LIST OF CONTENTS

ABSTRACT. I
CERTIFICATE.II
ACKNOWLEDGMENT.III

1.0 INTRODUCTION ........................................................................................ 4

1.1 Background of Project .................................................................................................................. 4
1.2. Problem Definition ...................................................................................................................... 4
1.3 Objective....................................................................................................................................... 5
1.4 Methodology ................................................................................................................................ 5
1.5 Expected outcome ........................................................................................................................ 6

REFERENCES................................................................................................... 7
2.0 REVIEW OF LITERATURE ........................................................................... 8
2.1 Lean manufacturing ..................................................................................................................... 8
2.2 History........................................................................................................................................... 8
2.3 Eight Wastes in Lean Manufacturing ........................................................................................... 9
2.5 Benefits of lean manufacturing ................................................................................................. 10
2.6 Lean Tools ................................................................................................................................... 11
2.6.1. A visual workplace -5S Workplace organization ................................................................... 11
2.6.2 Kaizen- continuous improvement .......................................................................................... 12
2.6.3 LEAN LAYOUT ....................................................................................................................... 13
2.8. Gripper in Trousers.................................................................................................................... 14
3.0 METHODOLOGY.......................................................................................................................... 15
3.1 Procedures .................................................................................................................................. 15
3.2 Data Collection techniques ........................................................................................................ 15

4.0 LEAN LAYOUT ......................................................................................... 16

4.1 Overview of existing layout ....................................................................................................... 16
4.2 Findings ....................................................................................................................................... 17
4.3 Comparison between existing layout and implemented layout .............................................. 18

5.0 IMPLEMENTATION OF 5S ....................................................................... 19

5.1 Scope of 5S in cutting department ............................................................................................ 19
5.2. About the Cutting department ................................................................................................. 19
5.2.1 Spreading and cutting section- Existing system ................................................................... 20
5.2.2. Spreading and cutting section- Possibility of 5S ................................................................ 20
5.3 Implementation of 5S in cutting and spreading ........................................................................ 21
1

5.3.1 Sorting .................................................................................................................................. 21

5.4. End bit storage- Existing System ............................................................................................... 22
5.5 Implementation of 5S in End bits area ...................................................................................... 22
5.5 Implementation of 5S End bit .................................................................................................... 22
5.5.1 Local Red Tag Area ............................................................................................................... 22
5.5.2 Introduction of new system ................................................................................................. 24
5.5.3

Set in order the system ................................................................................................. 26

5.5.4 Segregation and labeling the roll racks ................................................................................ 27

5.5.5 Fusing ................................................................................................................................... 27
5.5.7 Trolleys for transportation ................................................................................................... 28
Segregated loading racks as per the line ...................................................................................... 28
5.5.8 Shine..................................................................................................................................... 29
5.5.9 Standardization and Sustenance.......................................................................................... 29
5.6 RESULT ........................................................................................................................................ 31
5.7 BENEFITS EARNED ...................................................................................................................... 31

6.0 Gripper section ...................................................................................... 32

6.1 What is a gripper? ...................................................................................................................... 32
6.2 The Existing System .................................................................................................................... 32
6.3 Problem identification ............................................................................................................... 33
6.3.1 Wastage of cut rolls. (Fabric wastage) ................................................................................. 33
6.3.2 Ineffective layout of gripper section. ................................................................................... 33
6.4 Data collection of fabric wastage in gripper section ................................................................. 34
6.5 Methodology of waste reduction .............................................................................................. 35
6.6 Difference in the parameter after biasing of fabric. (Main fabric) ........................................... 36
6.8 Result .......................................................................................................................................... 38
Through all these analysis and measurement of both piping and main fabric the actual
consumption of fabric is shown below: ............................................................................................ 38
6.8.1 Saving Percentage ................................................................................................................... 39
6.8.2 Cost Saving .............................................................................................................................. 40

7.0 RESULT ................................................................................................... 42

7.1 Lean layout .............................................................................................................................. 42
7.2 In 5S ......................................................................................................................................... 42
7.3 Fabric Saving in Gripper Section ............................................................................................. 42

8.0 CONCLUSION .......................................................................................... 43

9.0 LIMITATION............................................................................................ 44
BIBLIOGRAPHY ............................................................................................. 45
2

LIST OF FIGURES
Figure 2.1 5SMethodology.9
Figure 2.2 Gripper in Trousers....12
Figure 5.1. Categorization of 5S in cutting17
Figure 5.2 - End bits area before implementation...20
Figure 5.3 - Local Red Tag Area..21
Figure 5.4- End bit storage...21
Figure 5.5: - End bit racks area (after) .22
Figure 5.6 :- End bits racks (After) .23
Figure 5.7 End bits racks (after) .23
Figure 5.12. Time taken to re-cut per piece before and after implementation29
Figure 6.2 Methodology of waste reduction33

1.0 INTRODUCTION
1.1 Background of Project
Lean manufacturing is a systematic approach to identifying and eliminating wastes
(non-value added activities) through continuous improvement by conveying the
product at the pull of the customer in pursuit of production. Increasingly, companies
are striving to create value by using their assets and capabilities to drive innovation
and profitable growth while striving for a positive economic, environmental and social
impact. 2

In its simplest form, lean manufacturing means producing goods with less; it applies
fewer resources without affecting the quantity or quality of the goods produced.
Toyotas purpose in developing the system was the elimination of waste, and TPS is
focused on seven sources of it: over-production caused by emphasis on supply rather
than demand; wasted motion due to poor processes; waiting time generated by tuning
the production system to the fastest rather than the slowest process; conveyance
waste caused by poorly designed supply systems that delay the transit of goods;
processing waste from badly designed systems; raw material waste from inefficient
design or ineffective supply strategies; and correction waste caused by reworking
badly made products.2

Cutting room is an extremely important section in the garment manufacturing process

which has a major impact on the profitability of the business and is crucial to garment
manufacturing process. The cutting department here suffers lot of problems which add
cost to the company. It requires lean due to: 1

1.2. Problem Definition

Cutting room in Banswara Garments encountered problems like:

1. Improper arrangement of items increasing the search time

2. High fabric wastages
3. Improper man and material movement

1.3 Objective
1.3.1 Primary Objective
To remove the non-value adding activities/ waste in cutting department
1.3.2 Secondary Objectives

Optimize fabric consumption in gripper section of cutting

Improve layout for efficient man material movement

Set things in order for easy accessibility

The wider objective is to establish a lean system for future to drive innovation and
profitable growth.

