P.A.

COLLEGE OF ENGINEERING AND TECHNOLOGY

PALLADAM ROAD, POLLACHI - 642 002


DEPARTMENT OF MECHANICAL ENGINEERING




LEAN MANUFACTURING TOOLS AND TECHNIQUES IN THE
TEXTILE INDUSTRY



MASTER OF ENGINEERING - FULL THESIS








PREPARED BY
Prof. M. Mohan Prasad. M.E., MBA.
Assistant Professor
Department Of Mechanical Engineering
P. A. College of Engineering and Technology
Pollachi, Tamil Nadu, India



ACKNOWLEDGEMENT
I wish to record my sincere thanks to Dr.R.Rudramoorthy, Principal, PSG College of
Technology for extending all the facilities needed to carry out this project.
I express my sincere and heart felt thanks to Dr.P.V.Mohanram, Head of the
Department of Mechanical Engineering for his keen interest shown and facilities provided to
complete this project.
I wish to acknowledge my profound sense of gratitude to my faculty guide
Dr.N.Saravanakumar, Assistant Professor, Department of Mechanical Engineering for his
valuable guidance, constant motivation and constructive criticisms during the course of this
project. Mere words can never express my gratefulness towards him.
I wish to express my sincere and grateful thanks to Mr.D.Rajenthirakumar, Senior
Lecturer, Department of Mechanical Engineering for his valuable guidance.
I wish to express my sincere and grateful thanks to Dr.V.Ravi, Managing Director,
Fine Fit Knitting and Co, Tirupur for providing an opportunity to carry out this project.
I express my sincere and heart felt thanks to Mr.D.Ramasubramanian, Industrial
Engineer, Fine Fit Knitting and Co, for his keen interest shown and facilities provided to
complete this project.
I wish to express my sincere and grateful thanks to the entire teaching and non-
teaching staffs of the Department of Mechanical Engineering, PSG College of Technology. I
also thank my parents and friends for their support and encouragement to complete this
project successfully.








CONTENTS
CHAPTER Page No.

Acknowledgement .... i
Synopsis... ii
List of Figures .... iii
List of Tables. ... iv

1. INTRODUCTION.... 1
1.1 Lean manufacturing 1
1.2 Evolution of Lean manufacturing 1
1.3 The principles of Lean manufacturing 2
1.4 Types of activities and seven wastes of production 2
1.5 Lean tools 5
1.6 General steps to implement lean manufacturing 6
1.7 Company Profile 6
1.8 Description of production process 7

2. PROBLEM DEFINITION 9
2.1 Problem defined for the Next Tipped Polo T-Shirt 9
2.2 Objective 11
2.3 Methodology 11

3. LITERATURE SURVEY...... 13

4. CURRENT STATE VALUE STREAM MAPPING 17
4.1 Introduction 17
4.2 Current state value stream map for the product 17
4.2.1 Data collection 18
4.2.2 Takt time calculation 23

5. INTEGRATION OF LEAN TOOLS FOR IMPROVEMENT.. 26
5.1 Lean tools used for improvements 26
5.1.1 point of use 26
5.1.2 Visual management 26
5.1.3 Kanban card 26
5.1.4 5S 27

5.1.5 Poka yoke 27
5.1.6 Source inspection 27
5.1.7 Work standard procedure 27

6. FUTURE STATE VALUE STREAM MAP..... 28
6.1 Future state value stream map 28

7. RESULTS AND DISCUSSION... 31
7.1 Results and Discussion 31

8. CONCLUSION ......... 36
8.1 Conclusion 36

9. SCOPE FOR FUTURE WORK ...... 37
9.1 Scope for future work 37

BIBLIOGRAPHY..... 38














LIST OF FIGURES

Figure No. Name of the figure Page No.

1.1 Next tipped polo T-Shirt 7
1.2 Production line flowchart 7
4.1 Cycle time chart before implementing lean 19
4.1 Current state value stream map 25
6.1 Future state value stream map 30
7.1.1 Lead time chart 31
7.1.2 Total cycle time chart 32
7.1.3 Total value added time chart 32
7.1.4 Process cycle efficiency chart 33
7.1.5 Man power chart 33
7.1.6 Cycle time chart after implementing lean 34















LIST OF TABLES

Table No. Name of the Table Page No.

1.1 Causes and counter measures for seven wastes 3
2.1 Worker feedback 9
2.2 Major wastes segregation 10
4.1 Data for each process 19
4.2 Value stream map symbols and its details 20
6.1 Major Wastes and possible solutions 28
7.1 Results of Lean implementation 31













ABSTRACT
Higher productivity in organizations leads to national prosperity and better standard
of living for the whole community. In this competitive world, any company has to fulfil its
customer needs to survive in the market. Lean manufacturing is a technique which focusing
on customer needs and fulfil it by delivering the requirements at less time with high quality
and cheaper cost through eliminating all kinds of hidden wastes that present in the
companies by continuous improvement. The implementation of lean manufacturing
techniques in a company will result in higher productivity with less lead time. Therefore, lean
practices contribute substantially to plant operational operation.
In this project, the implementation area is selected with the team leaders. Current
state value stream mapping is drawn to identify the value and non value added activities for
the production process. The bottleneck operation is identified from takt time calculation. The
non value added activities are identified for the whole manufacturing process and particularly
for the bottleneck operation. The improvements are made with the lean techniques kanban
card, 5s, standard operating procedure, visual management, source inspection. The future
state value stream mapping is drawn with the improvements made by adopting the lean
techniques.
The implementation is carried out with the future state value stream map. Finally the
results obtained show the reduction in the lead time, improved quality, man power utilisation
and reducing inventory by comparing the value stream mapping current state and future
state.






