C 2 4 5 1 12
No Operator ID No Process Name Plain O/L F/L Others

Name m/c m/c m/c
1 Shajada W-1811471 B/k part label attach & Thread cut B C
2 Nurjahan W-4812364 Placket rolling & T/C B C C
3 Parul 3121649 Placket join A B
4 Khadeja 320499 Nose tack & scissoring A
5 Mahabuba 3115500 Sleeve & bottom hem B A
6 Toli 3112084 Sleeve & bottom hem C A
7 Jorina 316347 Shoulder join &Thread cut B B
8 Jismin 3121460 Shoulder T/S &Thread cut B B
9 Nazmul 3120678 Collar join A C
10 Sharmin 3118663 Collar piping & Scissoring A B
11 Shalma W-4811474 Collar piping T/S & T/C B B
12 Halima 3121624 Collar join & Collar piping T/S A C
13 Kalpona 3119539 Placket closing & T/C B B
14 Jahanara 3119442 Placket closing & T/C A B
15 Moni 3113645 Placket box T /S A B
16 Monora 3113742 Placket box T /S A B
17 Moksuda 3124190 Sleeve join & T/S B A
18 Laily 3121418 Sleeve arm hole T/S & TC B A
19 Shorifa 319611 Side seam join & T/C C A
20 Kuddus 3114577 Side seam join & Sleeve join C A
21 Shobuj 3121886 Sleeve inside & Outside tuck & TC A C C
22 Sharmin 3115402 Sleeve inside & Outside tuck & TC B C
23 Lipe 3116266 Side vent tuck & T/S & TC A B C
24 Kohenur W-5111633 Side vent tuck & T/S & TC A B
25 Shano W-4815031 Bar tack & Button B
26 Rima 3116127 Button hole & button attach Mark A
27 Ranoka 3115952 Button attach A
Appendix G: Task Comparison of Helper Replacement
Previous layout (Polo shirt) Present layout (Polo shirt)
Sl Helper using Why use helper Sl Implementation How

No area No
plan
1 Placket mark Placket rolling & placket 1 Reduce helper By using laser light
attach with front part in marking area
2 Front body Front body mark for 2 Reduce helper By using cu mark
mark attach placket in in body
middle position
3 Placket For divided the placket 3 Reduce helper Replace by nose tuck
scissoring in two part & nose tuck
Operator
4 Front & For maintain numbering 4 Reduce helper By maintain properly

Back part serial front & back part bundle serial
match
5 Collar mark For collar join 5 Reduce helper By mark from
cutting band knife
m/c
6 Piping For piping T/S 6 Reduce helper Helper job share
scissoring by operator
7 Sleeve & For maintain serial body 7 Reduce helper By maintain properly
body match & sleeve bundle serial
8 Armhole Helping work 8 Reduce helper Helper job share

thread cutting for armhole T/S by operator
9 Button attach For positioning button 9 Reduce helper Replace by bar

mark attach tack operator &
BH operator
10 Thread Reduce extra thread 10 Not change helper Developed new thread
trimming from body cutting table for TC
11 Trimming Reduce extra thread from 11 Not change helper Developed new thread
body cutting table for TC
H
Appendix H: Future state Line Graph
Team : 31 Present Graph Date: 1-Aug-15 1st Performance: 101% Total Operator: 27
Style : 2043 Previous Graph Date: Prod. Start Date: 25-Jul-15 Balance (%): 76% Total Asst. Operator: 2
Buyer : M&S Lowest Capacity/Hr: 136 Pcs SMV: 8.50 Efficiency: 66% Total: 29
Item : POLO Capacity Achieved: 125 Pcs TACCT: 8.43 Prod. Gap: 8% Study By: Mahabub
Opt Opt
Sl. n Name ID Operation Tim Capacity Sl. n Name ID Operation Time Capacity
e
1 1
Bk part Label attach & Tread Cut SNL 313 31 22 Thread cut using developed t 20 157
2 2
Placket Rolling & TC 196
3 3 10 M
Placket joint 209
4 4 SNL
Nose tuck & scissoring 241
5 5
Sleeve & bottom hem 16
95
6 5
Sleeve & bottom hem SNL
95
7 6
Shouldr joint & Thread cutt 196
9 7 209
Shoulder T/S & Thread cut 15
10 8 136
Collar joint SNL
12 9
Collar piping & scissoring 184
13
FL
33
FL
33
OL
16
FL
15
SNL
23
SNL
17
13 10 Collar piping T/S & TC SNL 27 116
14 10 Collar joint & collar piping T/S V-TRIM 61 51
15 11 Placket Closing & Top stitch SNL 34 92
16 11 Placket Closing & Top stitch SNL 34 92
17 12 Placket box & TC SNL 37 85
18 12 Placket box & TC SNL 37 85
19 13 Sleeve joint & TC OL 18 174
20 14 Sleeve armmhole T/S & thread cut FL 16 196
21 15 Side seam joint & TC OL 31 101
22 15 OL 45 70
Side seam joint & Sleeve joint
23 16 SNL 28 112
Sleeve inside & Outside tuck & TC
24 16 SNL 30 104
Sleeve inside & outside tuck & TC
25 17 SNL 42 75
Side vent tuck & T/S & TC
26 17 SNL 39 80
Side vent tuck & T/S & TC
27 18 BTK 16 196
Bartack & Button
28 19 HOLE 22 142
Button hole & button attach mark
29 20 BTN 13 241
Button attach
30 21 M 20 157
Body turn & thread trimming
.
350 300
0
100
150
200
250
50
313
196
209
241
190
196
209
136
184
167
184
169
174
Capacity
196
CL
171
216
UCL
155
196
LCL
142
241
157
157
Appendix I: Future Data Log Sheet (Cutting)
Transportation (feet)
Waiting Time
Total time (min)
Workers
Activity
Actual time (min)
Batch size
Storing Quality Check 15 0 0 1430kg 0 780
Fabric Loading & Spreading 55 0 5 1100 30 12
Marker Placing & Attachment 10 0 4 1100 0 5
Cutting 50 42 3 1100 0 25
Cut panel check& Bundling 45 0 2 1100 15 70
Cut panel replacement 30 0 3 10 25 24
Placket Fusing 0.26 0.13 0 10 25 15
Body pairs 66 0 3 10 40 15
Input Rack(Storing) 20 0 0 1100 pcs 25 180