1.4 Methodology
The project is both practical and theoretical analysis in order to find the loopholes in
the department that is challenging the problem. The project will be carried out in
following ways:
1. Study the process and system.

2. Define value stream and map the supply chain from fabric store to cutting to
preparatory section.

3. Root-cause analysis of the problem that is to find the source of the problem
hindering the production flow.

4. Improvement in Process standardization in the areas which is the main reasons of

delay in production flow.

5. Conduct a pilot study with an in-charge to evaluate the operational, technical, and
financial feasibility and its effect on the current setup.

6. Suggest improvements in the proposed system.

1.5 Expected outcome

This project will provide the department with a clear competitive advantage over lead
time as the correct application of the Lean principles will improve or alleviate
substantial benefits that include:

G REATER

PRODUCTIVITY

CYCLE TIMES ,

, G REATER

S MOOTHER

THROUGHPUT , I MPROVED QUALITY ,

OPERATION

- R EDUCED

R EDUCED

OPERATING COSTS , DECREASE IN

LEAD TIME AND MORE IMPORTANTLY AN EFFECTIVE PLANNING OF CUTTING

DEPARTMENT .

REFERENCES

Kumar B.Senthil (December 2012). Garment Manufacturig through Lean

initiative, International journal of lean thinking. Volume 3, Issue 2

Langer Fred (September 2010). How need reports, efficient inventory

management and other lean principles help determine future production needs.
January 2011

2.0 REVIEW OF LITERATURE

2.1 Lean manufacturing
Lean Manufacturing can be defined as "A systematic approach to identifying and
eliminating waste through continuous improvement by flowing the product at the
demand of the customer." Taiichi Ohno once said that Lean Manufacturing is all about
looking at the time line from the moment the customer gives us an order to the point
when we collect the cash. And it is reducing that time line by removing the non value
added wastes (Ohno, 1988).

Waste can be generated due to poor layout (distance), long setup times, incapable
processes, poor maintenance practices, poor work methods, lack of training, large
batches, ineffective production planning/scheduling, lack of workplace organization
etc.

By eliminating wastes in the overall process, through continuous improvements the

products lead time can be reduced remarkably. By reducing lead time organization
can obtain operational benefits (enhancement of productivity, reduction in work-inprocess inventory, improvement in quality, reduction of space utilization, better
planning and better work place organization) as well as administrative benefits
(reduction in order processing errors, streamlining of customer service functions so
that customers are no longer placed on hold, reduction of paperwork in office areas,
reduction of labor turnover).

2.2 History
At the end of 1890, Frederick W Taylor became the first to study work management
scientifically and distribute the results. His work led to the formalization of time and
motion studies and the setting of common standards.
Frank Gilbreth then added the concept of breaking work down into elementary time
blocks. It was around this time that the first notions of eliminating waste and studying
movement began to emerge.
In 1910, Henry Ford invented the assembly line for his standardized Ford Model T.
8

Alfred P. Sloan improved on Fords system when he introduced the concept of

assembly line diversity at GM.
After the Second World War, Taiichi Ohno and Shingeo Shingo created the Just in
Time, Waste Reduction and Pull System concepts for Toyota, which, together with
other flow management techniques, resulted in the Toyota Production System (TPS).
The TPS has been evolved and improved ever since. In 1990, James Womack
summarized these concepts to create Lean Manufacturing at a time when Japanese
expertise was spreading to the West and the success achieved by companies applying
these principles and techniques became undeniable.

2.3 Eight Wastes in Lean Manufacturing

The waste can be categorized into eight types which is commonly referred to as the
Seven wastes. Taiichi Ohno suggests that these account for up to 95% of all costs
in non Lean Manufacturing environments. These wastes are:
1. Overproduction Producing more than the customer demands. There are two
types of overproduction (Shingo, 1989):

Quantitative Making more products than needed.

Early Making products before needed.

2. Waiting Typically more than 99% of a products life cycle time in traditional mass
production is spent in idling. This includes waiting for material, labor, information,
equipment etc. Lean requires that all resources are provided on a just-in-time (JIT)
basis so that one feeds directly into the next and can dramatically reduce waiting.
3. Transportation or conveyance Excessive movements and handlings can
cause damages and can lead to reduction in quality. Lean requires the material
be shipped directly from the vendor to the location in the assembly line where it
will be used. This is called Point-Of-Use-Storage (POUS).
4. Over processing or incorrect processing Taking unneeded steps to process
the parts. Some of the more common examples of this are reworking, inspecting,
rechecking etc. This is due to poor layout, poor tools and poor product design,
causing unnecessary motion and producing defects.
9

5. Excess Inventory Any type of inventory (raw material or in process or finish

goods) does not add value to the product and it should be eliminated or reduced.
Excess inventory uses valuable floor space and results in longer lead times,
obsolescence, damaged goods, transportation and storage costs, and delay.
6. Defects Defects can be either production defects or service errors. Having a
defect results a tremendous cost to organizations. In most of the organizations the
total cost of defects is often a significant percentage of total manufacturing cost.
Repairing of rework, replacement production and inspection means wasteful
handling time, and effort.
7. Excess Motion Any motion that employee has to perform which does not add
value the product is an unnecessary or excess motion. Unnecessary motion is
caused by poor workflow, poor layout, poor housekeeping, and inconsistent or
undocumented work methods.
8. Material loss- The excess of raw materials wastage or finished goods wastage is
termed as material loss. E.g. Excess fabric used for making products and remnant
loss is the material loss incurred in the industry.

2.5 Benefits of lean manufacturing

Typically Lean will improve;

Quality performance, fewer defects and rework (in house and at customer).

Fewer Machine and Process Breakdowns.

Lower levels of Inventory.

Greater levels of Stock Turnover.

Less Space Required.

Higher efficiencies, more output per man hour.

Improved delivery performance.