CHAPTER 1
INTRODUCTION
1.1 LEAN MANUFACTURING
Lean manufacturing is a management philosophy focusing on reduction of the 7 wastes
(Over-production, Waiting time, Transportation, Processing, Inventory, Motion and Scrap) in
manufactured products. By eliminating waste, quality is improved, production time is reduced
and cost is reduced. Lean is basically all about getting the right things, to the right place, at
the right time, in the right quantity while minimizing waste and being flexible and open to
change. Lean manufacturing is a technique which focusing on customer needs and fulfil it by
delivering the requirements at less time with high quality and cheaper cost through
eliminating all kinds of hidden wastes that present in the companies by continuous
improvement. The implementation of lean manufacturing techniques in a company will result
in higher productivity with less lead time. Therefore, lean practices contribute substantially to
plant operational operation. Lean tools like Value stream mapping, Kanban, cellular
manufacturing, 5S, single minute exchange of dies, visual management, etc., are used in the
implementation stage to reduce the wastes and non value added activities in an
organisation.

1.2 EVOLUTION OF LEAN MANUFACTURING
The concept of Lean was developed by the Toyota executive, TAIICHI OHNO (1912-
1990). Mr. Ohno first identified the seven types of MUDA (waste).Mr. Ohno's beliefs were
shaped by his study of the Model T Ford's (1913) continuous flow in final assembly, as well
as his fascination with American supermarkets. In 1913, Henry Ford designed the Model T
Assembly Line so that all the processes were in the same sequence as the build. Prior to
this, all manufacturing processes (stamping, welding, etc.) were grouped together creating
batch manufacturing. While in the United States, Mr. Ohno realized that the American
Supermarket stocking and restocking methods were far superior to the methods used in
heavy industry. Mr. Ohno's Lean ideas were first put into practice immediately after World
War II in Japan. In the early 80's, several Japanese manufacturers built plants in the U.S.
and operated them with Lean principles. The success of these plants proved that Lean was
not just a Japanese cultural phenomenon, but could be successful outside of Japan.



1.3 THE PRINCIPLES OF LEAN MANUFACTURING
The basic principles of lean manufacturing are as follows
Perfect first-time quality quest for zero defects, revealing & solving problems at the
source.
Waste minimization - eliminating all activities that do not add value & safety nets,
maximize use of scarce resources (capital, people and land).
Continuous improvement reducing costs, improving quality, increasing productivity
and information sharing.
Pull processing - products are pulled from the consumer end, not pushed from the
production end.
Flexibility - producing different mixes or greater diversity of products quickly, without
sacrificing efficiency at lower volumes of production.
Building and maintaining a long term relationship with suppliers through collaborative
risk sharing, cost sharing and information sharing arrangements.

1.4 TYPES OF ACTIVITIES AND SEVEN WASTES OF PRODUCTION
The activities that comprise work can be grouped in three categories. They are
Value-added work.
Non value-added work.
Waste.
Customers will pay for value-added work, and for the non value-added work Customers
will not pay for waste.
Waste is defined as any activity that consumes resources, but creates no value for the
customer.
Further the wastes are classified into seven major types. The seven types of wastes are
Overproduction.
Transportation.
Waiting.
Motion.
Processing.
Inventory.
Defects.
The definition, examples, causes and lean tools which is used for counter measures are
briefly explained in the below Table 1.1


Table 1.1 Causes and Counter Measures for Seven Wastes
The 7 Wastes Definition Examples Causes Counter measures
Overproduction
Producing more than the
customer needs right
now
Producing product to stock based
on sales forecasts.
Producing more to avoid set-ups.
Batch process resulting in extra
output.
Forecasting,
Long set-ups,
Just in case for
Breakdowns.
Pull system, scheduling
Heijunka level loading, Set-
up reduction, TPM,
Transportation
Movement of product
that does not add value
Moving parts in and out of storage.
Moving material from one
workstation to another.
Batch production, Push
production, Storage,
Functional layout.
Flow lines, Pull system, Value
Stream Organizations,
Kanban,
Motion
Movement of people that
does not add value
Searching for parts, tools, prints,
etc.
Sorting through materials.
Reaching for tools.
Lifting boxes of parts.
Workplace
disorganization, Missing
items, Poor workstation
design, Unsafe work
area.
5S, Point of Use Storage,
Water Spider, One-piece
flow, Workstation design.
Waiting
Idle time created when
material, information,
people, or equipment is
not ready
Waiting for parts.
Waiting for prints.
Waiting for inspection.
Waiting for machines.
Waiting for information.
Push production, Work
imbalance, Centralized
inspection, Order entry
delays, Lack of priority,
Lack of communication.
Downstream pull, Takt time,
Kaizen, TPM.