Appendix J: Future Data Log Sheet (Sewing)
Up time
Actual time (min)
Quantity Output
Batch size (pcs)
Efficiency (%)
Defect
Change Over
Workers
No of Activities
Waiting Time
C/T (min)
Transportation
Activity
Bake part Label

attach & Tread Cut 0.22 0.05 1 1110 2 10 100% 0.51 0.00 2 1 0
Placket Rolling & TC 0.27 0.03 1 1100 2 10 100% 0.61 0.00 2 0 0

Placket joint 0.25 0.03 1 1110 1 10 100% 0.58 0.00 2 1 5
Nose tuck & scissoring
0.25 0.02 1 1115 2 10 100% 0.58 0.00 2 1 4
Sleeve & bottom hem 0.55 0.12 1 540 2 10 100% 0.62 0.00 2 2 8
Sleeve & bottom hem 0.61 0.12 1 510 2 10 100% 0.65 0.00 2 1 6
Should joint & Thread 0.28 0.02 1 1050 2 10 100% 0.62 0.00 2 0 10
cut
Shoulder T/S & Thread 0.29 0.03 1 1060 2 10 100% 0.63 0.00 2 2 9
cut
Collar joint 0.40 0.05 1 800 1 10 100% 0.67 0.00 2 2 6
Collar piping 0.33 0.05 1 1070 2 10 100% 0.72 0.00 2 0 8
& scissoring
Collar piping T/S & TC

0.45 0.07 1 820 2 10 100% 0.77 0.32 2 1 6
Collar joint & 1.01 0.12 1 380 2 10 100% 0.80 0.32 2 0 9
collar piping T/S
Placket Closing & Top 0.57 0.10 1 520 2 10 100% 0.61 0.00 2 0 8
stitch
Placket Closing & Top 0.49 0.10 1 580 2 10 100% 0.59 0.00 2 0 7
stitch
Appendix J: Future Data Log Sheet (Sewing continued)
Waiting Time
Defect
Transportation
Efficiency (%)
Up time
Change Over
No of Activities
Actual time (min)
Batch size (pcs)

Workers
Quantity Output
C/T (min)
Activity
Placket box & TC 0.62 0.07 1 570 2 10 100% 0.73 0.00 2 2 15

Placket box & TC 0.70 0.07 1 510 2 10 100% 0.74 0.00 2 2 12
Sleeve joint & TC 0.30 0.05 1 810 2 10 100% 0.51 0.00 2 0 7
Sleeve armhole T/S 0.27 0.07 1 1100 2 10 100% 0.61 3.1 2 2 8
& thread cut
Side seam joint 0.75 0.07 1 620 2 10 100% 0.97 0.00 2 1 10
& TC
Side seam joint 0.75 0.12 1 380 2 10 100% 0.59 0.00 2 0 10
& Sleeve joint
Sleeve inside & 0.47 0.08 1 580 3 10 100% 0.56 0.00 2 0 5
Outside tuck &
TC
Sleeve inside & 0.50 0.07 1 540 3 10 100% 0.56 0.1 2 0 15
outside tuck &
TC
Side vent tuck & 0.70 0.10 1 520 3 10 100% 0.76 0.1 2 0 12
T/S & TC
Side vent tuck & 0.65 0.10 1 570 3 10 100% 0.77 0.1 2 1 8
T/S & TC
bar tack & Button 0.48 0.07 1 960 2 10 100% 0.97 0.00 2 0 10
Button hole & 0.42 0.20 1 1010 1 10 100% 0.88 0.00 2 1 18
button attach
mark
Button attach 0.22 0.10 1 1000 1 10 100% 0.45 0.35 2 0 20
Body turn & 0.38 0 1 490 2 10 0 0.39 0.00 1 0 15
thread trimming
Thread cut using

developed thread
0.32 0 1 520 2 10 0 0.35 0.00 1 0 22
cutting table
Size label Heat