Greater Customer Satisfaction.

Improved employee morale and involvement.

Improved Supplier Relations.

Higher profits

Increased business.

10

2.6 Lean Tools

2.6.1. A visual workplace -5S Workplace organization
The primary objective of 5S is to create a clean, orderly environment- an environment
where there is a place for everything and everything is in its place. Pictures are very
effective at visually highlighting the improved appearance and order in the workplace.

Figure 2.1 5S Methodology

A. SORTING
Sort means that one removes all items from the workplace that are not needed for
current production operations. After investigating upon the relevance of each data or
and deciding what is needed and what not, the people related to that process were
trained so as to make them understand that how they should get rid of things not
needed and when in their routine working schedule.

B. SET IN ORDER
It is defined as arranging needed items so that they are easy to use and labeling them
so they are easy to find and put away. Setting in order depends on the frequency of
use of the item. In this the ways activities, materials needed, to be devised in such a
way that anybody can find things easily and put them away where they belong easily.
Setting in order can be done by using various tools like
o Labeling
o Painting strategy
o Sign board strategy and many more.
11

C. SHINE
After the setting in order is done, shine comes next. Shine is one of the basic activities
but it is no less important for its lack of novelty. Its based on:
1. Do not wait till things get dirty. Clean your workplace machines and equipments,
tools and furniture regularly so that they do not have a chance to get dirty.
2. Prepare cleaning schedules and assign a person responsible for equipments and
Maintenance of an area or storage.

D. STANDARDIZE
For this the implementations done initially should be so explained that they are easy
to follow. Through this everybody will know the right away when there is a problem
and will be able to keep things the way they should be. With this, abnormalities in the
workplace can be made obvious. Everyone related to the concerned department was
trained about the meaning of all visual cues used and how and when to take actions
accordingly.

E. SUSTAIN
In sustenance, it is important to make a habit of properly maintaining correct
procedures. That is why it is so important to practice, because practice reinforces
correct habits. It requires regular inspection and motivation.

2.6.2 Kaizen- continuous improvement

Kaizen involves setting standards and then continually improving those standards.
Standardize an operation and activities.
Measure the standardized operation (find cycle time and amount of in-process
inventory).
Gauge measurements against requirements.
Innovate to meet requirements and increase productivity.
Standardize the new, improved operations.
Continue the cycle continuously. Key elements of kaizen are quality, effort, and
involvement of all employees, willingness to change, and communication.
12

2.6.3 LEAN LAYOUT

Lean Based Plant layout refers to the arrangement of physical facilities such as
machines, equipment, tools, furniture etc. in such a manner so as to have quickest
flow of material at the lowest cost and with the least amount of handling in processing
the products from the receipt of raw material to the delivery of the final product.

a. The Facilities Design Problem

Researchers classify the global problem of facility design (Layout Design) into three
interrelated tasks:
(1) The layout problem placing the manufacturing resources (machines,
departments, or cells) within

the available floor area (block layout),

(2) The input/output station location, and

(3) The determination of the network system to support material flow interaction
between facilities.

The layout problem is concerned with finding the most efficient arrangement of the
facilities within the available floor area. Having the impact of material flow systems on
the layout design described, some authors suggest the simultaneous consideration of
the first two design tasks; others adopted a sequential approach taking the complexity
of the designs into account.

b. Data Requirements for Layout Decisions

The models for developing the block layout require the following parameters as inputs

Frequency of trips or flow of material or some other measure of interaction

between facilities

Shape and size of facilities

Floor shape available

Location restriction for facilities, if any

Adjacency requirements between pairs of facilities, if any

13

2.8. Gripper in Trousers

A gripper is a fabric of small width used in making waist band which comprises two or
more fabric including piping and stitched by using canvas in to the width of the garment
waist.

Figure 2.2 Gripper in Trousers

The gripper section involve procedures, which are described below:

1. For making gripper the rolled fabric is stitched with the use of SNED through
salvage in which both ends are stitched removing salvages.

2. Then it biased using Fabric biasing machine at 45 degree and rolled it again.
Here the fabric width and length gets changed.

3. The fabric length gets increased due to elongation of fabric because of elasticity
and that of width gets decreased because of rolling it in bias.

4. Now using Rolling cutter it is cut into the required parts in the rolls (usually
length is in mm) and end part which is not aligned perfectly is cut into waste.
5. Then using sewing machine and folders gripper is made.

14

3.0 METHODOLOGY
3.1 Procedures
The project is both practical and theoretical analysis in order to find the loopholes in
the department. The project will be carried out in following ways:

Study the cutting operations and its components and their standard operating
procedures

Define activities from fabric store to cutting to preparatory section.

Root-cause analysis of the problem to find the source of the problem hindering
the production flow.

Improvement in Process standardization in the areas which is the main reason

of delay in production flow.

Conduct a pilot study with an in-charge to evaluate the operational, technical,

and financial feasibility and its effect on the current setup.

Suggest improvements in the proposed system.

Standardizations of the system.

3.2 Data Collection techniques

Primary data was collected from the cutting section of the company on fabric
consumption in gripper and layout of this section. Data was collected by on spot
observations and interviews with the operators, supervisors and management.

15

4.0 LEAN LAYOUT

4.1 Overview of existing layout
(Refer to annexure a)

EXISTING LAYOUT
TASK

MOVEMENT (mtrs.)