Processing
Effort that adds no value
from the customers
viewpoint
Multiple cleaning of parts.
Paperwork.
Over-tight tolerances.
Awkward tool or part design.
Delay between
processing, Push
system,
Customer voice not
Understood, Designs
thrown over the
Wall.
Flow lines One-piece, pull
Office Kaizen, 3P, Lean
Design
Inventory
More materials, parts, or
products on hand than
the customer needs right
now
Raw materials.
Work in process.
Finished goods.
Consumable supplies Purchased
components.
Supplier lead-times, Lack
of flow, Long set-ups,
Long lead-times,
Paperwork in process,
Lack of ordering
procedure.
External kanban, Supplier
development, One-piece flow
lines, Set-up reduction,
Internal kanban.
Defects
Work that contains
errors, rework, mistakes
or lacks something
necessary
Scrap.
Rework.
Defects.
Correction.
Field failure.
Variation.
Missing parts.
Process failure,
Misloaded part, Batch
process, Inspect-in
quality, Incapable
machines.
Gemba, Sigma, Pokayoke,
One-piece pull, Built-in
quality, 3P, Jidoka.


1.5 LEAN TOOLS
Some of the major lean tools which is using in the lean manufacturing for the continuous
improvement in an organization is described below
Value stream mapping (VSM) - A pencil and paper tool which is using to know all
activities, both value added and non value added, required to bring a product from
raw material into the hands of the customer, a customer requirement from order to
delivery, and a design from concept to launch.
Rapid Setup (SMED) - Single Minute Exchange of Die literally, changing a die on a
forming or stamping machine in a minute or less broadly or the ability to perform any
setup activity in a minute or less of machine or process downtime or the key to doing
this is frequently the capability to convert internal setup time to external setup time.
Single-digit setup: performing a setup activity in a single-digit number of minutes, i.e.
fewer than ten.
OTED: One touch exchange of die; literally, changing a die with one physical motions
such as pushing a button; broadly, an extremely simple procedure for performing a
setup activity.
Kanban - A signalling device that gives instruction for production or conveyance of
items in a pull system. Can also be used to perform kaizen by reducing the number
of kanban in circulation, which highlights line problems.
5-S - refers to the five words seiri, seiton, seiso, seiketsu, shitsuke. These words are
short hand expressions for principles of maintaining an effective, efficient workplace
Seiri - eliminating everything not required for the work being performed
Seiton - efficient placement and arrangement of equipment and material
Seiso - tidiness and cleanliness
Seiketsu - ongoing, standardized, continually improving seiri, seiton, seiso
Shitsuke - discipline with leadership
Pokayoke - It means of providing a visual or other signal as to the location or
condition of a part characteristic. Often referred to as 'error-proofing', poke-yoke is
actually the first step in truly error-proofing a system
Standard work - A precise description of each work activity specifying cycle time, takt
time, the work sequence of specific tasks, and the minimum inventory of parts on
hand needed to conduct the activity. Any operator following this description of
elements should be able to complete the work needed in the same amount of time.
Visual management - The placement in plain view of all tools, parts, production
activities, and indicators of production system performance so that everyone involved
can understand the status of the system at a glance.


Takt Time - Takt, is a German term for rhythm. Takt time is the allowable time to
produce one product at the rate customers is demanding it. This is not the same as
cycle time, which is the normal time to complete an operation on a product (which
should be less than or equal to takt time).
Point of use storage placing the materials at the usage point i.e. Near to the worker
to reduce the motion.
FIFO - stands for first in, first out meaning that material produced by one process is
used up in the same order by the next process.

1.6 GENERAL STEPS TO IMPLEMENT LEAN MANUFACTURING
The following five steps are considered as general steps to implement the lean
manufacturing in an organisation.
Evaluate the current state.
Determine the future state workflow.
Identify future state infrastructure.
Identify precedents and priorities.
Develop the plans.
By using the above implementation plans the wastes from the organisation will be
effectively eliminate.
From the above information it shows that adopting the lean manufacturing in a
organisation will reduce the lead time, production cost and defective rates.
This project deals with the successful implementation of lean techniques to reduce the
lead time in a textile industry.

1.7 COMPANY PROFILE
Fine Fit Garments and Knitting and Co, with experience and leadership, the company
has grown leaps and bounds and has created a name for itself as one of the leading
manufacturers of T-Shirts in Tirupur. Fine Fit Garments is manufacturing all types of T-Shirts
under all sizes for both the genders. The production capacity of the factory is 3 lakh units per
month with the total of 680 machines. They export the garments to different part of the world.

1.8 DESCRIPTION OF PRODUCTION PROCESS
The product selected for the analysis is Tipped polo T-Shirt (Shown in Fig. 1.1). The
production process is carried out in Batch and the major production line flowchart is shown in
Fig. 1.2.



Fig 1.1 Next Tipped Polo T-Shirt
To start with, the raw material (cotton yarn) is purchased from the respected vendors
and it is received and stored in the raw material inventory.











Fig 1.2 Production line Flowchart
Then the required yarns are processed in knitting department, so that the yarn is
converted into cloth roles. Then the cloth roles are taken to dyeing zone for dyeing process.
Then the dyed cloth roles are passed to cutting department, so that the cloth roles are
subjected to cut according to their style no. The style no represents the custom design given
by the customer.
Raw Material Receiving


Knitting the yarn

Cut the cloth roles into pieces

Labeling the bundle

Embroidering the logo design

Dyeing the cloth role

Production process

Inspecting and Packing
Dispatch to the ordered places



The cut cloth is bundled as a batch of 30 each and then labeled. Next the bundle
reaches the embroidering department for the making the embroidery design of respective
style. Then the bundles are sent to the production line for stitching. Finally the inspection and
packing is done. To the end, the product will be dispatched to the ordered places.


























