KNITWEAR

PRODUCTION AND
PLANNING
Assignment:2

Submitted to: MR. ANANT PHANI

Submitted by: SAKSHEE NISHAD
 ACKNOWLEDGEMENT
I would like to express my special thanks of gratitude to our faculty Mr.
Anant Phani sir for their able guidance and support in completing this
assignment.
Secondly, I would like to thank my friends who helped me in completing
this project within the time frame.
INDEX
 Lean manufacturing
LEAN MANUFACTURING
The fundamental philosophy behind Lean Manufacturing is to provide superior quality products for more
Customers at a significantly lower price and to contribute to a more prosperous society. It is important to build
a Company production system based on this philosophy. Lean Manufacturing has endeavored to rationalize
production by:
• Completely eliminating waste in the production process.
• To build quality into the process
• To reduce costs - productivity improvements
• To develop its own unique approach toward corporate management
• To create and develop integrated techniques that will contribute to corporate operation. This is Lean
Manufacturing.

The Goals of Lean Manufacturing

1. Cost Reduction by Elimination of Waste

It requires constant effort at cost reduction to maintain continuous profits in manufacturing. The prime way to
reduce costs is to produce only those products determined by sales in a timely fashion, to restrain excessive
manufacturing and to eliminate all waste in manufacturing methods.

2. Creating Conditions to Guarantee Product Quality

To produce a high-quality product is the first commandment of any manufacturing company. The high quality
of any product, in which many component and parts do not fail and are trouble-free, must be built into it at
every process.

What is JIT (Just in Time) ?

Just in Time (JIT), as the name suggests, is a management philosophy that calls for the production of what the
customer wants, when they want it, in the quantities requested, where they want it, without it being delayed
in inventory.
So instead of building large stocks of what you think the customer might want you only make exactly what the
customer actually asks for when they ask for it. This allows you to concentrate your resources on only fulfilling
what you are going to be paid for rather than building for stock.
Within a Just in Time manufacturing system, each process will only produce what the next process in sequence
is calling for.
The benefits of a JIT system
The following are some of the many benefits that you could gain through the implementation of just in time:

1. Reduction in the order to payment timeline: cash, as they say is king in business. Many
businesses will suffer with cash flow problems as they will often have to purchase large amounts of
raw materials prior to manufacturing and subsequent payment by the customer. Often this gap is
many months. Through implementing JIT you are able to considerably reduce that time period.
2. Reduction in Inventory costs: one of the main aims with any JIT implementation is to improve
stock turns and the amount of stock being held. Personal experience has seen reductions of more than
90% stock in some industries. Along with the reduction in the stock come many other associated
benefits.
3. Reduction in space required: by removing large amounts of stock from the system and
moving processes closer together we will often see a significant reduction in the amount of floor space
being used. Results from 100’s of projects run within companies in the UK through the Manufacturing
Advisory Service saw average reductions of 33% for simple 5 day implementation projects .
4. Reduction in handling equipment and other costs: if you don’t have to move large
batches there is less need for complex machinery to move them and all of the associated labor and
training.
5. Lead time reductions: one of the most significantly impacted areas is that of the time it takes for
products to flow through the process. Instead of weeks or months most JIT implementations result in
lead times of hours or a few days.
6. Reduced planning complexity: the use of simple pull systems such as Kanban, even with your
suppliers, can significantly reduce the need for any form of complex planning. With many
implementations the only planning is the final shipping process.
7. Improved Quality: the removal of large batch manufacturing and reduction in handling often
results in significant quality improvements; often in the region of 25% or more.
8. Productivity increases: to achieve JIT there are many hurdles that must be overcome with
regards to how the process will flow. These will often result in productivity improvements of 25%
upwards.
9. Problems are highlighted quicker: often this is cited as being a negative aspect of JIT in that
any problems will often have an immediate impact on your whole production process. However this is
the perfect way to ensure that problems are highlighted and solved immediately when they occur.
10. Employee empowerment; one requirement of JIT as with most other aspects of Lean
manufacturing is that employees are heavily involved in the design and application of your system.

Kaizen
From the Japanese words “kai-” which means “change” and “-zen” which means “good.” The popular
meaning from Toyota is “continuous improvement” or “small incremental improvements” of all areas of a
company, not just manufacturing.
Kaizen means all personnel are expected to stop their work when they encounter any abnormality and, along
with their supervisor, suggest an improvement to resolve the abnormality.
When the improvement requires personnel outside of the immediate work area, a kaizen burst (or radical
process improvement) event may be useful.