Storage to Spreading table

45

Spreading to CNC

35

Spreading to Ticketing

19

Ticketing to pressing

12

Bundling to trolley

29

Number of Operations

Number of Waiting

Number of Delay

Number of Inspection

Number of Operator

58

Table 4.1 Movement in the existing layout of cutting section

Existing layout

Area (sq. mtr)

Total floor area

901

Total spreading area

130.00

Total inspection area

11.00

Total ticketing area

16.00

Bundling

15.00

Total pressing area

10.00

Fabric store area

38.50

Office area(in floor) i.e. and writer

1.50

Trolley

Na

Pending re- cutting storage

Na

Rack area

18.00

Central aisle area

122.00

Storing cut parts area

18.00

Table 4.2 The area of existing cutting section

16

4.2 Findings
The inefficiencies in the cutting processes arise from following areas:
There is no separate receiving area reserved for the incoming materials from
cutting. As a result the incoming materials are directly stored in random locations in
the warehouses which in turn causes the handling and relocation of materials during
the retrieval of the materials to be high.
There is no temporary storage area for the work-in-processes i.e. fabric that the
work-in-processes are transported back to the warehouses for temporary storage.
This is long distance transportation which needs a lot of handling and transportation
efforts.
Some facilities which are required for consecutive processes are located in
different locations. As a result the materials which have been processed in one of
these facilities have to be transported for long distances to get them to the next
facility.
The fabric store in Cutting department took so much areas which could be utilized
for keeping the trolleys for transporting in the Sewing Lines.
The space for fusing material were not perfect. As for the increase in capacity of
fusing led to the utilization of space which is not there in the current existing system,
so the fusing materials were placed in preparatory section.

17

4.3 Comparison between existing layout and implemented layout

(Refer to annexure b)

IMPLEMENTED LAYOUT
TASK
Storage to Spreading table
spreading to CNC
Spreading to Ticketing
Ticketing to pressing
bundling to trolley
Number of Operations

MOVEMENT (mtrs)
1.28
35
19
12
1.5
9

Number of Waiting
Number of Delay
Number of Inspection

5
4
2

Number of Operator

58

Figure 4.3 Movement in the implemented layout in cutting section

Existing layout

Area (sq. mtr.)

Total floor area

901.15

Total spreading area

129.60

Total inspection area

11.20

Total ticketing area

15.20

Bundling
Total pressing area
Temporary storage

15.20
10.24
14.10

Fabric store area

0.00

Office area(in floor) i.e. and writer

1.46

Trolley

38.5

Pending re-cutting storage

Na

Rack area

17.11

Central aisle area

121.29

Storing cut parts area

17.11

Figure 4.4 The area of the implemented cutting section

18

5.0 IMPLEMENTATION OF 5S
5.1 Scope of 5S in cutting department
The project started with the cutting department. The processes covered for project
implementation were:

Figure 5.1. Categorization of 5S in cutting

In the above mentioned activities only the two Ss were covered individually i.e. Sort
and Set in order.

5.2. About the Cutting department

There were total 58 employees in the cutting department which includes CAD also.
There are five spreading table, There was one automatic spreader and CNC cutter.
There were four straight knife cutters. Four panel checking table. The average
production of cutting department was 4800 pieces per day depending upon whether
the fabric is solids/stripes/checks.

19

5.2.1 Spreading and cutting section- Existing system

The cutting in charge brings the lay report in bulk. Spreader looks for the fabric
available in the racks for the respective lay reports in fabric store. They start with
the laying of the cut no. (Lay report) whose fabric is available.
The table planning is done by the spreaders only. If no. of plies is more for one
marker, no. of plies in one lay is decided by the spreader. This is separated among
the various tables on the floor.
If one lay report is broken down into more no. of lays. The extra marker has to be
plotted or the sticker has to be generated.
Shade card is received along with the fabric from the store.
Now starting with the lay report, the spreaders first do the shade segregation of
all the rolls of a particular cut no. and color.
Start the spreading with first roll.
Once the roll gets finished the end bit left is entered in the lay report along with
the no. of plies spread with the particular roll, shortage if any, shade, lay length,
marker width, meters used, roll no.
The end bits are just kept in the racks aside without writing roll no. and meter left.
Separate register was maintained for end bits, spreading and the shortage in the
rolls.
Marker is spread over the lay. Then after cutting is done.
If the cutting is done on the CNC cutter the sticker are generated for each part.
Then after cutting is done.
If the fabric is solid it is directly send for the ticketing and bundling.
If the fabric is stripes or checks it is send for the pinning then ready cutting in the
end for numbering and bundling.
5.2.2. Spreading and cutting section- Possibility of 5S
The rolls from the stores are stacked in the racks anywhere and in any manner.
Some of them are left on the floor just because there is no space left in the
racks.
At the time of shade segregation if the rolls are kept below, first all the rolls are
removed from above. The required rolls are taken out and kept on the floor.
Shade marking is done. The rolls are left on the floor. There is no temporary
store in the department.
20

 Half of the racks in the roll storage were full of end bit and other objects.
End bits stored in the end bit racks were very haphazard. If the racks are full
they are stuffed in the cartons. At the time of re-cutting getting fabric from the
Racks and the carton is near to impossible. Sometimes the re-cutting is not
done as a result the order quantity is not met.
The table on which the record maintenance for end bits, spreading and
Shortage was done was big mess. All the lay reports were kept on that table.
Every time the roll gets finished the spreaders comes and search for measuring
Tape, lay report. Shade cards are also kept on the same table. All the day end
bits are piled on the table. The places are not fixed for anything.
No specified space for throwing the roll left over. They were thrown in a corner
or may be near the table or in front of the end bit racks. This was hindrance in
the operation.
There was a small dust bin which was not enough to suffice the requirement in
a day on an average 80-90 rolls were laid.

5.3 Implementation of 5S in cutting and spreading

5.3.1 Sorting
The first activity considered was the Temporary Roll storage. There are 12 racks for
roll storage in which:
Fabric rolls- Temporary storage of rolls, fusing rolls under the spreading
table.
Plotting paper 3 rack
End bit cartons 2 racks
Spare parts 2 racks
Dead stocks 2 racks.
Panel or cut parts racks-3

Out of these end bit cartons, spare parts and dead stocks were removed which were
not needed in the work place area which resulted in increase in number of racks for
fabric roll storage to 9.

21

5.4. End bit storage- Existing System

There were no racks for end bits each.

5.5 Implementation of 5S in End bits area

Total end bits left after re-cutting and once the shipment goes is just 1%
In one day around 6240 mtrs. of the fabric was used
1% of 6000 is 62.4 mtrs. (can be stuffed in a carton)
Per day one carton is created
Capacity of the five racks is to accommodate 45 cartons.

Now this can be concluded as, after every 45 working days the end bits has to be
given to fabric store.