CHAPTER 2
PROBLEM DEFINITION
2.1 PROBLEM DEFINED FOR THE "NEXT TIPPED POLO T-SHIRT
The value and non value added activities are identified with the help of plotting the
current state Value stream mapping. The major problem is the non value added activities
which present in the manufacturing process. From the non value added activities the wastes
are identified and get seggregated. The quantitative problems are identified for the product
Next Tipped Polo T-Shirt in a textile industry using a feed back forms throughout the shop
floor. The below table shows the feed back form and shown in the Table 2.1
Table 2.1 Worker Feed Back
. RANKING
S.NO PROBLEM DESCRIPTION 1 2 3 4 5
1 Workers absent X
2 Training people involved in production X
3 Low working efficiency X
4 Non value added activities X
5 Line balancing not properly X
6 Bundle wise flow of production X
7 Delay owing to raw material items X
8 Pieces are not correct in bundle X
9 Awareness about production schedule X
10 Not received right quantity input X
11 Training program required for the worker X
12 Unclean working area X
(Rating factor : 1- very low, 2 - low 3- mederate, 4 - high, 5 - very high)
The following are as major problems identified.
Delivery time is 30% more than the specified days.
WIP is very high due to push production system.
High Worker absenteeism due to daily wage and illness.
Low process cycle efficiency (PCE).
Multi skill labors are to be appointed.


Training program is necessary for the worker.

Further the wastes are identified and distributed to the major seven wastes are given in
the Table 2.2
Table 2.2 Major Wastes Segregation
Activity/Wastes
Over
production
Over
processing
Waiting Transport Motion Defect Inventory
Raw Material feeding
in the system
* *
Knitting machine
waiting for thread
* *
Batch Preparation
* *
Online Inventory
* * *
Quantity Mistake
in Packing
* *
Inspection
* *
Feeding in
Embroidering
*

2.2 OBJECTIVES
The objective of the project is taken from the problem identified for the product Next
Tipped Pole T-Shirt. The objectives are
To reduce the NVA in the production process by using proper lean tools.
To reduce the Lead time to meet the demand.
To utilise the man power efficiently.
To prepare work standard procedure for the process.
Introducing pull system to minimise the work in process inventory.
To analyse root cause for the worker Absenteeism


2.3 METHODOLOGY
The proposed methodology for lean implementation for the product Next Tipped
Polo T-Shirt is given below
Data collection
- Select the part family.
- Identify the product to implement lean.
- Observe the process flow.
- Get the layout design of the company.
- Note the customer requirements like delivery time, quantity etc.,
- collect the shop floor datas like cycle time, uptime, working time etc.,
- Design the current state value stream map.
- identify Value added and Non value added activities.
- Calculate the takt time.
- recognize the bottle neck process and problem areas.
Data analysis and development of solution stage.
- Balance the process line according to takt requirement.
- Design the new layout according to line balancing.
- Apply lean tools to solve the problem areas.
Implementation
- Execute the project implementation plan.
- Design and manufacture of special tools and material handling equipments.
- Training the team leader.




CHAPTER 3
LITERATURE SURVEY
Ajit Kumar Sahoo et al [1] described an application of value stream mapping
(VSM).The authors suggested to intense brain storming and planning before any capital
investment. The authors used Taguchis method of design of experiments [24] to optimize
the radial forging operation variables as a part of the defect-reduction initiatives.They
performed the VSM, Reducing production lead time, Reducing lot size, Reducing set-up
time, Reducing process defects for this case study.They achieved 72-min reduction in non-
value-added activities.
Fawaz A. Abdulmaleka [2] The lean approach has been applied more frequently in
discrete manufacturing than in the continuous/process sector, mainly because of several
perceived barriers in the latter environment that have caused managers to be reluctant to
make the required commitment. The author described a case where lean principles were
adapted for the process sector for application at a large integrated steel mill. Value stream
mapping was the main tool used to identify the opportunities for various lean techniques.
The author also described a simulation model that was developed to contrast the before and
after scenarios in detail, in order to illustrate to managers potential benefits such as reduced
production lead-time and lower work-in-process inventory.
Doolen et al [3] described the development of a survey instrument to assess the
implementation of lean practices within an organization. The findings were synthesized to
develop an instrument to assess both the number and the level of implementation of a broad
range of lean practices in an organization. A cross section of electronic manufacturers in the
Pacific Northwest was used for the exploratory study. Analysis of the survey results from the
exploratory study are ummarized that how the survey can be used to understand what
factors might contribute to the implementation of lean practices. In the exploratory study
completed, for example, it was found that while electronic manufacturers have implemented
a broad range of lean practices, the level of implementation does vary and may be related to
economic, operational, or organizational factors.
Dhamodharan Raman [4] This paper deals with development of a measurement
model considering a set of three layout effectiveness factorsfacilities layout flexibility
(FLF), productive area utilisation (PAU) and closeness gap (CG). The CG included
travel of material handling equipment, information flow, personnel flow and equipment flow.