A Kaizen burst event should be part of an overall program of continuous improvement if they are to be
successful and for gains to be sustained.

What is 5S?

5S is a system for organizing spaces so work can be performed efficiently, effectively, and safely. This system
focuses on putting everything where it belongs and keeping the workplace clean, which makes it easier for
people to do their jobs without wasting time or risking injury.

5S Translation
The term 5S comes from five Japanese words:

 Seiri
 Seiton
 Seiso
 Seiketsu
 Shitsuke
In English, these words are often translated to:

 Sort
 Set in Order
 Shine
 Standardize
 Sustain

Each S represents one part of a five-step process that can improve the overall function of a business.

The Origins of 5S – 5S & Lean Manufacturing

5S began as part of the Toyota Production System (TPS), the manufacturing method begun by leaders at the
Toyota Motor Company in the early and mid-20th century. This system, often referred to as Lean
manufacturing in the West, aims to increase the value of products or services for customers. This is often
accomplished by finding and eliminating waste from production processes.

Fig:

Lean manufacturing involves the use of many tools such as 5S, kaizen, kanban, jidoka, heijunka, and poka-
yoke. 5S is considered a foundational part of the Toyota Production System because until the workplace is in a
clean, organized state, achieving consistently good results is difficult. A messy, cluttered space can lead to
mistakes, slowdowns in production, and even accidents, all of which interrupt operations and negatively
impact a company.

By having a systematically organized facility, a company increases the likelihood that production will occur
exactly as it should.
Benefits of 5S
Over time, the 5S methodology leads to many benefits, including:

 Reduced costs
 Higher quality
 Increased productivity
 Greater employee satisfaction
 A safer work environment

What Are the 5 S's?

The 5S concept might sound a little abstract at this point, but in reality it's a very practical, hands-on tool that
everyone in the workplace can be a part of.

5S involves assessing everything present in a space, removing what's unnecessary, organizing things logically,
performing housekeeping tasks, and keeping this cycle going. Organize, clean, repeat.

Sort

The first step of 5S, Sort, involves going through all the tools, furniture, materials, equipment, etc. in a work
area to determine what needs to be present and what can be removed. Some questions to ask during this
phase include:

 What is the purpose of this item?

 When was this item last used?
 How frequently is it used?
 Who uses it?
 Does it really need to be here?
These questions help determine the value of each item. A workspace might be better off without unnecessary
items or items used infrequently. These things can get in the way or take up space.

Keep in mind the best people to assess the items in a space are the people who work in that space. They are
the ones who can answer the above questions.

When a group has determined that some items aren't necessary, consider the following
options:

 Give the items to a different department

 Recycle/throw away/sell the items
 Put items into storage

For cases when an item's value is uncertain—for example, a tool hasn't been used recently, but someone
thinks it might be needed in the future—use the red tag method. Red tags are usually cardboard tags or
stickers that can be attached to the items in question. Users fill out information about the item such as:

 Location
 Description
 Name of person applying the tag
 Date of application

Then the item is placed in a “red tag area” with other questionable items. If after a designated amount of time
(perhaps a month or two) the item hasn't been used, it's time to remove it from the workspace. It's not worth
hanging onto things that never get used since they just take up space.

Set in Order

Once the extra clutter is gone, it's easier to see what's what. Now work groups can come up with their own
strategies for sorting through the remaining items. Things to consider:
  Which people (or workstations) use which items?
 When are items used?
 Which items are used most frequently?
 Should items be grouped by type?
 Where would it be most logical to place items?
o Would some placements be more ergonomic for workers than others?
o Would some placements cut down on unnecessary motion?
 Are more storage containers necessary to keep things organized?

During this phase, everyone should determine what arrangements are most logical. That will require thinking
through tasks, the frequency of those tasks, the paths people take through the space, etc.

Businesses may want to stop and think about the relationship between organization and larger Lean efforts.
What arrangement will cause the least amount of waste?

In Lean manufacturing, waste can take the form of:

 Defects
 Waiting time
 Extra motion
 Excess inventory
 Overproduction
 Extra processing
 Unnecessary transportation
 Unutilized talents

Shine
Everyone thinks they know what housekeeping is, but it's one of the easiest things to overlook, especially
when work gets busy. The Shine stage of 5S focuses on cleaning up the work area, which means sweeping,
mopping, dusting, wiping down surfaces, putting tools and materials away, etc.