Figure 5.2 - End bits area before implementation

5.5 Implementation of 5S End bit

5.5.1 Local Red Tag Area
The area consists of end bits of rolls.
The End bits would be arranged according to buyer wise and style wise.
To be used will be kept in the box and other not to be used will be kept as in
Racks.

22

Figure 5.3 - Local Red Tag Area

Figure 5.4- End bit storage

Next activity considered was end bit storage. There are two end bit racks each
containing 12 shelves. Out of these, both were placed on right end of roll racks and
one rack on left end of roll racks. We shifted all the two rack in one place. This will be
helpful in reducing time for searching the end bits which were now placed in a single
location. Cartons full of old end bits were kept all over the end bit storing area. Those
cartons were then reallocated to the local red tag area defined.
23

Figure 5.5: - End bit racks area (after)

5.5.2 Introduction of new system

Placed 3 racks for end bits each having 36 shelves, total 108 shelves.
Nomenclature them with no. starting from 1 to 108
Introduced a register containing following columns: Swatch
Roll no.
Color code
Shade
Measurement of end bits
Shelf no.
Shortage if any
Remark

Once the roll gets over the spreader keeps the end bit in the shelf (end bit racks)
and enters the shelf no. in the register. This helped in keeping the record of all
the end bits left and the location where it is kept in the shelves.
Now the Re cutting operator doesnt have to go through all the 108 shelves for
searching one end bit. He/she refers the register gets the shelf no. in which the
end bits are kept.
After every 5 days the end bits whose shipment is complete is taken out from
the shelves and kept in the carton. These cartons are then kept on top of the
roll racks. These end bits are then sold after every 45 days when the top of the
roll rack is full with cartons (as mentioned before in local red tagging area).

24

Figure 5.6 :- End bits racks (After)

Figure 5.7 End bits racks (after)

(Refer to annexure a for End bit record)

25

Figure 5.8 Roll waste without dust bin (before)

Figure 5.9 Roll waste in dust bit (After)

5.5.3 Set in order the system

Setting in order the temporary roll storage was very important. The delay in roll retrieval
from the roll racks will have direct effect on the output of the cutting department.
Following steps were taken in order to setting order the temporary roll storage:

26

5.5.4 Segregation and labeling the roll racks

All the racks for temporary roll storage were labeled. Depending on the order quantity
the racks were assigned for each buyer. Racks were assigned for different buyer as
follows:
For:
TESCO 4 racks
For Lanier 8 racks (maximum orders)
For D & G 1800 - 4
For LINtex 2 racks
For Oxford- 2 racks
Plotter paper 1 rack Lining 1 rack
5.5.5 Fusing
Once the labeling of the roll racks was done the spreaders dont have to waste time
searching rolls of particular buyer in all the 20 racks. It can be easily located by seeing
the labels. Once the fabric rolls come from the store they know which cut no.
(Mentioning the buyer name) has to be kept in which racks.

Following figure is more explanatory.

Figure 5.10
Temporary roll storage

Temporary roll storage

Unsegregated

Segregated

(Before)

(After)

27

5.5.7 Trolleys for transportation

Segregated loading racks as per the line
After bundling and ticketing, the bundles are stored in the loading racks. Now the
loading racks are divided according to the lines where a particular cut no. will be
loaded. Three racks have been assigned to each sewing line. A board is attached to
one of the rack of one line. It has three contents
Line no.
Cut no.
Swatch
During planning only its decided that in which line, which cut will be loaded. After this
only, respective swatches and cut nos. are mentioned on the boards. After bundling,
the helper will stack the bundles of all the parts on the respective rack where its swatch
is present. During loading also, the helper of the line will come to the rack of its
respective
Sewing line and take the part instead of searching on all the racks. The figure below
shows how the racks will be divided according to the sewing lines:

Figure 5.11 Loading racks with respective cut no. and swatch

28

5.5.8 Shine
To start with shine in the cutting department, we first divided the whole cutting
department into various zones depending on the type of activity and the present
layout of the department.
All the operators were informed that how the whole department has been divided.
As per the zones, all the operators working in each zone were made responsible
for maintaining their respective zones.
Depending upon the activities in each zone the operators were instructed the areas
in which they have to work upon. This instructions are listed as a
5.5.9 Standardization and Sustenance
Checklist (Refer to annexure b)
Checklist was developed for each zone depending on the activities.
This checklist was graded on daily basis by the cutting department team leader.
In the end of the month the zone having highest grade will be rewarded
This helped in developing a competition among the operators for keeping their work
place in order and clean.
This acted as a motivation for them to understand the importance of cleanliness.
Keeping things in order reduced the chaos at the work place in future.

Before making them understand the importance of cleanliness and orderliness in the
workplace, few photographs were clicked in order to show them the present condition
of their workplaces which was unorganized and dirty. They realized that how their dirty
workplace effects their work culture and other activities.

29

Zone 1

Roll storage

Zone 2

Wire management

Zone 3

Pattern

Zone 4

storage Storing of templates

Safety precautions

Brown

Zone 6

paper

management

below tables

End bit storage

Zone 5

Storing of tickets and Safety precautions

Dies

ticketing machines

Maintenance table

Storing of unused

Overall cleanliness

below table

Loading

rack

maintenance

Overall cleanliness

parts (left after

cutting)`

Overall cleanliness

Storing of end bits

Overall cleanliness

Table 5.1 Zone wise division of cutting secti

30

Overall cleanliness

Overall cleanliness

5.6 RESULT
In re-cutting section the improvements made in end bit storage had earned benefits.

ACTIVITY

BEFORE

AFTER

Daily Re-cutting
Pattern making for endbits
FABRIC SEARCH
CUTTING
Total time for 1 piece

80-90
4-5 MINS
13-15 MINS
8-10 MINS
25-30 MINS

80-90
2-3 MINS
4-6 MINS
8-10 MINS
14-19 MINS

In 1 day, 1 operator can do

17-19 PIECES

26-34 PIECES

Operators required for 80-90

4
Data as time study

5.7 BENEFITS EARNED

30

Time

25

(in min)

20
15
10
5
0
max

min BEFORE

AFTER

Figure 5.12. Time taken to re-cut per piece before and after implementation

Saving = Rs.132, 000/ year

((Assuming per operator cost to company is RS. 5500)

31

6.0 Gripper section

6.1 What is a gripper?
A gripper is a fabric of small width used in making waist band which comprises two or
more fabric including piping and stitched by using canvas in to the width of the garment
waist.
The gripper section involves many procedure, which are described below:
The gripper section has 3 main parts
1. For making gripper the rolled fabric is stitched with the use of SNED through
salvage in which both ends are stitched removing salvages.
2. Then it biased using Fabric biasing machine at 45 degree and rolled it again.
Here the fabric width and length gets changed.
3. The fabric length gets increased due to elongation of fabric because of elasticity
and that of width gets decreased because of rolling it in bias.
4. Now using Rolling cutter it is cut into the required parts in the rolls (usually
length is in mm) and end part which is not aligned perfectly is cut into waste.
5. Then using sewing machine and folders gripper is made.