The layout designing factors following the objectives such as minimising material handling
cost, improving flexibility for arrangement and operation, utilising the available area most
effectively and minimising overall production time.
Chee-Cheng Chen [5] In this paper variety of integrated systems were proposed to
overcome the limitations of the traditional performance measurements systems. However,
these systems have not yet fully addressed the performance measurement system
requirements for todays manufacturing environment. This paper presents an integrated
dynamic performance measurement system (IDPMS) developed in conjunction with the D
Company Plant of Chungli, Taiwan. IDPMS integrates three main areas; company
management, process improvement, and the factory shop floor. To achieve an integrated
system, these three areas are linked through specifications, reporting and dynamic defined
success area updating, performance measures, and performance standards. This study is
undertaken to specify the interaction and movement among the three groups in the process
from production planning to customer, planning-manufacturing customer. The results from
these stages, production planning, manufacturing, and customer service, are integrated.
These factors are transformed into measurable, quantitative, and JIT (just-in-time)
parameters utilized
L. N. Pattanaik et al [6] Explained the design methodology for cellular layout while
implementing the lean concepts. Many companies implement cellular layout for certain parts
of the production process but not the entire production process. Some of the widely used
methods are the similarity coefficient methods (SCM), heuristics and metaheuristics
algorithm, and this paper is related to the hierarchical SCM-based approach. similarity
jaccard coefficient is used to draw dendogram to group the machine cell.To achieve this
grouping, some operations are combined and machine relocation within the cell is
implemented.
Yaghoub Khojasteh-Ghamari [7] Compared the kanban and conwip systems. This
paper explained that the Kanban is more flexible for the assembly system under concern
with respect to a given objective than the CONWIP. In some cases, if the number of kanbans
at each manufacturing/assembling station is optimally set, Kanban system outperforms
CONWIP with a lower average WIP and the same level of throughput. That is, the
distribution of kanbans can be an important design parameter of the system. The author also
proposed two different policies to release cards in a CONWIP controlled assembly system,
followed by the authors comparison results.
Roberto Alvarez et al [8] The author explained the use of value stream mapping
(VSM) as a tool in lean manufacturing implementation and a framework of improvement


activities, in particular for an efficient introduction of kanban and milkrun techniques.Author's
strategic influence is measured by means two lean metrics: lean rate (LR) and dock-to-dock
time (DtD). This paper focused the redesign of operations by eliminating nonvalue-added
time and decreasing the intermediate stocks through VSM to identify improvement points
and kanban and milkrun to eliminate inefficiencies.
Middleton [9] Discussed how the concepts of lean manufacturing can be successfully
transferred from the manufacture of cars and electrical goods to software development. The
key lean concept is to minimize work in progress, so quickly forcing any production problems
into the open. Production is then halted to allow each problem with the system producing the
goods, to be permanently corrected. While frustrating at first, the end result is very high
levels of productivity and quality. Lean software development indicates that software quality
problems are often the result of deeply embedded organizational habits of recruitment,
retention and motivation. To obtain organizational change there is a need for fast results
from low cost actions. Change requires motivation, which is triggered and sustained by
results.
Mehmet Cakmakci [10] Deals the SMED technique. The process capability analysis
technique is implemented by using MINITAB14 software to investigate the relation between
SMED methodology and equipment design. Three steps for SMED process is discussed
here; they are separating internal and external setup, converting internal setup to external
setup, streamlining all aspects of the setup operation.
Rivera et al [11] Analyzed traditional costing systems consider the accumulation of
costs, but not their timing. Value stream mapping presents a good picture of the time
consumed and operations performed for the production of a product within a manufacturing
facility, but it does not track the accumulation of costs. The costtime profile (CTP) is a tool
that follows the accumulation of cost in the manufacturing of a product through time; and it
finds the costtime investment (CTI), which is an indicator of the use of resources in the
manufacturing of a product through quantities and timing. Impact of Lean implementations
on the CTP and CTI is discussed. The CTP is proposed as a useful tool for the evaluation of
the improvements achieved by the implementation of Lean tools and techniques.
The above literature survey discussion clearly shows the lean implementation for a
company is results in the reduction of lead time. By the tool Kanban and 5S the inventories
between the processes are get reduced. So for this project the lean implementation is taken
to reduce the lead time and the tools also used to reduce the supporting activities for lead
time.


CHAPTER 4
CURRENT STATE VALUE STREAM MAPPING
4.1 INTRODUCTION
Literature survey reveals that a company has to adopt the Lean manufacturing for
delight their customers to survive in this competitive market. The value stream mapping is a
visualization tool. It helps to understand and streamline work processes using the tools and
techniques of lean manufacturingthe goal of VSM are to identify, demonstrate and decrease
wastes in the process. VSM can thus serve as a starting point to help management,
engineers, production associates, schedulers, suppliers and customers recognize wastes
and identify its causes. A current state value stream map will enable to see the complete
door-to-door flow in organisation facility and to identify and prioritize areas for improvement.
With the improved suggestions the future state value stream mapping will be plot.

4.2 CURRENT STATE VALUE STREAM MAP FOR THE PRODUCT
The right area to implement the lean is discussed and selected with the help of the
company executives, those who are selected for the team leader. Next the typical product is
selected from the part family, which identified by the group technology. To create a current
state map, a detailed discussion was conducted with the team leaders and manager. Pencil
and paper with a stopwatch was taken for obtaining time samples.
Below is a list of the information which collecting at each process step:
Cycle Time (C/T) - how often a part is completed by a process. Use a stopwatch if
necessary. (In some cases, machines will give you this information).
Changeover time (C/O) - the time required to switch from producing one product type
to another type.
Uptime - the percentage of time in which a machine or process is available on
demand.
EPEI (production batch sizes) - the batch size expressed Kilograms and numbers.
EPEI stands for every part every interval.
Number of operators
Pack Size - the number of items in a shipment
Working Time (minutes breaks)
Scrap Rate



4.2.1 DATA COLLECTION
First the customers and suppliers requirements get collected and its shown below.
Customers requirements
Number of pieces required : 75000 pieces/month
Delivery schedule : Once in a day shipment
Packing details : 20 Kg/box
Suppliers requirements
Raw yarn : 9000 Kg
Delivery schedule : Once in a week
Shop floor details
Working hours per shift : 12 hrs
No. of shift per day : 1 shift/day
Lunch break : 60 min
Tea break : 60 min (3*20)
No. of working days per week : 6 days/week.