In addition to basic cleaning, Shine also involves performing regular maintenance on equipment and
machinery. Planning for maintenance ahead of time means businesses can catch problems and prevent
breakdowns. That means less wasted time and no loss of profits related to work stoppages.

Shining the workplace might not sound exciting, but it's important. And it shouldn't just be left up to the
janitorial staff. In 5S, everyone takes responsibility for cleaning up their workspace, ideally on a daily basis.
Doing so makes people take ownership of the space, which in the long run means people will be more
invested in their work and in the company.

Standardize

Once the first three steps of 5S are completed, things should look pretty good. All the extra stuff is gone,
everything is organized, spaces are cleaned, and equipment is in good working order.

The problem is, when 5S is new at a company, it's easy to clean and get organized…and then slowly let things
slide back to the way they were. Standardize makes 5S different from the typical spring-cleaning project.
Standardize systematizes everything that just happened and turns one-time efforts into habits. Standardize
assigns regular tasks, creates schedules, and posts instructions so these activities become routines. It
makes standard operating procedures for 5S so that orderliness doesn't fall by the wayside.
Depending on the workspace, a daily 5S checklist or a chart might be useful. A posted schedule indicating how
frequently certain cleaning tasks must occur and who is responsible for them is another helpful tool.

Initially, people will probably need reminders about 5S. Small amounts of time may need to be set aside daily
for 5S tasks. But over time, tasks will become routine and 5S organizing and cleaning will become a part of
regular work.

Sustain

Once standard procedures for 5S are in place, businesses must perform the ongoing work of maintaining those
procedures and updating them as necessary. Sustain refers to the process of keeping 5S running smoothly, but
also of keeping everyone in the organization involved. Managers need to participate, as do employees out on
the manufacturing floor, in the warehouse, or in the office. Sustain is about making 5S a long-term program,
not just an event or short-term project. Ideally, 5S becomes a part of an organization's culture. And when 5S is
sustained over time, that's when businesses will start to notice continuous positive results.

Safety – The 6th S

Some companies like to include a sixth S in their 5S program: Safety. When safety is included, the system is
often called 6S. The Safety step involves focusing on what can be done to eliminate risks in work processes by
arranging things in certain ways.

This might involve setting up workstations so they're more ergonomic, marking intersections—such as the
places where forklifts and pedestrians cross paths—with signs, and labeling the storage cabinet for cleaning
chemicals so people are aware of potential hazards. If the layout of the workplace or the tasks people perform
are dangerous, those dangers should be reduced as much as possible. That's what the sixth S focuses on.Some
people consider safety an outcome of performing the other five S's appropriately, and as a result say a sixth S
isn't necessary. They think if the workspace is properly organized and cleaned and uses helpful visual safety
cues, a separate safety step is unnecessary. Neither approach to safety is right or wrong. But however a
business wants to approach safety, it should be aware that paying attention to safety is important.
Manufacturing process
The process of converting raw material into finished products is called as production process. In this production process,
different types of machines, tools, equipment are used to produce the finished good. Several types of manufacturing
processes are applied in production process based on the nature of work and ultimate resultant finished goods required.
Their are different types of manufacturing processes are used by the manufacturer according to his needs. The different
process are -:

The classical systems are

1. Job shop

2. Flow shop

3. Project shop

4. Continuous process .

The modern manufacturing systems are

1. Linked cell system (Cellular manufacturing system)

2. Flexible manufacturing system (FMS)

JOB SHOPS / INTERMITTENT MANUFACTURING

In a Job shop, varieties of products are manufactured in small lot sizes to a specific customer order. To perform a wide
variety of manufacturing processes, general purpose production equipment is required. Workers must have relatively
high skill levels to perform a range of different work arrangements. The production machines are grouped according to
the general type of manufacturing processes as shown in Figure 1.2. The lathes are in one department, drill presses in
another and so on. Each different part requiring its own sequence of operations can be routed through the various
departments in the proper order. For this ‘ROUTE SHEETS’ are used. The layout made for this purpose is called as
functional or process layout.
Advantages of process layouts
• Can handle a variety of processing requirements
• Not particularly vulnerable to equipment failures
• Equipment used is less costly
• Possible to use individual incentive plans
Disadvantages of process layouts
• In-process inventory costs can be high
• Challenging routing and scheduling Equipment
• Utilization rates are low
• Material handling is slow and inefficient
• Complexities often reduce span of supervision
• Special attention for each product or customer
• Accounting and purchasing are more involved

Examples: Machine shops, foundries, press working shops, plastic industries.