6.2 The Existing System

Planning Department calculates the required Gripper
consumption and send it to the fabric store.

Fabric store issues the required fabric to the cutting departmentGripper section

Gripper department make the required quantities of gripper

The remaining fabric is unusable and is stored in temporary store

of gripper

Figure 6.1The existing system

32

6.3 Problem identification

The gripper section faced two king of problem in the department:
6.3.1 Wastage of cut rolls. (Fabric wastage)

There were huge loss of fabric as the issued fabric were high.

Problem in the gripper section was the Actual consumption of fabric were
less in making gripper than the forecasted consumption.
In such cases the store department used to order more fabric than the
actual required.

They didnt had the Database of actual consumption for the similar
varieties of gripper.

Fabric could not be used again as they were biased and cut according
to the following order and also could not be reused for sampling.

So the loss were high in monetary term.

6.3.2 Ineffective layout of gripper section.

1. The material movement were high in gripper section as the stitching and the
fusing section .were at different places and material and man movement
were high.
2. Storage of fabric i.e. temporary store and racks are inappropriate and there
is difficulty in finding rolls.
3. No plan for the use of remained fabric.
The gripper section involves the process in which the length of the fabric gets
increased and the width gets decreased. The below chart shows the percentage
increase and Decrease in length and width respectively.

33

6.4 Data collection of fabric wastage in gripper section

The data collected on the basis of amount of fabric in store remaining and analyzed it
with the actual consumption of fabric.

DATA OF FABRIC WASTAGE IN GRIPPER SECTION

Actual
Consumption
per order

Fabric
actual to
be
issued

Wastag
e in mtr

GMT
no.

Buyer

Order
Quantity

Planned
consumption
per mtr

6471

Lanier

1500

0.19

285

0.14

210

75

6472

Ethan

2000

0.17

340

0.13

260

80

6499

2341

0.17

397.97

0.13

304.33

93.64

6341

Tesco
D and G
1880

2453

0.09

220.77

0.08

196.24

24.53

6043

Diegnan

1500

0.09

135

0.07

105

30

6851

Retro
Land
Mark

1600

0.17

272

0.11

176

96

1400

0.25

350

0.22

308

42

Lintex
Pellestro
m Locca

2000

0.5

1000

0.45

900

100

4000

0.54

2160

0.49

1960

200

Motta
Ammand
Thiery
Pellestro
m Locca

5000

0.15

750

0.11

550

200

16000

0.25

4000

0.18

2880

1120

1500

0.5

750

0.45

675

75

1500

0.17

255

0.11

165

90

5689

JM & A
Best the
Classic
line

1500

0.5

750

0.45

675

75

6299

Oxford

1500

0.17

255

0.11

165

90

6266

Max
RVL
Classic

1500

0.19

285

0.14

210

75

1500

0.25

375

0.22

330

45

Cialio
D&G
Prestige
collectio
n

1500

0.9

1350

0.7

1050

300

1500

0.5

750

0.4

600

150

5982
5967
5431
5281
5411
6083
6781

6345
6754

6788

Issued fabric

Table 6.1 Data of fabric wastage in gripper section

34

6.5 Methodology of waste reduction

Analyzed the Actual fabric wastage data.

Calculated the change in length and width of fabric after biasing.

Calculated the actual consumption of fabric in making gripper.

Measured the length of all parts of gripper like fabric and Piping.

Calculated the amount of small roll that could be bring out as prescribed in tech pack
(referred in mm).

Took 3 % wastage and calculated the exact amount of required fabric.

.

Consumption of fabric in making one meter of gripper i.e. required for Trouser.

Figure 6.2 Methodology of waste reduction

35

6.6 Difference in the parameter after biasing of fabric. (Main fabric)

After the stitching of the fabric through selvage it is biased and made into another roll.
The difference in the length and width is shown below:
Sr
no

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

Buyer

Kohl's
Tesco
Lanier
Diegnan
D&G
1880
Retro
Motta
Ammand
Thiery
Land Mark
Lintex
Pellestrom
Locca
JM & A
Best the
Classic
line
Oxford
Max
D&G
Merit
Greece
Hunter
RVL
Classic
Cialio
D&G
Prestige
collection
Flight care
Kenneth
cole New
York
Max Zara
ICW
Louis
Raphel
vanhusen

Roll
width(inch)

Width
Decrease Roll
after end % of
length(mtr)
cut(inch) width

Increase
% of
length

108
96
102
60
100

Length
after
biasing(
mtr)
139
123
130
60
127

58
58
58
52
58

40
39.4
39.57
49
39.44

31.03
32.07
31.78
5.77
32.00

58
58
58

39.44
39.44
39.44

32.00
32.00
32.00

100
100
100

127
127
127

27.00
27.00
27.00

58
58
58

39.44
39.44
39.44

32.00
32.00
32.00

100
100
100

127
127
127

27.00
27.00
27.00

58
58

39.44
39.44

32.00
32.00

100
100

127
127

27.00
27.00

58
58
58

39.44
39.44
39.44

32.00
32.00
32.00

100
100
100

127
127
127

27.00
27.00
27.00

58
58
58

39.44
39.44
39.44

32.00
32.00
32.00

100
100
100

127
127
127

27.00
27.00
27.00

58
58

39.44
39.44

32.00
32.00

100
100

127
127

27.00
27.00

58
58

39.44
39.44

32.00
32.00

100
100

127
127

27.00
27.00

58
58
58

39.44
39.44
39.44

32.00
32.00
32.00

100
100
100

127
127
127

27.00
27.00
27.00

58

39.44

32.00

100

127

27.00

28.70
28.13
27.45
0.00
27.00

Table 6.2 Difference in the parameter after biasing of fabric. (Main fabric)
36

6.7 Difference in the parameter after biasing of fabric. (Piping fabric)

After the stitching of the fabric through selvage it is biased and made into another roll.
The difference in the length and width is shown below:
S.
no
1
2
3
4
5
6
7
8
9
10
11
12