Second, analyze the production processes and identify the process flow. Collect
relevant data for each process to draw the current state value stream map. The collected
data for each process for the product Next tipped polo T-Shirt is shown in Table 4.1
The current state VSM is plotted with the help of shop floor activities like the cycle
time, changeover time, uptime, number of operators, material flow, information flow,
customer requirements.The supplier and customer requirements is plotted in the required
box. The transportation information for supplier and customer is represented as external
shipment icons. The inventories are noted with inventory triangles between two processes.
The process data are entered in the respected process data boxes. The information flow
(manual or electronic) in the shop floor and the management is ploted according to the data.
The value stream mapping symbols and its explaination are given in the Table 4.2. The time
line shows the value added and non value added activities data. The value added activity
line will always have the cycle time which specified in the process data with the unit seconds
for each process. The non value added activity line will always have inventory in the unit of
days. The take time is calculated to know the status of the delivery.
From the standared cycle time of the entire process the bottleneck operation is
identified and ploted in the graph and shown in Fig 4.1





Table 4.1 Data for Each Process
Process/units C/T (hrs) C/O (min)
No. of operator
(nos.)
Uptime (%)
Inventory
(bundles)
Knitting 2 40 2 82 20
Dyeing 4 30 9 75 10
Cutting 2.5 20 6 80 12
Labeling 2 15 3 82 13
Embroidering 2 20 3 86 22
Production 2 20 18 85 18
Inspection 2 30 4 75 15
Packing 2 15 5 85 19




Fig 4.1 Cycle time graph of each process
From the above figure the bottleneck operation (Cutting operation) is identified and it
doesnt meet the standard cycle time (2 hours), it exceeds 30 minutes from the standard
cycle time, so we are considering cutting process as bottleneck operation.

0
0.5
1
1.5
2
2.5
3
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Operation
CYCLE TIME
Cycle Time
Bottleneck operation


Table 4.2 Value Stream Map Symbols and Its Details


Customer/Supplier
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 end point for material flow.

Dedicated Process
This icon is a process, operation, machine or department, through
which material flows. Typically, to avoid unwieldy mapping of every
single processing step, it represents one department with a
continuous, internal fixed flow path.
In the case of assembly with several connected workstations, even if
some WIP inventory accumulates between machines (or stations), the
entire line would show as a single box. If there are separate
operations, where one is disconnected from the next, inventory
between and batch transfers, then use multiple boxes.

Shared Process
This is a process operation, department or work center that other
value stream families share. Estimate the number of operators
required for the Value Stream being mapped, not the number of
operators required for processing all products.

Data Box
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
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)



Work cell
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
to process step in small batches or single pieces.

Inventory
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 also represents storage for raw materials and finished
goods.

Shipments
This icon represents movement of raw materials from suppliers to the
Receiving dock/s of the factory. Or, the movement of finished goods
from the Shipping dock/s of the factory to the customers

Push Arrow
This icon represents the "pushing" of material from one process to the
next process. Push means that a process produces something
regardless of the immediate needs of the downstream process.

Supermarket
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
operate in batch mode, a supermarket reduces overproduction and
limits total inventory.

Material Pull
Supermarkets connect to downstream processes with this "Pull" icon
that indicates physical removal.

FIFO Lane
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.

Kanban Post
A location where kanban signals reside for pickup. Often used with
two-card systems to exchange withdrawal and production kanban.



Safety Stock
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
storage of stock; thus; there should be a clearly-stated management
policy on when such inventory should be used.

Production
Control
This box represents a central production scheduling or control
department, person or operation.

Manual Info
A straight, thin arrow shows general flow of information from memos,
reports, or conversation. Frequency and other notes may be relevant.

External Shipment
Shipments from suppliers or to customers using external transport.

Electronic Info
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
information/data interchange, the type of media used ex. fax, phone,
etc. and the type of data exchanged.

Production
Kanban
This icon triggers production of a pre-defined number of parts. It
signals a supplying process to provide parts to a downstream process.

Withdrawal
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 necessary items.

Signal Kanban
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
signals a changeover and production of a predetermined batch size of


the part noted on the Kanban.

Sequenced Pull
This icon represents a pull system that gives instruction to
subassembly processes to produce a predetermined type and quantity
of product, typically one unit, without using a supermarket.

Load Leveling
This icon is a tool to batch kanbans in order to level the production
volume and mix over a period of time

Go See
Gathering of information through visual means.


MRP/ERP
Scheduling using MRP/ERP or other centralized systems.

Verbal Information
This icon represents verbal or personal information flow.

Kaizen Burst
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.

Operator
This icon represents an operator. It shows the number of operators
required to process the VSM family at a particular workstation.

Other
Other useful or potentially useful information.

Timeline
The timeline shows value added times (Cycle Times) and non-value
added (wait) times. Use this to calculate Lead Time and Total Cycle
Time

4.2.2 TAKT TIME CALCULATION
Takt is a German term for rhythm. Takt time is the allowable time to produce one
product at the rate customers is demanding it. This is not the same as cycle time, which is
the normal time to complete an operation on a product (which should be less than or equal
to takt time).