Flow shops
The flow shops have a “product oriented layout” composed mainly of flow lines. This system can have high
production rates. The plant may be designed to produce the particular product or family, using “Special purpose
machines” rather than general purpose equipments. The skill level of the laborer tends to be lower than in
production job shop. When the volume of production becomes large, it is called “mass production”. The
material flow is through a sequence of operations by material handling devices. The time the item spends in
each station or location is fixed and equal. The workstations are arranged in line according to the processing
sequence needed as shown in Figure

Advantages of product layout

• High rate of output
• Low unit cost
• Labor specialization
• Low material handling cost
• High utilization of labor and equipment
• Established routing and scheduling
• Routing accounting and purchasing

Disadvantages of product layout

• Creates dull, repetitive jobs
• Poorly skilled workers may not maintain equipment or quality of output
• Fairly inflexible to changes in volume
• Highly susceptible to shutdowns
• Needs preventive maintenance
• Individual incentive plans are impractical

Example: Automated assembly line and Television manufacturing factory.

Project shop
In this type, a product must remain in a fixed position or location because of its size and weight. The materials,
machines and people in fabrication are brought to site. The layout is also called as fixed position layout.
Example: Locomotive manufacturing, large aircraft assembly and shipbuilding.

Advantages of project layout

• Minimum capital investment
• Continuity of operation
• Less total production cost.
• Offers greater flexibility
• Allows the change in production design.
• Permits a plant to elevate the skill of its operators

Disadvantages of project layout

• Machines, tools and workers take more time to reach the fixed position.
• Highly skilled workers are required.
• Complicated jigs and fixtures (work holding device) may be

Continuous process
In this continuous process, the product seems to flow physically. This system is sometimes called as flow
production when referring to the manufacture of either complex single parts, such as a canning operation, or
assembled products such as TVs. However, this is not a continuous process, but high volume flow lines. In
continuous process, the products really do flow because they are liquids, gases, or powers. Figure shows the
continuous process layout. It is the most efficient but least flexible kind of manufacturing system. It usually has
the leanest and simplest production system because this manufacturing system is the easiest to control because it
has the least work- in- progress (WIP).
Examples: Oil refineries, chemical process plants and food processing industries required.

Linked cell manufacturing system

Cellular manufacturing (CM) is a hybrid system for linking the advantages of both job shops (flexibility in
producing a wide variety of products) and flow lines (efficient flow and high production rate). A cellular
manufacturing system (CMS) is composed of “linked cells”. Figure shows the main structure of cellular
manufacturing system. In cells, the workstations are arranged like a flow shop. The machines can be modified,
retooled and regrouped for different product lines within the same “family” of parts. This system has some
degree of automatic control for loading and unloading of raw materials and work pieces, changing of tools,
transferring of work pieces and tools between workstations. Cells are classified as manned and unmanned cells.
In manned cells multifunctional operators can move from machine to machine and the materials can be moved
by the operator. In the unmanned cells, an industrial robot is located centrally in the cell for material handling.
Automated inspection and testing equipment can also be a part of this cell.
Advantages of CMS
The advantages derived from CMS in comparison with traditional manufacturing systems in terms of system
performance have been discussed in Farrington (1998), Kannan (1999),Suresh (2000), Hug (2001) and Assad
(2003). These benefits have been established through simulation studies, analytical studies, surveys, and actual
implementations.
They can be summarized as follows:

Setup time is reduced: A manufacturing cell is designed to handle parts having similar shapes and relatively
similar sizes. For this reason, many of the parts can employ the same or similar holding devices (fixtures).
Generic fixtures for a part family can
be developed so that time required for changing fixtures and tools is decreased.

Lot sizes are reduced: Once setup times are greatly reduced in CM, small lots are possible and economical.
Small lots also provide smooth production flow.