0.80 0.42 0 960 4 10 100% 1.60 0.00 65 0 45
Pressing
Appendix K: Future Data Log Sheet (Finishing)
C/T (min)
Actual time (min)
Workers
Activity
Quantity Output
Efficiency (%)
Defect
Transportation
No. of Activities
Waiting Time
Batch size (pcs)
Change Over
Ironing 0.88 0 1 450 1 10 0.83 0 2 0 10
Ironing 0.77 0 1 530 1 10 0.85 0 2 0 15
Quality Check Top side

0.63 0 1 400 1 10 0.53 0 2 0 18
& Measurement

0.53 0 1 420 1 10 0.46 0 2 0 11
& Measurement

0.4 0 1 430 1 10 0.36 0 2 0 10
& Measurement
Hang/Price tag and

0.45 0 1 970 2 5 0.91 0 2 0 15
barcode attach on
poly
Folding & Poly 0.52 0 1 520 2 5 0.56 0 3 0 9
Folding & Poly 0.57 0 1 450 2 5 0.43 0 30 0 25
Metal Pass 0.07 0.04 1 960 1 120 0.14 0 8 0 0
Cartooning 0.48 0 2 1000 1 10 1.00 0 0 0 10

Appendix L: Automation of Bundling System

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PRODUCTIVITY IMPROVEMENT OF CUTTING, SEWING AND

FINISHING SECTIONS OF A GARMENT FACTORY THROUGH VALUE

A project submitted to the Department of Industrial and Production Engineering, Bangladesh

DEPARTMENT OF INDUSTRIAL & PRODUCTION ENGINEERING

This project is dedicated to my parents whose tireless encouragement helps me to advance in

Finally, I would like to convey my sincere gratitude to my parents whose continuous

List of Tables xii

List of Figures xiii

1.2 Rationale of the study 2

1.3 Background of the project 2

1.4 Problem statement 3

1.5 Objective of the study 3

CHAPTER 2: LITERATURE REVIEW

2.2 Historical Background 4

2.2.1 The Ford System 6

2.2.2 Just in Time and Toyota Production System 7

2.2.3 Lean Manufacturing 8

CHAPTER 3: LEAN MANUFACTURING

3.2 Principle of Lean Manufacturing 10

3.3 Value & Waste 11

3.3.4 Inventory or work in process (WIP) 12

3.3.5 Over processing 13

3.3.7 Unnecessary motion 14

3.4 Push System 15

3.5 Pull System 15

3.6 Workplace Organization-5S 15

3.6.1 First pillar: Sort (Seiri) 15

3.6.2 Second pillar: Set in Order (Seiton) 16

3.6.3 Third pillar: Shine (Seiso) 16

3.6.4 Fourth pillar: Standardize (Seiketsu) 16

3.6.5 Fifth pillar: Sustain (shitsuke) 17

3.6.6 The Benefits of 5S 18

3.7 Visual Management 18

3.9 Quick Changeover 19

3.11 Total Productive Maintenance 22

3.12 Poka Yoke 22

3.13 Lean Manufacturing Benefits 22

CHAPTER 4: VALUE STREAM MAPPING

4.2 Value Stream Mapping (VSM) 23

4.2.2 Non-Value Adding Activity 25

4.2.3 Necessary Non-Value Adding Activity 25

4.3 Steps of Value Stream Mapping 25

4.4 Value Stream Mapping Symbols 26

4.4.1 Symbols in VSM 26

4.5 Methods of Designing a Value Stream Mapping 31

4.6 Importance of Value Stream Mapping 32

CHAPTER 5: VSM CURRENT STATE MAP

5.2 Methods apply for designing current state map 33

5.3 Value stream mapping data details 33

5.4 Current State of Cutting, Sewing and Finishing 35

5.4.1 Current State of Cutting 35

5.4.2 Current State of Sewing 36

5.4.3 Current State of Finishing 37

5.4.4 Combined Current State map of Cutting, Sewing and Finishing 38

5.4.5 Result analysis of current state map 39

5.4.7 Current Efficiency and Productivity graph of traditional lines 40

5.4.8 Current Traditional line Layout 41

5.5 Improvement areas of Current State 42

5.5.1 Cutting section 42

5.5.2 Sewing section 42