Takt time is calculated by dividing available working time per shift (in sec) with the
customer demand per shift.
TAKT time = Available working time per shift/customer demand per shift.
Available working time per shift = Operating time breaks
Operating time = 12 hrs = 12*60*60 = 720 minutes.
Breaks = 1 hrs and 3*20 minutes
= 2*60 = 120 minutes.
Available working time = 720 minutes - 120 minutes
= 600 minutes = 36000 seconds.
Customer demand = 75000 pieces per month
= 75000/25
= 3000 pieces/day
TAKT time for one piece = 36000/3000
= 12 seconds
No of pieces in a bundle = 30 pieces.
No of bundle for 3000 pieces = 100 bundles
TAKT time for 20 bundles = 12 seconds * 600 pieces
= 7200 seconds
= 120 minutes for 20 bundles.
In Takt time calculation the pace of product should be 120 minutes. In cutting
process, the cycle time taken is 150 minutes. So the bottleneck process is cutting process
and it has to be reduced to meet the Takt time.
By having the above information the current state value stream mapping is plotted
and its shown in Fig 4.2.
The lead time, value added time and total cycle time are observed from the current
state value stream mapping are 120 days, 710 minutes and 990 minutes respectively. These


are identified in the current state value stream mapping. From the current state value stream
mapping the problems identified are work in process inventory (WIP), lead time and
bottleneck operation.



























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In Takt time calculation the pace of product should be 120 minutes. In cutting
process, the cycle time taken is 150 minutes. So the bottleneck process is cutting process
and it has to be reduced to meet the Takt time.
By having the above information the current state value stream mapping is plotted
and its shown in Fig 4.2.
The lead time, value added time and total cycle time are observed from the current
state value stream mapping are 120 days, 710 minutes and 990 minutes respectively. These
are identified in the current state value stream mapping. From the current state value stream
mapping the problems identified are work in process inventory (WIP), lead time and
bottleneck operation.




















CHAPTER 5
INTEGRATION OF LEAN TOOLS FOR IMPROVEMENT
5.1 LEAN TOOLS USED FOR IMPROVEMENTS
The above problems are dicussed with the team leaders and manager to take the
solutions. At the end of solution the lean tools are selected to reduce the non value added
activities.the lean tools are
Point of use
Visual management
Kanban card
5S
Poka yoke
Source inspection
Work standard procedure.
5.1.1 Point of use
By the point of use tool the following non value added activities are get reduced
The material requisition slip with formula number has been feed in the store keeper
computer and he is responsible to feed the raw yarn in the knitting department.
5.1.2 Visual management
By the Visual management tool the following non value added activities are get reduced
Proper display system is introduced for chemical traceability.
Do and dont do pictures are placed in every process to avoid the defect product.
5.1.3 Kanban card
By the Kanban card tool the following non value added activities are get reduced
The inventory between every process gets reduced.
5.1.4 5S
By the 5S tool the following non value added activities are get reduced


The tools have been placed near by the worker in every process.
5.1.5 Poka yoke
By the Poka yoke tool the following non value added activities are get reduced
Mistake that happened in prepering the bundles in knitting department is now
eliminated by implementing this tool.
5.1.6 Source inspection
By the Source inspection tool the following non value added activities are get reduced
The inspection which is carried out by the quality control people is eliminated.the
inspection is carried out by every indual workers at their work place.
5.1.7 Work standard procedure
By the Work standard tool the following non value added activities are get reduced
The setup time for the cuttng process get reduced and online inspection process is
carried out by the worker.















CHAPTER 6
FUTURE STATE VALUE STREAM MAP
6.1 FUTURE STATE VALUE STREAM MAP
The future state value stream map is plotted with the suggested lean tools and
improvements are shown in Fig 6.1.
The implementation is carried out with the future state value stream map in the
manufacturing processes for the product Next Tipped Polo T-Shirt. After the successful
implementation the non value added activities which identified from the current state value
stream map is reduced and its shown in Table 6.1.
Table.6.1 Major Wastes and Possible Solutions
Activity/Wastes Possible solution
Tools to be
use
Current
State
report
Future
state
report
Raw Material
feeding in the
system
Store keeper must take
responsibility for scheduling and
raw material feeding
Scheduling 3 mins 1 mins
Knitting machine
waiting for
thread roles
Operator must maintain some
amount of thread roles as safety
stock
Point of use 5 mins 0 secs
Batch
Preparation
Batch wise separation of cloth
roles before spreading for cutting
operation
Point of use,
SOP
50 mins 20 mins
Feeding in
Embroidering
Motion can be reduced by
clearing online inventory
SOP 30 mins 20 mins


Activity/Wastes Possible solution Tools to be use
Current
State report
Future
state report
Online
Inventory
Can be produced according to
the customer requirements
Kanban card 11 Hours 2 Hours
Quantity
Mistake in
Packing
Old analog weighing machine
can be replaced by digital weighing
machine
Poka yoke
and SOP
10 mins 2 mins
Inspection
Inspection has to be carried out
by the worker
Source
inspection
2 hours 0 sec
The lead time, value added time, total cycle time is observed from the current state
value stream mapping are 120 hours, 710 minutes and 990 minutes respectively.
The bottleneck (cutting operation) process is reduced to 120 minutes to meet the takt
time 120 minutes. Now the cutting process meet the takt time and run a smooth flow
production.


