13
14
15
16
17
18
19
20

Buyer

Kohl's
Tesco
Lanier
Diegnan
D&G
1880
Retro
Motta
Ammand
Thiery
Land Mark
Lintex
Pellestrom
Locca
JM & A
Best the
Classic
line
Oxford
Max
D&G
Merit
Greece
Hunter
RVL
Classic
Cialio
D&G
Prestige
collection

21

Piping Roll
width(inch)
51.00
58.00
58.00

Width
after end
cut(inch)
34.25
39.37
38.50

Decrease
% of
width
32.84
32.12
33.62
-

Piping Roll
length(mtr)

Length after
biasing(mtr)

58
58
58

39.44
39.44
39.44

58

Increase
% of
length
29.21
28.00
27.00
-

89.00
50.00
50.00

115.00
64.00
63.50

32.00
32.00
32.00

50
50

63.5
63.5

27.00
27.00

39.44

32.00

50

63.5

27.00

58
58

39.44
39.44

32.00
32.00

50
50

63.5
63.5

27.00
27.00

58
58

39.44
39.44

32.00
32.00

50
50

63.5
63.5

27.00
27.00

58
58
58

39.44
39.44
39.44

32.00
32.00
32.00

50
50
50

63.5
63.5
63.5

27.00
27.00
27.00

58
58
58

39.44
39.44
39.44

32.00
32.00
32.00

50
50
50

63.5
63.5
63.5

27.00
27.00
27.00

58
58

39.44
39.44

32.00
32.00

50
50

63.5
63.5

27.00
27.00

58

39.44

32.00

50

63.5

27.00

22

Flight care

58

39.44

32.00

50

63.5

27.00

23
24
25

58
58
58

39.44
39.44
39.44

32.00
32.00
32.00

50
50
50

63.5
63.5
63.5

27.00
27.00
27.00

26

Kenneth
cole New
York
Max Zara
ICW
Louis
Raphel

58

39.44

32.00

50

63.5

27.00

27

Vanhusen

58

39.44

32.00

50

63.5

27.00

Table 6.3 Difference in the parameter after biasing of fabric. (Piping fabric)

37

6.8 Result
Through all these analysis and measurement of both piping and main fabric the actual
consumption of fabric is shown below:
Sr
n
o

Buyer

Fabric I
consumptio
n for 1 mtr
gripper

Fabric II
consumptio
n for 1 mtr
gripper
0.092

Fabric III
consumptio
n for 1 mtr
gripper

Piping I
consumptio
n for 1 mtr
gripper

Piping II
consumpt
ion for 1
mtr
gripper

Gripper
Consumption
for Fabric I,II &
piping per mtr

Avg.
wastag
e % per
roll

Kohl's

0.055

0.018

0.165

11.24

Tesco

0.107

0.017

0.124

12.96

Lanier

0.115

0.023

0.138

13.05

0.065

0.065

5.77

Diegnan
D&G
1880

0.077

13.64

Retro

0.071

0.035

0.106

13.64

Motta

0.066

0.057

0.412

13.64

0.064

0.064

0.145

13.64

0.213

13.64

8
9
1
0
1
1
1
2
1
3
1
4
1
5
1
6
1
7
1
8
1
9
2
0
2
1
2
2
2
3
2
4
2
5
2
6
2
7

Ammand
Thiery
Land
Mark

0.077
0.289
0.017

0.110

0.016

0.087

Lintex

0.110

0.017

0.127

13.64

Pellestro
m Locca

0.075

0.055

0.289

0.014

0.433

13.64

JM & A
Best the
Classic
line

0.071

0.053

0.324

0.024

0.472

13.64

0.063

0.025

0.020

0.108

13.64

Oxford

0.102

0.057

0.016

0.174

13.64

Max

0.110

0.110

13.64

D&G
Merit

0.094

0.014

0.108

13.64

Greece

0.113

0.016

0.129

13.64

Hunter
RVL
Classic

0.106

0.022

0.128

13.64

0.102

0.020

0.123

13.64

Cialio
D&G
Prestige
collection

0.099

0.061

0.017

0.178

13.64

0.022

0.138

13.64

0.017

0.443

13.64

0.062

0.053

Flight
care

0.072

0.064

Kenneth
cole New
York

0.117

0.023

0.140

13.64

Max Zara

0.106

0.016

0.122

13.64

ICW

0.072

0.072

13.64

Louis
Raphel

0.071

0.049

0.417

0.022

0.558

13.64

vanhusen

0.071

0.053

0.376

0.020

0.520

13.64

0.289

Table 6.4 Wastage Percentage.

38

6.8.1 Saving Percentage

Sr.
no

Buyer

Gripper
Consumption
Including 3%
wastage

Previous consumption

Estimated Savings %

Kohl's

0.17

0.25

32.18

Tesco

0.13

0.17

24.85

Lanier

0.14

0.19

25.13

Diegnan

0.07

0.1

32.97

D & G 1880

0.08

0.1

20.66

Retro

0.11

0.17

35.71

Motta

0.42

0.45

5.70

Ammand
Thiery

0.15

0.25

40.09

Land Mark

0.22

0.17

-28.79

10

Lintex

0.13

0.17

22.85

11

Pellestrom
Locca

0.45

0.5

10.76

12

JM & A

0.49

0.54

10.00

0.11

0.15

26.06

13

Best the
Classic line

14

Oxford

0.18

0.25

28.11

15

Max

0.11

0.18

37.03

16

D & G Merit

0.11

0.21

46.80

17

Greece

0.13

0.19

30.12

18

Hunter

0.13

0.18

26.69

19

RVL Classic

0.13

0.2

36.85

20

Cialio
D&G
Prestige
collection

0.18

0.2

8.52

0.14

0.2

29.16

21
22

Flight care

0.46

0.5

8.82

23

Kenneth cole
New York

0.14

0.2

27.95

24

Max Zara

0.13

0.18

30.29

25

ICW

0.07

0.1

25.52

26

Louis Raphel

0.57

0.65

11.56

27

Vanhusen

0.54

0.7

23.49

Table 6.5 Saving Percentage

39

6.8.2 Cost Saving

DATA OF FABRIC WASTAGE IN GRIPPER SECTION

GMT
no.