Work-in-process (WIP) and finished goods inventories are reduced: With smaller lot sizes and reduced
setup times, the amount of WIP can be reduced. The WIP can be reduced by 50% when the setup time is cut to
half. In addition to the reduced setup times and WIP inventory, finished goods inventory is reduced. Instead of
make-to-stock systems with parts either being run at long, fixed intervals or random intervals, the parts can be
produced either JIT in small lots or at fixed, short intervals. Material handling costs and time are reduced: In
CM, each part is processed completely within a single cell (wherever possible). Thus, part travel time and
distance between cells is minimal.
A reduction in flow time is obtained: Reduced materials handling time and reduced setup time greatly reduce
flow time. Tool requirements are reduced: Parts produced in a cell are of similar shape, size, and composition.
Thus, they often have similar tooling requirements.

A reduction in space required: Reductions in WIP, finished goods inventories, and lot sizes lead to less space
required. Throughput times are reduced: In a job shop, parts are transferred between machines in batches.
However, in CM each part is transferred immediately to the next machine after it has been processed. Thus, the
waiting time is reduced substantially. Product quality is improved: Since parts travel from one station to another
as single unit, they are completely processed in a small area. The feedback is immediate and the process can be
stopped when things go wrong.

Better overall control of operations: In a job shop, parts may have to travel through the entire shop.
Scheduling and material control are complicated. In CM, the manufacturing facility is broken down into
manufacturing cells and each part travels with a single cell, resulting in easier scheduling and control.
Flexible manufacturing system
A FMS integrates all major elements of manufacturing into a highly automated system. The flexibility of FMS
is such that it can handle a variety of part configurations and produce them in any order. Figure shows flexible
manufacturing system. The basic elements of FMS are a) works station b) automated material handling and
automated storage and retrieval systems c) control systems.Because of major capital investment; efficient
machine utilization is essential. Consequently proper scheduling and process planning are crucial, that are
complex in nature. Because of the flexibility in FMS, no setup time is wasted in switching between
manufacturing operations; the system is capable of different operations in different orders and on different
machines.

Advantages:
• Parts can be produced randomly in batch sizes, as small as one, and at lower cost.
• The lead times required for product changes are short
• Reduced WIP
• Labour and inventories are reduced
• Production is more reliable, because the system is self correcting and so product quality is uniform.
• Increased machine utilization
• Fewer machines required
• Reduced factory floor space Greater responsiveness to change
assembly line
An assembly line is a manufacturing process (often called a progressive assembly) in which parts (usually
interchangeable parts) are added as the semi-finished assembly moves from workstation to workstation where
the parts are added in sequence until the final assembly is produced. By mechanically moving the parts to the
assembly work and moving the semi-finished assembly from work station to work station, a finished product
can be

Diagram of a robot
controller for a manufacturing assembly line.

assembled faster and with less labor than by having workers carry parts to a stationary piece for assembly.
Assembly lines are common methods of assembling complex items such as automobiles and other
transportation equipment, household appliances and electronic goods.

Advantages of Assembly Line Manufacturing

1. Speed
• When you're manufacturing with assembly line systems, you can achieve your mission quicker than the
individuals who aren't using this technology.
• As indicated by Henry Ford and the assembly line system, the manufacturing of durable goods (for example,
vehicles, computers and planes) can be delivered in a small amount of time.
• Since 2011, some manufacturers have introduced robots along their assembly line manufacturing systems.
• It served to further expand processing speed and lessen wastages.

2. Fair Product Cost

• Enhanced generation speed leads to bigger production, which means - less expensive items.
• For instance, before Henry Ford presented this assembly line manufacturing system, the cost of most vehicles
was 825 US dollar. They were of high quality and done by labourers.
• After Ford presented the Assembly line manufacturing system in 1908, it brought down the cost of a vehicle
to 575 US dollar. The pace permitted Ford to manufacture vehicles quicker and expand deals by making more
open vehicles.

Disadvantages of Assembly Line Manufacturing

As you know, everything has its good and its bad side. We will now consider some negative effects of this
assembly line manufacturing system.
1. Initial Capital Investment
• It takes a lot of money to set up a production facility.
• Also, it takes time until a factory starts producing some profit.
• Related to that, when it comes to creating a different product, assembly lines can't be so easily or cheaply
modified.
• That makes them very inflexible.

2. Monotonous Work
• Imagine that you are doing same task over and over again, for eight hours a day, five days a week.
• That's the common existence of assembly manufacturing system labourer. It may result in motivational issues.
• Also, most of the time this labourer is standing during work, and that's exausting.
• Tired labourers will probably commit errors, which may influence the quality of the manufactured product.