Fig 6.1 Future state value stream map









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S
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P



CHAPTER 7
RESULTS AND DISCUSSION
7.1 Results and Discussion
The lean implementation reults are clearly shown in the future state value stream
map Fig.6.1.The general parameters comparision is shown in the Table 7.1 ang Figure 7.1.
Table 7.1 Results of Lean Implementation
Study Parameters Before implementation After implementation
Lead time (hours) 120 83
Total cycle time (minutes) 990 900
Total Value added Time (minutes) 710 700
Process cycle efficiency (%) 9.9 14.3
Man Power (nos) 50 46
Bottleneck operation : Cuttng process
Cycle time (Minutes) 150 120
By the above results the lead time, manpower, production cost is reduced.
The lead time of the entire process is reduced from 120 hours to 83 hours and its shown
in Figure 7.1.1

Fig 7.1.1 Lead time chart
0
20
40
60
80
100
120
140
Before
Implementation
After
Implementation
H
o
u
r
s

Operations
Lead time (hours)
Before Implementation
After Implementation


The total cycle time of the entire process is reduced from 990 minutes to 900 minutes
and its shown in Figure 7.1.2

Fig 7.1.2 Total cycle time chart

The total value added time of the entire process is reduced from 710 minutes to 700
minutes and its shown in Figure 7.1.3

Fig 7.1.3 Total Value added time chart

840
860
880
900
920
940
960
980
1000
Before
Implementation
After
Implementation
M
i
n
u
t
e
s

Operations
Total cycle time (minutes)
Before Implementation
After Implementation
600
630
660
690
720
Before Implementation After Implementation
M
i
n
u
t
e
s

Operations
Total Value added Time (minutes)
Before Implementation
After Implementation


The process cycle efficiency of the entire process is increased by 4.4% from 9.9% to
14.3% and its shown in Figure 7.1.4

Fig 7.1.4 Process cycle efficiency chart

The total Man power of the entire process is reduced from 50 workers to 46 workers and
its shown in Figure 7.1.5

Fig 7.1.5 Man power chart


0
3
6
9
12
15
18
Before
Implementation
After
Implementation
E
f
f
i
c
i
e
n
c
y

Process cycle efficiency (%)
Process cycle efficiency
(%)
0
10
20
30
40
50
Before
Implementation
After Implementation
N
o

o
f

w
o
r
k
e
r
s

Operations
Man Power (nos)
Before Implementation
After Implementation


The bottleneck operation (cutting operation) is now reduced to takt time of the production
schedule and its shown in Figure 7.1.6

Fig 7.1.6 Cycle time after implementing lean
By the above results the lead time, manpower, production cost is reduced.
The non value added activities are identified and reduced by using some lean tools.
Unnecessory movement of worker is reduced in knitting department by maintaining
safety stock (10 Kg of yarn) in his cabin for knitting operation.
The material requisition slip is previously prepared by the production supervisor and
the yarn is delivered. But now it is issued according to the production plan to the
production supervisor to reduce the waiting and transportation time.
To avoid online inventory production kanban card can be used so that online
inventory can be eliminated resulting the reduction of lead time.
The bundle preparation after the cutting operation and its done by manual counting
method, so lot of mistakes are happened in counting and also time consuming
operation, resulting bundles are not in correct number of pieces. But now a sheet has
been introduced in between every 30 lays of cloth roles (two bundles} so that above
said mistakes can be avoided.
0
0.5
1
1.5
2
2.5
H
o
u
r
s

Operation
Cycle Time after implementation Lean
Cycle Time after
implementation Lean


The inspection are now done by the workers as online inspection. So the defects are
easily identified and seggregated by the workers. The inspection people are not
needed.
The setup time for the cutting process is reduced by incorporating the lean tools like
5S, poka yoke etc.
Quantity mistake in packing can be eliminated by replacing analog weighing machine
by electronic digital weighing machine.
The proper work standard procedure improved the worker efficiency and keen
interest on the working area.
Thus the above results clearly shows that this industry is in a step ahead on traditional
manufacturing system by implementing the lean manufacturing in their concern.



















CHAPTER 8
CONCLUSION
8.1 CONCLUSION
The following points are suggested as conclusions for the project
It is concluded and shows Lead time reduction is achieved by incorporating the lean
tools in the textile industry.
The methodology carried out in lean implementation could serve as a guideline for
implementing lean concepts.
The project carries genuine advantage of focusing on eliminating all kinds of non
value added activities in the shop floor.
It focuses the lead time reduction by eliminating nonvalue-added time and
decreasing the intermediate stocks through VSM to identify improvement points and
kanban, 5S, Point of use, Visual management, Poka yoke, Source inspection, and
Work standard procedure to eliminate inefficiencies.
The empirical results drawn from the project implementation serve to demonstrate
that an operative decision has helped to improve the lean parameters, in particular to
reduce the lead time and increase the value added time and shows the
transformation of a former line manufacturing organization into a better lean
organization that has set a lowest cycle time.










CHAPTER 9
SCOPE FOR FUTURE WORK
9.1 SCOPE FOR FUTURE WORK
The scope of future work for the project is as follows.
The inventories are reduced and not fully eliminated. This will be fully eliminated by
the tool just in time (JIT).
In batch preparation process the batch is prepared for the full utilization of machine
and man power. This can be standardizing by conducting Design of experiment
(DOE) for the batch preparation process.
The transportation waste is reduced in the future state with the help of point of usage
tool. But it is not reduced greatly. The transportation waste will be greatly reduced if
the organization introduces the tool cellular manufacturing.
















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