Buyer

Order
Quantity

Planned
consumption
per mtr

Issued
fabric

Actual
Consumption
per order

6471
6472
6499
6341

Lanier
Ethan
Tesco
D and G
1880
Diegnan
Retro
Land Mark
Lintex
Pellestrom
Locca
Motta
Ammand
Thiery
Pellestrom
Locca
JM & A
Best the
Classic
line
Oxford
Max
RVL
Classic
Cialio
D&G
Prestige
collection

1500
2000
2341
2453

0.19
0.17
0.17
0.09

285
340
397.97
220.77

1500
1600
1400
2000
4000

0.09
0.17
0.25
0.5
0.54

5000
16000

6043
6851
5982
5967
5431
5281
5411
6083
6781
5689

6299
6266
6345
6754
6788

Wastage
in mtr

cost
per
mtr

SAVING

0.14
0.13
0.13
0.08

Fabric
actual
to be
issued
210
260
304.33
196.24

75
80
93.64
24.53

106.81
142.44
111.06
142.88

8010.75
11395.2
10399.658
3504.8464

135
272
350
1000
2160

0.07
0.11
0.22
0.45
0.49

105
176
308
900
1960

30
96
42
100
200

77.71
NA
NA
NA
NA

2331.3
NA
NA
NA
NA

0.15
0.25

750
4000

0.11
0.18

550
2880

200
1120

NA
NA

NA
NA

1500

0.5

750

0.45

675

75

NA

NA

1500
1500

0.17
0.5

255
750

0.11
0.45

165
675

90
75

NA
NA

NA
NA

1500
1500
1500

0.17
0.19
0.25

255
285
375

0.11
0.14
0.22

165
210
330

90
75
45

NA
NA
NA

NA
NA
NA

1500
1500

0.9
0.5

1350
750

0.7
0.4

1050
600

300
150

NA
NA

NA
NA

TOTAL SAVING ON RUNNING ORDER

35641.8

Table 6.6 Cost Saving

The reports and procedure for gripper fabric calculations were given to IE department
and Sampling department for exact measurement of gripper.

40

Kohl's
Tesco
Lanier
Diegnan
D & G 1880
Retro
Motta
Ammand Thiery
Land Mark
Lintex
Pellestrom Locca
JM & A
Best the Classic line
Oxford
Max
D & G Merit
Greece
Hunter
RVL Classic
Cialio
D & G Prestige collection
Flight care
Kenneth cole New York
Max Zara
ICW
Louis Raphel
vanhusen

0.80
60.00

0.70
50.00

0.60
40.00

30.00

0.50
20.00

0.40
10.00

0.30
0.00

0.20
-10.00

-20.00

0.10
-30.00

0.00
-40.00

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

Gripper Consumption Including 3% wastage

previous consumption

Figure 6.3 Saving graphs

41
Estimated savings %

7.0 RESULT
7.1 Lean layout
There were decrease in the spreader movement from 48 mt. to 1.28 mt. which enhanced
the productivity of spreader due to decrease in movement time.

Space for keeping trolley were less and hence removing old fabric store from cutting
benefitted in making permanent space for trolleys. The Fabric store took 38 mtr. Which
were now used in keeping trolleys.

Man material movement were complicated and hence change in layout simplified.

7.2 In 5S
Implementing 5S in cutting for keeping end bit fabric and re-cutting section saved up
to Rs.132, 000 per year and operator required got minimized.

7.3 Fabric Saving in Gripper Section

For the running order the fabric calculation in gripper section the company benefitted
Rs. 35641.8

The reports and procedure for gripper fabric calculations were given to IE department
and Sampling department for exact measurement of gripper.

42

8.0 CONCLUSION
Lean production is all about reducing waste. This involves working more effectively with
Lead time. The teamwork approach is a recognition that the best way to achieve this is for
all members of the workforce to be involved to achieve a quick response. Lean
Manufacturing and Lean Thinking are about eliminating waste, or muda from the
production system. It is about identifying non-value added activities in your processes and
eliminating them. The results can be dramatic, but the journey is challenging.

Lean production has enabled Banswara to cut out waste in the production of the garment.
The successful implementation of lean production at Banswara cutting department will
form the benchmark for the systems.
The lean strategy were followed and made very impactful on both workers and managerial
Level and are keen to work for lean manufacturing in all other departments. They also
seek for new methods according to lean which can enhance their productivity at all levels.

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9.0 LIMITATION
Lean thinking minimized the level of waste and caused positive radical changes in the
industrial sector. On the other hand, there are limits that make lean inapplicable and is not
worth it.
Lack of Acceptance by Employees
Lean manufacturing processes required a complete overhaul of cutting operations that
caused stress and rejection by some employees. It required constant employee input on
production, which some employees may feel disinclined or unqualified to do. There may
also be some difficulty finding managers with sufficient leadership and persuasion skills to
overcome this. To fully benefit the company for Lean implementation, both the concept and
techniques should be considered at both employee and managerial level. Also, time was a
major constraint to track the implementation in the long run.

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BIBLIOGRAPHY
1. Parker John ( May 2011).5S and Kaizen for Process Improvement March 21, 2013
2. Kumar B.Senthil (December 2012). Garment Manufacturig through Lean initiative,
International journal of lean thinking. Volume 3, Issue 2
3. Langer Fred (September 2010). How need reports, efficient inventory management
and other lean principles help determine future production needs. January
4.

Bhim Singh(2010. International journal of rapid manufacturing vol. 1 No. 3 page no.
323-333

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