3. Unemployment
The efficiency of assembly lines can allow one worker or a robot to do the work of many. That may lead to a
loss of overall jobs in production industries.

• There are basically three Production systems: I. Progressive Bundle System II. Unit Production System
III. Modular Production System The choice of best apparel production system depend on the Product,
The Policies of the Company and the capacities of manpower. In simple a ‘garment production
system’ is a way how fabric is being converted into garment in a manufacturing system.Garment
Production System
• 80% apparel manufacturers use the Bundle system (PBS).
Widely used by apparel manufacturers for several decades and still today. Traditional Production
system. As name implies the bundle of garment parts move from operation to operation. Also Called
Material Handling System.
1. Progressive Bundle System(PBS)
• Operator scheduled to complete the operation and perform same operation on all pieces in the bundle,
retie the bundle, remove Bundle ticket and move bundle for next operation. Workers (labour) transport
and move Bundles of cut parts to sewing room via trollies. Bundles are assembled in the cutting room,
where cut parts are matched up with corresponding parts and bundle tickets. Some firms operate with a
standard bundle size, while other vary bundle sizes acc. to size of pieces in bundle and operation to b
completed. Bundles consist of garment parts needed to complete a specific operation (e.g. an operation
bundle for pocket setting might include shirt fronts and pockets to b stitched together.PBS Workflow
• Effective production control system and Quality control system. Bundle tracking is possible, so
identifying and solving problems become easy. Due to bundle system, less chance of mixing up of
parts…thus less confusion. Quantity of each operation is checked during every single operation thus
quality is good. Labor of all levels ie unskilled, skilled, semi skilled labors are involved. Small simple
operations.
Advantages of PBS
• Improper planning causes labour turnover, poor quality, less production, etc. Proper planning is required
for each style, each batch. Variety of styles and less quantity is not effective in this system. Labor
absenties can effect production due to incompletion of contracts. Needs efficient supervisor. More labor
cost. Time Consuming due to assembling, moving and un- tieing of bundles.

Dis-advantages of PBS
• Hanging carrier can be moved manually by the operator using button after completion of single
operation or By computerized system that move the conveyor after a specific fed throughput time. All
parts for the single garment are advanced through stitching line together by means of hanging carrier
that moves along an overhead conveyor. In UPS, there are hangers. One hanger have multiple clips
containing all parts of the single garment. A Unit Production System is a type of layout that uses an
overhead transporter system to move garment components from work station to work station for
assembly.
2. Unit Production System (UPS)
• Completed the product arrives to an unloading station. The empty product carrier returns to the loading
station. At every machine/operation the patented chain will position the product ideally. The product
carrier with the pieces will be routed through the different operation steps. Load all the pieces of single
garment in a product carrier. UPS Workflow
• The time involved in the pick-up and disposal is reduced to minimum. Bundle Handling completely
eliminated. Advantages of UPS Improved space utilization (more machines can be adjusted) Improved
lead times-less work in process. The computerized system automatically balance the work between
stations. Automatically recorded, eliminates the operator to register the work.
• Improved production and quality. Indirect labor costs are reduced (by elimination of bundle handling
and requiring fewer supervisors) Throughput time can be drastically reduced. Increased
Productivity.Advantages of UPS (Cont.)
• Specialized training for the system. Highly expensive-buying equipment and cost of installing. Proper
planning is required to be effective. Unit Production system requires high investment.
Dis-advantages of UPS
• Team is responsible for maintaining a smooth work flow, meeting production goals, quality level.
Teams may be used to perform all the operations (whole garment production) or certain portion of
assembly operations. Usually there are 4-15 labors in one team depending upon the type of garment to
be stitched and skills of labor. The number of teams in a plant varies with the size and needs of the firm
and product line. A Modular Production System is a contained, manageable work unit that includes an
empowered work team, equipment and work to be executed.
3. Modular Production System
• A worker in a team can perform Multiple functions depending upon his skills (Multi-skills). Team
members develop an interdependency to improve the process and accomplish their goals. Advantages of
MPS
1) High Flexibility.
2) Fast throughput times.
3) Low wastages.
4) Reduced absenteeism.
 5) Empowered employees.
6) Improved Quality.
Dis-advantages of MPS
• Dependency on the Team for whole Production. No compatibility between team members can cause
problems thus loss in production. High investment in initial training. A high capital investment in
equipment.